REVISED EUREKA 2020 STRATEGIC ROADMAP “Towards being a leading European platform for international industrial R&D&I cooperation, fostering competitiveness, growth and job creation.” Endorsed by the Ministerial Conference in Madrid, 30 June 2017 Brussels, 5 June 2017 8 th draft – Final version MC Madrid (Spain) 30 June 2017 EUREKA doc. MC35-06
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REVISED EUREKA 2020 STRATEGIC ROADMAP
“Towards being a leading European platform for international
Endorsed by the Ministerial Conference in Madrid, 30 June 2017
Brussels, 5 June 2017 8th draft – Final version
MC
Madrid (Spain)
30 June 2017
EUREKA doc. MC35-06
1 Revised EUREKA SRM 2014-2020 - 8th
draft – FINAL VERSION
EXECUTIVE SUMMARY The EUREKA Strategic Roadmap 2014 – 2020 (SRM)1 is a key element in EUREKA’s governance system
developed under the Norwegian Chairmanship (2013-2014) for the period from June 2014 until July
2020. It is a document based on consensus amongst EUREKA members, providing strategic direction
on overall priorities, action fields and objectives for EUREKA. Roadmap will be
The EUREKA SRM needs to be reviewed at mid-term with regard to the described scope and
priorities, and evaluated against its objectives. For that reason, one of the major priorities during the
Spanish EUREKA Chairmanship (2016-2017) was to review the EUREKA SRM 2014-2020 to ensure
continued relevance, a strong strategic governance and political continuity over the coming period of
2017‐2020.
The Executive Group, under the Spanish Chair led by the HLG chairman Mr Francisco Marin,
undertook the mid-term review of the SRM. In line with the outcomes of the SRM Review Report2,
and taking into account the recent developments and changes of the R&D&I landscape in Europe,
this revised document focuses on the re-adjusted strategic orientations of the Network and offers a
vision for EUREKA to be a leading European platform for international industrial R&D&I cooperation,
fostering competitiveness, growth and job creation.
The SRM puts forward four strategic priorities, illustrating the direction in which EUREKA wants to
develop in the future, and ten action fields that underpin EUREKA’s vision and strategic priorities.
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 in the
actions needed to achieve the strategic goals. EUREKA’s instruments, notably Network projects,
Eurostars, Clusters, Umbrellas and E!nnoVest, will be fully mobilised to deliver on the goals of
EUREKA’s strategy.
The revision of the EUREKA SRM 2014-2020 was approved during the 5th HLG meeting (Madrid, 29
June 2017). Subsequently, the XXVIII Ministerial Conference (Madrid, 30 June 2017) formally adopted
the revision of the EUREKA Strategic Roadmap 2014-2020 and looked forward to its implementation
under the upcoming chairmanships.
1 EUREKA Strategic Roadmap 2014-2020 was approved by the HLG in Bergen on 19 June 2014: EUREKA Doc HLG3222
2 EUREKA Strategic Roadmap 2014-2020 Review Report was approved by the HLG in Bilbao on 19 October 2016: EUREKA
Doc HLG3508
2 Revised EUREKA SRM 2014-2020 - 8th
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REVISED EUREKA 2020 SRM: VISION AND STRATEGIC OBJECTIVES The EUREKA mission is to stimulate growth and job creation in Europe by supporting business-driven
international research, development and innovation in an increasingly globalized economy. This
mission is achieved through a well-established intergovernmental network of more than 40
participating countries, facilitating the international coordination of national innovation
programmes.
The revised EUREKA Strategic Roadmap offers a vision for EUREKA to be: “A leading European
platform for international industrial R&D&I cooperation, fostering competitiveness, growth and
job creation.”
To reach this vision by 2020, EUREKA has set four strategic objectives:
To provide a clear added value to industry, with business-driven instruments, a suitable
access to public funding and high quality communication and evaluation.
To become a preferred initiative for national funding bodies, aiming to extend national
priorities and R&D&I funding programmes to an international dimension.
To become a preferred platform for industrial R&D&I cooperation between Europe and other
parts of the world.
To contribute to the completion of the European Research Area for its innovation part,
reaching synergies between EUREKA instruments and other relevant instruments.
Ten horizontal and vertical action fields have been developed to achieve EUREKA’s vision and
catalyse progress towards the objectives set out above:
HORIZONTAL ACTION FIELDS
Action field 1: EUREKA in the European innovation policy
Action field 2: Smart globalization
Action field 3: Lean governance
Action field 4: Proactive engagement with the innovation community
Action field 5: Comprehensive evaluation and impact assessment
VERTICAL ACTION FIELDS
Action field 6: EUREKA 2.0: Revitalising EUREKA Network projects
Action field 7: EUREKA Clusters: stronger and more visible
Action field 8: Eurostars implementation and continuation beyond 2020
Action field 9: E!nnoVest: boosting investment and business readiness
Action field 10: EUREKA Umbrellas: the future
Vertical actions are typically the business outputs, the products or the services that EUREKA Network
is responsible for. These vertical actions can occur across a range of different topics and may or may
not influence each other. Horizontal actions cut across all of the vertical actions in the sense that
they are applied across all of the different products or services. They typically enable the actions to
be performed or the outputs of these actions to be measured.
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In order to achieve its mission and vision, some current action fields need reengineering, some need
upscaling and some new actions may be required. Only with such a dynamic, open and strategic
approach, can the EUREKA Network secure the position and existence of its instruments in the
increasingly complex innovation ecosystem.
With the purpose to ensure operational and strategic continuity of EUREKA, the Strategic Roadmap
(SRM) will provide guidance to subsequent Chairmanships of EUREKA in the development of their
priorities. Thus, this revised EUREKA 2020 Strategic Roadmap will be implemented by the EUREKA
network, led by the consecutive Chairmanships and supported by the EUREKA Secretariat. The
Roadmap will be monitored on an annual basis and evaluated at mid-term and completion. The
Roadmap is an evolving document that will be revised following the recommendations of a mid-term
assessment.
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HORIZONTAL ACTIONS FIELDS
ACTION FIELD 1: EUREKA IN THE EUROPEAN INNOVATION POLICY
KPI 1: HLG assessment of the development of EUREKA’s position and status in the ERA
KPI 2: EUREKA explicitly identified as a relevant stakeholder in European Innovation policies
KPI 3: EUREKA and its instruments secured a unique and complementary position in the European
innovation landscape (9th Framework Programme and EIC)
Today, the integration of innovation within the ERA has been identified as one of the key challenges,
as growth and job creation remain key objectives for the EU. As a well-established enabling structure
for international cooperation with its different instruments and its bottom-up approach, EUREKA has
substantial experience and is making a strong impact on European industry by supporting innovative
business-oriented projects. EUREKA therefore is a natural contributor with respect to the innovation-
related aspects of the European Research Area (ERA).
To ensure that EUREKA becomes a leading ERA innovation stakeholder contributing to growth and job
creation for the benefit of European industry, the measures described in the ‘EUREKA in the ERA’
Strategy must be implemented.
