2. u MessagefromthePresident 2
u 1.CompetitivenessPlan 3
u 2.Internationalisation 5
u 3.EikenActions 7
u 4.EikenServices 10
u 5.EconomicFigures 13
u 6.Outlookfor2013 15
u 7.GoverningBodiesandOrganisationalStructure 17
u 8.Contributors 18
u 9.Members 20
Index
3. 2
2
From one year to the next, and there have now been a few since I was first appointed
CEO of Eiken, it is my responsibility –and honour, I should like to add- to draft a brief
summary of the Cluster’s operations over the previous year. I have no intention of going
into any great detail about the year’s activities -among other reasons because they are
covered in the following pages in this report- but instead I shall provide a general out-
line and an overall perspective of all the work done.
In a word, I can safely say that 2012 has been an especially busy year in terms of
the activities undertaken. Even more importantly, nonetheless, some of these activities
have laid the foundations for a more promising outlook for the sector. Indeed, we have
managed to uphold our more significant strategic commitments while at the same time
seeking new areas for development.
Along these lines, I should especially like to mention two initiatives. Firstly, Innova
Basque Audiovisual, the programme rolled out as a joint venture involving the Basque
TV and radio broadcaster EiTB and the sector to promote the production of pilot progra-
mmes for sale abroad. Thanks to this groundbreaking project, in which we have set out
to find a more flexible and effective model of collaboration with the public sector, the
catalogue of original products will increase yearly with formats chosen by international
experts for their distribution in the main markets.
Secondly, I should like to highlight the trade missions to the Netherlands and Israel,
where we established a robust network of contacts and discovered two markets of a si-
milar size to our own, albeit with their own particular strategies that have enabled us to
draw major conclusions for the future of the Basque audiovisual sector. It is clear that
both the visits made –a direct outcome of the analysis made to implement the Compe-
titiveness Plan, with the support of the Department of Economic Development of the
Provincial Council of Bizkaia- and Innova Basque Audiovisual share a common purpose,
namely, internationalisation and greater competitiveness.
SteadfastEndeavour
Juan Mari Gurrutxaga
Eiken President
Also in 2012, we have begun
work on a European project,
Smart Culture, within the
EU’s 7th Framework Progra-
mme, in which Eiken is ta-
king part alongside similar
institutions and companies
from eight European regions
in a scheme designed to “de-
mocratise” culture through the
use of new technologies. It is an intense process that will extend over three
years, yet it will undoubtedly help to enrich the sharing of experience and actions
across the respective sectors in the Cultural Industries.
In short, and without forgetting other significant actions, such as EikenBANK-designed
to drive the relationship between higher education and business-, we may affirm that
2012 has been defined by a major effort in exposure to the outside world. We are well
aware that we are dealing with a universal market and that our work can be channelled
solely in that direction. Yet we are also convinced that the effort made will reap its
rewards, and it is highly likely that those results will become apparent sooner rather
than later.
4. 3
3
The framework providing the platform for most of Eiken’s operations in 2012 has been
the Basque audiovisual sector’s Competitiveness Plan. The belief that the sector can only
be viable from a global perspective, and that firms need to adopt a serious and deter-
mined approach to effective positioning strategies within the new audiovisual scenario,
has led the Cluster to intensify its work in this field and seek to strengthen its member
companies.
A large part of the field work has been carried out in 2012 and potential projects have
been identified that are now being developed under the Cluster’s dynamising and dri-
ving role, yet above all, the highlights were the trade missions to the Netherlands and
Israel.
1.CompetitivenessPlan
These visits, arising from the need to open the door to new markets for Basque compa-
nies, were arranged with a dual purpose: establish professional contacts that pave the
way for possible partnerships or product sales, and gain an understanding of the keys
to the transformation of two of the world’s benchmark industries in the audiovisual sec-
tor.
The first visit was made the Netherlands, whose market is considered one of the world’s
most advanced, especially in terms of television formats. The Basque delegation, con-
sisting of delegates from the Cluster and a dozen or so companies, received the backing
of BEAZ Bizkaia and Bizkaia Xede, which embraced the mission’s agenda and took a
hands-on role in its development.
5. 4
4
From 27 November to 1 December –thanks to a full schedule of meetings at the highest
level- the Basque mission met the sundry agents involved in the development of the
Dutch audiovisual sector. These visits included firms, public agencies and sector asso-
ciations. The outcome has been a detailed understanding of the sector and, at the same
time, the Basque audiovisual sector itself has been introduced to the Dutch market as a
creative agent of proven experience and open to collaboration.
