1. DG Research and Innovation
Smart Growth! Towards an Innovation Union EU Research and Innovation Policy
Valentina Pinna
European Commission
DG Research and Innovation
Eurochamber Women Network: Kaunas, 10/06/2011

2. Outline of the presentation: 1) EU Policy development on Research and Innovation 2) Implementation of the Innovation Union 3) EU Research and Innovation System: toward a Common Strategic Framework 4) Focus on SME support in 7 FP

3. EU policy developments: from Lisbon Strategy to Innovation Union

4. Lisbon strategy: 2000 - 2010 European Council (March 2000)
New strategic objective ( ) :
“to become the most competitive and dynamic
knowledge economy in the world, able to generate
sustainable growth, more and better jobs, highr level of
social protection”.
Economic-Social and Environmental dimension
OMC – strategic orientation toward common objectives
Benchmarking – good practices exchange – soft
encouragement  guidelines  Mr Lisbon  PRN

5. Why the Innovation Union?
Ever stronger global competition for investments & markets
US and Japan lead on innovation whilst emerging economies are quickly catching up
On current trends, China is set to overtake the EU by 2014
Evolution of World R&D expenditure in real terms, PPS in Bn € at 2000 prices and exchange rates,
China – excluding Hong-Kong
The EU must close the innovation gap …
=> Europe needs to react now!

6. EU: reference framework6
Europe 2020 Strategy (March 2010)
Smart, Sustainable and Inclusive Growth:
“Smart Growth: development of a knowledge & Innovation based economy”
Innovation Union Flagship Initiative (October 2010)
European Council Conclusions (4 February 2011)
Green Paper
Common Strategic Framework
(post 2013)
(9 Feb. 2011)
VII RTD
Framework Programme
( )
Work - programmes 2012

7. a strategic approach + structural changes
The European response
EU response:
a strategic approach + structural changes =
Innovation Union
Evolution of World R&D expenditure in real terms, PPS€ at 2000 prices and exchange rates,

8. Innovation Union Flagship Initiative
A major flagship initiative of Europe 2020
Strategic and integrated approach to research and innovation and broader policies
Putting in place the key framework conditions to make Europe attractive for research and innovation
Addressing major societal challenges and aiming at competitiveness and jobs

9. The European approach to Innovation:
a) Societal challenges: focus on innovation to face healthy aging, energy challenges, management of natural resources, use of raw materials, Smart Cities… 
b) Building on EU Strengths: a single market of 500 million consumers, European standards, Public Procurement, advanced manufacturing systems, dynamic SMEs, Creative Industries, excellence in education and research.
c) Cohesion and Inclusion:
Based on Smart Specialisation
&
Social Innovation
encouraging innovation within the civil society
(including innovation coming from employees)

10. Key elements to keep in mind
General principles
To focus on the EU 2020 Key Priorities
Strong added value, “results driven" approach (impact)
Stimulate investments, use of financial instruments
Improve framework conditions
Focus on Research and Innovation:
Complete innovation cycle: from research to market
To tackle the Grand Societal Challenges: better coordination
Common Strategic Framework – coordination of EU instruments
Simplification: common rules, use of common IT platforms
Enlarge the basis of European research – the role of Structural Funds (and maybe more..)

11. New needs  New ideas  New markets
Challenges bring opportunities to innovate
Climate change
Health and ageing
Use of natural resources
Energy security
Clean transport
Land use ….
Powerful drivers of change in economy and society
Major global market opportunities
Requiring EU-scale approaches
From research to market
So called Grand Societal challenges such as climate change, health and the aging etc. are opportunities for SMEs.
New needs  New ideas  New markets

12. => Making a success of European Innovation Partnerships
European Innovation Partnerships (I)
Tackle major societal challenges whilst creating business opportunities
Join up all key players and work together to transform ideas and research into successful innovative products or services
A pilot partnership to prolong EU citizens’ active and healthy life years by two years in 2020 has been launched (AHA)
Welfare gains associated with improvements in life expectancy increased gross domestic product (GDP) at least 29–38% over the last 40 years
=> Making a success of European Innovation Partnerships

13. => The first steps have been taken
European Innovation Partnerships (II)
2010
Council, Parliament to discuss the concept
Member States and stakeholders invited to join
Preparation pilot on active and healthy ageing
2011
Others EIPs to follow pending discussions and building on experience with pilot
Topics considered: water, raw materials, agriculture, smart cities, mobility,
=> The first steps have been taken

