This document provides an overview of the EUREKA and Eurostars programs for international innovation collaboration. It describes that EUREKA involves collaborative research projects between at least two countries, aims to produce innovative products, processes or services, and has different funding instruments including network projects, clusters, and umbrellas. Eurostars specifically focuses on short-term projects led by research-performing small and medium enterprises. It also provides details on these programs' operations in the Czech Republic, including national funding rules and bodies involved. Project evaluation criteria are outlined as well as tips for developing successful proposals.
Session 6: EU support on competitiveness and innovation in TurkeyOECDglobal
Day 2, Session 6, 30 November 2017, Istanbul, SME and Academia collaboration: Turkey’s Experience in Innovation and Technology Centres, Ela Yazıcı İnan, European Union
Session 6: EU support on competitiveness and innovation in TurkeyOECDglobal
Day 2, Session 6, 30 November 2017, Istanbul, SME and Academia collaboration: Turkey’s Experience in Innovation and Technology Centres, Ela Yazıcı İnan, European Union
Anton Habjanič: IP policy model at the University of MariborCUBCCE Conference
As the global knowledge economy grows each year, the importance of intellectual property (IP) policy also grows for non-profit organizations such as universities. Pretty much every organization has an IP portfolio of some kind and value, whether or not the organization realizes it as such. As a result, almost every organization needs an IP policy model, even if it’s a simple one.
This presentation is intended to help the universities and other research organizations to set IP policy model to optimise the benefits from the intellectual assets created by their staff and students. The presented model, which was adopted at the University of Maribor, does not provide an IP policy that can be applied across all organizations as there is no “one size fits all” approach to IP management. But, it identifies the key features that need to be considered in order to build a strategic framework for the managing of IP, as for example the issues of ownership, protection and sharing of the economic benefits arising from the commercial exploitation of IP created by researchers in the course of their duties or activities at the university.
Opportunities For Cooperation In National And InternationalOriol Miralbell
Presentation at the Workshop “ICT and innovation in the management of tourist companies and
destinations”
Wednesday 25 March 2009
University School of Tourism and Leisure, Vila-seca
Ilmars Viksne: Innovation and Technology Transfer as the Third Pillar of Mod...CUBCCE Conference
RTU has been purposefully developing to become the 3rd generation university that provides high quality education, ensures excellence in research and carries out innovation and technology transfer. The sustainable innovation and commercialization is a new objective declared in RTU strategy for 2014-2020. The university needs implementation of new support structures and tools to facilitate relationships between research groups and the outside environment. There are several internal structural units (“Department of Business and Innovation”, “Innovation and Technology Transfer Centre”, “Design Factory”, “Career Centre”) and a network of external institutions where RTU is co-founder and active participant, for example: “Latvia Technology Park”, “Green Technology Incubator” and other.
RTU provides the mandatory course “Product Development and Design” (6-9ECTS) and internships for all undergraduate students implementing the concept “Learning by Doing” and helping in setting up their future business and acquiring investments.
The internal units ensure a one-stop agency for industrial partners and provide support to RTU’s researchers to: identify and assess potentially interesting research results; identify suitable commercialization methods and industrial partners; patent and research results; create prototypes; negotiate with companies and prepare contracts; create spin-off companies. They consult on business, design and engineering issues and carries out different activities stimulating researchers to interact with external players.
The external institutions promote market-oriented objectives of the university research and engage the university in strategic partnerships with stakeholders form business, national and regional authorities, other universities and research centres.
The presentation explore functioning and interaction of main players of commercialization process, shows the latest RTU achievements.
Jornada informativa organizada el 24 de octubre de 2017 sobre las convocatorias del European Research Council (ERC) dentro del Programa Marco Europeo Horizonte 2020. El evento, celebrado en la Casa de la Ciencia (CSIC), fue organizado por la Agencia Andaluza del Conocimiento en colaboración con el Consejo Superior de Investigaciones Científicas y el MINEICO.
