Elaboration of Key Economic Strategies and Sectors

Grant agreement no.: 2012-2948/001-001
This project has been funded with support from the European Commission. This communication reflects the
views only of the author, and the Commission cannot be held responsible for any use which may be made of the
information contained therein.
Elaboration of Key Economic Strategies
and Economic Sectors
Editors:
Simona Rataj, Mojca Osojnik, Mateja Melink, Samo Pavlin
Authors:
Nevena Rakovska, Gipson Varghese, Renata Verger, Juan de Lucio, Miecyslzav Bak, Mojca
Osojnik, Simona Rataj, Mateja Melink, Samo Pavlin

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Table of Contents
EXECUTIVE SUMMARY.................................................................................................................. 3
1 INTRODUCTION..................................................................................................................... 5
2 NATIONAL ECONOMIC STRATEGIES AND ECONOMIC STRATEGIES ON THE LEVEL OF THE
EUROPEAN UNION ....................................................................................................................... 7
2.1 EUROPEAN LEGAL AND STRATEGIC FRAMEWORK................................................................................ 7
2.2 OVERVIEW OF NATIONAL STRETEGIES............................................................................................ 12
2.2.1 Bulgaria.......................................................................................................................... 12
2.2.2 Hungary ......................................................................................................................... 13
2.2.3 Poland............................................................................................................................ 14
2.2.4 Slovenia ......................................................................................................................... 14
2.2.5 Spain.............................................................................................................................. 15
2.2.6 General observations .................................................................................................... 17
2.3 SECTOR ELABORATION BY COUNTRIES ........................................................................................... 18
2.3.1 Bulgaria.......................................................................................................................... 18
2.3.2 Hungary ......................................................................................................................... 21
2.3.3 Poland............................................................................................................................ 23
2.3.4 Slovenia ......................................................................................................................... 27
2.3.5 Spain.............................................................................................................................. 29
3 OVERVIEW OF BEST PRACTICES AND PROJECT REPORTS ON UNIVERSITY-BUSINESS
COOPERATION (INCLUDING HRM STRATEGIES OF HIGHER EDUCATION INSTITUTIONS AND
EMPLOYERS’ ORGANISATIONS)................................................................................................... 32
3.1 OVERVIEW OF OBSERVED EU REPORTS, BEST PRACTICES, HRM STRATEGIES OF INTERNATIONAL
COMPANIES AND UNIVERSITIES ................................................................................................................ 32
3.1.1 EU Projects and Reports................................................................................................ 32
3.1.2 HRM Strategies of the Universities ............................................................................... 37
3.1.3 HRM Strategies of Employers’ Organisations................................................................ 39
3.2 OVERVIEW OF OBSERVED NATIONAL REPORTS, BEST PRACTICES, HRM STRATEGIES OF NATIONAL
COMPANIES AND UNIVERSITIES IN FIVE EU COUNTRIES ................................................................................ 41
3.2.1 Bulgaria.......................................................................................................................... 41
3.2.2 Hungary ......................................................................................................................... 44
3.2.3 Poland............................................................................................................................ 47
3.2.4 Slovenia ......................................................................................................................... 55
3.2.5 Spain.............................................................................................................................. 59
3.3 SUMMARIES ON UNIVERSITY-BUSINESS COOPERATION BEST PRACTICES (CONCLUSION) ........................ 62
4 LIST OF SOURCES................................................................................................................. 64
APPENDIX: LIST OF KEY ENTERPRISE DATABASES......................................................................... 70

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Executive summary
Latest strategies and agendas focusing on the future development of European and national
economies are also giving priority of linking education and labour market. All participating
EMCOSU countries (Bulgaria, Hungary, Poland, Slovenia, Spain) have adopted or are in the
process of adopting relevant national strategies that include the premises of university-business
cooperation and are also coherent with the European Union Strategies. However, the
implementation phase of university-business cooperation is still only partial in Spain, Poland
and Slovenia what results in the lack of an efficient system of university-business cooperation.
This document also identifies national economic sectors with the greatest developmental
potential where also the university-business cooperation should get focused on in the next
years. The most important sectors by countries are the following:
Bulgaria – information and communication technologies, energy, agriculture, tourism and
heritage;
Hungary – medical and health sciences, information and communication technologies,
economics, legal sciences;
Poland - information and communication technologies, pharmacy, energy, transport and storage;
Slovenia - information and communication technologies, life sciences (including biotechnology,
medicine, pharmacy, food processing), advanced materials and nanotechnology, electrical and
electronics industry;
Spain – automotive industry, renewable energy, technology sector, consulting services.
Considering the identification of these sectors one can say that on the general level the most
important sectors which also have the biggest developmental potential are information and
communication technologies, agriculture and food industry, logistics and transport, electrical
energy and electrical industry (including renewable energy), and technology (including
biotechnology, new materials, medicine and pharmacy).
The document provides a review of a good number of modes and best practices of university-
business cooperation that already exist in the strategies of some universities and private sector
organisations. The most common system approaches are career centres of universities,
internship programmes, joint curriculum development, development of quality standards of
practical placement in enterprises, entrepreneurial courses in the university study programmes,
collaborative research, support to start-up enterprises, knowledge and project consortia; alumni
centres and job fairs. There are also some particularities; e.i. study visits of education policy
specialists and decision-makers (EU level) and Graduate career tracking service of universities
(Hungary).
These modes of cooperation show concrete and often quick results; a fact well accepted by
enterprises. Nevertheless, the need for implementation other measures (like curriculum

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development, entrepreneurial courses, appropriate HE and RTD policy and its’ implementation)
are “condicio sine qua non”.
This report on Elaboration of Key Economic Strategies and Economic Sectors in EMCOSU
countries and on the EU level provides a basis for further project work that will focus on the
modes of cooperation with universities from the perspectives of employers’ organisations with
an emphasis to the most important economic sectors identified in this report.

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1 Introduction
Over the last decade those concerned with European policy on education and employment have
increasingly sought evidence of how levels of educational attainment characterise individuals'
performances in the labour market. As stated in the latest Agenda on Modernisation of Europe’s
Higher education (HE) Systems (EC 2011b), enhancing the short- and long-term employability
potential of young people has become one of the central developmental priorities in the
European Higher Education Area. Current major national and international mechanisms
providing indicators to contribute to this aim are closely related to international mobility,
cooperation among higher education institutions and among universities and enterprises.
Some previous projects show various factors affecting the graduates’ career success. Some of
them fall within the direct jurisdiction of higher education institutions, while others go beyond
HE institutional borders. The identified factors are: social background, economic circumstances,
acquiring relevant work experience outside higher education, the recognition and certification of
such experience, the promotion of entrepreneurial skills and cooperation and dialogue between
employers and universities (HEGESCO project; TUNING project).
The HEGESCO project (HEGESCO project) reveals that enterprises have very little knowledge of
what to expect from graduates, on the other hand, higher education institutions have a similar
low level of knowledge of employers’ needs. This problem is particularly relevant for the private
sector which often has pretty blurred links with higher education institutions. Hence,
cooperation between the world of work and higher education has from a policy perspective in
any study field never been second to other HE developments (system societal role, mobility,
curricular and governance reforms) but a strong reference element.
The present EMCOSU project focuses on the university-business collaboration in five European
countries, Bulgaria, Hungary, Poland, Slovenia and Spain and on EU level in general. However, it
goes beyond surveying and identifying professional competencies and measurements of the
misalignment between formal qualifications, acquired knowledge and employers’ requirements
(known as the ‘skill mismatching’ problem). The project applies earlier research findings, linked
to issues of enhancing graduates’ employability, and also identifies new good practices of
university-business collaboration (UBC), showing great results in managing the potential and
talent of existing and future employees.
The project EMCOSU addresses three general questions: a) Which are the most relevant modes
of cooperation between universities and enterprises and why?; b) What are current
characteristics of cooperation modes and their future developmental needs?; and; c) Which are
key developmental drivers and motives on cooperation on the side of universities and
enterprises?

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In this context the first phase of the project focused on the elaboration of national economic
strategies of the countries involved in the project and economic strategies on EU level. What is
more, project partners also tried to identify which sectors and jobs within the selected countries
and EU hold the greatest potential in the future to absorb higher education graduates.
The methodology for preparing national and EU report included mainly a review and analysis of
key European and national strategic plans. The project partners from chambers of commerce
and industry were able to provide a rich material on this as they have a deep insight into future
European and national strategies and priorities.
This report is thus based on the national and EU reports provided by project partners. The
second chapter follows introduction and includes a review of identified EU and national
economic strategies. Deriving from this project partners also identified and described national
economic sectors with the greatest potential. The third chapter describes identified best
practices regarding university-business cooperation including human resource management
strategies of companies, higher education institutions and projects enhancing university-
business cooperation.
Best practices described in this report will be regarded as a point of reference for the activities
in the next work packages, especially for the development of new guidelines and approaches for
improving traditional modes of cooperation between employers HE institutions.

