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An Introduction to Eurostars - an Opportunity for SMEs to Collaborate Internationally

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An Introduction to Eurostars - an Opportunity for SMEs to Collaborate Internationally

  1. 1. ktn-uk.org/global-alliance Innovate UK KTN 7th February 2022 An Introduction to EUREKA Eurostars - an Opportunity for SMEs to Collaborate Internationally
  2. 2. Welcome and housekeeping • Due to the large number of people registered all participants will be muted. • After testing your speakers, please do remember to connect your audio by using the “Join Audio” icon at the bottom left of the screen or dial in via phone using the number provided in the joining instructions. • If you have any technical problems, please use the chat to seek advice from the host (Jess Dobbyne). • Questions and Answers please use the Q&A function • Please use the chat function to introduce yourself, please note due to GDPR we cannot share the chat. Capture what you need PLEASE NOTE – THE WEBINAR IS BEING RECORDED The recording and slides will be made available via the KTN website Welcome to our An Introduction to Eureka and Eurostars online event
  3. 3. The Agenda • 10:00 – Welcome and Introduction | Jane Watkins, European Programmes | Innovate UK KTN • 10.10 – An introduction Eureka – Global networks, funding and international bilateral programme | Ben Morris, UK National Programme Coordinator | Innovate UK • 10:30 – Case Study | FAIR • 10:40 – Eurostars Funding Opportunities | Ben Morris, UK National Programme Coordinator | Innovate UK • 10:50 – Case Study | IS Instruments • 11:00 – How to prepare a winning bid | Jane Watkins, European Programmes | Innovate UK KTN • 11:10 – Q&A | Jane Watkins, European Programmes | Innovate UK KTN • 11:30 – Close
  4. 4. ktn-uk.org/global-alliance Factors for Application Success
  5. 5. • Be technologically ambitious while remaining realistic - define a methodical approach in line with partnership, budget and time limit set for the completion of the project and the marketing of its results. • Point out the innovative nature of the proposal submitted - present new industrial applications and their impact on the sector and relevant markets. • Describing the technology is the easy bit…Who are you? Describe the benefits of this partnership, the added value of each partner? Focus on the project methodology (objectives, means, results) and an appropriate and realistic cost breakdown. Analyse the risks and how you will mitigate these. • Promote the key elements the evaluators are looking for and ask an objective party to read it. Proof- read it – this is the cheapest way of making it better. • Don’t allow yourself to be surprised by anything - Do your homework and speak to your National Project Coordinator (NPC). Factors for Success
  6. 6. • Be available - Allow time for necessary preparation (partner search, project proposal, consortium agreement…) • Build up a « win-win » cooperation - Show complementarities and added value of trans-national partnership during and after the project • Show partnership’s ability to meet its commitments - Demonstrate each party’s management, scientific and technical skills as well as its available financial resources for the project • Set clear, measurable and verifiable objectives - Define success indicators for technological performance as well as the commercial and financial targets to achieve • Demonstrate clearly why the projects should be financed - Highlight the risks and the strategic character of the project in terms of expected commercial and financial impact, show value for money. Factors for Success
  7. 7. • The next Eurostars call opened on the 20th January 2022 and closes 24th March 2022, • at 14:00 CET • There are 37 participating countries in Eurostars. • Speak to respective National contact Points. • Your project consortium must have an innovative SME in the leading role, but it can also include • other types of organisations like large companies, universities, research organisations and more. Eurostars – Next deadline
  8. 8. EUREKA The world’s largest network for international co-operation in R&D and Innovation, present in over 45 countries
  9. 9. • Established in 1985 to support cross border business-led R&D and Innovation • Trusted framework facilitating bilateral and multilateral collaboration • Involves 45 countries with the potential to expand and to work with other countries • Supports globalisation of businesses with innovative ideas What is EUREKA?
  10. 10. A programme of support for innovative UK companies to go global Innovate UK supports UK businesses to go global in activities that will help their growth and may also help solve global challenges in partnership with other countries. We do this through an ever-evolving toolkit of support.
