International profiling of the Oslo Region – Stakeholder analysis

International profiling of the
Oslo Region – Stakeholder
analysis
8th October 2014
Content
Background
Methodology
Analysis of external stakeholders
Analysis of internal stakeholders
Appendix: Building the data basis
2
BACKGROUND
Background
4
The purpose of the analysis is to provide a basis for systematic stakeholder involvement in the Oslo Region’s international profiling initiative. Internal as well as external stakeholders will be approached in order to gather input and build support for the
initiative. The analysis gives an assessment of main stakeholder groups and how their interests may be approached. Our
recommendations have been shared with the Oslo Region through meetings with Gambit’s sector experts, and a summary is given in this report.
The stakeholders of this project are businesses, institutions, organisations, elected representatives and prominent
personalities with a clear stake or interest in the region’s international profile, in relation to attracting competence (labour and
students), business (investments, establishments, R&D) and visitors (tourism and professional travel) or more generally
enhancing awareness of the region among potential international partners. In assessing stakeholders, we have emphasized
their representativeness in terms of being typical or representing important diversity, but primarily their potential impact on the
goal achievement of the project. Priority has been given to stakeholders that can serve as a channel to a large number of
interested parties within their segment.
The direction of the analysis (data base, scope, format in which recommendations are reported) has been shaped through the
project, in dialogue with the client. In particular, the element of providing operative recommendations for how to approach
specific stakeholders has been toned down compared to the original specification of the analysis, placing emphasis more
firmly on recommendations on how to prioritise between stakeholders. Due to the forms of involvement that will be utilised
going forward (interviews and workshops), a main challenge in the analysis has been to keep the number of stakeholders on a
manageable level. Therefore, a large number of stakeholders that are highly relevant to the project are not on our lists of
contacts for this project phase.
Though the analysis covers a very wide range of potential stakeholders, it is not all encompassing, and some interests or
groups have been defined as out of scope. This is e.g. the case for Oslo based brands, which would require a very different
analytical approach and which Oslo Business Region already has thorough insight into.
METHODOLOGY
The methodology in brief
6
Our analyses of the various stakeholder groups and their interests have been based on extensive materials provided Oslo
Business Region, as well a number of meetings with the client. We have had no contact with potential target audiences in this
process, as specified by the client in the tender process. Key documents have been
–
–
–
–
–
–
Osloregionen – et næringsliv basert på kunnskap. Menon Business Economics (2013).
Et internasjonalt konkurransedyktig Oslo og Akershus - Fra kunnskap og fakta til strategi og handling. Menon Business Economics
(2013).
Næringsnettverk i Osloregionen. Oxford Research.
Aktørkartlegging i Osloregionen. Osloregionens sekretariat (2013).
Strategi for kulturnæringene. Oslo Kommune.
Samfunnsøkonomisk analyse av reiselivsnæringen i Oslo. Menon Business Economics (2014)
The main resources from Menon Business Economics and Oxford Research provide thorough materials on cluster dynamics
and other economical factors, with a particular focus on internationally competitive business and knowledge clusters in the
region. Our approach takes this basis as its point of departure, and mainly uses the same groupings of units into clusters of
industries. We have however supplemented the statistical material from Menon with SSB materials, in order to better capture
important sectors which are not necessarily knowledge intensive and exposed to international competition (e.g. retail trade),
and in order to balance out a bias towards the large and established sectors. In addition, we have looked at the 25 largest
enterprises in each of the 75 associated local municipalities, to ensure that important local businesses and institutions are
taken into consideration regardless of the sectors they represent. Through this, we aim to ensure a degree of representativity
in the material for the whole of the Oslo Region. An excel spreadsheet containing our gross lists of potential stakeholders has
been made available to the client, as a resource for their further work.
Based on these materials, a qualitative assessment has been made for a number of sectors, by our in house sector expertise.
The selection criteria are described on page 4 in the description of what constitutes a stakeholder, and under the headlines
«Approach to external stakeholders» and «Approach to internal stakeholders».
In the appendix, the process of preparing the basis for our qualitative assessments is described more in depth.
A process in five steps
7
1
2
3
4
5
Primary and
secondary research
Identify dimensions
and scores
Quantitative scores
and adjustments
Qualitative review
and data quality
assurance
Report: mapping and
recommendations
Identify key
stakeholder groups,
their interests and
potential impact on
project.
Identify dimensions:
Classification,
weighting and relativity.
Quantify findings and
assess stakeholders’ relative strength, both
as individual entities
and as groups/clusters.
Review score card,
using qualitative input.
Consider need for
adjustments to
dimensions, weights
and scores.
Mapping and
recommendations on
how to differentiate
stakeholder
approaches.
ANALYSIS OF
EXTERNAL
STAKEHOLDERS
Approach to external stakeholders
9
External stakeholders have been identified through top-down segmentation by industry, with an emphasis on
selections made in preceding studies around internationally oriented clusters. Within each industry, stakeholders
have been selected according to an assumed interest and positioning vs. the project, with a tri-sectional attribution
according to type of approach: Inform, Motivate or Mobilise.
For a resource efficient procedure, emphasis has been placed on approaching functional trade associations for
industries where this is possible, supplemented by leading companies and stakeholders representing important
variety within its segment or region. In cases where leaders are thought to take a personal interest in the project,
and for recommended individual meetings, individual points of contact have been identified. Some individuals have
also been included because of their Key Opinion Leader (KOL) status and media impact, even if their direct interest
in the project or its targets may not be strong. Wherever a particular angle (skills, capital, visitors or business
location) is of relevance, the comments field has been used to qualify a potential alignment of interest.
Industries and sectors
10
The following industries and sectors are covered by the analysis:
–
–
–
–
–
–
–
–
–
–
–
–
–
Maritime
Offshore
Renewable energy and environment
Metal and materials
Finance
IT
Knowledge based service
Real estate and construction
Tourism
Retail trade
Health
Culture
Education and research
The group structures characterising different industries and sectors will obviously vary. Some have distinct sub
segments with no interaction between them (such as Renewable energy and environment), while other sectors may
constitute more of an industry value chain. Similarly, the different interests of sub groups and single stakeholders
may be more or less uniform across an industry or sector. This variety is reflected in the format of our analyses and
recommendations related to the respective industries and sectors.
Maritime
11
The maritime industry is one of the largest and most competitive clusters in the region, with prominent international
elements in its competence base, innovation dynamics and access to capital. The maritime industry is one of few to
raise international financing and generate large scale international establishments in the region. The project
objective will have a clear following in the industry, but also expectations of efficient measures and tangible results
from the Oslo Region profiling project.
The industry already has well-established structures for securing recruitment and strong knowledge dynamics in the
industry, through the Global Maritime Knowledge Hub, The Norwegian Shipowners' Association's Maritime Trainee
program etc. There are several prominent organisations within the industry, and we strongly recommend drawing
upon these when engaging the maritime industry. Maritimt Forum for the Oslo Fjord Region is an active
collaborative body for shipowners, industry, service industries, research and development, and more, and
constitutes a natural hub for these relations.
At the same time there are prominent organizations, companies and individuals who show great commitment and
have extensive experience with these issues. In terms of the involved companies, they constitute some of Norway's
largest and most international companies (DNV GL, Wilhelmsen, Jotun, etc.), and smaller companies operating in
the global market. Maritime stakeholders exist virtually throughout the entire region, which in turn represents an
opportunity for involving industry representatives in local processes.
A few maritime stakeholders will also have a high level of interest and vast experience with profiling the Oslo area
as a destination. This is the case for, among others, Color Line and Nor-Shipping. Technology and service related
sections of the cluster have their operations in maritime offshore, therefore many of these are covered in the section
for the offshore industry below.