Develop new methods of cooperation with the European Union and establish synergies with EU
R&D&I instruments and networks
EUREKA will explore new ways of cooperation with European Commission, European Parliament and
Council in order to support the further development of the European innovation landscape, and
more specifically the cooperation with the future European Innovation Council (EIC). As being a
platform to foster dialogue with various countries, innovation experts and stakeholders at national
level, EUREKA network should cooperate with the EC more extensively in order to create cohesive
and strong common actions. Two levels of cooperation are foreseen:
At political level, the EC-EUREKA working group have helped to highlight different areas for
cooperation between EUREKA and EC in the past. Now it is up to the ‘ERA-HLG, an informal
ERA-group on ‘industrial innovation’ issues and composed of all EUREKA HLRs, to pave the
way for future cooperation.
At operational level, it is crucial that the instruments offered within the European innovation
support system create synergy and added value. There is a need to establish a
complementary innovation support system that meets the future needs of industry. In order
to avoid duplication, EUREKA, with its Network projects, Clusters, Eurostars and E!nnoVest,
should constantly work, as a general rule, on complementarities with the H2020 and future
Framework Programme.
o The updated EUREKA 2.0 must find its place in the complexity of the European funding
landscape, to bring its distinct added value to potential project applicants on one side,
and to NFBs, ministries, and the European Commission on the other side.
o Eurostars, Network and Cluster projects will need to reach smart synergies with relevant
EU-level initiatives that provide services and funding to SMEs (SME instrument in H2020,
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COSME, EEN), or other instruments that are similar by their public-public partnership
nature (Articles 185 and 187, ERA-NET Cofunds, KICs, PPPs) or that can provide some
alternative funding sources (EU Structural Funds, venture funds).
Enhance EUREKA’s presence as innovation stakeholder in the ERA
EUREKA will be further developed as a platform for innovation policy dialogue and stakeholder
involvement, in view to develop closer synergies among ERA stakeholders (EC, NFBs, TAFTIE, EARTO,
UEAPME,…) and contribute to R&D&I policymaking through analysis and debate. Nevertheless, in
order to contribute to innovation policy at European level it is essential to also enhance the policy
role of EUREKA at national level. EUREKA needs to ensure the political support and financial
commitment in EUREKA countries, and enhance the relations with other networks at national level
(e.g. such as EEN and NCPs) through complementary activities.
The key actions to be implemented by 2020 are illustrated in the table below
A) Develop new methods of cooperating with the European Commission and establish synergies with EU
R&D&I instruments and networks
Key Actions Timeframe Responsible
A1) Support the functioning of the ERA-HLG Continuous Chair, HLG, ESE
A2) Continue the strategic dialogue with the EC in order to contribute to a better coordination of existing European R&D&I instruments
Continuous Chair, HLG, ESE
A3) Continue the strategic dialogue with the EC in order to support the further development of the European innovation landscape and EIC and to ensure EUREKA programmes are well-aligned and complementary
End 2017 Chair, HLG, ESE
A4) EUREKA and EC should together find ways to fully exploit the potential that GlobalStars has to offer
Mid 2018 Chair, HLG, ESE
A5) Establish and implement synergies between the EUREKA instruments and other relevant EU programmes and initiatives
Continuous Chair, HLG, ESE
B) Enhance EUREKA’s presence as innovation stakeholder in the ERA
Key Actions Timeframe Responsible
B1) Cooperation with innovation stakeholders, SME advocates, ERAC and ERA related groups, and ERA research stakeholders
Continuous Chair, ESE
B2) Contribute to ERA policies for the innovation side with EUREKA position papers and/or joint declarations with relevant stakeholders
Continuous Chair, HLG, NPC,
ESE
B3) Organise conferences to promote EUREKA’ added value and participate in relevant events at EU, national and local level
Continuous ESE, NPC
B4) Enhance the cooperation with other networks at national level through complementary activities
Continuous Chair, HLG, NPC,
ESE
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ACTION FIELD 2: SMART GLOBALISATION
KPI 4: Proportion of EUREKA projects involving at least one non-full member state (Partner countries or Associated countries or GlobalStars third country participants or third country entities) KPI 5: Number of Globalstars calls KPI 6: Number of endorsed Globalstars projects KPI 7: Public funding committed to Globalstars projects KPI 8: Number of different EUREKA countries using GlobalStars
In today’s global economy, openness to international cooperation is becoming increasingly
important. The industry, and especially the SMEs, in Europe and the associated member countries
need to access new and emerging markets. The innovation process and the value chains in many
technological and market areas extend beyond the boundaries of the current EUREKA network,
indicating a future role for EUREKA as a platform for global industrial R&D&I cooperation. Currently
there are three ways to establish cooperation with countries which are not EUREKA Full-Members:
EUREKA can invite non-full member countries to join EUREKA as Associated countries for a
limited period. Under the so called "Partner country" status, some Associated countries
could be recognized as permanent and strategic partners within EUREKA.
On a project-to-project level, project participants from two or more EUREKA countries can
invite organisations from non-EUREKA countries to take part in their
EUREKA/Cluster/Eurostars projects.
Recently, there is a new possibility to launch flexible GlobalStars calls according to the
bottom-up principle supporting project collaboration between at least 1 organisation from a
EUREKA Full-Member, Partner or Associated country and 1 organisation from a third country
(the 1+1 rule).
A new EUREKA internationalization strategy has been developed during the Spanish Chairmanship
which clearly defines the future role of EUREKA as a lean and flexible platform for global industrial
R&D&I cooperation. In the following period, EUREKA needs to start with the implementation of this
strategy.
Increase engagement with non-European countries
EUREKA will face challenges resulting from the increasingly global scenario by including a new status
for Partner countries and improving the renewal conditions for associated ones, following prudence
and efficiency criteria.
Under the so called ‘Partner country’ status, some Associated countries will be recognized as
permanent and strategic partners within EUREKA. This permanent nature results in benefits for
European companies which count with a stable cooperation framework when designing their
medium and large-term innovation strategies.
Based on the experience gained during previous chairmanships, potential partners or new associated
countries shall be evaluated, improving at the same time, where possible, the cooperation with the
present associated countries: South Korea, Canada, South Africa and Chile.
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Facilitate project-to-project collaboration with third countries
This approach is extremely flexible, but is not followed up by an administrative cooperation between
the involved countries. EUREKA needs to review whether the rules and instruments that already exist
are sufficient when engaging with non-EUREKA countries.
EUREKA will define a number of practical approaches for facilitating targeted R&D&I cooperation
with third countries. EUREKA countries have well developed collaboration and access to relevant
contacts all around the world. For this approach to be fully operational there is a need to set-up a
database of contact points for industrial R&D funding in other economies.
Systematic use of Globalstars as a EUREKA instrument for cooperation with third countries During the Swedish Chair, EUREKA set up a revised toolbox for collaboration with third countries
called GlobalStars. EUREKA developed this flexible approach for global cooperation based on the
principles of "variable geometry". If a group of EUREKA countries wants to establish a limited
cooperation with a region or a country outside EUREKA, EUREKA is able to facilitate this work with
standardized tools based on the experience gained in EUREKA Network projects, EUREKA Clusters
and Eurostars (i.e. the PAM, Cluster calls methodology or Eurostars synchronized application and
evaluation). The key words for Globalstars are flexibility and voluntariness, but with the common
trade mark of EUREKA. Once the pilot joint calls with Chile and Argentina have been evaluated,
Globalstars will be reinforced launching new Globalstars calls with the current participating countries
and extending this collaboration scheme to other potential candidates all around the world.