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2 National economic strategies and economic
strategies on the level of the European Union
The report on EU level is a product of a study on economic strategies and sector elaboration of
the European Union. The EU report follows premises of the EC document Europe 2020 – An
European strategy for smart, sustainable and inclusive growth; it also includes the review and
analysis of other key EU and national documents.
The reports for five referenced countries (Bulgaria, Hungary, Poland, Slovenia and Spain) are
prepared in a similar way on the national level – by emphasizing the most important and recent
national documents on the economic strategies that were available to the project consortium.
2.1 European legal and strategic framework
Europe 2020 - European strategy for smart, sustainable and inclusive growth1 (EC 2011a)
is the key strategic document, observed in this project. It represents the basis for EU and
national policy strategies to overcome the crisis faced by the European Economy. Understanding
the advantages and disadvantages of the European economy and society, this policy paper
encourages member countries to move forward, considering the following a common vision for
smart, sustainable and inclusive growth.
Focusing on first goal (smart growth), emphasis is given to strengthening knowledge and
innovation, which are drivers of economic and social growth. This requires improving the
quality of education, strengthening research performance, promoting innovation and knowledge
transfer (pp.9). Innovation is channelled through new ways of cooperation between research
and development agencies and private sectors.
With regard to sustainable growth strategy, it is important to build up a resource efficient,
sustainable and competitive economy, while ensuring the development of new process and
technologies, including green technologies, more use of ICT and reinforcing competitive
business, especially in manufacturing. This vision encourages new ways of doing things, more
importantly in the area of education and training. It invites policy makers to design news way
and modes of cooperation.
The EU strategic document makes it clear that a cohesive or inclusive society can be promoted
by empowering people through high levels of employment, investing in skills, modernising
1 Source: European Commision. 2011a. Europe 2020 - European strategy for smart, sustainable and
inclusive growth.

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labour market, training and establishing social protection system. Moreover, employment and
skills are the most focused facts in all policy formulations.
In the EMCOSU project there have been four flagship initiatives of Europe 2020 Strategy
document identified as relevant for the project’s key questions. Despite the content of the
initiatives is more general and refers to a broad area of employment and education issues all
four document show a tendency towards a closer cooperation between higher education
institutions and the businesses.
An Agenda for New Skills and Jobs: A European Contribution towards Full Employment2
(EC 2010a) proposes that better cooperation between the labour market and education and
training would provide the right mix of skills and would avoid the under-utilisation of people’s
talents and potentials.
However, the tendency for cooperation should not come only from the higher education but also
from the labour market or as the initiative proposes: “Employers should be encouraged to co-
invest and participate in the activities of education and training institutions, particularly in higher
education and vocational education and training; these partnerships can develop and update skills
profiles, multidisciplinary curricula and qualifications, and facilitate the provision of work-based
learning, from apprenticeships to industrial PhDs” (EC 2010a).
Supporting Growth and Jobs – An Agenda for the Modernisation of Europe’s Higher
Education Systems3 (EC 2011b), another flagship initiative based on Europe 2020 strategy,
emphasises the need to reform several key areas of higher education from which one of them is
directly linked to EMCOSU key questions – strengthening the knowledge triangle between
education, research and business.
The Agenda (EC 2011b) proposes key policy issues for member states and higher education
institutions regarding collaboration between higher education and enterprises:
 Stimulate the development of entrepreneurial, creative and innovation skills in all
disciplines and in all three cycles, and promote innovation in higher education through
more interactive learning environments and strengthened knowledge-transfer
infrastructure.
 Strengthen the knowledge-transfer infrastructure of higher education institutions and
enhance their capacity to engage in start-ups and spin-offs.
 Encourage partnership and cooperation with business as a core activity of higher
education institutions, through reward structures, incentives for multidisciplinary and
cross-organisational cooperation, and the reduction of regulatory and administrative
barriers to partnerships between institutions and other public and private actors.
2 Source: European Commision. 2010a. An Agenda for New Skills and Jobs: A European Contribution
towards Full Employment.
3 Source: European Commision. 2010a. An Agenda for New Skills and Jobs: A European Contribution
towards Full Employment.

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 Promote the systematic involvement of higher education institutions in the development
of integrated local and regional development plans, and target regional support towards
higher education-business cooperation particularly for the creation of regional hubs of
excellence and specialisation.
The other two flagship initiatives, Youth on the Move – An Initiative to Unleash the Potential
of Young People to Achieve Smart, Sustainable and Inclusive Growth in the EU4 (EC 2010c)
and Innovation Union5 (EC 2010b) go in the same direction of the need to closer cooperation
between higher education and the labour market.
The Youth on the Move (EC 2010c) proposes that the quality career guidance services and
vocational orientation need to be further developed, with strong involvement of labour market
institutions, supported by actions to improve the image of sectors and professions with
employment potential. And what is more, the initiative supports the reform and modernisation
of higher education which will focus on strengthening the employability of graduates,
encouraging mobility that includes also mobility between academia and industry.
Innovation union initiative (EC 2010b) focuses mostly on innovation and research where one of
the aims of this agenda also proposes there should be more innovation made out of research
where also cooperation between the worlds of science and the world of business must be
enhanced. Regarding the agenda, businesses should also be more involved in curricula
development and doctoral training so that skills better match industry needs.
Another strategy, observed in the EMCOSU project, is New Skills and New jobs in Europe:
Pathways towards full employment6 (EC 2012), prepared by Directorate General for Research
and Innovation. It is based on an extensive review of 17 projects financed by the EC, focusing on
the importance of evolution of new skills, since old and new jobs will not be sustainable in the
near future.
According to this strategy, improving peoples’ skills and better utilisation of their skill potentials
is a real “win, win” for all; for the economy, society, employers and for individuals. Policies to
promote employment and skills are important matters of priority because a skilled workforce is
an essential asset to develop a competitive, sustainable and innovative economy in line with
Europe 2020 goals.
4 Source: European Commision. 2010c. Youth on the Move – An Initiative to Unleash the Potential of Young
People to Achieve Smart, Sustainable and Inclusive Growth in the EU.
5 Source: European Commision. 2010b. Innovation union.
6 Source: European Commision. 2012. New Skills and New jobs in Europe: Pathways towards full
employment.

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Also Empowering the young of Europe to meet labour market challenges7 (European Centre
for the Development of Vocational Training 2011) documents are related to the EMCOSU key
questions. The two documents are dealing with study visits that professionals have carried out
all over Europe. The first programme has proved effective in promoting discussion, reflection,
exchange of experience and mutual learning among education policy specialists and decision-
makers responsible for developing and implementing education and training across Europe.
The second document (Empowering the young of Europe to meet labour market challenges)
summarises the results of about 230 study visits hosted in 30 countries by education specialists.
The report shows different policy recommendations, based on supporting young people and
developing young people’s entrepreneurial skills and competences:
 through flexible learning modes and pathways;
 through guidance and validation of knowledge, skills and competences required;
 by offering easy access to education and training;
 by offering tailored education to needs of and abilities of individual students;
 by offering easy transition of young people from education and training to the labour
market;
 by offering workplace learning and apprenticeship, which are considered as successful;
 by enabling partnership between relevant stakeholders – the social partners, companies,
public and private organisations; all promoting new learning initiatives and improving
the transfer and use of new and existing knowledge on future skills needs between
stakeholders.
Last observed document, Employers’ Perception of Graduate Employability8 (Eurobarometer
2010), provides insights into the needs and perceptions of graduate recruiters by monitoring
the opinions of staff in companies throughout Europe with at least 50 employees across a range
of business sectors. The survey covered research questions relevant for EMCOSU project: the
amount and type of cooperation between companies and educational institutions, the major
challenges that companies face in hiring graduates, the importance of various skills and abilities
required by graduates and the levels of satisfaction as to whether or not graduates have these
skills etc.
The results show less than 25% of respondents frequently cooperate with HEIs in order to
discuss curriculum design and study programmes. Graduate employers in the industry sector,
in public sector and in sector of non-public services were more likely to have cooperated with
HEIs. Cooperation in the recruitment of graduates appeared to happen more frequently. Around
half of the respondents said the cooperation with HEIs is important for their company and
around half said the opposite. The results also show that 52% graduate employers are convinced
7 Source: European Centre for the Development of Vocational Training. 2011. Empowering the young of
Europe to meet labour market challenges.
8 Source: Eurobarometer. 2010. Employers’ Perception of Graduate Employability.

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the best ways of cooperating with HEIs on recruitment was their participation in internship
programmes and about a third selected direct recruitment from schools.

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2.2 Overview of National Stretegies
In this section there were identified at least 4-5 national strategic documents per country,
tackling with university-business cooperation (education system in line with the needs of the
industry; identified future emerging and key enabling technologies) on national level, which
represent the basis for the university-business cooperation. The countries involved are the
following: Bulgaria, Hungary, Poland, Slovenia and Spain.
2.2.1 Bulgaria
The strategies explore the main factors of determining growth and competitiveness of Bulgaria:
education, innovation, RTD-companies collaboration (technology & knowledge transfer), smart
specialization.
Key strategic documents in Bulgaria are the following:
 National Regional Development Strategy9 of the Republic of Bulgaria for The Period
2005-2015, prepared by the Council of Ministers of the Republic of Bulgaria (2005).
 (draft) National Program for Development Bulgaria 202010, prepared by the President
of Republic of Bulgaria (2012).
 Sector Strategy for Attracting Investments in Bulgaria11, prepared by A.T. Kearney
(2011) for the Ministry of Economy, Energy and Tourism.
 National strategy of scientific research to 202012, prepared by Ministry of Education,
Youth and Science (2012a).
 Areas with stronger presence of foreign direct investment13, prepared by Ministry of
Economy, Energy and Tourism (2012).
 (draft) Innovation Strategy of Republic of Bulgaria14, prepared by Ministry of
Economy, Energy and Tourism (2012b).
The future emerging and key enabling technologies selected in the above mentioned documents
are:
 ICT
 Transport and infrastructure
9 Source: Council of Ministers of the Republic of Bulgaria. 2005. National Regional Development Strategy of
the Republic of Bulgaria for The Period 2005-2015.
10 Source: President of Republic of Bulgaria. 2012. National Program for Development Bulgaria 2020
(draft).
11 Source: Kearney, A. T. 2011. Sector Strategy for Attracting Investments in Bulgaria.
12 Source: Ministry of Economy, Energy and Tourism. 2012. Areas with stronger presence of foreign direct
investment.
13 Source: Ministry of Economy, Energy and Tourism. 2012a. Areas with stronger presence of foreign direct
investment.
14 Source: Ministry of Economy, Energy and Tourism. 2012b. Innovation Strategy of Republic of Bulgaria
(draft).