14. Shared responsibility / Governance
EU:
overall steering and policy orientations
progress report, benchmark
peer reviews of national policies
technical assistance
Member States:
specialise smartly
apply and learn from benchmarks
Regional and local authorities:
specialise and develop potential
=> All actors are to be involved: authorities, research community, business and citizens

15. Building the European Innovation Policy
Innovation Policy Components
European Level
Fostering innovation in companies
Training for innovation management (CIP)
Business support services for innovation (CIP, EIB)
Support to innovative SME (EIB, EIF)
Developing knowledge production
7th Framework Programme for RTD
Community Programme for Lifelong Learning
EIB actions for human capital
Developing networking for innovation
Supporting clusters, poles of innovation and partnerships for innovation
( CIP)
Supporting international transfer of knowledge and the international cooperation between companies (CIP)
Improving the framework conditions for innovation
Reform of State Aids
Public incentives for Innovation
Venture capital schemes (EIF)
Community patent
Innovation in social dialogue
Using demand as a leverage for innovation
European competition policy
European trade policy
Setting standards by Single European Market directives
Improving governance for innovation
Council of Ministers for Competitiveness

16. INNOVATION « BUILDING » So, it’s building up… SMEs DEMO16
INNOVATION
« BUILDING »
Knowledge Transfer
Standardisation
Pilot EIP
Future EIPs
Impact
Exploitation
Dissemination
DEMO
Validation, testing
SMEs

17. …but a lot has still to be done…17
Regulatory
aspects
Societal challenges
Pre- commercial procurement
Non- technological innovation
Social innovation

18. Key framework conditions: standards /1
EU & MS to work on key
Framework Conditions (I)
Standards
(Standardisation package next Spring, EU financial support for a multi-annual programme to anticipate new standardisation needs)
Public Procurements
Creation of EU innovative procurement markets (17% EU GDP) - From 2011, Member States/regions to set aside dedicated budgets for innovative procurement markets
Target 2020: €10 billion/year across the EU (~ US) - EU wide calls for proposals restricted to public procurers –
First call this year: Support for pooling demand, developing common specifications, aligning procurement…

19. Key framework conditions: standards /1
EU & MS to work on key
Framework Conditions (II)
Access to Capital
Objective is to create a single market for VC in Europe to overcome fragmentation : Commission legislative proposal for an operational framework for Venture Capital funds
Conditions to transform ideas into job opportunities
European Research Area by 2014, Single Market for Services, A Digital Single Market, a European Market for knowledge and patents

20. Implementation of the Innovation Union

21. Implementation of the Innovation Union in practice
34 areas of action
“Fiches” for the implementation with leaders identified in different DGs
(RTD, ENTR, REGIO, EMPL, INFSO, ECFIN, MARKT, ESTAT)
Progress Monitoring toward objectives

22. Implementation of the Innovation Union: (I)
34 areas of intervention (based on the Innovation Union COM)
1 - Researcher Training and Careers
2 - University rating - Innovation skills/ knowledge alliances
3 - E-skills
4 - European Research Area framework - Quality of doctoral training – Career
framework 4 Researchers - Simplicity and mutual coherence of funding rules
5 - European Research Infrastructures
6 - Future EU research and innovation programmes
7- SME participation in Framework programme
8 - Evidence/ forward look for policy making - role of Joint Research Center
9 - European Institute of Tecnologies (EIT)
10 -Financial instruments –RSFF follow up – CIP follow up

23. Implementation of the Innovation Union: (II)
11 - Venture Capital initiative
12 - SME Finance State Aid review
13 - EU Patent
14 - Regulatory screening Standards
15 - Public procurement support mechanism
16 - Legal framework for Joint Procurement
17 - Eco-innovation
18 - Design Leadership Board
19 - Creative Industries
20 - Open access to research/ research information systems
21 - Collaborative research and knowledge transfer agreements
22 - Knowledge Markets
23 - Competition Policy

24. Implementation of the Innovation Union: (III)
24 – 25 - Structural Funds & their Future
26 - Social Innovation
27 - Research programme on social and public innovation
European Public Sector Innovation Scoreboard
28 - Social partner consultation - Strategy for caring sector
29 - European Innovation Partnerships
30 - Attracting international talent
31 - Scientific Cooperation
32 - Global research infrastructures
33 - Self assessment of R&I systems
34 - Innovation indicator & Scoreboard

