EUREKA Strategic Roadmap 2010 2014 · EUREKA SRM 2010 ‐ 2014 offers a vision for EUREKA to increase the competitiveness and innovation capacity of European economy and help making

EUREKA Strategic Roadmap 2010‐2014

Towards a strong role of EUREKA in the European Research Area (ERA)

Revised by the Ministerial Conference in Budapest, 22 June 2012

Table of contents

Executive summary

1. Changing framework conditions for EUREKA............................................................................... 2

2. A new impetus for better governance and greater strategic continuity of EUREKA................... 3

3. Vision and Priorities 2010‐2014 ................................................................................................... 4

4. Action fields.................................................................................................................................. 6

4.1. Promoting individual bottom‐up cooperation projects in industrial R&D ................... 6

4.2. Fostering European SME support through EUREKA ..................................................... 7

4.3. Boosting EUREKA strategic initiatives........................................................................... 8

4.4. Supporting follow‐on activities of EUREKA projects................................................... 10

4.5. Strengthening the international dimension of EUREKA ............................................. 11

4.6. Promoting EUREKA as a platform for innovation policy dialogue and stakeholder communication........................................................................................................... 12

4.7. Assessing the impact of EUREKA and its portfolio...................................................... 14

4.8. Improving the effectiveness and efficiency of the network and the ESE................... 14

5. Implementing the Roadmap ...................................................................................................... 15

6. How to use the document and by whom?................................................................................. 16

Appendix 1: Action Plan ................................................................................................................ 17

Appendix 2: EUREKA Impact 1985‐2012 ........................................................................................ 21

Chart 1: EUREKA projects ‐ 1985 ‐2012 .......................................................................................... 21

Chart 2: EUREKA Type of Participants ‐ 1985 ‐2012 ...................................................................... 21

Chart 3: EUREKA Technology Areas ‐ 1985 ‐ 2012 .....................................................................22

Chart 4: EUREKA Leverage Effect – 2000 ‐ 2011 ........................................................................24

Appendix 3: EUREKA SRM 2010‐2014 Review Report ..................................................................25

Executive Summary

The EUREKA SRM 2010‐2014 offers a vision for EUREKA to increase the competitiveness and innovation capacity of European economy and help making the ERA a reality and to provide a significant contribution to Europe to recover from the present economic crisis Europe has faced in recent years. The SRM puts forward three key priorities, illustrating the direction in which we want EUREKA to develop in the future.

By 2014:

1 EUREKA1 will be the natural, most relevant and largest innovation platform for market oriented, bottom‐up cooperation in RTDI (research, technological development and innovation) in Europe, with a special focus on SME’s. EUREKA consolidates its leading role in the ERA, in partnership with stakeholders in Europe and strategic EUREKA partners worldwide;

2 EUREKA has widened its toolbox and thematic scope in areas where applied RTDI in international cooperation yields added value in terms of growth and competitiveness of European companies and in response to major societal challenges;

3 EUREKA has contributed significantly to enhanced coordination of public RTDI measures in the member countries, with a view to strengthen transnational cooperation.

The following action fields are defined that underpin EUREKA’s vision and should catalyse progress towards the three strategic priorities:

1 “Promoting individual bottom‐up cooperation projects in industrial R&D” to create a broad base of innovation activity through enhanced coordination of national RTDI measures and reinforced political and financial commitment of the participating governments and funding agencies.

2 “Fostering European SME support through EUREKA” to unlock the full potential of research‐intensive SMEs as engines of European innovation and growth through the advancement of the Eurostars Programme with a view to the Horizon 2020, and securing appropriate funding to SMEs as a key target group of EUREKA.

3 “Boosting EUREKA strategic initiatives”, clusters and umbrellas to continue and expand their effectiveness in developing key technologies through public‐private partnership and create a more strategic approach in the member countries delivering on national and European political priorities and in response to the ‘grand challenges’.

4 “Supporting follow‐on activities of EUREKA projects” to step‐up support to businesses in bringing innovations to the global market and create better access to alternative sources of financing.

5 “Strengthening the international dimension of EUREKA” to enable European businesses and research institutions to access new knowledge and markets, through encouraging R&D cooperation with strategic partners worldwide, based on mutual benefit and fair and equitable use of intellectual property.

6 “Promoting EUREKA as a platform for innovation policy dialogue and stakeholder communication” to enhance EUREKA’s role as a political player in European innovation policy, enable the network to adapt its models of innovation support to changing demands and conditions, and communicate its added value based on its achievements more effectively.

1 As stipulated by the EUREKA 25th Anniversary Declaration, Jerusalem, 22 June 2011

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7 “Assessing the impact of EUREKA and its portfolio” to make its case as a strong pillar in the ERA delivering on EUREKA’s mission and contributing to increased competitiveness of European economy.

8 Improving the effectiveness and efficiency of the EUREKA network and ESE

The eight action fields are implemented based on strong governance for EUREKA, as reviewed under the German Chairmanship. The SRM commits all EUREKA members at all levels within EUREKA (MC, HLG, NPC) and strives to achieve maximum impact by engaging all relevant stakeholders and partners of EUREKA including Clusters, Umbrellas and relevant European organisations in the actions towards achieving the strategic goals. EUREKA’s instruments notably individual projects, Eurostars, Clusters and Umbrellas will be fully mobilised to deliver on the goals of EUREKA’s strategy.

The SRM is to be implemented through the Annual Work Programmes (AWP) of consecutive Chairmanships, and regularly reviewed and updated for forthcoming terms of four years.

1. Changing framework conditions for EUREKA

Since 2010, the European landscape has changed substantially due to the acceleration of the debt crisis. European Member states are faced with increasing pressure to contain public spending on one hand and stimulate growth and jobs on the other one. The room for manoeuvre of European governments and businesses is limited by tightening public budgets and inadequate access to finance. The European economy has not recovered, the member states of the EU and EUREKA have to make significant efforts in the coming years to manage successfully the challenges of the crises and to create favourable environment for economic growth and social welfare. The expenditures in R&D fall short of the expectations to reach the 3% target in the vast majority of EUREKA member countries. At the same time, we also have to cope with long‐term challenges like climate change, pressure on resources and the environment as well as profound demographic shifts in European societies, posing threats to the basis of future prosperity.

This changing landscape, however, is not only European, but global and calls for more partnership with non European members to extend market potential. EUREKA international strategy with new associated members goes in that direction.

New economic growth and employment in Europe can no longer be solely achieved by expanding the existing economic and technological basis, but must be founded upon a fundamental reorientation towards greater economic, social and environmental sustainability.

The new orientation in Europe towards an economic policy based on innovation is accelerated by the crisis and underpinned by the Lisbon Treaty, adopted in December 2009, featuring the European Research Area (ERA) as a declared political objective. This new political orientation is framed by the Europe 2020 Strategy and will profoundly impact on the design and rationale of research and innovation mechanisms and funding instruments in the future, in support of sustainable growth and employment.

The European R&D landscape is moving towards more market oriented research and more European coordination and integration. As a result, its market oriented characteristic and intergovernmental approach makes EUREKA position in the European R&D changing landscape more central.

The framework conditions of EUREKA activities are determined by the evolution of the ERA in the coming years, the access of financial resources for RTDI, and the general framework conditions of innovation both in EUREKA member states and generally in Europe.

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Horizon 2020 is moving towards more bottom‐up and market oriented research and will cover for the first time the full innovation cycle from idea to commercialisation. EUREKA’s bottom up and market oriented approach benefits from it reflected by the distinctive place of Eurostars 2 within Horizon 2020. EUREKA strategic priority to support follow‐on activities of EUREKA projects, with the objective to create better access to alternative sources of financing, also reinforced EUREKA place in the European R&D landscape. EUREKA clusters which have a more strategic approach in the member countries also benefit from this changing landscape demanding more return from the R&D.

The multiple ERA initiatives, such as the Era‐Nets, Article 185 initiatives and JTIs will also endeavour major change with an increased pressure towards coordination and integration. EUREKA intergovernmental model and 25 years experience prove to be key factors of success for the implementation of ERA initiatives. As a result, the ERA changing landscape could lead to favourable opportunities for EUREKA.

However, the European financial crisis will result in a stronger competition between public R&D programmes which could represent a threat to EUREKA projects (mainly in Individual and cluster project portfolio) with less budget available at national (member states) level. Accordingly, the need to address these budgetary challenges should become a priority for EUREKA. In this perspective, impact assessment and communication will become more and more strategic pillars for public intervention. According to the first impact assessment study on EUREKA around 400 000 jobs have been created thanks to EUREKA. These achievements can be considered as strong assets.

EUREKA needs to keep adapting its orientation and instruments to these changing framework conditions in European innovation policy and make its case as a strong pillar in the ERA. EUREKA should be the natural partner to the European Commission in providing support to market‐driven bottom‐up collaborations alongside EU instruments, i.e. offering a programme complementary to the EU programmes, and – with its 40 members and 2 Associated Member Countries – by offering a broader scope of cooperation and access to global markets beyond the Member States of the EU.

2. A new impetus for better governance and greater strategic continuity of EUREKA

In the 25 years of its existence, EUREKA’s appeal to European economy has been increasing steadily. EUREKA has proven its worth to facilitate closer cooperation among enterprises and research institutes in the field of advanced technologies, the productivity and competitiveness of Europe’s businesses and national economies on the world market […]”.2 Member countries have also demonstrated their ability to renew their commitment for EUREKA and respond swiftly, flexibly and effectively to the changing demands of European businesses and changing socio‐economic as well as political conditions. The Ljubljana Strategy Paper of 2008 has provided reference to the renewal of EUREKA’s strategic orientation.3

2 EUREKA Document PD EUREKA 001, Declaration of Principles relating to EUREKA (“Hanover Declaration”), 6 November 1985. For the full text of the declaration see ttp://www.eurekanetwork.org/c/document_library/get_file?uuid=1b92be16‐ec94‐4a7e‐a8d1‐6dd40e4fb318&groupId=10137 3 Ljubljana Strategy Paper 2008–2013 ‘EUREKA: A Proactive Response to Global Challenges in Industrial Research’, 25 April 2008

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However, to deliver more visibly on EUREKA’s mission and to increase the strategic impact of EUREKA, member countries should strive to raise the political profile of EUREKA in the ERA, as has been emphasised at the Launch Conference of the German Chairmanship4, and ensure stronger governance of joint actions of all member countries, partners and stakeholders in order to make efficient use of the instruments of EUREKA within a common coherent strategy.

