FINAL CLUSTER ANALYSIS - Kohtla-Järve

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Final Cluster Analysis The following potential cluster mapping takes into consideration those sectors that are concentrated in Leningrad region from the perspective of the North-west Federal District of Russia. The mapping figure is provided below. Number of companies (%) 30 25 20 15 10 5 0 -5 0 DK DL CA DN DD DJ DB DH E DG 10 20 30 40 50 60 70 Overall, taking into account the following set of factors: chosen list of industries concentration of labor and capital resources, necessary for further cluster formation growing economic activity in the sectors Estonian orientation of trade and investment activities in the sector To conclude, Expert Group has identified following company groupings on the regional (Leningrad region) scale that may have a tendency to further develop into clusters: 20 Manufacture of coke, refined petroleum products and nuclear fuel Manufacture of rubber and plastic products Manufacture of pulp, paper and paper products Electricity, gas and water supply Manufacture of basic metals and fabricated metal products Manufacture of machinery and equipment n.e.c. Table 9 Manufacture of chemicals, chemical products and man-made fibers Transport, storage and communication Construction Manufacture of wood and wood products Number of employees (%) saInt PetersBurg metroPolIs DF DF DG DH E DB DD DJ DN DK DL CA Fig.11 Saint Petersburg keeps the role of industrial centre with concentrated industries, mainly: manufacture of pulp, paper and paper products; publishing and printing, manufacture of electrical and optical equipment (including scientific institutions and construction bureaus), manufacture of basic metals and fabricated metal products. Manufacture of electrical and optical equipment, as one of the most innovative industries with high value added, has the highest turnover. Also profitable are: electricity, gas and water supply (as a “common utility” producer) and production of basic metals and fabricated metal products. Besides, the figures for these sectors are increasing (2006-2007) Number of employees may prove another strong side of Saint Petersburg, its service-oriented economy. The first positions have real estate, renting and business activities, transport, storage and communication, and construction. Electrical equipment is strong but decreasing, metal and paper are strong and increase the employment. © Narva Business Advisory Services Foundation, St. Petersburg Information and Analytical Center, Synergy International Ltd. 2008
5.1. KeY FInDIngs In IDa-vIrumaa 5 The current Estonian policy is mainly based on horizontal measures, related to entrepreneurship, export promotion, innovation and R&D support, foreign direct investments and access to capital. Future development of state measures partly is planned to be realised through the cluster approach, as previously revealed by the Estonian R&D Strategy “Knowledge-based Estonia” (2002-2006). One of the instruments that can apply here is the creation of so-called Competence Centres. Sectoral studies have been conducted, which have shown that the ties between the enterprises within the clusters, as well as the enterprises’ ties with research institutions, are weak, using the argument that Estonia’s case concerns operation within international (North European) rather than domestic clusters and therefore the policy of supporting the clusters cannot be efficient. Most of the EU studies consider Estonia quite undeveloped in terms of clustering activities. The emergence and development of clusters that would create competitive advantages has been restrained by the lack of a critical mass of strong enterprises acting in one sector, which amplified the need for Estonian enterprises to find and develop cooperation with enterprises outside Estonia. During this structural assistance period, 2007-2013 entrepreneurship is among supported fields. Key goal is to introduce the cluster-based approach in less knowledge and technology-intense sectors and traditional branches of the economy. For raising the innovation capacity in traditional economic sectors and building critical mass through enterprise cooperation (incl. with R&D institutions), it will be important to implement cluster specific approach. The development of cooperation networks joining enterprises, R&D institutions and local municipalities will be supported. In the clusters that have been activated by the “bottom up” approach, inter-enterprise cooperation in the fields of training, product development and export marketing will be supported. Support measures to the cluster-specific needs will be ensured, such as cooperation between enterprises in the foreign market participation will be supported sharing of orders, formation of export consortiums and joint marketing. Documentary Survey results Final Cluster Analysis Estonia has now several good opportunities to improve its innovation capacity: The development of a new R&D Strategy for 2007 -2013 and the new round of Structural Funds; The ongoing development and launching of new innovation support schemes targeting the existing company base and its needs to become more competitive; The launching of a State venture capital fund in 2005 and the increased financial support for national R&D infrastructures. The development of Estonian innovation policy is mainly obstructed by two factors: Insufficient awareness of the need for an innovation policy among politicians, different understanding of innovation policy among various ministries and the lack of resources. In 2008 Estonia Ministry of Economics & Communication as a responsible body for implementation Operational Programme for Development of Economic Environment proposed that grants for development of innovative clusters under Capability of innovation and growth of business priority would be made available in October 2008, as Regulation of the measure will enter into force. Total amount of 100 million EEK (6,3 million EUR) for 2008-2013 will be allocated towards cluster initiatives in Estonia. Documentary survey revealed that the largest economic spheres in Ida-Virumaa regions are: shale oil refining, electricity and heating power production, chemical industry, trade, construction and building of materials, woodworking, metalworking, food processing, tourism. The backbone of Ida-Virumaa industry is formed with oil shale production and power engineering complex, internationally competitive production, as well as development service sectors: logistics and tourism. The most essential strategic priorities for economic development in North-East Estonia according to Ida-Virumaa County Development Plan (2005-2013) are: Power production, • Power production – in addition to generating power based on local raw material - oil-shale, it is also one of the most rapidly developing regions in Estonia using wind energy for power production; 21
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FINAL CLUSTER ANALYSIS - Kohtla-Järve

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