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Research, Innovation and Society Impact:
1- Stimulating Innovation in an International/global
context
(types of innovation, role of industry & other
stakeholders, role of innovation policies and common
problems)
Dr Frank Heemskerk © RIMS Nov2014 Sofia
2
About the presenter…
Academic research (15 yr): Biology + Medicine, PhD
NL (Utrecht), USA (NIH), FR (Pasteur), BE
many grants; working with industrial partners
Industry experience (>18 yr): Biotech/Pharma,
Research Management, contracts, IP, licensing,
partnerships with academia, merger, multiple
private investments
International Research Management: Biotech/Pharma,
past-President EARMA, start of ProTon Europe
founder and CEO RIMS bvba: 2002
Board member of several start-up companies
Consultant & Evaluator to EU, Training
International Cooperation globally (own network of
organizations Latin Am, Africa, Asia, Europe)
Dr Frank Heemskerk © RIMS Nov2014 Sofia
3
RIMS can help you to move the
Research idea all the way to Commercialisation:
1. Analyze and optimize your R&D strategy: help to find partners and build international
academia/industry consortia manage resources get access to international funding sources
2. Research Management & Administration of larger
(international/ European) projects: structured proposal development (+ help with submission
process ) negotiations implementation and governance(as management partner) final reporting knowledge transfer
3. Training workshops in International Research Management and Knowledge Transfer
4. Hands-on Innovation management in start-up phase until Exit
From Laboratory to Market:
Dr Frank Heemskerk © RIMS Nov2014 Sofia
4
Knowledge
Strategy building
Experienced management
Research Development
Risk control
Shorter time to market
access to new markets
Innovation
Expert partners Consortium building
and public funding
Sufficient capacity Sufficient private funding
Services
Products Suppliers
There is more to it than just R&D skills…
Dr Frank Heemskerk © RIMS Nov2014 Sofia
Legal context
5
Your partner for Research Management/
Knowledge Transfer on a global level:
- Academic + Industry expertise
- Clients range from SMEs, Research Institutes to big corporations (JNJ, GSK), clusters and governments
- long track record (>42 EU projects, Evaluator for European Commission, IMI, etc), management PPP structures
- A global network of organizations (> 4 000)
- Key Strategic Partners in Business Development
- Financial and IP Management advice
- Managerial hands-on involvement
- Clear focus on Life Sciences-Biotechnologies (Health, Agro, Food) and ICT fields (e.g. e-health, assisted living, MedTech)
- „Bench to Bedside‟ approach
- Experience with working in non-European contexts.....
RIMS can provide you with valuable assets:
Dr Frank Heemskerk © RIMS Nov14 Sofia
7
Background linking Research to Innovation for Valorisation
Dr Frank Heemskerk © RIMS Nov2014 Sofia
9 Dr Frank Heemskerk © RIMS Nov2014 Sofia
The bigger picture in Europe:
Use research for new ideas
Transfer to industry who does the innovation (new applications)
Create added value through exploitation/commercialization (money)
Research
Education Innovation
Knowledge for Growth:
Socio-Economic return
But WHO benefits?
Who pays for what?
Jobs? Social, Env?
Is this sustainable?
11
Why R&D funding?
• Where is the Value in joint R&D projects?
• Innovate products (#, quality, etc) and processes
• Feed pipeline with new/ improve products (students, courses, tools)
• Diversify portfolio (projects), enter new markets, higher visibility
• Why collaborate?:
• Access to new knowledge
• Access to unique infrastructure
• Access to valuable materials, information dbases
• Achieve critical mass (work faster/disseminate wider/ increase visibility)
• Access to new experts (future staff?)
• obtain public funding to lower risk
Invest
Innovate
Internationalise
Dr Frank Heemskerk © RIMS Nov2014 Sofia
12
But even in Europe we can‟t do this alone either:
•Science is global activity
•Competition is global
•Challenges are common and global
•Problems are increasingly complex/ require complex infrastr.
