Innovation Network Denmark Performance Accounts 2011

Innovation Network Denmark
Performance Accounts 2011
Innovation: Analyse og evaluering 08/2011

Innovation Network Denmark
Performance Accounts 2011
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Innovation Network Denmark
Performance Accounts 2011
The Danish Agency for Science, Technology and Innovation
May 2011
Performance Accounts 2011 3

TABLE OF CONTENTS
>
1. INTRODUCTION 6
2. THE INNOVATION NETWORKS AND THE MEASUREMENT SYSTEM 8
3. THE INNOVATION NETWORKS’ RESULTS AND RESOURCES 12
4. THE INNOVATION NETWORKS’ ACTIVITIES 17
APPENDIX 1 PERFORMANCE ACCOUNTS 2011 IN NUMBERS 25
APPENDIX 2 BRIEF PRESENTATION OF ALL INNOVATION NETWORKS 29
LIST OF PUBLICATIONS 2009-2011 33
Performance Accounts 2011 5

1. INTRODUCTION
>
The main purpose of the Performance Accounts is to present the activities of the
innovation networks, as well as the effects of these activities. In brief: how much
collaboration and innovation has resulted from the support given by the State (and
others) to the innovation networks?
The innovation networks are national clusters within various technologies and
disciplines. The innovation networks are one of the key Danish initiatives to boost
innovation in Danish business and industry. The innovation networks can achieve
this by building bridges between Danish business and industry and the substantial
knowledge production at universities, other research and education institutions,
and technological service institutes. The innovation networks play a particularly
important role in helping small and medium-sized enterprises to get started on
using the knowledge available from knowledge institutions. Via outreach initiatives,
information activities, conferences, matchmaking offers, innovation projects, etc.
the networks function as the gateway to the knowledge institutions, and the right
researchers and trainers.
The innovation networks’ performance in terms of results and activities is measured
on an annual basis. These Performance Accounts are the fifth in the series and
present the results of the innovation networks in 2010, and their development from
2006 to 2010. The Performance Accounts for the year focus on the figures, and
in contrast to previous years the Accounts do not include special analyses or case
studies.
The Performance Accounts include the following sections:
Section 2 provides an overview of the existing networks, and the measurement
system for the Performance Accounts is introduced.
Section 3 presents the networks’ results in the form of knowledge building and dissemination
and greater innovation in companies.
Section 4 lists a series of figures for the networks’ activity level measured by three
core activities: 1) bridge building and meeting places; 2) partnership projects; and 3)
dissemination of knowledge.
Appendix 1 presents an overview of the Performance Account numbers. This consists
of the 15 analysed networks’ total results, activities and resources in 2010, and
the development from 2007 to 2010.
Appendix 2 provides a brief description of each of the 22 networks in existence as
of 1 May 2011.
Performance Accounts 2011 6

2. OVERVIEW OF THE INNOVATION NETWORKS AND THE
MEASUREMENT SYSTEM
>
2.1. THE 22 INNOVATION NETWORKS
In 2010 there were a total of 22 networks. Seven of these networks commenced
their activities at the end of 2010, and these seven are therefore not included in
these Performance Accounts.
Table 2.1. lists the innovation networks as of 1 May 2011, while Appendix 2 presents
the activities of the individual networks. The seven newly-started networks
that are not included in this year’s Performance Accounts are marked in italic.
Table 2.1. The 22 innovation networks as of 1 May 2011
Area
Energy
Name and year of establishment
Offshore Center Danmark (2003)
Innovationsnetværket VE-Net / Renewable Energy Network (2006)
Innovationsnetværket for biomasse / Innovation network for biomass (2010)
Environment
Innovationsnetværket for miljøteknologi / The Innovation network for Environmental Technology
(2010)
Partnerskabet Vand i byer / Partnership for Water in urban areas (2010)*
ICT
InfinIT – Innovationsnetværk for IT / The Danish ICT Innovation network (2009)
Innovationsnetværket Animation Hub / The Animation Hub (2009)
Experience economy and turism
Production, new materials
Innovationsnetværk for videnbaseret oplevelsesøkonomi – InVIO / Innovation network for knowledge
based experience economy (2010)
Innovationsnetværket AluCluster / Knowledge and technology centre for aluminium (1999)
Innovationsnetværket Livsstil - Bolig & Beklædning / Innonet Lifestyle – Interior & Clothing (2001)
Innovationsnetværket RoboCluster / Innovation Network Robocluster (2003)
Innovationsnetværket Dansk Lydteknologi / The Danish Sound Technology Network (2009)
Innovationsnetværket Dansk Lys / Danish Lighting Innovation Network (2010)
Innovationsnetværket PlastNet / Plastic and Polymer Network (2009)
Food stuff
Food Network - Fødevaresektorens Innovationsnetværk / Food Network (2009)
Performance Accounts 2011 8