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 Tourism and cultural heritage (incl. Healthcare and Medical Tourism)
 Agriculture and food production
 Environmental protection
 Renewable energy sources
 Machine building
 Chemistry
 Biotechnology (inc. pharmaceuticals)
 New materials
 Automotives and Mechatronics
 Electrical Engineering and Electronics
2.2.2 Hungary
The strategies explore the concept, view, value; as well as the principles and objectives of
sustainable development, dealing with the departmental, developmental and other horizontal
questions (international cooperation, strengthening the competitiveness).
Key strategic documents in Hungary are the following:
 National Sustainable Development Strategy15, prepared by the National Development
Agency (2007).
 Higher Education Strategy methodological guide16, prepared by Educational Research
and Development Institute (Csóti et al 2011).
 The Hungarian labour market 201217, prepared by Hungarian Academy of Sciences
and Institute of Economics (Károly 2012).
 Hungary National Reform Programmes, based on the Szell Kalman Plan18, prepared
by the Government of the Republic of Hungary (2011).
 Hungary New Development Plan - National Strategic Reference Framework of
Hungary (2007-2013)19, prepared by the Government of the Republic of Hungary
(2007).
The future emerging and key enabling technologies selected in the above mentioned documents
are:
 Medical and Health Sciences
 Information and Communication Technologies
15 Source: National Development Agency. 2007. National Sustainable Development Strategy.
16 Source: Csóti, Dániel, Dr. György Drótos, Réka Kaló, Péter Kádár-Csoboth, Gergely Kováts, Katalin
Porubcsánszki, Anita Tarcsai. 2011. Higher Education Strategy methodological guide.
17 Source: Károly, Fazekas. 2012. The Hungarian labour market 2012. Hungarian Academy of Sciences and
Institute of Economics.
18 Source: Government of the Republic of Hungary. 2011. Hungary National Reform Programmes, based on
the Szell Kalman Plan.
19 Source: Government of the Republic of Hungary. 2007. Hungary New Development Plan - National
Strategic Reference Framework of Hungary (2007-2013).

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 Economics
 Legal Sciences
2.2.3 Poland
Key strategic documents in Poland explore the main factors of determining growth and
competitiveness of Poland: education, innovation, RTD-companies collaboration (technology &
knowledge transfer), solving societal challenges.
 National Development Strategy 2007-201520 of the Republic of Poland, prepared by
the Ministry of Regional Development (2006) and adopted by the Council of Ministers.
 National Development Strategy 202021, prepared by the Ministry of Regional
Development (2012) and adopted by the Council of Ministers.
 The National Reform Programme22, prepared by Ministry of Economy of the Republic
of Poland (2011).
 Poland 2030. Development Challenges23, prepared by the Board of Strategic Advisors
to the Prime Minister of Poland (2009).
The future emerging and key enabling technologies identified in the above mentioned
documents are:
 Electricity, gas, steam and air conditioning supply
 ICT
 Transportation and storage
 Agriculture, forestry and fishing
 Professional, scientific and technical activities
 Education
2.2.4 Slovenia
The strategies explore the main factors of determining growth and competitiveness of Slovenia:
developing an effective RTD and innovation support system; improving collaboration among
RTD, HE and enterprises, smart specialization.
Key strategic documents in Slovenia are the following:
 Resolution on national programme for higher education 2011-202024, prepared by
the Ministry of Higher Education, Science and Technology (2011a).
20Source: Ministry of Regional Development. 2006. National Development Strategy 2007-2015.
21 Source: Ministry of Regional Development. 2012. National Development Strategy 2020.
22 Source: Ministry of Economy of the Republic of Poland. 2011. The National Reform Programme.
23 Source: Board of Strategic Advisors to the Prime Minister of Poland. 2009. Poland 2030. Development
Challenges.
24 Source: Ministry of Higher Education, Science and Technology. 2011a. Resolution on national
programme for higher education 2011-2020.

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 Resolution on research and innovation strategy of Slovenia 2011-202025, prepared by
the Ministry of Higher Education, Science and Technology (2011b).
 Slovene industrial policy26, prepared by Ministry of economic development and
technology (2012). The strategy is finalized, but not jet confirmed by the Government of
the RS.
 Development Strategy of Slovenia27; in the process of preparation by the Government
office for development and European affairs (2013).
documents are:
 ICT
 New, advanced materials & Nanotechnology
 Electronics
 Energy
 Processing technologies, Low carbon technologies
 Wood processing
 Automotive industry
 Sustainable construction
 Health & Pharmacy & Biotechnology, Biomedicine
 Space
 Logistics
2.2.5 Spain
The strategies explore the main factors of determining growth and competitiveness of Spain:
graduate employability, excellent science and technology development, effective RTD and
innovation support (national and EU) system - improving collaboration among RTD, HE and
enterprises.
Key strategic documents in Spain are the following:
 National Plan for Research, Development and Innovation28, prepared by the Ministry
of Economy and Competitiveness (2008).
 Spanish Strategy for Science, Technology and Innovation 2013-2020: National Plan
for Scientific and Technological Research and Innovation 2013-201629, prepared by
the Ministry of Economy and Competitiveness and Spanish Government (2013).
25 Source: Ministry of Higher Education, Science and Technology. 2011b. Resolution on research and
innovation strategy of Slovenia 2011-2020.
26 Source: Ministry of economic development and technology. 2012. Slovene industrial policy.
27 Source: Government office for development and European affairs. 2013. Development Strategy of
Slovenia.
28 Source: Ministry of Economy and Competitiveness. 2008. National Plan for Research, Development and
Innovation.

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 Spanish Employment Strategy30, prepared by Ministry of Work and Immigration and
Spanish Government (2012).
 Spanish Strategy for Economic Policy31, prepared by the Spanish Government (2012).
 University Plan 2011-201432, prepared by the Basque Government (2012).
documents are:
 Automotive industry
 Renewable energy
 Technology
 Consulting services
29 Source: Ministry of Economy and Competitiveness. 2013. Spanish Strategy for Science, Technology and
Innovation 2013-2020: National Plan for Scientific and Technological Research and Innovation 2013-2016.
30 Source: Ministry of Work and Immigration and Spanish Government. 2012. Spanish Employment
Strategy.
31 Source: Spanish Government. 2012. Spanish Strategy for Economic Policy.
32 Source: Basque Government. 2012. University Plan 2011-2014.

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2.2.6 General observations
As expected, all the participating countries have adopted or are in the process of adopting
relevant national strategies, which are also coherent with the EU strategies. Nevertheless, there
is a difference between “adopting” the strategy and “implementing” it. The implementation
phase is a step further and seems successful in Spain, Poland, in Slovenia only partially. The
result of this fact is the lack of an efficient system approach to the UBC support.
Table 1: An overview of future emerging and key enabling sectors
Countries/NACE
classification
Bulgaria Hungary Poland Slovenia Spain
A – Agriculture,
forestry and
fishing
Agriculture and
food
production
Agriculture,
forestry and
fishing
Wood
processing
C-
Manufacturing
Machine
building
D - Electricity,
gas, steam and
air conditioning
supply
Renewable
energy sources;
Electrical
engineering
and electronics
Electricity, gas,
steam and air
conditioning
supply
Electronics;
Energy
Renewable
energy
F – Construction Sustainable
construction
H - Transporting
and storage
Transport and
infrastructure
Transporting
and storage
Logistics
J - Information
and
communication
Information
and
communication
Information
and
communication
Information
and
communication
Information and
communication
M - Professional,
scientific and
technical
activities
Chemistry
Biotechnology
Professional,
scientific and
technical
activities
New, advanced
materials and
nanotechnology;
Processing
technologies,
low carbon
techonologies;
Biotechnology;
Bionedicine
P - Education Education
Q - Human
health and social
work activities
Medical and
Health sciences
Health;
Pharmacy
R - Arts,
entertainment
and recreation
Tourism and
cultural
heritage
Most of the observed national strategies include identified future emerging and key enabling
technologies. Still, the most important sectors among the participating partner countries (taking
into account the frequency of occurrences in national strategies) are (1) ICT, (2) Agriculture and

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Food industry, (3) Logistics & Transport, (4) Electrical Engineering and Electronics Industry, (5)
Technology. On Horizontal level, RTD is of key importance both on national and EU level.
2.3 Sector Elaboration by Countries
Project partners identified and described economic sectors, which have the greatest potential
from the perspective of cooperation between universities and enterprises on a national level.
2.3.1 Bulgaria33
In Bulgaria, the most perspective sectors are information and communication technologies,
energy, agriculture and tourism and cultural heritage. Growing ICT and energy sectors are
especially export-oriented and offer good employment possibilities, while the sector of
agriculture is traditional and the only one to register growth in each quarter of 2010. Tourism
sector however is still not sufficiently developed and offers many possibilities.
Information and Communication Technologies
The Annual Broadband Study by Cisco (2010) ranked Bulgaria 5th in the world and 3rd in
Europe in terms of internet speed. It also placed the country 3rd in Europe and 10th worldwide
regarding the absolute number of certified ICT professionals. Bulgaria offers qualified human
resources working on world-level projects and at competitive salaries. Currently between 50
000 and 60 000 people are employed in the sector. ICT is traditionally an export-oriented sector.
The country has strong NGOs in the sector. Bulgaria is well prepared for becoming a regional
hub because it hosts a number of world and local IT leaders, like SAP, VMware, Johnson Controls,
CISCO, HP, Telerik, Musala Soft, Melon Inc. etc.
Unlike most of the sectors of the Bulgarian economy, the IT industry showed a stable
performance in 2010 and 2011. However, it was not demand on the local market that supported
the IT sector. The IT companies, especially the software developers, counted on foreign clients to
keep revenues intact. The trend is expected to continue in 2012 with growing need for highly-
qualified IT professionals.
The main problem facing the software industry is the shortage of highly qualified professionals
on the local market. If the problem persists, the local IT industry could miss the chance of
achieving the expected tenfold growth in the next decade, according to market experts. The lack
of well-trained specialists forces domestic IT companies to outsource part of their activities to
firms in Macedonia and Serbia or to hire foreigners.
Estimations about the future development are the following:
33 Source: Invest Bulgaria Agency.