Sektor
Maritimt
Virksomhet
Kommune
(plassering av
hovedvirksomhet)
Maritimt Forum Oslofjordregionen
Oslo
Norges Rederiforbund
Oslo
Norsk Skipsmeglerforening
Oslo
Norsk Industri - maritim bransjeforening Oslo
Color Line
Oslo
Shipping & Offshore Network
Oslo
NOR-Shipping
Lillestrøm
I.M. Skaugen
Oslo
Höegh Autoliners
Oslo
Wilhelmsen Maritime Services
Bærum
Kongsberg Maritime AS
Horten med mer
DNV-GL
Bærum
FMC Kongsberg Subsea AS
Buskerud
Aker Solutions AS
Bærum
HTS Maskinteknikk
Buskerud
Westad Industri
Buskerud
Sleipner Motor
Fredrikstad
Dresser-Rand
Buskerud
Andritz-Hydro
Jevnaker
Formål med kontakt
Informere
Motivere
Form på primær oppfølging
Mobilisere
Individuelt
gruppe
x
x
x
x
x
x
x
x
MF-møte
MF-møte
MF-møte
MF-møte
MF-møte
x
x
x
x
x
x
x
x
x
x
x
x
x
x
Annet
Offshore
13
We have divided all stakeholders in the offshore industry into three subsections – operators, suppliers and
organisations, to clarify the difference between these companies. Among the oil companies and suppliers,
the suppliers definitely constitute the majority of employment in the region, but at the same time the oil
companies have a bigger public voice and functions as opinion leader for the industry on issues related to
competence.
Statoil and Lundin have been defined as prioritised targets among the oil companies – Statoil for its size,
Lundin for its local presence and clear public voice – they are often consulted as an alternative to Statoil.
Among the suppliers we have done a cross section to make sure at least one actor from each main
category is represented in the region, in addition to some of the largest players. Aker Solutions is on the
list because of its size, while FMC is on the list as a representative for the subsea cluster (and
Kongsberg), BW Offshore as representative for the FPSO cluster, PGS as representative for seismic,
Fred. Olsen as the representative for the rig industry, and so forth.
In addition to the large players, Tess has also been included as a smaller stakeholder. This is due to the
fact that the company has set the agenda in the cluster organisation Subsea Valley, and that the company
is a clear industry voice in the Subsea Valley area.
We recommend to use industry organisations and arenas to reach a wider group of relevant companies
within the sector, and to in parallel have direct contact with a select group of single companies.
Kommune
Sektor
Oljeselskaper
Leverandører
Organisasjoner
Virksomhet
Lundin Norway
Statoil
FMC Technologies
Technip
Aker Solutions
DNV GL
BW Offshore
Agility Group
ABB Oil & Gas
PGS
Fred Olsen Energy
TESS Norge
Norsk olje og gass
NPF
Subsea Valley
Norsk Industri
(plassering av
hovedvirksomhet)
Bærum
Bærum
Kongsberg
Bærum
Bærum
Bærum
Oslo
Sandefjord
Asker
Oslo
Oslo
Lier
Oslo
Oslo
Asker
Oslo
Formål med kontakt
Informere
Motivere
Form på primær oppfølging
Mobilisere
Individuelt
x
x
x
x
x
x
x
gruppe
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
Annet
Renewable energy and environment
15
There are three main branches in this industry, and they should all be involved in the project. The recycling industry
is growing in the region, while most other industries are reducing the number of traditional industrial workplaces.
The need for international profiling is mainly associated with attracting manual labour – in this respect the industry
represents a part of regional industries with a low score on some of the parameters for attractive clusters, but is still
significant and growing. We recommend involving the trade association The Federation of Norwegian Industries,
which is an active organisation with a high level of trust from its members. Parallel to this, large and profiled
companies within the main categories waste collection, recycling and destruction can be involved. Several of these
stakeholders are located outside of the central Oslo area, and could contribute to balance a potential dominance
from Oslo.
Hydropower production and power distribution are large industries with a number of companies in the region.
However, few have their production operations and direct customers in the area. Their interest in international
profiling would primarily revolve around the recruitment of engineers and other technical personnel. An important
part of this story is also the fact that power companies are important parts of society in the municipalities where they
have their production operations or of which they are owned. The largest actors, Hafslund and Statkraft, would be
interested in contributing to increase the pool of resources in their special field through international recruitment.
Energy Norway is an efficient representative for the interests of smaller hydropower producers, and could ensure
that suggestions from the industry take the entire region into consideration.
Other electricity production is a growing industry, but the totality of actors is characterised by many smaller units
and few companies in the mature phase. We recommend involving a few prominent actors with significant
competence and actual production – see the attached excel list for more details. Their interest in the project would
be linked to the recruitment of engineers and dynamics in the knowledge community.
Kommune
Sektor
Ny energi
Gjenvinning
Virksomhet
(plassering av
hovedvirksomhet)
Formål med kontakt
Informere
Motivere
Form på primær oppfølging
Mobilisere
Hafslund ASA
Oslo
x
Statkraft
Oslo
x
EnergiNorge
Oslo
x
Fred Olsen Renewables
Oslo
Scatec Solar
Norsk Industri:
Gjenvinningsbransjen
Oslo
Oslo
x
NOAH
Holmestrand
x
Norsk Gjenvinning
Renor
Oslo
Aurskog
x
x
x
x
Individuelt
gruppe
Fellesmøte
energi
Fellesmøte
energi
Fellesmøte
energi
Fellesmøte ny
energi
Fellesmøte ny
energi
Fellesmøte
gjenvinning
Fellesmøte
gjenvinning
Fellesmøte
gjenvinning
Fellesmøte
Annet
Metal and materials
17
Three large industrial stakeholders within the metal industry could be relevant for involvement in this project. SAPA
and Norsk Hydro have their headquarters in Oslo and industrial operations in Eastern Norway. International
recruitment for managerial positions is essential for the continued competitiveness of both these companies, and
this may particularly be the case in terms of recruiting from the most important international markets and production
sites. In the case of SAPA, the access to leaders could be a prerequisite for continued localisation in Norway. Elkem
will also share this objective of raising international managerial recruitment, while their Chinese ownership could be
a gateway for profiling the Oslo region in Asia.
Norsk Hydro and SAPA are pointed out as important sources for suggestions throughout the project. Their
participation could also be a catalysing factor for other industrial stakeholders.
Kommune
Virksomhet
SAPA
Norsk Hydro ASA
Elkem
(plassering av
hovedvirksomhet)
Oslo/Magnor
Oslo/Holmestrand
Oslo
Formål med kontakt
Informere
x
Motivere
Form på primær oppfølging
Mobilisere
Individuelt
x
x
x
x
gruppe
Annet
Finance
18
Many representatives of the financial industry may have an ambivalent view on the project. Particularly those on the sell-side of the market,
such as investment banks and brokers, may see an international campaign to promote Oslo as a financial hub as a threat, by increasing
competition through the introduction of new foreign institutions. At the same time, some of them may see benefits from the broader scope of
attracting other industries and not least highly qualified labour to the region.
Within venture capital, Norwegian Venture Capital Association (NVCA) and Oslotech/StartupLab should have a strong interest in attracting
innovative, R&D-driven companies and sources of venture capital to Oslo. We see no obvious conflict of interests.
The maritime finance hub is a strong candidate for cooperation. Oslo Stock Exchange wants to have more foreign companies listed. Their
strategy for 2015-17 suggests that the strongest common interest with this project is around maritime and marine industries (shipping,
energy, seafood). DNB and Nordea are large within the maritime sector internationally. We propose a maritime approach to mobilise
interest and support from these banks, in addition to a focus on supplies of qualified job candidates. While most brokers may see an equal
number of disadvantages as benefits from an international profiling exercise, those who are part of the maritime cluster may consider it
differently. In particular RS Platou, with its strong position both as ship broker and investment bank, and with an excellent international
network.
Eksportkreditt Norway has its business rationale in government guaranteed export credits, and should therefore have a good partnership
potential. They also have a current need to inform their clients, particularly SMBs in the districts, about their services, which possibly could
be connected with the Oslo Region’s activity towards members outside the capital. Other financial hub stakeholders we propose to engage
are ABG Sundal Collier and the BI research environment surrounding Torger Reve, which constitutes the cluster theory’s main sponsor in Norway.
Stakeholders who mainly should be motivated:
– The Finance Sector Union of Norway: If the project is primarily seen as an effort to draw highly qualified labour to the region, it may
well be perceived as a threat. If it instead is positioned as attracting new companies, which would cater for a growth in memberships,
that would strengthen the interest alignment.