•Problems in e.g. Africa directly affect Europe too
•Local assets and environments are unique
=>
Need for international cooperation
Dr Frank Heemskerk © RIMS Nov2014 Sofia
13
Conflicting Values – Common Interests:
Louis P. Berneman, 1999
UNIVERSITY INDUSTRY
Commercialization
of New and Useful
Technologies
Teaching
Research
Service
Profits
Knowledge for
Knowledge’s Sake
Academic Freedom
Open Discourse
Management of
Knowledge for
Profit
Confidentiality
Limited Public
Disclosure
Development R&D
Dr Frank Heemskerk © RIMS Nov2014 Sofia
14
The bigger picture of FP7 + H2020:
Added value of an international network (new ideas)
Added value of international exploitation (new applications)
Critical mass (to fight fragmentation in Europe)
Research
Education Innovation
jobs, growth
Knowledge for Growth:
Socio-Economic return
Therefore: read the
background documentation
Dr Frank Heemskerk © RIMS Nov2014 Sofia
15 Dr Frank Heemskerk © RIMS Nov2014 Sofia
Market
Seed, BA, FFF Local VC Int‟l VC IPO
Value
Perceived Risk
Research
Technol-Commercial
Industrialize
Cash needs
Development
Validate Prototypes
Funding
Parallel Product Development
& Transfer at right moment
The Innovation Value chain: Risk perception and who plays which Role?
16 Dr Frank Heemskerk © RIMS Nov2014 Sofia
The bigger picture in Europe:
Institute level: culture, ecosystem support and funding diversification
City level: ecosystem support (certificates/ bureaucracy), visibility
Regional level: clusters, specialization, visibility, critical mass, skill
pool, funding, special FT zones
National level: education, legal/tax, industry sectors, cross border
and int‟l clusters (ELAT)
European/Global level: visibility, quality standards, int‟l funding
Knowledge for Growth:
Socio-Economic return
17 Dr Frank Heemskerk © RIMS Nov2014 Sofia
The bigger picture:
Research
Education Innovation
jobs, growth
Knowledge for Growth:
Socio-Economic return
Intellectual
Social
Economical
But HOW?
18
Funding Opportunities: general
1. National funding:
only € from your country for funding the significantly new initiatives: e.g. for infrastructure, salaries
Innovation projects alone or w/ other partners: for instruments and expensive consumables
Collaborative projects between academia, but with SMEs, international connections ??
2. Non-EC funding:
Eureka/Eurostars, EuroTransBio: continuous calls: good for innovation, but focused on Europe only
IMI, ERA-Nets: EraSME, CORNET; ESF, COST, ALFA, MEDEA, etc etc
US funding: NIH, NSF, DoD, DOE, etc OK for clincial studies, new materials/ technologies: but IPR??
Private Foundations, (e.g. Gates Foundation, Global Alliance): good for impact studies (and fellowships), but IPR?
3. Internal and corporate funding:
corporate funds (from key end-users) for core development activities (and marketing research and upscaling manufacturing infrastructure
4. EC funding: Horizon 2020 started in 2014 and Final Work programs on Health, ICT and Food released (details for 2015 are already available)
=> get ready now and IMI/CIP/ COSME/EraNet programs run in parallel to H2020
Use EU funding only as strategic instrument, NOT to get €€ !!
Dr Frank Heemskerk © RIMS Nov2014 Sofia
19
Horizon 2020
News on: http://ec.europa.eu/research/horizon2020/
Dr Frank Heemskerk © RIMS Nov2014 Sofia
20
Horizon 2020
News on: http://ec.europa.eu/research/horizon2020/
Challenges:
Dramatic mismatch between skills, tech offer and market
demands
Econ. challenging times: National budget cuts
Science is good but Translational activities insufficient
(Research to Innovation not happening)
Number of European high potential „gazelles‟ is stagnating
Low access to finance, espec for SMEs
=> H2020 is NOT business as usual !
Dr Frank Heemskerk © RIMS Nov2014 Sofia
21
Horizon 2020
Dr Frank Heemskerk © RIMS Nov2014 Sofia
The actual support for Research and Innovation under
Horizon 2020 goes towards:
Excellence Science: Strengthen the EU‟s position in science with a
dedicated budget of € 24 598 million. This will provide a boost to top-
level research in Europe, including an increase in funding of 77% for the
very successful European Research Council (ERC).
Competitive industry: Strengthen industrial leadership in innovation €
17 938 million. This includes major investment in key technologies,
greater access to capital and support for SMEs.
Better Society: Provide € 31 748 million to help address major concerns
shared by all Europeans such as climate change, developing sustainable
transport and mobility, making renewable energy more affordable,
ensuring food safety and security, or coping with the challenge of an
ageing population
22
Horizon 2020
Dr Frank Heemskerk © RIMS Nov2014 Sofia
The support for Research and Innovation aims to:
Horizon 2020 will tackle societal challenges by helping to bridge the gap
between research and the market by, for example, helping innovative
enterprise to develop their technological breakthroughs into viable
products with real commercial potential. This market-driven approach will
include creating partnerships with the private sector and Member States to
bring together the resources needed.