The key actions to be implemented by 2020 are illustrated in the table below
A) Increase engagement with non-European countries
Key Actions Timeframe Responsible
A1) Provide continuous support to EUREKA Partner and Associated Countries at all levels
Continuous ESE
A2) Based on existing criteria and on the mapping of potential Associated countries carried out during previous chairmanships, evaluate potential new Partner and Associated EUREKA countries
2017 Chair, HLG, ESE
A3) Based on the above, consider to engage with new Partner or Associated EUREKA Countries
Mid 2018 Chair, HLG, ESE
A4) Continue the dialogue with the Strategic Forum for International S&T Cooperation (SFIC) and other relevant bodies
Continuous Chair, HLG, ESE
B) Facilitate project-to-project collaboration with third countries
Key Actions Timeframe Responsible
B1) Review whether the rules and instruments that already exist are sufficient when engaging with non-EUREKA countries
2018 NPC, ESE
B2) Create a database on contact points for industrial R&D funding in other economies
2018 Chair, HLG, NPC
ESE
C) Systematic use of Globalstars as a EUREKA instrument for cooperation with third countries
Key Actions Timeframe Responsible
C1) Set up new GlobalStars pilot calls with current participating or other potential candidates
2018 Chair, NPC,
Clusters, ESE
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C2) Perform an assessment of the experiences made with GlobalStars calls and the application of the 1+1 project participation rule in that context. After the assessment, make necessary amendments to the Globalstars Guidelines.
Mid 2019 Chair, NPC
C3) Review and redefine the international cooperation mandate of the EUREKA Secretariat
Mid 2018 Chair
ACTION FILED 3: LEAN GOVERNANCE
KPI 9: HLG self-assessment of the development of lean governance
KPI 10: Number of countries with significant activity level
The governance structure of EUREKA was set up under a different situation for the network. When
EUREKA started, it comprised 18 members while today, due to continuous growth over years,
EUREKA includes 41 members, 4 associated countries and 2 National Information Points. In 30+
years, EUREKA has developed a number of initiatives that facilitate international cooperation. On top
of that, through Eurostars, the EUREKA Secretariat has the additional responsibilities that come with
managing the financing of the programme. This success of EUREKA has, on the other hand, led to
some challenges to manage all new initiatives in an efficient manner. And further growth is to be
expected. Times of austerity also make it necessary to reduce complexity, increase efficiency and
reduce unnecessary costs. The Swedish Chair tackled this issue by setting up a dedicated HLG
working group (Lean Governance) that reviewed the governance model of EUREKA and proposed
recommendations for improvement through a new ‘EUREKA Regulatory Corpus’.
Decide and implement a revised governance model
Under the concept Upgrade EUREKA, the Network developed several recommendations of the Lean
Governance working group published in June 2016. Prioritised activities should continue in the
coming years to implement and complement the work done.
Secure future chairmanships
Furthermore, the system of chairing EUREKA by a member country on a voluntary basis has been
called to question since it became more and more difficult to find volunteers. One or more other
options should be developed so an alternative could be quickly available if necessary.
The EUREKA Secretariat as a service provider to the EUREKA Network
Flexible requirements, variable demand and elements that require additional manpower or cost are
fundamental to the concept of EUREKA 2.0. A review needs to be undertaken in order to clarify the
role of the ESE as service provider and how it may better achieve its aim of supporting the Network.
Such a revision shall be built on the following principles: (1) Transforming the ESE into a lean
organization; (2) Developing services for the EUREKA initiative; and (3) Managing economically
sustainable organisation.
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Encouraging participation in EUREKA projects
Active involvement of the EUREKA network is a prerequisite for reaching the overall objective of
becoming a leading international platform for national programmes. In that context, it is essential to
ensure the political support and financial commitment in EUREKA countries. Initially EUREKA will
consider relevant indicators to identify low activity countries. In order to do this, first it is needed to
develop a system to monitor country performance. Based on the results of this performance
monitoring system and the values of the relevant indicators, EUREKA will define mitigation actions
needed to improve country activity. Additional measures to help the network to function better
should be taken into account.
The key actions to be implemented by 2020 are illustrated in the table below
A) Decide and implement a revised governance model
Key Actions Timeframe Responsible
A1) Prioritize and implement the recommendations of the Lean Governance working group
Mid 2018 Chair, HLG
B) Secure future chairmanships
Key Actions Timeframe Responsible
B1) Establish and adopt the procedures for the future EUREKA Chairmanship End 2017 Chair
C) Review and clarify the role of the ESE as service provider to the EUREKA network
Key Actions Timeframe Responsible
C1) Review and clarify the role of the ESE as a support to the Chair and the Network
2018 Chair
C2) Review and clarify the role of the ESE as a programme implementing body (Eurostars-2 and 3) and facilitator (Clusters, Umbrellas, Network projects, EUREKA 2.0, E!nnoVest)
2018
Chair
C3) Explore the potential for the EUREKA Secretariat to improve its role as a service provider for the Network
Mid 2018 Chair, HLG, NPC, ESE
D) Encouraging participation in EUREKA projects
Key Actions Timeframe Responsible
D1) Perform annual project forecast and funding information exercises Continuous Chair, ESE
D2) Define objective indicators for a continuous monitoring system of countries’ performance
Mid 2018 Chair, HLG, NPC, ESE
D3) Define structure and content of the country profile report needed to address those cases with low performance
Mid 2018 Chair, HLG, NPC, ESE
D4) Define, in collaboration with not-so-active countries, the mitigation actions and the relaunch plan needed to foster their participation
Continuous Chair, ESE
D5) Find ways for better involvement of industry to maintain the responsiveness of EUREKA services
Continuous Chair, ESE
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ACTION FIELD 4: PROACTIVE ENGAGEMENT WITH THE INNOVATION COMMUNITY
KPI 11: Number of new companies participating in EUREKA instruments
KPI 12: Increase the number of joint activities with relevant stakeholders at national and European
level
The communication of EUREKA remains paramount to increasing its visibility and promoting its
added value. If EUREKA wants to establish itself as a major player in international R&D&I
cooperation, it needs to engage the whole innovation community. In order to reach its target
audience, EUREKA needs to position all EUREKA instruments and activities under the EUREKA
‘corporate’ brand and better place them in the international and national innovation landscape.
Reposition and sustain EUREKA at the core of the innovation systems
EUREKA has developed a number of initiatives that facilitate international R&D&I cooperation, foster
competitiveness, growth and job creation. Nevertheless, it is essential that EUREKA evaluates the
strength of its brand image and the pertinence of its messages. The Communications Strategy 2015 –
2020 provides key messages for each type of target audience and a number of communications
instruments. It aims to:
Support the strategic priorities by positioning EUREKA as a major player and key innovation policy platform in the European Research Area.
Capitalize on EUREKA’s main strengths (business oriented/bottom-up, international
launchpad, administratively-light and more than 30 years of experience), to better
differentiate EUREKA from other programmes.
Support the network in both a centralised and decentralised manner by creating significant
economies of scale, by providing simple yet innovative communications tools that can be
easily exploited by all nodes of the network.
Magnify the work of each node of the network through enhanced and strategic coordination.
Future communication activities will be tailor made for our key target audiences using the unique
selling points and key messages for each audience segment based on the communication strategy.
These target audiences make up the EUREKA innovation community. The key audiences defined in
the communication strategy are the following: (a) past project participants, (b) current project
A7) Promote EUREKA instruments within the national innovation systems Continuous HLG, NPC
B) Promote EUREKA as a platform for global industrial R&D&I cooperation
Key Actions Timeframe Responsible
B1) Participate in regional/global outreach events to promote EUREKA as a platform for R&D&I cooperation with Europe
Continuous Chair, ESE,
NPC
B2) Promote EUREKA as the tool for industrial R&D&I cooperation between Europe and other parts of the world, motivating programme managers (NFBs) and industry to consider EUREKA as the means to exploit funds earmarked for international cooperation
Continuous Chair, ESE,
NPC
B3) Organise the EUREKA Innovation Award Continuous Chair, ESE
B4) Organise EUREKA Innovation Week Continuous Chair, ESE
B5) Address target groups on European and global level to check knowledge and perception of EUREKA
Biennially ESE
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ACTION FIELD 5: COMPREHENSIVE EVALUATION AND IMPACT ASSESSMENT
KPI 13: Response rate to the project follow-up reports
KPI 14: Strategic evaluation plan of EUREKA developed
Measuring the impact of EUREKA and its portfolio is of major importance to demonstrate its positive
effects on the European economy and integration; to convince policy makers of EUREKA’s added
value, to support and facilitate any adjustment of the objectives and directions of EUREKA’s strategy,
and to attract new interest from companies, experts and stakeholders.
Deliver effective evaluation of EUREKA instruments
The first step to evaluate any public policy is to define as precisely as possible the logic of the
intervention, that is, the relationship between actions carried out and objectives pursued. Indicators
allocated to those objectives will be assessed by means of evaluation studies, following different
methodologies.
Taking advantage of state-of-the-art evaluation practices developed at leading universities, an
evaluation programme should be set up in partnership with private and or public experts. This
programme should be built upon the continuous evaluation system put in place by EUREKA over 20
years, which has created a workable dataset of European companies benefiting from R&D grants,
and also on recent econometric studies of EUREKA at EU level and at national level.
Furthermore, an accessible portfolio of engaging examples of impact (qualitative analysis), which
clearly demonstrate relevance and importance of EUREKA should be a priority.
Develop a EUREKA impact assessment platform
Data availability is an essential aspect for impact assessment and, at this respect, several data
sources should be considered: administrative data managed by the EUREKA Secretariat; data
generated by National Offices (mainly focused on funding procedures) and data on similar companies
non-participating in EUREKA projects. Coordination and interconnectivity between the three sources
are necessary to provide complete EUREKA data set for sound impacts assessments.
It is essential to establish close cooperation among national offices and relevant organisations
involved in impact assessment in order to stimulate the generation of national impact studies.
Furthermore, EUREKA should participate in relevant actions with focus on policy development and
evaluation, and incorporate impact assessment and evaluation aspects into evidence based decision
making.
Monitor and evaluate the implementation of the Strategic Roadmap
At the end of each calendar year, the Key Performance Indicators (KPIs) will report on the
implementation of the EUREKA Strategic Roadmap. An evaluation of the whole Roadmap will be
made upon completion, following the example of the mid-term and ex-post evaluation of the
Eurostars programme.
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The key actions to be implemented by 2020 are illustrated in the table below
A) Deliver effective evaluation of EUREKA instruments
Key Actions Timeframe Responsible
A1) Develop a strategic evaluation plan of EUREKA, to be integrated in to the decision-making processes
2019 Chair, HLG, ESE
A2) Define the logic of the intervention of EUREKA instruments, their objectives and indicators
End 2017 Chair, ESE, NPC
A3) Establish a robust evaluation programme in partnership with private and/or public organisations, building on the EUREKA system of continuous evaluation
Mid 2018 ESE, NPC
A4) Produce annual portfolio analyses and project trends, including country specific data, to position and benchmark EUREKA activities
Annually ESE
A5) Create accessible portfolio of engaging examples of EUREKA’s impact (qualitative analysis)
2018 ESE
B) Develop the EUREKA impact assessment platform
Key Actions Timeframe Responsible
B1) Continue the mandate of the Impact Assessment working group Continuous Chair, ESE
B1) Review the existing data collection process of the EUREKA monitoring system, in order to increase the response rate and the quality of the data
Mid 2018 ESE, NPC
B2) Launching a pilot action with countries willing to build a complete data base including non-participating companies (control group)
Mid 2018 Chair, ESE, NPC
B3) Ensure close cooperation with relevant organisations involved with impact assessment through informal working groups or ad-hoc meetings
Continuous Chair, HLG,ESE
B4) Participate in relevant actions with focus on policy development and evaluation, and incorporate impact assessment and evaluation aspects into evidence based decision making
Continuous Chair, ESE,
NFBs
C) Monitor and evaluate the implementation of the Strategic Roadmap
Key Actions Timeframe Responsible
C1) Follow-up the KPIs to monitor the implementation of the EUREKA Strategic Roadmap
Continuous ESE
C2) Organize the revision of the SRM 2014-2020 upon completion. This evaluation will be the basis for the forthcoming SRM
Mid 2019 Chair, ESE
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VERTICAL ACTIONS FIELDS
ACTION FIELD 6: EUREKA 2.0: REVITALISING EUREKA NETWORK PROJECTS
KPI 15: Number of endorsed EUREKA Network projects
KPI 16: Number of EUREKA bilateral/multilateral calls
KPI 17: Public funding committed and allocated to EUREKA Network projects
In order to remain significant into the next decade, EUREKA has developed the idea EUREKA 2.0. The
concept of EUREKA 2.0 is to provide NFBs from EUREKA participating countries and third countries
with a platform to set up joint calls for R&D&I international cooperation projects that are highly
specific to their needs. EUREKA 2.0 allows the easy set-up of ad-hoc calls between several countries
using customized service modules provided by the EUREKA Secretariat.
Ensuring standards and quality
The EUREKA label should stand for quality and excellence of projects and procedures as well as a
platform for the promotion of project results at international level. In this respect, it is needed a
review on the type of EUREKA Network projects that are pursued as well as the definition of the
unique selling points of this instrument compared to the rest of EUREKA instruments and other
international initiatives.
The granting of the EUREKA label to a project should be clearly connected to common quality
standards:
for both implementation of the methodology and processes,
for thresholds of a project’s excellence.
With this goal a review of the existing procedures of the Network projects has been done, including
the definition of EUREKA 2.0 concept.
The concept will exploit the assets of EUREKA (a European network with 30 years of experience,
ability to manage joint calls, experienced and expert staff, economies of scale) to provide NFBs with
bespoke programme management solutions.
Scalable, repeatable, changeable; each aspect of the programme can be configured to meet
the customer needs.
Choose options around promotion, submission of applications, data storage, evaluation
procedures (including selection and contracting of experts), communication management
and statistical analysis.
Select different monitoring services including multiannual monitoring, processing of changes
to projects and consortia, and impact data collection.
Using its highly skilled and flexible in-house expertise that may not be immediately available within
the NFBs, EUREKA 2.0 will see the ESE deliver advanced services on an ad-hoc basis.
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The chosen options are combined to create a unique call management process, perfectly tailored to
the customer.
The key actions to be implemented by 2020 are illustrated in the table below
A) Ensuring standards and quality
Key Actions Timeframe Responsible
A1) Implement the updated Procedure for EUREKA Networks projects Mid 2018 NPC, ESE
A2) Implement EUREKA 2.0 guidelines End 2018 NPC, ESE
A3) Deliver a modular IT system which allows remote collaborative working on programme and project management
End 2018 ESE
A4) Test EUREKA 2.0 with pilots of structured actions in close collaboration with committed NFBs
Mid 2019 NPC, ESE
A5) Evaluate the results of the first pilots End 2019 ESE, Chair
A6) Optimise EUREKA 2.0 based on the experience of the pilots. Include new functionalities if needed
Mid 2020 NPC, ESE
A7) Provide clear and updated information of the funding conditions and commitment in each country on yearly basis
Continuous NPC
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ACTION FIELD 7: EUREKA CLUSTERS: STRONGER AND MORE VISIBLE
KPI 18: Number of endorsed EUREKA Cluster projects
KPI 19: Public funding allocated to EUREKA Clusters projects
EUREKA Clusters3 are generating innovative projects together with major European industry, SMEs
and research organisations. As instrument facilitating collaboration in the European Research Area
(ERA) and beyond, Clusters bring together the fragmented national sources of public funding for
international innovation cooperation.
Foster support to Clusters
EUREKA Clusters bring together the best talent and capability from across the EUREKA countries. In
order to establish EUREKA as a premier innovation catalyst in Europe, EUREKA needs to reposition
and redefine Clusters as an instrument for innovation in 2018 and beyond. For that reason, the
EUREKA Clusters will develop and implement an ‘InterCluster’ strategy.
Furthermore, EUREKA Clusters need to establish stronger industry and public authority relationships
through Cluster Boards. EUREKA network, national public funding actors as well as ministries
involved hold a key role in supporting these initiatives – be it existing ones or proposed new ones
which are very welcome. One form of support is a clear commitment, including a funding
perspective, to Clusters. Another form of support is to ensure the flow of information between HLRs,
NPCs, the EUREKA Secretariat and the Clusters, including relevant data delivered from the Clusters
databases.
Increase visibility of EUREKA Clusters at the European level
EUREKA Clusters are invaluable, and very flexible, tools for National Governments to pursue their
national innovation goals with countries with complementary objectives, both within and outside the
European Union. Besides National and other European level programmes, they are an essential part
of the set of complementary funding instruments to be available to industry and National
Government. Due to the increasing complexity of the European funding landscape, it is important
that Clusters are clearly visible, have an acknowledged place in the ERA and better demonstrate their
distinct added value to potential project applicants on one side, and to national funding bodies
ministries, and the European Commission on the other. This will be crucial to the positioning and
clear visibility in the European landscape to continue the relevant and efficient cooperation of
Clusters with other pan-European and EU-level mechanisms.
Raise awareness of EUREKA Clusters within the EUREKA network
The role of EUREKA Clusters should be better recognised and supported. To achieve this, dialogue is
essential: between Cluster representatives, with HLRs and NPCs, but also with national contacts from
3 Adopting an industry-driven approach, and thanks to their long-term vision, Clusters are key instruments in sustaining and
improving European competitiveness. They represent 70% of the total EUREKA financing.
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public authorities such as public funding agencies that are involved in the functioning and funding of
Clusters.
The key actions to be implemented by 2020 are illustrated in the table below
A) Foster support to Clusters
Key Actions Timeframe Responsible
A1) Develop and implement an ‘InterCluster’ strategy 2018 Clusters, Chair, HLG, NPC, ESE
A2) Define expectations of industry and public authorities for Clusters 2018 Chair, HLG, NPC,
ESE, Clusters
A3) Ensure the commitment of member countries to Clusters, expressed through clear funding perspectives until 2020
2018 HLG
A4) Based on the above, propose any relevant action to increase support to Clusters
2018 Clusters
A5) Ensure an efficient intranet shared document management system for information sharing among Clusters
2018 ESE, Clusters
A6) Demonstrate clear Cluster benefits through the continuous monitoring of results of the Clusters projects
Continuous Clusters, ESE
A7) Support establishing EUREKA’s new industrial initiatives 2017 Clusters, Chair
B) Increase visibility of EUREKA Clusters at the European level
Key Actions Timeframe Responsible
B1) Develop and implement an InterCluster Strategic Marketing Plan and a Communications strategy
2018 Clusters, ESE
B2) Promote Clusters to Horizon 2020 National Contact Points Continuous ESE, Clusters
B3) Facilitate the creation of Clusters for the future, in dialogue with NFBs, Chair and relevant policy makers. Industry to take an active role in promoting their case.
Continuous Chair, HLRs,
Clusters
C) Raise awareness on EUREKA Clusters within the EUREKA network
Key Actions Timeframe Responsible
C1) Continue to raise awareness on Clusters across the Network towards new project officers and NPCs
Continuous ESE
C2) Create a report of Clusters performance for HLG and PAs Annually Clusters, ESE
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ACTION FIELD 8: EUROSTARS IMPLEMENTATION AND CONTINUATION BEYOND 2020
KPI 20: Delivery of Eurostars task force mid-term report recommendations KPI 21: Number of endorsed Eurostars projects KPI 22: Public funding committed and allocated to Eurostars projects KPI 23: Proportion of top-50 ranked projects funded KPI 24: Proportion of projects above quality threshold that are funded KPI 25: Time-to-contract KPI 26: Common financial viability methodology KPI 27: Roadmap for getting Eurostars-3 through the legislative process
Eurostars-2 has wide European and international visibility, critical mass and is a role model in terms
of international best practice in relation to efficient programme management at all levels. The vision
of the member countries of EUREKA is that Eurostars-2 continues to be the R&D support programme
of choice for R&D-performing SMEs in Horizon 2020. To ensure its continuation beyond 2020, a
number of specific improvements to be realised by 2020 have been identified by the Eurostars
Taskforce in their Eurostars-2 mid-term evaluation report4 that will increase the scope of Eurostars
results:
Balanced participation of all countries;
Increased commitment of some countries;
Better promotion of the programme;
Decreased administrative burden;
Objective impact assessment.
Proving itself as a high quality programme, it serves as a model for further industry-oriented
innovation programmes. Given the needs of European growth-seeking R&D-performing SMEs, it is of
utmost importance that an easily accessible programme like Eurostars continues to play a key role in
European R&D&I support to SMEs, inside the coming 9th Framework Programme.
Deliver a lean administration with a short time to contract
Based on the General Implementing Guidelines5 endorsed in Ankara in June 2013, the critical
objective of Eurostars-2 will be to implement progressive milestones that will make Eurostars faster,
leaner and stronger. These milestones, included in the bilateral agreement between the NFBs and
ESE, are mainly targeting a lean administration with an average time-to-contract of seven months or
shorter for all project participants and the funding of the top-50 projects and 50-75% of the projects
above threshold on the ranking list.
Deliver progress towards harmonisation
The other objective for Eurostars-2 is to improve the synchronisation between national research
funding programmes to strengthen the programme. This is one central goal towards the realisation
of the ERA by participating countries. Based on the General Implementing Guidelines, the crucial
4 EUREKA doc. 3565, HLG4, Malaga
5 EUREKA doc. 3126, HLG3, Ankara
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progressive milestones to be implemented in this field are to set up a common reporting system and
to define a common financial viability methodology.
Positioning Eurostars in FP9 For the success of the scheme and avoidance of duplication, it is desirable that Eurostars finds its
unique place in FP9. Eurostars should preferably continue to benefit from funding and other support
supplied by the European Union, as an enhanced Eurostars-3 program, capable of creating the
necessary conditions for more sustainable growth of the R&D-performing SMEs based on new
markets opportunity by opening calls to third countries.
The key actions to be implemented by 2020 are illustrated in the table below
A) Deliver a lean administration with a short time to contract
Key Actions Timeframe Responsible
A1) Achieve an efficient virtual common pot to fund the top 50 projects and 50/75% of projects above threshold using the defined toolbox
Continuous Eurostars NFBs, ESE
A2) Improve the NFBs regulations and procedures in view to have a short time to contract (average 7 months and preferably faster)
Continuous Eurostars NFBs, ESE
A3) Stimulate an increased and a more balanced participation across Eurostars participating countries
Continuous NFBs, HLRs
B) Deliver progress towards harmonisation
Key Actions Timeframe Responsible
B1) Finalise a common financial viability methodology Mid 2018 Eurostars NFBs, ESE
B2) Finalise a common reporting system and implement a new common monitoring methodology
Mid 2018 Eurostars NFBs, ESE
B3) Evaluate and optimise Eurostars processes on a continual basis to ensure continued relevance for customers and stakeholders
Continuous ESE, Eurostars
NFBs
C) Positioning Eurostars in FP 9
Key Actions Timeframe Responsible
C1) Develop suggestion on how Eurostars could look like beyond 2020 and produce EUREKA’s proposal for Eurostars-3, including novel approaches such as third country involvement, to initiate dialogue with the EC
Mid 2018 Network
C2) Secure commitment from member countries for a continuation of Eurostars beyond 2020
2018 Chair, HLG,
NFB, NPC, ESE
C3) Secure political support for Eurostars-3 at European Parliament and European Commission
Continuous Network, HLR,
ESE
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ACTION FIELD 9: E!NNOVEST: WHERE INNOVATION MEET CAPITAL
KPI 28: Number of companies registering to participate in the programme
KPI 29: Number of experts and investors in the programme
KPI 30: Number of investments generated by the companies participating in the programme’s
flagship event
KPI 31: Cooperation established with the EC for a joint investment readiness programme
EUREKA has a large pool of innovative SMEs that has received grants from the NFBs for their R&D
activities. Recognizing that the investment and business readiness of innovative SMEs seeking capital
needs to be improved in order to foster more investments, EUREKA set-up a new investment
readiness programme that aims to boost the investment awareness and investment and business
readiness amongst the innovative SMEs in the EUREKA ecosystem, promote these companies
towards the investment community and actively facilitate investment matching of those companies
that are investor and business ready. In order to further develop E!nnoVest as a tool to complement
public finance offered by EUREKA countries, EUREKA will bring E!nnoVest to the next level and
develop additional follow-up services to support the companies.
Explore strategic synergies
EUREKA and European Commission should continue a strategic dialogue in order to support the
further development of the programme, identify smart synergies with the similar initiatives at EU
level and avoid duplications.
Scale-up the programme
Even though it was agreed that E!nnoVest is a permanent programme of EUREKA, much more needs
to be done to make it truly part of the EUREKA instrument portfolio. EUREKA will explore the
possibilities to scale-up the programme with additional mentoring and training activities according to
needs of the companies. With the aim to increase the profitability of the companies and up-skill the
entrepreneurs knowledge in one or more specific areas of commercial and business preparation, the
new E!nnoVest activities should increase the likelihood of companies long-term sustainability,
rendering it more attractive to its customer base and to potential investors.
The key actions to be implemented by 2020 are illustrated in the table below
A) Explore strategic synergies
Key Actions Timeframe Responsible
A1) Analyse the complementarities between the similar initiatives at EU and national level (Invest Horizon and stage 3 of the H2020 SME Instrument, national and regional programmes and initiatives
2018 Chair, ESE
A2) Establish a strategic dialogue and cooperation with the European Commission and European Investment Bank in order to support the further development of E!nnoVest programme
2018 ESE, Chair
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A3) In order to facilitate the access of SMEs to Venture Capital public and private markets, explore the possibility of joint programme between the EC and EUREKA
2018 Network, ESE
B) Fully integrate E!nnoVest in the EUREKA’s portfolio
Key Actions Timeframe Responsible
B1) Ensure that E!nnoVest meets the needs of its target group by formalising the multi-annual work plan with secured financial support for 2018 and beyond, while exploring the possibility of internalising the implementation of some operational activities within the ESE
2018 ESE, Chair
B2) Evaluate the success of the programme 2019 Network, ESE
ACTION FIELD 10: EUREKA UMBRELLAS: THE FUTURE
KPI 32: The Network has decided on the future of Umbrellas as a EUREKA instrument
Umbrellas are thematic and collaborative EUREKA tools generating EUREKA, Eurostars and
complementary international projects serving as pools of cross-border SME, industry and research
centres’ service networks. Being originally strong structures to catalyse the generation of network
projects, its performance is decreasing in the last years. In view of these circumstances, it seems
appropriate to thoroughly review its role within the EUREKA instrument portfolio.
Defining the future of Umbrellas
Based on the results achieved so far, EUREKA Network will review their role and decide on their
future within the EUREKA instrument portfolio.
The key actions to be implemented by 2020 are illustrated in the table below
A) Defining the future of Umbrellas
Key Actions Timeframe Responsible
A1) Evaluate the results and added value of Umbrellas End 2017 Chair, ESE, Umbrellas
A2) Based on this assessment, make concrete proposals and an action plan for the future of Umbrellas
2018 Chair ESE, Umbrellas
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ANNEXES
Annex 1: KEY PERFORMANCE INDICATORS AND TARGETS PER ACTION FIELD
ACTION FIELD 1: EUREKA IN THE EUROPEAN INNOVATION POLICY
KPI 1: HLG assessment of the development of EUREKA’s position and status in the ERA Target: 80% satisfaction according to a survey Measuring period: Second half of 2019
KPI 2: EUREKA explicitly identified as a relevant stakeholder in European Innovation policies Target: EUREKA included in key European innovation policy documents Measuring period: Second half of 2019
KPI 3: EUREKA and its instruments secured a unique and complementary position in the European innovation landscape (9th Framework Programme and EIC) Target: Yes Measuring period: Second half of 2019
ACTION FIELD 2: SMART GLOBALIZATION
KPI 4: Proportion of EUREKA projects involving at least one non-full member state (Partner countries or Associated countries or GlobalStars third country participants or third country entities) Target: 20% - 25% by the end of 2019 Measuring period: Second half of 2019
KPI 5: Number of Globalstars calls Target: Average of 3 calls per calendar year Measuring period: 2017-2019
KPI 6: Number of endorsed Globalstars projects Target: Average of 20 projects per calendar year Measuring period: 2017-2019
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KPI 7: Public funding committed to Globalstars projects Target: Average of 20 million EUR per calendar year Measuring period: 2017-2019
KPI 8: Number of different EUREKA countries using GlobalStars Target: At least 10 countries involved in more than one call Measuring period: By 2020
ACTION FIELD 3: LEAN GOVERNANCE
KPI 9: HLG self-assessment of the development of lean governance Target: 80% satisfaction according to a survey Measuring period: Second half of 2019
KPI 10: Number of countries with significant activity level Target: Reduce the number of ‘low activity’ countries by one per calendar year Measuring period: 2017-2019
ACTION FIELD 4: PROACTIVE ENGAGEMENT WITH THE INNOVATION COMMUNITY
KPI 11: Number of new companies participating in EUREKA instruments Target: Average year-on-year increase of 10% by 2020 (reference year = 2016) Measuring period: Annually (2017-2019)
KPI 12: Increase the number of joint activities* with relevant stakeholders at national and European level Target: 10% increase by 2020 Measuring period: Second half of 2019 * Activities organised by the ESE or Network members with active participation of non-EUREKA stakeholders.
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ACTION FIELD 5: COMPREHENSIVE EVALUATION AND IMPACT ASSESSMENT
KPI 13: Response rate to the project follow-up reports Target: 90% final reports, 50% 1st MIR, 35% 2nd MIR, 25% 3rd MIR Measuring period: 2019
KPI 14: Strategic evaluation plan of EUREKA developed Target: Yes Measuring period: 2019
ACTION FIELD 6: EUREKA 2.0: REVITALISING EUREKA NETWORK PROJECTS
KPI 15: Number of endorsed EUREKA Network projects Target: Average year-on-year increase of 5% by 2020 (reference year = 2016) Measuring period: 2017-2019
KPI 16: Number of EUREKA bilateral/multilateral calls Target: Min 10 per year Measuring period: Annually (2017-2019)
KPI 17: Public funding committed and allocated to EUREKA Network projects Target: Average year on-year-increase of 5% by 2020 (reference year = 2016) Measuring period: 2017 - 2019
ACTION FIELD 7: EUREKA CLUSTERS: STRONGER AND MORE VISIBLE
KPI 18: Number of endorsed EUREKA Cluster projects Target: Average year-on-year increase of 5% by 2020 (reference year = 2016) Measuring period: 2017-2019
KPI 19: Public funding allocated to EUREKA Clusters projects Target: Average year-on-year increase of 5% by 2020 (reference year = 2016) Measuring period: 2017-2019
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ACTION FIELD 8: EUROSTARS IMPLEMENTATION AND CONTINUATION BEYOND 2020
KPI 20: Delivery of Eurostars task force mid-term report recommendations Target: Yes Measuring period: Second half 2019
KPI 21: Number of endorsed Eurostars projects Target: Average year-on-year increase of 5% by 2020 (reference year = 2016) Measuring period: 2017-2019
KPI 22: Public funding committed and allocated to Eurostars projects Target: Average year-on-year increase of 5% by 2020 (reference year = 2016) Measuring period: 2017-2019
KPI 23: Proportion of top-50 ranked projects funded Target: 100 % Measuring period: Per cut-off
KPI 24: Proportion of projects above quality threshold that are funded Target: Min 50 – 75% of the projects above the threshold Measuring period: Per cut-off
KPI 25: Time-to-contract Target: Time-to-contract of 7 months or shorter on average by cut-off Measuring period: Per cut-off
KPI 26: Common financial viability methodology Target: In use by end of Horizon 2020 Measuring period: Per cut-off
KPI 27: Roadmap for getting Eurostars-3 through the legislative process Target: 2018 Measuring period: Quarterly, up to end of 2018
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ACTION FIELD 9: E!NNOVEST: BOOSTING INVESTMENT AND BUSINESS READINESS
KPI 28: Number of companies registering to participate in the programme Target: Average year-on-year increase of 15% by 2020 Measuring period: 2017-2019
KPI 29: Number of experts and investors in the programme Target: Experts – more than 30; Investors – more than 50 per programme cycle Measuring period: 2017-2019
KPI 30: Number of investments generated by the companies participating in the programme’s flagship event Target: 10% of companies closed investment deal per programme cycle Measuring period: 2017-2019
KPI 31: Cooperation established with the EC for a joint investment readiness programme Target: Yes Measuring period: Second half of 2019
ACTION FIELD 10: EUREKA UMBRELLAS: THE FUTURE
KPI 32: The Network has decided on the future of Umbrellas as a EUREKA instrument Target: Decision about the future of Umbrellas taken and action plan Measuring period: 2017-2018
Continue the cooperation with innovation stakeholders and SME advocates (TAFTIE, EARTO,
UEAPME, BUSINESSEUROPE, EUROCHAMBRES, EBN...);
Organise conferences to promote EUREKA’s added value and participate in relevant events at
EU, national, regional and local level.
29
4 CONCLUSIONS
Since July 2014, the 7 action fields of the SRM 2014-2020 are in their implementation phase. Based
on the analysis of the activities from July 2014 to June 2016, the summary of the main actions that
need to be tackled by the upcoming Chairmanships and the whole EUREKA Network are presented
below:
1. Launch tailored EUREKA 2.0 services modules and identify the potential pilots;
2. Evaluate the added value of Umbrellas and make a concrete proposal for shaping the future of
Umbrellas;
3. Set up new GlobalStars pilot calls, perform an assessment on the experiences made with
GlobalStars calls and made necessary amendments if needed;
4. Develop the EUREKA Internationalization strategy;
5. Continue the strategic dialogue with the EC to better coordinate existing European R&D&I
instruments;
6. Support the further development of the European Innovation Council and obtain an important role
within it;
7. Develop branding/communications guidelines for the new EUREKA instruments;
8. Finalise the Impact Assessment study of EUREKA Network Projects and Clusters project;
9. Develop the EUREKA SRM 2014-2020 mid-term review;
10. Support Eurostars-2 mid-term review and implementation of its conclusions;
11. Define EUREKA’s post 2020 strategy and activities.
27
APPENDIX
i
LIST OF APPENDICES
Appendix 1: List of acronyms ..........................................................................................................1
Appendix 2: Mandate for the review of the EUREKA SRM 2014-2020 .........................................2
1
Appendix 1: List of acronyms
Article 185
Article 185 of the Treaty on the Functioning of the European Union enables
the EU to participate in research programmes undertaken jointly by several
Member States, including participation in the structures created for the
execution of national programmes.
