project periodic report · education organisations (i.e. mentors, trainers, service providers and...

PROJECT PERIODIC REPORT

Grant Agreement number: 611878

Project acronym: ATALANTA

Project title: Atalanta is TransnAtionaL Accelerator NeTworks Acceleration

Funding Scheme: Coordination and Support Action (CSA)

Date of latest version of Annex I against which the assessment will be made: Draft proposed for an ongoing amendment in July 2015

Periodic report: 1st□ 2nd X 3rd □ 4th □

Period covered: from 1/9/2014 to 31/8/2015

Name, title and organisation of the scientific representative of the project's coordinator1: William Stevens, Managing Director, Europe Unlimited

Tel: +32 2 644 65 80

Fax: 32 2 644 65 81

E-mail: [email protected]

Project website2 address: http://www.atalantaproject.eu/ & http://www.f6s.com/atalanta

1 Usually the contact person of the coordinator as specified in Art. 8.1. of the Grant Agreement. 2 The home page of the website should contain the generic European flag and the FP7 logo which are available in electronic format

at the Europa website (logo of the European flag: http://europa.eu/abc/symbols/emblem/index_en.htm logo of the 7th

FP: http://ec.europa.eu/research/fp7/index_en.cfm?pg=logos). The area of activity of the project should also be mentioned.

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Declaration by the scientific representative of the project coordinator I, as scientific representative of the coordinator of this project and in line with the obligations as stated in Article II.2.3 of the Grant Agreement declare that: The attached periodic report represents an accurate description of the work carried out in

this project for this reporting period;

The project (tick as appropriate) 3:

X has fully achieved its objectives and technical goals for the period;

□ has achieved most of its objectives and technical goals for the period with relatively minor deviations.

□ has failed to achieve critical objectives and/or is not at all on schedule. The public website, if applicable

X is up to date

□ is not up to date

To my best knowledge, the financial statements which are being submitted as part of this report are in line with the actual work carried out and are consistent with the report on the resources used for the project (section 3.4) and if applicable with the certificate on financial statement.

All beneficiaries, in particular non-profit public bodies, secondary and higher education establishments, research organisations and SMEs, have declared to have verified their legal status. Any changes have been reported under section 3.2.3 (Project Management) in accordance with Article II.3.f of the Grant Agreement.

Name of scientific representative of the Coordinator: William Stevens

Date: 5 November 2015

For most of the projects, the signature of this declaration could be done directly via the IT reporting tool through an adapted IT mechanism and in that case, no signed paper form needs to be sent

3 If either of these boxes below is ticked, the report should reflect these and any remedial actions taken.










Tel: +32 2 644 65 80

Fax: 32 2 644 65 81






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1. Publishable summary

The overall project objective is to drive innovation, facilitate technology transfer and to support entrepreneurship on a transnational European level to contribute to the exploitation of more innovative products and services coming from European R&D projects and to support the creation of more successful ICT start‐ups in Europe. This overall objective will be achieved through actions and events organised in thematic domains as well as the use of existing electronic platforms and networking tools. The project will have a special focus on acceleration programmes, which are the new paradigm regarding entrepreneurship support. With this focus, the project will complement the activities of incubator networks like EBN that are already well established in Europe. Accelerator programmes are not seen as a competing concept to business incubation, but as a complementing measure with the objective to accelerate the incubation of the most promising enterprises. In more concrete terms, the project supports groups of leading accelerators for delivering cross border services to innovative SMEs and entrepreneurs and links these groups with knowledge creators and education organisations (i.e. mentors, trainers, service providers and partners) on one side, to venture capital organisations (i.e. investors) and the business world (i.e. potential clients, partners and suppliers) on the other. This corresponds to the following detailed objectives:

- Transnational Accelerators Install transnational cooperation networks of accelerators to enhance sharing of best practices, dissemination of new methodologies, dissemination of accelerator programmes towards knowledge creators and optimised mapping of start‐ups to accelerator programmes; new networks will build on existing organisations, but will extend existing operation schemes;

- Linking Knowledge Creation and Enterprise Creation Install new transnational cooperation networks and improve existing networks by linking accelerators with innovation networks, in particular the EBN and other incubator networks, but also networks of researchers and PhD students at universities and research centres and networks of project officers at European funding initiatives;

- Creating Synergy Networks Install new transnational synergy networks and improve existing ones by linking accelerator networks with networks of venture capital organisations and ecosystems of potential suppliers, partners and customers in the ICT area;

- New Techniques and Methodologies Provide new real and virtual techniques and methods for transnational cooperation, such as virtual acceleration, real and virtual office hours for leading edge experience sharing and virtual mentoring; these techniques will be implemented by existing internet‐based tools, new tools are developed only if no solution is available for a certain purpose. To achieve these goals, the project will perform three iterations of dissemination, capacitation of facilitators and research champions, preparation of start‐ups, acceleration programmes and synergy networking including start‐up mentoring and training. The steps in each iteration will be implemented in terms of dissemination and training events, the partners’ acceleration programmes and physical and virtual office hours. The intention in performing the activities in iterations is to test and optimise the cooperation schemes and new methodologies and to control their success. The work will be implemented in five core work packages in addition to the Project Management work package:

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WP2 – Bridging

This work package implements the objective Linking Knowledge Creation to Enterprise Creation; all activities related to the promotion, capacitation and preparation to reach innovative start‐ups, researchers, PhD students and ICT projects of the European Framework Programme fall into the scope of this work package. In this context, a study about the “hidden research” – research that does not lead to market application, but does also not lead to failure of the company, will be prepared.

WP3 – Transnational Accelerators This work package implements the objective Transactional Accelerators. It comprises the accelerator activities of each partner. The work in this context is executed individually by each partner according to each partner’s internal policies and strategies. It comprises as well all activities related to the transnational networking among accelerators.

WP4 ‐ Office Hours This work package implements the objective New Techniques and Methodologies. The new component of real and virtual office hours is developed and tested by all partners together. In the scope of this work package, office hours will be planned, set up and executed.