Therefore, while the Ljubljana Strategy Paper is a solid strategic foundation to build upon, the SRM should update the strategic orientation of EUREKA and ensure its implementation as well as the efficient functioning and commitment of the EUREKA network in terms of streamlining all available resources towards the strategic objectives of EUREKA.

To this end, it is vital that the member countries agree on an overarching strategic framework for its operations on which to base the future work of EUREKA. The SRM will hence serve to integrate a number of thematic strategies such as the EUREKA International Cooperation Strategy (ICS) and roadmaps e.g. cluster roadmaps, existing in the context of EUREKA, and in this way to place these elements in an overall EUREKA context, setting the frame for their structured and timely implementation.

Under the German Chairmanship of EUREKA 2009‐2010, EUREKA undertook to implement and initiate important structural improvements. The reviewed governance of EUREKA5 paves the way for a more strategic orientation of EUREKA, as advocated here, through the definition of a Strategic Roadmap for the period 2010‐2014 which facilitates the framing of EUREKA priorities in a medium‐term perspective beyond the scope of individual Chairmanship terms. The SRM is a mechanism to enable member countries to take decisions at an early point in the process in line with the EUREKA vision, to harmonise activities of the EUREKA members and secure outcomes that meet the agreed strategic objectives of EUREKA.

The Annual Work Programmes of the IsraeliHungarian and Turkish chairs have been prepared on the basis of the Strategic Roadmap adopted under the German chair.

One of the ways to improve the efficiency of the Network governance is a closer collaboration between the EUREKA actors and instruments. A critical example is the strengthened collaboration between the EUREKA Clusters and the other instruments as highlighted in the Joint Declaration from EUREKA Chairmanship and the EUREKA Clusters Signed in Jerusalem on 22nd June 20116.

3. Vision and Priorities 2010‐2014

The changing demands of businesses and altered socio‐economic as well as political framework conditions in Europe give impetus for EUREKA to renew its mission and promote stronger

4 Dresden, 6‐7 July 2009 5 EUREKA Document 2843, updating EUREKA Document HLG 2228.1 “Roles and Responsibilities”, 18‐19 March 2004 6 Joint Declaration from Eureka Chairmanship and Eureka Clusters, Jerusalem, 22 June 2011

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governance of its operations. Based on its track record in facilitating the generation of individual bottom‐up projects, large strategic initiatives and fully‐fledged programmes7, EUREKA should seize new opportunities to boost the competitiveness of European economy and facilitate cooperation activities in R&D that will generate sustainable growth, high‐qualified jobs and prosperity in Europe.

In the period of 2010‐2014, EUREKA will further streamline its available resources towards strategic priorities and strive to reinforce its impact, hence support the economic recovery of Europe through business‐driven research, technological and non‐technological development and innovation. EUREKA operations should help accelerate the innovation processes in European businesses from research and development to market innovation, by triggering public and private investment in R&D and synchronising funds for market‐driven innovation, and by building capacity in businesses through cooperation and public‐private partnership. EUREKA member countries will also encourage European businesses and research institutions to cooperate with strategic partners worldwide, by opening‐up EUREKA for global cooperation on the basis of mutual benefit and fair and equitable use of Intellectual Property (IP).

EUREKA should be the natural partner for European countries and the European Commission to support applied R&D cooperation along the whole innovation cycle, reinforcing its existing instruments and developing new European Research Area (ERA) instruments. A comprehensive set of initiatives, instruments and capabilities will result from this renewed commitment. With its distinct strengths and its membership that reaches beyond that of the EU, EUREKA should gain a stronger political profile and position in the ERA. It offers a broad base of cooperation in Europe and provides the much needed industrial participation in research, supporting a steady flow of new commercially viable technologies to the global market. In this way, EUREKA will contribute to key objectives of the Europe 2020 Strategy, including the Innovation Union flagship initiative and the related EU Research and Innovation Plan. EUREKA will have to further strengthen its role in the implementation of the Europe 2020 and contribute to the implementation of Horizon 2020 through a stronger and more integrated Eurostars 2 Programme with an increased budget.

Building on this renewed mission, we place three key priorities at the heart of the EUREKA Strategic Roadmap (SRM) 2010‐2014, illustrating the direction in which we want EUREKA to develop in the future.

By 2014:

• EUREKA takes a leading role in the ERA as an attractive framework for European and international trans‐border cooperation of businesses, and particularly SMEs, in market‐oriented R&D and innovation in Europe, in partnership with stakeholders in Europe and strategic EUREKA partners worldwide;

• EUREKA has widened its toolbox and thematic scope in areas where applied RTDI in international cooperation yields added value in terms of growth and competitiveness of European companies and in response to major societal challenges

• EUREKA has triggered significantly enhanced coordination of public RTDI measures in the member countries, with a view to strengthen transnational cooperation.

These three priorities are mutually reinforcing. They offer a vision of EUREKA’s role in increasing the competitiveness and innovation capacity of European economy and in making the ERA a reality.

The vision should provide momentum for EUREKA to reinforce its unique mechanisms for stimulating applied R&D cooperation in Europe and hence regain greater political and financial

7 See Appendix 2 for an impact and portfolio analysis of EUREKA

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commitment of the participating governments. Reaching this vision requires that all EUREKA instruments (individual bottom‐up projects, Eurostars, Clusters and Umbrellas) contribute to the implementation of the EUREKA strategy through their operations so as to best respond to the needs of businesses and their member countries’ economies.

Alongside its bottom‐up principle, EUREKA should step‐up its efforts and implement a more strategic approach for the member countries to support their national priorities through cooperation arrangements in 'variable geometry'. In this context, EUREKA should strive to contribute to technological solutions to the 'grand challenges'.

There is also scope to strengthen EUREKA as a political player and platform for policy dialogue with other stakeholders in Europe. To support an accentuated profile of EUREKA in the ERA, EUREKA will focus more on potential synergies and complementarities between its own support mechanisms and other European initiatives and instruments.

The eight action fields of the SRM are put forward to achieve EUREKA’s renewed mission and catalyse progress towards the priorities set out above.

4. Action fields

4.1. Promoting individual bottom‐up cooperation projects in industrial R&D

In the period of 2010 and 2012 annually around 150 new individual projects have received the EUREKA label. The regular analysis of EUREKA project portfolio indicates a decline in the number, the average budget and size of individual EUREKA projects in the past few years. The total budget has decreased to € 100 M per year, the average project costs to € 1 M. Regarding the number of projects, there were only 124 projects labelled in 2011 compared to 177 in 2007. On the other hand, partly correlated with this trend, the number of Eurostars projects is growing.

The challenge of the decreasing number of individual projects should be addressed by the network and a clear strategy should be formulated to change this negative trend. The promotion of individual bottom‐up cooperation projects should be further enhanced by offering viable options to overcome the difficulties.

Maintaining visibly the flexible bottom‐up approach of EUREKA in the form of support to individual R&D projects remains an important priority and a key pillar of support under EUREKA to fund R&D activities through the national programmes in the member countries. However, the perceived difficulties in securing appropriate funding that project partners are faced with call for continued efforts to further improve this EUREKA instrument in terms of coordinating and synchronising national RTDI measures and programmes as well as exploring new financing sources and instruments along the innovation value chain. This will allow EUREKA to contribute to a broad base of business‐driven innovation activity in Europe and retain its unique feature and experience in this area. The deployment of supporting national schemes should be reinforced and possible EU incentives considered whenever they contribute to foster cooperation at European level.

Partners in innovative bottom‐up projects rely on national programmes that are appropriately structured and allow for trans‐national cooperation in European industrial research and innovation. Political commitment of the member countries to improve the situation must be based on the visible value‐added of this instrument, alongside Eurostars‐like concepts, and should lead to more compatible mechanisms in the member countries to fund R&D cooperation in Europe, including in more mature and service sectors in which non‐R&D performing SMEs are

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predominant, strengthening open innovation partnerships along the value chain (customers, suppliers, etc.).

In order to widen the basis of support to bottom‐up projects, the network should seek cooperation with, e.g. regional governments that manage Structural Funds and IPA programmes for SME innovation support and innovation agencies. Certain thematic initiatives within EUREKA for addressing the grand challenges may also increase the political and financial commitment of EUREKA Member States on the basis of variable geometry. This concept has been validated by the EUREKA Cleantech and Food for Future actions initiated by the Israeli and Hungarian EUREKA Chairmanships in 2010‐2011 and 2011‐12.8

Bilateral or even multilateral project stimulation activities should be further encouraged as they contribute to mobilizing additional resources for financing EUREKA individual projects.

Key strategic objectives in this action field

By 2014, at the latest:

• The trend of decreasing number of EUREKA individual projects is addressed by the network and a strategy is accepted for addressing it.

• The transparency of this EUREKA instrument, with respect to national funding mechanisms, procedures and timeframes is increased.

• Models for enhanced coordination and synchronisation of national RTDI measures in support of bottom‐up projects are identified, and EU and other incentives explored to support European‐wide coordination/ synchronisation and strengthen the European dimension of national programmes.

• The political and financial commitment of the participating governments and innovation agencies to EUREKA is reinforced.

4.2. Fostering European SME support through EUREKA

The number of SMEs doing research or performing innovation activities is growing due to start‐up policies in universities and trends in large companies in managing corporate research, from outsourcing of R&D to open innovation models and know‐how acquisition. As an engine of European innovation and growth, R&D performing SMEs are a key target group of EUREKA, the Eurostars Programme in particular.

EUREKA will respond to the continuous evolution of the research landscape and the high demand of SMEs for innovation support by making available appropriate funding for the Eurostars Programme, further improving its management and exploring opportunities to advance the Eurostars concept, when possible, in cooperation with the EU and other relevant stakeholders in the innovation eco‐system.

