KIC InnoEnergy and IRESEN joint call is open.
In the framework of the MAGHRENOV project, KIC InnoEnergy (EU) and IRESEN (Morocco) launched a first joint call for Euro-Moroccan innovative ideas and business concepts in the area of Renewable Energy & Energy Efficiency.
The objective of the MAGHRENOV call is to provide support to R&D in applied sciences in the field of renewable energy in order to foster innovation and to favour convergence between EU and MPCs initiatives for the development of sustainable energies adapted to regional specificities.
Why and how to participate in Horizon 2020? Manual for organisations.Open Concept
Manual for civil society organisations - Why and how to participate in the European Research and Innovation Framework Programme Horizon 2020?
The first part of this brochure gives a very short introduction into the functioning of the European context. It also proposes some wider reflections on research policies, NGOs and societal developments. The second part presents Horizon 2020. The third part is quite technical in order to help understanding the procedure of how to submit a project.
Przewodnik dla organizacji pozarządowych, jak i dlaczego wartpo brać udział w Programie Horyzont 2020.
http://www.kpk.gov.pl/wp-content/uploads/2015/01/manual_H2020_NGOs_Sept_2014.pdf
Sme instrument workshop @impulse.brussels - 281113, Mr Bernd REICHERT Raffael3
This document provides information about support for small and medium-sized enterprises (SMEs) under the Horizon 2020 program. It summarizes the outcomes of impact assessments that found SME participation in EU research has been lacking. It then outlines the SME Instrument, a dedicated program to support innovative SMEs. The SME Instrument will have three phases - concept and feasibility assessment, research/development and demonstration, and commercialization. It will provide funding, coaching, and help SMEs access private financing. Draft topics and budgets for 2014-2015 are listed across various Horizon 2020 focus areas like health, transport, and energy.
IGNITE your....European Funding Opportunities
Presenter – Alan Scrase, centre manager of SETsquared at the University of Southampton, will present about
“The new SME instrument”
Horizon 2020 provides easy access to € 2.8 Billion to SMEs to fill the gaps in funding for early-stage, Research and Innovation SMEs and accelerating the exploitation of innovations.
The new SME instrument will be a simpler and more easily accessible funding scheme for SMEs, where projects will be selected through a bottom-up approach within a given societal challenge or enabling technology of H2020.
Nina Mazgan, evaluator for SME Instrument, at Technology Park Ljubljana, presented the SME Instrument with emphasis on the successful project proposal writing.
the European Innovation Council in Horizon2020Emile Dupont
a short presentation of the European innovation council in the last three years of the Horizon 2020 European framework programme for research and innovation funding.
SME Inst - Horizon 2020 - Stimulating the innovation potential of SMEsENBC
The document provides information about Horizon 2020's SME Instrument, which provides funding for innovation projects carried out by small and medium-sized enterprises (SMEs). It describes the three phases of the instrument - Phase 1 provides feasibility funding, Phase 2 provides funding to develop innovations to investment readiness and market launch, and Phase 3 provides support for market deployment. It provides budget and deadline information for 2015 and gives an example for an Open Disruptive Innovation Scheme priority area. In summary, the SME Instrument aims to support innovative SMEs in developing innovations from concept to market launch.
The pathway of PCP strategy: Italy under the spotlights - by Sara Bedin, Expert of innovation public procurement - The European House Ambrosetti - Head of Public Administration Practice.
Why and how to participate in Horizon 2020? Manual for organisations.Open Concept
Manual for civil society organisations - Why and how to participate in the European Research and Innovation Framework Programme Horizon 2020?
The first part of this brochure gives a very short introduction into the functioning of the European context. It also proposes some wider reflections on research policies, NGOs and societal developments. The second part presents Horizon 2020. The third part is quite technical in order to help understanding the procedure of how to submit a project.
Przewodnik dla organizacji pozarządowych, jak i dlaczego wartpo brać udział w Programie Horyzont 2020.
http://www.kpk.gov.pl/wp-content/uploads/2015/01/manual_H2020_NGOs_Sept_2014.pdf
Sme instrument workshop @impulse.brussels - 281113, Mr Bernd REICHERT Raffael3
This document provides information about support for small and medium-sized enterprises (SMEs) under the Horizon 2020 program. It summarizes the outcomes of impact assessments that found SME participation in EU research has been lacking. It then outlines the SME Instrument, a dedicated program to support innovative SMEs. The SME Instrument will have three phases - concept and feasibility assessment, research/development and demonstration, and commercialization. It will provide funding, coaching, and help SMEs access private financing. Draft topics and budgets for 2014-2015 are listed across various Horizon 2020 focus areas like health, transport, and energy.
IGNITE your....European Funding Opportunities
Presenter – Alan Scrase, centre manager of SETsquared at the University of Southampton, will present about
“The new SME instrument”
Horizon 2020 provides easy access to € 2.8 Billion to SMEs to fill the gaps in funding for early-stage, Research and Innovation SMEs and accelerating the exploitation of innovations.
The new SME instrument will be a simpler and more easily accessible funding scheme for SMEs, where projects will be selected through a bottom-up approach within a given societal challenge or enabling technology of H2020.
Nina Mazgan, evaluator for SME Instrument, at Technology Park Ljubljana, presented the SME Instrument with emphasis on the successful project proposal writing.
the European Innovation Council in Horizon2020Emile Dupont
a short presentation of the European innovation council in the last three years of the Horizon 2020 European framework programme for research and innovation funding.
SME Inst - Horizon 2020 - Stimulating the innovation potential of SMEsENBC
The document provides information about Horizon 2020's SME Instrument, which provides funding for innovation projects carried out by small and medium-sized enterprises (SMEs). It describes the three phases of the instrument - Phase 1 provides feasibility funding, Phase 2 provides funding to develop innovations to investment readiness and market launch, and Phase 3 provides support for market deployment. It provides budget and deadline information for 2015 and gives an example for an Open Disruptive Innovation Scheme priority area. In summary, the SME Instrument aims to support innovative SMEs in developing innovations from concept to market launch.
The pathway of PCP strategy: Italy under the spotlights - by Sara Bedin, Expert of innovation public procurement - The European House Ambrosetti - Head of Public Administration Practice.
Horizon 2020 is the new EU programme for research, development and innovation from 2014 to 2020 with a total budget of 77 billion euros. It aims to support activities closer to the market and orient research towards societal challenges and key technologies. For SMEs, there is more funding available under Horizon 2020 totaling 8.9 billion euros, compared to 6.8 billion euros under previous programmes. This includes 2.8 billion euros for the new SME instrument to replace existing SME support programmes. The SME instrument is linked to societal challenges and industrial leadership priority areas and supports business-driven innovation projects through concept assessment, demonstration, and commercialization funding.
SMEs Support & Financial Instruments in HORIZON 2020 - J.D Malo - Presentatio...ISERD Israel
Horizon 2020 Launch Event in Israel - Presentation of Jean-David Mשךםת Head of Unit SMEs, Financial- instruments and State Aid, DG Research and Innovation, European Commission
Horizon2020 - SME's and Horizon2020, Steve Bradley, European Commission - 27 ...Invest Northern Ireland
The document discusses the Horizon 2020 program and funding opportunities for small and medium enterprises (SMEs). It outlines the SME Instrument, which provides competitive grants to SMEs for innovation projects. The instrument has three phases - concept assessment, research and development, and commercialization. It also discusses other Horizon 2020 activities for SMEs and how the program aims to better link funded projects with market opportunities and commercialization.
This document discusses opportunities for small and medium enterprises (SMEs) in Horizon 2020, the EU's research and innovation program from 2014-2020. It defines SMEs and provides an overview of the main funding instruments for SMEs, including the SME Instrument, which provides funding for innovation projects led by SMEs. The SME Instrument has three phases and offers coaching support. It is open to SMEs across all Horizon 2020 challenge areas and industrial leadership topics. The document provides statistics on application rates and funding amounts for the first cut-off dates of the SME Instrument.
SMART SUCCESS GROUP is a business consulting firm located in Saint Petersburg, Russia. They provide full business support services to companies across various industries. Their services include business planning, marketing support, market research, investment project valuation, and developing strategies in areas like marketing, personnel, and advertising. They have experience working with clients in manufacturing, food, pharmaceuticals, engineering, real estate, and other industries. Their team of young, educated professionals helps clients succeed through innovative methods and securing financing like loans and private investments.
Through the Global Challenges Research Fund (GCRF), Innovate UK will invest up to £9.3 million in innovation projects. The aim of this competition is to support demonstration-stage projects that have the potential to improve lives of people living in lower income countries and emerging economies. It will support projects that address one or more of the global societal challenges recognised as the UN Sustainable Development Goals through development of innovative, market-creating products and services. These projects should ultimately lead to the deployment of those products or services within those countries.
This is a two-phase competition. Phase 1 projects must explore the feasibility of running a demonstration project in phase 2 and applicants can use a human-centred design or technical feasibility approaches during this phase. A successful sub-set of phase 1 projects will be invited to apply for phase 2.
Funding has been allocated from the Global Challenges Research Fund (GCRF), a £1.5 billion fund to support cutting-edge research which addresses the problems faced by developing countries. GCRF will address global challenges through disciplinary and interdisciplinary research and innovation, and will strengthen capability for research and innovation within both the UK and developing countries, also providing an agile response to emergencies where there is an urgent research need. GCRF forms part of the UK's Official Development Assistance (ODA) commitment and will be awarded in a manner that fits with ODA guidelines.
Find out more about the GCRF Demonstrate Impact Programme: https://ktn-uk.co.uk/programmes/gcrf-demonstrate-impact-programme
Horizon 2020 - SME Support 2014-2020 - Jean-David Malo - Israel, May 16th 2012ISERD Israel
מצגת בנושא:
SME Measures in Horizon 2020
הועברה ע"י:
Mr. Jean David Malo, Head of Unit Financial Engineering, DG Research and Innovation, European Commission
ביום מידע "מנגנוני הורייזן 2020" לקראת תוכנית המסגרת הבאה למו"פ של האיחוד האירופי שהתקיים במשרדי ISERD 16.5.2012
This document provides an agenda and information for a workshop on demonstrating impact through responsible consumption and production projects funded by the Global Challenges Research Fund (GCRF) in Cardiff, UK. The workshop will include presentations on the aims and scope of the GCRF "Demonstrate Impact" competition, how organizations like Innovate UK, Welsh government, and the Knowledge Transfer Network can support applications, and examples of past GCRF projects. The competition will fund feasibility studies and demonstrations of innovations addressing the UN Sustainable Development Goals in developing countries.
#FIWAREPamplona - Training Day - European Public Funding Opportunities for SMEsMiguel García González
This document provides information on various European public funding opportunities for SMEs, including Horizon 2020. It describes Horizon 2020's structure, funding instruments, and opportunities for SMEs, such as the SME Instrument to support innovation projects. It also outlines other exceptions like the Fast Track to Innovation topic and PhD recruitment programs to support hiring researchers. Other funding opportunities discussed include Urban Innovation Actions led by cities and Lighthouse projects in Smart Cities.
Horizon 2020 Information & Brokerage Event: Circular Economy and PlasticsKTN
The workshop gave an overview of the forthcoming Horizon 2020 Societal Challenge 5, specifically Circular Economy and Plastic related research and Innovation Actions. Horizon 2020 is the European Union’s Research and Innovation Programme.
In summary, the event covered:
- Gather information on forthcoming 2020 topics;
- Discuss and refine your project ideas with potential partners;
- Join consortia forming around forthcoming 2020 topics.