Alajos Mészáros: The Trap of the Triangle: Education-Research-InnovationCUBCCE Conference
The outline of the presentation is as follows:
• Description of the triangle Education-Research-Innovation – interactions and intersections
• Education-Research-Innovation in EU context
• Education-Research-Innovation in Slovak context
• Evaluation policy of Higher Education-Research activities and its impact on Innovation scheme
• Examples of “best practice” from Slovak environment
• The “University Scientific Park” programme at STU
Open Dialogue: Towards Organizing Study Abroad Europe-WideCIEE
Many European countries are creating study abroad associations that represent and support their members, serve as a platform for shared information and staff training, and support those who impact the study abroad experience. Today, several of these country-specific organizations are working together to organize study abroad across the region. During this session, we’ll explore the benefits of a comprehensive organization of national associations, including how it can assist with promoting, facilitating, and reinventing study abroad in Europe.
Setting up a National Technology Transfer Office (TTO),
by Mrs. Marcia Trillidou, Research Promotion Foundation in Cyprus.
Cyprus is in the midst of setting a national TTO office. We will review the methodology, the challenges and advantages for having a national TTO. Would it be also a solution for Jordan?
Neven Vrček: Internship programme and students’ entrepreneurship as a hub be...CUBCCE Conference
University of Zagreb, Faculty of Organization (FOI) and Informatics launched an internship programme for students. The programme was very positively accepted by the business community. In short time we signed agreement with more than 350 companies indicating their willingness to accept students for internships. The experiences are very positive. One third of students remain employed by the companies after finishing internship. Additional befit of the programme is closer relationship with involved companies and exploration of new ways of cooperation on various projects. Recently Faculty launched startup@foi.hr programme. The idea is that all costs related to establishment and first year of operations, including location, is funded by Faculty. This form of pre-incubation attracted great attention across student community. It is interesting to notice that some of the companies accepted to cosponsor this programme in order to be close to innovative ideas. Such activities made FOI a strong regional hub for IT industry and meeting point for various projects.
Vilmos Beskid: University and business: a win-win gameCUBCCE Conference
Ericsson has the largest ICT R&D Center in Hungary, this intellectual center is active in the area of telecommunication and information technology research, software development, impacting the Hungarian ecosystem. The company committed to innovation and continuous learning and development, having more than 20 years of university cooperation and four active university labs.
Here we present some best practices, giving an insight to what we are doing and the aim why we are doing this, emphasizing why it is good for the company, for the universities and for the ecosystem.
Horizon 2020: Challenges and opportunities for SpainVLC/CAMPUS
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
Session 7: Technology transfer capacity building and proof of concept instrum...OECDglobal
Day 2, Session 7, 30 November 2017, Istanbul, Bridging the Gap - Technology Transfer Capacity Building and
Proof of Concept Instruments, Huseyin KEBAPCI
Legal Adviser - Intellectual Property & Technology Transfer
ENterprise Europe Network's role is to stimulate business growth through collaboration, innovation and internationalisation.
Our 4 key offerings are:
Identifying new International business opportunities through our Partnership Service
Provide advice on how to trade more effectively in European Markets and Internationally
Guidance on accessing European Funding
A European policy-feedback service, including business consultation
Anton Habjanič: IP policy model at the University of MariborCUBCCE Conference
As the global knowledge economy grows each year, the importance of intellectual property (IP) policy also grows for non-profit organizations such as universities. Pretty much every organization has an IP portfolio of some kind and value, whether or not the organization realizes it as such. As a result, almost every organization needs an IP policy model, even if it’s a simple one.
This presentation is intended to help the universities and other research organizations to set IP policy model to optimise the benefits from the intellectual assets created by their staff and students. The presented model, which was adopted at the University of Maribor, does not provide an IP policy that can be applied across all organizations as there is no “one size fits all” approach to IP management. But, it identifies the key features that need to be considered in order to build a strategic framework for the managing of IP, as for example the issues of ownership, protection and sharing of the economic benefits arising from the commercial exploitation of IP created by researchers in the course of their duties or activities at the university.
Opportunities For Cooperation In National And InternationalOriol Miralbell
Presentation at the Workshop “ICT and innovation in the management of tourist companies and
destinations”
Wednesday 25 March 2009
University School of Tourism and Leisure, Vila-seca
Ilmars Viksne: Innovation and Technology Transfer as the Third Pillar of Mod...CUBCCE Conference
RTU has been purposefully developing to become the 3rd generation university that provides high quality education, ensures excellence in research and carries out innovation and technology transfer. The sustainable innovation and commercialization is a new objective declared in RTU strategy for 2014-2020. The university needs implementation of new support structures and tools to facilitate relationships between research groups and the outside environment. There are several internal structural units (“Department of Business and Innovation”, “Innovation and Technology Transfer Centre”, “Design Factory”, “Career Centre”) and a network of external institutions where RTU is co-founder and active participant, for example: “Latvia Technology Park”, “Green Technology Incubator” and other.