Health/medico
Biopeople – Innovationsnetværk for biosundhed / Biopeople – Innovation Network for Biotech (2009)
Partnerskabet Lev Vel, innovation til ældre / No Age - innovative solutions for elderly people (2010)*
Partnerskabet UNIK, innovative løsninger til kronisk syge / UNIC - Use of New technologies in
Innovative solutions for Chronic patients (2010)*
Construction
Transport
Service
InnoBYG – Innovationsnetværket for energieffektivt og bæredygtigt byggeri / InnoBYG - Innovation
network for energy efficient and sustainable construction (2010)
Transportens Innovationsnetværk / The Transport Innovation Network (2009)
Innovationsnetværket Service Platform / Service Cluster Denmark (2010)
Innovationsnetværket for Marked, Kommunikation og Forbrug – Innovation network for Market,
Communication and consumption (2010)
Chart 2.1. Development in the number of innovation networks in 2006-2010.
40
35
30
25
20
15
10
5
0
2006 2007 2008 2009 2010
2.2. HOW THE RESULTS AND RESOURCES ARE MEASURED
Together with the Danish Agency for Science, Technology and Innovation, the IRIS
Group has developed a measurement system with a series of interrelated indicators
that can present a view of the innovation networks’ effects. The basic elements of
the measurement system are presented in chart 2.2 below.
Chart 2.2 System for measurement of the networks’ results
Resources
Activities in the
networks
Knowledge building
and dissemination
Innovation
Economic
effects
• 76,2 mio. kr. i
statslige
investeringer
• 3.659 aktive
virksomheder
(uddybes i afsnit4)
• 822 virksomheder
i projekter
• 14 videninstitutioner
• 300 virksomheder
udvikler nye
produkter/ydelser
• 1,1 mia. kr. i øget
omsætning (skøn)
Performance • 4,8 Medarbejdere Accounts 2011
pr. netværk
pr. netværk • 750 udvikler nye
kompetencer
• 550 får tilført nye
9

The Chart should be read from the left. First, the Performance Accounts measure
the input of resources to the networks. Measurement is by considering the amounts
invested by the State and others in the networks in 2010, and the number of employees
in the networks (arrow 1). The input of resources is described in section 3.
Arrow 2 shows the activities in the networks. The activities are measured via a
large number of indicators – there are a total of nine core activities in the networks.
On the result side, the Performance Accounts first consider a statement of the
networks’ knowledge building and knowledge dissemination (arrow 3). The number
of companies that in 2010 – as a direct consequence of participation in a network –
entered into partnership projects with knowledge institutions is measured, as well
as the number of knowledge institutions involved in the networks.
On the result side, it is also measured how far the transfer of knowledge led to innovation
in the companies (arrow 4). This is shown in the Performance Accounts by
the number of companies that developed new products or services as a consequence
of participation in a network, and by the number of companies that in 2010 gained
new competences or ideas due to participation in a network.
As an introduction to the presentation of the results it must be emphasised that it is
naturally not an easy task to compile the effect of the innovation networks. Some
effects will not be apparent until after five to ten years. Other effects are indirect
and relate to the benefits of a change of “mindset” in both companies and knowledge
institutions with regard to the opportunities presented by knowledge networks.
Nonetheless, the measurement system is a contribution to taking stock of these
benefits.
The information has been gathered via a comprehensive questionnaire survey of all
network contacts in April 2011. All the fifteen relevant networks responded to the
survey.
Performance Accounts 2011 10

3. THE INNOVATION NETWORKS’ RESULTS AND RESOURCES
>
3.1. RESULTS
INNOVATION AND COMPETENCE FOR INNOVATION IN COMPANIES
The purpose of drawing more, and new, companies into partnership projects with
many different knowledge institutions is to create more innovation. Chart 3.1. presents
the number of companies that have achieved new competences, new ideas or
new products, services and concepts as a consequence of participating in networks
in 2007-2010.
Chart 3.1. The companies’ results of network participation 2007-2010
1000
900
800
700
600
500
400
300
2007
2008
2009
2010
200
100
0
New competences
that significantly
increase
innovation ability
New ideas that
can later lead to
innovation
New products,
services or processes
Chart 3.2. presents the innovative results measured by network. More than 20
companies per network innovated new products, services or concepts in 2010, and
almost 60 companies per network gained new competences that can be used in
relation to innovation.
Performance Accounts 2011 12

Chart 3.2. The companies’ innovation per network, 2007-2010
2007
New products, services
or processes
2008
2009
2010
New ideas that
can later lead to
innovation
New competences that
significantly increase
innovation ability
0
10
20
30
40
50
60
70
Number of companies per network
NUMBER OF COMPANIES IN PARTNERSHIP PROJECTS
The networks bring companies and knowledge institutions together via a number
of activities that include individual matchmaking for companies and researchers, as
well as idea generation in order to design concrete partnership projects. These are
activities aimed at concrete partnership projects that can help researchers try out
new knowledge in practice, and also meet smaller companies’ need for rapid and
visible results.
Chart 3.3. shows the number of companies that in 2006-2010 cooperated with the
knowledge institutions as a consequence of being “brought together” in the network.
Chart 3.3. Number of companies engaged in projects with knowledge institutions
as a consequence of their participation in an innovation network, 2006-2010
1200
1000
Companies that participated
in collaborative projects
800
600
400
200
0
2006 2007 2008 2009 2010
Of which companies with
fewer than 50 employees
Companies that participated
in collaborative projects for
the first time
Of which companies with
fewer than 50 employees
Performance Accounts 2011 13

