Horizon 2020: Challenges and opportunities for Spain


Published on

Slides from Carlos Martínez Riera presenting how to develop regional innovation ecosystems through RIS3, Horizon 2020 and European partnerships. Those slides are part of the conference "Position and strategies of the universities in the new European scenario of R&D and innovation: Horizon 2020, KICs and RIS3" held at Universitat Politècnica de València last December 18th 2013 as part of the VLC/CAMPUS activities

Published in: Education, Technology
  • Be the first to comment

  • Be the first to like this

No Downloads
Total views
On SlideShare
From Embeds
Number of Embeds
Embeds 0
No embeds

No notes for slide

Horizon 2020: Challenges and opportunities for Spain

  1. 1. Horizon 2020 Challenges & Opportunities for Spain Carlos Martínez Riera Counsellor for Research and Innovation Spanish Permanent Representation to the EU Valencia, 18 December 2013
  3. 3. H2020 IN CONTEXT: The landscape KNOWLEDGE TRL* 1 2 3 4 VALLEY OF DEATH 5 6 7 8 European Innovation Partnerships (EIPs) MARKET 9 EU H2020 Excellent Science Member States & Regions *TRL: Technology Readiness level Societal Challenges Higher Education Industrial Leadership Private Sector
  4. 4. H2020 IN CONTEXT: The budget (Current prices): 508 77.03 bn H2020 + 2.37 bn Euratom ----------------------€ 79.40 bn 420 18 65 69.5 TOTAL € 1,082.55 bn H2020 7,3% of the EU budget
  5. 5. +52,5% Presupuesto H2020 / 7 PM Europe 2020 prioridades Widening 816,5 M€ Ciencia por y para la sociedad 462 M€ 77.028 M€ (a precios corrientes) Retos Sociales 29.679 M€ Salud, cambio demográfico 7.472 M€ Seguridad alimentaria y Bio-economía Energía segura y eficiente 5.931 Transporte inteligente, verde 6.339 Clima, eficiencia y materias primas Sociedades inclusivas e innov 1.309 Seguridad 1.695 ≈+56% 20% PYME Liderazgo Industrial 17.015 M€ ICT 7.711 EIT Nanotecnologías, Materiales, Biotech, Fabricación 4.367 2.711 M€ Espacio ≈x9 34,6% ≈+13,5% 1.479 Financiación de riesgo 2.842 M€ PYME e innovación 616 M€ 22,1% Ciencia Excelente 24.441 M€ Investigación de frontera (ERC) 13.095 M€ +74% Tecnologías futuras y emergentes (FET) 2.696 M€ x9 Movilidad y formación (Marie Curie) 6.162 M€ Infraestructuras de investigación 2.488 M€ 31,7% +71,2% JRC no nuclear 1.902 M€ Source: CDTI
  6. 6. H2020: only a small part Source: European Commission
  7. 7. H2020 IN CONTEXT: The landscape KNOWLEDGE TRL* 1 2 3 4 VALLEY OF DEATH 5 6 7 8 European Innovation Partnerships (EIPs) MARKET 9 EU H2020 Excellent Science P o s s i b l e Industrial Leadership Societal Challenges ≈50 % ≈50 % P2P: ERA Nets Joint Programmes Art. 185 EU-Member States Member States & Regions *TRL: Technology Readiness level 25 % PPP: JTI Art 187 EU-Private Sector KICs EU-Private Sector-Universities JPI National Joint programmes EIT Higher Education Private Sector
  9. 9. Spanish results in FP7 Source: European Commission
  10. 10. FP7 Spain: funds granted share by type of beneficiary Source: CDTI
  11. 11. Spanish Results in FP7: Universities Source: CDTI
  12. 12. Spanish results in FP7: Universities Increase in Funds Granted in FP7 vs FP6 Source: CDTI
  13. 13. The Valencian Region in FP7 Funding (Euros) granted per type of Beneficiary (Total 201 M€) 80,000,000 69,099,489 70,000,000 57,956,456 60,000,000 50,000,000 38,190,197 40,000,000 30,000,000 22,777,380 20,000,000 10,000,000 6,068,288 1,503,105 5,387,106 0 Source: CDTI
  14. 14. The Valencian Region in FP7 Funding granted per type of Beneficiary PUBLIC ADMINISTRATION, 0.7 5% ASSOCIATION, 3.02% RESEARCH ASSOCIATION; 2,68% UNIVERSITY, 34.34% CENTRO DE INNOVACION Y TECNOLOGÍA; 18,98% PUBLIC CENTRE FOR RESEARCH, 11.32% ENTERPRISE, 28.80% Source: CDTI
  15. 15. Valencia and the Valencian University in FP6 and FP7 Increase in Funds Granted in FP7 vs FP6 Adjudicado VI PM (M€) Universidad 5.330 UE Universidad 252 ES Adjudicado 15.760 UE España 942 79 C. Valenciana 34 Univ. C. Val. VII PM VII/VI -1 PM 14.851 179% 583 132% 34.655 2.501 201 69 120% 166% 154% 105% Source: CDTI Source: CDTI
  16. 16. Valencian Universities: FP7 funds in RTD investments 1/50th of the Research funds in the Valencian Universities comes from FP7 1/10th of the competitive funds for RTD comes from FP7 sources Source: RUVID