Similar objectives were established for the mission to Israel, a country that is
noted for the development of the New Media industry. The trip took place in February
2013. The agenda in Tel Aviv unveiled an array of real possibilities for cooperation that
are already being addressed within the Cluster.
On the other hand, the integral development of the Competitiveness Plan links up di-
rectly with the management model pursued by Eiken since its foundation. This model
has prioritised the creation of an audiovisual industry that operates and is considered
as such by all the other economic agents. That vision, furthermore, has always been
based on a very clear commitment to collaboration. The companies, acting on their
own accord, are facing an increasingly complex scenario: the market has grown into a
global one and greater size is required to undertake these projects. Cooperation and the
consolidation of a global brand, as is Basque Audiovisual, constitute one of the smarter
options at the present time.
1.CompetitivenessPlan
6. 5
5
Access to markets abroad and the inclusion of the “international” component in all au-
diovisual products –from the very moment the idea is generated- are two key aspects
of Eiken’s strategy. Throughout 2012, the Cluster has picked up the pace of its work in
this field, to the extent that it has now implemented a permanent structure dedicated
to internationalisation.
The creation of the Internationalisation department has also led to the culmination of
an endeavour boosted by the Cluster itself, but which has received vital support from
several institutions. Mention should be made accordingly of the backing received from
the Basque Government through its Departments of Economic Development and Com-
petitiveness, and Education, Language Policy and Culture, mainly through the Etxepare
Institute, as well from the Department of Economic Development of the Provincial Coun-
cil of Bizkaia and BEAZ.
Nevertheless, the decisive factor that has enabled Eiken to take this step has been its in-
volvement in a European project called Smart Culture. As part of the EU’s 7th Framework
Programme, and closely linked to the pillars of the Basque audiovisual sector’s Competitive-
ness Plan, Smart Culture aims to “democratise” culture, granting universal access to Europe’s
cultural heritage for the population as a whole via the internet and new technologies.
This project is of considerable importance to the Basque audiovisual industry, as it con-
templates a three-year period of research that will provide accurate information on the
business opportunities that are emerging within the field of digital culture.
What’s more, Eiken’s involvement in Smart Culture means the Basque Country will host
several meetings at European level during the project’s development, as the Cluster has
been appointed to head one of the work groups. Furthermore, it should be noted that
Eiken is participating in Smart Culture alongside similar institutions, universities and
companies from eight other European regions.
2.Internationalisation
SMARTCULTURE
PTS committee of the Basque Country
7. 6
6
In other matters, as an overall context for the effort Eiken is making to open new markets
abroad, close account should be taken of the bases for the commitment to internationa-
lisation. The analysis conducted around this issue has confirmed the need to maintain
Basque Audiovisual’s presence at the MIPTV and MIPCOM markets in Cannes. Indeed, it
has been evident over the years that both these events contain the basic requirements
for guaranteeing access, from a viable perspective in terms of both economics and agen-
da, to potential customers from all over the world. One should not forget Sunny Side of
the Doc in La Rochelle, as an event dedicated to documentary films that is important for
many of our companies.
Along these lines, mention should be made of the positive impact one of the main ac-
tions Eiken undertook in 2012, Innova Basque Audiovisual, had on the catalogue presen-
ted to the international markets, especially at Cannes. Indeed, the satisfactory response
received from these markets testifies to the project’s potential from the perspective of
the internationalisation of Basque audiovisual products.
The same objective of accessing potential clients –as well as collaborations or co-pro-
ductions- lies at the heart of Animabasque-Business, which was held for the fifth time
in 2012. The animation market was staged at the Palacio Euskalduna conference hall in
Bilbao towards the end of May, and besides the presence of several European firms it was
attended by a large group of trade delegates from Mexico.
2.Internationalisation
8. 7
7
Strategic actions –Eiken actions- are part of the Cluster’s core operations. In fact, most
of them share the same origin (responding to needs identified in the sector) and the
same expectations (becoming consolidated over time in order to guarantee an effective
and permanent alternative). This means the main fields addressed by initiatives of this
kind are directly related to mainstream concepts for the sector’s development, such as
professional training, internationalisation, innovation, networking, competitiveness and
strategic surveillance, while remaining consistent with the key features informing the
audiovisual sector.