  11. 11. The Global Reach of the EUREKA Network
  12. 12. Influence standards and legislation Reduce risk through co- investments Validate technology on global stage Access global value chains Access customers, partners and skills Contribute to global challenges Accelerate time to market Benchmark competitors and adopt technology capability Why go global? Drivers for Going Global (and encourage FDI)
  13. 13. Support to help you access opportunities Global Business Innovation Programmes Global Incubator Programme Supporting you to explore and exploit the opportunities that exist in specific markets and technology and innovation areas. Who for: High-growth innovative SMEs. Four-stage programme supporting you to spend 3-6 months in an incubator in a global market to build long-term relationships for future growth. Who for: High-growth innovative SMEs. Collaborative grant funding programmes from Innovate UK and the European Framework programmes to support your innovation projects. Who for: Innovative companies, some calls also for RTOs and academia. Bilateral and multilateral R&D&I funding programmes Support for business Support available to help you access to the EU Programmes and other global business support through National Contact Points, EEN and KTN. Who for: Innovative companies, RTOs and academia. Global Expert Missions Public reports and events generated by our experts to help you gain detailed insight of opportunities in global markets. Who for: Innovative companies, RTOs and academia.
  14. 14. 11600+ SMEs Close to €48 billion invested Close to 7500 projects launched TODAY 3800 + Universities 4000 + Research Centres 7300 + Large Companies 1985 7496 €48.4B Total budget 1985 1990 1995 2000 2005 2010 2014 2015 2016 2020 Total number of projects
  15. 15. 69% Enter new markets 68% Improved market shares 67% Increased exports Strengthened commercial position of participating companies 69% Increase in research staff 64% Increase in general staff 62% Overall improvement in competitive position Impact
  16. 16. Innovative product, process or service Market-oriented nature Bottom-up approach Global cooperation EUREKA Characteristics
  17. 17. International co-operations 70%+ New business opportunities 60%+ High degree of flexibility Freedom to create consortia Strong bottom-up approach Motives for participation
  18. 18. EUREKA Instruments
  19. 19. Innovative product, process or service with a civilian purpose No thematic restrictions but projects need to reflect market demand Participants from at least two EUREKA countries National evaluation procedures & funding EUREKA Network Projects
  20. 20. average duration average project cost
  21. 21. Joint programme between EUREKA and EU Market-oriented Bottom-up International cooperation Dedicated to R&D- performing SMEs Eurostars is…
  22. 22. 37Eurostars 3 Countries Austria Bulgaria Belgium Canada Croatia Cyprus Czech Republic Denmark Estonia Finland France Germany Greece Hungary Iceland Ireland Israel Italy Latvia Lithuania Luxembourg Malta The Netherlands Norway Poland Portugal Romania Slovak Republic Slovenia South Africa South Korea Spain Sweden Singapore Switzerland Turkey United Kingdom
  23. 23. SMEs in the driving seat 70% 15% 9% 6% SME is always the project leader R&D-performing SMEs and SMEs University Research institute Large company
  24. 24. A typical Eurostars project is… 3-4 participants 2-3 countries average duration 30 months average project cost €1.4 million
  25. 25. • Innovate UK will only fund SMEs, other types of organization can participate but must self-fund. • Innovate UK contribution is £2.5m per call. • Grant is €360k or 60% of costs, whichever is least. • UK subcontracting is capped at 20% of the UK partner eligible costs. • The UK entity must have at least 12 months of trading history at point of submission deadline. • Cost Guidance – Eligible costs for UK partners • The project must be led by Innovative SME, one that: • invests 10% or more of its turnover into research, or • has 10% of its full-time equivalent staff working on research activities, or • has 5 or more full-time staff working on research activities, if the SME has 100 or fewer employees, or • has 10 or more full-time staff working on research activities, if the SME has more than 100 employees • You must follow: • the Eurostars eligibility criteria (link takes you to the country selection page). • Innovate UK criteria at the competition application deadline and throughout your project. • Eurostars Guidance UK Eligibility