DIFFERENT TYPES OF KNOWLEDGE INSTITUTIONS ARE INVOLVED
IN NETWORKS
It is vital that many knowledge institutions are active in the networks if the
networks are to promote innovation in the companies. This augments the body
of knowledge that is available to the companies. In addition, the participation of
a wide selection of knowledge institutions contributes to laying the foundations
for the sharing and dissemination of knowledge among various research areas
and disciplines – which ultimately benefits the companies’ innovation.
For 2006-2010, Table 3.1. presents the number of knowledge institutions that annually
attended the networks’ activities (measured by the average participation
per network). The Table also presents the development in the total number of
entities from knowledge institutions - for example a university department - that
participated in innovation projects under the networks’ auspices.
Table 3.1. Participation in innovation networks by knowledge institutions
2006 2007 2008 2009 2010
Number of knowledge institutions
participating in the networks’ overall
activities – average per network
7 13 11 14 16
Total number of entities from
knowledge institutions participating
in innovation projects under the
119 105 139 109 132
networks
*from 2010 the foreign universities are also included in this figure
Chart 3.4. shows the percentage of innovation networks that involve the various
types of knowledge institution in their work.
Chart 3.4. Percentage of networks that involve various types of knowledge
institution, 2008-2010
Business schools and
business academies
Knowledge institutions abroad
University colleges and
vocational colleges
GTS (Certified Advanced Technology
Group Institutes)
2008
2009
2010
Danish universities
0
10
20
30
40
50
60
70 80 90 100
Percentage of the networks
Performance Accounts 2011 14

Chart 3.5. shows that most networks to a high degree perceive themselves as business
and industry’s gateway to knowledge institutions all over the country.
Chart 3.5. The networks’ response to the question “Should the network function as
business and industry’s gateway to knowledge institutions all over the country?”
Percent of network
90
80
70
60
50
40
30
20
10
0
2008
2009
2010
To a high degree To some degree To a small
degree
Not at all
3.2. RESOURCES: HOW ARE THE NETWORKS FINANCED?
The overall results and activities in the networks should be viewed in the light of the
resources available to the networks. The networks’ turnover totalled DKK 152 million
(~ 20 million euro) in 2010, which corresponds to turnover of just over DKK 10 million
(~ 1.3 million euro) per network. Chart 3.6. shows how these funds were provided.
Chart 3.6. Financing of the networks, 2008-2010
90.000.000
80.000.000
70.000.000
60.000.000
2008
2009
2010
50.000.000
40.000.000
30.000.000
20.000.000
Danish
kroner
0
Central government
Companies
Other
Knowledge institutions
EU
Regions and municipalities
10.000.000
Performance Accounts 2011 15

Performance Accounts 2011 16
>

4. THE INNOVATION NETWORKS’ NINE CORE ACTIVITIES
>
4.1. AREAS OF ACTIVITY
The networks’ results are achieved from the many different opportunities they offer
to companies and knowledge institutions. There are fundamentally three main categories
of activities in the networks: 1) bridge building and establishment of meeting
places; 2) partnership projects; and 3) dissemination of knowledge. Within these
three categories there are a total of nine different core activities undertaken by the
networks, cf. Chart 4.1.
The circles in Chart 4.1. overlap to illustrate the strong mutual dynamic between the
activities. For example, consulting and sparring can lead a company to participate
in a thematic network – and on this basis later to conduct a pre-project.
Chart 4.1. The networks offer nine core activities – within three main categories
2.
Partnership projects
Pre-projects
Innovation projects
Company partnerships
1.
Bridge building
and establishment
of meeting places
Conferences, seminars, etc.
Thematic networks
Matchmaking Idea
generation
3.
Knowledge
dissemination
Consulting and sparring
Competence development
4.2. THE DEVELOPMENT IN THE NETWORKS’ OVERALL LEVEL OF
ACTIVITY
Chart 4.2. below shows that a total of 3,155 different companies participated in the
networks’ activities in 2010.
An average of 210 companies participated in each network’s activities. There is
considerable variation, however, in how many companies the individual networks
involve in their activities.
Performance Accounts 2011 17

Chart 4.2. Total number of participants in the network’s activities, 2006-2010
4.500
4.000
3.500
3.000
2.500
2.000
1.500
1.000
500
0
2006 2007 2008 2009 2010
Number of active companies
Of which with fewer than 50 employees
Chart 4.3. Number of companies participating in the networks’ activities that did
not come from the network’s own region 2008-2010
60
54%
56%
50
45%
40
30
20
10
0
2008 2009 2010
Table 4.1. presents the four types of core activity offered by the innovation networks
in terms of bridge building and establishment of meeting places. The Table lists the
number of networks that offered each activity, and the number of companies that
participated in the activity in 2010.
Performance Accounts 2011 18

Table 4.1. Activities with focus on bridge building and establishment of meeting
places
Activity Description Number out of the
15 networks that
offered the activity
Number of
companies
participating in 2010
Conferences,
seminars, etc.
Comprises everything from workshops to thematic
seminars to conferences. Gives insights on new
knowledge and used as networking fora.
15 2.276
Thematic
networks
Matchmaking
Idea generation
A fixed group of researchers and companies that meet
regularly in order to share knowledge within a current
field and create the basis for shared project activities –
for example innovation projects.
Assistance to individual companies and researchers
in finding suitable partners for a concrete project, or to
solve a concrete problem.
The purpose of the processes is to lead to new
partnership projects on the basis of a concrete idea or a
new research result
9 495
12 829
10 732
Chart 4.4. Number of companies participating in four different types of bridgebuilding
activities in the networks, 2006-2010
3500
2006
3000
2007
2500
2008
2000
2009
Number of companies
1500
1000
500
0
Conferences,
seminars, etc
Thematic
networks
Matchmaking
2010
Idea generation
Performance Accounts 2011 19