  17. 17. Top 25 of Spanish Beneficiaries in FP7 Between brackets, ranking of Spanish Universities 12 (6) Source: CDTI 21 (11)
  19. 19. New challenging features of H2020  Bigger projects in terms of funds, smaller in terms of partners  20% of Spanish University participations are under 70.000 €  The new focus on innovation requires higher levels of interaction with Companies and result-oriented approaches  Special attention to be given to consortium agreements with regards to IPR  Externalisation: JTIs and Initiatives P2P (Art 185) absorb substantial budgets (10% in total, with 36% in Health and 42% in Transport)  JTIs in particular have specific eligibility rules and/or not all their budgets are accessible through open call for proposals  Fiercer competition: UE13 (more recent Member States) progress very rapidly
  20. 20. New opportunities  New integrated approach to Research and Innovation  Opportunities for exploitation  Increased budget  More funds in general  “Bonus scheme”: topping up of salaries up to € 8.000 per year FTE.   Less prescriptive calls: increased bottom-up approach Simplification:    Better funding of projects for non-profit organisations (100% direct costs + 25% as indirect costs) Less reporting, less red-tape Simpler evaluation criteria: Excellence, Impact, Implementation    For ERC, only Excellence criterion Possible to combine H2020 funding with other funds, namely Structural Funds UE13 countries still with very low return rates  Widening (Teaming, Twinning, ERA Chairs): opportunities for international positioning
  22. 22. SPANISH RETURN OBJECTIVES FOR H2020 Source: Ministry of Economy and Competitiveness
  23. 23. SPANISH RETURN OBJECTIVES FOR H2020 Source: Ministry of Economy and competitiveness
  26. 26. VLC CAMPUS OBJECTIVES  VLC Campus Objectives (simplified)  VLC Campus as a Knowledge hub of international excellence focused on: Health, ICT and sustainability – “Widening” activities: opportunity for international positioning of VLC Campus.  Improvement of the education portfolio: a student-centric approach  Fostering talent attraction and retention  Leading the change in the territory towards a more knowledge-intensive economy  Reference model for innovative and socio-cultural values for a sustainable economy and society H2020 may help in achieving these objectives
  27. 27. Building the European Research Area  Recommendations of the 2013 ERA Progress Report*        Infrastructures: There is a need for more transparency of the conditions for transnational access to research infrastructures Mobility: A co-ordinated effort is needed by Member States and institutions to ensure that all research positions are subject to open, transparent and merit-based recruitment practices. Member States should remove barriers preventing the implementation of access to, and portability of, national grants, and research funding organisations must intensify cooperation to facilitate the process. Doctoral Training: Member States, research funding and research performing organisations are encouraged to promote a wider uptake of the innovative doctoral training principles, including, where appropriate, through use of the European Structural and Investment Funds. (ERA Chairs) Gender: Member States should implement comprehensive strategies of structural change to overcome gender gaps in research institutions and programmes. Open access: Member States should continue deploying efforts in implementing Open Access to publications, and continue setting an adequate policy framework for Open Access to data, while taking into consideration IPR issues, notably in the case of private sector involvement in research Knowledge transfer: Member States need to further define, implement and assess national knowledge transfer strategies to deliver a structural and cultural change in the research and innovation system and increase the economic and social impact of research Digital ERA seamless online access to digital research services for collaboration, computing and accessing scientific information; the federation of electronic identities for researchers, which facilitates researchers' cross-border access to services and resources; and harmonised access and usage policies for e-infrastructures and digital research services * ec.europa.eu/research/era/pdf/era_progress_report2013/era_progress_report2013.pdf