19
 The software segment will continue to enjoy an increase in exports and outsourcing
contracts with foreign companies;
 The local market will remain stagnant for computer hardware distributors and software
developers;
 The computer and electronics products manufacturers will rely on foreign markets to
counterbalance shrinking demand on the local market;
 The number of large clients of cloud computing services will be increasing;
 IT spending in the public sector will remain erratic and will depend mostly on the
availability of EU funding;
 Demand for software and hardware developers as well as web designers will grow.
 Among the fastest growing sectors is the development of applications for mobile phones
and tablets iOS, Android, Windows, so developers of phone and online applications wil
be on demand.
 A big growth is seen in the number of employed in contact and call centers. The total
number of employed in call centers for ICT services in Bulgaria in 2005 was 0,2 % of all
employed in ICT sector. In 2011 it has reached 14,3 % and is now among the top 3 IT
sectors according to number of employed. The data are provided by CBN Pannoff,
Stoytcheff & Co., specialised in research and analysis of the ICT sector in Bulgaria since
2001.s
 HR expert Angel Madjarov from the Talent Hunter company, experienced in Recruitment
and selection of IT & Telecom professionals, prognoses that the in the coming years the
sector will suffer lack of human resources, due to the limited practical skills of the ICT
graduates and the fast development of the sector.
Energy
Energy is one of the most important sectors in the Bulgarian economy, it accounts for 18,2% of
total industrial production and employs 10.9% of the workforce in the secondary sector.
Although Bulgaria is not very rich in natural fuels such as coal, oil and gas, it has very well
developed energy sector which is of crucial importance for the Balkans and the whole South
Eastern Europe.
Bulgaria is a major producer and exporter of electricity in the region and plays an important role
for the energy balance in the Balkans. The country's strategic geographical location makes it a
major hub for transit and distribution of oil and gas from Russia to Western Europe and other
Balkan states. Bulgaria is the primary exporter of electricity in South-eastern Europe as well as a
major transit country for Russian oil and gas. Bulgaria's role in the transit of fuels is going to
increase after the construction of several pipelines currently in the planning stage.
Thermal power plants are also of high importance with most of the capacity concentrated in the
Maritsa Iztok Complex. Due to the limited hydro-potential of the country (excluding the
Danube), the importance of hydro power is not so big. There are currently 87 hydro power

20
plants with a combined capacity of 1,980 MW, most of them being located in the southern and
south-western mountainous parts of Bulgaria. Three major Hydroelectric power plants are
under construction. Large-scale prospects for wind energy development[4] have spurred the
construction of numerous wind farms, making Bulgaria one of the fastest-growing wind energy
producers in the world.
Agriculture
In 2010, the Agriculture sector was the only one to register growth in each quarter. In 2010,
Bulgaria’s agricultural trade balance was positive: $ 994 million, compared with $ 385 million in
2009. The sector accounted for 17% of Bulgaria’s total exports and 10% of the country’s total
imports. The export of Bulgarian agricultural produce reached $ 3 468 billion, which, compared
with the $ 2 795 billion for the preceding year, meant a 24% growth. About 72% of Bulgarian
exports of agricultural produce went to the EU, while Russia, Ukraine, Turkey, and the Arab
countries recovered their former position as major export markets.
Bulgaria is among the first eight EU Member States in terms of average growth of profitability in
agriculture. In 2010, the average profitability from agriculture in Bulgaria increased by 23%
compared to 12.3% for EU-27.
The country provides sufficient workforce both for the agricultural sector and for the food and
beverage industry. There are skilled engineers, technicians and biotechnologists at very
acceptable levels of labour costs.
The level of wages in the Agriculture sector is among the lowest in the country. The average
monthly wage is estimated at about BGN 450. The level of wages in the Food & Beverage sector
is close to the country’s average wage. The average monthly wages vary between 250 – 300
Euro. The level of wages not only in the industry but also the economy as a whole is among the
most competitive in the EU. In the near future, wages are expected to remain low.
In 2010, the share of agriculture was 5.2% of Bulgarian GDP. Over 80 000 people are employed
in the sector in over 4 000 companies across the country. This sector is traditional.
Tourism and cultural heritage
Tourism in Bulgaria is a significant contributor to the country's economy. In 2008 Bulgaria was
visited by 8.9 million tourists, as outlined by the World Tourism Organization. Tourists from
three countries - Greece, Romania and Turkey - account for 40% of visitors. New types of
tourism, including cultural, architectural and historic tours, eco-tourism, and adventure tours,
are expanding the range of visitor experiences. The tourist industry, especially on the seaside,
continues to suffer from construction works, poor handling of visitors, poor advertisement and
low bed occupancy.

21
2.3.2 Hungary
Most interesting sectors in Hungary include medical and health sciences, which has a brain drain
problem, information and communication technologies and economics sectors, where
employment is increasing, and legal sciences sector, which offers good employment possibilities
mostly because of its high social reputation.
Medical and Health Sciences
Since 1975, the Hungarian medical attendance is a civil right, and from 1996 every citizen is
assured. In Hungary, the Ministry of Human Resources have control over the social and welfare
systems. Regarding of the past decade’s unfavourable public health processes, the government
emphasises the improving of the public health issues. The Hungarian citizen’s health condition is
extremely bad compared to the international average, and it considerably falls behind what the
economic and social levels of the country would permit.34
It is feared, that the doctors and the health workers in Hungary will emigrate in large quantities,
which can cause the closure of hospitals and other public healthcare institutions and problems
may arise in medical attendance too. More than a hundred Hungarian health employees have a
contract abroad, and according to the Hungarian Medical Chamber more Hungarian health
workers plan to work abroad in the future. Unfortunately, the Hungarian health workers’ salary
is much lower than their colleagues in the Western Europe. The deficiency caused by the
doctors’ emigration can cause shortage of labour in hospitals.35
Information and communication technologies
The industry gives 15 percent of the Hungarian GDP and it gives work for more than one
hundred thousand persons. In 2011, nearly 3 billion USD was spent on the IT sector in Hungary.
In the past 2 years, the global economic transformation did not avoid the national IT sector, it is
expected that the leading firms of the industry will be de-emphasised, and will have market loss;
and smaller, specialized businesses will come into prominence.36
Contrary parliamentary decisions can contribute to the fact that the members of the profession,
which fights with shortage of labour, will leave the country. The information technology sector
can play a major role in the retaining of the professional labour. The lack of qualified and
professional labour and the lack of the newly graduated youth cause bigger and bigger problems
in Hungary and also in the ICT sector. Because of this, Hungary may lose serious projects.37
34 Sources: http://www.eski.hu/new3/adatok/zip_doc/eg-szoc-rendsz.pdf and National Development
Agency. 2007. National Sustainable Development Strategy.
35 Source: http://medjob.hu/medjob_portal/kiemelt/orvosok-es-egeszsegugyi-dolgozok-kulfoldi-
munkavallalasa/
36 Source: http://www.hrportal.hu/hr/ismet-beindul-a-hazai-informatikai-szektor-20110503.html
37 Sources: http://www.sg.hu/cikkek/93689/rengeteg_szakember_hagyja_el_az_orszagot and

22
In the IT sector, the number of the employees increases 1,9 percent yearly on the average, while
in the economy sector the employment will probably decrease. Today, the IT sector has 116
thousand employees. On the IT market, nearly 300 new enterprises will start until the end of
2013, from which the majority will be small Hungarian businesses. The Hungarian business
circle, that distributes and supplies Microsoft software, gives work to 20 thousand people. By the
informatics-using companies, further 30 thousand IT worker deals with Microsoft software or
product. 43 percent of IT workers are from these workers, and they make 48 percent of the
Hungarian income that is IT related.38
Economics
The following fields belong in this sector: economics, economy analysis, civil service, human
resources, business administration, commerce and marketing, international management,
finance and accounting, tourism and catering. The economist qualification is still looked for in
the labour market, but the expectations from an economist have changed.
These days, the technologic fields dominate the labour market, that is why the most successful
economists are who have complex knowledge, e.g.: engineer-economist, information
technologist-economist. The profession is defined by the economic situation of the country; by
the number of incoming capital; by the enterprises; by the situation of the companies; and by the
number of newly settled firms. The number of the people who work in the profession will
increase by 3-4 % in the year 2015, currently nearly 160000 person works in the economic
sphere. All age group can be found in the profession, but currently the proportion of young
economic workers is high, nearly 40% is under 34.39
In the economic training, the Hungarian offer is very rich: the applicants can chose from 34
economic faculties. One of the most important expectations from carrier starters is experience.
In this case, this is not only professional experience, although it is doubtless, that employers
value it positively.40
Any work experience acquired during university years, means advantage. The most important
thing is, that the applicant has an insight on work atmosphere, he/she has responsibility, knows
what teamwork means. Today, foreign language knowledge at an advanced level and the
knowledge of computer programs is a basic requirement. The employers lay more and more
http://webcache.googleusercontent.com/search?q=cache:RuBNzNkiqgQJ:www.nfu.hu/download/699/i._
helyzetelemzes.pdf
38 Sources: http://index.hu/tech/uzlet/2009/10/06/valsagban_is_no_a_magyar_informatikai_piac/ and
http://www.itbusiness.hu/rss_3/ITB_T_1008.html?portalstate=rss
39 Source: http://www.cons.hu/index.php?menu=cikk&id=390
40 Source: http://www.felvi.hu/pub_bin/dload/rangsor2006/64_89.pdf