To date, Eurostars has delivered 1,800 applications and 500 funded projects, with a success rate of 30% and SME participation at 75%. These SMEs, as a result of their involvement in Eurostars, expect to achieve a growth rate in turnover of 120% for more established companies to 180% for start ups annually. The Programme, thus, exceeds expectations of both beneficiaries and national funding agencies in the member countries, which are satisfied with the format that combines

8 The EUREKA Claentech Action, Jerusalem, 21 June 2011; 2011- 0304

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principles of quality and transparency with a prime focus on R&D performing SMEs, which, up to now, lacked a financing instrument in Europe specifically tailored to their needs.

Building on the success of EUROSTARS1, EUREKA’s vision is that Eurostars2 will become the scheme of choice for its target group in Horizon 2020, directly helping to generate new technologies, new products and services and positive wider economic impacts, thereby contributing tangibly to delivering on the Europe 2020 strategy for smart, sustainable and inclusive growth and the underpinning Innovation Union, Digital Agenda for Europe and Industrial Policy flagship initiatives. It will have wide European and international visibility, critical mass and be a role model in terms of international good practice in relation to efficient programme management at all levels. By proving itself as a high quality programme, it could serve as a model for further potential market‐oriented innovation programmes in and out of Europe.

In addition to the success of the EUROSTARS programme the EUREKA cluster projects increasingly involve SMEs as they represent now about 50 % of the participants and between 15 to 35 % in terms of effort. But these numbers could be even higher, if bottlenecks in some countries towards participation of all actors, including SMEs, in Cluster projects would be removed or at least lowered.

In order to complete the service to SMEs EUREKA will take account of the development of Horizon 2020 and develop and use further synergies with other instruments, placing particular emphasis on supporting R&D‐intensive SMEs in translating R&D results into market innovation and to stimulate their market growth. For this reason the co‐operation with EIB, EIF and the European Commission shall further enhanced to provide follow on funding.



• EUREKA is a highly attractive support mechanism for European SMEs in R&D.

• The Eurostars Programme 2008‐2013 is considered a success in terms of its smooth implementation, including compliancy of EUROSTARS member countries and management aspects such as time‐to–market, secured by the high‐quality services provided by the offices of the National Project Coordinators (NPC).

• The Eurostars 2 Programme 2014‐2020 is set up and launched as one of the main SME support pillars in Horizon 2020 to fund R&D performing SMEs

• SME participation in Clusters shall be promoted by all EUREKA member states

• Potential synergies with other programmes and instruments are constantly identified.

4.3. Boosting EUREKA strategic initiatives

The two types of strategic initiatives developed within EUREKA network are Clusters and Umbrellas.

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EUREKA’s Clusters are a EUREKA success story. In terms of project funding they represent more than 70% of the EUREKA portfolio. They feature a high industrial participation, with a considerable – and increasing – level of SME participation. The success of the Clusters relies on the opportunity for member countries which can support their companies in major strategic technology fields in line with national priorities (variable geometry). The willingness of member countries to provide funds is connected to the expectations in terms of economic impact or contribution to resolving the 'grand challenges' for their country in the short and the long‐term. Clusters are a part of EUREKA and should as such contribute to the major objective of EUREKA to coordinate and increase funding for industrial research, development and innovation in Europe. More funding for projects and better coordination can only be realised by effective communication of the already transparent evaluation and labelling systems. By taking these measures and by targeting 'grand challenges', the EUREKA Clusters will become the best possible instrument to support their industry in the eyes of member countries and will motivate these to provide more funding and prevent the double evaluation of projects.

The EUREKA Umbrellas have, in general, proven effective in generating new projects and identifying research demands in key technological areas. EUREKA will further promote this instrument to increase their overall capacity in achieving its purpose and to advance them as key networks linked‐up to other initiatives, such as EUREKA Clusters and European Technology Platforms (ETPs). Umbrellas should also be involved in all activities to promote the stakeholder dialogue in the context of EUREKA. The continuing success of EUREKA’s strategic initiatives is an important component for the overall impact of EUREKA and underlines the need for a higher profile of EUREKA in the ERA. Given their key industrial and thematic representation, the EUREKA strategic initiatives are encouraged to endorse this renewed vision for EUREKA and adopt it within their support actions and instruments. Our approach to advancing EUREKA strategic initiatives in the future is based on their success, which demonstrates both their continuing attractiveness to industry and the positive impact on the competitiveness of European businesses: in light of the increasing variety of instruments hence growing complexity of the ERA, EUREKA supports – in the shorter‐term – the delineation process of industry identifying interfaces, synergies and complementarities between EUREKA Clusters and Joint Technology Initiatives (JTIs) and – in the longer‐term – key strategic objectives in this action field as well as, the definition of a clear future role and position of EUREKA Clusters and Umbrellas in relation to other ERA instruments of similar character, including JTIs, ETPs, the Knowledge and Innovation Communities (KIC) of the European Institute of Technology (EIT), Public Private Partnerships (PPP), as well as national strategic instruments. In this pursuit, the member countries of EUREKA will work with the European Commission to promote better complementarity and synergy between the various schemes, hence strengthen and reinforce each of them. EUREKA member countries are convinced that the EUREKA Clusters provide distinct European added value in view of their high industrial participation, and that they already contribute to reaching the objectives of the Europe 2020 Strategy. Alongside its bottom‐up principle, EUREKA should strive to contribute to technological solutions to the 'grand challenges' by using its existing instruments and encouraging member countries to support their national priorities through cooperation arrangements in 'variable geometry'. In this context the EUREKA strategic instruments will play a crucial role.

Initiated by Europe’s industry, Clusters are long‐term oriented and strategically significant initiatives. They aim to develop generic technologies of key importance for the European competitiveness. The EUREKA Clusters have recognized track records which are demonstrated by a regular increase in their activity, with now seven Clusters. Addressing the needs of large companies and SMEs, they are the core engine for industrial innovation and economic growth.

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Through their industrial representation, the Clusters have a prominent and active role to play in bringing innovation to the market.9

EUREKA strategic initiatives should benefit from the EUREKA infrastructure by using common resources on a reciprocal basis. They will also be invited, as deemed appropriate by the EUREKA Chair, to provide input and feedback to the EUREKA Executive Group (EG). As is the case now, Clusters and Umbrellas should also present their accomplishments, and the challenges they possibly face, regularly to the EUREKA High Level Group (HLG).



• EUREKA Clusters are effective instruments in developing and implementing the SRM, contributing to the EUREKA vision.

• New EUREKA Clusters and Umbrellas are set up with European strategic importance, on the basis of the prime interest of industry and the tangible commitment and support of the EUREKA member countries.

• EUREKA strategic initiatives play a clear and important role in relation to connected ERA instruments, including JTIs and other article 187 initiatives, ETPs, EIT/ KICs, and national strategic instruments.

• EUREKA strategic initiatives closely interact with the EUREKA network and establish links between themselves to foster and implement multi‐disciplinary joint actions.

• EUREKA Umbrellas are fully supported by member countries in line with the new EUREKA Umbrella Guidelines, in order to unlock their full potential to generate new projects and to identify new strategic areas in RTDI.

4.4. Supporting follow‐on activities of EUREKA projects

Limited access to provide financial support to the post R&D phases of innovation impedes the development of new products, services or processes and hampers entrepreneurial activity or the start‐up of new businesses. Closing this 'innovation gap', often referred to as the 'valley‐of‐death', is a challenge particularly for SMEs and young entrepreneurs. The role of EUREKA to become an enabler in terms of financing innovation has been explored in the past and will be followed‐up with the aim to support access to innovation financing

Actions of EUREKA in support of bringing R&D results to the market could range from 'soft' measures, such as the regular organisation of VC workshops, bringing together participants of successful EUREKA projects with Venture Capitalists and Business Angels, existing European networks like the Enterprise Europe Network (EEN).

Expanding the reach of EUREKA's present project oriented financing potential can be achieved10:

• By combining public & private financing sources,

9 Joint Declaration EUREKA Chairmanship and EUREKA Clusters endorsed in Jerusalem, June 2011 10 EUREKA Ecosystem for financing Innovation‐ Blueprint for Action, Jerusalem, June 2011

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• By covering the whole value chain from idea to market entry, and

• By focusing on companies rather than projects

EUREKA should be positioned as a key player contributing to financing innovation in the ERA, ‐together with partners such as EIB, EIF, the European Commission, EEN, EBAN, and the actors of private financing of innovation. EUREKA aims to provide a support platform to avoid the “valley of death”. In line with E!nnovest concept developed during the Israeli Chairmanship11 EUREKA will continue to organise VC events and aims to set‐up further mechanisms to support innovative companies in general and young EUROSTARS companies in particular in getting financial resources for the go‐to market phase. Further efforts are needed to develop new financial instruments and fine‐tuning existing ones through cooperation with existing European networks like the Enterprise Europe Network (EEN) in order to make them more accessible to EUREKA/EUROSTARS projects participants, particularly to SMEs.



• An approach to supporting EUREKA companies, having participated in EUREKA projects, through 'soft' measures is devised, such as partnering events with VC firms and other private funding agents, or capacity building on IP issues and market knowledge.

• Further efforts are needed to develop new financial instruments and fine‐tuning existing ones to make them more accessible to EUREKA/EUROSTARS projects participants, particularly to SMEs.

4.5. Strengthening the international dimension of EUREKA

In light of increasing globalisation of both value‐creation processes in economy and research and development activities, the need for R&D collaboration with companies and research organisations outside Europe has become a crucial element of maintaining the competitiveness of European industry. The expanding role of global networks of open innovation is increasingly recognised, as companies are seeking to tap into R&D expertise in advanced economies and emerging countries alike, the latter gaining strategic importance on account of increasing R&D capability and high market potential.

To this end, EUREKA has the ambition to foster global co‐operation of European companies in the field of applied research and innovation, enabling them to access new markets and knowledge and implement new technologies together with strategic partners from across the world. EUREKA has, therefore, developed an International Cooperation Strategy (ICS)9, based on the principles of mutual benefit and flexibility, with the aim to provide a key support framework in Europe for global R&D co‐operation of companies, especially for SMEs.