Find out more about the Sustainability & Circular Economy Special Interest Group at https://ktn-uk.co.uk/interests/sustainability-circular-economy
COMMUNICATION FROM THE COMMISSION TO THE EUROPEAN
PARLIAMENT, THE COUNCIL, THE EUROPEAN ECONOMIC AND SOCIAL
COMMITTEE AND THE COMMITTEE OF THE REGIONS
Europe 2020 Flagship Initiative
Innovation Union
Kic InnoEnergy: Strategy, Maghrenov kickoff Barcelona - Day 2Maghrenov
KIC InnoEnergy's technology strategy consists of 3 building blocks: strategy and roadmaps, competence mapping, and a long-term vision. The strategy and roadmaps define the focus areas and actions for 2013-2017, competence mapping analyzes partners' capabilities, and the long-term vision depicts the energy landscape in 2022. Projects are selected based on criteria like time to market, impact, partners' leadership, and regulatory factors. Assessments consider the business case, risks, financials, operations, and compliance with KIC requirements. Tools are used to evaluate projects based on criteria such as consumer readiness, technology readiness, and market size. The document provides details on KIC InnoEnergy's process for developing and
GCRF Demonstrate Impact Competition Briefing - Edinburgh: Good Health and Wel...KTN
Through the Global Challenges Research Fund (GCRF), Innovate UK will invest up to £9.3 million in innovation projects. The aim of this competition is to support demonstration-stage projects that have the potential to improve lives of people living in lower income countries and emerging economies. It will support projects that address one or more of the global societal challenges recognised as the UN Sustainable Development Goals through development of innovative, market-creating products and services. These projects should ultimately lead to the deployment of those products or services within those countries.
This is a two-phase competition. Phase 1 projects must explore the feasibility of running a demonstration project in phase 2 and applicants can use a human-centred design or technical feasibility approaches during this phase. A successful sub-set of phase 1 projects will be invited to apply for phase 2.
Funding has been allocated from the Global Challenges Research Fund (GCRF), a £1.5 billion fund to support cutting-edge research which addresses the problems faced by developing countries. GCRF will address global challenges through disciplinary and interdisciplinary research and innovation, and will strengthen capability for research and innovation within both the UK and developing countries, also providing an agile response to emergencies where there is an urgent research need. GCRF forms part of the UK's Official Development Assistance (ODA) commitment and will be awarded in a manner that fits with ODA guidelines.
Find out more about the GCRF Demonstrate Impact Programme: https://ktn-uk.co.uk/programmes/gcrf-demonstrate-impact-programme
20141030_Taller ENV, EMB, TRA y LOG_Susana ÁlvarezRedit
The document discusses the Fast Track to Innovation Pilot (FTI Pilot) under Horizon 2020, the EU's research and innovation program for 2014-2020. The FTI Pilot aims to support projects that accelerate the market uptake of innovative solutions through activities like piloting and validation. Eligible projects must involve at least three partners from different EU countries and have a technology readiness level of at least 6. The FTI Pilot has a total budget of €200 million for 2015-2016 and proposals will be evaluated based on excellence, impact, and quality of implementation.
UKRI, in collaboration with the dept for Business Energy and Industrial Strategy, is seeking to invest up to £1 million to support collaborative projects to plan their route to cluster decarbonisation as part of the £170m Industrial Decarbonisation Challenge (IDC).
Background
As part of the UK’s Industrial Strategy Challenge Fund (ISCF), the IDC programme aims to accelerate the cost-effective decarbonisation of industry by developing and deploying low-carbon technologies. It aims to enable the deployment of infrastructure at scale by the mid-2020s.
It will support delivery of the Clean Growth Grand Challenge and the Industrial Clusters Mission, which has set an ambitious target to establish at least one low-carbon industrial cluster by 2030 and the world’s first net-zero carbon industrial cluster by 2040. The Mission, and this challenge, will help to place the UK at the forefront of the global shift to Clean Growth, by driving the technologies, services and markets to produce low carbon industrial products.
Find out more about the Industrial Strategy Challenge Fund at https://ktn-uk.co.uk/interests/iscf
This document provides an overview of Horizon 2020 funding programs and the Fast Track to Innovation (FTI) Pilot. It discusses the innovation support ecosystem in Europe and Northern Ireland. Key points include:
- Horizon 2020 aims to accelerate economic growth through business-led innovation and supports SMEs through programs like the SME Instrument and FTI Pilot.
- The FTI Pilot provides "last push" funding of €1-3 million for close-to-market innovation projects within defined focus areas. It has a bottom-up approach and proposals are evaluated on their potential impact.
- Support is available for SMEs throughout the innovation process from skills development to commercialization. This includes grants,
Kic innoEnergy, Maghrenov brokerage event for the call 2015Maghrenov
What is KIC InnoEnergy?
27 shareholders including industries, research centres and universities.
Headquartered in The Netherlands.
Local offices in Belgium, France, Germany, The Netherlands, Poland, Portugal, Spain and Sweden.
30 associate partners and 150+ participants in KIC IE activities.
Maghrenov workshop on capacity building EU: Master programme in the field of ...Maghrenov
- Who i am ?
- Institutional context of the ISSTEG
- Current State of the ISSTEG Programmes
- Internal Self-Assessment Framework
- Conceptual implementation
- Strenghs points
- Weaknesses points
- Areas of improvement strategies
The MAGHRENOV Consortium brings together partners from Europe (France, Spain, Netherlands, and Belgium) and Maghreb RegionB (Morocco and Tunisia), with expertise both from private and public sector, as well as research and education. Our shared goal is to establish a common Euro-Mediterranean innovation space in the Renewable Energy & Energy Efficiency (RE&EE) sector.
This document provides information about the Erasmus+ program, the EU's program for education, training, youth and sport for 2014-2020. Some key points:
- Erasmus+ will have a budget of €14.7 billion over 7 years, a 40% increase from the previous program, to support over 4 million people.
- The program aims to support transnational partnerships and mobility in higher education and vocational education through three Key Actions - learning mobility for individuals, cooperation for innovation and exchange of good practices, and support for policy reform.
- Learning mobility will receive 63% of the budget and support over 2 million students in higher education as well as staff exchanges. Cooperation projects will
Horizon 2020 is the new EU programme for research, development and innovation from 2014 to 2020 with a total budget of 77 billion euros. It aims to support activities closer to the market and orient research towards societal challenges and key technologies. For SMEs, there is more funding available under Horizon 2020 totaling 8.9 billion euros, compared to 6.8 billion euros under previous programmes. This includes 2.8 billion euros for the new SME instrument to replace existing SME support programmes. The SME instrument is linked to societal challenges and industrial leadership priority areas and supports business-driven innovation projects through concept assessment, demonstration, and commercialization funding.
SMEs Support & Financial Instruments in HORIZON 2020 - J.D Malo - Presentatio...ISERD Israel
Horizon 2020 Launch Event in Israel - Presentation of Jean-David Mשךםת Head of Unit SMEs, Financial- instruments and State Aid, DG Research and Innovation, European Commission
Horizon2020 - SME's and Horizon2020, Steve Bradley, European Commission - 27 ...Invest Northern Ireland
The document discusses the Horizon 2020 program and funding opportunities for small and medium enterprises (SMEs). It outlines the SME Instrument, which provides competitive grants to SMEs for innovation projects. The instrument has three phases - concept assessment, research and development, and commercialization. It also discusses other Horizon 2020 activities for SMEs and how the program aims to better link funded projects with market opportunities and commercialization.
This document discusses opportunities for small and medium enterprises (SMEs) in Horizon 2020, the EU's research and innovation program from 2014-2020. It defines SMEs and provides an overview of the main funding instruments for SMEs, including the SME Instrument, which provides funding for innovation projects led by SMEs. The SME Instrument has three phases and offers coaching support. It is open to SMEs across all Horizon 2020 challenge areas and industrial leadership topics. The document provides statistics on application rates and funding amounts for the first cut-off dates of the SME Instrument.
SMART SUCCESS GROUP is a business consulting firm located in Saint Petersburg, Russia. They provide full business support services to companies across various industries. Their services include business planning, marketing support, market research, investment project valuation, and developing strategies in areas like marketing, personnel, and advertising. They have experience working with clients in manufacturing, food, pharmaceuticals, engineering, real estate, and other industries. Their team of young, educated professionals helps clients succeed through innovative methods and securing financing like loans and private investments.
Through the Global Challenges Research Fund (GCRF), Innovate UK will invest up to £9.3 million in innovation projects. The aim of this competition is to support demonstration-stage projects that have the potential to improve lives of people living in lower income countries and emerging economies. It will support projects that address one or more of the global societal challenges recognised as the UN Sustainable Development Goals through development of innovative, market-creating products and services. These projects should ultimately lead to the deployment of those products or services within those countries.
This is a two-phase competition. Phase 1 projects must explore the feasibility of running a demonstration project in phase 2 and applicants can use a human-centred design or technical feasibility approaches during this phase. A successful sub-set of phase 1 projects will be invited to apply for phase 2.
Funding has been allocated from the Global Challenges Research Fund (GCRF), a £1.5 billion fund to support cutting-edge research which addresses the problems faced by developing countries. GCRF will address global challenges through disciplinary and interdisciplinary research and innovation, and will strengthen capability for research and innovation within both the UK and developing countries, also providing an agile response to emergencies where there is an urgent research need. GCRF forms part of the UK's Official Development Assistance (ODA) commitment and will be awarded in a manner that fits with ODA guidelines.
Find out more about the GCRF Demonstrate Impact Programme: https://ktn-uk.co.uk/programmes/gcrf-demonstrate-impact-programme
Horizon 2020 - SME Support 2014-2020 - Jean-David Malo - Israel, May 16th 2012ISERD Israel
מצגת בנושא:
SME Measures in Horizon 2020
הועברה ע"י:
Mr. Jean David Malo, Head of Unit Financial Engineering, DG Research and Innovation, European Commission
ביום מידע "מנגנוני הורייזן 2020" לקראת תוכנית המסגרת הבאה למו"פ של האיחוד האירופי שהתקיים במשרדי ISERD 16.5.2012
This document provides an agenda and information for a workshop on demonstrating impact through responsible consumption and production projects funded by the Global Challenges Research Fund (GCRF) in Cardiff, UK. The workshop will include presentations on the aims and scope of the GCRF "Demonstrate Impact" competition, how organizations like Innovate UK, Welsh government, and the Knowledge Transfer Network can support applications, and examples of past GCRF projects. The competition will fund feasibility studies and demonstrations of innovations addressing the UN Sustainable Development Goals in developing countries.
#FIWAREPamplona - Training Day - European Public Funding Opportunities for SMEsMiguel García González
This document provides information on various European public funding opportunities for SMEs, including Horizon 2020. It describes Horizon 2020's structure, funding instruments, and opportunities for SMEs, such as the SME Instrument to support innovation projects. It also outlines other exceptions like the Fast Track to Innovation topic and PhD recruitment programs to support hiring researchers. Other funding opportunities discussed include Urban Innovation Actions led by cities and Lighthouse projects in Smart Cities.
Horizon 2020 Information & Brokerage Event: Circular Economy and PlasticsKTN
The workshop gave an overview of the forthcoming Horizon 2020 Societal Challenge 5, specifically Circular Economy and Plastic related research and Innovation Actions. Horizon 2020 is the European Union’s Research and Innovation Programme.
In summary, the event covered:
- Gather information on forthcoming 2020 topics;
- Discuss and refine your project ideas with potential partners;
- Join consortia forming around forthcoming 2020 topics.