WP5 – Synergies This work package implements the objective Creating Synergy Networks. It comprises all post‐acceleration networking activities towards venture capital organisations and the market.

WP6 ‐ Dissemination and Exploitation This work package comprises all activities that aim at extending the project structures beyond its lifetime and thus establishing them in the European acceleration landscape. Some of the achievements and outcomes of the project during the second reporting period, which can be summarized as follows:

Launch of Staff Exchange: the project launched this service within the consortium during this reporting period and was able to fine‐tune it through several iterations. It is a major opportunity to enhance and leverage collaboration among the several players in the ecosystems supporting startups (pre‐accelerators, accelerators, etc). The project has been able to share the insights gained and will be making this service available outside the consortium through the creating of a network of accelerators/pre‐accelerators;

Launch of Startup Exchange: this service creates direct value to startups by leveraging on synergies between accelerators in different geographic contexts and with different specializations/resources. The service was launched in this period and is under evaluation and fine‐tuning.

Launch of 2nd Chance: this service optimizes the scouting process for accelerators with the establishment of a referral process through which startups that can best benefit from acceleration get higher chances to enter a program.

Pre‐accelarators Summit and European Accelerators Summit (2nd edition): these two events, geared at creating healthy discussion within the acceleration and pre‐acceleration sectors in Europe, are key accomplishments of the ATALANTA project. They are important milestones in the creation of transnational cooperation networks. These events are also valuable in understanding these sectors, challenges and opportunities they face as well as the role played in the European ecosystem.

Deeper collaboration between consortium partners: changes in the management of the project, with increased communication have enabled partners to work more closely together, establishing collaborative relationships that create value beyond the scope of ATALANTA. Within the project, enhanced collaboration resulted in better use of resources as well as better results. A good

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example is the join communication of activities, which resulted in the near duplication of applications to acceleration programs within the consortium. Mutual promotion of programs, exchange of best practices and overall exchange of information within the consortium created value and change throughout this implementation year.

Successful implementation of the acceleration programs related to the period (continued from year 1): in the sequence of ATALANTA year 1, the project continued to implement events, workshops and other programs that provide quality resources and skills to startups in the European ecosystem. A total of 133 startups have benefited from the acceleration programmes with direct mentoring on their business, establishment of key business relationships, raising of capital and others.

The achievements mentioned above are major steps for the project to proceed in the coming year with the

opening of collaboration and best practices to a larger group of accelerators in Europe. Through the lessons

learned this year and the instruments designed, ATALANTA is better equipped to drive structured

collaboration between accelerators in the coming year, which is a major objective for the project.










Tel: +32 2 644 65 80

Fax: 32 2 644 65 81






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Table of Contents 2. Project objectives, work progress and achievements ................................................................................... 3

2.1 Project objectives for the second period ................................................................................................ 3

2.2 Work progress and achievements during the second period ................................................................. 4

WP2 Bridging (Second iteration) ............................................................................................................... 4

WP3 Transnational Accelerators ............................................................................................................. 11

WP4 Office Hours .................................................................................................................................... 19

WP5 Synergies ......................................................................................................................................... 23

WP6 Exploitation and Dissemination ...................................................................................................... 29

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2. Project objectives, work progress and achievements

2.1 Project objectives for the second period

Considering the ongoing activities of the project, Atalanta is expected to implement the second iteration of

the programme: a full cycle of acceleration including: bridging (promotion of acceleration programmes,

Capacitation to support potential applicants and preparation of those selected for acceleration

programmes), running the individual accelerators programmes by taking into consideration the results of

the previous ones, building synergies with Venture Capital organisations and other stakeholders from the

startups ecosystem.

In addition to these ongoing activities, ATALANTA has the objective to set and implement the initiatives

decided at the end of the first period:

• Implement Staff Exchange: this initiative, aimed at strengthening collaboration between

accelerators in the ATALANTA consortium and fostering the exchange of best practices (WP3), was

expected to be implemented for the first time within this project period.

• Increase the number of ATALANTA participations in other events: a conclusion from previous

period of the project was the necessity to increase the participation of ATALANTA in other

European events so as to promote the project and generate further collaboration opportunities

outside of the consortium (WP6).

• Launch Startup Exchange: an initiative to be implemented in this period of the project, Startup

Exchange gives the opportunity to a pre-selected number of startups already with some traction to

dive into another national market in Europe with a curated program (WP3).

• Acceleration and Pre-acceleration Summits: following on the success of the European Accelerator

Summit done by ATALANTA in the first reporting period, a Pre-acceleration Summit was to be

organized during this reporting period and a white paper to be written in order to share the

outcomes of the event. A second edition of the European Accelerator Summit was also to be

organized and is scheduled to take the place in the following reporting period (WP2 for pre-

acceleration and WP3 for acceleration).

This results in the following sub-objectives per workpackage:

WP1 Management

Based on the outcomes and lessons learned from the previous reporting period, the consortium aims to

intensify management of activities and communication within the consortium. It also aims at improving the

ability to capture and report on the activities in a complete and timely manner. This workpackage has as

main objective of coordinating all project activities and ensure execution according to project plan and

objectives.

WP2 Bridging

The objectives for this working period were to continue and improve the promotion activities of the

consortium. In addition this workpackage had as an objective to support the 2nd

Chance and pre-

acceleration events.

WP3 Transnational Accelerators

The main objective for WP3 was the planning and execution of the iterations of the acceleration programs

due to happen in this reporting period. Additionally, the consortium intensified the use the F6S platform for

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promotion, acceleration and synergy which translates into more and easier collaboration between the

different partners as well as the possibility to report/evaluate on certain metrics related to accelerators in a

more standardized way. Finally, within this workpackage, several major project initiatives were planned for

this reporting period: Staff Exchange, Startup Exchange, the first European Summit and the second

European Accelerator Summit (preparation only/event to take place in the next reporting period).