The ICS and the EUREKA Network decided on a pro‐active approach employed by EUREKA in selecting suitable and strategically important partners from around the world as countries or networks of countries associated to EUREKA. This requires the elaboration of a robust and reliable framework for collaboration, including provisions ensuring the fair and equitable handling and use of Intellectual Property (IP). A Working Group on International Cooperation Strategy (ICS WG) established under the German Chairmanship of EUREKA 2009/10 was tasked to refine the conditions for association and the processes of accession of non‐European associated

11 The EUREKA E!nnovest Platform, Jerusalem, 21 June 2011

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partners to EUREKA. EUREKA will follow‐up on the recommendations made by the ICS WG to date in the frame of consecutive Chairmanships to ensure that such as framework is put in place.

In this respect it is necessary to underline that the advantage of the association of a third country should be of mutual benefit for the network and the third countries as well. The project participation rules shall be revised in order to further enhance the cooperation activities between EUREKA Member States, Associated Countries and NIP countries.

Alongside strategic partnerships with non‐European partners, EUREKA will continue to involve other European countries in EUREKA in order to enlarge and strengthen the European 'market' of market‐driven R&D cooperation. This accounts for both, countries holding the status of a National Information Point of EUREKA (NIP) as well as potential NIP candidate countries.



• European non‐member countries fulfilling the conditions for accession are involved in EUREKA.

• EUREKA is a key framework for European industry in close‐to‐market R&D cooperation with partners (countries and/or networks) outside Europe.

• EUREKA implements an effective internationalisation strategy, employing a proactive and determined but vigilant approach that enables European companies to engage in international R&D partnerships and increase their global competitiveness.

• EUREKA has, in a structured and well‐managed process, concluded a limited number of Partnership Agreements with non‐European networks and/or countries, based on the principle of mutual benefit and fair and equitable use of IP.

• Numbers of projects with partners outside Europe are increased.

4.6. Promoting EUREKA as a platform for innovation policy dialogue and stakeholder communication

The communication of EUREKA remains paramount to increase its visibility and promote its added value. The primary purpose of promoting EUREKA is to make more funding accessible for its operations and promote better synchronisation of the funding sources. Therefore, communication activities should be targeted primarily at the political levels in the member countries as well as the European, national and regional funding agencies in Europe. In this way, the role of EUREKA in the ERA will be enhanced as a transparent, easy and effective European framework to implement national strategies and those at a European level, notably the Europe 2020 Strategy.

In order for EUREKA to be a strong pillar of the ERA, it should gain a more pronounced profile as a political player, next to its role as an operational mechanism. EUREKA member countries need to raise awareness of EUREKA in the course of their domestic national activities and also in the context of EU RTDI policy and the decision‐making processes within relevant bodies. In this way, the capacity of EUREKA to influence policy‐making processes should be increased by ensuring early‐stage involvement of EUREKA regarding European RTDI policy.

EUREKA’s key message is to be its role as the most important European platform for international trans‐border cooperation of industry, and particularly SMEs, in market‐oriented R&D and innovation and trusted provider of R&D&I funding and services. At the same time it is able to

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offer a number of policy options to EU policy makers by addressing key societal challenges. The well‐established member and project‐driven approach will be complemented by a strong, forward‐looking, horizon‐scanning (a comprehensive, systematic, transparent process for identifying, tracking, and monitoring) capacity. EUREKA’s communication activities will hence provide a more integrated, cross‐policy support on complex issues. EUREKA will also be further developed as a platform for policy dialogue and stakeholder involvement and in this context more emphasis should be placed on regional activities.

EUREKA will also be further developed as a platform for policy dialogue and stakeholder involvement as a means to retain EUREKA’s ability to adapt its models of innovation support and create critical mass of relevant actors. In this context more emphasis should be placed on regional activities.

EUREKA should undertake to improve the way the network liaises with businesses itself and with important players in Europe in the field of applied research and development, including European innovation agencies and research and technology organisations.



• A communication strategy for EUREKA is developed and updated annually that considers the strategic objectives of EUREKA, the trends of its portfolio and impact, its target groups, and which defines appropriate communication activities.

• EUREKA participates in all relevant public consultation processes on European RDI policy development and implementation, e.g. through position papers.

• EUREKA has established a structured dialogue and close cooperation with relevant organisations and funding agencies in Europe, jointly addressing issues of common interest, and regularly exchanging views in strategic areas, such as European SME policy, innovation financing, Cluster policy, the regional dimension or the coordination of national RTDI measures.

• The EUREKA Inter‐Parliamentary Conference (IPC) continues to play an important role as a key event to raise political awareness and commitment for EUREKA.

• The regional dimension of market‐driven R&D and innovation is clearly developed in the

context of EUREKA, creating greater involvement of regional level actors, and promoting synergies and coherence with strategies, initiatives and funds at different regional levels.

• EUREKA awards annually a well‐renowned EUREKA innovation award, based on a generic

concept that is adaptable to current priorities of the Initiative.

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4.7. Assessing the impact of EUREKA and its portfolio

Measuring the impact of EUREKA and its portfolio is of key importance to demonstrate the added value it can offer and support the adjustment of the objectives and directions of EUREKA’s strategy.

EUREKA shall continuously improve its methodological approach on assessing its impacts on increasing the competitiveness of European businesses, creating growth and new jobs. EUREKA is creating a knowledge platform of its members and other European and global interested parties for assessing impacts of publicly funded market‐driven programmes & initiatives, and projects. In these efforts the EU and OECD are considered as strong partners. The methodology applied should be based on scientific evidence and used in an internationally recognised way.

During the Hungarian Chairmanship the Evaluation and Monitoring (E & M) Framework for EUREKA has been developed and accepted, which has created a strong basis for future exercises in assessing impacts and measuring economic and social benefits of all instruments in EUREKA.

According to the E&M Framework, EUREKA will undertake efforts to improve data collection, notably in cooperation with the Clusters.

At the end of each Chairmanship term, the EUREKA Annual Monitoring Report shall be produced and shall put emphasis on the role of EUREKA in supporting key European strategies, such as the Europe 2020 strategy or key European initiatives, such as the European Recovery Plans.



• A renewed monitoring and evaluation framework for assessing the impact of EUREKA and its project portfolio is developed and applied, based on scientific evidence and an internationally recognised methodology.

• The progress made towards EUREKA strategic objectives is continuously monitored.

• Standing relationships with key stakeholders in the field of evaluation, monitoring and impact assessment (DG RTD, Eurostat, OECD etc.) are established.

• The project portfolio of EUREKA is monitored and regularly analysed in order to keep the HLG informed on trends and help to identify actions if needed.

• EUREKA will strengthen the role of National Funding Bodies for exchanging experiences in program and project evaluation, and improving the monitoring and evaluation knowledge base around EUROSTARS 2.

• EUREKA will be an active partner of the European Commission in its effort to launch and implement the ex‐post evaluation of EUROSTARS

4.8. Improving the effectiveness and efficiency of the network and the ESE

In the more than 25 years of history of EUREKA has proved to be an efficient, low‐cost initiative devoted to facilitate market‐driven research and innovation in Europe. EUREKA has reacted always in time to challenges evoked by the ever‐changing environment.

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In 2012, EUREKA faces major challenges in respect of its operation. The economic and financial crises, Europe and most of the EUREKA member countries are suffering from, result in austerity measures and invite all public actors, including EUREKA to increase significantly its efficiency in operation. It happens in a time when EUREKA is broadening and improving its services. The number of EUREKA Member Countries, NIP and Associated Countries is also growing over 40, which makes the decision‐making process more and more complicated and time‐consuming. The competition for public and private resources to such services is increasing, and this tendency is expected to be continued. To achieve its ambitious strategic goals under these circumstances, EUREKA intends to review and assess its present operations and makes the necessary decisions to become more effective and efficient.

The present legal and financial framework for the operation of the ESE would need clear distribution of responsibilities, efficient decision making process and power, regular internal and external control, and transparent and accountable operation. The operational aspects of the ESE should be considered as part of EUREKA as a whole.

According to the discussions within the Network, several aspects have been raised for potential revision. These relate to the general requirement to improve the management system and operational mechanisms of EUREKA, including its financial, organisational and procedural efficiency.

Among others: the frequency and character of meetings, the ways of making decisions, the role of different bodies (HLG, NPC, Executive Group, Executive Board, Task Forces, permanent Working Groups, etc.) and the possible redistribution of responsibilities among them, the need for improvement of accountability and efficiency of the ESE, improving internal and external controlling mechanisms, accelerating the professionalization of the ESE, significantly increasing the quality of services EUREKA provides, new capacity building in service provision for financing innovation.



• EUREKA will review and assess its present operational and organizational mechanisms and will adjust them to the challenges and demands.

• EUREKA will introduce its renewed operational and organizational mechanisms, and the progress made will be continuously monitored.

5. Implementing the Roadmap

The Strategic Roadmap is a key element in EUREKA’s governance reviewed under the German Chairmanship12. It is a document based on consensus amongst EUREKA members, providing strategic direction on overall priorities, action fields and strategic objectives of EUREKA over a period of four years. With the purpose to ensure operational and strategic continuity of EUREKA, the SRM provides guidance to subsequent Chairmanships of EUREKA in the development of their priorities, which they present in their Annual Work Programmes (AWP).

The SRM is developed by the EUREKA HLG or a taskforce working on its behalf, as the authority preparing political decisions within EUREKA. It is endorsed by ministers responsible for EUREKA at the Ministerial Conference (MC).

12 EUREKA Document 2843

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The SRM is implemented through the Annual Work Programmes (AWP) of successive EUREKA Chairs.

The implementation of the SRM is monitored against the objectives and actions defined, and a report is prepared annually by the EUREKA Secretariat in time for the fourth HLG of a Chairmanship.

The SRM is reviewed every two years with regard to the described scope and priorities, and evaluated against its objectives. The review is performed by a taskforce set‐up by the HLG, and presented for endorsement to the MC. If deemed necessary, the HLG may decide to launch a review procedure at irregular intervals.

The SRM was for the first time proposed to the EUREKA MC on the 25 June 2010, in Berlin. At this meeting, ministers responsible for EUREKA endorsed the SRM as part of the Ministerial Communiqué. The revised SRM for the period of 2012‐14 is expected to be endorsed at the Ministerial Conference in Budapest, on 22 June 2012.

6. How to use the document and by whom?

The roadmap describes the strategic priorities for EUREKA for the period of 2010 – 2014 (covering a term of two Ministerial Conferences), providing a vision for EUREKA’s future development path. The eight action fields are catalysts to achieve these priorities and set out strategic objectives. These are made operational and should be implemented through the specific action plans for each of the action fields.