25. Implementation of IU in practice: role of countries & regions
Develop and implement National Reform Programs
Use the Self Assessment Tool (annex to IU COM)
Define a Smart Specialisation Strategy (contribution to EU 2020)
Identify Areas of intervention in which different governance level (National, Regional, Local) have competences and put in place actions at local level.
Support European Innovation Partnerships: play a role at territorial level (national, regional)

26. A TOOL BOX FOR THE MAIN STAKEHOLDERS
Better use of incentives to leverage private R&D
Innovation support services, in particular for dissemination and technology transfer
Innovation poles, networks and incubators bringing together universities, research institution and enterprises
Public procurement of innovative products and services
Access to domestic and international finance
New technological initiatives based on public-private partnerships
Networks of regional or local clusters across the EU with greater involvement of SMEs
Energy efficiency and co-generation, and the rapid spread of environmentally friendly and eco-efficient technologies
Speed up the transposition of Internal Market directives
Eliminate remaining obstacles to cross-border activity
Apply EU public procurement rules effectively
Promote a fully operational internal market of services, while preserving the European social model

27. A TOOL BOX FOR THE MAIN STAKEHOLDERS
Implementation and enforcement of the Financial Services Action Plan
Removal of regulatory, trade and other barriers that unduly hinder competition
Redeployment of state aids in favour of support for certain horizontal objectives such as research, innovation and the optimisation of human capital
Reduce the administrative burden that bears upon enterprises, particularly on SMEs and start-ups
Improve the quality of existing and new regulations
Encourage enterprises in developing their corporate social responsibility
Strengthen economic incentives, including by simplifying tax systems and reducing non- wage labour costs
Creation of one-stop contact points and the stimulation of national support networks for enterprises
Reinforce entrepreneurship education and training for SMEs
Facilitate the transfer of ownership, modernise where necessary their bankruptcy laws, and improve their rescue and restructuring proceedings
Promotion and dissemination of innovative and adaptable forms of work organisation

28. What is “Smart specialisation”?
= evidence-based: all assets
= no top-down decision, but
stakeholder discovery process
= global perspective on potential
competitive advantage &
potential for cooperation
= source in knowledge,
technologies etc. rather than
re-inventing the wheel
= priority setting in times of scarce
resources (not "coffee for all")
= getting better / excel with
something specific
= accumulation of critical mass
= not necessarily focus on a single
sector, but cross-fertilisations
Smart =
- evidence-based: SWOT analysis & foresight, taking all assets of a region into account, in particular industrial structures, science, technology and training capacities, skills, environment, market access, but also "difficult assets" (aging population, remote position, rough climate …),
- no top-down decision, but: discovery process with stakeholders to identify potential, actors, cross-fertilisation potential, etc. - possibly using creative problem solving / brainstorming tools (= "help them discover what they know themselves") and developing the smart specialisation concept
- look beyond borders: global perspective to be able to assess potential of competitive advantage compared to other specialised regions & potential for cooperation
- source in knowledge, technologies etc. rather than re-inventing the wheel.
Specialisation =
- priority setting (not "coffee for all")
- getting better (than others) with something concrete, rather than doing a little bit of everything, but without becoming a master in it
- accumulation of critical mass (be it internal to the region or via external insourcing & cooperation)
- not necessarily focus on a single industrial / service sector (or individual company), but cross-sectoral
Canary island example on how to go about this by specializing through the adaptation of a generic technology – ICT in the tourism sector: a recently internationally awarded ERDF island project in the Balearics which is a new on-line booking system called Avanthotel.
Avanthotel is an enterprising public-private partnership supported by the ERDF, within the framework of the Balearic Islands first innovation strategy promoted by the EU Commission, enabled local businesses, mainly small hotels, to align on customer demand, embrace ICTs and reconnect with a new generation of holidaymakers. In 2007 it involved over 450 companies with a total turnover of over 6m € and annual growth rates above 100%.
 best way to exploit territorial potential through innovation
 foster interregional comparative advantage