Find out more about the Sustainability & Circular Economy Special Interest Group at https://ktn-uk.co.uk/interests/sustainability-circular-economy
COMMUNICATION FROM THE COMMISSION TO THE EUROPEAN
PARLIAMENT, THE COUNCIL, THE EUROPEAN ECONOMIC AND SOCIAL
COMMITTEE AND THE COMMITTEE OF THE REGIONS
Europe 2020 Flagship Initiative
Innovation Union
Kic InnoEnergy: Strategy, Maghrenov kickoff Barcelona - Day 2Maghrenov
KIC InnoEnergy's technology strategy consists of 3 building blocks: strategy and roadmaps, competence mapping, and a long-term vision. The strategy and roadmaps define the focus areas and actions for 2013-2017, competence mapping analyzes partners' capabilities, and the long-term vision depicts the energy landscape in 2022. Projects are selected based on criteria like time to market, impact, partners' leadership, and regulatory factors. Assessments consider the business case, risks, financials, operations, and compliance with KIC requirements. Tools are used to evaluate projects based on criteria such as consumer readiness, technology readiness, and market size. The document provides details on KIC InnoEnergy's process for developing and
GCRF Demonstrate Impact Competition Briefing - Edinburgh: Good Health and Wel...KTN
Through the Global Challenges Research Fund (GCRF), Innovate UK will invest up to £9.3 million in innovation projects. The aim of this competition is to support demonstration-stage projects that have the potential to improve lives of people living in lower income countries and emerging economies. It will support projects that address one or more of the global societal challenges recognised as the UN Sustainable Development Goals through development of innovative, market-creating products and services. These projects should ultimately lead to the deployment of those products or services within those countries.
This is a two-phase competition. Phase 1 projects must explore the feasibility of running a demonstration project in phase 2 and applicants can use a human-centred design or technical feasibility approaches during this phase. A successful sub-set of phase 1 projects will be invited to apply for phase 2.
Funding has been allocated from the Global Challenges Research Fund (GCRF), a £1.5 billion fund to support cutting-edge research which addresses the problems faced by developing countries. GCRF will address global challenges through disciplinary and interdisciplinary research and innovation, and will strengthen capability for research and innovation within both the UK and developing countries, also providing an agile response to emergencies where there is an urgent research need. GCRF forms part of the UK's Official Development Assistance (ODA) commitment and will be awarded in a manner that fits with ODA guidelines.
Find out more about the GCRF Demonstrate Impact Programme: https://ktn-uk.co.uk/programmes/gcrf-demonstrate-impact-programme
20141030_Taller ENV, EMB, TRA y LOG_Susana ÁlvarezRedit
The document discusses the Fast Track to Innovation Pilot (FTI Pilot) under Horizon 2020, the EU's research and innovation program for 2014-2020. The FTI Pilot aims to support projects that accelerate the market uptake of innovative solutions through activities like piloting and validation. Eligible projects must involve at least three partners from different EU countries and have a technology readiness level of at least 6. The FTI Pilot has a total budget of €200 million for 2015-2016 and proposals will be evaluated based on excellence, impact, and quality of implementation.
UKRI, in collaboration with the dept for Business Energy and Industrial Strategy, is seeking to invest up to £1 million to support collaborative projects to plan their route to cluster decarbonisation as part of the £170m Industrial Decarbonisation Challenge (IDC).
Background
As part of the UK’s Industrial Strategy Challenge Fund (ISCF), the IDC programme aims to accelerate the cost-effective decarbonisation of industry by developing and deploying low-carbon technologies. It aims to enable the deployment of infrastructure at scale by the mid-2020s.
It will support delivery of the Clean Growth Grand Challenge and the Industrial Clusters Mission, which has set an ambitious target to establish at least one low-carbon industrial cluster by 2030 and the world’s first net-zero carbon industrial cluster by 2040. The Mission, and this challenge, will help to place the UK at the forefront of the global shift to Clean Growth, by driving the technologies, services and markets to produce low carbon industrial products.
Find out more about the Industrial Strategy Challenge Fund at https://ktn-uk.co.uk/interests/iscf
This document provides an overview of Horizon 2020 funding programs and the Fast Track to Innovation (FTI) Pilot. It discusses the innovation support ecosystem in Europe and Northern Ireland. Key points include:
- Horizon 2020 aims to accelerate economic growth through business-led innovation and supports SMEs through programs like the SME Instrument and FTI Pilot.
- The FTI Pilot provides "last push" funding of €1-3 million for close-to-market innovation projects within defined focus areas. It has a bottom-up approach and proposals are evaluated on their potential impact.
- Support is available for SMEs throughout the innovation process from skills development to commercialization. This includes grants,
Kic innoEnergy, Maghrenov brokerage event for the call 2015Maghrenov
What is KIC InnoEnergy?
27 shareholders including industries, research centres and universities.
Headquartered in The Netherlands.
Local offices in Belgium, France, Germany, The Netherlands, Poland, Portugal, Spain and Sweden.
30 associate partners and 150+ participants in KIC IE activities.
Maghrenov workshop on capacity building EU: Master programme in the field of ...Maghrenov
- Who i am ?
- Institutional context of the ISSTEG
- Current State of the ISSTEG Programmes
- Internal Self-Assessment Framework
- Conceptual implementation
- Strenghs points
- Weaknesses points
- Areas of improvement strategies
The MAGHRENOV Consortium brings together partners from Europe (France, Spain, Netherlands, and Belgium) and Maghreb RegionB (Morocco and Tunisia), with expertise both from private and public sector, as well as research and education. Our shared goal is to establish a common Euro-Mediterranean innovation space in the Renewable Energy & Energy Efficiency (RE&EE) sector.
This document provides information about the Erasmus+ program, the EU's program for education, training, youth and sport for 2014-2020. Some key points:
- Erasmus+ will have a budget of €14.7 billion over 7 years, a 40% increase from the previous program, to support over 4 million people.
- The program aims to support transnational partnerships and mobility in higher education and vocational education through three Key Actions - learning mobility for individuals, cooperation for innovation and exchange of good practices, and support for policy reform.
- Learning mobility will receive 63% of the budget and support over 2 million students in higher education as well as staff exchanges. Cooperation projects will
MAGHRENOV Seminar on support to business creation: "Investing in the energy s...Maghrenov
Morocco is investing heavily in its energy sector to meet rapidly increasing demand. The strategy involves diversifying energy sources, improving efficiency, and integrating regional resources. Demand for electricity will double by 2020 and quadruple by 2030. The State Investment Company (SIE) supports this strategy by co-developing renewable energy and efficiency projects. SIE aims to cover the mid-tension sector through photovoltaics, boost private investment in efficiency, and support the renewable energy industry. National programs include solar and wind farms. SIE also seeks to launch the production of photovoltaic panels, LED street lamps, and solar water heaters in Morocco.
This document summarizes the EURO-MEDITERRANEAN COOPERATION ON RESEARCH & TRAINING IN SUN BASED RENEWABLE ENERGIES project. The project aims to promote education, jobs, and business in renewable energy through collaborations between EU and Mediterranean Partner Country partners. It has a budget of over 6 million euros and involves 17 partners from 8 EU countries and 9 Mediterranean countries working in the fields of photovoltaics, concentrated solar power, and grid integration. Key goals are to develop new renewable energy technologies, establish networking between partners, and launch an EU-Mediterranean Master's Degree in renewable energies through student and researcher exchanges.
Maghrenov workshop on capacity building EU: Renewable energy in Tunisia by Es...Maghrenov
1. The document discusses a meeting between two individuals to negotiate a business deal involving the sale of a company.
2. Details are provided about the negotiations including discussion of price, terms of sale, and closing date.
3. By the end of the meeting, the two individuals reached an agreement on selling the company for $11 million with a closing date in 30 days.
SOPHIA by Philippe Malbranch - Maghrenov workshop on research infrastructures...Maghrenov
The document summarizes the SOPHIA project which aimed to promote coordination among PV research infrastructures in Europe. The project involved 17 research organizations and 3 associations. It had three main activities: 1) Providing transnational access to 48 research facilities for 56 proposals, 2) Improving research infrastructure services through joint activities like benchmarking and validation, 3) Networking activities including workshops, databases and a strategic research agenda. The project concluded that increased coordination can provide better value through actions like harmonizing characterization, benchmarking, training and mutual access to infrastructures.
Chris Gauci: Maghrenov kickoff Barcelona - Day 1Maghrenov
1. From FP7 to Horizon 2020 – International cooperation + Energy From FP7 to Horizon 2020 – International cooperation instruments
2. 2014-2015 Work Programme for INCO+ENERGY
3. MAGHRENOV networking with FP7 Projects
4. Make the best of R2I clusters – H2020
MAGHRENOV deliverable 4.2: organisation of a network of associated partnersMaghrenov
This document describes the establishment and current status of the Maghrenov network of associated partners. Communication tools like the project website, social media, and newsletters have helped engage partners. Events have also expanded the network, with over 75 participants at a recent brokerage event. The network includes directly involved partners, similar projects, and indirectly engaged stakeholders. Moving forward, continued collaboration and planned workshops aim to further strengthen connections across the Mediterranean region.
European energy context an overview of EU priorities, Maghrenov brokerage eve...Maghrenov
The document outlines the European Union's energy strategies and priorities. It discusses the EU's 2020 strategy of reducing greenhouse gas emissions by 20%, increasing renewable energy to 20% of consumption, and improving energy efficiency by 20%. It also examines the 2030 strategy of further reducing emissions by 40%, raising the renewable energy share to 27%, and improving efficiency by 30%. Finally, it discusses the EU's goal in its 2050 roadmap of reducing emissions by 80-95% through decarbonizing the energy system and increasing renewable energy and efficiency. Energy security is a key priority, addressed in the EU's 2014 energy security strategy focusing on supply resources, energy corridors, diversification, and interconnection. The Energy Union initiative aims to further
This document provides information about a capacity building concept in energy engineering presented by Souheil El Alimi in Barcelona, Spain on June 19-20, 2014. It includes details about El Alimi's background and qualifications, an overview of Tunisia's energy context and statistics, descriptions of the National Engineering School of Monastir where El Alimi teaches, and curriculum details of the Energy Engineering Department.
Innovation week, Road map for renewables in palestine tubas as a model, by Ab...Maghrenov
This document provides an overview of the current energy situation in Palestine and a proposed roadmap for increasing renewable energy, with Tubas district as a model. Currently, Palestinians import most of their energy from neighboring countries at high costs. The proposed national renewable energy strategy by 2020 aims to generate 130MW of renewable energy through various technologies like solar, wind, and biogas. Tubas District Electricity Company (TDECO) is highlighted as a success story for implementing renewable energy projects, including a 470kWp solar PV project and a 105kWp project to power agriculture. The document outlines TDECO's plans to expand net metering, private sector projects, and rural electrification to increase solar production to potentially account for
The document summarizes the services of the UPC Research Valorization Unit in Barcelona, which aims to encourage and facilitate the protection, valorization, and transfer of UPC research results to companies and institutions. The unit provides various services to assess research projects, protect intellectual property, help find licensees, support commercialization, and provide statistics on projects assessed, patents applied for, startups created, and technologies licensed since 1998. It also describes the UPC Innovative valorization process and examples of startups supported by the program.
This document discusses a project to develop a solar flash-drying process for phosphates and mining sludge. The project aims to enhance scientific knowledge of flash drying using solar thermal energy. It involves developing a test bench and modeling different dryer designs. The project will fabricate a solar flash dryer pilot plant and study industrial-scale applications. Partners will coordinate the research, provide scientific expertise, host PhD students, and allow testing at their sites and facilities. The process could financially and environmentally benefit industries by reducing fossil fuel use and emissions. It also supports training students and generating intellectual property.
This document presents a vision for establishing an ERA-NET+ platform to continue the work of the MAGHRENOV project in a sustainable way after the project ends. It assesses the feasibility of an ERA-NET+ through a questionnaire of the MAGHRENOV network. It also explores two alternative options: continuing joint calls for proposals or establishing a joint undertaking with public and private organizations. The document concludes that political will and financial guarantees would be needed to establish any long-term cooperation beyond the project, and an ERA-NET+ or similar platform could help consolidate achievements if these challenges can be addressed.
The document summarizes a workshop held in Barcelona to define future needs for human resources capacity building between the EU and Mediterranean Partner Countries (MPC). The workshop included sessions on concepts of capacity building in MPC areas and private-public involvement. It aimed to agree on best collaboration models and tools to effectively create capacity building through higher education programs. A specific focus was structuring a joint EU-MPC Master's program. Presentations were given by representatives from research institutions and industry in Europe and MPC countries. The conclusions defined a taskforce to develop applications for ERASMUS+ programs aligned with the goals of the MAGHRENOV project. Annexes provide links to multimedia materials from the workshop like presentation slides
The document provides information on the EU's Horizon 2020 program for clean, secure and efficient energy for the 2016-2017 work program. It discusses the political context, budget details, focus areas of energy efficiency, low carbon technologies, and smart cities and communities. Cross-cutting activities and opportunities for SMEs are also outlined. Participation data from the April 2015 call showed 264 proposals submitted, with 16 receiving funding. Common weaknesses identified in proposals included limited innovation value, lack of market analysis, undefined user needs, and unsupported economic impact claims.
The document provides an overview of EU public funding opportunities through the Horizon 2020 (H2020) program. H2020 provides over €70 billion between 2014-2020 for research and innovation. It is structured around societal challenges, industrial leadership, and excellent science. Funding is provided through various instruments like Innovation Actions and Research and Innovation Actions. Eligible organizations can receive funding to cover personnel costs, subcontracting, equipment, travel and more. The SME Instrument and Fast Track to Innovation specifically support innovative small businesses through multi-phase programs including feasibility studies and demonstration projects.
Laura Di Giulio: digiulio@apre.it
For any information on the SME Instrument and Horizon 2020 opportunities for SMEs, please contact the SME team in APRE. We provide assistance on proposal preparation, partner search and guidance on all aspects of participation in the programme.
Thank you and good luck with your Horizon 2020 proposals!
EU Startup Services Capital Week AMS presentation 25-9c*funds
Presentation on EU funding opportunities given by EU Startup Services in collaboration with c*funds and B Amsterdam during the Capital Week Amsterdam 2017 on 25-9-2017.
Diego Pavía, CEO of EIT InnoEnergy
Workshp: Innovation and regulation in the framework of the energy transition -Funseam/ Tr@nsnet-
https://funseam.com/innovation-and-regulation-in-the-framework-of-the-energy-transition/
The European Commission presented details of a new €100 million "Fast Track to Innovation" (FTI) pilot action and five innovation prizes under Horizon 2020.
Catalyzing Growth through Industry-Academia CollaborationNorAzmi Alias
General presentation on CREST and its role in catalysing growth in industry through facilitation of collaboration between industry, academia and government in addressing specific challenges in the particular industry or sector. Presented at recently held ESTCON2018 at KLCC Convention Center, Malaysia.
Horizon 2020 - Ruolo di APRE e risultati del primo cut-offRomagna Tech
"Ruolo di APRE e risultati del primo cut-off"
Ruolo del National Contact Point
Esiti del primo semestre di call e la partecipazione dell’Italia
Focus esiti bandi EeB e Strumento per PMI
Presentazione di Massimo Borriello - Punto di Contatto Nazionale ENERGIA 2020 APRE
The WIINTECH project aims to support 2000 European SMEs and 300 research centers in internationalizing and accessing new markets. It is supported by the European Commission and involves clusters from 7 countries. The project focuses on helping SMEs in sectors like renewable materials and energy, recycling, and green transportation to cooperate with partners in countries like India, the US, Japan, and Brazil. It establishes agreements between European and international clusters to facilitate business partnerships and joint projects. The project aims to set up mentoring programs and business connections to help European SMEs establish operations abroad.
This document provides information on the SME Instrument 2014-2020, a funding program under Horizon 2020 to support innovative small and medium enterprises. It describes the three phases of support: Phase 1 provides feasibility assessment grants of €50,000; Phase 2 provides innovation project grants ranging from €500,000 to €2.5 million; and Phase 3 focuses on commercializing projects. Key application dates and evaluation criteria are also outlined to help applicants submit competitive proposals for funding.
An extract of the 90-pages CallforEurope Weekly Report on Calls for Proposals for funding from European Institutions and Agencies, with open deadline from now for the next 6 months.
The document provides an overview of the DISTRICT+ project which aimed to promote knowledge transfer and innovation between research institutions and businesses in European regions. It summarizes 6 sub-projects that were part of DISTRICT+: EAST INNO Transfer, KNOW-ECO, NGSP, NICER, SPWW, and STEP. Each sub-project identified and shared good practices from their work. In total 43 good practices are summarized related to topics like science parks, clusters, funding for innovation, and knowledge transfer partnerships. The document concludes by discussing future opportunities for regional innovation under Horizon 2020 and smart specialization strategies.
20140130_Infoday regional H2020_ICT_Mariano Alcañiz y Fernando RicoRedit
This document discusses the ICT-LEIT Horizon 2020 program's 2014 calls. It begins by introducing the key players in ICT-LEIT H2020, including the Spanish delegation and CDTI contact points. It then outlines changes from FP7 to H2020, such as a greater focus on innovation. The core sections describe the 2014 calls, which cover areas like components and systems, future internet technologies, content technologies, robotics, micro- and nanoelectronics, and cross-cutting activities. Evaluation criteria for proposals are also discussed, emphasizing innovation.
This document provides guidance for applicants on submitting proposals for the FP7-ICT-2013-11 call for large-scale integrating projects (IPs). It outlines the purpose of IPs, which aim to generate new knowledge and technologies to improve European competitiveness or address societal needs through clearly defined scientific objectives. IPs involve at least three independent legal entities from different EU countries and have a comprehensive, integrated set of activities to achieve specific deliverables. The guide provides information on proposal structure, evaluation criteria, and the application process for this funding opportunity.
OPEN DEI Project Overview - OPEN DEI 1st Energy Domain WorkshopOPEN DEI
The OPEN DEI project aims to coordinate and support digital platform and pilot projects across multiple sectors. It coordinates 26+ projects in manufacturing, agrifood, energy, and healthcare. The goal is to identify synergies, promote cross-fertilization, and support knowledge transfer between the projects. OPEN DEI takes a four-fold approach of supporting digital platforms, large-scale pilots, ecosystem building, and facilitating standardization. It seeks to increase the impact of projects selected under the EU's Digital Europe initiative.
Horizon 2020 European Grants: Should Your Portfolio Companies Apply?Zaz Ventures
In 2014-2015, the European Commission awarded 500M Euros of non-dilutive, non-reimbursable funding to innovative SMEs via its dedicated SME instrument, aiming to fill gaps in funding for innovative companies that are 1-2 years away from commercialising a new product/service or an improved version of an existing product/service.
In 2016-2017, the European Commission will award 740M Euros of grants to innovative SMEs with up to 2.5M Euros for a single applicant. Can your portfolio companies benefit? Do they have what it takes to succeed in this programme?
There are 3 phases and 13 topics under the SME instrument, making it difficult for an organization to navigate this "jungle". This presentation will allow you to:
Learn more about the SME instrument requirements and benefits
Select the right phase and topic to maximize your odds of success
Get the latest statistics including success rates and cut-off scores per topic
Understand key success factors from 40+ funding applications and 15 successful proposals
Learn how to select in your investment portfolio the companies best suited for this programme.
Similar to KIC InnoEnergy and IRESEN joint call is open: consult the "GUIDELINES - INNOVATION PROPOSALS 2015-1” (20)
MAGHRENOV International Conference ProgrammeMaghrenov
TITLE:
Euro-Med innovation in sustainable energy
WHEN: 11 & 12 February 2016
WHERE: La Villa Méditerranée - Marseille - France
ORGANISATOR: MAGHRENOV
MAJOR PARTNER: CAPENERGIES
GUEST: MARE
EXHIBITION OF EURO-MED ECONOMIC ACTORS: Startups, Firms, Laboratories, Universities, etc.
White paper concerning new educational entrepreneurial programsMaghrenov
This document summarizes a white paper concerning new educational entrepreneurial programs in renewable energy and energy efficiency in Morocco and Tunisia. It analyzes the current state of education and training in these fields in both countries, identifying strengths and weaknesses. It then provides recommendations to address challenges, including establishing political dialogue on Euro-Med cooperation in higher education, expanding bilateral cooperation programs, creating a new Euro-Med master's program, and forming a network of training structures in renewable energy and energy efficiency. The recommendations aim to foster development of an Euro-Mediterranean innovation space in these industries.
White paper concerning new adequate infrastructureMaghrenov
This document provides a white paper on new adequate research infrastructures for renewable energy and energy efficiency in the Euro-Mediterranean region. It analyzes the current state of research infrastructures in Morocco and Tunisia, and provides recommendations to stakeholders and decision-makers. The recommendations include integrating research infrastructures within Euro-Med innovation policy, equipping research centers in Mediterranean partner countries with test platforms, fostering shared use of large equipment across the region, developing databases to serve research and industry needs, and implementing networks of expertise. The overall aim is to stimulate discussions and partnerships to promote development of new research infrastructures in renewable energy and energy efficiency.
MAGHRENOV deliverable 3.7: Workshop articulating with ESFRI agendaMaghrenov
This document summarizes a workshop focused on research and innovation infrastructure needs for renewable energy and energy efficiency in the EU and Maghreb countries.
The workshop included two panels that discussed regional needs for such infrastructures and opportunities for sharing resources. Speakers from Spain, Tunisia, Morocco and France shared perspectives on existing infrastructure in their countries and priorities for development. Key topics included the need to map, share and certify equipment, as well as opportunities for multilateral collaboration.
The workshop aimed to help articulate results with the European Strategy Forum on Research Infrastructures agenda and roadmap to support coordinated infrastructure development in renewable energy across Europe and North Africa.
MAGHRENOV deliverable 3.6: List of existing facilities along with the ESFRI c...Maghrenov
MAGHRENOV deliverable D3.6 aims at the
establishment of a database of existing research infrastructures in Maghreb area taking into consideration the ESFRI classification scheme and also the existing data from ESFRI.
The methodology was based on an integrated approach focused on questionnaire, documents studies, survey,
and interviews with experts.
MAGHRENOV deliverable 3.4: Catalogue of evaluated competenceMaghrenov
A Competence Mapping is a strategic exercise that intends to map against identified priorities the existing competencies of players in a specific domain.
In MAGHRENOV, the intention is to deploy the Competence Mapping methodology in order to characterize the regional innovation competencies in the fields of Renewable Energy and Energy Efficiency. Similar to the KIC InnoEnergy methodology, the objective is to characterize these competencies against Maghrenov’s identified priorities, as contained in Maghrenov’s Strategy and Roadmap and to identify best players and competencies in these priorities. To date, Maghrenov Roadmaps cover 47 priorities in Renewable Energies, and 78 priorities in Energy Efficiency, for a total scope of 125 priorities overall.
MAGHRENOV deliverable 5.1: Tested service package for entrepreneursMaghrenov
MAGHRENOV deliverable 5.1 aims to create a Tested Service Package for entrepreneurs to be implemented within the Maghreb regions participating in the Maghrenov projects: Morocco and Tunisia.
Executive sumary : main findings on the Industrial internship :
• Focused to MSc students.
• The content should be quite specialized from the technical point of view
• Duration of the internship according to the level of the candidate (from 3 to 1 year)
• Type of immersion: industry and/or research centre
• Mobility is welcome at all levels (from professional to post-doc)
Executive Summary
The main findings are summarized below.
for the MSc program are:
• Preferred candidates: engineers (chemical, electrical, energy, mechanical)
• Selection based essentially on a personal interview (touch or Skype-like) and the English level
• Duration: preferred 2 years (120 ECTS)
• Mobility should be mandatory
• Content of the syllabus: tech transversal, innovation and management
• Vision of the MSc, more oriented to the professional side vs the research side
• Optimal number of students in the classroom: between 10 and 20
MAGHRENOV deliverable 2.1: Roadmap of an EU-MPC entrepreneurial education pro...Maghrenov
Executive Summary : this report is a practical approach to plan the development of educational programs intended to create a new generation of game changers in the Maghreb Partner Countries (MPC)
MAGHRENOV deliverable 5.2: 3 seminars with other R2I projects Medspring and B...Maghrenov
This deliverable 5.2 presents the preparation and organisation of the three seminars on Business
creation, which took place over a six month period, from December 2014 to May 2015.
MAGHRENOV deliverable 3.8 Investments opportunities report on research infras...Maghrenov
This document summarizes the current state of research infrastructures in Europe, Morocco, and Tunisia related to renewable energy and energy efficiency. It finds that while Europe has a rich and dynamic research infrastructure landscape guided by a coherent strategy, infrastructure in Morocco and Tunisia is more dispersed across various projects and laboratories. It then outlines major funding programs and opportunities for research infrastructure development in the region, including the European Strategy Forum for Research Infrastructures, the Facility for Euro-Mediterranean Investment and Partnership, and Horizon 2020. Key principles for effective research infrastructure investment are discussed. Finally, recommendations are provided to improve research infrastructures across macro, meso, and micro levels.
Tunis workshop Maghrenov- République Tunisienne, Ministère de l'enseignement ...Maghrenov
Tunis workshop Maghrenov- République Tunisienne, Ministère de l'enseignement supérieur et de la recherche scientifique Direction Générale de la valorisation de la recherche
The document discusses KIC InnoEnergy and the Maghrenov project. Some key points:
- KIC InnoEnergy is a European company that works on innovation, business creation, and education in sustainable energy.
- The Maghrenov project aims to bridge the gap between research and innovation in renewable energy and energy efficiency through EU-Maghreb country collaboration.
- Maghrenov focuses on areas like education, research & infrastructure, innovation & business creation, and policy support to achieve its goals of testing the Euro-Mediterranean Innovation Space.
Optimizing Post Remediation Groundwater Performance with Enhanced Microbiolog...Joshua Orris
Results of geophysics and pneumatic injection pilot tests during 2003 – 2007 yielded significant positive results for injection delivery design and contaminant mass treatment, resulting in permanent shut-down of an existing groundwater Pump & Treat system.
Accessible source areas were subsequently removed (2011) by soil excavation and treated with the placement of Emulsified Vegetable Oil EVO and zero-valent iron ZVI to accelerate treatment of impacted groundwater in overburden and weathered fractured bedrock. Post pilot test and post remediation groundwater monitoring has included analyses of CVOCs, organic fatty acids, dissolved gases and QuantArray® -Chlor to quantify key microorganisms (e.g., Dehalococcoides, Dehalobacter, etc.) and functional genes (e.g., vinyl chloride reductase, methane monooxygenase, etc.) to assess potential for reductive dechlorination and aerobic cometabolism of CVOCs.
In 2022, the first commercial application of MetaArray™ was performed at the site. MetaArray™ utilizes statistical analysis, such as principal component analysis and multivariate analysis to provide evidence that reductive dechlorination is active or even that it is slowing. This creates actionable data allowing users to save money by making important site management decisions earlier.
The results of the MetaArray™ analysis’ support vector machine (SVM) identified groundwater monitoring wells with a 80% confidence that were characterized as either Limited for Reductive Decholorination or had a High Reductive Reduction Dechlorination potential. The results of MetaArray™ will be used to further optimize the site’s post remediation monitoring program for monitored natural attenuation.
Kinetic studies on malachite green dye adsorption from aqueous solutions by A...Open Access Research Paper
Water polluted by dyestuffs compounds is a global threat to health and the environment; accordingly, we prepared a green novel sorbent chemical and Physical system from an algae, chitosan and chitosan nanoparticle and impregnated with algae with chitosan nanocomposite for the sorption of Malachite green dye from water. The algae with chitosan nanocomposite by a simple method and used as a recyclable and effective adsorbent for the removal of malachite green dye from aqueous solutions. Algae, chitosan, chitosan nanoparticle and algae with chitosan nanocomposite were characterized using different physicochemical methods. The functional groups and chemical compounds found in algae, chitosan, chitosan algae, chitosan nanoparticle, and chitosan nanoparticle with algae were identified using FTIR, SEM, and TGADTA/DTG techniques. The optimal adsorption conditions, different dosages, pH and Temperature the amount of algae with chitosan nanocomposite were determined. At optimized conditions and the batch equilibrium studies more than 99% of the dye was removed. The adsorption process data matched well kinetics showed that the reaction order for dye varied with pseudo-first order and pseudo-second order. Furthermore, the maximum adsorption capacity of the algae with chitosan nanocomposite toward malachite green dye reached as high as 15.5mg/g, respectively. Finally, multiple times reusing of algae with chitosan nanocomposite and removing dye from a real wastewater has made it a promising and attractive option for further practical applications.
Improving the viability of probiotics by encapsulation methods for developmen...Open Access Research Paper
The popularity of functional foods among scientists and common people has been increasing day by day. Awareness and modernization make the consumer think better regarding food and nutrition. Now a day’s individual knows very well about the relation between food consumption and disease prevalence. Humans have a diversity of microbes in the gut that together form the gut microflora. Probiotics are the health-promoting live microbial cells improve host health through gut and brain connection and fighting against harmful bacteria. Bifidobacterium and Lactobacillus are the two bacterial genera which are considered to be probiotic. These good bacteria are facing challenges of viability. There are so many factors such as sensitivity to heat, pH, acidity, osmotic effect, mechanical shear, chemical components, freezing and storage time as well which affects the viability of probiotics in the dairy food matrix as well as in the gut. Multiple efforts have been done in the past and ongoing in present for these beneficial microbial population stability until their destination in the gut. One of a useful technique known as microencapsulation makes the probiotic effective in the diversified conditions and maintain these microbe’s community to the optimum level for achieving targeted benefits. Dairy products are found to be an ideal vehicle for probiotic incorporation. It has been seen that the encapsulated microbial cells show higher viability than the free cells in different processing and storage conditions as well as against bile salts in the gut. They make the food functional when incorporated, without affecting the product sensory characteristics.
Evolving Lifecycles with High Resolution Site Characterization (HRSC) and 3-D...Joshua Orris
The incorporation of a 3DCSM and completion of HRSC provided a tool for enhanced, data-driven, decisions to support a change in remediation closure strategies. Currently, an approved pilot study has been obtained to shut-down the remediation systems (ISCO, P&T) and conduct a hydraulic study under non-pumping conditions. A separate micro-biological bench scale treatability study was competed that yielded positive results for an emerging innovative technology. As a result, a field pilot study has commenced with results expected in nine-twelve months. With the results of the hydraulic study, field pilot studies and an updated risk assessment leading site monitoring optimization cost lifecycle savings upwards of $15MM towards an alternatively evolved best available technology remediation closure strategy.
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REVISION DESCRIPTION DATE
0 Original version 01/12/2014
0.1 Review 1: KIC IE IBERIA (ES) 18/12/2014
0.2 Review 2: KIC IE France (FR) 26/01/2015
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TABLE OF CONTENTS
1. INTRODUCTION..........................................................................................................................4
2. REQUESTED INFORMATION FOR SUBMISSION OF PROJECT PROPOSAL .......................7
3. FEASIBILITY STUDY – WP0.....................................................................................................14
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1. INTRODUCTION
These guidelines have been written primarily to assist those willing to submit an innovation project proposal to
the Joint IRESEN - KIC InnoEnergy Call 2015-1 – MOR EU InnoEnergy Call – launched in the framework of
the MAGHRENOV Project (FP7-R2I Project).
The MAGHRENOV Project addresses Mediterranean innovative markets in the field of Renewable Energies
and Energy Efficiency (RE&EE) with three main objectives:
- Explore practical methods devoted to capacity building and to fostering innovation on Mediterranean
RE&EE markets;
- Favour convergence between EU and MPCs initiatives both for the development of sustainable
energies adapted to regional specificities and for the establishment of a shared and dynamic
Research and Innovation Systems (R&IS) in the domain;
- Create real mobility between young academics and entrepreneurs in both regions (EU and MPC)
making use of the build-up capacity.
This Joint Call for Innovation Projects is co-financed by two partners of MAGHRENOV project – IRESEN and
KIC InnoEnergy SE.
IRESEN is a Moroccan organization dedicated to applied R&D in Renewable Energies. IRESEN was founded
to take R&D in applied science to nationwide scale, develop innovation and encourage networking. IRESEN
has also the task of defining research lines as well as conducting, financing and managing projects. IRESEN
is gradually growing and expanding its fields of work and infrastructure based on R&D’s demand and needs; in
addition to ensuring supporting and backing up university research and encouraging collaboration between
universities and companies.
KIC InnoEnergy SE is a European company fostering the integration of education, technology, business and
entrepreneurship and strengthening the culture of innovation. KIC InnoEnergy’s vision is to become the
leading engine of innovation in the field of sustainable energy. KIC InnoEnergy has been designated as a one
of the first three Knowledge and Innovation Communities by the EIT’s Governing Board on 16 December 2009
in Budapest. KIC InnoEnergy addresses sustainable energy as its priority area. KIC InnoEnergy is a world
class alliance of top European players with a proven track record. The Consortium consists of 27 shareholders
and additional 200+ partners - companies, research institutes, universities and business schools covering the
whole energy mix. They are organised around six offices: France, Benelux, Germany, Iberia, Poland Plus and
Sweden.
Other members of the MAGHRENOV Consortium are:
- R&D Maroc (Morocco)
- UPC (Spain)
- ANME (Tunisia)
- ITEMS (France)
Eligibility criteria towards projects, as defined by consortia partners, are following:
- Goal of innovation project is to develop products or services to be sold on the market
- A least one company commercializing products or services must be involved since the beginning
- At least one existing KIC InnoEnergy partner has to be part of consortium
- At least one Moroccan partner has to be part of consortium
- At least one company of the consortium must have more than 8 permanent employees
- At least one partner of KIC InnoEnergy must have a significant role in the project
- At least one partner from Morocco must have a significant role in the project
- Number of partners of consortia should be between 3 and 7
- The topic of project should fall within one of MAGHRENOV specific Roadmaps (Energy Efficiency or
Renewables)
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The guidelines presented hereafter, are intended to provide support in two different phases of the project
lifetime.
1. Submission of the project proposal
2. Development of WP0- feasibility study, once the project has been selected.
The WP0 – feasibility study – is a comprehensive analysis, covering different aspects that need to address at
least the requirements detailed in Section 3.
Out of this comprehensive analysis, a small subset of questions has been selected for the proposal phase
(see Section 7 - Business Development in the proposal template). Only those questions that are essential for
the assessment of the proposal are included. It is expected that provided answers result from a basic analysis
that is already existing or performed during the proposal phase.
During the feasibility study phase, those answers already provided at the submission, shall be reassessed by
performing a deeper analysis.
The following table provides an overview of the questions included in both the proposal and WP0-feasibility
study phases.
Proposal WP0
1 What problem does my product/service solve?
1.1 What problem does your product/service solve? x x
1.2 Which customer need does it satisfy? x x
2 Macro- Environment and system analysis
Macro- Environment analysis
2.1 How the macro-environmental factors affect your product? B D
Value chain analysis
2.2
Describe the value chain related to your product/service. Are the
different players available and connected?
x x
2.3
Does the value chain need changes in order to introduce your products/
services? If yes, how do you expect to deal with it? x
3 Market analysis
Market research
3.1 Current market size and growth in next 5 years x x
3.2 Market structure and market share (%) x
3.3
Market trends (5 years period) and % of growth (by technology and
geography)
x
3.4
How large will be the Total Addressable Market (TAM) be in the
following 5 years?
B D
Segmentation- Targeting
3.5
Who are your customers and what are their characteristics? Customer
analysis
x x
3.6
Which are their needs in relation to the product/service? How are they
currently covered?
B B
3.7 Which market segments do you identify? x
3.8 Which market segments do you target? x
Competitive analysis
3.9
Are there similar products in the market? Please specify your
competitive advantage.
B D
3.10 Which are the key players (competitors) in the different market x
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segments?
3.11 Comparison of the competitors' key products by characteristics x
3.12
Define the positioning mapping according to the variables that
differentiate yourself from competitors and that are valuable for your
customers
x
3.13 Threat of substitute products/ services x
3.14
Threat of new entrants. Are you aware about other similar products
under development?
x
4 Value proposition for customer
4.1 Why will the customer buy your solution and what will he renounce to? B x
4.2 Quantify the impact of your product/service for the customer x
5 Product / Service definition
5.1
Specify and quantify the characteristics and attributes of the
product/service to be developed in terms of cost, performance,
efficiency, etc. When relevant, quantify process overall energy / mass
balance.
B D
5.2
What is innovative about the product/service? What are the
differentiating features of my product/service? To what extent is it
unique?
x
5.3
What will be the state of development of the product at the end of the
project?
D D
5.4
What is the underlying technology for the new product/service to be
developed?
B x
6 IPR Protection
6.1 Provide background IP B D
6.2 How do you intend to protect foreground IP developed in your project? D
6.3 Provide "freedom to operate" analysis x
7 Initial Business Model
7.1 Exploitation strategy definition x
7.2 Initial Business Model x
8 Investment and financial return
8.1
Expected product specific P&L for the 5 years after the completion
of the project. Quantify the required yearly investments.
B D
8.2 How do you plan to get such an investment? x x
8.3
Expected return on investment for KIC (ROI). Precise mechanism and
foreseen yearly amounts.
x x
9 Project plan
9.1 Project duration x x
9.2 List of partners x x
9.3 Project organization (Gantt chart) including Gate reviews (Go/No Go) x x
9.4 List of milestones and deliverables x x
9.5 Budget x x
9.6 Risk analysis with mitigation plan B D
x: To be delivered
B: To be delivered as a result of basic analysis
D: To be delivered as a result of in-depth analysis
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2. REQUESTED INFORMATION FOR SUBMISSION OF PROJECT PROPOSAL
Those consortia interested in submitting a project proposal need to fill the template available as Annex 3 to the
General Document - Call for Innovation Proposals 2015. The template in MS Word format can be used for
preparation purposes and for sharing information with other partners in the project consortium.
All the documents and instructions for submission can be found on web site http://maghrenov.eu/.
According to the admissibility criteria, only proposals that are complete, duly signed and submitted in time will
be considered.
In the following, further details about the information requested in the template are given.
1.- Information on PARTICIPATING INSTITUTIONS
Participant legal name: State the name of the organization being partner of the consortium. In the case
that different departments of the same organization (e.g., university) are involved, consider a single entry.
Take notice: The first line for the project leader organization.
Country: Name of the Country where each organization is located. A KIC InnoEnergy Office will be
assigned after the project has been approved.
Organization type: Please select among the following options: “large industry”, “SME”, “research centre”,
“university”, “business school” or “start-up/Venture”. In case none of these options is suitable, introduce
your own type of organization.
Existing KIC partner: If your company participate or has participated in a project with KIC InnoEnergy
state Yes. If your company is not participating in a project but is a formal or associate partner of KIC
InnoEnergy fill in “Yes” otherwise fill “No”.
Accountable person: Name of person empowered by each partner organization to decide on the
involvement in the consortium.
2.- EXECUTIVE SUMMARY
2.1.New products, services, processes and associated “Total Addressable Market” (TAM)
1. List new products and services to be developed in the frame of the innovation project.
2. Select what the result of the project is: a “product” or a “service”. Use more than one line for more than
one result. It is possible to select a product and a service for one product.
3. Select if the market introduction of the new product/service is dependent on current or future regulation.
Select “Yes” / “No”.
4. State the degree of innovativeness for each product: “incremental” or “disruptive”.
5. State the type of impact on market and society expected by each product or service developed in the
project. A single product can produce one or several types of impact. This impact should be explained in
the Project description (question 3).
6. State who will be the buyer of your product or service. One or several types of buyers are possible.
7. For each of the products/services, please include Total Addressable Market (TAM). For definition of TAM,
please see Section 7.2.2.
8. Give the date (year) of the expected Market launch of the product/service.
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2.2.Narrative summary of proposal
In half a page, please explain to non-specialists the problem or need addressed by the project, The solution,
the innovation, the value chain, the total project amount, the market value for the commercialization partner.
3.- PROJECT DESCRIPTION
In maximum three pages, please provide a detailed free-style description of the project.
Include a clear description of the product or service that will be developed and commercialized.
4.- KEY ACTIVITIES OF EACH PARTNER WITHIN THE PROJECT
Start for all the organizations (except for universities) with the following information:
- Revenue the last 3 years.
- Number of current employees.
- Date of establishment.
- Holding organization (if any) .
Please describe the role of each partner within the project. Explain the main tasks per Work package in which
each partner is involved.
5.- OVERALL PROJECT PLAN
Provide a plan for the whole duration of the project in the form of a Gantt chart (or other type of graphical
representation), broken down into different work packages. Include in your plan most relevant deliverables,
milestones and gate reviews. The plan should be scheduled in Years, and Month’s.
Gate reviews shall be considered as effective risk management mechanisms to be implemented by the
consortium in order to check feasibility of the project along the way to the market. A first gate review
addressing the content detailed in Section 3 (WP0 gate review) shall be scheduled before the end of 2015.
Other gate reviews related to the achievement of certain milestones should be considered in the project plan.
6.- WORK PACKAGES
There are two compulsory work packages:
WP0 – Feasibility study
KIC InnoEnergy and IRESEN require all consortia to perform a detailed feasibility study before the end of
2015. The content and details of the feasibility study are described in Section 3 of this document.
Upon delivery of the feasibility study, IRESEN and KIC InnoEnergy will perform a gate review of the project.
Those projects not showing convincing feasibility will be stopped.
WP1 – Project Management
All projects shall include a work package devoted to project management. The role of the project management
is described in Annex 5. This work package may include other horizontal actions such as communication and
dissemination, PSB meetings, IRESEN - KIC InnoEnergy reviews, etc.
For each of the different work packages included in your project plan, please provide further detail using the
following chart.
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WORK PACKAGE DESCRIPTION WP No XXX
Work package Title
[Select] KAVA or
KCA (ONLY FOR KIC
PARTNERS)
Task leader
Institution(s): … can be more than one
Objectives:
Tasks:
Task i.1 (institution)
Task i.2 (institution)
Deliverables:
D i.1 (with date)
D i.2
Objectives: The tangible end results of the work packages.
Tasks: Which company has to do what in which sequence to come to the result of the WP
Deliverables: The tangible detail results with name and delivery date (in month).
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7.- BUSINESS DEVELOPMENT
7.1.- Purpose of product/service?
7.1.1. What problem does your product/service solve?
Definition of the problem that is going to be solved by the product/service to be developed from a customer
perspective.
7.1.2. Which customer need does it satisfy?
Answer this question not from a technology perspective, but putting yourself in the shoes of your customer.
7.2.- Market analysis
7.2.1. Describe the value chain related to your product/service. Are the different players available and
connected?
The value chain (also known as supply chain) is the sequence of different processes and actors that are
involved in producing goods (and services), starting with raw materials and ending with the delivered
product. The commercialization company who will sell the product/service should be in the consortium. Plot
the consortium partners in the value chain.
7.2.2. How large will be the Total Addressable Market (TAM) be in the following 5 years?
The TAM (Total Addressable Market) is an estimate of how much a company would make in sales if there
were no other competitors. It can be calculated like:
TAM = Market size in units * price of your product
Please take as the starting point the year when the product(s) will be launched.
7.2.3. Who are your customers and what are their characteristics? (Customer analysis)
Provide customers’ profile and their needs. (what are they searching for?)
7.2.4. Are there similar products in the market? Please specify your competitive advantage.
List existing products in the market that solve the same need as your product/service does. Why will a client
buy your solution instead of another one? What are your USP’s (Unique selling points? Or show a SWOT
matrix of your product))
Put this comparison preferably in a table for easy overview.
7.3.- Value proposition for customer
7.3.1 Why will the customer buy your solution and what will he renounce to? (Cost-benefit analysis, list
benefits provided to consumers vs. "renouncement" required)
The value proposition consists in thinking about the searched benefits for your customer. The added value
you are creating to your customer should be contrasted with the required costs as well as knowledge
adaptation. Are benefits higher than costs?
7.4.- Product/service definition
7.4.1. Specify and quantify the characteristics and attributes of the product/service to be developed in terms
of cost, performance, efficiency, etc. When relevant, quantify process overall energy / mass balance.
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Define the expected applications of the product or service and its main attributes including formal product
specifications comprising (i) target production cost, (ii) performance, (iii) lifetime, etc. If the product is build
out of one or several processes give the energy or mass balance to explain the added value of your solution.
7.4.2.- What is the underlying technology for the new product/service to be developed?
Explain the technology that is used for the development of this product/service. The explanation should give
information how the transfer of the technology will be kept in the product.
7.5.- Intellectual Property
7.5.1.Provide background IP (list only the main IP assets)
Provide the background patents, copyrights or secret know-how of this innovation project. (Name and
numbers.)
7.5.2.- How do you intend to protect IP generated in your project?
Foreground Intellectual Property Adoption /Transference to Industrial Process
Type IP
description
Identification
date
Filing plan
date
Process
description
Planned adoption /
transfer date
Receiving industry
name(s)
Patent …
Secret KH … n.a. n.a.
Copyright … n.a. n.a.
IP KPI: On the IP field, KIC InnoEnergy and IRESEN recognize 3 types: patents, secret know how and
copyright. Here is only the foreground IP required to mention. For the proposal it is enough to describe the
area where the IP will be created. The filling and registration dates will be planned dates.
Adoption / Transference to industrial process: where, when and in which production process and by which
company will the IP be used?
7.6.- Investment and financial return
7.6.1. Expected product specific P&L for the 5 years after the completion of the project. Quantify the required
yearly investments since beginning of project until positive cash flow.
Estimate what is the approximate investment needed from the start of the project to the moment that this
developed product/service has a positive cash flow.
7.6.2. Please provide a sensitivity analysis for the revenues.
What vectors will affect the revenue of this product/service. E.g. governmental regulation, market price, CO2
price, etc.
7.6.3 How do you plan to get the required investment?
Describe which are the intended sources of funding to reach the total investment mentioned in 7.6.1.
7.6.4 .- Expected return on investment for KIC InnoEnergy and IRESEN.
PRECISE MECHANISM AND FORESEEN YEARLY AMOUNT (in k euro).
Which is the Return on Investment (ROI) for KIC InnoEnergy? Which is the Return on Investment (ROI) for
IRESEN? Please fill the template. Note it is a excel form so DoubleClick to open the format and fill in.
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The ROI of the project will be shared between KIC InnoEnergy and IRESEN according to own funding level.
7.6.5 Please describe what the base for the ROI payments is. E.g., revenue share, equity, license royalties,
or any other means.
This template should be filled as follows: the year of the expected market entry is Year 1. Fill in the years
after.
Fill in per year what the expected return is to KIC InnoEnergy and IRESEN. Fill in the total amount of
KIC IE/IRESEN funding your consortium is requesting. Fill in the base of the return of investment to KIC and
IRESEN. Such as revenue sharing, royalties, license, shares, etc.
Please note that KIC InnoEnergy and IRESEN expect the return of their total investment in the project around 5 years
after market introduction. This shall by no means be interpreted as a limitation of the total proposed ROI to KIC
InnoEnergy and to IRESEN.
8.- COMPLIANCE WITH ADDITIONAL REQUIREMENTS
How does the project take care for the integration of students, academics and educational organizations? (If
any, please specify links with KIC InnoEnergy education programs: http://www.kic-
innoenergy.com/education/).
Here you have to address the participation of the education part of the Knowledge triangle. It can be student
work, master thesis, PhD study, internship, etc.
9.- RISK ASSESSMENT:
9.1.- Self-assessment of risks of project with associated mitigation measures
Describe which are the main risks in your project due to internal aspects such as technical, financial, team
competences, etc. What actions are planned to mitigate such risks? Fill this in the table.
Nature of risk
Likelihood
Impact
Severity
Mitigation measures
Add lines if required
Likelihood: 1 = improbable; 2 = unlikely; 3 = possible; 4 = likely; 5 = probable
Impact: 1 = light; 2 = serious; 3 = major; 4 = catastrophic
Severity = Likelihood x Impact
9.2.- About the partnership (added-value of the co-operation-complementarities between partners)
Explain:
Why is each partner required?
Why are these the right partners? What competences do they bring?
Why are the partners complementary in terms of value chain and background knowledge?
Which type of partner is not in the consortium and what are the risk related to that.
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10.- BUDGET BREAKDOWN
The budget needs to be constructed according to the information requested in the CIP15 –
Annex 3C Budget.xls file. This file consists of several tabs where different types of information are requested.
If additional information is required please contact the KIC InnoEnergy Office near to you or IRESEN Office to
ask for support of the finance team.
10.1.- Overall project information
Partners & Work Packages – start introducing the information about the partners and work package
structure of your project. This information will automatically feed other tabs.
Exhibit 1.3 – do not fill. This is automatically generated as an aggregation of each partner’s budget
information.
Budget by nature (KAVA for KIC Partners) – do not fill. This is automatically generated as an
aggregation of each partner’s budget information.
10.2.- Individual Partner Budget Information
Budget for each partner shall be specified:
Part. X BUDGET (KIC Added-Value Activities - KAVA - for KIC InnoEnergy Partners only) – For
partner X and each year, provide for every Work Package, costs broken down into the different cost
categories. For indirect costs, ask the finance department in your company.
Part. X BUDGET (KIC Complementary Activities – KCA - for KIC InnoEnergy Partners only) – For
partner X and each year, provide information related to complementary activities.
Part. X Fundings – For partner X and each year, provide how you will fund the KAVA activities (for KIC
InnoEnergy Partners). Note that by default, all the KAVA cost is considered to be funded by partner
own resources. Funding allocated to other types of sources is automatically deducted from the
“partner own resources” category.
For complementary funding the same approach as for KAVA shall be followed.
11.- CV OF PROJECT MANAGER
Please attach file with the CV of the proposed project manager.
Please SEE THE REQUIREMENTS OF THE PROJECT MANAGER IN THE RELATED DOCUMENTS.
If such a project manager is not available in the consortium state in your proposal that KIC InnoEnergy or
IRESEN should propose a project manager.
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3. FEASIBILITY STUDY – WP0
WP0 will be required only after selection of project.
Introduction
Why?
The aim of the Call Innovation Projects is to launch new products and services on the market. This implies
paying attention not only to the technology but also to market, IP and financial issues that could be the
deciding factors for the feasibility of the project.
The “Feasibility Work Package” (under the acronym of WP0) has been developed to have a holistic
perspective about the opportunities of the project. It offers guidelines for Innovation Projects’ leaders and
participants, by posing the key questions that need to be tackled from the very beginning of the projects.
What?
This WP0 offers guidelines to understand the different questions required for this call to assess the feasibility
of the project.
The WP0 is composed of 9 chapters with various questions related to market analysis, IPR protection, initial
business model, investment analysis, etc. Each chapter goes with an explanation about each question that
need to be answered. This should help project participants to properly understand what is demanded.
Instructions
The WP0 shall include all the information demanded in this present document. Therefore, all questions shall
be answered and properly analysed. Performed analyses should be robust and convincing, in order to show
evidence of the feasibility of launching your product/service into the market successfully.
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Feasibility Work Package Questionnaire for Innovation Projects
I. SECTION 1: WHAT PROBLEM DOES MY PRODUCT/SERVICE SOLVE?
THE OBJECTIVE OF THIS SECTION IS: Understand why this project is relevant and the existence of
unanswered needs that could be fulfilled.
Questions
1.1.What problem does your product/service solve?
Definition of the problem that is going to be solved by the product/service under development.
E.g.: Crystalline silicon technologies dominate the Photovoltaic market with an 85% to 90% market share,
in terms of value. But they present some disadvantages, for example: (i) high material and processing
costs and (ii) high stiffness.
The problems to be solved are the huge costs of these technologies and the high stiffness which limits the
installation in complex buildings’ shapes.
1.2.Which customer need does it satisfy?
Behind a problem, there is someone (individual and/or organization) with an unsatisfied or unsolved need.
In this case, the main objective of a technology under development is to satisfy uncovered or poorly
covered needs for a group of customers. It is key to know who is your customer and his/her needs, to
launch a product/service successfully to the market.
You should answer this question not under a technology perspective, but putting yourself in the shoes of
your customer.
E.g.: I am a manufacturer of OPV thin films and my targeted customers are real state companies and
construction companies. These customers have the following needs (i) to have a photovoltaic product that
can be installed in complex buildings (with complex shapes) and (ii) at a lower cost than silicon cells;
without decreasing efficiency provided by silicon solar cells.
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II. SECTION 2: MACRO-ENVIRONMENTAL ANALYSIS
Macro-environment analysis
THE OBJECTIVE OF THIS SUB-SECTION IS: To prove that the macro aspects are not a serious threat
and/or an opportunity. Assures sustainability of the opportunity or indicates actions that will have to be taken in
the future in order to protect you from that environment (if possible).
Questions:
2.1.How do macro-environmental factors affect your product, in terms of political factors,
economic factors, social factors, technological factors, environmental factors and legal
factors?
Analysis of the macro-environmental factors that can have an influence (positive or negative) on the
development of your product/service, as the example below:
In the framework of this Call, it is important to perform this analysis for the regions/countries where you are
interested to launch your product/service.
Value chain analysis
THE OBJECTIVE OF THIS SUB-SECTION IS: To be able to identify strengths in a partnership and/or
potential partners, as well as bottlenecks in the value chain.
Questions
2.2.Describe the value chain related to your product/service. Are the different players available and
connected?
The value chain (also known as supply chain) is the sequence of different processes and actors that are
involved in producing goods, starting with raw materials and ending with the delivered product.
Do all elements in the value chain exist? If not, how are you going to tackle this?
Are the elements in the value chain already connected, as per the identified chain? Do you need
to introduce new connections?
Is there any bottleneck or potential risk at any of the elements of the value chain that may affect
your product, its performance, quality, price, etc.? (e.g., monopolies, resources located in one
country with constraining market policies or high political instability, potential situations of under-
supply / over-demand, high price volatility, etc.)
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E.g.: The following representation of the value chain is related to the solar energy industry. Here current or
potential partnerships should be identified as well as bottlenecks or constraints that can affect your
product/service.
2.3.Does the value chain need changes in order to introduce your products/ services? If yes, how
do you expect to deal with it?
Even if all elements in the value chain exist, you may need to manage some changes in the way these
elements currently operate, in order to produce or commercialize your product.
E.g.: New PV panels to be commercialized require that silicon wafers are delivered in a size and format
that is different from current industry standard.
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III. SECTION 3: MARKET ANALYSIS
Market research
Overview of the specific market: market size (in M€), market structure (number of players in the market and its
market share in %), tendencies of the market (which % of yearly growth is forecasted); and Total Addressable
Market (TAM) quantification. If there is more than one market, please answer the questions for each of the
markets. If the market doesn’t exist already: what will my product generate (in €)?
THE OBJECTIVE OF THIS SUB-SECTION IS: To prove how much attractive is the opportunity and economic
impact.
Questions
3.1.Current market size and growth in next 5 years
Please take as starting point the year when the products will be launched.
E.g.: In 2008, crystalline silicon technologies dominated the photovoltaic market with an 85% to 90% market
share, in terms of value.
EPIA expects that by 2020 silicon wafer-based technologies will account for about 61% of sales, while Thin
Films will account for around 33%. CPV and emerging technologies (OPV, DSSC, among others) will account
for the remaining 6%.
85-90%
10-15%
Under 1%
Under
1%
PV market size in 2008
Crystalline Silicon
technologies
Thin Films
Technologies
Organic Solar Cells
Concentrating
Photovoltaics
Technologies
61%
33%
6%
Sales forecast for 2020
c-Si
Inorganic Thin films
CPV and emerging
Historical Evolution
of technology
market share and
future trends %
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3.2.Market structure and market share (%)
In this question, number of total players in the market should be stated and its market share (%) identified.
E.g.: current manufacturers of OPV and CIGS are still developing their products. Therefore, it is not possible
to talk about market share.
Current players are:
3.3.Market trends (5 years period) and % of growth (by technology and geography)
This question covers in depth what is requested in question 3.1. This means that more data is needed (e.g.:
which countries would experiment more growth in the market of study, explanations on how the market is
going to experiment this growth, etc.).
61%
33%
6%
Sales forecast for 2020
c-Si
Inorganic Thin
films
CPV and
emerging
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Evolution of Cummulative Installed Capacityby Region under two Scenarios (MW)
3.4.How large will be the Total Addressable Market (TAM) be in the following 5 years?
The TAM is an estimate of how much a company would make in sales per year if there were no other
competitors. It can be calculated like:
TAM = Market size in units * price of your product
E.g.: If one year 210.000 m2 of thin films are sold, and the price of your product is 120 €/m2, your TAM will be
25,2 million €.
For the following years it is possible to make a forecast by applying estimated growth rates. It is advisable to
provide different scenarios: optimistic, prudent and pessimistic. The first year to be considered is the one when
you will start selling your product.
E.g.: Scenario 1: 20% market annual growth & same price; Scenario 2: 10% market annual growth & 5% price
decrease; Scenario 3: 5% market annual growth & 2% price decrease
TAM Evolution (M€)
Δ Market
Growth
Δ Price 2016 2017 2018 2019 2020
Scenario 1 20% 0% 25,2 30,2 36,3 43,5 52,3
Scenario 2 10% -5% 25,2 26,3 27,5 28,8 30,1
Scenario 3 5% -2% 25,2 25,9 26,7 27,5 28,3
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Segmentation and Targeting
THE OBJECTIVE OF THIS SUB-SECTION IS: To show a general understanding of the market structure and
prove that you are targeting at a good “fishing pond”; and to show a deep understanding of your customer and
therefore, provide confidence that the product will be “tailored” to its needs.
Some of these questions can be answered by a qualitative analysis based on interviews or surveys to
potential customers. Also research from secondary sources such as reports, articles, etc. can help.
Questions
3.5.Who are your customers and what are their characteristics? (Customer analysis)
The information required is: (i) customers’ profile, (ii) customers’ needs (what are they searching for), (iii)
which products/services do they purchase to meet their needs (from competitors, if they exist), (iv) what they
think that can be improved, (v) purchase decisions making (by price, efficiency, etc.).
E.g.: In this case, real estate and construction companies interested in solar energy for complex buildings
should be identified and its profile described. How big are these companies? What percentage of their works
are related to complex buildings with the need of solar energy installation? Etc.
3.6.Which are their needs in relation to the product/service? How are they currently covered?
This consists on an analysis about how current demand is being satisfied, in terms of suppliers and product
types.
E.g.: The need has not yet been covered. The current efficiency of thin films is not comparable to silicon solar
cells, and therefore it is not applicable for buildings. But the product under development is a high efficiency
thin film to be installed in complex shape buildings at a lower cost than silicon solar cells.