WP4 Office Hours

The main objective for WP4 was the planning and execution of Office Hours within the acceleration/pre-

acceleration programs. Within this work package the project also aimed at identifying best practices for the

successful implementation of Office Hours. Finally, it was an objective of this workpackage to develop the

Virtual Office Hours functionality and make this service available to startups.

WP5 Synergies

The main objective for the period is to coordinate synergy activities, in particular preparation for pitching to

investors and pitching events, and to create a platform to share networks and synchronise events between

individual accelerators in the consortium. Additionally, an international synergy event with matchmaking

between startups and investors is planned for each iteration.

WP6 Exploitation and Dissemination

The main objectives for this reporting period are to implement, maintain the dissemination infrastructure

(website, F6S ATALANTA site, hashtags) and to define a series of community events for the dissemination of

the ATALANTA project, organize and keep track of dissemination at those events.

.

2.2 Work progress and achievements during the second period

WP2 Bridging (Second iteration)

Start Date: M1

End Date: M30

WP leader: F6S

Progress towards objectives

This workpackage implements the activities for:

• promotion of the accelerator programs;

• development and execution of capacitation events;

• preparation of startups for acceleration programs;

After the last review meeting, 6 objectives for WP2 were defined to be implement in the current reporting

period:

- Recover on delayed deliverables (Achieved)

- Continuity of promotion (Achieved)

- Planning / executing international events (Achieved – European Acceleration Summit))

- 2nd

Iteration of Promotion Plan and Mentor Database

- Support for Startup Exchange program (Achieved)

- Support for 2nd

Chance (Achieved)

Work Progress and achievements during the period

Promotion of accelerators

The promotion of accelerators is achieved through a series of different mechanisms, namely:

• The ATALANTA webpage (hosted on F6S)

• The profiles of the accelerators on the F6S platform

• The F6S newsletter

The accelerator promotion activities are very much tied

users there are on the platform, the bigger exposure there is for accelerators. The table below ind

growth of F6S user-base.

Proposal 01/2014

86,000

�

510,000

Such growth has a direct impact on the promotion of the accelerators. It is evident in

pageviews that resulted from creating the ATALANTA page directly on F6S (atalantaproject.eu redirected

there). This redirection was implemented in November 2014.

The measures of traffic for the ATALANTA

and the number of connections (people/startups following) the page on F6S.

Google Analytics

As the screenshot below indicates, there were around 2,400 visits to ATALANTA page, during the reporting

period. This is the very first time in the ATALANTA project where we attracted a significant amount of users

to a unified place (website) and were able to track it.

Not only accelerators were promoted as a unified activity of ATALANTA, but also their individual programs

and profile pages on F6S were promoted on F6S, below are the statistics of the visitors.

Beta-I / Lisbon Challenge – 19,225 visitors

H-Farm – 41,425 visitors

Chance (Achieved)



The ATALANTA webpage (hosted on F6S)

accelerators on the F6S platform

n activities are very much tied in with the growth of the F6S platform. The more

users there are on the platform, the bigger exposure there is for accelerators. The table below ind

01/2014

12/2014

�83,14%

510,000

�15%

600,000

�

997,000

Such growth has a direct impact on the promotion of the accelerators. It is evident in


there). This redirection was implemented in November 2014.

es of traffic for the ATALANTA page are given by a compilation of results from Google Analytics

and the number of connections (people/startups following) the page on F6S.


ime in the ATALANTA project where we attracted a significant amount of users

to a unified place (website) and were able to track it.


ages on F6S were promoted on F6S, below are the statistics of the visitors.

visitors

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in with the growth of the F6S platform. The more

users there are on the platform, the bigger exposure there is for accelerators. The table below indicates

10/2015

�39,82%

997,000

Such growth has a direct impact on the promotion of the accelerators. It is evident in the increase of


ts from Google Analytics


ime in the ATALANTA project where we attracted a significant amount of users


ages on F6S were promoted on F6S, below are the statistics of the visitors.

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Tetuan Valley – 2,733 visitors

NUMA – 4956 visitors

Balkan Unlimited – 186 visitors

For the first time during the ATALANTA project, Balkan Unlimited has set up a profile on F6S and did their

selection cycle through F6S infrastructure. The applications opened in August, 2014 and runned until

October, 2014, therefore clear amount of visitors is not yet clear.

Europe Unlimited has also taken part in 3 FIWARE accelerators where the open calls for applications were

managed on F6S.

Connections on F6S

Connections on F6S are an important indicator of accelerators performance to external people. Contrary to

Twitter, the majority of connections on F6S appear not from the people that just want to follow the

accelerator, but from the founders and startups that have engaged with the accelerator – attended their

event, applied to their program etc. Thus it provides a good target audience to promote accelerators to.

All of the connections that individual accelerators collect, roll-up to the top page of ATALANTA. Currently,

the number of connections on ATALANTA page is 42,230 and it increased by 30% compared to the last

periodic report, according to D2.5 Report on Bridging.

F6S Newsletters

A very powerful tool to promote accelerator programs has been newsletters. These are bi-weekly emails,

sent to F6S community, featuring TOP accelerators with Open Applications. During the reporting period,

F6S sent 9 newsletters, featuring ATALANTA accelerator programs. That is very similar to previous

reporting period, with 8 newsletters sent.

The amount of newsletter subscribers grew along with the community, thus the engagement created by

these newsletters is significantly bigger as well.

Subscribers

Open Rate

Click Rate

�28,64%

114,909

�5,7%

23%

�22,2%

1,4%

Impact of promotion

The promotion activities that took place during this reporting period resulted in an increased number of

applicants to most accelerators. With an increased pool of applicants, acceleration programs are now able

to be more selective, increasing the quality of the startups that are accelerated.(according to Acceleration

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Report WP3). Also during the data reporting of these programs, it became clear, that around 30% of

applicants comes from F6S community, showing the impact of the accelerator promotion.