29. EU Research and Innovation post 2013: toward a Common Strategic Framework

30.                    FP7 CIP
The European Research and Innovation system 
Programmes
Instruments
New thematic initiatives
Wind Energy 6B€
Solar Energy 16B€
Bioenergy 9 B€
Carbon Capture & Storage 13B€
Electricity Grid 2 B€
Sustainable Nuclear Energy 7 B€
Smart Cities
Alzheimer
Agriculture, Food Security & Climate change
Health and Diet
Cultural Heritage
Ageing (More Years Better Lives)
Climate Knowledge (Clik-EU)
Seas and Oceans
Antimicrobial resistance
Urban Europe
Water challenges
National and Regional Funds  
Joint Programming
SETPLAN 
Eureka!
ERANET+  
JTI Artemis Eniac Clean Sky IMI FCH 
ELSA 
ERANET
EERP * NER300 *
Art. 169 AAL Bonus EMRP 
EUROSTARS
ENV
ENE
TRS
FP7
eHealth
eIdentity
ICT for TT
Energy efficiency
HEALTH 
NMP
SPA
SEC
CSH
CIP 
JTI PPP
KBBE
ICT 
PPP
Energy Efficient Buildings
Future of Factories
Green cars
Future Internet
EC Funds 
No text needed
ICT-FET (Flag Ships)   
ERC
SMEs and SME Associations 
eHealth
Smart grid
TT, mobility & logistics
Content
Large Scale Demos & trials
INFRASTRUCTURES  
PEOPLE
Fundamental
Applied
Development
Innovation
Deployment

31. A reform is needed of current programmes
Recommendations of FP7 interim evaluation
(and other evaluations)
Unclear objectives (e.g. regarding innovation)
Need for simplification: reduce administrative burdens, time to grant
Complexity: Too many different instruments and funding mechanisms
Need for broader participation: further boost participation of SMEs, new Member States, female researchers & innovators
Increase impacts from EU support

32. Towards a Common Strategic Framework
Bringing together the instruments
Framework Programme (FP7),
Competitiveness and Innovation Programme (CIP),
European Institute of Innovation and Technology (EIT)
To focus on challenges requiring an EU response
Tackling major societal challenges
Increasing competitiveness
Raising excellence in the research base
Simplification of the Framework
Rationalised toolkit of instruments
More standardised rules, remove needless variations
Common entry points, IT platforms etc.
Clearer complementarities with MS funding & with EU Cohesion Policy funds

33. Tackling societal challenges
How to focus on societal challenges, which priorities (climate change, energy sec., ageing, resource effic.)
Role for European Innovation Partnerships (learning from experience with pilot Partnership)
Role for Joint Programming Initiatives (increasing efficiency of public programmes)
Better support for policy making and more citizen involvement

34. Strengthening competitiveness
Supporting the full innovation cycle (from research to market uptake)
Strengthen participation of industry (role for public private partnerships)
Support for SMEs (better targeting, more adapted schemes)
Broader support (non-technological innovation)
New financial instruments (building on RSFF)
New types of support (incentives for public procurement, use of prizes)

35. A broad debate based on the Commission Green Paper

36. Next generation of Research and Innovation funding
To be launched in
Steps:
• 9 Feb : Green Book and Public Consultation on the Common Strategic Framework for Research and Innovation funding at EU level
• Feb - May 2011: Consultation with all the stakeholder
Deadline for contributions by 20 May 2011
--- > 10 June 2011: Major event to conclude consultation
• End June 2011: Commission proposal for the next (MFF)
Multiannual Financial Framework
• End 2011: Commission proposal on CSF funding for the future financial cycle

37. Timeframe Follow up: Commission proposal:
Commission Analysis of stakeholders contributions
An event to conclude the consultation (10 June 2011)
Inputs to the Commission proposal
Commission proposal:
EU Budget post (June 2011)
Common Strategic Framework (end 2011)
Legislative decision on the Common Strategic Framework by the Council and the European Parliament ( )
=> Common Strategic Framework (from 2014)

38. Thank you for the attention
To participate in the debate:

39. Focus on AHA Pilot EIP

40. Focus on European Innovation Partnership: Active & Healthy Ageing

41. Innovation Union European Council, 4 Feb 2011
“Innovation contributes to tackling the most critical societal challenges we are facing. …ensure that innovations with a societal benefit get to the market quicker…. pilot Innovation Partnership on active and healthy ageing is an important step...”

42. The role of ICT and of the Digital Agenda
ICT unlocks and catalyses active & healthy ageing solutions: integrated care, personalised medicines, smart health monitoring, social communication, “active & healthy living 2.0”, …
Digital Agenda for Europe: research & innovation priority; actions on e-health interoperability, m-health, ambient assisted living, digital literacy, accessibility, …

43. Objectives and headline target
A triple win for Europe
Enabling EU citizens to lead healthy, active and independent lives until old age
Improving the sustainability and efficiency of social and health care systems
Developing and deploying innovative solutions, thus fostering competitiveness and market growth
Overarching goal by 2020
Increasing the number of healthy life years (HLYs) by 2 in the EU on average