RTU provides the mandatory course “Product Development and Design” (6-9ECTS) and internships for all undergraduate students implementing the concept “Learning by Doing” and helping in setting up their future business and acquiring investments.
The internal units ensure a one-stop agency for industrial partners and provide support to RTU’s researchers to: identify and assess potentially interesting research results; identify suitable commercialization methods and industrial partners; patent and research results; create prototypes; negotiate with companies and prepare contracts; create spin-off companies. They consult on business, design and engineering issues and carries out different activities stimulating researchers to interact with external players.
The external institutions promote market-oriented objectives of the university research and engage the university in strategic partnerships with stakeholders form business, national and regional authorities, other universities and research centres.
The presentation explore functioning and interaction of main players of commercialization process, shows the latest RTU achievements.
Jornada informativa organizada el 24 de octubre de 2017 sobre las convocatorias del European Research Council (ERC) dentro del Programa Marco Europeo Horizonte 2020. El evento, celebrado en la Casa de la Ciencia (CSIC), fue organizado por la Agencia Andaluza del Conocimiento en colaboración con el Consejo Superior de Investigaciones Científicas y el MINEICO.
Alajos Mészáros: The Trap of the Triangle: Education-Research-InnovationCUBCCE Conference
The outline of the presentation is as follows:
• Description of the triangle Education-Research-Innovation – interactions and intersections
• Education-Research-Innovation in EU context
• Education-Research-Innovation in Slovak context
• Evaluation policy of Higher Education-Research activities and its impact on Innovation scheme
• Examples of “best practice” from Slovak environment
• The “University Scientific Park” programme at STU
Open Dialogue: Towards Organizing Study Abroad Europe-WideCIEE
Many European countries are creating study abroad associations that represent and support their members, serve as a platform for shared information and staff training, and support those who impact the study abroad experience. Today, several of these country-specific organizations are working together to organize study abroad across the region. During this session, we’ll explore the benefits of a comprehensive organization of national associations, including how it can assist with promoting, facilitating, and reinventing study abroad in Europe.
Setting up a National Technology Transfer Office (TTO),
by Mrs. Marcia Trillidou, Research Promotion Foundation in Cyprus.
Cyprus is in the midst of setting a national TTO office. We will review the methodology, the challenges and advantages for having a national TTO. Would it be also a solution for Jordan?
Neven Vrček: Internship programme and students’ entrepreneurship as a hub be...CUBCCE Conference
University of Zagreb, Faculty of Organization (FOI) and Informatics launched an internship programme for students. The programme was very positively accepted by the business community. In short time we signed agreement with more than 350 companies indicating their willingness to accept students for internships. The experiences are very positive. One third of students remain employed by the companies after finishing internship. Additional befit of the programme is closer relationship with involved companies and exploration of new ways of cooperation on various projects. Recently Faculty launched startup@foi.hr programme. The idea is that all costs related to establishment and first year of operations, including location, is funded by Faculty. This form of pre-incubation attracted great attention across student community. It is interesting to notice that some of the companies accepted to cosponsor this programme in order to be close to innovative ideas. Such activities made FOI a strong regional hub for IT industry and meeting point for various projects.
Vilmos Beskid: University and business: a win-win gameCUBCCE Conference
Ericsson has the largest ICT R&D Center in Hungary, this intellectual center is active in the area of telecommunication and information technology research, software development, impacting the Hungarian ecosystem. The company committed to innovation and continuous learning and development, having more than 20 years of university cooperation and four active university labs.
Here we present some best practices, giving an insight to what we are doing and the aim why we are doing this, emphasizing why it is good for the company, for the universities and for the ecosystem.