International cooperation will be an important cross-cutting priority of
Horizon 2020. In addition to Horizon 2020 being fully open to
international participation, targeted actions with key partner countries and
regions will focus on the EU‟s strategic priorities.
Horizon 2020 will be complemented by further measures to complete and
further develop the European Research Area. These measures will aim at
breaking down barriers to create a genuine single market for knowledge,
research and innovation
23
Horizon 2020
Dr Frank Heemskerk © RIMS Nov2014 Sofia
New Principles:
more Synergies with Structural/ Social Cohesion Funds: to build local
Innovation eco-systems, more PPP‟s, JTIs with new areas (biobased ind‟s)
regional Smart Specialization (RIS3): SWOT to agree on limited
priority set, stronger links/leverage to private funding, impact monitoring,
ICT enabling platforms: process agreed with EC, content filled in locally
ERDF priority 1 (Res & Innov): ESFRI research infrastructures, KT and
spin-off creation, SME clusters for production/design/services, 1st market
introduction, harmonizing standards, training/professional capacity
development
Synergies with COSME: clusters, business development services, skill
development, public procurements, equity financing, guarantees, SME
support, EEN network, environment + competitiveness
ESIF: co-funding (art 55), support outside OP area (art 60), transnational
funding (art 87)/ERAnets/etc
24
Characteristics of European funding for international collaborative R&D and how to get the best out of it !
Provide support for winning proposals at 5 critical levels:
1. Methodological approach: step-by-step from idea to proposal
2. Management and Finances: how to avoid common problems
3. structured partnering (roles) and negotiations within a consortium (responsibilities)
4. How to protect the Knowledge that is being created (IPR issues)
5. Share experience on how to add value to society/ to commercialize with an exploitation strategy (marketing of your results, generate new projects, obtain additional funding, go beyond a business plan and create real sustainable growth)
Special focus on SME-Academia collaborations (examples of Life Sciences)
Creating R&D value: a process of working together
Dr Frank Heemskerk © RIMS Nov2014 Sofia
25
How to start building an integrated project?
Define the problem (e.g. medical need)
Identify the stakeholders (patients, industry, etc)
Define the requirements (e.g. Drug, quality, state of the art)
Define resources needed (costs, people, partners)
Identity risks (failure, competition,)
Work to process (what, who, when, how, what if)
Evaluation, managing and control the structure
Dr Frank Heemskerk © RIMS Nov2014 Sofia
26
Exercise:
Dr Frank Heemskerk © RIMS Nov2014 Sofia
WHAT
- Problem
to address?
- Scope?
WHAT
- To do?
- Achieve what?
HOW
- To impleme
nt?
Where
- To act?
When
- timing?
- sequence
s?
WHO
- Can do what?
WHO
- Can use
results?
- How to create
impact?
5: dissemination,
exploitation,
commercialization 6 Res Management & Admin
1 analyze, map
2 develop 3 test, validate
4 upscale
34
Demonstrate your OUTput?
Direct metrics: Intangible assets:
- # students, courses, etc - use of unique assets
- # people trained - retention/attraction top talent
- new materials, dbases - local outreach/ engagement
- # newsletters/ reports - waste /pollution reduced
- # patents, licenses - etc
- # investments/ spinoffs/etc
- # and level of Int’l collaborations (recognition)
What is measured and how?
Dr Frank Heemskerk © RIMS Nov2014 Sofia
35 Dr Frank Heemskerk © RIMS Nov2014 Sofia
- Need to share good practises
- Need for certification
- Issues for discussion regarding Valuation methodology:
- what can you measure?
- what is essential to measure?
- how do you measure?
- in which timeframes do you measure return? (goodwill:
<1yrs /people: 1-3 yrs /environment: 2-5 yrs /IP: 5-15
yrs)?
Discussion:
36
Where are KEY Value elements?
Project/ In group:
• Talent
• Technology
• Know how
• Unique assets
• Capital
• Infrastructure
• Effective processes
(reporting, QC, etc)
Institutional/ External:
(Int’l) Networks
Incubators/science parks
PPP collaborations
Inter-Univ. collab.
