INE, in 2009 there were 3, 283,495 companies with between 0 and 249 employees. Over the decade (1999-2009), there was a cumulative increase of 26.7%of these companies
employ between 10 and 249 employees and whose annual turnover does exceed not â 50 million or whose
of information by a firm or its employees but also to the organization†s ability to exploit
compared with reference to the ROA and number of employees. The results revealed no significant differences between the two groups.
terms of age, number of employees, or any of the research variables assessed in this study. These results suggest the absence of response bias
number of employees, total sales, and total assets have been introduced. Then, the 59 variable which best fits the model was number of employees,
used in logarithmic form lnsize). ) Also rates of leverage (gearing) receive special attention when explaining the
average number of employees in the period (2007-2009) in logarithmic form Lev used as control variable
and employees is critical in building external relations (Lechner and Dowling, 2003. In this vein, the larger the
managers or employees can influence the number of ties developed by firms and, in turn, be directly related to the degree of involvement in the use of networks and their
reference to the ROA and number of employees. The results revealed no significant difference between the two groups.
of employees, or any of the research variables assessed in this study. These results suggest the absence of response bias
calculating the change of the number of employees (Capelleras and Greene, 2008 Capelleras and Rabetino, 2008;
sample was divided into two groups of firms based on their number of employees. This procedure gave one group of small firms (minimum 10 and maximum 49 employees
and another group of medium-sized firms (minimum 50 and maximum 249 employees The t-test confirmed the significant difference of network usage on EO development
between small and medium-sized firms; however, these differences were reflected not in the relationship of network usage on firm growth.
terms of sales and number of employees, probably influenced by the peculiar environment of the economic crisis in which our research is inserted.
The reporting companies had a mean of 5. 66 employees (2007) and 4. 72 employees (2008),
and about two-thirds of the companies operated in the domestic market, while about one-third of the companies had at least 1%or more of their total
size 1-9 employees 10-49 employees 842 135 86.18 13.82 1, 266 183 87.37
12.63 age less than 10 years more than 10 years 376 601 38.49 61.51 568 881 39.20
the natural log of the number of employees (Andersson et al. 2004; Cassiman and Golovko, 2011) reported in year of the GEM survey
associates, including more than 1, 480 research analysts and consultants, and clients in 85 countries fc
4 Expert group to the European commission, 2008 5 The globalisation of production can also be measured by input-output tables on trade,
report of an independent expert group chaired by Mr Esko Aho 13 Tsipouri, L. Paper presented at the European commission Mutual Learning seminar, 2012
14 Expert group report to the European commission, 2009, †Le monde en 2025. La montã e en puissance de l†Asie et la transition socio-à cologiqueâ€
15 Expert group report to the European commission, 2007, report of the taskforce on sustainable construction
16 Expert group report to the European commission, 2008, †Challenging Europe†s Research: Rationales for the European Research Area (ERA) â€
19 See the report of the independent expert group on R&d and Innovation chaired by Mr Esko Aho,
for e-commerce experts and invitees 2 +jobs directly or indirectly via e-commerce 645,000 +estimated online businesses
GOMSEC), interviews with e-commerce experts and clear tables and infographics, we provide online retailers and other stakeholders with practical
In addition, we are very grateful to the experts across the world who selflessly invested their time
market research experts combine their passion with Gfk†s 80 years of data science experience. By using innovative technologies and data
and more than 400 payments experts help our clients elevate their payment strategies to become a strategic asset to their companies
Unfortunately, it is not possible anymore to match one employee to one customer at a time. Therefore, you will have to find new ways to accomplish personalization
These employees can then deal with customer requests or complaints in the required language and, equally important, in the right time
Distribution of the number of employees in biotechnology firms in the Cambridge cluster...176 Figure 5-23:
Consultants Universities Public research institute manufacturing total R&d intensive industries Note: Multiple sources per enterprise allowed.
Skills of employees, and the ability to further develop these skills, are often a key resource in this respect
experts, each KET has been defined by a list of IPC codes or a combination of them (see
consultants in recent years. The main purpose of this exercise is to determine how large
makers, and specialist consultants System characteristics have to be supportive, including the right infrastructure, well-trained
productive team of experts from different backgrounds Policy options Advancing the commercialisation of nanotechnology in Europe requires a variety of activities
number of employees or levels of investment little meaningful. However, one shared commonality across clusters is the excellence of their applied research (Collet, 2007.