Chart 4.5. Percentage of the networks offering various types of services on
matching companies and researchers, 2008-2010
Esablishment of
special databases
Help to write grant
applications
2008
2009
2010
Outreach work
among comanies
Idea development -
concretisation of idea
Information on
financing
Facilitation of meetings
between companies and
knowledge institutions
0
10
20
30 40 50 60 70 80 90
Percentage of networks
4.4. PARTNERSHIP PROJECTS
The innovation networks may initiate and co-finance partnership projects in which
knowledge institutions and companies jointly develop new knowledge and create
innovation. For the companies, the purpose is to develop a new technology, a new
product or a new service, or other development of its business activities. For the
knowledge institutions, the aim is typically to test new knowledge in practice, and
thereby achieve new insights that can be applied to research or used in teaching.
Table 4.2. presents three types of partnership project; the number of networks that
offered each activity; and how many companies participated in 2010.
Table 4.2. Different types of partnership project
Activity Description Number out of the
15 networks that
offered the activity
Number of
companies
participating in 2010
Innovation
projects
Partnership projects between companies and
knowledge institutions for the purpose of developing a
new technology, a new product, a new service, etc.
13 587
Pre-projects
Projects to clarify the basis for an actual innovation
project, such as the investigation of a new idea, smallscale
trials, the sustainability of the team, etc.
6 226
Company
INNOVATION PROJECTS
partnerships
Activities that bring companies together to tackle concrete
challenges or business opportunities. Knowledge
(b2b)
institutions do not participate in these partnerships.
8 443
Performance Accounts 2011 20

INNOVATION PROJECTS
Chart 4.6. Total number of companies in innovation projects under the networks’
auspices, 2006-2010
700
600
500
400
300
200
100
0
2006
2007 2008 2009 2010
Total number
of companies
Of which companies with
fewer than 50 employees
Chart 4.7 Number of knowledge institutions participating in innovation projects,
2008-2010
Other
Approved Technological
Service Institutes
2008
2009
2010
Business schools and
business academies
University colleges
and vocational colleges
Danish universities
*Foreign universities
0
10
20
30
40
50
60
*Participation by foreign universities is included as from 2010
Performance Accounts 2011 21

PRE-PROJECTS
Chart 4.8. Number of companies participating in pre-projects in the innovation
networks, 2007-2010
450
400
350
300
250
2007
2008
2009
2010
200
150
100
50
0
Number of companies participating
in pre-projects
Number of entities from
knowledge institutions
COMPANY PARTNERSHIPS
Chart 4.9. Number of companies participating in company partnerships (b2b
projects with no participation by knowledge institutions) in the innovation
networks, 2008-2010
Other type
of cooperation
Partnership on
production-related
challenges
2008
2009
2010
Partnership on innovation
and business development
Pre-competitive
technology partnership
Development
of supplier partnership
0
50
100
150 200 250 300
Performance Accounts 2011 22

4.5. KNOWLEDGE DISSEMINATION
The third overall category of activities in the innovation networks is “knowledge
dissemination”. The networks have strong insights on the ground-breaking knowledge
that is continuously being developed at the knowledge institutions. They are
in regular contact with researchers, attend national and international conferences,
and are updated on the latest technology developments or the newest methods.
They are also familiar with the challenges that companies face, and have a good
understanding of how the new knowledge might benefit specific companies. The
networks therefore play a key role in constantly deploying their insights on the two
worlds to ensure that the right knowledge is put to use by the right users.
Table 4.3. presents the nature of the two types of knowledge dissemination - consulting
and sparring, and competence development – and the number of networks with
that type of activity, as well as the number of companies that participated in knowledge
dissemination of the type in question.
Table 4.3. Different types of knowledge dissemination
Activity Description Number out of
the 15 networks
that offered the
activity
Number of
companies
participating
in 2010
Consulting and sparring
Offer of consulting or individual
sparring – based on new
knowledge and research from
the universities and consulting
on project financing and
assistance with the preparation
of applications
12 596
Competence
development
In partnership with universities
and other educational
institutions the networks can
contribute to developing new,
company-oriented education
programmes within the
networks' disciplines.
6 Not stated
Performance Accounts 2011 23

CONSULTING AND SPARRING
Chart 4.10. Percentage of networks offering the companies sparring on new
knowledge and consulting on project financing, 2007-2010
Individual discussion
of trends and new
knowledge within
the network’s field of
expertise
2007
2008
2009
2010
Consulting on project
financing
0% 20% 40% 60% 80% 100%
Percentage of the networks
EDUCATIONAL PROGRAMMES
Chart 4.11. Percentage of networks that initiated educational programmes, or
themselves offered courses, 2007-2010
2007
Initiator for new
educational programmes
2008
2009
2010
Own selection
of courses/training
programmes
0% 10% 20% 30% 40% 50% 60%
Percentage of the networks
Performance Accounts 2011 24

APPENDIX 1 THE PERFORMANCE ACCOUNTS IN NUMBERS
>
1. RESULTS
2010
(15 networks)
2009
(23 networks)
2008
(27 networks)
2007
(28 networks)
Percent age
change 2009-
2010
1.1. INNOVATION
Number of companies that have
developed new products/services/
processes
• Total
• Average per network
322
21
302
13.1
408
15.1
315
11.3
6.6%
60.3%
Number of companies that have
achieved new ideas for innovation
• Total
• Average per network
445
30
556
24.2
466
17.3
424
15.1
-20%
24%
Number of companies that have
gained new competences that can
lead to innovation
• Total
• Average per network
896
60
749
32.6
632
23.4
572
20.4
20%
84%
1.2. INTERACTION WITH
KNOWLEDGE INSTITUTIONS
Number of companies participating
in interaction projects with
knowledge institutions
• Total
• Of which companies with fewer
than 50 employees
• Average per network
906
615
60.4
982
711
42
924
737
34.2
777
455
27.8
-7.7%
-13.5%
43.8%
Number of companies participating
in a partnership project with a
knowledge institution for the first
time
174
146
11.6
258
208
11.2
305
278
11.3
320
213
11.4
-32.6
-29.8
3.6
Performance Accounts 2011 25