23
stress upon human characteristics too, good communication skills are capital; as well as
smartness and practical approach considered important, too.41
Legal sciences
In Hungary, the primary legal source is the constitution. In the Hungarian Republic, only those
civil services have competence to establish rights that obtained authorization from the
constitution. The jurisdiction in Hungary is wielded by the Curia; the Court of Appeal, the Court
of Justice; the District Court; and the Administrative and Employment Tribunal. The protectorate
is the defender of the public policy, so it contributes to the validation of the individual rights.42
The jurist degree chiefly makes possible to find a job on the traditional fields: judge, lawyer,
prosecutor, and administration. Due to the high social reputation, it increases the chances of
getting employed in other scope of activities.43
2.3.3 Poland
The most perspective sectors in Poland are information and communication technologies,
pharmacy, energy, transportation and storage. While the first two are already amongst the
biggest markets in respective sectors in Europe, there is also a growing consumer demand in the
developing sectors of energy and transportation and storage.
Polish IT sector can be divided into three main segments, namely hardware, software and
services. In 2009, its market share stood at 54%, 31% and 15%. Equipment segment has the
most significant influence on the income of the branch about 54% of its value, services 31% and
software 15%. In comparison to the structure of previous years the importance of the hardware
segment is going lower (59% in 2008, 63% in 2007) other sectors are growing services (28% in
2008, 24% in 2007) and software (13% in 2008 and 2007). The direction of these changes is a
sign of modernization of the sector.
Poland is becoming more similar to developed European countries. According to the forecast for
2014 it is expected that we will observe further decline in the share of equipment to the other
two segments. In the software and services segments the most important activity software
consultancy. Important services are also the processing of data and hardware consulting.
41 Source: http://www.cons.hu/index.php?menu=cikk&id=390
42 Source:
http://webcache.googleusercontent.com/search?q=cache:N2IAbwymFMoJ:www.jegyzetportal.hu/downl
oad/allam_es_jogtortenet/jogrend.doc
43 Source: http://www.ajk.elte.hu/file/FelvTajek_Jogasz.pdf

24
Data from Pierre Audoin Consultants shows that Poland in 2015 will be the second largest (4.1
billion euros) after Russia IT market in Central and Eastern Europe and in terms of average
annual growth in 2011-2015 (7.2%) the fourth one.
Poland is the best in absorbing the European funds to carry out projects connected to IT sector.
Polish IT market has currently more than 8 500 companies and nearly 200 thousand jobs. The
dominant segment is the hardware, which share in 2011 amounted to approximately 57%. Such
global companies as Microsoft, HP, Google, and IBM invested and have their agencies in Poland.
It should be underlined that information technology infrastructure sector in Poland is relatively
modern and has been recently constantly developed, however there are also some low
performance areas with poor coverage in terms of IT infrastructure (particularly in Eastern
Poland). Moreover, the level of innovative solutions and applications utilised by particular
entities is also unsatisfactorily low.
Relatively weakest prospects draw against segments such as software, ERP and CRM, and
training services segment of Green IT. They have the largest share opinions about the lack of
dynamic growth over the next two years, in the case of the ERP software category, and Green IT
is the lowest observed single-digit share of reviews for the sharp increase. This can be a side
effect of a high penetration of solutions (ERP) among the companies actually need this class of
systems, as well as changes in business approach to IT spending (less emphasis on the "green"
side of the project).
Pharmacy
In 2009-2010, there was stagnation in the pharmaceutical market, now there is a slight growing
trend. Companies evenly spaced across the country, larger centres in Warsaw and the southern
and western voivodships. Companies both the Polish capital as well as held by the world's
largest pharmaceutical companies.
In Poland, the share of generics in the market in terms of value is the one of the highest levels in
Europe and is approximately 65%, with 25% share of innovative medicines. Quantitatively, the
share of generic drugs in the market is higher than 80%. These proportions will not change in
the next few years.44
In 2012-2014 the generic market in Poland will grow at a faster pace than the market of
innovative drugs, mainly because of the law changes in reimbursement rules and lists.
44 See more: Skonieczna, Agnieszka. 2012. Generic and innovative drugs market in Poland 2012 -
Development forecasts for 2012-2014.

25
Share of innovative medicines in the Polish pharmaceutical market is small, but in recent years
we observed a growing number of innovative research projects, engage in both universities and
pharmaceutical companies.
Poland is listed as one of 17 emerging markets. According to statistics, Poland is one of the
countries with the highest consumption of pharmaceuticals. In terms of value, we are the sixth
largest pharmaceutical market in Europe. Polish companies lose the cost advantage that gives
them the ability to effectively compete with Western rivals.45
In Polish market operates nearly 450 pharmaceutical companies, however the top 10 companies
in the sector generates more than half of the trade. In the top ten is eight innovative companies.
Energy46
Until 1990, the Polish power industry was a state-owned monopoly, which consisted of fully-
integrated state-owned companies. The Energy Law of 1997 opened the way to the restructuring
of Poland’s electricity power sector into three subsystems: generation, transmission, and
distribution.
At the moment the electricity sector remains largely controlled by the State, even if important
reforms were undertaken. The Polish energy sector will be an attractive field to invest in the
coming years because of future restructuring and modernization.
Poland has an out of date infrastructure regarding distribution and power generation. As for
now, 45% of all power generating equipment is over 30 and 77% is 20 years old. According to
energy experts, multibillion Euro investments will be required to renew the exhausted power
sector and guarantee uninterrupted supplies of electric energy.
Additionally, Poland should to achieve the objectives of emission reduction (20% by 2020)
under the implementation of recommendations of the energy and climate policy UE. Worth
mentioning is that the Polish energy sector is depended on coal (90% of the country’s energy is
produced from it). Investment will be required in new generation capacity, both in renewable
technologies and clean coal technologies.
The electricity production in Poland takes place on 33 power plants based on coal and 3 power
plants based on lignite, which together constitute about 91% of the total energy production.
Apart from these, electricity produce 177 industrial heat and power plants (about 5.2%),
hydropower (about 2.8%), and complete all independent power and diffuse sources (about 1%).
45 See more: Central Statistical Office.
46 Sources: Ministry of economy. 2009. Energy Policy of Poland until 2030 and Jankowski, Bolesław. 2012.
Assessment of the Impact of the Emission Reduction Goals Set in the EC Document ‘Roadmap 2050’ on the
Energy System, Economic Growth, Industry and Households in Poland.

26
Currently in the energy sector about 160 thousand people is employed, nearly half is in the state
energy companies such as: PGE, Tauron, Energa, Enea.
Currently, the Polish energy sector is facing a number of serious challenges. High demand for
energy, inadequate fuel and energy generation and transmission infrastructure, significant
dependence on external supplies of natural gas and almost full dependence on external supplies
of crude oil, as well as commitments in the field of environmental protection including climate
protection, compel Poland to take decisive actions.
The electricity demand will be grow by 1-3 % per year. The electricity sector will be intensively
developed in the coming years. Energy development will be a result of modernization and the
introduction of new technologies, and also the development of energy from renewable energy
sources.
Transportation and storage47
Transportation is an important branch of the polish economy. In conjunction with the logistics
and spedition, transportation is part of the TFL (transport-shipping-logistics).
Since joining the European Union in 2004, Poland has invested large amounts of money into the
modernisation of its transport networks, thus the Polish transport infrastructure requires much
more investment in order to make Poland more attractive for foreign capital.
Transport is a more traditional branch and the main factor for the economic development of
country. In Poland transport volumes have increased significantly during the 1990s. After of the
market declined in the early of the 90-ties, transportation market in Poland was growing up
from the 1994, in the rate of 6.5 % per year.
Despite the projected slowdown in growth, Poland will continue its expansion plans to develop
into a major logistics player in Europe. Poland is much better equipped now in airport
infrastructure than it was just a few years ago. Investment at the Port of Gdansk has ensured
that the country now features as a direct port of call for container lines, thereby decreasing the
costs of transport for its importers and exporters and raising the competiveness of its trade
sector. Further investment at Gdansk is in the pipeline, and its sister port of Gdynia is
determined not to be left behind, with expansion projects also planned. Poland is not only
seeking to develop into a maritime gateway for Central and Eastern Europe: its freight
companies are planning to expand their role from the domestic arena to the regional, with PKP
Cargo expanding into Germany and Belgium with the stated aim of becoming Europe's second
largest rail freight operator after Deutsche Bahn. Poland's largest ports, Gdansk and Gdynia, are
47 Sources: Central Statistical Office; Business Monitor International; MarketResearch.com and Ministry of
Transport, Construction and Maritime Economy. Polish Information and Foreign Investment Agency.