45. lack of user involvement not willing to innovate
elderly
lack of evidence
lack of user involvement
fragmented funding
not willing to innovate
lack of funding
lack of training
family/
informal care
health/social care
professionals
hospitals
care institutions
care insurers
industry
researchers
basic research applied research validation piloting take-up

46. a new funding instrument
What the EIP can do
JOINING UP
FACILITATING
SCALING UP
BRIDGING
GAPS
BETTER
FRAMEWORK
CONDITIONS
What the EIP IS NOT:
a new funding instrument
a new R&D programme

47. EIP AHA in relation to programmes
Joining up / Bridging gaps / Scaling up / Framework conditions
FP7
Public Health Programme
Food
FP7
Health
JPIs
eHealth action plan
Policy Areas
FP7
Natio
Struct
CIP eHealth
eHealth
ural
nal
Funds
EIB
ESF
funds
Ageing well action plan
CIP ICT &
FP7 ICT &
AAL
Ageing well
Ageing well
Time to market

48. EIP AHA: possible areas of work
Integrated Care
Prevention and Personalised Medicine
Active and Independent Living

49. EIP in practice – example of fall prevention
1/3rd of elderly fall at least once per year, many lose independence
We have devices for balance monitoring, physical/cognitive training, personal medication advice, …
But: not enough fall prevention innovation reaches the elderly
The EIP could:
Join up actors for a common strategy starting from today’s practice
Bring together public and private insurance providers and financiers to bridge gap between investment and returns
Aggregate evidence to guide procurement
Partner standardisers, industry and users on interoperability
Connect researchers to citizens, carers and procurers to define world-class multi-disciplinary fall prevention

50. EIP in practice – example of multiple chronic diseases
Multiple chronic conditions (heart failure, diabetes, depression, hypertension) affect 80% of people over 65
Tele-monitoring technologies enable:
Hospital re-admissions to be reduced 20%
Heart failure mortality to be reduced by 30%
Care efficiency to be increased by 30%
Need to overcome barriers
Common guidelines for procurers in social and healthcare
Partnering to scale up successful regional pilots

51. EIP Steering Group Light and efficient structure
High level representatives of key stakeholders
Member States, European Parliament
Key initiatives (JPIs, AAL JP)
Demand side (elderly, patients, regions, NGOs)
Supply Side (industry, SMEs, service providers, research)
Framework for voluntary coordination
Delivers Strategic Implementation Plan
Identify key areas of action for innovation in active & healthy ageing
Identify barriers and actions

52. Milestones 26 Nov 2010 - Competitiveness Council Conclusions
26 Nov 2010 to 28 Jan online public consultation
4 Feb 2011 – European Council Conclusions
May 2011 – start of Steering Group
Summer 2011 Light assessment of the governance
Autumn 2011 Strategic Implementation Plan to Council
End 2011 – taking stock of pilot

53. EIP and Regions
Regions key players in Active and Healthy Ageing & in EIP
Large scale innovation initiatives
Key investors
EIP essential for dissemination of evidence and best practice to regions
Structural funds a key possible funding source for regions to invest in innovation
Triple win strategy for smart specialisation in ageing well innovation

54. Further information http://ec.europa.eu/active-healthy-ageing

55. Focus on SME support programs

56. SME according EU definition
How to check if you are a
Micro, a Small or a Medium size enterprise:
Categories of SMEs
Staff AWU
(Annual Work Unit)
Annual Turnover
Annual
Balance Sheet
Medium
< 250
≤ 50 million €
≤ 43 million €
Small
< 50
≤ 10 million €
Micro
< 10
≤ 2 million €

57. 3. SME population in research and innovation
Basic
SMEs
70%
Technology adopting enterprises
20% %
Leading Technology users
<10%
Technology pioneers 1%
The typology used indicates that SMEs are diverse in their natures and aspirations:
about 70%, the vast majority of SMEs, undertake no or little R&D. For them innovation is not about technological revolution, but about a permanent process of evolution, involving suppliers and customers.
At the other extreme, a very small number, 1%, is involved in leading-edge research.  Research is the very life blood of entrepreneurial success.
In between these extremes, some 30% of SMEs regularly develop, apply or acquire technology. That is a large number - of the order of three million enterprises in EU-15.  These are the companies with high growth potential.
The <13% of SMEs which the typology indicates as technology-based innovators (“leading technology users”, “ technology pioneers”) number about 1.3 million EU-15 firms.
Other data:
90% of SMEs are micro-enterprises – with fewer than 10 employees . The average European company has just five workers.
None or few R&D activities
Adapting existing technologies – low innovative SMEs
Developing or combining existing technologies on an innovative level
High Level research activities
Source: EURAB’s report on “SMEs and ERA”

