Slovenia. No country specific provisions.
Slovenia. There are no country-specific provisions. SOUTH AFRICA
Slovenia. The most important cases of cooperation modes and their interrelations Universities: • Many joint research, training and development projects in all interviewed faculties (3) • Knowledge transfer through Centres of Excellence and Competence centres (3) • Curriculum development - annual update of the academic plans in coordination with business; joint master programs with businesses (3) • Centre of Business Excellence (1) Business: • Joint research and development initiatives – mostly joint projects (6) • Support to knowledge transfer from universities to companies (2); • Graduates transition to labour market through: career days (1), support of career centres (2); student centre incubator (1); centre of competence /knowledge (1) • Management and governance - Strategic council for technology development and innovation (2) Significant outcomes from the described cases Universities: Business: • Joint research projects (3); • Support to start-ups (3) • New knowledge (1); • New technologies developed (1); • New innovative solutions (1); • Transfer of marketing know-how to technical innovators (1); • New business solutions for finding financial resources (1); • Increase of interest of girls in technical professions and better understanding of the needs for technical profession from the parent’s side. Impact on organizations from university – business cooperation on Universities: on Enterprises: Improved management approach 1 3 Skills match of graduates to the labour market needs 3 1 Facilitated transfer of knowhow and innovation 3 6 Boosted entrepreneurial spirit 3 1 Improved teaching methods 3 2 Encouraged research, development & innovation 3 4 Attractiveness of programs 3 1 Raised competitiveness 3 Other (please specify): Priorities in policy regarding university – business cooperation Universities: Business: • Knowledge transfer. The Technology Transfer Office and University Career Centre are the two drivers of cooperation expansion in the period 2012 – 2020 Competency Centres, Strategic R&D alliances • Active cooperation with the university career centres (5); • Attracting, training and placement of young graduates (3) • Research collaboration, knowledge transfer (3); • Promotion of study programs and professions with workforce shortage (2); • Participation in joint initiatives and events (2), University – Business Cooperation models which have developed in the last 10 years In Universities: In Enterprises: Permanent routes of dialogue between university and...
Slovenia. (a) If, until the end of a period of up to a maximum of seven years after the date of Slovenia's accession to the EU, difficulties arise which are serious and liable to persist in real estate market or which could bring about serious deterioration in real estate market of a given area, Slovenia may apply for authorisation to take protective measures in order to rectify the situation in the real estate market.
Slovenia. No country specific provisions. (Employee Univ RSU) Page 23 of 00
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.
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. In case of Slovenia, best practices in UBC are not sector/company size specific, they are more “company specific” or “company management specific”. The collaboration does not have “systematic” character (except in internship programmes); it is implemented mainly on level of governmental incentives (without systematic approach, e.g. as a result of criteria of calls for proposals), on personal level (personal & business networks play an important role in Slovenia). These good practices are not related to the national system as they are to “ad-hoc” measures with short period of validity.
Slovenia. Spain Total The majority of the companies in all countries included in the sample are small and medium enterprises, following by large companies and then micro. In total there are over one half of SMEs, over one third of large companies and ten per cent of micro companies. The distribution of companies throughout the EMCOSU countries do not vary significantly: only in Spain the percentage of micro companies is higher than the one of large companies and also the percentage of the SMEs is the lowest comparing to the other countries involved. Poland has the highest percentage of large companies. The respondents were asked to provide the number of the employees in their own unit of the company in a case the company has more than one dislocated units. In total there are more than one half SMEs, however comparing to the overall size of the company (see above) there are more micro companies, with 18 per cent, and less large companies, one quarter comparing to one third. The number of micro companies/units on their own location in Spain reaches one half and is the only country where the proportion of micro companies/units is above the proportion of SMEs. However, the percentages of micro companies/units are higher in all EMCOSU countries and the proportion of large companies/units rather lower. The companies included in the large scale survey cover economic sectors that have been identified in the first phase of the EMCOSU project as the sectors with the highest developmental potential. These sectors were recognized as important within the elaboration of key national economic strategies. Considering the identification of these sectors one can say that on the general level the most important sectors in the EMCOSU countries 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). On the national levels the most important sectors by countries identified in the national economic strategies 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 ...
Slovenia. For the purposes of Slovenian law only, the assignment made under this Amendment and Restatement Agreement shall not constitute a termination (prenehanje) or a novation (novacija) (both as defined under Slovenian laws) of the rights and obligations under the Credit Agreement.