2nd

Chance

F6S also defined and worked on a new value-added service of ATALANTA and ATALANTA Network, that is

very much oriented towards accelerator promotion. The 2nd

Chance has been created as an evolution of

GAN Pool – a tool, used by Global Accelerator Network, created to share the deal-flow between the GAN

programs. The 2nd

Chance is a feature, when each accelerator in ATALANTA network identifies a number of

startups, that have applied to their program, however haven’t been selected and invites them to apply to

other accelerators in ATALANTA network.

The first 2nd

Chance edition happened in May/June and invitations has been sent to 20 startups. As

described in the D2.5 Bridging Report, the results of the 2nd

Chance are quite interesting. 3 partners (Beta-i,

H-Farm and Tetuan Valley) have made use of the functionality. Below are some examples of start-ups

applying for other programmes after a 2nd

Chance after their rejection:

- ARQuest – Rejected by Lisbon Challenge – Applied to CeedTech

- MarkO – Rejected by Lisbon Challenge – Applied to CeedTech

- ComunicaCity – Rejected by H-Farm – Applied to Soul-Fi

- Yourope – Rejected by H-Farm – Applied to Lisbon Challenge / ACE Programme

- BarterSugar – Rejected by H-Farm – Applied to frontierCities

- Claz.me – Rejected by H-Farm – Applied to Lisbon Challenge – Accepted to Startup Scaleup

Startup Exchange

Another value-added service, that ATALANTA implemented to increase collaboration was inviting startups

taking place in one accelerator program, to spend some time in another accelerator in ATALANTA network.

F6S created an infrastructure for startups to express their interest in doing so and way for programs to

select which startups to invite.

Capacitation

There were many different capacitation and preparation events organized throughout the reporting period,

some to promote accelerator programs, others directly targeted to encourage new people to try

entrepreneurship and apply to an accelerator program. The following events have been organised with a

potential outreach of more than 7.000 startups:

Event Location Organizer Date Attended

2014

Startup Meetup Skopje Balkan Unlimited October 30

Startup Meetup Podgorica Balkan Unlimited October 25

Startup Meetup Podgorica Balkan Unlimited October 15

H-ack Food Italy H-Farm October 274 Seedcamp Day Lisbon Beta-i October 150

Mini Seedcamp Lisbon + Caixa

Tech Tour Lisbon Beta-i October 300

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Business Day Lisbon Beta-i October 100

Hackathon (24 hours) Lisbon Beta-i October 100 Y-Combinator Day Lisbon Beta-i October 150

Slush in Lisbon Lisbon Beta-i October 75

Meetup Softlayer Madrid Tetuan Valley October 40 Meetup CartoDB Madrid Tetuan Valley October 64 H-ack Fashion Italy H-Farm November 333 Accenture Day Lisbon Beta-i November 75

Startup Weekend (3 days) Lisbon Beta-i November 100

Branding Day Lisbon Beta-i November 75

Google Day Lisbon Beta-i November 50

Toursim Day Lisbon Beta-i November 150 Investor Warmup @LC Lisbon Beta-i November 50

Amazon Day Lisbon Beta-i November 300

University of Padova Padova H-Farm November n.a.

Hubraum MiniWrap Skopje Balkan Unlimited November 20

European Accelerator Summit Paris NUMA December 150

Lisbon Investment Summit Lisbon Beta-i December 400 European Venture Summit Dusseldorf E-Unlimited

Balkan Unlimited December 500

TTVS11 Demo Day Madrid Tetuan Valley December 45 Meetup Mobile Madrid Tetuan Valley December 47 TTVS5 Demo Day Barcelona Tetuan Valley December 50 Southeast European Investment

Forum Istanbul Balkan Unlimited December 150

Startup Meetup Skopje, Macedonia Balkan Unlimited December 25

2015 University of Verona Verona H-Farm January n.a.

Caixa Empreender Lisbon Beta-i January 400 University of Milan Bicocca Milan H-Farm January

H-ack Wine Italy H-Farm February 166 Istituto Volterra ITIS Italy H-Farm February 100

Meetup Selflearning Madrid Tetuan Valley February 40 Salone dello Studente Monza H-Farm February

H-ack School Italy H-Farm March 580 ITIS Portugruaro Italy H-Farm March

Salone dello Studente Milan H-Farm March

9

Ca’Foscari, University of Venice Venice H-Farm March

Meetup Sports Madrid Tetuan Valley March 20 Raising Money Madrid Tetuan Valley March 130 Pirates on Shore Skopje Balkan Unlimited March 35

H-ack Auto Italy H-Farm April

Salone dello Studente Florence H-Farm April

Business Day Lisbon Beta-i April 100

Hackathon Lisbon Beta-i April 100 MVP Showcase Lisbon Beta-i May 150

Tourism Day Lisbon Beta-i May 150 European Pre-Accelerator Summit Porto Beta-I, Tetuan May 30

TTVS12 Demo Day Madrid Tetuan Valley May 216 Lisbon Investment Summit Lisbon Beta-i June 600 Rockstart Answer Madrid Tetuan Valley July 40 Kinnernet Italy Italy H-Farm July

SuperFounders Road-Show Skopje, Other Cities Balkan Unlimited September 200

Startups & Policy Madrid Tetuan Valley September 68 Fashion Tech Week Paris NUMA September

Mapping Europe Ecosystems Madrid Tetuan, NUMA September 30

III Valley’s Event Madrid Tetuan Valley September 35

Significant results

The changes implemented in the promotion of accelerators were strategic for an effective use of the

resources and for a significant improvement of outcomes (see WP3 for number of applications to

accelerators). The promotion of accelerators was done not only through the individual channels of the

different accelerators but additionally in a much value adding ATALANTA channels (F6S page, newsletters).

In addition, promotion of accelerators was also done through a new format “2nd

Chance” where

accelerators recommend other acceleration programs to startups. This format, to be continued in the

coming year, creates value both to startups as to accelerators in the application process. This initiative is to

be ramped up in the coming period of the project as it has shown significant potential

A total of 51 capacitation events were organized during the reporting period with an attendance of more

than 7000 people. These events are both a means for promotion of the acceleration programs as well as to

get startups ready for acceleration.