Consulting/ fora/ linking
projects
investments, upscaling,
supply chain
Advisory groups =>
influence, awareness,
visibility
Dr Frank Heemskerk © RIMS Nov2014 Sofia
38
Evaluation criteria in H2020 (SC1)
EXCELLENCE
“relevant to the topics
addressed by the call and
credible approach”
IMPACT
“outputs of the project should
contribute at the European and/or
International level”
IMPLEMENTATION
“Quality and efficiency of the
implementation”
• Soundness of the concept,
including trans-disciplinary
considerations, where
relevant;
• Extent that proposed work is
ambitious, has innovation
potential, and is beyond the
state of the art (e.g. ground-
breaking objectives, novel
concepts and approaches)
• Enhancing innovation capacity
+ new knowledge integration
• Strengthening the
competitiveness and growth of
companies by developing
innovations meeting the needs
of European and global markets
&, if relevant, to deliver these
innovations to their markets
• other environmental and
socially important impacts
• Effectiveness of Exploitation
/Dissemination of Results (incl.
data& IPR management)
• Coherence &effectiveness of
work packages in work plan
• Appropriate allocation of
tasks and resources (budget,
staff, equipment)
• Quality of the consortium as a
whole (including
complementarity, balance)
• Appropriate management
structure and procedures, incl.
risk and innovation
management
1 2 3
© Fit for Health 2.0, 2014 Dr Frank Heemskerk © RIMS Nov2014 Sofia
39 Dr Frank Heemskerk © RIMS Nov2014 Sofia
Know-How
Components
Materials
Prototypes Products
Services Business Cases Distributeurs
Market TRL9
TRL6
Innovation
Chain
TRL6
TRL1
Users
VALUE CHAIN
SOCIAL + INTELLECTUAL
goodwill + ENVIRONMENT+
41
Different types of Innovation:
Product
Services
Processes
System
Social
Business case
etc
Dr Frank Heemskerk © RIMS Nov2014 Sofia
42
Find the Balance:
• When to outsource or subcontract? (no IPR, full cost, full control)
• When to buy-in? (access to IPR, partial costs, but control?)
• When to co-develop/ joint-venture? (shared IPR, shared costs, but marketing
and risks?)
• How to coordinate when playing multiple roles?: strategy + contract
management
• =>What kind of partner are you? e.g. 4 types of SMEs:
R&D performer Co-developer
Subcontractor Late active adopter Front edge early adopter
(Passive user)
R&D level
User involvement
Dr Frank Heemskerk © RIMS Nov2014 Sofia
43 Dr Frank Heemskerk © RIMS Nov2014 Sofia
Academic Consulting, contract research
Exchange Graduate students
Exchange of staff/ faculty
Service and out-reach
Networking (critical mass)
Policy recommendations
Contract research projects
Collaborative Research projects
Patenting and licensing
Spin-off companies (JV, PPP, etc)
HOW: Transfer of Knowledge from academia to...:
But: Balance this with your:
role (mission),
capacities (resources) and
capabilities (expertise)=> control
these together with your
partners
44 Dr Frank Heemskerk © RIMS Nov2014 Sofia Dr Frank Heemskerk © RIMI4AC 19June2010 Cameroun
Right timing for innovation....
45 Dr Frank Heemskerk © RIMS Nov2014 Sofia
Market
Seed, BA, FFF Local VC Int‟l VC IPO
Value
Perceived Risk
Research
Technol-Commercial
Industrialize
Cash needs
Development
Validate Prototypes
Funding
Parallel Product Development
& Transfer at right moment
The Innovation Value chain: Risk perception and who plays which Role?
46 Dr Frank Heemskerk © RIMS Nov2014 Sofia
rest of Society/
Government:
Industry
Academia
Investors
regulatory
ethical
legal
fiscal
infrastructure
education!
understanding
cooperation
exchange
Understanding
matching
expectations
and in Biotech- Pharma it’s not that simple….
47
Conflicting Values – Common Interests:
Louis P. Berneman, 1999
UNIVERSITY INDUSTRY
Commercialization
of New and Useful
Technologies
Teaching
Research
Service
Profits
Knowledge for
Knowledge’s Sake
Academic Freedom
Open Discourse
Management of
Knowledge for
Profit
Confidentiality
Limited Public
Disclosure
Development R&D
Dr Frank Heemskerk © RIMS Nov2014 Sofia
48
“Entrepreneurship isn't about selling things -- it's about
finding innovative ways to improve people's lives”. Richard Branson, 17June2013 (www.entrepreneur.com)
The British Cabinet Office says that there are 70,000 social enterprises
helping people, communities and the environment in the UK alone. These
businesses and organizations contributed >54.9 Billion £ to the economy
in 2012 and they employ +/-1 million people, yet we have only started to
scratch the surface.