For the successful implementation of the SRM, it is vital that all EUREKA members subscribe to the strategic priorities and action fields, and that the SRM is implemented at all levels of governance within EUREKA. However, maximum impact of the SRM will only be achieved if all relevant stakeholders and partners of EUREKA are also engaged in the work achieving the strategic aims:

The EUREKA High Level group is the key body providing strategic continuity to the initiative, as the authority preparing political decisions by the ministers responsible for EUREKA.

The NPC network plays a crucial role in making the action plans in the action fields operational and putting the strategy into practice.

The EUREKA Clusters, having been consulted on the SRM, are expected to work in close partnership with the governments of EUREKA member countries on achieving EUREKA’s renewed mission. Demonstrating their contribution to the strategic priorities of the SRM will unlock the full potential of Clusters and will strengthen their role and increase their impact.

The SRM serves as a key reference document for European stakeholders in the fields of research, technological development, innovation, financing, technology transfer etc. and will make EUREKA a reliable partner for possible joint actions in areas of common concern or interest.

The SRM is also a reference document for EUREKA’s customers and beneficiaries to create confidence in generating projects and making full use of the instruments of EUREKA.

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Appendix 1: Action Plans

Promoting bottom‐up R&D cooperation projects

Action Timeframe

Member countries publicise, on a regular basis, available national funding for international projects, progressively improving the seamless support network to EUREKA projects

continuous

Improve information on instruments in all EUREKA countries on national portals/ pooling information on funding and deadlines in one EUREKA portal, providing transparency by keeping information up‐to‐date

continuous

Promote continuous dialogue on political commitment (; opening up of national programmes/ increase of national funding; making use of additional incentives available to support coordination)

continuous

Promote continuous dialogue on synchronisation (flexibility for participants to start and change projects; encouraging synchronized (e.g. bilateral project simulation at national level – bilateral deadlines/calls)

continuous

Establish dialogue with key innovation programmes financed by, e.g. Structural Funds

continuous

Enhancing EUREKA umbrellas’ role in project generation continuous

Fostering European SME support through EUREKA

Action Timeframe

Improve the implementation of Eurostars in the period 2011‐2013, based on the recommendations made in the context of the EU Mid‐Term Evaluation, concerning administration and transparency

2013

A strategic document for Eurostars 2.0 will be developed for the “Eurostars 2.0” Programme (Budapest document)

2012

Elaboration of the detailed implementation mechanisms of EUROSTARS2 2013

Continue dialogue with relevant European stakeholders and funding agencies on European SME support

continuous

Launch and implement a programme in continuation of Eurostars ("Eurostars 2.0") 2014 onwards

SME participation shall be encouraged in cluster initiatives continuous

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Boosting EUREKA strategic initiatives

Action Timeframe

Develop bridging measures and joint actions between the network and the strategic initiatives in EUREKA and beyond (e.g. Art. 187 initiatives), in dialogue with the European Commission

2010‐2013

Support the delineation process between Clusters and JTIs; 2010‐2013

Reach a EUREKA position on the complementarity of Clusters and JTIs 2011‐2013

Develop an effective communication strategy in support of Clusters, communicating the achievements of Clusters as EUREKA success stories

2010‐2013

Establish close cooperation between EUREKA strategic initiatives and selected ETPs;

continuous

Conduct a series of workshops involving identified ETPs in order to generate new project ideas related to EU “grand challenges”;

continuous

Develop new EUREKA Clusters, created by European industry and stimulated by EUREKA member countries and based on identified ETPs as nucleus of Clusters

continuous

Develop stronger interconnection between the EUREKA network and the strategic initiatives and between the strategic initiatives themselves to enhance dialogue on key issues regarding strategic initiatives;

continuous

Implement joint actions between EUREKA and the Clusters as well as between the Clusters themselves

continuous

Fully implement the new EUREKA Umbrella Guidelines13 to improve the structural conditions for Umbrellas;

continuous

Evaluate the Umbrella guidelines; 2013

Link‐up EUREKA Umbrellas to other initiatives, such as EUREKA Clusters and European Technology Platforms (ETPs) by involving them in all activities to promote stakeholder dialogue in the context of EUREKA, notably the EUREKA Annual Conference (EAC).

continuous

Develop stronger links between EUREKA umbrellas and sub‐critical ERA‐NETs to determine whether they can be integrated into the EUREKA umbrella form

continuous

Supporting follow‐on activities of EUREKA projects

Action Timeframe

Carry out a needs assessment amongst EUREKA and Eurostars companies for follow‐on support of successful EUREKA and Eurostars projects regarding, e.g. follow‐up financing, IP issues, information foreign market conditions, standards

2012

13 Document PD EUREKA 011

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and norms, international management.

Define the role of EUREKA in a European innovation financing system in dialogue with EIB, EIF, the European Commission including expertise and organisational requirements, also with a view to already existing or newly conceived financing schemes, such as a loans, guarantees (e.g Risk‐Sharing Initiative of RSFF) business angels and venture capital.

2010‐2014

Develop and implement an effective approach to support companies following successful EUREKA projects, e.g. through establishing EUREKA’s constant involvement in partnering events with financing organisations (VC owners, business angels and other private funding agencies); establishing EUREKA’s involvement in online databases/ information pools such as the EuroQuity developed by OSEO; capacity building activities

2010‐2014

Strengthening the international dimension of EUREKA

Action Timeframe

Revision of project participation rules (1+1 rule applies also to Associate Members) 2012

Assess the performance of the Republic of Korea as Associate Member after 2 years of its accession

2012

Implement the refined International Cooperation Strategy (ICS) by launching dialogues with potential partner networks/ associated countries on the basis of its provisions, leading to negotiations with possible candidates

2011‐2014

Conclude and implement a limited number of new Partnership Agreements (Association Agreements and Memoranda of Understanding (MoU) – Canada (2012), Montenegro (2012)

2011‐2014

Promote the continuous involvement and possibly accession of other European countries in EUREKA fulfilling the conditions for membership

continuous

Promoting EUREKA as a platform for innovation policy dialogue and stakeholder communication

Action Timeframe

Exchange views with relevant European organisations and funding agencies; implement joint actions, such as the drafting of position papers or holding joint meetings

Continuous

Monitor opportunities for EUREKA to contribute to policy debates in the field of industrial technology and innovation

Continuous

Identify interfaces of EUREKA with other actors, initiatives and funds, in order to create synergies (e.g. with Structural Funds, IPA Funds, EEN or EITI) and better integrate all members of EUREKA in the activities of the initiative, including non‐EU Member States.

Continuous

Consider ways to better link EUREKA to macro‐regional strategies of the EU being Continuous

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developed or implemented and other initiatives with a regional focus, such as 'Regions of Knowledge', in order for EUREKA to strengthen the regional dimension of RTDI policy and programmes and involve regional funding schemes in EUREKA

Assessing the impact of EUREKA and its portfolio

Action Timeframe

The Impact Assessment Working Group with the help of ESE will advance the methodology of the current system for monitoring and evaluation, and assessing the impacts and portfolio analysis, including performance indicators, based on existing frameworks and experiences of EUREKA member countries

2012

The Impact Assessment Working Group with the help of ESE will establish evidence on aspects of particular interest, including the impact of Eurostars on EUREKA, trends on project size and partner composition, EUREKA in the ERA perspective, impact of EUREKA Umbrellas.

2012

EUREKA will be partner of the European Commission in its ex post evaluation of the Eurostars programme

2013‐14

Better data availability between EUREKA clusters and ESE shall be developed in order to make the results of impact assessment as correct as possible

continuous

Produce a EUREKA Annual Impact Report annually

Improving the efficiency of the Network and ESE

Action Timeframe

Carry out a review and an audit on the managerial and operational activities of ESE and assess its operational efficiency accordingly

2012

EUREKA will review and assess its present operational and organizational mechanisms and will adjust them to the challenges and demands.

2013

EUREKA will introduce its renewed operational and organizational mechanisms, and the progress made will be continuously monitored.

2014

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Appendix 2: EUREKA Impact 1985-2012

In 27 years, EUREKA has endorsed 4,452 projects, of which 3,341 are individual projects, 566 Cluster projects and 545 Eurostars projects, with a value totalling 30 billion euro.

Since 1985, the number of projects endorsed per year has constantly increased. Today, more than 300 EUREKA projects are endorsed per year (see chart 1) with a total value of 859 million euro (including private and public funds) on average every year.

Chart 1: EUREKA projects ‐ 1985 ‐2012

As shown in chart 2, the majority of EUREKA participants are from industry (68%). Research Institutes and Universities represent 29%. The proportion of SMEs in the EUREKA portfolio has constantly increased since 1985, and today they account for more than 60% of EUREKA’s participants.

Chart 2: EUREKA Type of Participants ‐ 1985 ‐2012

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As shown in the tables below, the Clusters CATRENE, ITEA2 and Celtic feature a very high industrial participation, with a considerable ‐ and increasing ‐ level of participation of SMEs.

Table 1: Statistics of Clusters

As shown in chart 3, 66% of EUREKA’s total project portfolio budget is dedicated to ICT (largely due to the fact that EUREKA Clusters are mostly ICT driven). Other technologies account for 19%, energy / environmental technologies represent 9%, while biotechnologies represent around 6%.

Chart 3: EUREKA Technology Areas ‐ 1985 ‐ 2012

Since 1985, EUREKA Members have invested €30 billion in EUREKA Projects. The contributions are shown by country in Table 2 below.