Networks and the Federal government to attract highly qualified experts, notably from the United kingdom. In the 1970s and 1980s a vibrant cluster emerged around the quickly
biotechnology companies have combined a number of employees of around 10,000: the whole biotechnology cluster, including universities and supporting activities, employs 25,000
Although there are larger biotechnology companies with more than 250 employees, most firms in the Cambridge cluster have approximately 11-20 employees (see Figure 5-22.
These SMES focus on R&d and license-out technology to larger players with manufacturing and marketing capabilities.
Furthermore, there are many companies with less than six employees indicating the continuous development of start-ups within the cluster
Distribution of the number of employees in biotechnology firms in the Cambridge cluster 0 5
also by large established biotechnology organisations (number of employees higher than 250 which offer potential knowledge transfers
and property advisers, and regional biotechnology associations. Finally, they want to associate the new company with the image
advisers and services (including biotechnology associations), a culture that respects risks, and last but not least a strategic location close London†s large financial market, providing access
firms with 90,000 employees and generating over $2 billion in exports annually. 56 More specifically, the 69 public biotechnology firms generated $17. 7 billion in revenues (2006). 57
biotechnology firms, founded either by former employees of Genentech or by former university staff. There, the anchor company took the dominant role
services to the area (think of specialist lawyers, brokers, marketing experts, international IPR specialists) and complementary services and activities, giving the clusters the full dynamism
graduates and ex-employees of large companies that start their own company Capabilities World leading scientists on biotechnology
however, account for the largest proportion of turnover and employees. But important for cluster development, these large firms do not actively develop the cluster
over (20 percent) and employees (12 percent Very strong focus and concentration on niches Strong international orientation
can be translated into highly motivated managers and employees and successful mobility and training programmes Public policy
entrepreneurs, firm employees, government representatives and strategic investors have become more effective throughout time. An example of this is the evolution of the Hunan
10,000 employees â 5. 6 billion annual sales 136 companies 340,000 technical staff Classification Emerging new cluster/revitalisation of old
As a result, health of the employees can be expected to improve as work-related accidents go down
employees starting new (supplier) firms. Examples of this were observed with CEA in the Grenoble, and Nortel in the Ontario microelectronics cluster
 employees  too  † education  interests  personality  and  their
 employee  of  UK  Post  Office  Telecoms  8  http://techcitynews. com/2014/06/10/silicon- †roundabout- †tops- †uk- †startup-Â
 employees  want  to  be  located  §ï§Business  complementarity
 employees  •Networking/partnering  organisations  † networking  competencies  partnership
 Employees  look  forward  to  interacting  with  colleagues  customers
past two and a half years she has been working as a strategy consultant at Atos.
Subject matter experts See demographics for a full overview of the research methodology Our thanks go to the more than 180 CIOS, CTOS and further IT leaders from across the
consultants to help bring a fresh perspective on what the core of the narrative ought to be:
peers, external consultants, the print media, online webcasts or others They are interested strongly in building their career upon
Consultant Business and Information Strategy, Capgemini Consulting 2007 †2012 Post graduate Management, Otto -Friedrich-University
Consultant, Centrum fã r betriebliche Informationssysteme 2001 †2002 Product Portfolio Manager, Atraxis Swissair 2000 †2001
Consultant Strategic Product Management Lufthansa Systems 1993 †2000 Master in business Informatics, Otto -Friedrich-University Bamberg and Friedrich
From our interviews with leading experts and CIOS, we gathered advice and guidance on how to prepare for a digital world †and to
and IT experts, to add additional context to our data and findings We focused on those sectors independently identified as
Worldwide number of employees 7%Up to 249 2%250†499 2%500†999 4%1, 000†1, 999
At the moment, companies hiring less than 10 employees produce more than 20%of Europe†s value added and offers employment for approximately 50 million European Union†citizens
Development Advisers and an intensive round of new meetings started in September. A number of projects have been identified in Q4 2011 to be developed further
of the Talk Talk employees, the ready-togo facility and the Gateway location of Waterford
existing employees in other regions within the country  IDA has developed a prospectus on the Waterford facility particularly focusing on the
date included EI/CEB representatives were available to employees on site every Wednesday during September/October since the announcement of closure.