0
10
20
30
40
50
60
2015 2016 2017 2018 2019 2020 2021
TAM(M€)
Year
Scenario 1
Scenario 2
Scenario 3
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The organic thin film technologies have registered the following efficiencies:
The graph below illustrates that OPV is a young technology with a constant efficiency increase, being
the current lab record 9,1% (polymer, polyera)
Laboratory and manufactured products efficiencies are quite different, Konarka has been the only
manufacturer of OPV modules with an efficiency of 2.,5%.
3.7.Which market segments do you identify?
Market segmentation is to divide the total market into different segments or groups according to criteria such
as:
Technology and/or
Customer/demand and/or
Geography
In the energy sector, it is interesting to consider demand segmentation or technology segmentation (also
geographical can be useful, if your product/service is going to be launched in a specific region).
E.g.: The OPV technology’s advantages make it competitive for a range of niche applications, such as the
following, where the criteria segmentation is the demand:
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3.8.Which market segments do you target?
Which of the different identified segments is the most attractive? Explain which segment/s are you going to
address with your product/service and why. Here is where you take a decision, which can be based on
different variables: most attractive in terms of price, less competition, etc.
E.g.: The targeted market segment chosen has been BIPV (Building Integrated Photovoltaics). The reason is
twofold:
The developed product presents most competitive advantages in this demand segment where large
surfaces of PV systems need to be integrated at a competitive cost.
This segment is expected to be the largest one among all
Competitive analysis
THE OBJECTIVE OF THIS SUB-SECTION IS: To show data about how fierce competition is and how your
product is going to be positioned in front of the existing offering. This will serve as input for the competitive
advantage definition.
Questions
3.9.Are there similar products in the market? Please specify your competitive advantage.
Analyse information of existing products in the market that solve the same need as your product/service.
Comparison of competitors’ products by characteristics is needed to identify your competitive advantage, i.e.
why a client will buy your solution instead of another one.
E.g.: Solarmer's plastic solar panels for BIPV applications will be available in 2013. The product under
development will have a higher efficiency (12%) but maintaining costs at 100€/m
2
. In this case, we know that
clients are more interested in efficiency than costs (extracted from in-depth interviews), and that is why we are
focused on increasing efficiency.
3.10. Which are the key players (competitors) in the different market segments?
Comparative analysis of the competitors, including information like: annual sales, market share (%), key
products, comparison between competitors’ key products by sales, etc.
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3.11. Comparison of the competitors' key products by characteristics (price, cost structure,
performance, etc.)
E.g.: Solarmer’s OPV panels characteristics:
Cost: 30-50$/m2
Lifetime: 1-3 years
Transparency: up to 45%
Size: Customizable
The same exercise should be done for all competitors.
3.12. Define the positioning mapping according to the variables that differentiate yourself
from competitors and that are valuable for your customers.
The positioning strategy consists on the location of all competitors’ products and yours, usually in 2-axis-
charts, using two variables that are important for your customers and related to your product.
E.g.: 2 critical variables are: price and effectiveness. According to those, competitors’ products have been
positioned (C1, C2, C3, C4). Then yours is also put in the matrix.
Where is my competitive advantage? I am as efficient as my competitor C1 but much cheaper!!
3.13. Threat of substitute products/ services
Identify those products or services that are different from the one developed that can satisfy the same need.
Describe the properties of the substitute products, the level of substitution and the differences, their
competitive advantage.
Analyse the threat that these products can represent.
E.g.: Substitute products for Building Integrated Photovoltaic flexible cells are other renewable energy
technologies that can be integrated in buildings
Product: XY flexible solar cells
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Competitors: Konarka, Solmer, etc.
Need: Renewable energy generation integrated in buildings
Substitute products: Micro wind turbines, biomass based micro turbines, solar thermal + Stirling
engine, solar thermal + Organic Rankine Cycle (ORC)
Market: Energy
3.14. Threat of new entrants. Are you aware about other similar products under
development?
The barriers for new entrants can be: (i) patents, (ii) rights, (iii) R&D expenditures, (iv) customer loyalty to
determined products/services, (v) others. How can you deal with these barriers? Are you aware about other
similar products under development? Is the risk of new entrants high or low? Why?
E.g.: In this case, there are few players in this market, and therefore few patents. But, R&D expenditures are
quite high because these kind of technologies are in a very early stage of R&D. In conclusion, and analysing
all the products under development, barriers are still low.
IV. CHAPTER 4: VALUE PROPOSITION FOR CUSTOMER
THE OBJECTIVE OF THIS SECTION IS: To convince that you are unique, that you have something that is
valued, and that you have a chance because everything is coherent and interwoven as a system.
4.1.Why will the customer buy your solution and what will he renounce to?
Perform a cost-benefit analysis. List benefits provided to customers vs. "renouncement" required.
The value proposition consists in thinking about the searched benefits for your customer. The added value you
are creating to your customer should be contrasted with the required costs as well as knowledge adaptation.
Are benefits higher than costs?
E.g.: Generate in your own building, emission-free, renewable energy, with an attractive return on investment
independent of any governmental subsidy, without any hassle and with no visual impact.
4.2.Quantify the impact of your product/service for the customer.
You can quantify the impact in terms of:
Cost reductions. E.g., savings for CAPEX or OPEX vis-à-vis current solutions, calculating the
reduction of levelised cost of energy, or
Reduction of Green House Gas emissions, or
Reduction of dependency from resource holders (e.g., import of tons of oil, gas, etc.)
Etc.
E.g
1
.: For a location with an annual irradiance of 1400 kWh/m
2
, and considering a 3 kWp solar panel field:
The ROI for the customer is 12% considering a 10 time period (estimated lifetime of the product)
The break-even point occurs in year 5
The levelized cost of energy is 14,5 c€/kWh
The required investment amounts to 1,025 €/kWp
The GHG emissions avoided during a 10 year period: 32 Tons of CO2, 44 kg of SO2 and 68 kg of NOx
1
Provided data is not real. There may be inconsistencies in the figures related to the financial analysis.
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V. CHAPTER 5: PRODUCT / SERVICE DEFINITION
THE OBJECTIVE OF THIS SECTION IS: To prove that your offering is sound, technically possible and it fulfils
customer requirements.
Questions
5.1.Specify the characteristics and attributes of the product/ service to be developed.
Define the expected applications of the product or service and its main attributes including formal product
specifications comprising (i) target production cost, (ii) performance, (iii) lifetime, etc. In fact, the characteristics
and attributes of the product should be the result of a strategic analysis to position it in the market.
5.2.What is innovative about the product/service to be developed? To what extent is the
product/service unique?
Describe how innovative is the product vis-à-vis other solutions in the market. State if the innovation can be
considered incremental or disruptive.
5.3.What will be the state of development at the end of the project?
E.g.: Ready to be commercialized, first version for trial with customer, etc. State when the product will be
readily available for commercialization.
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VI. CHAPTER 6: IPR PROTECTION
THE OBJECTIVE OF THIS SECTION IS: To prove that there is freedom to operate. Our technology is “safe”
to be sold, licensed etc. It also defines the protection plan.
Questions
6.1.Provide background IP
Background (BG) IP shall be provided according to KIC InnoEnergy Guidelines for background identification
version 1. The following text is an excerpt of the guidelines.
BG IP can include:
Patents or utility models (e.g. the German “Gebrauchsmuster”);
Copyrights for software (should be associated with an external proof of date of creation); and
Secret know-how: not patented information, resulting from experience and tested, and which is:
secret, substantial, and identifiable (i.e. codified in reports).
This means that any results or information which is published cannot be considered as secret know-how.
It is explicitly stressed that secret know-how and therefore BG does not include:
Publications of any kind;
Skills which are not codified in writing;
Posters open to the public, e.g. in a conference or in halls or corridors open to the public; or
Talks before any audience with unrestricted access, e. g. in a conference.
The technical function of a software can also be patented (computer implemented inventions). This means that
software can have a double protection by copyright and as a patent.
Generally, Access Rights for (some) partners to the listed background are required:
Either for the implementation of the Project: if without the grant of such Access Rights, carrying out the
tasks assigned to the recipient Party would be impossible, significantly delayed, or require significant
additional financial or human resources; or
For future Commercial Use of own Foreground: if without the grant of such Access Rights, the
Commercial Use of own Foreground would be technically or legally impossible.
As a result, in the BG list only BG with unrestricted or at least limited access should be included. In the case of
limited access, the existing limitations should also be mentioned in the BG list.
For listing your background IP, please use the following table format:
1) Patents
State
(Office)
Number Title Publication
date
Inventor(s) Applicant(s) Classification
Patent
N°1
Patent
N°2
Patent
N°3
Patent
N°4
This list should include all relevant patent applications which are already filed irrespective of the fact whether
they are already published or not.
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2) Copyrights
Title Author(s) Owner Proof of the date of creation: only when
deposited in a skilled organisation
Date Deposit
number
Name of
organisation
Software
N°1
Software
Patent N°2
Data
baseN°1
Data Base
N°2
3) Secret know-how
Internal technical reports
Title of the report Internal
identification
number
Author(s) of the
report
Internal Date of
circulation of the
report
Know-how N°1
6.2.How do you intend to protect foreground IP developed in your project?
Please specify how you intend to protect the different foreground parts in terms of patents, copyrights or secret
know-how.
6.3. Provide "freedom to operate" analysis
Ensure freedom to operate from two perspectives:
1. The internal IP agreement among partners for contributing background required to commercialize the
product/service
2. No constraint from external IP to commercialize the product/service. For this aspect an IP mapping is
required. It should comprise detailed analysis of validity of patent and extensions, geographical
coverage, etc.
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VII. CHAPTER 7: INITIAL BUSINESS MODEL
THE OBJECTIVE OF THIS SECTION IS: To provide confidence about the implementation plan and show how
the process of making profits works.
Questions
7.1.Exploitation strategy definition
The exploitation strategy consists on defining who is going to commercialize your product (a partner being in
charge of the commercialization or through a start-up) and how. Different options for commercialization your
product / service include:
Sale of product /service
IP sale
IP licensing
Usage fee
Subscription fee
Lending/renting or leasing
Brokerage fee
Advertising
Other
7.2.Initial Business Model
An initial business model shall be defined. A business model is a useful tool to describe and establish
interrelations between many different decisions/aspects previously tackled. One possible model is the Canvas
Model
2
that describes and interrelates the following aspects: i) customers segments, (ii) value propositions, (iii)
channels, (iv) customer relationships, (v) revenue streams, (vi) key resources, (vii) key activities, (viii) key
partnerships and (ix) cost structure
2
http://www.businessmodelgeneration.com/canvas
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VIII. CHAPTER 8: INVESTMENT AND FINANCIAL RETURN
THE OBJECTIVE OF THIS SECTION IS: To show that it is economically viable. It shows future investment
needs and shows how much the commercializing company, the consortium, IRESEN and KIC InnoEnergy will
obtain as financial return.
Questions
8.1.What investments are needed?
Define what is the investment needed to launch the product/service to the market.
8.2.How do you plan to get such an investment?
Describe which are the intended sources of funding to reach such an investment. Are they available? What do
you need to do in order to secure them?
8.3.Expected P&L for the company and ROI for KIC InnoEnergy and IRESEN
Calculate the expected P&L (Profit and Loss) statements for the 5 year period after commercializing the
product/service and derive the cash flows.
Explain and calculate which will be the Return On Investment (ROI) for KIC InnoEnergy and IRESEN.
ROI (%) = (Net profit (€) / Investment (€)) × 100
IX. CHAPTER 9: PROJECT PLAN
THE OBJECTIVE OF THIS SECTION IS to update the project plan delivered at the submission phase, after
the completion of the feasibility study.
Questions
9.1.Project duration
9.2.List of partners
9.3.Project organization (Gantt chart) including Gate reviews (Go/No Go)
9.4.List of milestones and deliverables
9.5.Budget
According to provided call template.