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Table 2: EUREKA Members Absolute Participation (M€) ‐ 1985 ‐ 2012

Total Cost 1985 ‐ 2012 (M€) Individual Projects Clusters Eurostars TOTAL

Austria 278.9 193.0 27.4 499.3 Belgium 446.7 736.8 15.3 1198.8 Bulgaria 0.3 0.4 0.0 0.7 Croatia 20.7 0.2 0.1 20.9 Cyprus 3.0 0.7 1.0 4.6

Czech Republic 134.9 8.2 12.2 155.4 Denmark 306.8 6.8 32.2 345.8 Estonia 1.2 1.8 7.9 10.9

European Union 718.2 7.1 0.0 725.3 Finland 277.6 448.1 14.7 740.4 France 4752.9 4080.6 103.2 8936.7 FYROM 1.1 0.0 0.0 1.1

Germany 2851.0 1596.0 105.2 4552.2 Greece 75.0 12.3 14.0 101.4

Hungary 40.9 7.6 4.5 53.0 Iceland 14.7 0.0 2.7 17.4 Ireland 42.0 31.9 6.1 80.0 Israel 158.0 59.3 35.1 252.4 Italy 2225.0 633.2 41.3 2899.5

Latvia 7.1 0.0 0.6 7.7 Lithuania 18.7 1.7 5.2 25.6

Luxembourg 28.4 17.4 1.2 47.0 Malta 1.7 0.6 0.2 2.5

Monaco 1.0 0.1 0.0 1.1 Norway 320.5 56.5 59.4 436.5 Poland 97.9 16.8 6.2 121.0

Portugal 179.8 23.0 11.9 214.7 Republic Of San Marino 13.7 0.0 0.0 13.7

Romania 24.0 4.3 4.9 33.1 Russian Federation 44.4 0.0 0.6 44.9

Serbia 31.0 0.0 0.0 31.0 Slovak Republic 14.4 0.4 1.1 15.8

Slovenia 119.3 3.4 4.5 127.3 Spain 1156.7 632.9 57.0 1846.7

Sweden 316.6 121.0 52.2 489.8 Switzerland 389.1 28.6 39.7 457.3

The Netherlands 1531.7 1849.1 61.1 3441.9 Turkey 70.2 52.9 9.3 132.4 Ukraine 5.6 0.2 0.1 5.9

United Kingdom 814.7 50.1 39.4 904.2

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Based on the 2,600 final reports received between 2000 and 2011, it can be determined that for one million euro of public funds invested in a EUREKA project, on average:

1.9 million euro of private funds are additionally invested, which result in 10.2 million euro of additional turnover (achieved and expected), and 42 Jobs are created or safeguarded (achieved and expected).

Chart 4: EUREKA Leverage Effect – 2000 ‐ 2011

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Appendix 3. EUREKA SRM 2010‐2014 Review Report

EUREKA’s Strategic Roadmap 2010‐2014

Review Report

Preamble

The Strategic Roadmap (SRM) is a key element in EUREKA’s governance and provides strategic direction on overall priorities, objectives and action fields with the purpose to ensure the operational and strategic continuity of EUREKA as well as providing guidance to subsequent EUREKA Chairmanships in the development of their priorities.

EUREKA’s SRM for 2010 to 201414 was developed under the German EUREKA Chairmanship. It was approved by the HLG and endorsed by the Ministerial Conference (MC) in Berlin on 25 June 2010. It is outlined in this document that the implementation of the SRM is to be monitored against the defined objectives and action fields and that the EUREKA Secretariat (ESE) drafts an annual progress report. In addition, the scope and priorities of the SRM is to be reviewed every two years and evaluated against its objectives.

This Review Report has been prepared summarizing the achievements and giving an overview about the progress made in the certain action fields. It also includes an analysis about the changes in the global and European environment of EUREKA between 2010 and 2012.

1. EUREKA: trends and challenges in the European RTDI landscape

Since 2010, the European landscape has changed substantially due to the acceleration of the debt crisis. European Member states are faced with increasing pressure to contain public spending on one hand and stimulate growth and jobs on the other one.

Concretely, Horizon 2020 is moving towards more bottom‐up and market oriented research and will cover for the first time the full innovation cycle from idea to commercialisation. EUREKA natural bottom up and market oriented approach benefits from it with notably the distinctive place of Eurostars 2 within Horizon 2020, granted with an increased contribution from the European Commission. EUREKA strategic priority to support follow‐on activities of EUREKA projects, with the objective to create better access to alternative sources of financing, also reinforced EUREKA place in the European R&D landscape. EUREKA clusters which have a more strategic approach in the member countries could also benefit from this changing landscape demanding more economic return from the R&D.

The multiple ERA initiatives, such as the Era‐nets, Articles 185 and JTis will also endeavour major change with an increased pressure towards coordination and integration. EUREKA

14 EUREKA Strategic Roadmap 2010‐2014 : EUREKA Doc. HLG2844

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intergovernmental model and 25 years experience proves to be key factors of success for the implementation of ERA initiatives. As a result, the ERA changing landscape could lead to strong opportunities for EUREKA.

However, the crisis in European will also result in a stronger competition among public programmes which could also represent a threat to EUREKA programmes, with less Members states budget available. The need to address these budgetary challenges will become a priority for EUREKA. In this perspective, impact assessment and communication will become more and more strategic pillars for public intervention. The achievements made by EUREKA in these fields, with notably the first global economic study showing EUREKA positive impact on employment, , are strong assets.

At last, the changing landscape is not only European, but global and calls for more partnership with non European members to extend market potential. EUREKA international strategy with new associated members goes in that direction.

2. Strategic Road Map overall progress & outcomes (2010‐2012)

The EUREKA SRM 2010‐2014 offers a vision for EUREKA to increase the competitiveness and innovation capacity of European industry and help making the ERA a reality. It puts forward three key priorities, illustrating the direction in which we want EUREKA to develop in the future.

By 2014:

• EUREKA takes a leading role in the ERA as an attractive framework for European and international trans‐border cooperation of industry, and particularly SMEs, in market‐oriented R&D and innovation in Europe, in partnership with stakeholders in Europe and strategic EUREKA partners worldwide;

• EUREKA has widened its toolbox and thematic scope in areas where industrial RTDI in international cooperation yields added value in terms of growth and competitiveness of European companies and in response to major societal challenges;

• EUREKA has triggered significantly enhanced coordination of public RTDI measures in the member countries, with a view to strengthen transnational cooperation.

Seven action fields are defined that underpin EUREKA’s vision and should catalyse progress towards the three strategic priorities:

Action 1: Promoting individual bottom‐up cooperation projects in industrial R&D

Action 2: Fostering European SME support through EUREKA

Action 3: Boosting EUREKA strategic initiatives

Action 4: Supporting follow‐on activities of EUREKA projects

Action 5: Strengthening the international dimension of EUREKA

Action 6: Promoting EUREKA as a platform for innovation policy dialogue and stakeholder communication

Action 7: Assessing the impact of EUREKA and its portfolio

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a) Main progress on SRM actions implementation

The main progresses made to fulfil our actions in the last two years are:

Action 1: Action 1: Cooperation with Europe Enterprise Network has been signed, while a cooperation model with European Technology Platforms has been set and is under testing. Joint virtual calls addressing the Grand Challenges through EUREKA instruments have been implemented.

Action 2: Action 2: A taskforce on Eurostars 2 has been set up in September 2010 which delivered EUREKA responses to the Mid‐term review made by the EC and a blueprint on Eurostars 2. The Eurostars National Funding Body conference on May 2011 called for the continuation and reinforcement of Eurostars beyond 2013.

Action 3: Action 3: A joint declaration from EUREKA Chairmanship and EUREKA Clusters has been signed, while cooperation among the Clusters has been improved and agreements between CATRENE‐ENIAC and ITEA2‐ARTEMIS have been set. The new umbrella guidelines have also been signed.

Action 4: Action 4: A Europe‐wide scheme to provide finance for innovation with EUREKA involvement has been explored together with the EIB, EIF and EC.Cooperation with the European Businnes Angels Network has started, notably to jointly organize EUREKA Investors shops.

Action 5: Action 5: EUREKA is implementing a successful and effective internationalisation strategy, employing a proactive and determined but vigilant approach. Fact finding missions have been organised when needed.

Action 6: Action 6: A communication strategy for EUREKA is developed and updated annually that considers the strategic objectives of EUREKA. EUREKA participates in all relevant public consultation processes. EUREKA has established a structured dialogue and close cooperation with relevant organisations and funding agencies in Europe.

Action 7: Action 7: Under the Israeli Chairmanship, informal working groups have been established which led to an official Impact Assessment Working Group under the Hungarian chairmanship. The ESE supports the WG work.

b) Main outcome on the SRM actions

The main outcome resulting from the implementation of the SRM actions are:

Action 1: Transparency of EUREKA instruments funding availabilities has been improved. However, the numbers of individual projects and total project costs have fallen over the past four years, with the rise of a tendency for bilateral project creation.

Action 2: The Council of the European Union conclusions (May 2011) shows a strong support for the continuation and reinforcement of Eurostars beyond 2013

Action 3: The relation between clusters, EUREKA network and ESE has been strengthened (e.g. spokesperson of inter cluster committee nominated to attend key EUREKA meetings on behalf of the clusters, multidisciplinary event organized by Acqueau at ESE, ACQUEAU and Eurogia+ established their offices at the ESE). Vision, mission and strategy were set between each cluster and JTI to clarify the added value, complementary and synergy between the various schemes.

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Relatively steady number of projects (40 – 50 per year) and average project cost (16M€ ‐ 19M€).

Action 4: The European Commission Horizon 2020 proposal makes room for EUREKA to participate in their debt financing instruments. Well attended EUREKA Investors shops (50 EUREKA SMEs in June 2011 in Jerusalem and 15 Eurostars SMEs in December 2011 in Brussels).

Action 5: South Korea renewal membership, Montenegro full membership and Canada Associated Membership are expected to take place in June 2012. The potential associated countries identified by EUREKA beyond 2012 are the BRICS, Japan and Taiwan.

Action 6: The implementation of the communication strategy has been supporting all SRM actions and the outcome resulting from them.

Action 7: The implementation of an impact assessment strategy supports all SRM actions by showing notably the added value of EUREKA in terms of growth and jobs for the European economy. This action supports at Members states and EU levels the rationale to continue and/or strengthened EUREKA instruments.

3. EUREKA’s progress and outcome by SRM actions

a) Action 1: Promoting individual bottomup cooperation in industrial R&D

The objective of this action is to create a broad base of industrial innovation activity through enhanced coordination of national RTDI measures and reinforced political and financial commitment of the participating governments and funding agencies.

In this action the key objectives to be reached by 2014, were:

• The transparency of this EUREKA instrument, with respect to national funding mechanisms, procedures and timeframes, is increased.