Key deliverables

D2.2 Report on Bridging (1st period) – Delayed deliverable, delivered in January while it was supposed to be

in the first period, 2015

D2.3 Promotion Plan (2nd

period) – Delivered in May, 2015

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D2.5 Report on Bridging (2nd

period) – Delivered in October, 2015

Deviations

There were no deviations during this reporting period.

Use of resources

WP 2 - Bridging

DoW Actual P1 Actual P2 Actual P1+P2

1 E-UN 3 2.02 1.07 3.09

2 Beta 9 2.06 3.3 5.36

3 HFarm 3 0.9 1.08 1.98

4 F6S 6 1.5 2.28 3.78

5 SISE 3 0.8 1.29 2.09

6 Tetuan 9 3.47 2.65 6.12

7 BALKAN 3 1.5 2.5 4

TOTAL 36 12.25 14.17 26.42

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WP3 Transnational Accelerators

Start Date: M1

End Date: M36

WP leader: H-Farm


The main objective for WP3 was the planning and execution of the iterations of the acceleration programs

due to happen in this reporting period. In addition, several major initiatives that were not in the original

proposal were designed and implemented during this period. These initiatives leverage the synergies

between the partners in the ATALANTA project and create value for the startups either directly or indirectly

(through the improvement of the accelerators themselves). These initiatives are the following:

- Staff Exchange;

- Startup Exchange;

- 2nd

Chance;

- Pre-Accelerator Summit

- European Accelerator Summit (execution of ’14 edition and preparation of ’15 edition)


1) Acceleration and Pre-acceleration programs

During this reporting period, the consortium was responsible for the planning and execution of the

following acceleration and pre-acceleration programs:

SECOND ITERATION

ATALANTA

ACCELERATION

PROGRAM

#

APPLICATIONS

RECEIVED

#

COUNTRIES

OF ORIGIN

# STARTUPS

ACCELERATED

# STARTUPS

WITH

FOLLOW-ON

INVESTMENTS

LISBON CHALLENGE

AUTUMN 2014

310 46 22 9

LISBON CHALLENGE

SPRING 2015

252 36 22 6

H-CAMP FALL 2014 401 25 4 3

H-CAMP SPRING 2015 382 34 7 4

LE CAMPING - SEASON 6 337 20 12 12

NUMA ACCELERATE 634 32 25 12

STARTUP SCHOOL 11

MADRID

56 8 11 3

STARTUP SCHOOL 12

MADRID

75 9 15 2

12

SUPERFOUNDERS 3 33 5 9 0

SUPERFOUNDERS 4 36 5 6 2

TOTAL 2516 - 133 53

During the first year of ATALANTA, we were referring to the Project as a simple Consortium but now it can

be perceived as a winning ecosystem, taking strength from its three main axes:

- Geographical coverage: thanks to its partners and their national and international networks,

ATALANTA can easily cover a big portion of the EU;

- Pre-acceleration and Acceleration: the acceleration and pre-acceleration programs between the

different partners differ and there is actually space and opportunity in this (e.g. there is a pipeline

between Tetuan Valley as a pre-accelerator and the accelerators in the program)

- Specialization: ATALANTA accelerators are not completely vertical but they have specialized in

different industries and it added value in circulating startups in between them via Startup Exchange

and other initiatives

The significant results achieved by the consortium can be divided into two main categories:

- General workflow:

1) In March 2015, 4 people from Numa Team, representing their different business lines (Corporate

Innovation, Event & Community, Acceleration & International) went to Lisbon to meet with Beta-I

teams; Two intense days of workshop have been organized, exploring each other model to share

best practices and find interesting ways to collaborate. They shared their main challenges at that

time, which were:

a. Becoming a for profit company

b. Improving the governance model

c. Optimize internal process & tools

d. Balance growth & focus

e. Find sustainable Business Model

From this meeting on, the two Companies started sharing their portfolio of clients whenever it can

bring business opportunities to both structures, share their international network regarding their

expansion, and keep the discussion open concerning a potential more formalized collaboration in the

future. Here you can find an article about this meeting: https://www.numa.paris/Actualites/When-

Portuguese-Ragout-Becomes-a-European-Stew

2) Thanks also to the consortium meeting at H-FARM (March 2015), Beta-I and H-FARM realized that it

was possible to share best practice for a mutual growth. H-FARM structure is more mature than

Beta-I’s one, which is now taking important steps for the future of the accelerator and its

sustenance (running for an IPO). That is the reason why, since that meeting, both accelerators

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started an ongoing dialogue preparatory to the Staff Exchange occurring on November 2015. The

main topics covered are:

a. Exit model,

b. Financial model,

c. Governance model,

d. Investment model,

e. Fundraising model and challenges.

3) Important best practices have been acquired also by Balkan Unlimited, which had the chance to

visit H-FARM and Beta-I too, learning then high-level examples on how to build a startup

community and its infrastructure. The experience in H-Farm was precious to learn what a very well

organized and thriving startup hub looks like, especially interesting since it is outside a city area.

- Accelerator workflow:

1) Thanks to its visit to Beta-i, Balkan Unlimited could learn important best practice, such as:

a. Execution of an accelerator program with great international reach;

b. Acquisition of a space for a startup hub;

c. Development of revenue streams to support the start-up hub.

2) Numa participated in Beta-I jury in order to learn more about the process of start-up selection and

organizing the jury. Beta-I team also went to Paris to do the same exercise. Both accelerators had a

great opportunity to challenge their own process of accelerator with a big lesson learned and

concrete outcomes such as:

a. More diversity in the jury composition;

b. Rating model of the applications;

c. Better organization of the semi-finals and finals (timing);

d. More transparency in the selection criteria.

For the third iteration, H-FARM too agreed with Beta-i and Numa for this specific collaboration in

order to boost its evaluation process.