Horizon 2020: Challenges and opportunities for SpainVLC/CAMPUS
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
Session 7: Technology transfer capacity building and proof of concept instrum...OECDglobal
Day 2, Session 7, 30 November 2017, Istanbul, Bridging the Gap - Technology Transfer Capacity Building and
Proof of Concept Instruments, Huseyin KEBAPCI
Legal Adviser - Intellectual Property & Technology Transfer
ENterprise Europe Network's role is to stimulate business growth through collaboration, innovation and internationalisation.
Our 4 key offerings are:
Identifying new International business opportunities through our Partnership Service
Provide advice on how to trade more effectively in European Markets and Internationally
Guidance on accessing European Funding
A European policy-feedback service, including business consultation
Horizon Europe Clean Transport Webinar - Cluster 5 Destination 5 | SlidesKTN
This webinar co-organised by KTN Global Alliance in partnership with the Foreign, Commonwealth and Development Office (FCDO) in Germany, UK Science and Innovation Network and UK National Contact Points (NCPs) from Innovate UK as well as European NCPs focussed on pitching of project ideas and brokering partnerships for European Research and Innovation collaborations and networking.
Support Mechanisms for R&D+i and Internationalisation of Projects.
Antonio Gómez Gálves, Department of Global Innovation Market, Centre for the Development of the Industrial Technology, CDTI
EUROGIA2020, the EUREKA Cluster for low carbon energy technologies. EUROGIA2020 presentation which was featured by Christian Besson, EUROGIA2020 Office Director on Decembe 11, 2015.
In this webinar Mike Short, the Chief Scientific Adviser at the Department for International Trade will give a welcome introduction to the importance of international collaborations and Louise Mothersole, the Horizon Europe UK National Contact Point for Mobility, will detail the Horizon Europe opportunity and the process for application for UK participants.
Show Me The Money London 2014 - Presentation by Carolina Carolina Fernandes, ...TechMeetups
Carolina is Innovation & Funding Manager and EU R&D Advisor at Enterprise Europe Network London, a consortium led by GLE Group and powered by the European Commission (EC) to provide business support to local SMEs, from access to funding to technology transfer, with a component of innovation management.
Similar to Eureka and Eurostars - innovation across border Svatopluk Halada, Eureka Deputy HLR (20)
Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
www.seribangash.com
Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
Taurus Zodiac Sign_ Personality Traits and Sign Dates.pptxmy Pandit
Explore the world of the Taurus zodiac sign. Learn about their stability, determination, and appreciation for beauty. Discover how Taureans' grounded nature and hardworking mindset define their unique personality.
Premium MEAN Stack Development Solutions for Modern BusinessesSynapseIndia
Stay ahead of the curve with our premium MEAN Stack Development Solutions. Our expert developers utilize MongoDB, Express.js, AngularJS, and Node.js to create modern and responsive web applications. Trust us for cutting-edge solutions that drive your business growth and success.
Know more: https://www.synapseindia.com/technology/mean-stack-development-company.html
Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
Remote sensing and monitoring are changing the mining industry for the better. These are providing innovative solutions to long-standing challenges. Those related to exploration, extraction, and overall environmental management by mining technology companies Odisha. These technologies make use of satellite imaging, aerial photography and sensors to collect data that might be inaccessible or from hazardous locations. With the use of this technology, mining operations are becoming increasingly efficient. Let us gain more insight into the key aspects associated with remote sensing and monitoring when it comes to mining.
"𝑩𝑬𝑮𝑼𝑵 𝑾𝑰𝑻𝑯 𝑻𝑱 𝑰𝑺 𝑯𝑨𝑳𝑭 𝑫𝑶𝑵𝑬"
𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
𝐓𝐉 𝐂𝐨𝐦𝐬 provides unlimited package services including such as Event organizing, Event planning, Event production, Manpower, PR marketing, Design 2D/3D, VIP protocols, Interpreter agency, etc.