27
expected to demonstrate growth in the medium term. Gdansk benefits from having the largest
global container line Maersk Line as its customer, which now offers the facility as a port of call
on some of its direct Asia-Europe services, offering Poland's importers and exporters cheaper
and quicker transport links to ports in China.
Currently, a projected recession in the eurozone will lead to a slowing in the growth of Poland's
freight volumes, although the country's growing consumer demand will offer some shelter from
the worst of the eurozone's negative impact on its export
2.3.4 Slovenia
Due to the small size of the national market, Slovenia has the biggest potential in knowledge-
based (high-tech) and internationally oriented sectors, which include information and
communication technologies, life sciences, advanced materials and nanotechnology and
electrical and electronics industry.
Slovenia’s ICT industry is generally regarded as one of the most vigorous areas of industry due
to well-developed ICT infrastructure and human capital. Exporters of IT products and services
account for nearly 35% of overall industry exports. The clients derive from EU, the USA and also
the Middle East. The range of products/services, provided by Slovene companies is IT solutions
for the widest range of sectors (manufacturing, financial institutions, healthcare …)
Due to geographical position and decades of fostering economic links to neighbouring countries,
Slovene companies have an advantage to efficiently serve markets of the CE and SEE region. The
number of international companies setting up their regional hubs in Slovenia is rising. The main
reasons are the expertise of local managers, sales force and field engineers with their in-depth
knowledge of regional markets.
The sector has a long tradition, nevertheless it is highly dynamic and knowledge intensive, so
new technologies are emerging continuously. Slovene companies adapt quickly to the new
trends, there are also some niche leaders in the software development.
The employment has been growing till 2009, but is slowly decreasing for two years.
Life Sciences (Biotechnology, Food processing, Crop growing, Pharmacy, Medical equipment,
Medicine)
Several companies, RTD institutions (including Centres of Excellence) are operating on the
following fields: 1. Active substances, dietary supplements and functional foods; 2. New
technologies and devices in medicine, pharmaceutics and biotechnology; 3. "Tele-medicine" and
"tele-nursing”; 4. Cell therapy and tissue engineering; 5. Caring for the elderly and patients.

28
The most recognised regional companies are KRKA and LEK (the latter is integrated in one of the
world's largest generic giants Sandoz). In addition to big pharmaceutical industry, also smaller
LifeScience companies are operating successfully in Slovenia.
trends, there are also some niche leaders in the software development.
Development trends: Safe food; New technologies and devices in medicine, pharmaceutics and
biotechnology; 3. "Tele-medicine" and "tele-nursing”; 4. Cell therapy and tissue engineering; 5.
Caring for the elderly and patients.
Advanced materials and nanotechnology
Multi-disciplinary and trans-disciplinary research in order to foster key technological advances
in certain areas relating to inorganic non-metallic materials and their implementation in
electronics, optoelectronics, photonics, and medicine.
Excellent basic and applied science, competences, quality of research and materials, need for
better, cheaper, durable and safe materials is growing.
The sector derives from plastic processing sector and does not have long tradition. It’s nature is
interdisciplinary, this means it is dynamic and research and knowledge intensive; new
technologies are emerging continuously. Slovene companies are adapting to the new trends,
especially in the field of usage of nanomaterial, nanotechnology in various sectors (food,
construction, health, cosmetics …).
Electrical and electronics industry
Long-term tradition of collaborating with western Europe shows the advantages of Slovene
electrical & electronics producing companies, their competences, quality and competitiveness.
Slovene companies are development suppliers to mayor international companies – supplying
components for various sectors – automotive, household appliances, energy sector and other.
trends, there are also some niche leaders in the development of machines, running on
alternative sources of energy (interdisciplinary research).
Development trends:
Efficient use of energy in electrical machines, apparatus, electronics, motors, magnetic
technologies; fuel cells technologies, embedded systems, process automation: photovoltaics.

29
2.3.5 Spain
Sectors with the greatest potential in Spain are automotive industry and renewable energy,
which are one of the leading sectors in an international scope, while technology sector and
consulting services sector were the least affected by recent economic situation and thus promise
best possibilities for highly qualified employment.
Automotive industry48
Design, development, manufacture, marketing and selling of motor vehicles.
Spain is one of the most important motor vehicle producing countries in Europe (second in the
rank after Germany. Source: Organisation Internationale des Constructeurs d’Automibiles). In
Spain, automotive industry activity is focused on manufacturing and selling.
Spain has a long history in the automotive industry. Currently some of the most important
companies in the sector have factories in Spain.
In the last 5 years, the percentage of direct and indirect jobs over total labour force has
remained stable (about 9% over the total labour force).
Renewable energy49
Renewable energy has experienced a significant progress in Spain during the XXI century. This
development has positioned the country as a reference in the world. Spanish leading companies
related with renewable energies are: Iberdrola (world leader in wind energy), Gamesa (global
technological leader in the wind industry), Acciona, Abengoa etc. Currently about 35% of the
Spanish electricity demand is supplied by renewable energy (including hydropower) and near
17% is supplied by wind power. Regarding coverage of primary energy, about 12% is covered by
renewable sources.
Along the years, the renewable energy in Spain has had a limited development related to the
primary energy demand and to the power demand. But from the beginning of the XXI. century
this sector has been promoted by the different governments and currently, as mentioned above,
Spain is one of the world leaders in the renewable energy.
It is foreseen that the GDP contribution of the renewable energy in Spain will be 1,22% over the
GDP in 2015 and 1,42% over the GDP in 2020.
Technology50
48 Source: Ministry of Economy and Competitiveness. Invest in Spain.
49 Sources: Ministry of Industry, Energy and Tourism. Institute for Diversification and Energy Saving and
Spanish Association of Renewable Energy Producers.

30
The so-called ICT Sector is composed of the manufacturing or service industries whose main
activity is related to the development, production, marketing and intensive use of information
technology and communications. The ICT sector is characterized by high rates of innovation,
technological progress and productivity, so it has a significant impact on economic activity.
Since the nineties, in Spain, the ICT sector has experienced an increasing dynamism, only
interrupted by the phenomenon associated with the crisis of the Internet bubble in 2001 and
2002, and perhaps now with the current economic crisis. However, the estimates indicate that
its effect on the ICT sector would not be as pronounced as in other areas.
The Spanish ICT industry, account for about 20% of total R & D business. This sector ranks
second, after the business services segment R & D and above sectors such as chemical,
pharmaceutical, automotive, mechanical and financial intermediation. Thus, the ICT sector is one
of the main driving forces of innovation in the country, especially thanks to the IT services
segment (which accounts for 50% of spending in the ICT sector), followed by
telecommunications and ICT manufacturing, representing 34% and 16%, respectively, of the R &
D sector.
From 2006 to 2010 the number of companies in the sector has increased to an average of 1,7%
annually. Total employment linked to ITC sector in 2011 was 355.376 employees. The ITC sector
GDP contribution in 2011 was about 5% over the GDP.
It is a fact that the economic crisis has affected the ICT sector to a lesser extent than other
sectors. The ICT industry will be a key sector in the recovery. It forsees further job creation in
the sector, especially it will demand HE graduates.
Consulting services51
Consulting is one of the few areas in Spain that has maintained positive growth despite the
economic situation being experienced by the country. One of the reasons for this behaviour is
the development of the external market, which reported more than 21% of the total sector
income during 2011.
As in other sectors, the development of the consultancy has been linked to the modernization of
the Spanish economy. Currently the sector is growing despite the difficult situation of the
Spanish economy. In Spain there are domestic firms and the most important foreign firms, and
all of them, since a few years, are competing in the international market, exporting to other
countries the best practices of Spanish large companies and Spanish Public Administration.
50 Sources: Ministry of Industry, Energy and Tourism. National Observatory for Telecommunications and
the Information Society and Multisectorial Trade Association for Electronics, Information and
Communications Technologies, Telecommunications and Digital Content Industries.
51 Source: Spanish Association of Consulting Firms (AEC)

31
During 2010 the total employment linked to consulting services was 233.000 employees, the
most of them high qualified employees. According to the Spanish Association of consulting, 69%
of the sector employees have a college degree. It is one of the sectors that demand more highly
qualified employees. Between 2008 and 2010 the sector employment increased by 4,6%.
As mentioned above, the consulting companies demand highly qualified employment. The
evolution of the consulting services sector will need the hiring of the HE graduates. According to
this, some sector experts think that the consulting industry will have a problem in the future: the
sector will need more resources than the Spanish education system will be able to offer, because
of the demographic decline in Spain and the low value that society attaches to technical careers.