3) In January 2015, Lisbon Challenge and Numa Sprint have organized a trip to San Francisco together,

mixing their network and creating new synergies between their startups. Here you can find is the

blog related to the trip: http://numainsanfrancisco.tumblr.com/

4) The pre-accelerator Summit in Porto, then, brought the consortium working through the models

and best practices with other peers, establishing what is working and what not in that specific

sector. Several statements were taken: first of all, a convergence on the actual format of what

constitutes a pre-accelerator, that is to say a 2/4-month program based on the lean methodology,

for concept and prototype stage teams, leading towards market and investment readiness, actually

towards their first investment. Trends and the forecast of how pre-acceleration model will develop

into specialization in verticals were explored as well as partnerships with corporations, introducing

14

smaller investments in the program. More information on the pre-accelerator summit will given on

an extra report that the Consortium decide to deliver.

NUMA also benefited from the best practice exchange on the pre-acceleration Model: as they

launched the new program RISE one year ago, focusing on a hybrid model of pre-acceleration

between corporates and startups, they had a lot to learn about this new program. ATALANTA paved

the way because they could easily interview Tetuan Valley and Beta-I in order to learn about their

own process and program. On this same topic, a member of NUMA acceleration team has also

participated to the Pre-Accelerator Summit organized by Tetuan Valley in May 2014.

As previously mentioned, there is an effective pipeline between the accelerators and the pre-

accelerators. For example, Tetuan Valley’s startups were accepted by Beta-I and H-FARM:

#Lisbon Challenge:

- Spring 15: Ahorro.net

- Fall 15: Tiedots and Videona

#H-FARM Wellness Accelerator:

- Dashr

On a separate annex it is also possible to read the interview to Dashr.

5) The first edition of EAS14 was held in Paris on 11th

and 12th

December, organized by NUMA and

Beta-i with the help of all ATALANTA consortium. The second edition (formally falling into the third

iteration, as it occurred on October 19th

2015) has been organized by Beta-I and NUMA in Lisbon.

During ICT15, in Lisbon, NUMA and Beta-I announced that the third edition of the Summit will be

hosted at H-FARM, Venice, Italy.

The events organized until now have a cardinal importance because they emphasize and aim to

define a clear vision of the most important trends on the EU acceleration panorama. Only qualified

participants joined the event, bringing this way great ideas and real depth to the discussions.

The results of all this collaboration and brainpower are clear and evident.

- NUMA whitepaper: an important contribution in structuring the future of

acceleration, offering accelerators and other key stakeholders some impactful ideas on shaping

their future and accelerating the development of their ecosystems (published in May 2015)

2) Staff Exchange

Staff Exchange is a specific initiative within the consortium where staff from an organization visits another

organization in the consortium. The visiting staff integrates the team of the welcoming organization for the

period of a week.

The objectives of Staff Exchange are inline with the objectives of the project and are as follows:

15

1. Identify the different ways of working (e.g. what type of services/products are offered, how

processes are executed, etc) within pre-accelerators, accelerators and other parties in the

consortium in order to come up with best practices that can be disseminated both within the

consortium and to the ecosystem within EU;

2. Strengthen the working relationship between the different parties involved in the exchanges and

generate newer/better ways of working together;

3. Identify opportunities and strategies for collaboration between the parties in the consortium

4. Test collaboration strategies and look into possibilities to export those to other relevant parties

beyond the consortium.

For the parties involved in the exchange, the objectives of Staff Exchange are twofold:

• Learn what/how things are done at the other organization in order to identify best practices

and import them into the other organizations whenever suitable;

• Identify opportunities for the organizations involved in the exchange to work more/better

together.

The table below gives an lists the exchanges executed during this reporting period as well as the ones

planned to take place in the coming months:

Visiting partner Receiving partner Date

Karel Escobar (Tetuan Valley) Beta-i December 2014

Frederic, Claudio, Nathanael and Aviva

(NUMA)

Beta-i March 2015

Frederic, Marie and Arnaud (NUMA) Beta-i April 2015

Karel Escobar (Tetuan Valley) NUMA May 2015

Mariana Santos

Beshara Hinnawhi (Beta-i)

NUMA June 2015

Ricardo Marvão (Beta-i) NUMA June 2015

Marco Pavan (H-FARM) F6S October 2015

Pietro Pollichieni (H-FARM) NUMA October 2015

Pedro Rocha Vieira (Beta-i) H-FARM Expected for

November 2015

3) Startup Exchange

Together with the Staff Exchange, the consortium implemented also an initiative called Startup Exchange.

Through this initiative, ATALANTA aims to support startups in bridging across markets within Europe. A

catered agenda is developed specifically for the startup to tackle specific needs (market access, products

16

validation, funding and other local opportunities). The visiting startup is hosted by the welcoming

organization for the period of about 2 weeks.

As the Staff Exchange, also this specific action was born at the very end of the first year and launched

during the second year of ATALANTA.

The Startup Exchange is definitely in line with the goals of the project as it aims to:

1. Support the growth of European startups by enabling them to expand outside their original

market;

2. Identify opportunities and strategies for collaboration between the parties in the consortium;

3. Test collaboration strategies and look into possibilities to export those to other relevant parties

beyond the consortium.

As far as it concerns the startups taking part in the exchange, the added value can be found in receiving a

quick support to enter other European markets (being it for selling their product there, recruiting talent,

establishing partnerships or any other relevant business interest).

The table below shows the startups scheduled for Startup Exchange:

Startup Sending partner Receiving partner Date

Planedia Beta-i NUMA October 2015

GLIX H-FARM NUMA Expected for Jan-

Feb 2016

deSWAG H-FARM NUMA Expected for Jan-

Feb 2016

4) 2nd CHANCE:

The “2nd

Chance” initiative allows accelerators to suggest other accelerator programs to the rejected

startups. Each accelerator receives a huge number of applications but is only able to accept a limited

number of startups. Of course this does not mean that none of the applications rejected fits for

acceleration. Often times it happens that startups are rejected because the program just didn’t have the

capacity to accelerate more startups. Sometimes it also happens that the startup is the best fit for the

program that it applied for, either due to the industry in which it operates or to the stage of growth in

which it is, amongst other reasons. With “2nd

Chance”, when a startup does not get into the accelerator

program they applied to, that same accelerator has the possibility to suggest to that startup to apply to

other accelerator programs that have applications open. The accelerator can do this when informing the

startup that they didn’t get into the program (at rejection) or at a later stage.