Sports events - Golf competitions/billiards competitions/company sports events: dynamic and challenging
⭐ 𝐅𝐞𝐚𝐭𝐮𝐫𝐞𝐝 𝐩𝐫𝐨𝐣𝐞𝐜𝐭𝐬:
➢ 2024 BAEKHYUN [Lonsdaleite] IN HO CHI MINH
➢ SUPER JUNIOR-L.S.S. THE SHOW : Th3ee Guys in HO CHI MINH
➢FreenBecky 1st Fan Meeting in Vietnam
➢CHILDREN ART EXHIBITION 2024: BEYOND BARRIERS
➢ WOW K-Music Festival 2023
➢ Winner [CROSS] Tour in HCM
➢ Super Show 9 in HCM with Super Junior
➢ HCMC - Gyeongsangbuk-do Culture and Tourism Festival
➢ Korean Vietnam Partnership - Fair with LG
➢ Korean President visits Samsung Electronics R&D Center
➢ Vietnam Food Expo with Lotte Wellfood
"𝐄𝐯𝐞𝐫𝐲 𝐞𝐯𝐞𝐧𝐭 𝐢𝐬 𝐚 𝐬𝐭𝐨𝐫𝐲, 𝐚 𝐬𝐩𝐞𝐜𝐢𝐚𝐥 𝐣𝐨𝐮𝐫𝐧𝐞𝐲. 𝐖𝐞 𝐚𝐥𝐰𝐚𝐲𝐬 𝐛𝐞𝐥𝐢𝐞𝐯𝐞 𝐭𝐡𝐚𝐭 𝐬𝐡𝐨𝐫𝐭𝐥𝐲 𝐲𝐨𝐮 𝐰𝐢𝐥𝐥 𝐛𝐞 𝐚 𝐩𝐚𝐫𝐭 𝐨𝐟 𝐨𝐮𝐫 𝐬𝐭𝐨𝐫𝐢𝐞𝐬."
Affordable Stationery Printing Services in Jaipur | Navpack n PrintNavpack & Print
Looking for professional printing services in Jaipur? Navpack n Print offers high-quality and affordable stationery printing for all your business needs. Stand out with custom stationery designs and fast turnaround times. Contact us today for a quote!
India Orthopedic Devices Market: Unlocking Growth Secrets, Trends and Develop...Kumar Satyam
According to TechSci Research report, “India Orthopedic Devices Market -Industry Size, Share, Trends, Competition Forecast & Opportunities, 2030”, the India Orthopedic Devices Market stood at USD 1,280.54 Million in 2024 and is anticipated to grow with a CAGR of 7.84% in the forecast period, 2026-2030F. The India Orthopedic Devices Market is being driven by several factors. The most prominent ones include an increase in the elderly population, who are more prone to orthopedic conditions such as osteoporosis and arthritis. Moreover, the rise in sports injuries and road accidents are also contributing to the demand for orthopedic devices. Advances in technology and the introduction of innovative implants and prosthetics have further propelled the market growth. Additionally, government initiatives aimed at improving healthcare infrastructure and the increasing prevalence of lifestyle diseases have led to an upward trend in orthopedic surgeries, thereby fueling the market demand for these devices.
Improving profitability for small businessBen Wann
In this comprehensive presentation, we will explore strategies and practical tips for enhancing profitability in small businesses. Tailored to meet the unique challenges faced by small enterprises, this session covers various aspects that directly impact the bottom line. Attendees will learn how to optimize operational efficiency, manage expenses, and increase revenue through innovative marketing and customer engagement techniques.
2. EUREKA
EUREKA a Eurostars at a glance
EUREKA and Eurostars in the Czech Rep.
National funding E! and E* projects
EUREKA and Eurostars for nanotechno-
technology and advanced materials
4. EUREKA
EUREKA means .....
International
Cooperation
At least two
countries
involved
Innovative
Producing a new
product, process
or service
Bottom-Up
No thematic
restrictions
Network projects
Eurostars projects
Market-
oriented
Reflect market
demands
International cooperation
5. EUREKA
EUREKA project instruments
EUREKA
network
projects
No thematic
restrictions
Short-term projects
Driven by SMEs
and academics
EUREKA
Umbrellas
Thematic actions
supporting to
generate EUREKA
network projects in
certain
technological field
EUREKA
Clusters
Thematically targeted
Medium-term
innovative projects
Industry driven
(Large companies
and SMEs)
Eurostars
programme
No thematic
restrictions
Short-term projects
Driven by R&D
performing SMEs
8. > The majority participation
by industry ensures that
R&D&I results are rapidly
brought to the market.
> Collaborative R&D&I projects
within any field of technology.
> Development of a product,
process or service for any civilian
market.