2. ACTIVITIES
2010
(15 networks)
2009
(23 networks)
2008
(27 networks)
2007
(28 networks)
Percentage
change 2008-
2009
2.1. TOTAL NUMBER OF
PARTICIPANTS IN THE NETWORKS’
ACTIVITIES
Number of participating companies
• Total
• Of which companies with fewer
than 50 employees
3,155
1,936
3,659
2,316
3,913
2,690
2,418
1,628
-13.8%
-16.4%
Average number of participating
companies per network
210 159 145 86 32.1%
2.2. BRIDGE-BUILDING ACTIVITIES
Number of companies that have
participated in conferences,
seminars, etc. arranged by the
networks.
2,276 2,969 2,973 1,842 -23.3%
Number of companies that have
participated in thematic networks
offered by the networks.
Number of companies that have
participated in matchmaking offered
by the networks.
495 785 1,000 575 -36.9%
829 1,215 870 742 -31.8%
Number of companies that have
participated in idea generation
offered by the networks.
732 827 1,039 496 -11.5%
2.3. PARTNERSHIP PROJECTS
UNDER THE AUSPICES OF THE
NETWORKS
Number of companies participating
in pre-projects
226 408 348 161 -44.6%
Number of active innovation projects
under the auspices of the networks
(partnership projects with the
participation of at least one company
and at least one knowledge
institution)
• Of which with participants from
abroad
90
20
114
NA
153
NA
125
NA
-21.1%
NA
Performance Accounts 2011 26

Number of companies participating
in innovation projects
• Total
• Of which companies with fewer
than 50 employees
• Companies from abroad
587
405
57
520
358
NA
632
465
NA
440
248
NA
12.9
13.1
NA
Number of entities from knowledge
institutions participating in
innovation projects
• Of which knowledge institutions
from abroad
132
18
109
NA
139
NA
105
NA
21.1%
NA
Total turnover in innovation projects 132
DKK 103
million
DKK 113 million DKK 65 million -7.4%
Total company financing of
innovation projects
18 DKK 31 million DKK 58 million DKK 36 million 19.4%
2.4. KNOWLEDGE DISSEMINATION
Number of educational programmes
initiated by the networks
40 39 47 43 2.6%
Number of educational programmes
offered by the networks
26 30 34 40 -13.3%
Percentage of networks advising on
project financing and grant schemes
Percentage offering individual
discussion of trends and
applications within the network’s
field of expertise
40% 43% 59% 32% -7%-point
80% 74% 74% 78% 8.1%-point
2.5. GENERAL COMMUNICATION
AND FIELDWORK
Number of new companies the
networks contacted individually
with a view to participating in the
networks.
Press coverage of the networks in
local and national media
852 1,100 1,680 2,678 -22.5%
402 621 590 457 -35.3%
3. RESOURCES
2010
(15 networks)
2009
(23 networks
2008
(27 networks)
2007
(28 networks)
Percentage
change 2008-
2009
Performance Accounts 2011 27

3.1. TURNOVER AND EMPLOYEES DKK million DKK million DKK million DKK million
Total turnover
Of which financed by:
• Central government
• Regions/municipalities
• Knowledge institutions
• Companies
• EU
• Other
151.7
74.8
10.2
3.3
47.8
6.9
8.9
196.6
76.2
18.8
20.7
63.1
14.9
3.3
180.9
70.8
15.5
18.4
67.8
2.2
6.2
153.4
59.7
18.2
14.3
53.3.
4.6.
3.3
-22.8%
-1.8 %
-45.7%
-84.1%
-24.2 %
53.7%
170%
Average turnover per network 10.1 8.5 6.7 5.5 18.8%
Average number of employees in the
networks
4.4
man years
4.8
man years 5.4 man years 4.6 man years -8.3%
Turnover per employee 2.3 1.8 1.2 1.2 27.8%
Percentage of networks with
subscription revenue
27% 17 % 37 % 32 % 58.8%
*Some numbers for 2009 have been adjusted from the previous year’s Performance Accounts
Performance Accounts 2011 28