Dr Frank Heemskerk © RIMS Nov2014 Sofia
49
Soft Skills:
- Networking !
- Teamwork
- Presentation skills !
- Empathy
- negotiation skills
Hard Skills:
- scientific/technical knowledge across
disciplines
- Project management
- Time management
- Budgeting
Dr Frank Heemskerk © RIMS Nov2014 Sofia
50 Dr Frank Heemskerk © RIMS Nov2014 Sofia
“Increasingly international R&D is done in a
complex network environment: you need research
management professionals to enable the different
players to act together”
51
Research & Innovation
Management Services bvba
Dr Frank Heemskerk
or
Mrs Hanneke van Sloten
Tel.: +32 16 474092
http://www.rimsinternational.eu
Further information
Looking forward to work together in
this project as a team
Good luck with your EU proposals!
Thank you for your attention.
Dr Frank Heemskerk © RIMS Nov2014 Sofia
53
Governance
Dr Frank Heemskerk © RIMS Nov2014 Sofia
University: main roles
Education
(Students)
Research
(Knowledge)
Cont. Prof. Devlpmt.
(Courses)
Infrastructure
(soft)
Infrastructure
(hard)
54
Governance
Dr Frank Heemskerk © RIMS Nov2014 Sofia
University: main roles
Education
(Students)
Research
(Knowledge)
Cont. Prof. Devlpmt.
(Courses)
Industry
Other Funders
Government Society
outreach
Infrastructure
(soft)
Infrastructure
(hard)
$ $ $ $ $
55
KEY issues to consider
Internal organization and processes:
- Internal communication flows / „one stop shop for...‟
- Decision levels and clear responsibilities
- Sensible authorization and „connected‟ execution levels
- Full economic costing (indirect costs) ....
AUTONOMY
External context:
- Autonomy for new courses, use of infrastructure, etc
- Legal (industry contracts, foreign currency accounts)
- Fiscal (VAT...)
- Ethics, Regulatory, ...
- Other (equal opportunities, language skills)
Dr Frank Heemskerk © RIMS Nov2014 Sofia
56
Funding of public universities
Different approaches:
1.Funding of an institution:
-Money goes to a structure and for a structure –budget is
strictly pre-defined (cost categories, principle of annuity,
control of expenditures)
The French and Russian cases
2.Funding of objectives:
-Budget is an instrument to achieve public goals (budget is
a lump sum, principle of annuity is relaxed, control of
achievements)
The Swedish case
Dr Frank Heemskerk © RIMS Nov2014 Sofia
57
Model 1. Internal Fully
Decentralized service centre
Features:
• close to Scientists, but outside administration structure
• long distance from Rector
• paid from faculty budget
• many communication lines, less harmonization
• no direct 1 “middleman” function towards external funders
University
Dept
Dept
Dept
Rector
FIN HR
University Funding
Environment -“the money”
?
Dr Frank Heemskerk © RIMS Nov2014 Sofia
Dept
Dept
Rector
Legal FIN HR
58
Model 2. Internal Fully
Centralized service centre
Features:
• inside administration structure, close to Rector
• long distance from scientists
• paid from university budget
• structured communication lines
• clearly 1 “middleman” function towards external funders
University
Dept
Dept
Dept
Dept
Rector
Legal
FIN HR
University Funding
Environment -“the money”
Dr Frank Heemskerk © RIMS Nov2014 Sofia
59
Model 3. external
Centralized service centre
Features:
• (fully) outside University administration structure, far from Rector
• long distance from Scientists
• paid from funders share in the budget
• structured communication lines
• very strong link towards external funders (Ex Uni Saarbruecken)
University
Dept
Dept
Dept
Dept
Rector
Legal FIN HR
University Funding
Environment -“the money”
Dr Frank Heemskerk © RIMS Nov2014 Sofia
60
Model 4. Shared and combined
Service centre Features:
• (fully) outside University administration
structure, far from Scientists/Rector =>
should complement internal support functions!
• paid from funders budget share or network...