In 2012, an Eiken action was implemented that was especially interesting due to
both its particular features (innovative experience in public – private finan-
3.EikenActions
cing) and its deliverables (production and broadcasting of pilot programmes and the
sale of international rights). Its name is Innova Basque Audiovisual, an original joint
strategic venture involving Eiken, EiTB and Basque production companies, and its first
edition has positioned it as an effective tool with a huge potential.
In short, Innova Basque Audiovisual has permitted the production in cooperation of
pilot programmes designed for sale abroad and their broadcasting over public TV. This
initiative involves a win-win situation, in which all the parties involved gain advantages
while sharing limited risks. Innova Basque Audiovisual means that in addition to their
own investment, companies can find backing so that their ideas “on paper” turn into
concrete products, thereby facilitating their sale on international markets. The priority
9. 8
8
focus of this scheme is precisely to help Basque companies access other markets, and
doing so in exactly the way that potential customers now expect; in other words, with a
pilot programme to broadcast and with an associated audience viewing figure.
The results of this first edition have been highly satisfactory and the scheme has trig-
gered the interest of international organisations because it provides an inventive outlet
for the sector in response to the new economic scenario that is unfolding.
A further initiative that has become consolidated involves EikenBANK, the tool the Cluster
has provided to enable the sector to identify the creativity that has still not had the chance
to come to the attention of the audiovisual industry. The fifth edition of this scheme was
held in 2012, retaining the support and commitment of all its collaborators (businesses
and institutions). Its consolidation as a talent pool is reflected in the growing number of
followers of EikenTALENT (Facebook platform) and the involvement of training companies
and businesses, whereby most of the people shortlisted have been able to access a large
part of the sector’s companies through the prizes and grants awarded.
Similar terms may be used to describe the Gidoi Faktoria (Script Factory), a tool created
to boost the instruction of professionals adapted to the sector’s new requirements. Now
that it has become fully consolidated, Gidoi Faktoria has turned its attention in 2012 to
the development of creativity and innovation. The outcome of this approach during the
year has been that its premises in EiTB’s headquarters in Bilbao have hosted dedicated
workshops and courses for the sector, linked mainly to new tendencies. Special mention
should be made accordingly of the workshop held on videogame scripts and a course on
the development of documentary scripts held in partnership with the Basque Centre for
New Audiovisual Technologies (CENTA).
Directly related to Gidoi Faktoria’s mission, and therefore to the demands identified in
the sector, 2012 saw the implementation of a tool designed to shed light on the state
3.EikenActions
10. 9
9
of the Basque audiovisual sector from the perspective of its professionals: the Diagnosis
on Training Needs, approved by Hobetuz.
The aim of this scheme is to obtain a snapshot of the sector and provide companies and
all other stakeholders with an instrument that enables them to face the challenges po-
sed at this level. The study’s conclusions confirm that today’s new professional profiles
should include skills in people management, languages, international experience and
some considerable ability to adapt to technological changes.
In addition to these main actions, Eiken has either headed or been involved in sundry
initiatives in inter-company cooperation and the generation of new business projects.
One of these is the group for cooperating on thematic channels, whose remit is the crea-
tion of a joint business platform that will position itself in the market of niche thematic
–non-linear- channels from a multimedia and multiplatform perspective.
A similar goal is pursued by Basque cinema’s online platform, in which Eiken has been
involved as an agent for the project’s coordination and diffusion. The platform is desig-
ned not only to create an effective system for the distribution of content via the inter-
net, but also to position the Basque audiovisual sector within this sphere of operation.
3.EikenActions
11. 10
10
Besides promoting actions and activities designed to drive the sector’s development,
Eiken has an important role to play in support of its member companies through the
different services it provides. The offer ranges from legal advice to the distribution of
briefing materials and the conducting of strategic analyses.
One of its pioneering services is EikenLEX, a repository of legal texts with a bearing on
the audiovisual sector, in addition to a legal consultancy service for its members. Su-
pport has been provided in 2012 for firms involved in international co-productions, whe-
re an understanding of the regulations governing the sector is strategically important.
The legal backing for member companies is provided by the prestigious firm Landwell,
which belongs to PwC.