APPENDIX 2 BRIEF PRESENTATION OF ALL INNOVATION NETWORKS
>
This Appendix provides an overview of the 22
innovation networks co-financed by the Danish
Agency for Science, Technology and Innovation
as of 1.5.2011. Fifteen of these are included in the
Performance Accounts.
There is more information about the individual
innovation networks on their respective websites
- and on the Agency for Science, Technology and
Innovation’s website at http://fi.dk/innovation/
samspil-mellem-forskning-og-erhvervsliv/ or at
www.netmatch.nu
AluCluster - Knowledge and technology centre
for aluminium
Contact: Michael Nedergaard – ph. + 45 7473 3040,
e-mail: mn@alucluster.com
AluCluster, a centre within practical utilisation
of aluminium, offers a wide range of competences
within the aluminium area. AluCluster’s
objective is to create value for the customer
through overall solutions.
AluCluster’s mission is to meet the need for
highly qualified consultancy now and in the
future within practical utilisation of aluminium
and thereby become the preferred partner within
consultancy and development of aluminium
solutions.
www.alucluster.com
Animation Hub
Contact: Viggo Johannes Jensen - ph. + 45 2850
9864, e-mail: vjj@animwork.dk
Animation Hub is a cluster experimenting with
animation in the context of development and
communication. Based on the competences
within animation, such as generating new ideas,
dramaturgy, cinematography and simulation, the
cluster wish to help companies find new ways
of understanding, accepting and involving in
regards of innovation processes, developing new
concepts, marketing as well as learning, guiding
and interaction design.
www.animationhub.dk
Danish Sound Technology Network
Contact: Jan Larsen – ph +: 45 2243 0025, e-mail:
jl@imm.dtu.dk
Danish Sound Technology Network embraces individuals,
organizations and businesses involved
with sound technology. They will create a new
space for innovation, collaboration and dissemination
of knowledge.
The vision of the network is that Denmark is
a leading country with regards to sound technology
in terms of knowledge, research and
education. Danish Sound Technology will be the
epitome of high quality in products and services,
as well as in physical rooms and social contexts.
www.lydteknologi.dk
FoodNetwork
Contact: Britt Sandvad – ph: + 45 9612 7624, e-mail:
bs@vifu.net
FoodNetwork is an extensive network which
includes a large number of Danish universities,
research institutions, Approved Technological
Service Institutions (GTS), innovation- and
development parks as well as technical- and
vocational schools. The aim of the network is to
create growth within the food industry through
networks, projects and activities. It is also to be
the link that ensures visibility of the relevant
partners within the food industry and to support
and facilitate existing and new clusters.
www.foodnetwork.dk
Biopeople – Innovation Network for Biotech
Contact: Per Spindler – ph: +45 2875 6572, e-mail:
per@biopeople.dk
Biopeople embraces universities, research organizations,
and hospitals, the Danish Medicines
Agency, industry associations as well as pharma,
medtech, medical device, food and biotech
companies.
www.biopeople.dk
Infinit – The Danish ICT Innovation network
Manager of network Aalborg: Rikke Uhrenholt – ph:
+ 45 9940 7220, e-mail: aalborg@infinit.dk
Manager of network Copenhagen: Rikke Koch –
ph: + 45 2126 8724, e-mail: kbh@infinit.dk
Infinit is a Danish network for innovative utilization
of IT. Our goal is to convert the infinite
possibilities that technology offers into concrete
collaborations between research and industry.
www.infinit.dk
InnoBYG - Innovation Network for Energy
Performance Accounts 2011 29

efficient and Sustainable construction
Contact: Henriette Hall-Andersen – ph: +45 7220
2241, e-mail: hha@teknologisk.dk
The construction industry’s new network
InnoBYG will facilitate sustainable and energy
efficient development in the construction industry
from 2010-2014. The focus of the network
will be on development projects, knowledge
sharing and dissemination and matchmaking
across the industry and between companies and
knowledge institutions/universities.
www.innobyg.dk
The Innovation network for Environmental
Technology
Contact: Jørn Rasmussen - ph. + 45 4516 9200,
e-mail: jar@dhigroup.com
The Innovation Network for Environmental
Technology, Inno-mt, was established in
December 2010. The focus is to bring the sectors
soil, water, air and waste together to enable
innovative new products and services across the
four sectors.
www.inno-mt.dk
InViO - Innovation network for knowledgebased
experience economy
Contact: Jens F. Jensen – ph. + 45 9940 9028,
e-mail: jensf@hum.aau.dk
The objective of Innovation network for knowledge-based
experience economy is to strengthen
knowledge sharing, knowledge development, and
cooperation between businesses and institutions
of knowledge relating to innovation and research
within the field of experience economy. In this
way, the innovation capacity of the businesses
is reinforced so that knowledge- and experience-based
growth within the industry will be
generated.
www.invio-net.dk
Innovation Network for Biomass
Contact: Jacob Mogensen – ph +45 6171 8162,
e-mail: jm@agropark.dk
The purpose of the Innovation Network for
Biomass is to facilitate development within
production, handling, and processing of biomass
with the goal of better utilization for energy
purposes. Our members consist of individuals
and companies involved in the field of biomass,
agricultural waste, and manure. The network
has an international scope and welcomes both
Danish and international members from private
companies, research institutions, authorities, etc.
www.inbiom.dk
Danish Lighting Innovation Network
Contact: Lene Hartmeyer –ph. +: 45 4717 1800,
e-mail: info@dansklys.dk
The object of the Innovation Network for Danish
Lighting is to promote the use of good and appropriate
lighting and to advance knowledge
and to disseminate information for the improvement
of the lighted environment to the benefit of
society.
www.dansklys.dk
The Innovation network for Market,
Communication and Consumption
Contact: Per Østergaard –ph. + 45 6550 3235,
e-mail: poe@sam.sdu.dk
The network embraces a broad range of core
competences that are essential to understand
future markets and consumers. Researchers from
a classic marketing tradition collaborate with
researchers from the humanities, art, and design.
This combination is not common in a Danish
context, but crucial in a market where symbolic
and emotional dimensions of products are becoming
more and more important. The participating
researchers come from The University
of Southern Denmark, Aalborg University,
Aarhus School of Business – Aarhus University,
Copenhagen Business School, and Kolding
School of Design.
www.imkf.dk
Service Platform – Service Cluster Denmark
Contact: Mette Abrahamsen – ph: + 45 2311 3719,
e-mail: ma@dea.nu
The vision for Service Cluster Denmark is to
contribute to growth, innovation and competitiveness
among service businesses in Denmark.
Service Cluster Denmark aims to create new
possibilities for cooperation between businesses
and knowledge institutions, to strengthen
research and innovation in businesses and to
incorporate international knowledge and ideas
Performance Accounts 2011 30