• very strong link towards external funders
•long communication lines
(Ex: TETRA regional triangle)
Univ. 3
Dept Dept
Rector
Admin
University Funding
Environment -“the money”
Univ. 2
Dept Dept
Rector
Admin
Univ. 1
Dept Dept
Rector
Admin
Dr Frank Heemskerk © RIMS Nov2014 Sofia
61
Incubator Concept:
Institutes
Decision criteria
Service providers/
Intermediairies/
suppliers
Concept
phase
Pilot
phase
Decision criteria Decision criteria
€ € Exit
Exit
Exit
€ €
Initial leverage Sec. leverage
Return on
Investment
Dr Frank Heemskerk © RIMS Nov2014 Sofia
Research, Innovation and Society Impact:
2- Innovation for Value creation in practice
(good practise in research communication, challenges
knowledge transfer and co-funding, examples on how
to create Sustainable Impact)
Dr Frank Heemskerk © RIMS Nov2014 Sofia
66 Dr Frank Heemskerk © RIMS Nov2014 Sofia
Example 1: the role of research communication in
creating value
67 Dr Frank Heemskerk © RIMS Nov2014 Sofia
FP7 specific measures for SME‟s:
Research for SMEs: To support small groups of innovative
SMEs to solve common or complementary technological
problems.
Research for SME associations: To support SME associations
and SME groupings to develop technical solutions to problems
common to large numbers of SMEs in specific industrial sectors
or segments of the value chain.
68 Dr Frank Heemskerk © RIMS Nov2014 Sofia
Objective To expand the knowledge base of large
communities of SMEs
Activities
Research and Innovation,
consortium management, training,
promotion and dissemination
Size
1 European industrial association
or at least 2 national associations + SME
core group + 2 RTD performers
Duration 2 to 3 years
Total budget Between 2 to 5 million Euro
IPR Ownership of the results to the industry
associations or industry groupings
Research for SME Associations
69 Dr Frank Heemskerk © RIMS Nov2014 Sofia
Main objectives
To develop a novel concept of compact, high efficiency and cost-effective
waste treatment plant for water recycling in textile finishing.
The idea builds on the application and further development of the know-how,
developed by the European Space Agency, on membrane bioreactors for
100% water recycling in micro-ecological space-life support systems.
Collective Research Example: SPACE2TEX
70 Dr Frank Heemskerk © RIMS Nov2014 Sofia
Expected economic benefits
Water and energy savings,
Water treatment cost savings,
Sludge recovery costs
Main strategic & social benefits
Opening a new market for MB technology in textile waste water recycling, worth 165 M€/year in the medium term in Europe Improve the QUALITY OF LIFE AND HEALTH for the European citizens,
Improve COMPETITIVENESS of the textile finishing and hence creating new employment opportunities for estimated 12.400 people by 2010,
ENERGY SAVING from warm water and reduction of estimated 700 thousands of tons CO2.
Collective Research Example: SPACE2TEX
71 Dr Frank Heemskerk © RIMS Nov2014 Sofia
Publications open
WWW-server
RTD performers
Industrial Associations
Associated Companies
Dissemination to
Third Party; Scientific community
open
WWW-server
Reporting
Workshops
Conferences
SME Core Group
Collective Research Example: SPACE2TEX
73 Dr Frank Heemskerk © RIMS Nov2014 Sofia
Example 2A: (Europe/Belgium/Switzerland, Africa)
Problem statement:
- Centralized Diagnostics too expensive, slow, no rural access
- often wrong medication
- (=> economic, medical and social issues)
Solutions proposed:
- miniaturize diagnostics and make substantially cheaper
- bring diagnosis to the patient/ GP or local med office
- Tele-medicine solutions for remote areas
- What is business case- new markets? who benefits? Who pays?
- Sustainability/viability/acceptability/support & co-funding?
74 Dr Frank Heemskerk © RIMS Nov2014 Sofia
Example 2B:
Problem statement:
- No water in villages (=> agro + env + social prolems)
- Solution proposed: donate a water pump
- Durability?
- Solution implemented
- What is business case? who benefits?
- Sustainability/viability/acceptability/support & co-funding?