58. FP7 - Opportunities for SMEs
R&D-performing SME
R&D Outsourcing SME
Capacities Research for the benefit of SMEs
Cooperation
FP7
Participation in Joint Programmes of Member States

59. 7 FP Structure: Capacities Programme
Cooperation – Collaborative research
Ideas – Frontier Research
People – Marie Curie Actions
Capacities – Research Capacity +
Updated per Lars Aggerbeck 10/10/2006
JRC non nuclear research
Euratom direct actions – JRC nuclear research
Euratom indirect actions – nuclear fusion and fission

60. 7PQ “ COOPERATION ” Budget 2007/2013 Cooperation: 10 themes 32 413
(million €)
32 413
Total Budget
1. Health 6
100
2. KBBE – Food, Agriculture, Biotech 1
935
3. ICT 9
050
4. Nanosciences, nanotechnology, new
materials and Industrial technologies 3
475 2
350
Updated 3/10/2006
5. Energy 1
890
6. Environment and Climate Change 4
160
7. Transport and Aeronautics;
623
8. Social Economic Sciences and Humanities; 1
430
9. Space 1
400
10. Security

61. The overall cumulative budget share of SMEs in FP7 should rise
What about SMEs? 61
WPs 2011: 46 SME-friendly activities, expecting to lead to 15.7% to SMEs.
WPs 2012: 91 research SME-dedicated topics, expected to lead to 18.5% to SMEs.
The overall cumulative budget share of SMEs in FP7 should rise
15.4%
(end of 2012)
14.3%
(1st January
2011)

62. CAPACITIES: Research for the benefit of SMEs: Objectives
Strengthen the innovation capacities of SMEs to develop new products and markets by outsourcing of research:
Increase their research effort
Acquire technological know-how
Extend their networks (internationalisation)
Improve exploitation of research results

63. Capacities Research for the benefit of SMEs
Research for SMEs:
Low to medium technology SMEs with little or no research capability
Research intensive SMEs that need to outsource research to complement their core research capability
Research for SME associations:
SME associations representing their members and their common technical problems
 bottom-up approach, no thematic focus

64. Important: Economic benefit for SMEs!
Research for SMEs:
Clear exploitation potential and economic benefits for the SMEs involved (investment in research, innovation, market opportunities )
Strengthening the competitiveness of the SMEs
Research for SME associations:
Clear exploitation potential and economic benefits for the SMEs members of the associations involved
Improve industrial competitiveness

65. Research for the benefit of SMEs
Investing in Research
SMEs SME Associations
RTD-Performers
Results & IPR
Other enterprises, End users

66. Research for the benefit of SMEs
SMEs invest in R&D
“Customer-seller” relationship between SMEs/ SME associations and RTD-performers.
SMEs/ SME associations invest in the RTD project and outsource part of the research activities to "RTD performers”.
RTD performers invoice their services to SMEs/ SME associations.
EC contributes substantially, but not all (cofinancement)!

67. FP7: opportunities for SMEs

68. Number of partners Minimum requirements, coordination
Research for SMEs
At least three (3) independent SME participants, established in three different Member States (3 MS) or Associated countries.
At least two (2) RTD performers.
Other enterprises and end-users optional.
Research for SME associations
At least three(3) independent SME association/groupings, established in three different Member States (3 MS) or Associated countries, or one (1) European SME association/grouping.
Other enterprises and end-users with at least 2 SMEs.
SMEs or SME associations may entrust coordination to a partner in the consortium specialised in professional project management.

69. Research for the benefit of SMEs
Research for SMEs
Research for SME associations
Duration
1-2 years
2-3 years
Number of partners
5-10
10-15
Total budget
€ 0.5 – 1.5 Million
€ 1.5 – 4 Million
Activities
R&D, demonstration, management, other activities

70. Funding rates R&D: maximum of 50 % of the total eligible costs
Exception: SMEs, non-profit public bodies, secondary and higher education establishments and research organisations: maximum of 75 %
 Associations may meet the criteria for SMEs
Demonstration activities: maximum of 50 %
Management activities: maximum of 100 %
Other activities: maximum of 100 % (e.g. training, coordination, networking, dissemination)

71. Further Information Research for the benefit of SMEs: SME TechWeb:
CORDIS:
SME TechWeb:
National Contact Points

72. EUREKA Secretariat: info@eurostars-eureka.eu
For more information
EUREKA Secretariat: