Stay updated here to learn more about CCC's activities. If you have any questions, please send them to us and write "Q and A" in the subject field. We will regularly answer the questions sent to us.

Q: What are CCC's most important success criteria?

A: CCC has, amongst others, set out the following objectives to be reached before the end of the 5-year project period:

• Creation of 1,000 new jobs
• Attraction of 25 foreign companies to the cluster
• Creation of 30 new research- and innovation collaborations between companies and research institutions, for example start-ups or joint research applications/projects
• Establishment of collaborations with 15 international cleantech clusters
• Creation of a unifying and self-supporting organisation with a minimum of 200 members
• Securing the growth and momentum of 25 entrepreneurs
• Hosting a minimum of 200 events

These objectives are a part of CCC's overall mission, which is to create continuous growth for existing cleantech companies, to support and assist new cleantech companies and to attract more foreign cleantech companies to the Capital Region.


Q: How does CCC create networks and relations between the different actors in the cluster?

A: CCC facilitates relations through two types of matchmaking services: business-to-business and research-to-business.

The business-to-business network facilitation introduces businesses that work within the same fields to each other and provides them with the benefits of being part of a cluster, including access to a pool of tacit knowledge. The presence of several companies within the same industry at the same place creates a number of spill-over effects, for example in terms of knowledge sharing, use of research-based knowledge and access to highly skilled labour.

Examples of networks are our Sustainable Biofuels Network and Smart Grid Network.

The research-to-business project bridges the gap between research institutes and companies as increased interaction between knowledge institutions and the industry can enlarge the proportion of research results being developed into actual products. The new technological and commercial opportunities that businesses gain from the relationship enhances their global competitiveness and growth potential.

Examples of activities are Ph.D and company matchmaking forums and a line of company-research workshops.


Q: What is the purpose of the One Stop Shop?

A: The One Stop Shop is the knowledge centre of the cluster, ensuring that the cluster's stakeholders have access to relevant information, advice, materials, and activities. The One Stop Shop provides an overview of players and initiatives and generates analyses that identify new opportunities, challenges and needs within the cleantech sector. Furthermore, it offers analyses of barriers, surveillance of framework conditions, establishment of partnerships and R&D projects, just to mention a few examples.


Q: What are CCC's activities regarding Test & Demonstration and how do they benefit CCC's members?

A: CCC has initiated two projects allowing cleantech companies to test and develop their new technologies.

Risø DTU will be opening a large "demonstratorium", a physical platform where companies, in close collaboration with the research staff, can set up and thoroughly test new technologies. Technologies can be tested both as stand-alone as well as integrated systems. The demonstratorium offers several advantages including a physical link between the research community and the businesss community, forming the basis for further joint research and development projects and a linkage to students creating better opportunities for recruiting qualified employees.

The other project is Copenhagen Cleantech Park, which is a new city development project in Frederikssund in Northern Zealand. The Cleantech Park's buildings and infrastructure will be positioned to make the best possible use of state-of-the-art energy and environmental technologies. Copenhagen Cleantech Park offers several advantages to the cluster's stakeholders including the chance to gather knowledge about the challenges of implementation and deployment of cleantech technologies in an urban development project and the opportunity to gain practical knowledge of funding models, including public-private partnerships.


Q: How will CCC ensure an international perspective?

A: In order to develop international collaborations between cleantech clusters around the world, Copenhagen Cleantech Cluster has initiated the International Cleantech Network. The International Cleantech Network is focused on giving and sharing knowledge, competencies and best practice guidelines between the clusters. The network also focuses on matchmaking of key stakeholders through visits, joint conferences and access to demonstration facilities. The International Cleantech Network has a strong focus on visualising business opportunities across stakeholder groups from the different clusters.

Read more at the ICN website

Q: Does CCC foresee a role for non-business NGOs, for example World Wide Fund for Nature, in the future of the cluster?

A: CCC is interested in cooperating with all types of actors within cleantech, including non-business NGOs, and will continuously try to engage these actors in the cluster's activities.

Q: How will CCC promote innovation and entrepreneurship within the cluster?

A: Currently CCC has four projects facilitating the process of creating the best conditions for fostering new business ventures. One project is named The Cleantech Accelerator, which helps bring ideas to the market more quickly through "start-up camps" where companies are introduced to topics such as product & technology, market insights, business modelling, and resources. The second project is called Facilities and is concerned with establishing the best possible facilities for cleantech companies, providing them with knowledge about the specific needs of cleantech companies and the right facilities to cover these needs. The third project, that deals with gap funding, helps new ideas and solutions developed by universities overcome the dreaded "valley of death", the gap between research funding and commercial funding. Spin-Offs, which is the fourth project, consists of assisting existing companies commercialising new ideas in spin-offs.  Spin-offs can, if supported properly, enjoy the help of their parent company whilst maintaining the flexibility of being a small player.