  28. 28. Valencian Universities: Personnel employed in Research Source: RUVID
  29. 29. Valencian Universities: Personnel employed in Research Source: RUVID
  31. 31. Avenues for action: more funds for better research  Large margin for improvement  Mobilisation of new participants  Leadership of projects  More ambitious projects  Explore opportunities in all areas of H2020         ERC grants Mobility Grants of the Marie S. Curie Actions Future and Emerging Technologies Societal Challenges PPPs and P2P EIT KICs Widening Actions: Teaming, Twinning, ERA Chairs Better interaction with Structural funds  Need for a coordinated action with Regional and National Authorities managing Structural Funds. Link with RIS3
  32. 32. Avenues for action: supporting structures  Due support through dedicated structures (project offices) for the promotion of participation in H2020  Proactive: Identification of opportunities - orientation on calls and large initiatives.  Turn-key solutions to research groups: preparation of proposals and project management and reporting  Professional consultancy on IPR and dissemination Liaison with Regional, National and European resources:     National Contact Points Enterprise Network Offices in Brussels: CSIC, SOST, Regional offices Optimisation of know-how, resources, networks Professional Managers
  33. 33. Need for a strategy with clear objectives  H2020 budget: 77.028 M€  Possible quantitative targets:  Objective for Spain in 2020: 5.000 M€  Valencian Region: 500 M€  Universities: 150 M€ (20 M€ per year) – 25 ERC grants by 2020 (14 in FP7) – 1,000 funded activities. Leadership in 30% of them – At least, 15% of total competitive public funding from H2020  Coupled with National (H2020 incentives plan) and Regional (RIS3) strategies
  34. 34. H2020: also a driver for structural change   H2020 funding, as compared to Structural Funds, requires less administrative effort, provides higher level of co-financing and does not require intermediaries nor pre-conditions A smart combination of H2020 funds and Structural Funds may help in Modernising Universities  Infrastructures – Improvement, networking, access  Openness – Real opportunities for open recruitment and transnational funding – Trans-national Evaluation  Gender balance  Administrative adaptation – Analytical accountancy to identify more costs as reimbursable direct costs – Salaries policy to benefit from Bonus scheme  Open Access to publications and research results – Costs of open publishing covered by H2020
  36. 36. Shared objectives: from governance to actors  It is not sufficient that policy makers and managers subscribe the strategy  It is essential to translate these objectives downstream in the governance structure to the University researchers  Establishing objectives at Department/Group level  Spreading awareness and promoting participation  More implication of researchers is a pre-condition  As applicants/partners/leaders  As evaluators/experts  As Seconded National Experts in the EC
  37. 37. Promoting action: push and pull forces Push Incentives Resources Legislation System Strategies Policies Programmes Environment Incorporate Pull Results Excellence Competitveness Impact Assessed Against Standards Objectives Openness Excellence Alignement Prioritisation National and Regional Plans University objectives Recognition Awards
  38. 38. Questions for the debate  A cultural shift is needed towards a shared responsibility in improving participation in H2020  Is there sufficient awareness, information and motivation of researchers in Universities to contribute to improve the participation in H2020?  Do they feel concerned by these objectives?  H2020 can contribute to the progress in the modernisation of Universities (particularly openness). In turn, modernisation will make Universities more competitive, but it will impose more internal competition  How to match researchers’ career expectations with the effective and active opening of University positions to everyone in Europe?  Would a candidate to a University Presidency (Rector) who incorporates the ERA objectives as part of his/her programme ever win an election?
  39. 39. ESHORIZONTE2020.es
  40. 40. H2020 Participants’ Portal (http://ec.europa.eu/research/participants/portal
  41. 41. Gracias por su atención