BUSINESSEUROPE Represents European business at European level
COST European cooperation in science and technology
EARTO European association of research and technology organisations
EBAN Association representing the interest of early stage investors across Europe
EBN The European Business and Innovation Centre Network
EEN Enterprise Europe Network
EIC European Innovation Council
EIP European Innovation Partnerships
EIT European Institute of Innovation and Technology
ERA European Research Area
ERAC European Research Area Committee
ETP European Technology Platform
EU European Union
EUROCHAMBRES The Association of European Chambers of Commerce and Industry
Horizon 2020 The EU Framework Programme for Research and Innovation
IAWG Impact Assessment working group
INCO-NET FP7 funded coordination and support action supporting bi-regional dialogues
JTI Joint Technology Initiative
JPI Joint Programming Initiative
LGWG Lean Governance working group
NFB National Funding Body
NIG National Implementation Group
R&D&I Research, Development and Innovation
RTO Research and Technology Organisation
Science Europe Association of European Research Funding Organisations (RFO) and
Research Performing Organisations (RPO)
SFIC Strategic Forum for International Cooperation
TAFTIE The European association of leading national innovation agencies
SRM EUREKA Strategic Roadmap 2014-2020
UEAPME European association of craft, small and medium-sized enterprises
2
Appendix 2: Mandate for the review of the EUREKA SRM 2014-2020
1. Background information The EUREKA SRM is a key element in EUREKA’s governance system. It is a document based on consensus amongst EUREKA members, providing strategic direction on overall priorities, action fields and strategic objectives of EUREKA. 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. Nevertheless, the EUREKA SRM is being implemented by the whole EUREKA Network, led by the consecutive Chairmanships and supported by the EUREKA Secretariat. In its history, EUREKA developed two Strategic Roadmaps. The first EUREKA Strategic Roadmap was developed under the German Chairmanship (2009-2010) for the period from June 2010 until July 2014. It was revised under the Hungarian Chairmanship and endorsed during the EUREKA Ministerial Conference in Budapest in June 2012. The current, second EUREKA Strategic Roadmap was developed under the Norwegian Chairmanship (2013-2014) for the period from June 2014 until July 2020. It offers a vision for EUREKA to be a leading European platform for transnational industrial R&D&I cooperation, fostering competitiveness, growth and job creation. To reach this vision by 2020, the SRM puts forward four strategic objectives11 illustrating the direction in which EUREKA wants to develop in the future. To implement EUREKA’s vision and its four strategic objectives, seven action fields have been defined12.
2. The objectives of the Spanish Chairmanship
As defined in the EUREKA SRM, the SRM is an evolving document and it needs to be reviewed every two years with regard to the described scope and priorities, and evaluated against its objectives. EUREKA SRM 2014-2020 was endorsed in June 2014. For that reason, one of the major priorities during the Spanish EUREKA Chairmanship is to review the EUREKA SRM to ensure a strong strategic governance and political continuity over the coming period of 2017‐2020. According to the procedures, the review needs to be performed by a taskforce set-up by the HLG and led by the HLG Chairman. In order to avoid further increase in number of working groups the Spanish Chairmanship proposes that the EG shall undertake the mid-term review of the SRM led by the HLG chairman Mr Francisco Marin.
11
EUREKA has set four strategic objectives: (1) To provide a clear added value to industry, with business driven instruments, a suitable access to public funding and state-of-the-art communication and evaluation; (2) To become a preferred initiative for public funding agencies, aiming to extend national priorities and R&D&I funding programmes to a transnational dimension; (3) To become a preferred platform for industrial R&D&I cooperation between Europe and other parts of the world; (4) To contribute to the completion of the European Research Area for its innovation part, reaching smart synergies between EUREKA instruments and other relevant instruments. 12
SRM action fields: Action 1: EUREKA projects 2.0: an attractive and flexible tool for public funding agencies; Action 2:
In order to adjust the strategic directions, it will be necessary to assess what has been achieved and delivered by the Network in the last two years in the framework of the SRM. For that reason, a Review Report will need to be prepared summarizing the achievements and giving an overview about the progress made in the different action fields. The report will also include an analysis about the changes in the global and European environment of EUREKA between 2014 and 2016. The revised SRM will be prepared by taking into account the outcomes of the Review Report and it will focus on the readjusted strategic orientations of the Network for the period of 2017-2020. Further on, the revision of the EUREKA SRM 2017-2020 will be discussed in the HLG & EG meetings and the consolidated draft will be forwarded for further discussion in the 3rd HLG meeting (9 March 2017) so it could be approved during the 4th HLG meeting (Madrid, 29 June 2017) and subsequently endorsed during the EUREKA Ministerial Conference (Madrid, 30 June 2017) as part of the Ministerial Communiqué.
4. The revision process of the EUREKA SRM 2014-2020 The Spanish Chair proposes the following steps to be taken during the Spanish Chairmanship (2016 – 2017):
Event When Results
1. EG 1 5-6 July 2016 Madrid, Spain
The Chair presents the draft mandate
2. Circulation of mandate for written approval
13 July 2016 Deadline: 27/07/2016
Mandate approved
3. EG 2 7-8 September 2016 First discussions on the Review report, its scope and structure
4.
Review report + Analysis about the changes in the global & European environment
Beginning of October 2016
Review report and analysis drafted by the Chair and supported by the ESE
5. HLG 1 20 October 2016
Bilbao, Spain
Review report approved by HLRs
Scope and structure of the revised version of the SRM agreed
6. EG 3 22-23 November 2016
Brussels, Belgium Vision and priorities agreed; detailed discussion on Action Fields
7. First draft of the revised SRM
December 2016 Drafted by the Chair and supported by the ESE
8. Circulation of the draft among the EG members
December/January 2016 Written comments to the first draft of the revised SRM
9. HLG 2 17-18 January 2017 Brussels, Belgium
Discussions about the draft of the revised SRM
10. Second draft of the revised SRM
End of January 2017 Drafted by the Chair and supported by the ESE
4
Event When Results
11. EG 4 7-8 February 2016 Brussels, Belgium
Discussion about the second draft of the revised SRM discussed
12. HLG 3 9 March 2017 Seville, Spain
The consolidated draft discussed and agrees on proposed timeline leading up to the endorsement at MC
13. Written consultation of the HLG and the EUREKA Clusters
March/April 2017 Comments included for draft that will be presented to the EG members
14. Draft content for the MC
April 2014 The Chair supported by the ESE will prepare a draft content for the MC
15. EG 5 9-10 May 2017
Brussels, Belgium Discussion on the final version of the revised SRM and content for the MC
16. Written procedures for approval
Beginning of June 2014 HLG members give their general approval and submit further comments
17. HLG 4 29 June 2017 Madrid, Spain
HLG adopts the revised SRM 2014-2020 and recommends it to the ministers responsible for EUREKA for endorsement
18. MC 30 June 2017 Madrid, Spain
Ministers responsible for EUREKA endorse the revised SRM 2014-2020, annexed to the Ministerial Communiqué