information day for employees held in September and is engaged in follow-up initiatives Further initiatives planned include
 †Idea generation†and start your own business workshops for employees of Talk Talk
 Active liaison with outplacement consultants (working with employees on site commenced in Mid september to identify potential start-up projects and discussions
 Mentor appointed to one group of employees exploring business opportunity in call centre related activities
of training for Talk Talk employees, to be delivered through the CCMA Ireland Skillnet and Waterford Chamber Skillnet, which is welcome
Skills upgrading for contact centre employees  Skills upgrading initiatives for contact centre employees to be progressed, in
particular for multilingual skills through Skillsnet. On 17 october 2011 Skillnets announced an investment of â 250,000 for the immediate provision of training for Talk
Talk employees, to be delivered through the CCMA Ireland Skillnet and Waterford Chamber Skillnet, which is welcome
Education) and Q (Human Health and Social work)- P&q may contain private sector employees 5 Employment in companies that are clients of the enterprise agencies;
There are 20,947 micro enterprises with less than 10 employees in the South East region and an additional 1, 556 small businesses with between 10 and 49 employee †taken together this
is about 11.5 percent of the total small enterprises in the State7. The region has a
between WIT and Aberystwyth University and between leading experts and network participants The project is being undertaken by the Centre for Enterprise Development and Regional Economy
A number of former Waterford Crystal employees were funded under the EGF and enrolled in WIT across a range of disciplines including social studies, visual art, electronic engineering
companies and developed a prospectus of education programmes for Talk Talk employees to review and request a place.
Of the 230 Talk Talk employees that completed profile sheets for CCMA, about 25 percent were qualified to ordinary degree (Level 7) or higher, while just over
will meet with Talk Talk employees at end October Both the CCMA and the Waterford Chamber made applications for additional funding under
identified through their engagement with the Talk Talk employees. On 17 october 2011 Skillnets announced an investment of â 250,000 for the immediate provision of training for
Talk Talk employees, to be delivered through the CCMA Ireland Skillnet and Waterford Chamber Skillnet Work permits issued in the South East43
the level of upskilling undertaken by employees 50 Acronyms BPO Business Process Outsourcing CC Contact Centre
As a sector, BPO/Contact Centres experience high employee churn †however, in more regional locations employee churn can be as low as 8 percent (compared
with 20 †25 percent in Dublin Services offered by these companies are delivered through The english language in the main
in what is a high employee churn sector is a real challenge. Often individuals see BPO/Contact Centre as offering limited
skill sets of the Talk Talk employees, the ready to go facility and the Gateway location of
Indeed, some employees have been offered employment to the existing employees in other regions within the country
 IDA has been actively working to develop a prospectus on the Waterford facility particularly focusing on the workforce skills sets and the composition of the facility and
Globalisation Fund) support for the Talk Talk employees Enterprise Ireland Immediate Talk Talk Related Activities Undertaken
 Enterprise Ireland participated in the agency information day for employees held at end September 2011
 Idea generation and start your own business workshops for employees of Talk Talk in
 EI/CEB representatives were available to employees on site every Wednesday and CEBS are continuing discussions with a number of participants
 EI actively liaised with the outplacement consultants that were working with employees on site from Mid-september to identify potential start-up projects
 A mentor was appointed to one group of employees exploring business opportunity in call centre related activities
program is currently upgrading the skills of around 30 Sun Life employees The TSSG has collaborated with 425 partners in 35 countries †industry and academic partners
employees from companies including Dawn Meats Group, Glanbia plc, Bausch & lomb, Inc Genzyme Corp.,IVAX Corp.,Glaxosmithkline plc, Guidant Corp. and Merck Sharpe & Dohme
orthopaedic consultants examining materials for biomedical applications 68 In collaboration with Teagasc, WIT has developed a Postgraduate Diploma in Farm Financial
The Centre Manager, a WIT employee, cooperates with Wexford County Enterprise Board and County Wexford Partnership to deliver education and training programmes for SME
Development Advisers and an intensive round of new meetings started week commencing 19th september. In addition, EI will
skill sets of the Talk Talk employees, the ready-togo facility and the Gateway location of
existing employees in other regions within the country  IDA has developed a prospectus on the Waterford facility particularly focusing on the
date included EI/CEB representatives were available to employees on site every Wednesday during September/October since the announcement of closure.