As highlighted in WP2 – Bridging, 3 partners have offered to 10 of their rejected startups to join other

programmes from other consortium partners or outside the consortium. An example of 6 startups who

made a second application is given in this report. More information on how the process works is given in

D2.5 Report on bridging.

17

5) PRE-ACCELERATOR SUMMIT

The Pre-Accelerators Summit was an important milestone, not only within the ATALANTA project, but for

the sector of pre-acceleration in Europe. This event was the first time that the most relevant ten pre-

accelerators in Europe gathered together to exchange insights and harmonize efforts. The Pre-Accelerators

Summit paved the way to the development of a synergic action in the world of pre-acceleration.

The event was organized with the aim to discuss the following topics:

- Definition of pre-accelerator;

- Metrics;

- Business models;

- Future of the pre-acceleration.

A white paper was developed to help disseminate the insights gathered at this event through the remaining

pre-accelerators and other relevant actors in this sphere. This white paper is included in WP6.

6) EUROPEAN ACCELERATOR SUMMIT 2015 (EAS15)

The goal of the European Accelerators Summit (EAS) is to gather some of the world’s top accelerators

cooperating and collaborating to brainstorm on the current trends and future of acceleration. In Europe, in

particular, the coordination must improve in order to enable the European companies we accelerate to

compete on a global scale. This event has been a major milestone in the ATALANTA project as it has a

unique atmosphere when compared to other similar events. The EAS is setup in such a way that all

participants take an active role in sharing their experiences, insights and know-how. The EAS’15 is being

prepared at the time of writing of this document and will take place just prior to its delivery. The outcomes

of the event will be reported in the next reporting period.

Significant results

During this reporting period, the consortium started to use the F6S platform for promotion, acceleration

and synergy which translates into more and easier collaboration between the different partners as well as

the possibility to report/evaluate on certain metrics related to accelerators in a more standardized way.

This simple fact had a significant contribution to the following results regarding the acceleration programs

that were implemented during this reporting period. Namely:

• Increased number of applications: when compared with the first reporting period, the results of

the current reporting period show that the number of applications received by the acceleration

programs almost doubled. This is attributed in a great part to the use of F6S platform as well as to

the increased collaboration between the accelerators in the consortium.

• Wider international reach: alongside the above mentioned increase of applications, the whole

consortium also witnessed a great increasing in the number of countries of origin of the applicants

which testifies to the widened reach of the ATALANTA project.

• Increased quality in accelerated startups: despite the increase in applications, there was a

tendency among the accelerators in the consortium to actually accelerate fewer startups when

compared with the previous reporting period. This is a sign of maturity in the ecosystem as

accelerators aim to focus on improving the quality of the startups accelerated.

• Deeper sharing of best practices and networks between partners: Several meetings between

partners took place to deeply discuss and learn from the strengths of each one in order to improve

their own processes, business models and to share networks

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Key deliverables

D3.3 Report on Acceleration Programs II – Delivered

D3.5 Report on Startup Exchange I – Delievered

D3.6 Report on Staff Exchange I – Delivered

Deviations


Use of resources

WP 3 – Transnational Accelerators


1 E-UN 5 5.03 1.75 6.78

2 Beta 20 7.38 10.6 17.98

3 HFarm 10 3.1 3.61 6.71

4 F6S 1 0.7 0.545 1.245

5 SISE 10 3.2 4.34 7.54

6 Tetuan 15 5.34 4.81 10.15

7 BALKAN 6 3 4.5 7.5

TOTAL 67 27.75 30.16 57.91

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WP4 Office Hours

Start Date: M1

End Date: M36

WP leader: Beta-i


This work package implements the new component of Office Hours, which provides additional support,

mentoring and training to startups during acceleration and market entrance. The objective of Office Hours

is to understand the problems that novice entrepreneurs face and to help them overcome those problems.

Office hours in their original form require the physical presence of the mentors/coaches. However, this

work package aimed not only at the successful implementation of Office Hours across all accelerators and

pre-accelerators but also at the implementation of an online component of Office Hours, here called Virtual

Office Hours.

The success criteria defined for this work package are:

• Criteria 1: Implementation of Office Hours at all accelerators and pre-accelerators with positive

outcomes for the startups and entrepreneurs attending. In this case a positive outcome is whatever

constitutes a learning experience with relevance for the entrepreneurs and startups. In addition,

support in operational and strategic decision making is also considered success in the

implementation of Office Hours.

• Criteria 2: Implementation and rollout of Virtual Office Hours for use within the accelerators and

pre-accelerators as well as pos-acceleration


Since the beginning of ATALANTA, Office Hours were introduced as a “service” in 4 out of the 5 partners in

the consortium. The more experienced partners in the consortium, who add already implemented Office

Hours before the start of ATALANTA, supported the other partners with the integration of this service into

their portfolio of services.

At this stage, in the context of ATALANTA there are two types of office hours:

• Office hours per accelerator/ pre-accelerator: these consist on live meetings happening on site at

the accelerator / pre-accelerator and organized by them for the startups. Mentors/coaches are

invited, with expertise in a variety of areas, and will have 1-on-1 meetings with the

startups/entrepreneur’s. Office Hours are now a regular activity of the many accelerators and pre-

accelerators in the consortium. Typically, this service is incorporated in the acceleration/pre-

acceleration programs and is provided to the participants of those programs. Mentors are often

either experts on specific areas of business or industries and/or experience entrepreneurs. Often

programs use a mix of local and international mentors;

• Virtual office hours: virtual office hours is the exact same concept explained above but, in this case,

meetings take place virtually through phone or internet. The implementation of Virtual Office

Hours followed several steps typical of the development of webservices: requirements gathering,

design, development, testing and implementation. This functionality is now live in the F6s platform.