EUREKA network projects
36 B€
Participation
in 5700+
projects
9. • Small, shorter-term projects
• Result in a product, process or
service with a significant
advance in their sector
• National evaluation (PAM)
EUREKA network projects
~4 participants
Typically SME lead
36 month average duration
1.7 M€
10. + 5600
+ 4100
+ 2100
+ 2400 • Research
Centres
• Large
Companies
• Universities
• SMEs
+ 5 700 projects; over 36 B€ of public-private investment
EUREKA
12. EUREKA Umbrellas
Thematic
networks
focussing on a
specific
technology area
or business
sector
Facilitate the
generation of E!
projects in their
own target area
Coordinated and
implemented by
a working group
consisting of
EUREKA
representatives
and industrial
experts
15. EUREKA CLUSTERS
Industry led
initiatives
• Medium term
• Strategically
significant
• International
ecosystem of
R&D&I actors
Large number of
participants
• Major European
industries
• Large SME
participation
Support
European
Competitiveness
• Develop generic
technologies
• Address economic
and societal
challenges
16. EUREKAEUREKA CLUSTERS
Thematic Calls (1-2 per year); Open to participation
from all countries
One or Two Step Centralised Cluster Evaluation
Cluster Labelling
National funding decision based on a national
review of the Cluster Evaluation and Label
Cluster monitoring and impact assessment
18. EUREKA CLUSTERS
Innovation in water
technologies
Micro and Nano electronics
Telecommunications
Smart electronic Systems
Low carbon energy
technologies
Software intensive systems
and services
New Cluster on Metallurgy to
begin from September 2015
34. EUREKA
EUREKA and Eurostars in the CR offers
Co-funding from targeted national EUREKA and Eurostars
budget (EUREKA: 4 M€/year; Eurostars: 1 M€/year)
Consultancy for generation and preparation projects
Assistance for partner search
Contacts with NPCs from member countries and experts
Promotion of project results at workshops, conferences,
exhibitions and fairs
35. EUREKA
National infrastructure
Ministry of Education, Youth and Sports
Governmental responsibility for international R&D cooperation
Office of CZ EUREKA & Eurostars NPC
Ing. Josef Martinec tel: +420 234 811 512
email: josef.martinec@msmt.cz
National and international administration of EUREKA a Eurostars
projects (responsibility for national evaluation of EUREKA network
projects, checking CZ Eurostars participants)
Targeted national EUREKA and Eurostars funding
Consultancy services
36. EUREKA
National infrastructure
EUREKA and Eurostars Board CR
Advisory body to the MEYS (chairman + 12 members)
Members – experts from industry and research field (nominated by
Minister)
Evaluation of EUREKA network project proposals; monitoring ongoing
projects and assessment of finished projects
Monitoring ongoing Eurostars projects and assessment of their results
37. EUREKA
National infrastrure
Association of Innovative Entrepreneurship CR
National EUPRO II LE 15028 project in 2016-2017
Assistance to EUREKA and Eurostars Board CR
Assistance to CZ EUREKA and Eurostars NPC
Consultancy centre for EUREKA and Eurostars programmes
RNDr. Svatopluk Halada; email: halada@aipcr.cz
Office of EUREKA a Eurostars HLR for the Czech Republic
doc. Ing. Karel Šperlink, CSc.; email: sperlink@aipcr.cz
CZ representation in EUREKA and Eurostars bodies (EUREKA HLG) and
involving in ad hoc EUREKA and Eurostars working groups
EUREKA & Eurostars public relations
38. Program EUREKA
CZ national funding rules (EUREKA CZ 2010-2017 )
Typ organizace
Maximální %
financování
způsobilých
nákladů
Maximální výše
podpory
(v tis. Kč/rok/projekt)
Doplňující informace
Malý a střední
podnik
50% 4 000
Velký podnik --- ---
Vysoká škola 50% 4 000
Společná účast
s podnikatelským
subjektem je doporučena.
Výzkumná
organizace
50% 4 000
Společná účast
s podnikatelským
subjektem je doporučena.
39. Program Eurostars
CZ national funding rules (commitment of 1 M€ / year for 2014-2020)
Typ organizace
Maximální %
financování
způsobilých
nákladů
Maximální výše
podpory
(v tis. Kč/rok/projekt)
Doplňující informace
Malý a střední podnik 50% 4 000
10% bonus pro MSP s vlastním
V&V, který je hlavním
řešitelem projektu.