75 Dr Frank Heemskerk © RIMS Nov2014 Sofia
Example 3A: recycle, hence get more value out of
same products (Uni Wageningen) green agro- biowaste
biogas => hot H2O + electricity
aquaculture + algae
waste water reused to fertilize
76 Dr Frank Heemskerk © RIMS Nov2014 Sofia
Example 3B: recycle more, hence get more value
out of same raw material (Tunisia - Belgium) 1 -collect rain water + clean for drinking water and
cooking (white)
2- re-use for washing + shower (grey)
3- re-use for toilets (black)
4- filter with plants (grey)
5- re-use for next-door agriculture as fertilizer
(green)
industrial integrated unit as prototype,
miniaturized household unit in R&D now
77 Dr Frank Heemskerk © RIMS Nov2014 Sofia
Example 3C: rethink your production chain, hence
get more value out of same raw material (NE India) green agro- biowaste (bamboo for paper/compost)
turn into high value construction material:
-retain soil, fight erosion (Env)
-create jobs, skills training (Soc/Econ)
- make prefab social houses with local materials
(costs, social, viability, sustainability)
78 Dr Frank Heemskerk © RIMS Nov2014 Sofia
Example 4: create new Value Chains
(Flanders/India/ Costa Rica) segregate municipal waste
incinerate to gas/ biodiesel => energy
ferment + vermiculture to compost to
fertilize
human waste sanitized to biopellets, rest waste
water cleaned with plants
plastic turned into new added-value products
+ mining for metals
79 Dr Frank Heemskerk © RIMS Nov2014 Sofia
Example 5:
Biofuels, a global sustainability issue:
- link local assets/ unique Knowledge to
R&D capacity and global markets
- 1 platform, many Markets
80 Dr Frank Heemskerk © RIMS Nov2014 Sofia
Large Biofuel project:
Universities: NL, AT, MEX
Research Institutes: MEX (2), SAfr, Moz
SMEs: BE (2), MEX, NL (2)
3 years
Problem: Biofuel from food not sustainable, Mexican Jatropha palms can deliver high yield, but need to be optimized
Objectives:
select best species (from >300) and characterize (genomics, proteomics)
Develop cultivation methods and
Optimize oil extraction methods and other side products
create business case
knowledge transfer between Europe, Mexico and Africa
Example possible Mexico-Europe cooperation:
81 Dr Frank Heemskerk © RIMS Nov2014 Sofia
Example 5:
1. Global Challenges in Renewable energy
production
2. Bio-fuels can be one part of solution
3. Many pilot projects started with Jatropha, tests
done (airplanes, car, train)
4. BUT: current species have drawbacks (toxicity,
variable yields; etc)
5. Other issues with co-culture, land use,
competition with food/feed, soils, water
management, economic viability, etc
Platform on biodiversity of Jatropha for plant
breeding, improving oil production and knowledge
transfer
Background:
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Observed need:
1. more R&D on various aspects of other species: e.g. to build an
international platform to allow custom made breeding of Jatropha
for micro- and macro-scale production (MEX_EU cooperation)
2. to bring together various stakeholders (scientists, small & large
scale breeders and local growers, regulators, oil and feedstock
producers and other users) across value chain (INDIA?, Africa,
Latin America)
3. To address economical and social barriers to implementation
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Current Initiatives:
a R&D consortium of 10-15 partners with a wide variety of disciplines, sectors and locations is working together
A group of SMEs (5 in NL, BE, Africa) is involved together with academic centres in Europe, Mexico and India.
a multidisciplinary approach is taken with:
laboratory work (e.g. functional genomics, seeds/ germplasm bank, selection based on biomarkers)
84 Dr Frank Heemskerk © RIMS Nov2014 Sofia
Current Initiatives:
agricultural knowledge (e.g. plant breeding, water management, safety and resistance profiling, pest control, soils, altitude, etc)
Biotechnology (e.g. Harvesting modes, oil extraction processes, by-product development, logistics)
finding application areas for innovative feedstock
Developments up to a prototype stage (Chiapas) vs QA /upscaling issues later (where, who, investments)
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Additional activities needed:
Need to address additional issues at non-R&D level:
ethical and legal issues// Biopiracy
Dissemination of good practise of global knowledge transfer at all levels
Regulatory issues (toxicity, safety, certification)
Community practises vs land owner issues vs acceptance
Socio-economics- at which scale is viable? (business model chosen: small farmers or large scale plantations) vs relation to MDGs (poverty) and use/end user chosen (lubricant?)
=> additional expertise will be needed and an open dialogue with external stakeholders (incl. Regional and State governments) needs to be engaged
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1. Focus NOT only on Tech Transfer and short term returns (# of licenses
transferred, milestone and royalty payments received, etc)
2. Do Focus on VALUE building for multiple stakeholders (who are the
potential beneficiaries around the University? How can there be a socio-
economic return for the University?)
socio-economic IMPACT elsewhere
3. Make optimal use of the assets and resources of partners in local and
global networks and work through consorti
4. If you Focus on joint provision of solutions (not on products) with the
right Business Model, plenty of revenue/ funding will follow !