32
3 Overview of Best Practices and Project Reports on
University-Business Cooperation (including HRM
Strategies of Higher Education Institutions and
Employers’ Organisations)
Project partners had to identify at least 4-5 projects, 4-5 best practices of university-business
cooperation and 4-5 HRM strategies of companies/HEs, enhancing the collaboration among
them. The partners were instructed to identify the most relevant modes of cooperation between
universities and enterprises and their characteristics.
The partners identified a good number of modes/best practices of university-business
cooperation. The most common system approaches are career centres of universities, internship
programmes, joint curriculum development, development of quality standards of practical
placement in enterprises, entrepreneurial courses in the university study programmes,
collaborative research, support to start-up enterprises, knowledge/project consortia; alumni
centres and job fairs. There are also some particularities; e.i. study visits of education policy
specialists and decision-makers (EU level) and Graduate career tracking service of universities
(Hungary).
3.1 Overview of Observed EU Reports, Best Practices, HRM Strategies of
International Companies and Universities
On the EU level the relevant projects were identified that were implemented recently and are
publicly available. Prior to that we have done an extensive search of the project on the website
and have chosen those that in our opinion match EMCOSU project goals the most.
Regarding university strategies on EU level this approach was slightly different as we were not
searching for EU institutions but national universities which are ranked as the top universities
according to Academic Ranking of World Universities 2012. We have selected only European
universities but from different countries. A big role of the selection also played the availability of
information on the strategies on the webpages of particular universities.
HRM strategies of companies were selected and later analysed in a similar way. After reviewing
different lists of best EU companies we have identified several of them. The report includes
those companies that were on these lists and their strategies were publically available on their
webpages.
3.1.1 EU Projects and Reports

33
New Skills and Jobs in Europe: Pathways towards Full Employment52 (EC 2012)
The report reviewed 17 research projects, which investigated the determinants of skill
formation and job creation designed to promote economic and social cohesion, financed by the
DG Research. Among the most important skills and activities identified as needed in the EU
labour market are:
Cognitive logic of learning;
 More knowledge at work & new skills; flexicurity;
 Soft skills: HE offers specialised functional skills important for product innovation, yet
not necessarily the soft skills for process innovation and large-scale diffusion of IT
technologies which are especially important to small and medium-sized firms trying to
close the productivity gap;
 Improving the links between education and labour market systems;
 Anticipation of skills needs, matching and guidance services are thus fundamental in
order to raise productivity, competitiveness, economic growth and employment;
 Early investments of labour market systems in education;
 Economic logic of investment in education;
 Better job quality and working condition.
Linking the Worlds of Work and Education through Tempus53 (Jongsma et al 2007)
With the advance of the knowledge-intensive economies in Europe, the issue of university-
business partnership became prominent on the agenda of European higher education policy.
Therefore universities can no longer stay as an independent academic force in our knowledge
society. They need to cooperate with public and private organisations and enterprises in order
to “produce” employable students and to maximise the use of knowledge.
The document explains the benefit of collaboration:
 Technological Advancement: enterprises which consider human resources as key
resource cannot ignore universities; in order to produce employable students,
universities cannot ignore the needs of those enterprises.
 Globalisation: new demands on the core skills
 Being flexible and adjusting to labour market needs.
 Elitist, conservative and independent academic culture limits the access for outside
interference.
 Funding: a driver as well as an obstacle, can boost the university-enterprise cooperation.
52 Source: European Commision. 2012. New Skills and New jobs in Europe: Pathways towards full
employment.
53 Source: Jongsma, Ard, Claire Morel and Ulrike Damyanovic. 2007. Linking the worlds of work and
education through Tempus. European commision.

34
 Institutional management: partnership between universities and enterprises depend on
the university management willingness to develop a new vision and introduce new core
tasks.
 Education policy and legislation is a powerful facilitator, allowing universities to raise
funds on a commercial basis and incentive to industry for cooperating more closely with
universities.
The report identified three modes of university-enterprise cooperation (and the implemented
activities):
 The establishment of cooperation platforms – participation in governing boards of
enterprises and universities, participation in recruitment committees in enterprises,
establishment of technology transfer centres, start-up of new joint enterprises etc.
 Joint curriculum development – joint analysis of training needs, joint development of
teaching and learning modules, joint education and training projects etc.
 Mobility – exchange of staff between universities and enterprises, sabbatical leave for
university staff in enterprises and vice versa etc.
30 Good Practice Case Studies in University-Business Cooperation54 (Davey et al 2009)
The document describes the UBC in Europe, relevant for university management and knowledge
transfer professionals, all levels of government responsible for economic development and for
business seeking to increase innovation through UBC.
In these good practices, the following five elements are important:
 Stakeholders: the mutual cooperation of government agencies, higher education
institutions and business.
 Factors of Cooperation: strategies, structures and approaches, activities and framework
conditions.
 Influencing factors: barriers, drivers and situational factors.
 Types of cooperation: collaboration in research and development (R&D), mobility of
academics, mobility of students, commercialisation of R&D results, curriculum
development and delivery, lifelong learning, entrepreneurship and governance.
 UBC Ecosystem (Regional characteristics; Participation of multiple stakeholders; The
extent of cooperation: differences among regions; Transferable practices: case studies as
models; Commitment: longer term commitment among stakeholders for success
Funding: longer and sustainable funding models from private and multiple
stakeholders).
European University Enterprise Network (EUE-NET)55
54 Source: Davey, Todd, Thomas Baaken, Michael Deery and Victoria Galan Muros. 2009. 30 good practice
case studies in university-business cooperation (UBC). European commision.
55 Source: European University Enterprise Network (EUE-NET).

35
The project deals with development of quality standards of practical placement in enterprises in
order to enhance of the quality of practical placements of students. Other activities are:
Increasing the presence of companies’ representatives within the University activities
(designing, experimenting and promoting appropriate innovative mobility schemes involving
entrepreneurs).
Tuning Entrepreneurship - defining generic entrepreneurial skills for the students and best
profile of teachers in order to enhance the entrepreneurial approach within the university
sector.
Development and networking at European level the University entities having as natural
vocation the link between University and Enterprise: Network of Career Development Offices.
Business and Schools: Building the World of Work together56 (UK Commission for
Employment and Skills 2012)
This document looks into the perceptions and experiences of business when working with
schools to build the world of work into education. It is also explaining how businesses influence
the design and delivery of curriculum, provide work experience and raise awareness of careers.
Explanations of key areas in which businesses are currently working with schools, business and
education perspectives, barriers etc., are explained in detail.
The identified best practices are (a) business engagement with schools and (b) business
perceptions and experiences reveal the importance of attributes and qualities and employability
skills (enterprises recon young people are poorly prepared, they lack experiences, attitudes and
motivation).
Nevertheless, benefits of cooperation are identified and are the following:
 For Enterprises: skilled young people, greater productivity, reduced training and
supervision cost, improve staff morale, community engagement, social mobility, diversity
and inclusion, winning public contracts and raising awareness and building reputation.
 For Schools: improvement in school performance, employment prospects for students,
enrichment and enhancement of the delivery of education, providing quality work
experience opportunities, providing career information and raising the profile of careers
in sector and teacher placements
University-Economy Partnerships for enhancing Knowledge Transfer57 (World University
Service Austria 2010)
The project aims at improving the relationship between education and economy. World
University Service (WUS) has been playing a great role in the reconstruction and advancement
56 Source: UK Commission for Employment and Skills. 2012. Business and Schools: Building the world of
work together.
57 Source: World University Service Austria. 2010. University-Economy Partnerships for enhancing
Knowledge Transfer.

36
process of higher education. Universities in general are playing an essential role in strengthening
economic competitiveness of the region.
The state of European university-business cooperation58 (Science‐to‐Business Marketing
Research Centre 2011)
Despite the proven advantages and benefits of university-business cooperation (UBC) for
universities, business, students and society as a whole, quantitative measurements of these
connections in Europe are few and far from exhaustive. This report of the Science-to-Business
Marketing Research Centre (in Münster, Germany) is presenting the results of the first such
major study. Instead of concentrating on the outcomes of UBC, this study takes the point of view
of those actually undertaking UBC, their personal views and behavioural issues.
The goal of the study is finding out how extensive is UBC in European HEIs, why some academics
and HEIs engage in UBC and others don’t, and - if influencing factors are only part of the
explanation for UBC activity - what else can help to explain total European UBC.
Considering the extent of UBC in European HEIs, results show that other than some exceptions,
UBC in Europe is still in the early stages of development. Although most HEIs engage in some
form of UBC, most academics are still engaged only to a low extent or not at all. Cooperation
takes place in eight distinctive ways (collaboration in research and development (R&D), mobility
of academics, mobility of students, commercialisation of R&D results, curriculum development
and delivery, lifelong learning (LLL), entrepreneurship, governance), amongst which there are
clear relationships. More developed types of UBC (e.g. R&D and commercialization of its results)
offer more direct, measurable and promotable benefits, while the least developed types
(governance, mobility of academics) provide more indirect benefits and little ability to promote.
The differences in the extent to which academics and HEIs engage in UBC can be explained by
different factors. One of these factors are perceived benefits of UBC for stakeholders, for instance
academics acknowledge benefits for students, business and HEIs, but do not recognise the
benefits for themselves and thus engage in UBC to a lesser extent. Besides perceived benefits, the
most important factors are perceived drivers and barriers of UBC. The academics or HEIs
perceiving higher drivers are generally more engaged in UBC than those perceiving lower
drivers. As for barriers, academics perceive lack of funding and too much bureaucracy in the HEI
to be the main problems, while HEIs agree on funding, but don’t recognise bureaucracy as such a
barrier. Drivers and barriers are also interrelated – even if funding is provided, it does not
guarantee cooperation, if important drivers (e.g. existence of shared goals, mutual commitment
and trust) or perceived benefits are not developed enough. Besides the benefits, drivers and
barriers, there are also situational factors that influence the extent of engagement in UBC, like
58 Source: Science‐to‐Business Marketing Research Centre. 2011. The state of European university-business
cooperation.

