The Research Council of Norway's international strategy Kristin Danielsen Director

Knowledge is POWER! Ability to absorb and use knowledge Develope national knowledge Access to knowledge outside the country

A change of tempo in international research collaboration  An increasing proportion of research is done through various forms of collaboration across national borders.  Research institutions and companies are increasingly recruiting on the international labour market.  Investment in research infrastructure and high-tech companies is done where there are good research communities.  Research is increasingly financed from international sources and in collaboration between countries.

GOALS for international research collaboration:  help to meet global challenges  help to increase the quality and capacity of Norwegian research  ensure Norways access to international information production  strengthen industry's competitive ability  promote Norway as a leading research and innovation nation in selected areas

Main concept I  ”All the Research Council's efforts – programmes, the open arenas, specific efforts, measures aimed at institutions and other forms of support – shall have concrete goals and plans for international collaboration.”

Main concept IV  ”The Research Council will continue and strengthen measures to stimulate Norwegian researchers, companies and research institutions taking an active part in the international arenas of collaboration and competition.”

Main concept V  ”The Research Council will strengthen the emphasis on international collaboration and mobility in its own application processing.”

Doing business through technology EUREKA Why Eureka ?

> 9 THE EUREKA INITIATIVE IS... >intergovernmental >nationally-financed >market-oriented >bottom-up

> 10 NATIONALLY-FINANCED >national public sources (national research and innovation funds) >investment by industry in R&D Financing for EUREKA projects comes from two main sources:

> 11 MARKET-ORIENTED >EUREKA addresses applied, not fundamental, research projects >The result of a EUREKA project must be a marketable product, process or service

> 12 BOTTOM-UP The EUREKA project consortium decides: > the way a project comes together > the end result The consortium is close to the market, so can be flexible and respond quickly to market change.

> MEMBERS Austria Belgium Bulgaria Croatia Cyprus Czech Republic Denmark Estonia European Union Finland France F.Y.R.O.M Germany Greece Hungary Iceland Ireland Israel Italy Latvia Lithuania Luxembourg Malta Monaco The Netherlands Norway Poland Portugal Romania Russia San Marino Serbia Slovakia Slovenia Spain Sweden Switzerland Turkey Ukraine United Kingdom NATIONAL INFORMATION POINTS ASSOCIATED COUNTRY Albania Boznia-Herzegovina South Korea

> 14 THE PAST IS HISTORY >Established in 1985 >An initiative of French President Mitterand and German Chancellor Kohl >18 countries and the European Union

> 15 SOME STATISTICS Since 1985, 25 billion euro of public-private investment has been mobilised to support some 2,800 EUREKA projects. On-going projects are attracting investment of some 4 billion euro.

> 16 SOME STATISTICS Nearly partners from across Europe - and beyond Who participates in EUREKA projects?

> 17 THE TWO PILLARS OF EUREKA >Strategic initiatives >Individual projects

> 18 STRATEGIC INITIATIVES Two categories >Clusters >Umbrellas

> 19 STRATEGIC INITIATIVES >Long-term, strategically-significant initiatives >Large number of participants, many from Europe’s major companies (e.g. Philips, Infineon) >Develop generic technologies of key importance to European competitivenes > Clusters

> 20 STRATEGIC INITIATIVES > Clusters >MEDEA+: micro- and nano- electronics >ITEA2: software-intensive systems >CELTIC: telecommunications >EUROGIA+: safe and sustainable energy >EURIPIDES: smart system integration

> 21 STRATEGIC INITIATIVES Private sectorPublic sector Management BoardDirectors Committee Board Support Group Steering Group Cluster projects R&D Public Authorities Group White- book Road- map Office Fees Funding Strategy Manage- ment Admini- stration Labeling

> 22 EUREKA RESULTS >30% exploited results in the market upon project completion >ratio of R&D costs/additional turnover: 57% upon completion and 219% within 3 years From: Annual Impact Report 2005 (Final Reports from 678 participants in 328 projects, finished between ) Additional turnover and jobs created :

Thank you for your attention!