–
Landkreditt, Eika, Sparebank 1: These are all financial institutions with headquarters in Oslo, but with their main client base outside
the capital, some of them also partly outside the Oslo Region’s domain. With the right introduction, they may, along with KLP and
Gjensidige, be used to activate some of the region’s member outside of Oslo, since they themselves represent a similar centerperiphery solution.
Kommune
Sektor
Finans
Virksomhet
Finans Norge
Norges Fondsmeglerforbund
Verdipapirfondenes Forening
Norsk venturekapitalforening
Finansforbundet
(plassering av
hovedvirksomhet)
Oslo
Oslo
Oslo
Oslo
Oslo
DNB BankASA
NORDEA Bank Norge ASA
Landkreditt Bank AS
Eika Gruppen AS
SpareBank 1 Gruppen
Gjensidige Forsikring ASA
KLP Liv
Ernst & Young
PricewaterhouseCoopers AS
BDO AS
Deloitte AS
KPMG AS
Storebrand Livsforsikring AS
Oslo Børs VPS
Pareto Securities AS
Arctic Securities ASA
RS Platou Markets AS
ABG Sundal Collier Norge ASA
Eksportkreditt Norge AS
Trygve Hegnar
Øystein Stray Spetalen
Jens Ulltveit-Moe
OsloTech / StartupLab
Torger Reve
Oslo
Oslo
Oslo
Oslo
Oslo
Oslo
Oslo
Oslo
Oslo
Oslo
Oslo
Oslo
Lysaker
Oslo
Oslo
Oslo
Oslo
Oslo
Oslo
Oslo
Oslo
Oslo
Oslo
Oslo
Formål med kontakt
Informere
Motivere
Form på primær oppfølging
Mobilisere
x
x
x
x
x
x
x
Individuelt
gruppe
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
Annet
IT
20
Many stakeholders in the IT industry would be expected to have a great interest in this project. Most players will consider
international marketing of Oslo as a positive opportunity for attracting qualified labour, increas R&D activities and investments.
Stakeholders that should be mobilized as active partners and supporters include:
Interest groups: ICT Norway, Abelia and Virke serves as unions for most of the IT players in different segments; they are well
organised with prominent and visible leaders who, to a large extent, set the sector agenda. The need for international profiling
primarily relates to a need for attracting competent labour, but also for profiling products and services from Norwegian IT
organizations. Over the last few years, big campaigns have been initiated to profile Norwegian IT, such as the efforts for
marketing Norwegian data processing centres towards leading global IT players who need large storage facilities with stable
storage services and affordable, sustainable energy sources.
Research and development businesses within IT and software: Companies that manage research and development in
the region, with large market shares (Telenor, Evry, Visma, Opera, Microsoft Search) or ambitions for global growth (Agresso
Unit4, Software Innovation). Companies operating in areas covering growing areas and disruptive new techologies (big data,
online payment, biometrics and Internet of Everything) are also included in this segment.
Consultancy community: Organisations with vast competence in important growth areas (such as modernisation of the
public sector), that set the tone in the sector (Accenture, CapGemini, IBM, Steria) and recruit many graduates each year.
Leading Norwegian companies with a Nordic footprint have also been included here.
Start-up firms in the early phase: Coordinated through StartUpLab (Oslo Science Park) and MESH.
The academic community: Norwegians are a minority among the doctorates at the Department of Informatics at UiO. While
the academic environment is covered in another section, Morten Dæhlen of UiO is included in this segment.
Kommune
Sektor
Virksomhet
Formål med kontakt
Form på primær oppfølging
IKT Norge
Abelia
Virke, kunnskap og teknologi
(plassering av
hovedvirksomhet)
Oslo
Oslo
Oslo
MESH
Forskningsparken - StartUpLab
Teknologihuset
JavaZone
Telenor
Evry
Cisco Systems Norge
Microsoft Norge
Oslo
Oslo
Oslo
Oslo
Fornebu
Fornebu
Lysaker
Lysaker
Schibsted CM
Accenture
CapGemini
Steria
Oslo
Fornebu
Oslo
Oslo
IBM
Trollåsen
Visma
Oslo
x
IKT Norge
Opera
Oslo
x
IKT Norge
selskap
Programvare-
Simula
Fornebu
x
selskap
Programvare-
Csam Health
Oslo
x
selskap
Consulting
Consulting
Utdanning
Amesto
Making Waves
Bouvet
Universitetet i Oslo
Oslo
Oslo
Oslo
Oslo
x
x
x
x
Bransjeorganisasjon
Inkubatorer og
møtesteder
Inkubator
Møtested
Community
Teknologiselskap
Teknologiselskap
Teknologiselskap
Teknologiselskap
Internet & mobile
services
Rådgivning
Rådgivning
Rådgivning
Teknologi og
rådgivning
Programvareselskap
Programvareselskap
Programvare-
Informere
Motivere
Mobilisere
Individuelt
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
Annet
IKT Norge
IKT Norge
IKT Norge
IKT Norge
x
x
x
x
x
x
x
gruppe
x
Virke, kunnskap og teknologi
Virke, kunnskap og teknologi
Virke, kunnskap og teknologi
Virke, kunnskap og teknologi
x
x
Knowledge based services
22
Several stakeholders in knowledge based services would have joint interests with the project, either to raise more
international interest for the region as an arena for trade, or to attract world leading competence within a specific
sector.
Associations: Tekna, Abelia and Virke should be informed or involved.
Law firms: The need for international profiling is primarily related to the need for attracting international clients, and
the competition is tough internally between the various law firms. We recommend involving the Norwegian Bar
Association, which has gained trust and impact among its members. Several of the leading law firms already have
international companies on their client lists and work in some way or another to achieve more visibility and profiling
outside of Norway.
Management consulting: Most management consulting companies want international profiling to attract the best
associates, and to market themselves as market leaders within their core segment and disciplines. There is no
association for these companies, but the number of stakeholders that need to be prioritized is limited to Boston
Consulting Group, McKinsey, Bain & Co, and Quartz & Co.
Shipbrokers: RS Platou, Fearnleys and Inge Steensland. All of these are advisory companies that are global
leaders within ship-broking, and that would see many advantages of international profiling.
Communications and marketing: As the communications and marketing sector consists of many and relatively
small companies, the respective associations have been identified as the key stakeholders within this segment
(Kreativt Forum, KOMM and INMA).
Kommune
Sektor
Kunnskapsbasert
tjenesteyting
Virksomhet
(plassering av
hovedvirksomhet)
Formål med kontakt
Informere
Motivere
Form på primær oppfølging
Mobilisere
Individuelt
x
x
x
x
x
x
x
x
gruppe
Virke, kunnskap og teknologi
Tekna
Abelia
Oslo
Oslo
Oslo
Advokatforeningen
Thommessen
Oslo
Oslo
x
Advokatforeningen
Wikborg, Rein & co
Oslo
x
Advokatforeningen
BA-HR
Wiersholm
Schjødt
Boston Consulting Group
McKinsey
Bain & co
Quartz+co
RS Platou
Fearnleys
Inge Stensland
Kreativt Forum
KOMM
INMA
Oslo
Oslo
Oslo
Oslo
Oslo
Oslo
Oslo
Oslo
Oslo
Oslo
Oslo
Oslo
Oslo
x
x
x
x
x
x
x
x
x
x
x
x
x
Advokatforeningen
Advokatforeningen
Advokatforeningen
x
x
x
x
x
x
x
x
x
x
Annet
Real estate and construction
24
This sector is one of the country's largest industries and most of the value creation is headed by companies based
in Oslo. The entire value chain in real estate and construction includes stakeholders within the production of
building materials, building material retail stores, architects and consulting engineers, building and construction
services, machine rentals, real estate, and real estate management.
The most prominent sections of the industry are construction services and real estate. In addition to this, some of
the consulting engineers and architects should be involved in the project.
Construction: Many of the country's largest entrepreneurs and real estate companies are based in Oslo but have
their main operations outside of the capital. These stakeholders will seek international profiling of projects and
signature buildings, especially for innovative, sustainable solutions.
Real estate: These stakeholders will probably already know about the project, but without any further wish for
broad participation or involvement. For instance, Selvaag uses Tjuvholmen actively in their international profiling.
Consulting engineers: Certain communities want broader international profiling of projects in areas where Norway
is at the forefront of developments.
Architects: Several Norwegian architects are considered to be in the international elite as regards signature
buildings. Several architects can also be considered, while Snøhetta, MAD Architects, NORDIC and LPO have
been included in this overview.
Kommune
Eiendom, Bygg og anlegg
Sektor
Virksomhet
Formål med kontakt
Form på primær oppfølging
MIPIM, Oslo Metropolitan Area
Norske Eiendom
Byggenæringens Landsforening (BNL)
Rådgivende Ingeniørers Forening (RIF)
Veidekke Entreprenør
Skanska
NCC Construction
AF Gruppen
Norconsult
Cowi
Asplan VIAK
Multiconsult
OBOS
Entra
ROM Eiendom
Selvaag
NPRO (Norwegian Property)
Aspelin Ramm
HAV Eiendom
Oslo S Utvikling
Søylen Eiendom
KLP Eiendom
Steen & Strøm
Tjuvholmen Utvikling
(plassering av
hovedvirksomhet)
Oslo
Oslo
Oslo
Oslo
Oslo
Oslo
Oslo
Oslo
Sandvika
Oslo
Sandvika
Oslo
Oslo
Oslo
Oslo
Oslo
Oslo
Oslo
Oslo
Oslo
Oslo
Oslo
Oslo
Oslo
Olav Thon
Oslo
x
Snøhetta
Oslo
x
x
MAD Architects
Oslo
x
x
Nordic
Oslo
x
x
LPO
Oslo
x
x
Informere
Motivere
Mobilisere
Individuelt
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
gruppe
BNL
BNL
BNL
BNL
RIF
RIF
RIF
RIF
OMA
OMA
OMA
OMA
Norsk Eiendom
OMA
OMA
OMA
Norsk Eiendom
OMA
Eierne
Annet
Tourism
26
We have defined tourism as accommodation, dining and transport, as well as relevant organisations. There are
many cultural and entertainment companies that could be included in the tourism category, but in our analysis,
these are defined under culture or other associated industries.
The tourism mapping consists of a few large companies/enterprises, and many small companies. The smaller
companies are largely oriented towards their own daily operations, do not tend to participate in the public sphere,
and let organisations such as NHO and Virke speak on their behalf in issues related to politics and industry. We
recommend to engage closely with these organisations, where potentially conflicting interests of a large number of
companies are balanced and handled. The organisations should be mobilised to engage their members in the
project, especially to secure that the views and interests of smaller companies outside of Oslo are well represented.
Correspondingly, already existing regional cooperations for tourist profiling should be utilised.
The destination perspective will be the key element for the tourism companies in this project - these companies do
not look abroad for capital or specific competence.
The first and possibly most important question from the tourism industry would be whether the finances connected
to this project are in addition to the public funds that promotional bodies (Innovation Norway and Visit Oslo) receive,
or if this would constitute a reallocation of funds. If these are additional funds, commercial businesses would be
positive or neutral. The promotional bodies will also be concerned with the process leading up to a united profile,
and how their voice, experience and competence would be included.
The list also includes individual KOLs within the sector, as well as companies/bodies that contribute significantly to
local or even national identity within the region.
Sektor
Reiseliv
Virksomhet
Innovasjon Norge Reiseliv
Visit Oslo
NHO Reiseliv
VIRKE Reiseliv
HSMAI
Norway Convention Bureau
Norges Varemesse
Rezidor Hotels Norway
Scandic Hotels AS
Oslo Plaza Hotel AS
Grand Hotel Driftsselskap AS
Thon Hotels AS
Nordic Choice Hotels
Color Line
Fursetgruppen
Hotel Continental
SAS
Norwegian
Flytoget
Oslo Lufthavn
Formål med kontakt
Kommune
Oslo
Oslo
Oslo
Oslo
Oslo
Oslo
Lillestrøm
Oslo
Oslo
Oslo
Oslo
Oslo
Oslo
Oslo
Oslo
Oslo
Oslo
Oslo
Oslo
Ullensaker
(plassering av hovedvirksomhet)
Form på primær oppfølging
Informere Motivere Mobilisere
Individuelt
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
x
x
gruppe
X
X
X
X
X
X
X
X
X
X
x
x
Annet
Retail trade
28
The retail trade sector consists of many small stakeholders and stakeholders that operate nationally - often with
international ownership. These companies are concerned with their own daily operations and do not have the
knowledge, time or mandate to get involved in industry or societal issues. At the same time they make up a
significant industry in the region and anchoring is important to secure the legitimacy of the project.
We have mainly selected stakeholders with Norwegian ownership and headquarters in the Oslo region. We have
chosen one stakeholder per category, and if stakeholders on occasion participate in the industry or societal debate,
we have focused on these. It is also important to note that not all these stakeholders are based in Oslo.
Among stakeholders that can be mobilised beyond Oslo Handelsstands Forening (Oslo Trade Association), we refer
to profiled food and shopping destinations that seek an international market and that have the will and ability to
participate in the project. The main interests of this stakeholder group will be destination profiling and recruitment.
Sektor Virksomhet
Handel
Oslo
Handelstands
Forening
Handelstandsfore
ninger
Næringsforeninge
ne i regionen
Paleet/ KLP
Eiendom
Mathallen/
Aspelin Ramm
Steen og Strøm/
Eger (Søylen
Eiendom)
APOTEK 1 NORGE
AS
XXL Sport &
Villmark AS
Norgesgruppen
ASA
Elkjøp Norge AS
Warnergruppen
Formål med kontakt
Kommune
Form på primær oppfølging
(plassering av hovedvirksomhet) Informere Motivere Mobilisere Individuelt gruppe
Oslo
X
X
Hele regionen
X
X
Hele regionen
X
X
Oslo
X
X
Oslo
X
X
Oslo
X
X
Lørenskog
X
X
Oslo
X
X
Oslo
Lørenskog
Billingstad
X
X
X
X
X
X
Mester Grønn AS
KID interiør AS
Plantasjen Norge
AS
Vianor AS
Lierskogen
Drammen
X
X
X
X
Kongsvinger
Lillestrøm
X
X
X
X
Bertel O Steen AS
Statoil Fuel &
Retail AS
Mondelez Norge
AS
Thon Eiendom
Lørenskog
X
X
Oslo
X
X
Oslo
Oslo
X
x
X
x
Annet
Health
30
We have divided the health sector into four groups; the hospital sector, pharmaceutical companies, biotechnology
and health organizations.
The hospital sector is highly focused on educating skilled personnel, and in the years to come it will increasingly
depend on international recruitment of highly skilled labour. We believe it natural to conduct individual meetings with
the Oslo University Hospital and the Akershus University Hospital, in addition to the regional health authority. In
addition it would most probably be advisable to execute a plenary meeting with all the health enterprises in Helse
Sørøst, including the two privately owned hospitals Lovisenberg and Diakonhjemmet.
The majority of pharmaceutical companies are internationally operated and organized. We recommend
concentrating efforts on companies with research facilities and/or production based in Norway.
Research and development in biotechnology is a sector consisting of a number of companies in the region. Many
of these are at the innovation forefront. At the same time many of these have very few employees. We recommend
concentrating on companies with more than 5 employees.
It is important to keep the organisations in the sector adequately satisfied through keeping them well informed.
This is to avoid them seeing the efforts of the Oslo region alliance as contradictory with the interests of the country
as a whole.
Kommune
Sektor
Helse / sykehus
Virksomhet
Helse Sørøst RHF
Oslo Universitetssykehus HF
Akershus Universitetssykehus HF
Vestre Viken HF
Sykehuset i Vestfold HF
Sykehuset Østfold HF
Sykehuset Innlandet HF
Sunnaas sykehus
Sykehusapotekene
Lovisenberg Diakonale Sykehus
Diakonhjemmet Sykehus
Martina Hansens Hospital
Revmatismesykehuset AS
Norsk Luftambulanse
Drammen Private Sykehus
LHL klinikkene (Feiring, Glitre)
Volvat medisinske senter
Aleris Helse AS
Algeta ASA
AlgiPharma AS
Bayer AS
Bionor Pharma ASA
Fresenius Kabi Norge AS
GE Healthcare
Linde Healtcare (AGA AS)
Helse / legemiddel Link Medical Research AS
PCI Biotec AS
Photocure ASA
Pronova BioPharma Norge AS
Takeda Nycomed AS
Vaccibody AS
Weifa
LMI (Legemiddelindustien)
Kreftforeningen
Landsforeningen for Hjerte- og Lunge
Oslo Cancer Cluster
Helse /org.
Den Norske legeforening
Norsk Sykepleierforbund
Fagforbundet
Norsk Biotekforum
PHOTOCURE ASA
Forskning og
PCI BIOTECH AS
utviklingsarbeid
BIONOR PHARMA ASA
innen bioteknologi
AKER BIOMARINE AS
(plassering av
hovedvirksomhet)
Hamar / Oslo
Oslo
Lørenskog
Buskerud/Akershus
Vestfold
Østfold
Hedmark/Oppland
Nesodden
Oslo
Oslo
Oslo
Oppland
Frogn
Drammen
Akershus
Oslo
Oslo
Oslo
Akershus
Oslo
Oslo
Oslo
Oslo
Oslo
Oslo
Akershus
Oslo
Akershus
Akershus
Oslo
Oslo
Formål med kontakt
Informere
Motivere
Form på primær oppfølging
Mobilisere
Individuelt
gruppe
x
x
x
x
x
x
x
x
x
HSØ-møte
HSØ-møte
HSØ-møte
HSØ-møte
HSØ-møte
HSØ-møte
HSØ-møte
HSØ-møte
HSØ-møte
HSØ-møte
HSØ-møte
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
Oslo
x
x
x
x
Oslo
Bærum
Oslo
Oslo
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
Annet
Culture
32
The culture sector is highly important to the entire Oslo region. Within the plethora of institutions, arenas/events and
other stakeholders, giving clear recommendations on which few stakeholders to prioritise is a very challenging task.
We have chosen to concentrate on the part of the cultural sector with the most international contact. Further, we
have given priority to stakeholders with a particular network function in their segment, as well as institutions that
have been assigned with a responsibility to contribute to profiling of Norway (through Ministry of Foreign
Affairs).This does not mean that no other cultural institutions or cultural sectors with international contact exists or
could be equally important within the Oslo region alliance.
In addition to traditional culture institutions, we have included design/architecture, food culture and sports in the
analysis of the cultural industry. Some of the restaurants and cafes in Oslo are run by chefs and baristas at a very
high international level, who attract a large amount of international attention.
The Øya Festival, Kongsberg Jazz Festival, Notodden Blues Festival and Oslo Chamber Music Festival are all
music festivals of high international quality. Musikkbyen Oslo (The musical city of Oslo) and BLÅ are also examples
of how the music community in Oslo is becoming increasingly international. Within the classical genre, the
Norwegian Opera and Ballet and Oslo Philharmonic Orchestra are putting Oslo on the map; Attracting celebrated
conductors, dancers and musicians is important to the Norwegian culture community, and at the same time these
institutions play an important part in bringing Norwegians out into the world.
The Astrup Fearnley museum had an amazing upturn following moving into their new building, and serves as a
catalyst for a larger cultural community at Tjuvholmen. With the completion of the Munch museum, Oslo appears as
a highly interesting destination for an international audience.
Kommune
Sektor
Virksomhet
Den Norske Opera og Ballett
Nationaltheatret
Riksteateret
Scenekunst
Rikskonsertene
Det Norske Teateret
Oslo Filharmonien
Munch-museet
Nationalmuseet
Astrup Fearnley Museet
Vigeland museet
Nobels Fredssenter
Museer
Museet for samtidskunst
Stenersenmuseet
Henie Onstad kunstsenter
Blaafarveverket
Sølvgruvene i Kongsberg
Øyafestivalen
Kongsberg Jazz festival
Notodden Blues festival
Melafestivalen
Oslo Internasjonale Kirkemusikkfestival
Festivaler
Vestfoldspillene
/musikkbransjen
Ultima festivalen
Oslo Kammermusikkfestival
Musikkbyen Oslo
Rockefeller
Music Norway
BLÅ
DOGA
Norske Arkitekters landsforbund (NAL)
Design / Arkitektur
Snøhetta
Muuto
Gyldendal Forlag
Aschehoug Forlag
Forlag- /bok bransjen Juritzen Forlag
Den Norske Forfatterforening
Literaturhuset
Norsk Filmkomisjon
Film
Norsk Filminstitutt
Oslo Fashion Week
Mote
Norwegian Fashion institute
Mathallen - Vulkan
Java kaffe
Tim Wendelboe
matkultur
Maeemo
Ylajali
Aass Bryggeri
Norges Idrettsforbund
Olympiatoppen
Bislett games
Idrett
Arctic Challenge
Vikersund Hoppsenter
Holmenkollrennene
(plassering av
hovedvirksomhet)
Oslo
Oslo
Oslo
Oslo
Oslo
Oslo
Oslo
Oslo
Oslo
Oslo
Oslo
Oslo
Oslo
Bærum
Modum
Kongsberg
Oslo
Kongsberg
Notodden
Oslo
Oslo
Tønsberg
Oslo
Oslo
Oslo
Oslo
Oslo
Oslo
Oslo
Oslo
Oslo
Oslo
Oslo
Oslo
Oslo
Oslo
Oslo
Oslo
Oslo
Oslo
Oslo
Oslo
Oslo
Oslo
Oslo
Oslo
Drammen
Oslo
Oslo
Modum
Oslo
Formål med kontakt
Informere
x
x
Motivere
Form på primær oppfølging
Mobilisere
Individuelt
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
gruppe
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
Annet
Education and research
34
The university and college sector has significant interest in international profiling, in relation to recruitment purposes
and the international nature of research activities, but also for the purpose of attracting events and partnerships.
The University of Oslo is in a class of its own in terms of research and education, due to its size and competence,
followed by the University of Life sciences at Ås.
We propose to have separate meetings with the two universities and BI, including select academic communities
within these three institutions. Many of the academic communities at the University of Oslo, the Norwegian
University of Life Sciences, as well as the Norwegian business school BI have extensive international contact
networks and important roles to play within their academic field. These are resources which the Oslo region alliance
should make use of.
We suggest reaching out to the university colleges through the regional workshops, due to their importance in their
respective counties. If there is capacity, we propose to hold a plenary session for the smaller university colleges,
supplemented with an individual approach to Oslo and Akershus University College of Applied Sciences, Østfold
University College and Buskerud and Vestfold University College.
The region has a significant research sector, representing more than half of national research investments. Virtually
all of these environments have an international outreach in the shape of international cooperations and to some
extent international recruitment. Within this group we propose to prioritise the larger «flagship» units irrespective of
sector, along with the main institutes with a technical orientation. Many stakeholders within this segment can be
reached effectively through CIENS.
Kommune
Sektor
Virksomhet
(plassering av
hovedvirksomhet)
Universitetet i Oslo
Oslo
Norges miljø- og biovitenskapelige
universitet
Handelshøgskolen BI
Ås / Oslo
Oslo
Arkitektur- og designhøgskolen i Oslo
Norges idrettshøgskole
Norges musikkhøgskole
Høgskolen i Buskerud og Vestfold
Høgskolen i Østfold
Høyskolen i Hedmark
NUPI
PRIO
FAFO
Institutt for Energiteknikk
FFI
SINTEF
Cicero
CIENS
Norges Forskningsråd
Norsk studentorganisasjon (NSO)
Studentparlamentet UiO
Velferdstinget Oslo og Akershus
Studentforeningen BI
ANSA
International Students' Union
Oslo
Oslo
Oslo
Buskerud / Vestfold
Østfold
Hedmark
Oslo
Oslo
Oslo
Kjeller
Kjeller
Oslo
Oslo
Oslo
Oslo
Oslo
Oslo
Oslo
Oslo
Oslo
Oslo
Formål med kontakt
Informere
Motivere
Form på primær oppfølging
Mobilisere
Individuelt
x
x
x
x
x
x
gruppe
møte ledelsen
ved relevante
fakultet
Universitet
Vitenskaplige
Høgskoler
Regionale
Høgskoler
Forskning
Student
organisajoner
x
Arr møte med
høgskolene for
å informere , få
inspill og
mobilisere
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
Annet
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
ANALYSIS OF
INTERNAL
STAKEHOLDERS
Approach to internal stakeholders
37
In our analysis we have approached the local and regional municipalities which are members of the Oslo Region as
members of regional councils. Local municipalities which are members of more than one regional council will
therefore appear more than once in the listings. For each municipality, the largest employers beside the
municipality-run services have been listed, so as to get an overview of companies which play a significant part in
local business and employment. The size of the companies on the list varies massively between the respective local
municipalities.
For every region we have attempted to summarise what the most important or characteristic sectors or lines of
industry are. The data base implies a bias towards larger businesses, and will not indicate an industry as being
important if it is constituted by a large number of businesses with a low number of employees individually.
Regionråd
Samarbeidsrådet for
Nedre Romerike
Øvre Romerike Utvikling
Medlemskommuner
Aurskog-Høland kommune
Fet kommune
Lørenskog kommune
Nittedal kommune
Rælingen kommune
Skedsmo kommune
Sørum kommune
Akershus fylkeskommune
Nammo
Ekornes beds, Lyreco, Aktietrykkeriet
Ahus, Elkjøp, Apotek 1, Lefdal, Coca Cola
Expert, Ringnes, Wurth, Diplom Is, Arcus
PSI systems as, Pictura Normann as
NILU, IFE, FFI, Kriminalosorgsdir, Aerospace ind.
Renonorden, Stena Recycling
Follorådet
Rådet for Mosseregionen
Nedre Glomma
regionråd
Indre Østfold regionråd
Regionrådet for Hadeland
Haraldvangen, Hurdalsjøen hotel, Mathiesen eidsvold værk
DEFA as,
Enebakk kommune
Frogn kommune
Nesodden kommune
Oppegård kommune
Ski kommune
Vestby kommune
Ås kommune
Akershus fylkeskommune
Veitransport AS, Elsa Enger Transport, Tonerud transport
Norsk Luftambulanse
Sunnaas Sykehus
Orkla foods, COOP, Nille, Norgesbuss, Jernia,
Rema distub, Prinsess, Norgros,
Asko, Ultimo outdoor, Aquamarine subsea
NMBU, Tusenfryd,Bioforsk, Nettpartner, N.inst. Skog og landskap
Contiga as, Handicare as, Metode renhold, Østf. Veiservice
Marshè rest, Herføll, Rygge lufthavn
Råde bakeri, Olimb rør
Forestia AS,
Fredrikstad kommune
Sarpsborg kommune
Hvaler kommune
Halden kommune (Ikke med i regionrådet)
Sykehuset Østfold, Europris, KappAhl, Transcom, Jøtul
Borregaard, Peterson, Glomma papp,
Petter Olsen AS, Fjordfisk as, Hamek pesonal as
Norske skog, Høgskolen i Østf, Fresenius, L Grimsrud
Aremark kommune
Askim kommune
Eidsberg kommune
Hobøl kommune
Marker kommune
Rakkestad kommune
Rømskog kommune
Skiptvet kommune
Spydeberg kommune
Trøgstad kommune
Br. Haugen AS, Nye K&F Invest
Gresvig AS, Deltagruppen AS, People4people
Lundeby bokb, Askim&M rør, Norfresk
RBI interiør AS, Ostra Conult, Knapstad byggmarked
Flexit as, Østmøllene as
Mjørud as, sentralvaskeriet, Landbrukstjenester
Normeka AS, Bergquist markin og transport
Skiptvedt blikk, NIM stålbygg, Solbekke bygg
Fossum kollektivet, Asim entr, Nordisk dekk
Kåre Torper AS, VOM og hundemat AS
Vestregionen
Vestregionen, Ringriksregionen
Vestregionen
Hole kommune
Jevnaker kommune
Sande kommune
Svelvik kommune
Akershus fylkeskommune
Buskerud fylkeskommune
Modum kommune
Krødsherad kommune
Sigdal kommune
Rådet for
Drammensregionen
Region Vestviken
Rådet for
Ringeriksregionen
Regionrådet for MidtBuskerud
Nordre Vestfold
Vestfold
OSLO
Vestviken
Vestviken
Vestviken
Drammensregionen
Drammensregionen
Drammensregionen
Ringeriksregionen
Ringeriksregionen
Ringeriksregionen, Hadelandsreg
Telenor, Evry, Aerk subsea, DNV GL, Nrodconsult, Elite, Mesta,Statoil
NG Kiwi, Mester Grønn, Biltema, Imtech rør, oslofjordmat AS
Elopak as, Bråset bo og omsorgssenter
Chemring Nobel as, Rottefella, Buskerud betongfabr
Vestre Viken HF, Uloba, Nettbuss, Høgskolen B/V, KID ing
Travel retail, Nye Notabene, Trelleborg offshore
Sparebanken Øst, Bergans fritid as, Oso hotwater
Statens Kartverk, PM retail, COOP, Norpapp, Tronrud engineering, Leiv
Vidar
Elstøen gartener, sunvollen hotel, gartneri og landbr.tj
Treforedlingsindustri, sykehus, legemiddelindustri,
handelsbedfrifter,
Entreprenørbedrifter,indursti, sportsutstyr
It, bakeribedrifter, reiseliv, renhold
høyteknologi, Helse, klesdistrubisjon, detaljhandel, Maritimt,
It, reiseliv
Andritz Hydro, Hadeland glassverk
Kleven Maritime Contracting, Myklebust verft
Hilding Anders, Norgips, Adax
Drammen kommune
Nedre Eiker kommune
Sande kommune
Svelvik kommune
Øvre Eiker kommune
Vestregionen
Vestregionen
Vestregionen
Vestregionen
Vestregionen
Vestre Viken HF, Uloba, Nettbuss, Høgskolen B/V, KID ing
Travel retail, Nye Notabene, Trelleborg offshore
Kleven Maritime Contracting, Myklebust verft
Hilding Anders, Norgips, Adax
Sparebanken Øst, Bergans fritid as, Oso hotwater
Hurum kommune
Lier kommune
Røyken kommune
Vestregionen
Vestregionen
Vestregionen
Chemring Nobel as, Rottefella, Buskerud betongfabrikk
NG Kiwi, Mester Grønn, Biltema, Imtech rør, oslofjordmat AS
Elopak as, Bråset bo og omsorgssenter
Hole kommune
Jevnaker kommune
Vestregionen
Vestregionen
Vestregionen, Hadelandsreg
Statens Kartverk, PM retail, COOP, Norpapp, Tronrud engineering, Leiv
Vidar
Elstøen gartener, sunvollen hotel, gartneri og landbr.tj
Andritz Hydro, Hadeland glassverk
Modum kommune
Krødsherad kommune
Sigdal kommune
Vestregionen
Vestregionen
Vestregionen
Hæhre entrepr., Modum bad, Vikersund kur, Blaafargeverket
Quality spa Norefjell, Krøderen elektro, Sole hotel
Sole AS, Eggedal sag
Rollag kommune
Hjartdal kommune
Notodden kommune
Tinn kommune
FMC Kong. , Kongs Defence, Kong. Automobile, GKN, Kongsberg
Jazzfestival
Numedal Produksjon AS, Articon Norge
Landbrukstjenester Telem. Sa
Notodden bluesfestuval, Nopro AS, Norvegian coating teknology
Håkones maskin,
Horten kommune
Hof kommune
Holmestrand kommune
Kongsberg maritime, Bastø fosen, GE Vingmed ultrasound
BAS maskinutleie, Mnoarkas
Hydro aluminium, Nordisk avition produkcts
Nøtterøy kommune
Sande kommune
Stokke kommune
Svelvik kommune
Tønsberg kommune
Vinghøg as, Wilhelmsen chemicals, Nova subsea
Kleven Maritime, Myklebust verft, Pipe system energi
Amedia distr, Volmax as, Matørsen AS,
Hilding Anders, Adax as, Norgips Norge AS
NOKAS, Sykehuset Vestf, DSB, HELFO, Xervon,
Oslo kommune - 15 bydeler
Handel, byggebedrifter/entreprenører
Follorådet, Nedre Romerike
Hæhre entrepr., Modum bad, Vikersund kur, Blaafargeverket
Quality spa Norefjell, Krøderen elektro, Sole hotel
Sole AS, Eggedal sag
Kongsberg kommune
Kongsbergregionen
Hadelandsprodukter, Bing Linehaul,
Andritz Hydro, Hadeland glassverk
Actic Norge, Norske Samson
Midt-Buskerud
Midt-Buskerud
Midt-Buskerud
Ringerike kommune
Transportbedrifter,Helse/forskning, handel (matprod.
Detaljhandel, distrubisjon), Miljø- og biovitenskap
ABB as, IKEA, Cubus, Eurest, Dressmann, BikBok, Carlings
Bærum kommune
Ringerike kommune
Byggenæring (leverandører og entreprenører),
primærnæring
Nedre Romerike, Vestregionen
Moss kommune
Rygge kommune
Råde kommune
Våler kommune
Asker kommune
Vestregionen
Entreprenørbedrifter, hoteller, flyplass med tilhørende
aktivitet, private aktører innen barnehager og hjemmetj.
OSL, SAS, Felleskjøpet, Lærlingeverkstedet, Select, Norlandia, citymaid
SAPA Profiler Magnor AS, H-Vindu, Magnor glass
Maarud as,
Mapei as
Plantasjen as, Ø M Fjeld as
Solør bioenergi
landbrukstjenester
Forestia as
Lier kommune
Røyken kommune
Hurum kommune
Drammen kommune
Nedre Eiker kommune
Øvre Eiker kommune
Forskning bla. innen engergi, teknikk, forsvar og helse.
Helse, Elektrobedrifter, Logistikkbedrifter, Bilimporttører,
gjennvinning, renholdsbedrifter
Incita AS, Furuseth AS, Finsbråten
Eidskog kommune
Sør-Odal kommune
Nord-Odal kommune
Kongsvinger kommune
Grue kommune
Åsnes kommune
Våler kommune
Gran kommune
Jevnaker kommune
Lunner kommune
Viktige næringer i Regionen
Follorådet, Vestregionen
Eidsvoll kommune
Gjerdrum kommune
Hurdal kommune
Nannestad kommune
Nes kommune
Ullensaker kommune
Glåmdalsregionen
Viktige bedrifter kommuner
Andre regioner kommunen tilhører
OUS, Forsvaret, Posten, DNB, Statens vegvesen, ISS, UiO, Nortura, Tine,
ICA, Manpower, Adecco, NRK, Jernbaneverket, Caverion Norge, NSB,
Securitas, Nordea, Avinor, Veidekke, Skanska, departementene
helse, maritimsektor, høyere utdanning, handelsnæringen
gartneri/landbruk, dagligvare, intdustri,
gartnerier, industri, byggkonstruksjon, kartverktjenester
enreprenørvirksomhet, kurbad, reiseliv, kultur
Høyteknologisk industri, landbruk, musikkfestivaler
aluminiumsindustri, maritim industri, teknologi
teknologiindustri, maritimt, mote/møbler,
sikkerhetsbransjen, bygg, Helse
Offentlig administrasjon, finansnæringen,
etreprenørselskaper, helse, høyere utdanning, forskning,
kultur, reiseliv, handel
APPENDIX
Building the data basis
1
External stakeholders have been identified through top-down segmentation by
industries and clusters, with an emphasis on selections made in preceding
studies around internationally oriented clusters.
Point of departure:
Primary and
secondary research
Internationally oriented industry clusters
+ Oxford study classification
+ Menon and Reve
Identify key
stakeholder groups,
their interests and
potential impact on
project.
- Six dimensions: productivity, margin, productivity development,
competitiveness, cluster attraction, talent attraction
We also conducted secondary research and used reports released by Menon
on the sectors that were appropriate for this analysis. This also helped us
identify which NACE codes Reve / Menon have used to define the different
industry sectors, which we used in the next phase of the analysis.
40
+ Going through the data, we used the before mentioned dimensions, number of
employees and the number of companies within the different sectors defined by
Menon/Reve, within the geographical scope of the Oslo Region
2
Data set:
+ The Coordinating Register (‘Enhetsregisteret’), accessed through data.norge.no
+ 1m+ entries before filtering
Identify dimensions
and scores
+ Filtered by municipalities and counties within the Oslo Region
+ Filtered out public services, NGOs and sole proprietorships from the company lists (incl
education, social services, public admin)
+ Analysis left with some 336,000 entities/companies as potential external stakeholders
Identify dimensions:
Classification,
weighting and relativity.
+ Added secondary data GIS-data (longitude/latitude) from data.norge.no on the 336,000 entities
to add more value to visual analysis
+ Used data extracted manually from prior Menon-reports to identify «Menon»-industries within
the data
The data analysis
+ Performed using Tableau Software for Business Intelligence and Analytics, we performed
several visual assessments of the data to identify extreme values and/or deviations in the data
set. This also performed to ensure and maintain a good data hygiene before the next phase,
and enabled us to segment the data into industries as defined by Menon.
41
Original map based on average of LON and
average of LAT. Color shows sum of
ansatte_antall.
Size
shows
sum
of
ansatte_antall.
Details are shown for various dimentions. The
data is filtered on organisasjonsform, which
keeps 13 of 39 members.
The view is filtered on Exclutions (City,
Country/Region, State/Province), Bransje and
Exclutions (Bransje, City, Country/Region,
State/Province).
The
Exclutions
(City,
Country/Region, State/Province) filters keeps
345 members. The Bransje filter keeps 715 of
784 members. The Exclutions (Bransje, City,
Country/Region, State/Province) filter keeps
49 512 members.
42
1
2
3
4
5
Primary and
secondary research
Identify dimensions
and scores
Quantitative scores
and adjustments
Qualitative review
and data quality
assurance
Report: mapping and
recommendations
Identify key stakeholders,
their interests and potential
impact on project.
Identify dimensions:
Classification,
weighting and relativity.
Quantify findings and
assess stakeholders’ relative strength, both
as individual entities
and as groups/clusters
Review score card, using
qualitative input. Consider
need for adjustments to
dimensions, weights and
scores.
Visualisation (Stakeholder
Map), and recommendations
on how to differentiate
stakeholder approaches.
These two phases were all about defining and establishing what dimensions that makes sense (number of
employees/number of business within a sector), and what scores to establish and visualise to be able to choose
what data to filter out and what to emphasise/keep in the visual analysis. The goal of the visual analysis was to
define core data for the qualitative analysis.
We used Tableau to identify clusters and reveal the need to remove industries within any given geography. In
addition, all sole proprietorships removed. For instance, in Bærum, we removed "Advertising Agencies" in
Stabekk, since there were 273 of them there; such data anomalies were filtered out, so as to not distort the
picture.
We also segmented the business into industries from Menon (Here we have used the NACE codes that are
available from different Reve-based research), to be able to identify both clusters, patterns and identify
geographical areas of importance, and enhancing the final data output.
43
These operations produced this kind of map,
based on average of LON and average of
LAT. Color shows sum of ansattantall. Sin
shows sum of Number of Records.
Details are shown for various dimensions.
The data is filtered on organisasjonsform,
which keeps 11 of 39 members.
The view is filtered on Exdusions (City,
Country/Region,StatelProvince), Bransje and
Exclusions (Bransje, City, CountrylRegion,
StatelProvince).
The
Exdusions
(City,
Country/Region, StateiProvince) filter keeps
345 members. The Bransje filter keeps 559 of
784 members. The Exclusions (Bransje, City,
CountrylRegion, Slate/Province) filter keeps
49,512 members.
44
Map based on average of LON and average of LAT.
Color shows sum of ansatte_antall. Size shows sum of
Number of Records.
Details are shown for various dimensions. The data is
filtered on organisasjonsform, which keeps 11 of 39
members.
The view is filtered on Exclusions (City,
Country/Region,
State/Province),
Bransje
and
Exclusions
(Bransje,City,
County/Region,
State/Province). The Exclusions (City, Country/Region.