Another important source of support is the competitive intelligence service, referred
to in Spanish as Servicio de Inteligencia Competitiva SICC-Eiken, which in 2012 has
4.EikenServices
consolidated its status as the main tool for accessing knowledge, thereby becoming a
decisive factor of competitive advantage. Through SICC Eiken, member companies have
been kept up to speed at all times with those strategic issues affecting the sector, in a
scheme made possible by the combined action of the SICC group and the web platform
sustaining it.
SICC Eiken has also been actively involved in the organisation of the symposium “Ga-
ming Synergy”, which was held on 14 May at the headquarters of Digipen Europe-Bilbao.
The aim of this event was to open the gateway to potential cooperation between au-
diovisual and videogame firms in the form of specific partnership projects. The event
also received support from the Basque office of the EU’s MEDIA programme (Media
Antena Euskal Herria).
12. 11
11
Along these same lines of action, there is the field work undertaken on a regular basis
for the Observatorio de Coyuntura (Situation Observatory). In 2012, Eiken has surveyed
all its member companies both qualitatively and quantitatively in order to gather precise
data on the sector’s evolution. Whenever deemed expedient, this field work has included
interviews with the management teams in member companies.
Also in 2012, schemes have been implemented within the framework of SPRI’s Compite
programme, targeting micro-companies in the sector. Specifically, 13 schemes have been
rolled out, including diagnoses and improvement plans, which have received Eiken’s
strategic support. In this case, Eiken has assumed the responsibility of teaming up with
the micro-companies, which are more sensitive to economic uncertainty, as they
conduct the necessary strategic appraisal of their business model.
4.EikenServices
13. 12
12
The reinforcement of ties with other markets underpinned Eiken’s involvement in the or-
ganisation of the 1st Europe-Latin America Co-production Forum. This project, organised
by the San Sebastian International Film Festival in collaboration with Eiken and other
agents from Audiovisual, paved the way for several contacts for possible cooperation
between companies from both these continents. The meetings were held over the course
of two days, within the framework of the festival itself, being rounded off with a mee-
ting between the Basque Country and Brazil.
Furthermore, the Cluster provides its member companies with the possibility of using its
communications service and reaching public opinion through press releases. This service,
called EikenPRESS, is designed for those companies seeking to improve the disclosure of
their work, thereby supporting their strategy regarding sales, image or production.
Eiken’s diffusion and promotion specifically constitute one of the activities directly
linked to the association’s reinforcement and, therefore, to the improvement in the
services provided to its member companies. Based on this operating policy, Eiken has
organised and taken part in several symposia and events, such as, for example, FesTVal
in Vitoria-Gasteiz and the Prestik Fair in Bilbao.
Directly related to this last point is Eiken’s involvement in the European Quality Week,
which has been a repeated feature of the Cluster since the very beginning. “Nueva for-
mación para el nuevo audiovisual” (New training for the new audiovisual sector) was
the name given to the 2012 symposium, which was held at EiTB’s Gidoi Faktoria (Script
Factory), and in which, among other presentations, Eiken reported the results of the
Diagnosis on Training Needs in the Audiovisual Sector.
4.EikenServices
14. 13
13
CONTINUING OPERATIONS
Income from the entity’s own operations 570,001
Fees paid by users and members and other operating income 182,606
Contributions from users 19,544
Income from promotions, sponsorships and collaborations 4,000
Subsidies booked against financial year’s profit and loss 363,851
Personnel expenses -189,035
Wages and salaries -156,696
Staff welfare expenses -32,339
Other operating expenses -369,618
External services -367,302
Taxes other than income tax -723
Losses and changes in provisioning -1,593
Fixed asset depreciation -2,864
OPERATING PROFIT 8,484
Financial income 6
From third parties 6
Financial expenses -4,874
On debts to third parties -4,694
Exchange differences -180
FINANCIAL LOSS -4,868
INCOME BEFORE TAX 3,616
Income Tax -
PROFIT FOR THE YEAR FROM CONTINUING OPERATIONS 3,616
CHANGES IN THE SOCIAL FUND 900
PROFIT FOR THE YEAR, CHANGE IN NET WORTH 4,516
5.EconomicFigures
Incomestatement2012
15. 14
14
NON-CURRENT ASSETS 8,521
Intangible assets 4,572
Property, plant and equipment 1,519
Non-current financial investments 2,430
CURRENT ASSETS 475,882
Users and other trade accounts receivable 7,615
Other receivables 270,071
Public authorities 270,071
Treasury 198,196
TOTAL ASSETS 484,403
NET WORTH 70,949
Equity 70,949
Social fund 57,068
Reserves 10,265
Surplus for the year 3,616
CURRENT LIABILITIES 413,454
Current payables 315,949
Bank borrowing 1,663
Other financial liabilities 314,286
Trade accounts payable 97,505
Payable to suppliers 44,895
Suppliers, group companies and associates 38,115
Payable to personnel 35
Public authorities 14,460
TOTAL NET WORTH AND LIABILITIES 484,403
5.EconomicFigures
ASSETS
Balancesheet2012
NETWORTHANDLIABILITIES
16. 15
15
The consolidation of Eiken actions, the integral development of the Competitiveness
Plan and the advancement of the process for internationalising the Basque audiovisual
sector are the three pillars of the Cluster’s operations in business 2013.