information day for employees which was held on Friday 30 september. Further initiatives planned include  Idea generation and start your own business workshops for employees of Talk Talk in
co-operation with the Waterford City Enterprise Board took place in WIT and further workshops will be held in 2012
 Active liaison with outplacement consultants (working with employees on site commenced on 15 september to identify potential start-up projects
 Mentor appointed to one group of employees exploring a specific business opportunity related to the call centre sector
Skills upgrading for contact centre employees  Skills upgrading initiatives for contact centre employees to be progressed, in
particular for multilingual skills through Skillsnet. The Skillsnet investment of â 250,000 in Q4 2011 is welcome in this regard
Number of employees in active enterprises by size and region, 2006 and 2009 2006 2009
and the Gateways Investment Priorities,(Fitzpatricks Associates, Consultants, Doehlg and Forfã¡s 2004), and complements the NCC report:
Much of this has been addressed by a recent Expert Group on Future Skills Needs (EGFSN report which acknowledged that regional skills differences do exist
employees emerging from the declining construction sector in particular is required (FAS Skillnets ï§Efforts should be made to encourage professionals who have been made unemployed
development needs of those employees emerging from these sectors and from the construction sector as they experience contraction in the current difficult economic
needs of those employees emerging from sectors that demonstrated strong growth over the period to 2008,
The Expert Group on Future Skills Needs, in its commentary on IFS noted that despite the
18 Expert Group on Future Skills Needs (December 2007) The Future Skills and Research Needs of the
researchers, sectoral experts and entrepreneurs for on the spot brain -storming and knowledge sharing on successful commercialisation strategies
Skillnets provides industry specific training programmes to employees of networks of firms based on their defined needs.
SMES (6†499 employees) with the key respondent (owner, chief executive officer CEO, director) in a knowledge
employee category with a small minority of firms larger than 100 employees n=18. We tested for potentially con
-founding effects associated with cross -industrial surveys and found no statistically significant differences on the
number of IT employees; and (4 number of personal computers and ter -minals per employee Firm Performance.
The firms partici -pating in this study were SMES that were traded not publicly. Like many of
and to hire employees that are capable of utilizing IT to implement competitive business-level strategies
that balance employee protection with the interests of employers. Moreover, public institutions in Switzerland are among the most effective and transparent in the
The matrix was populated based on expert judgement from both inside and outside Supergreen. The results are publicly
European Railway Traffic Management Systems (ERTMS), expert charging systems, single-window systems and other ICTS examined.
•Expert charging systems •Centralised transportation management systems •Decentralised transportation management systems •Broadcasting, monitoring and communication systems
scenarios were compiled by individual experts or subgroups of experts, during the Genoa workshop. The material was collected and processed, resulting in a corri
4. 3 Implementation of Expert Charging ICT in the Brenner Corridor We have selected to present one example among the scenarios of Table 4, on the
2 Brenner Road Expert charging 3 Brenner Rail ERTMS 4 Two seas Road Broadcasting 5 Silk way Maritime Emissions calc
4. 3. 1 General Description of Expert Charging ICT EC countries are implementing various ICT regarding nationwide road pricing
4. 3. 2 Expert Charging ICT Status on Corridor There are four countries involved in the corridor:
In Germany, an expert charging system for trucks is implemented already the so-called LKW-Maut. In January 2004, Austria introduced an electronic toll
4. 3. 3 Benchmarking of Expert Charging ICT As a result of the truck tolling program implementation in Brenner Corridor
4. 3 Implementation of Expert Charging ICT in the Brenner Corridor 4. 3. 1 General Description of Expert Charging ICT
4. 3. 2 Expert Charging ICT Status on Corridor 4. 3. 3 Benchmarking of Expert Charging ICT
5†Conclusions 5. 1 Green Technologies and Corridors 5. 2 Smart ICTS and Corridors Acknowledgments
References
Smart Grids Initiatives in Europe Country Snapshots and Country Fact Sheets Michael HÃ bner, Natalie Prã ggler
the  â€oesmart Grids D-A-CH †cooperation but also to interested experts in other
key experts, ԠSmart Grids Country Snapshotsâ'â€, giving an update and overview about the national R&d activities on three slides per country as an input to the
for national experts EEGI/ERA-Net Smart Grids Workshop March 14th, 2011 Brussels  â€oeeuropean W alk to
 †Orders to experts to produce studies on specific topics 40 ï¿ï of research
more than 150 experts from industry, energy-branch and research institutions have worked together for months to discuss about effective and necessary measures for
group of experts identified 5 broad challenges that provide a framework for visions bottlenecks and needs for research demonstrators in the field of Smart Grids
One expert group has been installed to each programme, and one of these is related to Smart Grids.