State/Province) filter keeps 344 members. The Bransje
filter keeps 558 of 784 members. The Exclusions
(Bransje, City, Country/Region, Slate/Province) filter
keeps 49.511 members.
The lists on the next couple of pages are illustrations of
how these filtering procedures helped establish a
serviceable basis for qualitative assesments.
45
Bransje
1 Kjøp og salg av egen fast eiendom
2 Investeringsselskaper o.l. lukket for allmennheten
3 Bedriftsrådgivning og annen administrativ rådgivning
4 Utvikling og salg av egen fast eiendom ellers
5 Oppføring av bygninger
6 Bedriftsrådgivning og annen administrativ rådgivning
7 Kjøp og salg av egen fast eiendom
8 Annen teknisk konsulentvirksomhet
9 Kjøp og salg av egen fast eiendom
10 Utvikling og salg av egen fast eiendom ellers
11 Investeringsselskaper o.l. lukket for allmennheten
12 Drift av restauranter og kafeer
13 Investeringsselskaper o.l. lukket for allmennheten
14 Kjøp og salg av egen fast eiendom
15 Investeringsselskaper o.l. lukket for allmennheten
16 Utvikling og salg av egen fast eiendom ellers
17 Annen teknisk konsulentvirksomhet
18 Konsulentvirksomhet tilknyttet informasjonsteknologi
19 Bedriftsrådgivning og annen administrativ rådgivning
20 Regnskap og bokføring
21 Oppføring av bygninger
22 Utenriks sjøfart med gods
23 Konsulentvirksomhet tilknyttet informasjonsteknologi
24 Oppføring av bygninger
25 Bedriftsrådgivning og annen administrativ rådgivning
City
Drammen
Drammen
Drammen
Drammen
Drammen
Asker
Tønsberg
Drammen
Fredrikstad
Asker
Jar
Drammen
Høvik
Moss
Asker
Moss
Asker
Drammen
Lysaker
Drammen
Fredrikstad
Lysaker
Lysaker
Tønsberg
Tønsberg
Country/Region
Norway
Norway
Norway
Norway
Norway
Norway
Norway
Norway
Norway
Norway
Norway
Norway
Norway
Norway
Norway
Norway
Norway
Norway
Norway
Norway
Norway
Norway
Norway
Norway
Norway
State/Province
Drammen
Drammen
Drammen
Drammen
Drammen
Asker
Tønsberg
Drammen
Fredrikstad
Asker
Bærum
Drammen
Bærum
Moss
Asker
Moss
Asker
Drammen
Bærum
Drammen
Fredrikstad
Bærum
Bærum
Tønsberg
Tønsberg
ansatte_antall Number of Records
54
203
5
178
179
145
74
141
569
119
86
106
33
104
265
97
8
90
24
87
2
86
809
85
3
84
20
83
4
78
29
75
155
74
202
73
184
73
256
70
479
66
882
64
1565
63
320
62
71
62
46
Bransje
Oppføring av bygninger
Kjøp og salg av egen fast eiendom
Bedriftsrådgivning og annen administrativ rådgivning
Godstransport på vei
Utvikling og salg av egen fast eiendom ellers
Cateringvirksomhet
Annen teknisk konsulentvirksomhet
Produksjon av bygningsartikler
Snekkerarbeid
Tjenester tilknyttet planteproduksjon
Beplantning av hager og parkanlegg
Grunnarbeid
Annen spesialisert bygge- og anleggsvirksomhet
Dyrking av ettårige vekster ellers
Hold av verpehøner for konsumeggproduksjon
Drift av restauranter og kafeer
Tjenester tilknyttet skogbruk
Konsulentvirksomhet tilknyttet informasjonsteknologi
Rørlegger- og ventilasjonsarbeid
Regnskap og bokføring
Vedlikehold og reparasjon av motorvogner, unntatt motorsykler
Elektrisk installasjonsarbeid
Dyrking av grønnsaker, meloner, rot- og knollvekster
Eiendomsforvaltning
Damp- og varmtvannsforsyning
Byggeteknisk konsulentvirksomhet
Dyrking av korn (unntatt ris), belgvekster og oljeholdige vekster
Annen faglig, vitenskapelig og teknisk virksomhet ikke nevnt annet sted
Blikkenslagerarbeid
Drift av hoteller, pensjonater og moteller med restaurant
Barnehager
Topp 1
Topp 2
38
17
8
6
3
1
1
1
1
1
1
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
Topp 3
16
20
7
13
12
0
2
0
0
0
0
2
2
0
0
1
1
0
0
0
0
0
0
0
0
0
0
0
0
0
0
Topp 4
8
15
5
8
18
0
1
0
0
0
0
10
1
0
0
4
0
3
1
1
0
0
0
0
0
0
0
0
0
0
0
Topp 5
2
8
10
11
14
0
9
0
0
0
0
6
2
1
0
1
0
2
2
0
4
0
1
0
1
0
0
0
1
0
0
5
5
8
2
5
0
6
0
0
0
0
7
3
0
1
8
2
2
3
0
5
4
0
1
0
2
3
1
0
1
1
47
The next maps show the effect of filtering by
Menon and Oxford Research dimensions.
The map is based on average of LON and
average of LAT. Color shows details about
Klyngeattraktivitet. Size shows details about
Talentattraktivitet
Details are shown for various dimensions.
The data is filtered on organisasjonsform and
Oxfordbransje. The organisasjonsform filter
keeps 11 of 39 members.
The Oxfordbransje filter excludes 0. The view
is
filtered
on
Exclusions
(City,
Country/Region, SlatelProvince), Bransje and
Exclusions (Bransje, City, Country/Region,
StatelProvince).
The
Exclusions
(City,
CountrylRegion. StatelProvince) filler keeps
347 members. The Bransje filter excludes
#NIA and Investeringsselskaper o.l. lukket for
allmennheten. The Exclusions (Bransje, City,
CountrylRegion, StatelProvince) filer keeps
49,657 members,
48
Map based on average of LON and average
of LAT. Color shows details about
Oxfordbransje. Size shows details about
Klyngeattraktivitet.
Details are shown for various dimensions.
The data is filtered on organisasjonsform.
which keeps 11 of 39 members.
The view is filtered on Exclusions (City,
Country/Region. State!Province), Bransje.
Exclusions (Bransje. City, Country/Region,
StatelProvince) and Oxfordbransje. The
Exclusions
(City,
Country/Region,
State/Province) filter keeps 347 members.
The Bransje fitter excludes #N/A and
Investeringsselskaper
o.l.
lukket
for
allmennheten, The Exclusions (Bransje. City,
CountrylRegion, State/Province) filter keeps
49,657 members, The Oxfordbransje filter
excludes 0.
49
Map based on average of LON and average
of LAT. Color shows sum of ansatte_antall.
Size shows sum of Number of Records.
Details are shown for various dimensions.
The data is filtered on organisasjonsform,
Oxfordbransje and In / Out of Finans. The
organisasjonsform filter keeps 11 of 39
members.
The Oxfordbransje filter keeps 0. The In / Out
of Finans filter keeps Out. The view is filtered
on
Exclusions
(City,
CountrylRegion,
State/Province), Bransje and Exclusions
(Bransje.
City.
Country/Region,
State/Province).
The
Exclusions
(City,
Country/Region, StatelProvince) filter keeps
346 members. The Bransje filter excludes
#N/A, Barnehager and Investeringsselskaper
o.l. lukket for allmennheten. The Exclusions
(Bransje.
City.
Country/Region,
StatelProvince) filter keeps 49,657 members.
50
1
2
3
4
5
Primary and
secondary research
Identify dimensions
and scores
Quantitative scores
and adjustments
Qualitative review
and data quality
assurance
Report: Visual
mapping and
recommendations
Identify key stakeholders,
their interests and potential
impact on project.
Identify dimensions:
Classification, weighting and
relativity.
Quantify findings and rank
stakeholders according to
relative strength, both as
individual entities and as
groups/clusters.
Review score card,
using qualitative input.
Consider need for
adjustments to
dimensions, weights
and scores.
Mapping and
recommendations on how
to differentiate
stakeholder approaches.
51
The map illustrates our final data set, where filtering and weighting have produced a functional
basis for qualitative assessments of enterprises in the region as a whole.
52