In the first of these cases, special mention should be made of the second edition of
Innova Basque Audiovisual. Not only does it involve the project’s consolidation, but it
also means the success of the first edition has allowed the project to grow, in terms of
both its scope and its dissemination abroad.
The invitation to take part in MIPFormats to introduce the project to the international
sector gathered in Cannes through an exclusive presentation, the Master class on inter-
nationalisation delivered by FRAPA’s chairperson, Patty Geneste, or the formats consul-
tancy with Amos Neumann, from Armoza, and Geise Fiscina, from The Wit, are measures
of improvement that reinforce the action Innova Basque Audiovisual.
In turn, the Competitiveness Plan will receive a further boost through the arrangement
of more trade missions, as well as through the “World Kafe” with agents and professio-
nals from the sector, adopting a wide-ranging perspective.
Furthermore, access to international markets continues to be one of the Cluster’s main
aspirations, with continued presence at the markets in Cannes and La Rochelle, while
further exploring the possibility of collaborating with other industries.
In step with all these projects, Eiken will continue to develop its services and actions
with a view to providing the sector with a scenario of opportunities. Accordingly, note
should be taken of the substance of some of the main actions, as in the case of Eiken-
BANK, which records its sixth edition in 2013.
6.Outlookfor2013
17. 16
16
6.Outlookfor2013
CONTINUING OPERATIONS
Income from the entity’s own operations 458,790
Fees paid by users and members and other operating income 142,571
Service rendering 675
Subsidies booked against financial year’s profit and loss 315,544
Personnel expenses -223,712
Wages and salaries -183,131
Staff welfare expenses -40,581
Other operating expenses -226,088
External services -225,488
Taxes other than income tax -600
Fixed asset depreciation -4,490
OPERATING PROFIT 4,500
Financial income 0
From third parties 0
Financial expenses -4,500
On debt to third parties -4,500
FINANCIAL LOSS -4,500
INCOME BEFORE TAX 0
Income Tax -
PROFIT / LOSS FOR THE YEAR FROM CONTINUING OPERATIONS 0
SURPLUS FOR THE FINANCIAL YEAR 0
Budgetproposalfor2013
18. 17
17
u President
Juan Mari Gurrutxaga (General Manager of Mixer)
u Secretary
Mikel Astorkiza (Manager of the Euskaltel Foundation)
u First vice-president
Begoña Ayarza (Manager of Itesa)
u Second vice-president
Juan Carlos López (General Manager of 3koma)
u Board members
Andoni Aranburu (Manager of Strategy and Communication at EiTB)
Iñaki Eizmendi (Manager of Pausoka)
Julián Flórez (Manager of Vicomtech)
Ricardo González (General Manager of K 2000)
Fernando Larrondo (Managing Director of Irusoin)
Carlos Juárez (Manager of Basque Films)
Juanjo Landa (Executive Producer of Bainet)
u Manager
Itziar Mena
Committee Name Committee Head
u Technological innovation Julián Flórez
u Innovation in management Ricardo González
u Internationalisation Iñaki Eizmendi
u Sector strategy Begoña Ayarza
Boardofdirectors (2013) Strategycommittees
7.GoverningBodiesandOrganisationalStructure
Eiken’s operations revolve around three bodies: the General Assembly of Members, the Strategy Committees and the Board of Directors.