by involving businesses, research institutions
and networks outside Denmark.
www.serviceplatform.dk
Innonet Lifestyle – Interior & Clothing
Contact: Betina Simonsen – ph: + 45 96 16 62 00,
e-mail: betina@moebelcenter.dk
Innonet Lifestyle – Interior & Clothing is an
innovation Network under the ministry for
science, technology and development (STD). The
Network’s purpose is to promote growth and
innovation into the industry of home and fashion
by identifying, communicating and embedding
new knowledge. The purpose is also to build
bridges between companies and institutions of
research and knowledge.
www.innonetlifestyle.com
Plastic and Polymer Network
Contact: Dorte Bælum – ph: + 45 36973600, e-mail:
dwb@plastcenter.dk
The cluster consists of a number of companies
with in interest in plastic and polymer materials.
The aim of the cluster is to increase the awareness
of the materials, promote and innovate the
use of the materials within and across sectors.
www.plastnet.dk
No Age – innovative solutions for elderly
people
Contact: Gunhild Garsdal, ph. + 45 3010 8080,
e-mail: gg@vhhr.dk
No Age aims to make to the older people of
Denmark more resourceful by supporting their
resources and making them capable of taking
care of themselves. Companies, leading research
institutions, municipalities, hospitals and organizations
are part of No Age’s work to develop
innovative solutions within health, prevention,
nursing, treatment, etc,
www.lvvl.dk
Offshore Center Denmark
Contact: Peter Blach – ph: + 45 3697 3670, e-mail:
pb@offshorecenter.dk
Offshore Center Danmark is the official national
competence and innovation center for the Danish
offshore industry. On behalf of its +210 member
companies and institutions Offshore Center
Danmark push development with the aim of
growth within the Danish offshore industry.
www.offshorecenter.dk
RoboCluster
Contact: Bjarke Nielsen – ph: + 45 2119 4797,
e-mail: bjarke.nielsen@robocluster.dk
RoboCluster is a Danish innovation network for
robotics and automation. The object is to maintain
and further expand the robotics sector in
Denmark by generating and ensuring optimal
conditions for innovation in new as well as in
existing enterprises and set robotics into action
in fields as hospitals, farming, industry, play and
education. This is done by initiating technological
projects between suppliers, producers, users,
universities and knowledge institutions in the
field of robotics and automation.
www.robocluster.dk
The Transport Innovation Network - TINV
Contact: Steen Sabinsky – ph: + 45 2966 2408,
e-mail: ssa@maritimecenter.dk
The Transport Innovation Network (TINV) is a
national, cross disciplinary network aimed at the
Danish Transport sector. The primary objectives
of TINV are to create synergy, encourage matchmaking
and generate research and development
projects between stakeholders in the transport
sector and research- and educational institutions,
as well as related sectors such as energy and
infrastructure.
www.tinv.dk
UNIC – Use of New technologies in Innovative
solutions for Chronic patients
Contact: Dorthe Kjær Pedersen – ph + 45 2498
4155, e-mail: dorthe.pedersen@robocluster.dk
The number of chronically sick people is increasing,
and consequently so is the necessity of
treatment and nursing for the chronically sick.
Through development of technological and innovative
solutions UNIC aims at a decrease in the
number of hospitalizations, increase of chronically
sick people in jobs, more people being able
to care for themselves, etc.
www.partnerskabetunik.dk
Performance Accounts 2011 31

VE-Net - Renewable Energy Innovation
Network
Contact: Grete Bech Nielsen – ph: + 45 7220 1113,
e-mail: gbn@teknologisk.dk
VE-Net (Renewable Energy Network) is an innovative
network related to energy and funded by
the Danish Ministry of Science, Technology and
Innovation. The aim of the network is to create
collaboration initiatives between companies and
research institutes with the purpose of increasing
the application of research-based expertise in the
business community and to solve high technology
matters.
www.ve-net.eu
Water in Urban Areas
Contact: Ulrik Hindsberger, ph. + 45 7220 2285,
e-mail: uhi@teknologisk.dk
The partnership is directed towards the challenge
of adapting cities to a changed climate, and thus
it operates within the topic of energy, climate
and environmental technologies. The partnership
will contribute to realising the vision of
Denmark as a climatically strong and green winner
nation and establish Denmark as the global
demonstratorium for viable water technologies,
system solutions and integrated water resource
administration. The goal is to develop, document
and present technologies and planning tools for
climatic adaptation of existing urban areas in
Europe, USA and Australia, and for development
of new, climatically strong cities in countries
in financial and institutional transition, such as
China.
www.vandibyer.dk
Performance Accounts 2011 32