Senior Expert (Advisor) Digital Social Innovation 4 Growing a Digital Social Innovation Ecosystem for Europe
accountability and transparency by supporting journalists and other experts to access information and report key stories
-titioners, researchers, experts, and poliy makers from different European coun -tries, as it was very important for the DSI
employees etc What they were trying to achieve with their service, including any evidence they have
-ment policy experts Engaging citizens and nonprofits to find new ideas These labs focus on opening up government to voices and ideas from outside the sys
key stakeholders, such as domain experts and possible purchasers of the service to establish what social challenges need to be addressed and how
Gohar Sargsyan Adviser and founding member, OISPG; Consultant Logica Daniel Kaplan Founder and CEO, The next-Generation Internet Foundation
Simona Levi Founder, Forum for the Access to Culture and Knowledge Markkula Markku Committee of the Regions, Rapporteur Europe 2020
We would also like to thank the experts from around Europe who attended our DSI policy workshop in Brussels on
numerous experts in the Europe and internationally, some of them are researchers or commentators, others are
Smart specialisation has also been advocated strongly by the Synergies Expert Group established by the Commission's Directorate-General for Research and Innovation.
Brief of the Knowledge for Growth Expert Group advising the then Commissioner for Research, Janez Potoï¿
assessment (a review by peer regions and experts) and post-review follow-up Stage 1: During the preparation stage, a region has to prepare a structured presentation of
consultation with the S3 Platform team and experts Stage 2: The actual review phase generally takes the form of an interactive workshop.
academic experts working in the field of smart specialisation. Following the peer review phase, the S3 Platform team prepares a summary report,
as well as any conclusions and expert recommendations Stage 3: During the post-review follow-up stage, the S3 Platform team will then contact the
introduction of external experts in this analytical phase The benefits of bringing in an external view to address sensitive issues such as redundancies and
when the external consultants and experts were involved truly in the exercise, when foreign experts teamed up with national or regional ones,
or when they acted as coaches for the regional decision-makers (to ensure a strong legacy from their input, rather than a one-off contribution
This involves expert work on value chain analysis (undertaken in an international environment and enlightening the spatial division
experts who study the cases in close cooperation with cluster actors: this helps to take into
Mixing regional experts with international experts helps to give more weight to the international competitiveness issue.
and involve interactions between experts (Table 1; see more details on the FOREN website). ) For RIS3, foresight studies would ideally combine regional expertise with
experts who can contribute to the benchmarking and peer review processes Defining the scope of the RIS3 is crucial,
-making, with a wide participation of actors and experts from within and outside the region.
and international experts who can offer benchmarking and peer review services for example. Figure 1 exemplifies a number of organisations belonging to each of the previous
Cohesion Policy adopted by the international panel of experts advising the EU Commissioner for Regional Policy
representatives as well as foreign experts at relevant points. It is important at this stage to take a
while evaluation should be carried out by independent experts, guided closely by those responsible for the policy.
as well as experts to work directly on regional development priorities. Universities are a critical'asset'of the region, mainly in the less
•Policy Recommendations of the High-level Expert Group on KETS 2011). 98 •Commission Communication on KETS (2009). 99
The importance of saving jobs in the EU's creative industries,'TERA Consultants, March 2010
A group of experts from Member States currently working on the'strategic use of EU support programmes, including structural funds,
with employees, end-users or citizens, NGOS and local communities can be powerful tools for innovation, making better use of their innovation potential, for
If any of the persons identified is an independent expert participating in the evaluation of the proposals for
legal consultants; 2. the professional consultants were prepared better to deal with SME specific challenges 3. cross-border information about IPR issues would be easily available on
the internet and 4. National Intellectual Property Offices (NIPOS) would provide better IPR services to SMES
support SMES to contract universities, R&d service providers or private consultants to either conduct small innovation projects or to explore the feasibility of larger ones.
to business consultants, and to develop the market for innovation management consulting by enhancing quality and quantity of supply the IMPÂ rove platform had initially been developed
This action will support the use of appointed independent experts for the evaluation of project
The experts concerned will be qualified highly, with specialist expertise in the field of financial instruments such as bankers, venture capital (VC) and other risk-capital fund
attract experts of sufficiently high calibre, a special allowance of â 450/day will be paid to
Experts (expert evaluators, experts groups monitors 0. 92 of which 0. 10 from 02.040203 and 0. 82
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