  26. 26. • Be technologically ambitious while remaining realistic - define a methodical approach in line with partnership, budget and time limit set for the completion of the project and the marketing of its results. • Point out the innovative nature of the proposal submitted - present new industrial applications and their impact on the sector and relevant markets. • Describing the technology is the easy bit…Who are you? Describe the benefits of this partnership, the added value of each partner? Focus on the project methodology (objectives, means, results) and an appropriate and realistic cost breakdown. Analyse the risks and how you will mitigate these. • Promote the key elements the evaluators are looking for and ask an objective party to read it. Proof-read it – this is the cheapest way of making it better. • Don’t allow yourself to be surprised by anything - Do your homework and speak to your National Project Coordinator (NPC). Factors for success
  27. 27. • Be available - Allow time for necessary preparation (partner search, project proposal, consortium agreement…) • Build up a « win-win » cooperation - Show complementarities and added value of trans-national partnership during and after the project • Show partnership’s ability to meet its commitments - Demonstrate each party’s management, scientific and technical skills as well as its available financial resources for the project • Set clear, measurable and verifiable objectives - Define success indicators for technological performance as well as the commercial and financial targets to achieve • Demonstrate clearly why the projects should be financed - Highlight the risks and the strategic character of the project in terms of expected commercial and financial impact, show value for money. Factors for success
  28. 28. Industry led initiatives Medium term Strategically significant International ecosystem of R&D&I actors Large number of participants Major European industries Large SME participation (30–50% of partners) Research organisations and academia Fostering European competitiveness Develop generic technologies and standards Address economic and societal challenges EUREKA Clusters
  29. 29. Industry-driven supported by Public Authorities Covering the full value chain to create innovative solutions Open to global cooperation Bottom-up Market-oriented Helping SMEs to scale up in consortia with large industry Cluster projects are…
  30. 30. A typical Cluster project is… 2-14 participants 3-4 countries average duration 30 months average project cost €1.5-15 million
  31. 31. 24 ICT and telecommunications Smart electronic systems Low carbon energy technologies Software innovation Advanced materials and manufacturing Micro & nanoelectronics enabled systems and applications Advanced manufacturing EUREKA Clusters
  32. 32. • UK currently has live projects in PENTA, Celtic next and SMART Clusters, though participants can self fund other Cluster participation. Example Eligibility for recent PENTA call: • To lead a project as a UK based organisation you must: • be a business, of any size • involve at least one UK based micro, small or medium sized enterprise (SME) • You can also collaborate with other UK based businesses of any size and UK based research organisations. • Research organisations must be able to show how they will exploit the results of the project to grow the wider electronics, sensor and photonics sector in the UK. Research organisations cannot lead on an application. • Subcontractors • Your project can include subcontractors but they must not account for more than 20% of the total eligible project costs of the UK partners. Existing UK engagement in clusters
  33. 33. is a flexible, reliable, lean and fast instrument allowing global cooperation for EUREKA countries in a variable geometry. EUREKA Globalstars
  34. 34. The innovation process and value chains in many technological areas and market areas extend beyond the boundaries of the current EUREKA network, indicating a future role for EUREKA as a platform for global industrial R&D&I cooperation. The aim of the GlobalStars initiative is to facilitate international R&D&I cooperation between EUREKA countries, including associated countries, and non- EUREKA partner countries. In today’s global economy, openness to international cooperation is becoming increasingly important. The industry, and especially the SMEs, in Europe and the associated member countries need to access new and emerging markets EUREKA as a platform for global industrial R&D&I cooperation: EUREKA Globalstars
  35. 35. EUREKA GLOBALSTARS calls eligibility criteria Or alternatively: Call collaboration between 1 EUREKA member and 1 associated country and a GlobalStars partner country (or group of GlobalStars partner countries) outside the EUREKA Network. Call collaboration between at least 2 EUREKA members and a GlobalStars partner country (or group of GlobalStars partner countries) outside the EUREKA Network. On project level in the call, the minimum required number of participants should be 2 independent organisations, 1 organisation from a EUREKA member or associated country and 1 organisation from a GlobalStars partner country.