The composition of the Eiken Strategy Committees emerged as the following:
19. 18
18
u 3koma Itxaso Atutxa
Juan Carlos López
Ruth Martínez
Igor Zabala
Emilio López
u abra Alberto Gerrikabeitia
Joxe Portela
u bainet Juanjo Landa
Gregorio Muro
Asier Nabea
Jone Miren Goenaga
Eva Breton
Manuel Paino
Josetxo Lizartza
u baleuko Karmelo Vivanco
Eduardo Barinaga
Javi Vivanco
Idurre Cajaraville
Jone Landaluze
u bitart Fernando Díez
8.Contributors
u centa Susana Patiño
Julio Cordoba
Laura Arana
u Digipen Ignacio Otalora
Aitziber Azkondo
u digitalak Josu Erguin
Ander Erguin
u eitb Patxi Arratibel
Andoni Aranburu
Aintzane Pérez del Palomar
Itziar Azpeitia
Andrea Ibáñez
Marta Alvarez
Maite Iturbe
Mikel Agirre
Ainhoa Lodoso
Jose Luis Blanco
Lontzo Sainz
Alex Aranzabal
Pello Sarasola
Gorka García
u epe/apv Carlos Juarez (Basque Films)
u erpin Julia García
u escivi Iñaki Aizpuru
Maria Aizpuru
Iñaki Rubio
u euskaltel Mikel Astorkiza
u expressive Aitor Gabiña
Izaskun Pérez
u G93 Juan Carlos San Román
u gizer Andoni Eguíluz
u ibaia Ignacio Rotaetxe
20. 19
19
u idem María Vallejo
Alberto Rojo
Ana Gutiérrez
u ik4 Julián Flórez
Maider Laka
Igor Olaizola
Maria Teresa Linaza
Daniel Vander Vorst
u irusoin Fernando Larrondo
Iñaki Gomez
Juan Cruz Izagirre
Xabier Berzosa
u itesa Begoña Ayarza
Iñigo Artetxe
u jarkatza Juan Carlos Revuelta
Arantza García de Andoin
u k 2000 Ricardo González
Sabin Uriarte
Arri Granados
Blanca Baena
u m4f Itziar Ijalba
Jon Egia
u mixer Juan Mari Gurrutxaga
u orio Beñat Ibarbia
Unai Ibarbia
u pausoka Iñaki Eizmendi
Itziar Zeberio
Pedro Fuentes
Xabier Zabaleta
Miren Olabarri
Eukene Aldekoa
u signo digital Esther Terradas
Josu Venero
u sugar factory Ana Díaz de Zugazua
u tecnalia Luis Emaldi
Ramón Delgado
Tatiana Bartolome
Francisco Javier Acera
Diego Bajo
u ubiqa Jose Luis Roncero
Raquel Duran
8.Contributors
21. 20
20
9.Members
Úbiqa Tecnología,
Ideas y Comunicación, S.L.
www.ubiqa.com
Tecnalia
www.tecnalia.com
Sugar Factory, S.L.
www.sugar-factory.com
Pausoka Entertain-
ment, S.L.
www.pausoka.com
Mixer Servicios
Audiovisuales, S.L.
www.mixer.com.es
Signo Digital, S.L.
s.digital@euskalnet.net
Bainet
www.bainet.es
3koma, S.A.
www.3koma.com
Abra Prod, S.L.
www.abraprod.com
Baleuko Komunikazioa, S.L.
www.baleuko.com
Bitart New Media, S.L.
www.bitart.info
Basque Films
www.basquefilms.com
Andoaingo Zine eta Bideo
Eskola, S.L. (ESCIVI)
aginako@aginakobz.es
EiTB, S.A.
www.eitb.com
Escuela CENTA
www.escuelacenta.com
Digipen
www.digipen.es
Erpin 360, S.L.
erpin360@vertice360.com
Expressive Media Proyects, S.L.
www.expressive.es
Euskaltel, S.A.
www.euskaltel.es
Digital Mobiles, S.L.
www.digitalak.com
Itesa Producciones, S.L.
www.itesa.tv
Idem 4, S.L. (Idem
Producción Audiovisual)
www.idem4.com
IK4
www.ik4.es
Jarkatza Media, S.L.
www.jarkatza.com
m4f
www.m4f.es
K 2000, S.A.U.
www.k2000.com
Irusoin, S.A.
www.irusoin.com
22. Basque Audiovisual Cluster
Teknologi Parkea, 105 - 2º
48170 Zamudio (Bizkaia)
T. 94 404 82 25
F. 94 404 82 29
www.eikencluster.com
eiken@eikencluster.com