• Models for enhanced coordination and synchronisation of national RTDI measures in support of bottom up projects are identified, and EU and other incentives explored to support European wide coordination/ synchronisation and strengthen the European dimension of national programmes.

• The political and financial commitment of the participating governments and innovation agencies to EUREKA is reinforced.

The actions and results obtained to fulfil these objectives in the last two years are:

Actions

• The Israeli chair started the debate on preparing tools for a better synchronisation and communication of the national funding tools available to support EUREKA projects.

• EUREKA, through the ESE, has launched three surveys across the member countries on various aspects of targeted project funding (clean tech, food technology, regional dimension)

• The Israeli chair initiated addressing the Grand Challenges through the various EUREKA instruments and the EUREKA clusters in particular, calling for multidisciplinary projects.

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The focus during the Israeli chair was on clean tech, followed during the Hungarian chair by a focus on food technology.

• The Hungarian Chairmanship has set up a model approach with the European Technology Platforms (ETPs) inviting them, together with the EUREKA Network, to brainstorm possible collaboration areas, develop project ideas and to jointly find funding opportunities for the projects.

• In order to improve cooperation with other European networks, a MOU was signed with the EEN network.

• The Hungarian chair has started an action on the future of the individual projects portfolio.

Results

• Transparency has been increased thanks to the surveys results and the decision by the Hungarian chair of updating the information on budget availabilities twice a year during the NPCs meetings.

• However, the numbers of individual projects and total project costs have fallen over the past four years, with the rise of a tendency for bilateral project creation. Average project costs are also falling, but less intensely – first HLG meetings of 2011 and 2012 have particularly low average project costs (around 1 M €).

• More Clean Tech projects were generated in 2011 thanks to IL Chair drive, but this effect is concentrated in the first HLG.

b) Action 2: Fostering European SME support through EUREKA

The objective is the action “Fostering European SME support through EUREKA” is to unlock the full potential of research‐intensive SMEs as engines of European innovation and growth through the advancement of the Eurostars Programme with a view to the next EU Research Framework Programme, and securing appropriate funding to SMEs as a key target group of EUREKA.


• EUREKA is a highly attractive support mechanism for European SMEs in R&D.

• The Eurostars Programme 2008‐2013 is considered a success in terms of its smooth implementation, including compliancy of member countries and management aspects such as time‐to–market, secured by the high‐quality services provided by the offices of the National Project Coordinators (NPC).

• Eurostars is evaluated within the EUREKA network in terms of satisfaction by member countries and industry, taking account of the conclusions of the EU Mid‐Term Evaluation.

• A decision on a "Eurostars 2.0" programme is reached in parallel to the Council decision on the next FP and with regards to the EU Research and Innovation Plan.

• Potential synergies with other programmes and instruments are identified.

• A new programme is launched in continuation of Eurostars ("Eurostars 2.0").


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Actions

• The European Commission carried the Eurostars Independent Interim evaluation in 2010 with the support of the ESE.

• The Eurostars National Funding Body conference on May 2011 was organized for discussing the outcomes of the Interim Evaluation report. It was notably opened by the Director General of DG RTD, Robert Jan Smits.

• EUREKA has formulated its responses to the Evaluation report and sent it both to the Commission and the Council.

• A taskforce on Eurostars 2 has been set up.

Results

• The Eurostars interim evaluation reflects the success of the programme attractiveness and implementation. The success of the programme is notably reflected in the high quality and substantial number of applications received, which are five times higher than what was expected originally.

• During the NFB conference, Robert Jan Smits called for the continuation and reinforcement of Eurostars beyond 2013 based on the Interim Evaluation recommendations.

• The Council of the European Union adopted its conclusions on the Eurostars Interim evaluation during the 3094th competitiveness council meeting on May 31. The council conclusion shows a strong support for the continuation and reinforcement of Eurostars beyond 2013.

• On November 2011, the European Commission proposed to the Council its Horizon 2020, where Eurostars has a distinctive position

• The taskforce on Eurostars 2 led by Chris North proposed 10 recommendations and identified the overall dimension of the next programme between 1.4 and 2.5 B€

• The Eurostars2 Budapest Document which sets the strategic framework for the programme is expected to be endorsed in June 2012

c) Action 3: Boosting EUREKA Strategic Initiatives

The objective of the action “Boosting EUREKA strategic initiatives” is to increase their effectiveness in developing key technologies through public‐private partnership and create a more strategic approach in the member countries delivering on national and European political priorities and in response to the ‘grand challenges’.


• EUREKA Clusters are active entities in developing and implementing the SRM, contributing to the EUREKA vision.

• New EURKEA Clusters and Umbrellas are developed in industrial R&D sectors of European strategic importance, on the basis of the interest of industry and the tangible commitment and support of the EUREKA members.

• EUREKA strategic initiatives play a clear and important role in relation to connected ERA instruments, including JTIs and other article 187 initiatives, ETPs, EIT/ KICs, and national strategic instruments.

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• EUREKA strategic initiatives closely interact with the EUREKA network and establish links between themselves to foster and implement multi‐disciplinary joint actions.

• EUREKA Umbrellas are supported by member countries in line with the new EUREKA Umbrella Guidelines15, in order to unlock their full potential to generate new projects and to identify new strategic areas in RTDI.


Actions

• “Cluster action package“(EG2‐14) was adopted by the Executive Group under the Israeli chair. The 10 points document aims at the improvement of ESE – NETWORK – CLUSTER relation and exchange of best practices.

• Joint declaration from EUREKA Chairmanship and EUREKA Clusters signed at NPC/HLG meeting in Jerusalem.

• The clusters are cooperating with their JTIs counterpart. A few of them have already conducted joint conventions and seminars.

• Clusters were involved in the development and promotion of EUREKA Clean‐Tech Action facing the grand Challenges. Joint Cluster info‐day took place in Eilat February 2011.

• The new Umbrellas guidelines have been introduced.

Results

• The clusters nominated a spokesperson to represent all of them in the interaction with the EUREKA network. The Cluster spokesperson is invited to all the EUREKA Executive Group (EG) meetings as well as EUREKA High Level Group (HLG).

• The Cluster renewed their inter‐cluster committee. Meetings of the committee are conducted on a regular basis at the EUREKA secretary or elsewhere.

• A EUREKA interdisciplinary brokerage event took place at EUREKA secretariat

• Acqueau and Eurogia+ established their offices at the ESE.

• A cooperation agreement was signed between CATRENE and ENIAC and between ITEA2 and ARTEMIS. In addition, interaction has been initiated between Celtic‐Plus and the Future Internet Public‐Private Partnership.

• To demonstrate collaboration with other ERA organization: ITEA have announced collaboration with EIT and more specific with EIT ICT laboratories.

• During the EUREKA Academy event held on 24 November 2011, the possibility of establishing a Cluster on Food Technology was discussed. This proposal should entail a transformation of the existing Umbrella EuroAgri FoodChain into a Cluster, bestowing the Umbrella with additional means at hand.

• Since the introduction of the new umbrella guidelines, the support by the ESE is appreciated, notably by offering meeting space and hosting the Umbrella’s website.

15 Document PD EUREKA 011

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• A collaboration is set up by extending the Profactory+ partner and project database by the E!‐Surf contacts, possibly with EUREKABUILD2.

• Relatively steady number of clusters projects (40 – 50 per year) and average project cost (16M€ ‐ 19M€). In 2008, there were on average 3.6 participating countries per project, whereas in 2011 the figure was 4.4.

d) Action 4 : Supporting followon activities of EUREKA projects

The objective of this action is to support businesses in bringing innovations to the global market and create better access to alternative sources of financing.


• An approach to supporting EUREKA companies, having participated in EUREKA projects, through 'soft' measures is devised, such as partnering events with VC owners and other private funding agencies, or capacity building on IP issues and market knowledge.

• A Europe‐wide scheme to provide finance for innovation with EUREKA involvement is explored in terms of feasibility and value‐added, and possibly established, in cooperation with potential public and/ or private funding bodies.

• The actions and results obtained to fulfil theses objectives in the last two years are:

Actions

• The first EUREKA Investors Shop took place in Jerusalem on June 2011. The event was organized together with the Annual Conference of the Israeli High Tech Association.

• The second investors shop took place in Brussels on December 2011. This time, EUREKA has joined forces with EBAN (The European trade association for Business Angels, Seed Funds, and other Early Stage Market Players), lead partner of ACCESS ICT. This Brussels event was dedicated to Eurostars ICT SMEs looking for Business Angel investment. The event combined coaching and mentoring as well as pitching to investors.

• On line search machine for SMEs and investors is active from May 2011 under the name E! Innovest. The machine can be used by SMEs interested in cross boarder investment as well as by investors looking for interesting investment.

• EUREKA Academy event under the title “Are you willing to take the risk“ hosted key people form EC, EIB, EIF and other investment group to explore a Europe‐wide scheme to provide finance for innovation with EUREKA involvement

• The Israeli and Hungarian chairs with the support of the EUREKA Secretariat conducted a thorough investigation of the different tools provided by the European Investment Bank (EIB) the European Investment Fund (EIF) and the European Commission.

• Working Group on Financing Innovation composed of network members and experts is meeting on regular basis to support the process.

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Results

• 50 EUREKA companies joined the first investors shop in Jerusalem.

• 15 Eurostars companies joined the second investors shops in Brussels, with 12 Investors.

• EUREKA Academy event under the title “Are you willing to take the risk“ hosted about 100 key people form EC, EIB, EIF and other investment group.

• Series of meeting in Luxembourg led to the development of 3 models for new funds to support SMEs in their very early stage of development and at their growth stage. The different model were presented and approved by the joint NPC/HLG in Jerusalem. DG RTD presented EUREKA with concrete proposal for cooperation in the development of new scheme to ease the credit pressure for SMEs.

• The European Commission Horizon 2020 proposal makes room for EUREKA to participate in their debt and equity financing instruments.

e) Action 5 : Strengthening the international dimension of EUREKA

The objective of this action is to enable European businesses and research institutions to access new knowledge and markets, through encouraging R&D cooperation with strategic partners worldwide, based on mutual benefit and fair and equitable use of intellectual property.


• European non‐member countries fulfilling the conditions for accession are involved in EUREKA.