LIST OF PUBLICATIONS 2009-2011
>
Publications in the the series of Innovation: Analysis and Evaluation
2009
01/2009 Effektmåling af innovationsmiljøernes støtte til
danske iværksættere
02/2009 Rammer for innovativ IKT-anvendelse – erfaringer
fra Den Regionale IKTsatsning
03/2009 Analyse af forsknings- og udviklingssamarbejde
mellem virksomheder og videninstitutioner
04/2009 International Evaluation of the Danish GTS-system –
A step beyond
05/2009 Proof of concept-finansiering til offentlige
forskningsinstitutioner –Midtvejsevaluering
06/2009 Mapping of the Danish knowledge system with focus
on the role and function of the GTS-net
07/2009 International Comparison of Five Institute Systems
08/2009 Review of science and technology foresight studies
and comparison with GTS2015
09/2009 Analyse af små og mellemstore virksomhe¬ders
internationale FoU-samarbejde
10/2009 Ikt-anvendelse og innovationsresultater i små og
mellemstore virksomheder
11/2009 Virksomhedernes alternative strategier til fremme af
privat forskning, udvikling og innovation
12/2009 Rådet for Teknologi og Innovation måler sin indsats
inden for metrologi i perioden 2007-2009
13/2009 Kommercialisering af forskningsresultater -
Statistik 2008
14/2009 Erhvervslivets forskning, udvikling og innovation i
Danmark 2009 – Den økonomiske krises betydning
15/2009 Finanskrisens påvirkning på IT-startups
16/2009 Universiteternes Iværksætterbarometer 2009
17/2009 Kortlægning af iværksætter- og entreprenør–
skabsfag ved de 8 danske universiteter – 2009
18/2009 The Gazelle Growth Programme – Mid Term
Evaluation
19/2009 Nye former for samarbejde om privat forskning,
udvikling og innovation - midtvejsevaluering af åbne
midler
20/2009 Innovationsagenter - Nye veje til innovation i små og
mellemstore virksomheder.
Erfaringer fra midtvejsevaluering af pilotprojektet
Regionale Innovationsagenter
21/2009 Forskning, udvikling og innovation i små og
mellemstore virksomheder - erfaringer fra
midtvejsevaluering af videnkuponer
22/2009 Dansk innovationspolitik 2009 – Den økonomiske krises
betydning for fremme af erhvervslivets forskning,
udvikling og innovation
23/2009 Serviceinnovation og innovationsfremmesystemet
24/2009 Performanceregnskab for Videnskabsministeriets
innovationsnetværk 2009
25/2009 Performanceregnskab for innovationsmiljøerne
2009
2010
01/2010 Produktivitetseffekter af erhvervslivets forsk¬ning,
udvikling og innovation
02/2010 Erhvervslivets forskning, udvikling og innovation i
Danmark 2010
03/2010 An Analysis of Firm Growth Effects of the Danish
Innovation Consortium Scheme
04/2010 Effektmåling af videnpilotordningens betydning for
små og mellemstore virksomheder
05/2010 InnovationDanmark 2009 - resultater og
evalueringsstrategi
06/2010 Kommercialisering af forskningsresultater
- Statistik 2009
07/2010 Performanceregnskab for Videnskabsministeriets
GTS-net 2010
08/2010 Innovationsnetværk Danmark -
Performanceregnskab 2010
09/2010 Performanceregnskab for Videnskabsministeriets
Innovationsmiljøer 2010
10/2010 Universiteternes Iværksætterbaromenter 2010
12/2010 Brugerundersøgelse af GTS-institutterne 2010
Performance Accounts 2011 33

2011
01/2011 Analysis of Danish innovation policy - The Industrial PhD
Programme and the Innovation Consortium Scheme
02/2011 Økonomiske effekter af erhvervslivets
forskningssamarbejde med offentlige videninstitutioner
03/2011 Erhvervslivets forskning, udvikling og innovation i 2011
04/2011 Evaluering af GTS-instituttet DHI
05/2011 Evaluering af GTS-instituttet Bioneer
06/2011 Evaluering af GTS-instituttet FORCE Technology
07/2011 Erhvervslivets Outsourcing af FoU
08/2011 Innovation Network Denmark - Performance accounts
2011
09/2011 Performanceregnskab for Videnskabsministeriets
Innovationsmiljøer 2011
10/2011 GTS performanceregnskab
11/2011 Kommercialisering af forskningsresultater
– Statistik 2010 (Public Research Commercialisation
Survey – Denmark 2010)
12/2011 Evaluering af GTS-instituttet DELTA
13/2011 Evaluering af GTS-instituttet DBI
14/2011 Evaluering af GTS-instituttet Teknologisk Institut
15/2011 Impact Study of Eureka Projects
16/2011 24 ways to cluster excellence – successful case stories
from clusters in Germany, Poland and the Nordic countries.
17/2011 Nordic-German-Polish Cluster Policy Benchmarking
18/2011 The impacts of cluster policy in Denmark - An impact
study on behaviour and economical effects of
Innovation Network Denmark
19/2011 Universiteternes Iværksætterbarometer 2011
20/2011 Access to Research and Technical Information in
Denmark
Performance Accounts 2011 34

The Danish innovation networks’ performance in
terms of results and activities is measured on an
annual basis. These Performance Accounts are
the fifth in the series and present the results of the
innovation networks in 2010, and their development
from 2006 to 2010.
The innovation networks are national clusters
within various technologies and disciplines. The
innovation networks are one of the key Danish
initiatives to boost innovation in Danish business
and industry. The innovation networks can achieve
this by building bridges between Danish business
and industry and the substantial knowledge
production at universities, other research and
education institutions, and technological service
institutes.
The innovation networks play a particularly
important role in helping small and medium-sized
enterprises to get started on using the knowledge
available from knowledge institutions. Via outreach
initiatives, information activities, conferences,
matchmaking offers, innovation projects, etc. the
networks function as the gateway to the knowledge
institutions, and the right researchers and trainers.