SPCleantech is a network of cooperating entities related to Cleantech industry, that combine their resources, knowledge and skills in order to achieve common goals.
The main goal of SPCleantech is to create a dynamic ecosystem that encourages the exchange of knowledge, promotes innovation and drives economic growth and competitiveness of its members.
Here are some of the main benefits of membership in innovative SPCleantech cluster:

  • Cooperation and networking 
  • Access to resources
  • Exchange of knowledge and training
  • Innovation and research 
  • Joint promotion and marketing
  • Institutional support 
  • Solving common problems

Together we can do more - join us

SPCleantech supports actions taken to reduce the negative impact on the natural environment and to ensure a more sustainable and ecological approach to economic activity, as well as regarding the use of modern digital technologies to optimize business processes, increase efficiency and improve competitiveness.

Learn more about the benefits of membership

SPCleantech, together with a member of the cluster, the consulting company Habitat4b, organizes the training “How to get out of the crisis”. The purpose of the training, which is addressed to business owners, is to review the assets in the company in order to find a way out / use the crisis to your advantage.

The training focuses on the potential use of resources / assets – that is what we do as part of the “assets review”:

During the training, a method will be presented – an analysis consisting of three stages:

  • liquidity analysis – the crisis often manifests itself in payment backlogs, in the first step we check whether (and if so, to what extent) the company can cope with payment backlogs
  • analysis of the profitability of revenue streams – it often turns out in point 1 that the payment problem has a deeper bottom, which is the lack of profitability (operating profit) of some revenue streams – these problems are not visible in times of prosperity, because profitable streams “fill in cash” operating losses generated by other streams – so a stream analysis is needed, which indicates “leaks” of cash from the company
  • asset analysis – very often companies have many assets that can be optimally used; for example (from our practice) a construction company has many machines that it uses for its own use, however, these machines can work when the company is not performing contracts => instead of downtime, you can rent them! similar (though perhaps not so obvious) “downtime” can be found in every company
  • relationship analysis – business owners build (or at least they should) many business relationships – some of them are already monetized (customers, suppliers), but many relationships are not business active – the purpose of this analysis is to diagnose potentials that can be activated – it starts with conversations with contacts to study their needs (and these change in the crisis) in order to ultimately look for new synergies, joint businesses, or even savings through joint purchases

The crisis is an opportunity for owners with open minds – after the analysis is completed – we sit down with the owners to look for new opportunities and synergies – e.g. the aforementioned rental of machines or joint purchases – it is important that the result of the work is a “new, crisis strategy of the company”, the implementation of which will allow company to go through the crisis and come out of it stronger!