• EUREKA is a key framework for European industry in close‐to‐market R&D cooperation with partners (countries and/or networks) outside Europe.

• EUREKA implements an effective internationalisation strategy, employing a proactive and determined but vigilant approach that enables European companies to engage in international R&D partnerships and increase their global competitiveness.

• EUREKA has, in a structured and well‐managed process, concluded a limited number of Partnership Agreements with non‐European networks and/or countries, based on the principle of mutual benefit and fair and equitable use of IP.

• Numbers of projects with partners outside Europe are increased.


Actions

• The International Cooperation Strategy Working Group (ICS WG) continued its work under the IL and HU Chairmanships.

• Partnership Agreement with Canada was discussed during the Israeli chair and negotiated during the Fact Finding mission in March 2012.

• Review of South Korean Associated status started and the first draft (overview) was presented at the HLG2 in Sopron in January 2012.

• South Korean EUREKA Day was organised in Seoul in March 2011, and in Brussels in March 2012 and Mission to Albania was held in December 2010 and NIP status of Albania (granted in 1992) will be newly discussed by the ICS WG during the HU Chairmanship.

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• Missions to Montenegro, Bosnia & Herzegovina were organised in 2011 for promoting EUREKA activities and projects generation.

• Active involving in the Steering Platform for R&D in Western Balkan countries has supported regional aspects of the EUREKA Network.

Results

• The ICS WG2 meeting strongly recommended on the need for a controlled growth of the number of new Associate countries. The core criterion in associating the third countries to EUREKA (non‐European countries) should be mutual benefits, but one should distinguish between:

countries which EUREKA targets proactively, and

countries which approaching EUREKA on their own initiative.

• The potential associated countries are the BRICS (note that Russia is EUREKA member since 1993), Japan and Taiwan.

• The project rule 1+1 is recommended by the ICS WG for following discussion by the HLG and to be endorsed by the Ministerial Conference in Budapest in June 2012

• South Korea became EUREKA Associated member in June 2009. The renewal of its associated status is expected to be prolonged at the Ministerial Conference in Budapest in June 2012 based on a mid‐term review report.

• Montenegro is expected to join as full member in June 2012, while Canada is expected to join as Associated Member in June 2012.

• Albania and Bosnia and Herzegovina remains NIP with a small progress of activities, while Republic of Moldova should be expected to become NIP in future

• No progress has been made with the Ibero American Innovation Network due to not clear operation of this Network.

• Status on the individual projects outside EUREKA members is not significant.

f) Action 6: Promoting EUREKA as a platform for innovation policy and stakeholder communication

The objective of this action is to enhance EUREKA’s role as a political player in European innovation policy, enable the network to adapt its models of innovation support to changing demands and conditions, and communicate its added value based on its achievements more effectively.


• A communication strategy for EUREKA is developed and updated annually that considers the strategic objectives of EUREKA, the trends of its portfolio and impact, its target groups, and which defines appropriate communication activities.

• EUREKA participates in all relevant public consultation processes on European RDI policy development and implementation, e.g. through position papers.

• EUREKA has established a structured dialogue and close cooperation with relevant organisations and funding agencies in Europe, jointly addressing issues of common interest, and regularly exchanging views in strategic areas, such as European SME policy,

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innovation financing, Cluster policy, the regional dimension or the coordination of national RTDI measures.

• The EUREKA Annual Conference (EAC) is a European key event for European industrial RDI and an element of consultation with European industry to give opinions on the future direction of the Initiative, including future topics to be addressed, and to exchange good practice and experience in business‐driven R&D.

• The EUREKA Inter‐Parliamentary Conference (IPC) continues to play an important role as a key event to raise political awareness and commitment for EUREKA.

• The regional dimension of industry‐driven R&D and innovation is clearly developed in the context of EUREKA, creating greater involvement of regional level actors, and promoting synergies and coherence with strategies, initiatives and funds at different regional levels.

• EUREKA awards annually a well‐renowned EUREKA innovation award, based on a generic concept that is adaptable to current priorities of the Initiative.


Actions

• A Communication plan for EUREKA is drafted and implemented in the Annual Resource Plan (based also on Chair priorities).

• In terms of relevant public consultation processes, during the Hungarian EU Presidency (first half 2011), EUREKA/Eurostars was implicated in several of Research Working Group meetings

• EUREKA has participated in more than 60 high‐level Europe‐wide events and beyond through the medium of a speaker, participant, stand/booth or promotional activities and dissemination of promotional material.

Three round table discussions and conferences were organised in the European Parliament bringing together decision makers, stakeholders and other relevant actors with the aim of promoting the culture of innovation of the EUREKA network and the importance of the Eurostars Programme for SMEs and growth in Europe.

There is a continuing involvement of EUREKA in the SME Week annual event organised by the DG Enterprise.

Presentation of EUREKA/Eurostars in STOA (Science and Technology Option Assessment), Strasbourg.

EUREKA is a regular partner and contributor to the annual European Innovation Summit (three have taken place so far)

Organisation of National Funding Body conferences

• The EUREKA Inter‐Parliamentary Conference (IPC) has been organized during the Israeli chairmanship.

• As regards the regional dimension, a questionnaire has been sent to the EUREKA network and a EUREKA Academy event planned for 18 January 2012, entitled the ‘Regional Dimension of EUREKA’ involving many high‐level stakeholders from different, but relevant backgrounds.

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• The renowned EUREKA Innovation Award, based on a generic concept that is adaptable to current Chairmanship priorities, has now become an annual achievement for an outstanding EUREKA project.

Results

• In general terms, the implementation of the communication action has been supporting all SRM actions and the outcomes resulting from them.

More specifically:

• The number of consultation of the EUREKA websites has greatly increased.

• The 17th IPC took place in Jerusalem during the Israeli Chairmanship where over 30 parliamentarians from more than 18 countries outlined recommendations

• The recipients of the renowned EUREKA Innovation Award say they have greatly benefited from the promotion and presence in a number of important international events that form part of the prize package.

g) Assessing the impact of EUREKA and its portfolio

The objective of this action is to make EUREKA case as a strong pillar in the ERA delivering on EUREKA’s mission and contributing to increased competitiveness of European industry.


• A renewed methodology of assessing the impact of EUREKA and its portfolio is developed and implemented, based on scientific evidence and an internationally recognised methodology.

• The progress made towards EUREKA strategic objectives is continuously monitored.

• Standing relationships with key stakeholders in the field of impact assessment (DG RTD, Eurostat, OECD etc.) are established.

• The portfolio of EUREKA is reviewed and improved, based on regular portfolio analyses, as a whole as well as regarding single instruments.


Actions

• Under the Israeli Chairmanship, informal working group was established, for coordinating a pilot global study and national exercises.

• Under the Hungarian chairmanship, an Impact Assessment Working Group was established, focusing on two objectives:

Develop a EUREKA evaluation framework, outlining methodology for continuous evaluation of progress towards each Strategic Road Map objectives

Deliver the first economical impact study of Eurostars

• As regard to the EUREKA portfolio analyses, the ESE worked on improving its content.

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Results

• In general terms, the implementation of the assessment the impacts of EUREKA supports all SRM actions by measuring notably the added value of EUREKA in terms of growth and jobs for the European economy. This action supports at Members states and EU levels the rationale to continue and/or strengthened EUREKA instruments.

More specifically:

• The impact assessment initiative resulted in the first European‐level pilot econometrical study of EUREKA impact, measuring the economic contribution of EUREKA projects for participating companies in terms of sales and employment. EUREKA Individual Projects attract public funding of approximately €130 million every year. The Israeli experts from Applied Economics obtained robust results showing that participation in EUREKA projects supported by these public funds led to additional annual sales of €2.8 billion euros and additional annual employment of 15000 jobs, compared with participants of similar characteristics but which have not benefited from EUREKA intervention.

• In addition to the European level study, five National Impact Assessment studies have been completed in Denmark, France, Spain, the Netherlands and Sweden.

• As regard to the EUREKA portfolio analyses

A regional portfolio analysis has been provided creating opportunities for additional exchanges with DG RTD, DG REGIO and Eurostat

Portfolio analysis as a whole has been improved by country‐ and region‐level analysis and visualisation

Regional analyses have opened the door for Clusters data sharing, with a view to including them in all standard portfolio analyses

• The EUREKA Monitoring and Evaluation Framework has been prepared by the IA Working Group with the support of the ESE and will be adopted by the HLG in Budapest, June 2012

• The first EUROSTARS Impact study has been prepared by the WG with the strong support of the ESE and will be discussed and approved by the LGH in Budapest, June 2012

4. Conclusions and Recommendations

Since July 2010, the seven action fields of the Strategic Road Map are in their implementation phase. Based on the analysis of the activities between 2010 and 2012 , the following EUREKA strengths and weaknesses have been identified:

Strength:

• Strong Eurostars project generation

• Strong position of Eurostars 2 in Horizon 2020

• Strengthening position of Clusters within the EUREKA network

• Good results of EUREKA Investors Shop

• Good International attractivity of EUREKA

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Weaknesses:

• Declining trends of individual projects generation

• Lack of a clear international strategy

Given the strength and weaknesses of EUREKA in the changing European R&D landscape, EUREKA is faced with new opportunities and threats.

On one hand, with the landscape moving towards more market oriented research and more European coordination, EUREKA has the opportunity to take a leading role in the ERA.

On the other hand, European Members states are faced with increasing pressure to contain public spending, which could represent a threat to EUREKA programmes, such as the Individual portfolio, with less Members states budget available.

Following discussions at network meetings, the following recommendations were made:

• The stimulation of non performing members within the individual bottom‐up cooperation projects should be tackled

• The action field “Fostering European SME support through EUREKA” should be strengthened and the non‐research intensive SMEs should be also included

• The action “Support to Follow on activities” should be considered as one of the crucial issues to be tackled by EUREKA in the coming years.

• EUREKA should look at how to take advantage of the newly established relationship with EEN.

• EUREKA needs a clear strategy for its International Cooperation Strategy

• Clear impact indicators should be defined for EUREKA projects.

Documents

EUREKA Strategic Roadmap 2010 2014 · EUREKA SRM 2010 ‐ 2014 offers a vision for EUREKA to increase the competitiveness and innovation capacity of European economy and help making