Conclusions - Recommendations:
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Sust Devlpmt is about building socio-economic value for the
Community that can become financially self-supporting:
intangibles and to manage them not as cost elements, but as
investments in PPP
- Social capital (People, Knowledge, Skills, Health, Qual. Life)
- Intellectual capital (Profit, Research, IP => Innovation of
product/service portfolio)
- Goodwill (People => Profit, Growth, new Markets)
- Environmental capital (Planet, waste as resource)
nb: these are interconnected !
Food for thought:
88
Research & Innovation
Management Services bvba
Dr Frank Heemskerk
or
Mrs Hanneke van Sloten
Tel.: +32 16 474092
http://www.rimsinternational.eu
Further information
Looking forward to work together in
this project as a team
Good luck with your EU proposals!
Thank you for your attention.
Dr Frank Heemskerk © RIMS Nov2014 Sofia
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Business Plan Assessment:
Opportunity
- Uniqueness, type of Business case, market size, market niches, etc
Solution (technical)
- Technology, production capacity , upscaling, diversification
Team
- Executive, experience, capacity
IPR
- Patents, copyrights/ brands, licensing, FTO, etc
Marketing Strategy
- Competition, distribution channels, partners, etc
Business Development/Funding/Investments
- Shareholders/investors, cash flow, Co-financing/leverage
- Risk management, exit possibilities
Dr Frank Heemskerk © RIMS Nov2014 Sofia
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Academic-industry case:
•Aim: to develop platform for xxx with exploitation
potential in various markets
•Consortium of 5 academic groups + 3 industry
SMEs, each with their own market focus
•University= experienced coordinator, but refuses
to agree on exclusivity, because “it’s taxpayers
money so all results should be free for everybody”
•SME threatens to walk away....
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Research => Development/Innovation => Growth
- “Universities should not patent, only publish & teach”
- “If you generate IP, it should always be protected by filing a patent application”
- “Universities cannot co-operate with industry because they have different objectives”
- “Universities aught to take patents to earn licensing income to cover their R&D” (but: AUTM study)
General Misconceptions academia/industry
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1. Communication!
2. Differences in Management culture
3. Different timelines (days, years)
4. different Expectations (%, €)
5. Lack of insight in business development in
academia
6. Insufficient capacity (€, investment) to deliver
7. Organizational capacity (signing contracts,
infrastructure)
PLUS: beware of International differences:
financial, cultural and legal frameworks differ !
Academia-Industry Cooperation: other Challenges
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IPR basic rules
Definitions
Background: Information which is held by participants prior to their
accession to the grant agreement, as well as copyrights or other
intellectual property rights pertaining to such information, the application
for which has been filed before their accession to the grant agreement,
and which is needed for carrying out the project or for using foreground
Foreground: The results, including information, whether or not they
can be protected, which are generated under the project. Such results
include rights related to copyright, design rights, patent rights, plant
variety rights or similar forms of protection
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IPR issues in Collaborative projects
Dr Frank Heemskerk © RIMS Nov2014 Sofia
Background Knowledge
Results
(foreground Knowledge) Revenue sharing
3rd party licensing
Access rights for
own use
Access rights for
commercial use
IPR: patents, licenses, models, authorship, copyrights, TMs, dbases,
materials, etc (confidentiaity issues, material/ data transfer issues)
Excluded, - list Included, + list
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TIP: common issues in Academic
collaborations:
•Confidentiality (conferences, students, temp staff,
patenting)
•Protect vs time to publish (permission)
•Material transfer issues
•Lab records (signatures, consistency)
•Quality control issues (originan data, consistency,
security)
•Ethics (access vs privacy, animal and human rights)
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Governance and IPR issues
http://www.ipr-helpdesk.org or
http://ec.europa.eu/research/participants/portal/desktop/en/funding/r
eference_docs.html follow links to Legal documents and then to
Annotated Model Agreement and various Consortium agreements.
Several models available (e.g. from DESCA2) each with multiple
options
Don‟t mix paragraphs from one model into another one
http://www.innovation.gov.uk/lambertagreements/
http://www.european-patent-office.org
Proceed according to good practise in the field:
www.Responsible-partnering.org => see guidelines in package