  36. 36. Ben Morris National Project Coordinator ben.morris@iuk.ukri.org UK engagement in EUREKA UK government representation by the UK Government department, Business Energy & Industrial Strategy (BEIS).
  37. 37. ODIN Deep UV Raman Spectroscopy
  38. 38. Compact Deep UV Resonant Raman Instrument for in line measurement of proteins • To design new VUV Raman spectrometer capable of measuring monoclonal antibodies and proteins. That could be implemented with a Biochemical manufacturing facility. It will provide in-situ measurements with unmatched sensitivity and selectivity. • The new, compact laser source will operate at 229 nm and a deep UV Static Fourier Transform Spectrometer (SFTS). • Software will be developed to monitor real time data feeds from the UVRRS and output the optimal parameters for current and future fraction collection. The instrument is aimed at optimising the manufacturing process of high value therapeutic proteins within the industrial biotechnology sector by developing a more efficient and flexible manufacturing process. CUVRE
  39. 39. CUVRE ACHEIEVEMNTS System • –Produce new Deep UV ramaninstrument to make observation of mAbs, enzymes and proteins • –Demonstrate system could be used by end user to measure specificity and concentration • –System must be compact reliable, easy to use and lower cost than existing products Laser (TOPTICA) • –Produce a new solid statelaser • –> 5 mWof output power • –Single mode and stable Spectrometer • –Produce a deep UV SHS spectrometer • –System must be compact and reliable • –Resolve imaging issue and phase effects • –Remove any drift
  40. 40. • Fluorescence and Raman separated • Samples resonate • Large and complex – High power gas pumped laser – Pseudo Pulsed • Limiting application to dedicated research facilities Why deep UV Raman?
  41. 41. ODIN • Compact Deep UV Resonant Raman Spectrometer • Using a diode Laser – (no water cooling or gas purge required) – Eliminating expensive running costs • Spectrometer, maximises throughput while limiting power density at the target • System very compact – Order of magnitude size reduction – Improved stability
  42. 42. Tryptophan Observations 785 nm Raman 229 nm Raman
  43. 43. Tryptophan Observations
  44. 44. Sample damage – Immunoglobulin G
  45. 45. IGG observations • IgG detection threshold = 0.05 mg/ml !!!
  46. 46. Selectivity cytosine adenosine tyrosene E. Coli
  47. 47. Benefits of working Internationally • Working in a small team of 2-3 organisations is a significant advantage • Working within a team that consists of individuals from different backgrounds can be challenging at times, but it can also be incredibly rewarding • Increased problem-solving opportunities. It expands your professional network through working with people from different cultural backgrounds and gives you numerous opportunities to sharpen existing skills and develop new ones to enrich your professional skills arsenal • Provides the opportunity to develop a more global and open mindset and cultivate a diverse perspective of the world • Exposes you to different working styles, forcing you to develop stronger communication skills • Our commercial opportunity has greatly improved as a result of this project • International experience = a competitive edge
  48. 48. What was the process like? • Application process went smoothly, with no delays • Project set-up and kick-off was completed quickly and efficiently • Very please with the effectiveness of the consortium in delivering the project and will be continuing our partnership going forward • Very satisfied with the project monitoring and support throughout the project, as it was straight forward, processes were clear, well organized and the online IFSPA system was very quick and simple to use
  49. 49. Exploitation • Negotiate commercialization activities with TOPTICA (laser price has been set and are developing a plan for early adopters) • An active campaign marketing plan is being adopted over the next six months • Target is to sell one unit in the first half of 2022 • Have significant interest for multiple units large organization • Employed 1 new member staff to promote system • Target sales is 10 units per year after 3 years. 1-3 units in year one, 3-5 units in year 2. Set sale price For academic Lab sales • Present instrument at conference • Produce marketing materials For industrial on line systems • Examining funding options to produce interface to LC • Launch product • Examined different business models
  50. 50. IS-Instruments Ltd Pipers Business Centre, 220 Vale Road, Tonbridge, Kent, UK TN9 1SP T: +44 (0)1732 373020 F: +44 (0)1732 373001 E: info@ is-instruments.com

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