Velký podnik 50% 4 000
Vysoká škola 50% 4 000
Společná účast
s podnikatelským subjektem
je doporučena.
Výzkumná organizace 50% 4 000
Společná účast
s podnikatelským subjektem
je doporučena.
40. Results of the Czech Republic
Successfull results concerning number of submitting and approved EUREKA
network projects (among 8 TOP of EUREKA member countries)
• impact of targeted funding (operating since1994)
• long term experiences and motivation for EUREKA network project
cooperation (low administration burdens, cross border cooperation, etc.
• interest to be the main project participant
Average results in the Eurostars programme
• weaker invention and topic of submitted projects including their
commercial use
• sometimes not very appropriate choice of foreign partners
Lower participation in EUREKA Cluster projects
• less interested companies and research organizations (parent company
mostly in abroad including the research carried out there)
Czech Republic in EUREKA and Eurostars
41. QUALITY AND EFFICIENCY
OF THE IMPLENTATION
BASIC ASSESSMENT
EXCELLENCE
INNOVATION AND R&D
IMPACT
MARKET &
COMMERCIALISATION
• Quality of the consortium
• Added value through co-
operation
• Realistic and clearly defined
Project management &
planning
• Reasonable cost structure
• Degree of Innovation
• New applied knowledge
• Level of Technical
Challenge
• Technological achievability
& Risk
• Market size
• Market access and risk
• Competitive advantage
• Clear and realistic
commercialisation plans
• Time to market
EUREKA and Eurostars evaluation criteria
42. EUREKA network and Eurostars projects
Prerequisites for successful EUREKA and Eurostars projects
Appropriate choice of technological field and partners
Strong focus on product
Novelty of ideas have a better chance (´nish topic´)
Properly describe all aspects of project (project management,
methodology solutions, the role of each partner, technological
advancements, market size and the ability to enforce ROI)
Demonstrable benefit for the applicants (in particular SMEs)
/Contribution to the Czech tax payers/
/Eurostars: practical experience, 2008-2013/
43. EUREKA
Deadlines for projects submitting
EUREKA network projects – continuously during calendar year
- four international assessment meetings per year
- national evaluation given by EUREKA and Eurostars Board CR
- projects are submitted by NPC of main project participant via EUREKA
Secretariat in Brussels
Eurostars projects – two cut-off in calendar year
- electronic submitting via Eurostars web only
www.eurostars-eureka.eu
- international assessment by technical experts plus evaluation by Eurostars
Independent Panel
- next deadline: 15 September 2016 (20h00)
Cluster projects – list of all Cluster projects is available on
www.eurekanetwork.org
- links to all Cluster projects website
- deadlines and rules for submitting projects /single calls are aimed
for concrete topic to fulfil strategy of each Cluster project/
45. EUREKA “Nano-projects“
E! 5799 BATAN
Barrier textiles and nanomaterials
To develop and realise new functionalised textiles with high added value, barrier
and filter properties impressing on specially designed and customised textile
constructions and technologies of (multi)functional treatments, incl. nano-fibre
and nano-surface structures.
Technological area: Nanotechnology related to textiles technology
E! 4095 NANOSILVER
Application of nano-technological sover in practice, verification of
anti-bacterial effects and their stabilisation
The basis for these agents is the nano-particles of silver, which are safe and
manage to eliminate a whole series of viruses and bacteria.
Technological area: Micro- and nanotechnology related to biological sciences
46. EUREKA Cluster GRAPHENE
EUREKA Cluster GRAPHENE
Spanish proposal to prepare new Cluster project during its Chairmanship
07/2016 – 06/2017
Graphene is a one-atom thick sheet of carbon whose strenght, flexibility,
optical properties, electrical and thermal conductivity have opened new
horizons for fundamental technological innovation in electronic, optical,
and energy sectors
Graphene appears as a unique platform bridging conventional
technologies with the nanoscale Pandora´s box, enabling to enrich
material and device properties
EUREKA invites interested organisations and experts to be involved in
formulation and preparation of content, business target and market
application of Cluster project GRAPHENE
Contact point: Mr. Josef Martinec – CZ EUREKA NPC
josef.martinec@msmt.cz