37
personal characteristics of academics or country where the HEI is located. These factors have an
explanatory value, but on the other hand they offer very few possibilities for UBC improvement.
If we explore the extent of UBC on an action level, what significantly affects the cooperation is
the development and perceived development of the mechanisms supporting UBC. These
mechanisms can be understood as the 4 pillars of UBC: strategies; structures and approaches;
activities; and framework conditions. HEI representatives generally rate these pillars in Europe
as moderately developed with possibilities for future improvement, while academics perceive
the pillars to be significantly less developed. Amongst these pillars, strategies provide the
highest contribution to the development of UBC.
The report suggests next actions that can increase European UBC: increasing the perceived
benefits, reducing the highest barriers, fostering relationship drivers, encouraging academics,
developing supporting mechanisms (the 4 pillars) and taking examples from systems that have
well developed UBC.
3.1.2 HRM Strategies of the Universities
University of Oxford59 (University of Oxford 2012)
The strategy aims to make further significant contributions to society, regionally, nationally and
internationally, through the fruits of its research and the skills of its alumni, its academic and
educational publishing activities, its entrepreneurial and cultural activities and policy
leadership, and its work in continuing education.
The strategy emphasizes the promotion of interactions between the university, industry and key
local and regional entities. The measures are: collaborative research, consulting, spin-out
companies, and commercial ventures and science parks.
University of Copenhagen60 (University of Copenhagen 2012)
The purpose of the University is to “conduct research and provide further education to the highest
academic level’”. The core of the university is independent basic research and research-based
education. Research is an essential prerequisite for each of the three focus areas of the strategy:
 The university aims to strengthen internal collaboration and a shared identity
 The university aims to improve education
 The university aims to strengthen external collaboration worldwide.
59 Source: http://www.ox.ac.uk/media/global/wwwoxacuk/localsites/gazette/documents/supplemen
ts2012-13/University_of_Oxford_Draft_Strategic_Plan_2013-18_%281%29_to_No_5007.pdf
60 Source: University of Copenhagen. 2012. 2016 - Strategy for the University of Copenhagen.

38
The university will develop new, mutually beneficial model for partnerships with business and
the public sector, such as networks in which suitable partners are able to identify each other and
develop research partnerships. Their aim is also to support students’ innovation and
collaboration projects with established researchers in both the public and private sectors.
Technical University Munich61 (Technical University Munich)
The Technical University Munich (TUM) presents itself as an entrepreneurial university; thus it
is committed to the principle of competitive performance. It proactively brings results from
fundamental research into market-oriented innovation processes and stimulates the
entrepreneurial spirit in all areas of the university.
TUM initiates the founding of growth oriented start-up companies by its members and supports
them, through non-bureaucratic measures, until they achieve successful market positions. Their
entrepreneurial activities are consistently geared toward taking a leadership role in Europe in
founding research-based, growth-oriented technology startups. TUM has a wealth of experience
in advising scientists, researchers and students who want to start a business based on an idea or
technology they have developed. TUM’s start-up consultation service helps them develop their
business plan and provides support at every stage of the start-up process.
Utrecht University62 (Utrecht University 2008)
Utrecht University works closely together with businesses, public-sector institutions and
research organisations. This collaboration leads to innovation, economic development and the
solution of social problems. Collaboration occurs through contract research, projects and in
knowledge consortia.
Utrecht University assists its students in finding internship opportunities with businesses; in
addition to researchers and students who are keen to work with them, the University boasts a
range of services and facilities designed to help develop new products and enterprises. Also,
Utrecht University engages in research on successful entrepreneurship and offers its students
entrepreneurship education.
UtrechtInc. advises and assists (start-up) entrepreneurs within and outside the University in
starting their own enterprises and informs them of business accommodation options and start-
up funding. Utrecht Science Park houses a number of businesses, mostly in the field of Life
Sciences.
University of Vienna63 (University of Vienna 2012)
61 Source: Technical University Munich.
62 Source: Utrecht University. 2008. Strategic plan 2009 – 2013.
63 Source: University of Vienna. 2012. University of Vienna 2015 – Development plan.

39
The University regards itself as a laboratory of innovation stimulating the development of
society and economy. Its innovation strategy aims to strengthen the links between the
University on the one hand and business and society on the other to ensure that innovative ideas
find their way from the University to business and society. At the same time, the University is
willing to cooperate with the business world and societal organisations offering its research
capacities to test innovative ideas for their suitability and open a dialogue on the possibilities to
further develop them.
3.1.3 HRM Strategies of Employers’ Organisations
Shell64
Shell is a global group of energy and petrochemicals companies. It doesn’t recruit into a generic
graduate scheme. Instead they match each individual to a particular role based on their personal
skills and potential. Then they provide a unique ongoing training programme to help develop
graduates into future leaders.
A part of HR strategy proposes recruiting talented people with bright ideas that will help the
world build a more sustainable energy system; giving them the training and experience they
need to put their good ideas into practice and have an impact; managing the pool of talent on a
global scale to be sure the right people are in the right places to drive the success of our
business.
Shell offers two ways of getting a job: internships and Shell recruitment day.
Internships - Lasting anything from eight weeks to twelve months, the internships are not only
paid, they also involve students in live projects specifically matched to their interests and
abilities. Students can work in real teams, alongside true professionals. They receive regular and
structured performance evaluation from their mentor and direct supervisor, and find out what
the energy industry is really like, from the inside. If they are successful they could be offered a
full-time position at Shell when they graduate. Students can register online for the internship
position.
Shell Recruitment Day – This programme is aimed to final year students or those who have
graduated within the previous 3 years. Here they explore how well graduates cope with various
business scenarios. They assess graduates’ capacity to analyse critical issues and identify the
wider implications. They also observe how graduates work with other people, how well they
deal with change and to what extent they drive their own learning. Students participate in
various activities including a group discussion and role-playing, a case study analysis and
presentation, and a general proposal and presentation. Based upon the talents, skills and
knowledge they display, they could be offered full-time position.
64 Source: Shell.

40
Siemens65
Siemens is the largest Europe-based electronics and electrical engineering company.
Partnerships with leading universities and institutes are indispensable for Siemens’ research
and development activities. Open Innovation is therefore the key. With this in mind, Siemens
launches over 1,000 research partnerships every year with universities, research institutes, and
industrial partners all over the world. Siemens can look back on a long tradition of academic
collaboration and currently works with more than 600 universities in 70 countries around the
world producing a significant innovation yield.
The benefits of Siemens‘ collaborative research programs and initiatives work both ways:
 Siemens enhances its strengths as an innovator, gaining deep insights into the latest
results in academic research and gains access to highly qualified young talents.
 Universities and research institutes develop their understanding of industry’s practical
research activities and needs and open up valuable career opportunities at Siemens for
their graduates.
Siemens drives multiple worldwide collaboration partnerships on a project-specific base. In
order to strengthen its innovation processes and enable Siemens business and research experts
to engage with leading scientific networks, Siemens has set up two long-term strategic
partnership programs with outstanding universities and research institutes world-wide:
 Center of Knowledge Interchange (CKI)
 Ambassador universities
 Cooperation models
 Talent acquisition at universities and institutions
Nokia66
Nokia has its own Nokia Research Centre with different research laboratories. Nokia Research
Centre is actively engaging in Open Innovation through selective and deep research
collaborations with world-leading institutions. By sharing resources, leveraging ideas, and
tapping each other’s expertise they create vibrant innovation ecosystems, multiply the efforts,
enhance innovation speed and efficiency etc. Nokia Research Centre hires students with PhDs
and related advanced degrees around the world. They hire students with technical degrees
(Bachelors, Masters, MBA and PHD) in disciplines such as engineering, computer science and
cloud computing. We also look for students with degrees (Bachelors, Masters, MBA and PHD) in
non-technical areas such as management, finance, market research, human resources, and
communications, to name a few.
Danone67
65 Source: Siemens.
66 Source: Nokia.

41
Danone regularly collaborates with external entities such as universities and private or public
research institutions; this way, the group benefits from the expertise of external scientific
committees on strategic issues such as probiotics, water, as well as health brands, such as
Activia, Actimel or Danacol, etc. Danone maintains permanent contact with the scientific
community to better understand health and nutrition issues and stay ahead of the game in terms
of research. These collaborations cover fundamental research (totally externalized), applied
research and various studies (clinical trials are also externalized). Danone has more than 200
ongoing collaborations world-wide
3.2 Overview of Observed National Reports, Best Practices, HRM
Strategies of National Companies and Universities in five EU
Countries
On the national level the partners have selected the examples from pioneering companies and
universities, representing the best national examples of UBC.
3.2.1 Bulgaria
Among the youngest European member countries Bulgaria is supporting the university-business
cooperation through the following measures: career centres, alumni centres, internships, joint
curriculum development, HE-company (project) collaboration, joint master programme on
entrepreneurship, technology-transfer centres, support to start-ups and spin-offs, technology
foresights (in collaboration with the American Chamber of Commerce in Bulgaria) and joint
usage of equipment, machines and also sharing of intellectual property.
3.2.1.1 Projects and reports
National Internship program68 (USAID Labor Market Project et al 2005)
The project aimed to improve the employability skills and practical preparedness of Bulgarian
graduates through introducing internship programs to Bulgarian universities and companies.
The initiative was a huge success, turning internships to a common practice for all universities
and many companies in Bulgaria and providing opportunity to thousands of students to gain
practical experience. Many students were offered a permanent job after the internships. The
joint initiatives brought closer the business and academia and increased the cooperation
between them. Their experience was promoted in media and inspired many other companies
and universities to work together.
67 Source: Danone.
68 Source: USAID Labor Market Project, Job Tiger, Bulgarian universities and employers. 2005. National
Internship program.

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