20

Significant results

The table below gives an overview of the Office Hours per Accelerator /Pre-accelerator done during this

reporting period:

Accelerator / Pre-accelerator

# Mentors # Office Hours # Startups mentored

Beta-i 80 1421 44 H-Farm 60 600 11 NUMA 250 2624 103 Tetuan Valley 18 160 31

ATALANTA Total 336 4805 178

Through the several iterations of Office Hours at the different consortium partners, several insights were

drawn that can be used as best practices for organizing Office Hours, namely:

• Formula for successful Office Hours: through the many implementations of Office Hours a formula

seems to have emerged that helps us design and implement successful components of Office

Hours. The guidelines followed should be:

o Put together a diverse pool of mentors, coming from different international backgrounds,

with indepth knowledge of one or more industry or expertise (e.g. sales), with a rich variety

of professional backgrounds

o Combine at least two types of Office Hours, such as instructor and mentor Office Hours,

with one acting more as a coach and another as a knowledge expert. Make sure these two

persons are allowed.

o The 1-on-1 format is the most efficient one, where a stronger relationship is established

between entrepreneurs and mentors, creating the ideal arena for an interaction with more

practical results that really bring value to the startups

o At pre-accelerators, a more hands on approach is required, where Office Hours are

sometimes used directly for the development of deliverables

o There being the opportunity for mentors and entrepreneurs to meet

o For sake of efficiency, implement a SCRUM process to get everyone on the same page at

each meeting

o Meeting should ideally be of around 1h per session

The objective of office hours is to support startups and entrepreneurs in making decisions. By putting

novice entrepreneurs in direct contact with experienced professionals, ATALANTA helps decrease the speed

of decision making and improve the quality of the decisions made, ultimately leading to the creation and

growth of stronger companies. Office hours also helps startups and entrepreneurs building meaningful

relationships with experienced professionals that can leverage their existing network, skills and resources.

Regarding Virtual Office Hours, F6S developed and implemented all needed infrastructure to start Virtual

Office Hours activities online. This functionality has been designed and implemented to serve different

possible processes of Virtual Office Hours:

1. Contact a selected amount of mentors from each program and define time frames of ±2hours for

each mentor, split into 30min meetings. All ATALANTA startups then could book the 1 on 1 meeting

with the mentor, they think is relevant for them.

2. Use F6S Private Group in order for different program managers to introduce startup in need with

relevant mentor and leave them two to arrange times for virtual meetings.

21

3. Mentor Day. Create one day in the accelerator program and mentors from different accelerators

participate virtually in that mentor day to work with the startups.

4. Use Google Hangouts on Air to create virtual mentoring for groups of startups.

There has been significant discussion between the consortium members regarding which of the above

formats would be a better win-win situation for all the different stakeholders involved (accelerators,

mentors and startups). F6S did a follow-up with all partners to define the Virtual Office Hours better

(Virtual Office Hours platform feedback, delivered in May, 2015). It is not a deliverable, however it

documents the definition of one of the options developed for Virtual Office Hours. Despite there not being

a general consensus on which format of Virtual Office Hours to implement, a general agreement was

reached to a trial of the functionality with option 1, evaluate the outcomes and based on its success try to

improve it or try another option. The first Virtual Office Hours are scheduled to take place in November,

2015.

Key deliverables

D4.1 Report on Office Hours – Delivery on 08/04/2015

This deliverable gives an overview of the planning and implementation of the Office Hours component

within the ATALANTA project. Section 3 describes the different types of Office Hours, on-site and virtual, as

well as their objectives. Section 4 explains the implementation of Office Hours by the different partners in

the consortium and highlighting outcomes and lessons learned. In particular this section, details the design

and implementation of the Office hours virtual platform. Section 5 gives a critical assessment of the work

done so far, analysing the criteria defined to control the achievement of project objectives and identifies

the steps to be taken in the next phase of implementation. The conclusions in section 6, give an assessment

of the overall project state regarding the component of Office Hours.

D4.2 Virtual Acceleration Platform (1st

Iteration) – Delivery on 29/05/2015

The Virtual Platform is a set of tools developed to support the virtual part of the acceleration of startups. A

component implemented within this platform is the booking tools for Virtual Office Hours. This document

explains the objectives, design and implementation of the Office Hours functionality, among others

developed within the Virtual Platform.

Deviations

While the functionality for Virtual Office Hours is delivered and ready for use, agreement on the

format/work process around the use of Virtual Office Hours has delayed the actual use of the functionality.

The partners in the consortium looked for a work process that was lean to implement and a clear win-win

to all parties involved (accelerators, mentors, startups and entrepreneurs). The main difficulty was finding a

format where mentors are protected and do not get swamped with mentoring requests that might put

them off from contributing to the ecosystem. After several discussions and brainstorming sessions, the

consortium reached an agreement and Virtual Office Hours are now scheduled to take place in November.

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Use of resources

WP 4 – Office Hours


1 E-UN 3 0 0.22 0.22

2 Beta 9 3.49 5.95 9.44

3 HFarm 3 0.9 1.08 1.98

4 F6S 6 0 1.06 1.06

5 SISE 3 0.57 0.94 1.51

6 Tetuan 4 1.57 1.1 2.67

7 BALKAN 4 2 3.5 5.5

TOTAL 32 8.53 13.85 22.38

23

WP5 Synergies

Start Date: M1

End Date: M36

WP leader: Europe Unlimited


Within this workpackage, ATALANTA aims to build bridges between capital organizations and startups,

facilitating the process of raising capital. In order to do so, the following objectives were set:

• Pitch readiness support: this workpackage is responsible for preparing startups for pitching to

venture capital organizations. This is done through coaching, training as well as information

sessions.

• Create pitch opportunities: within this workpackage, different types of events are organized or

attended with the objective to create opportunities for startups to raise funds. These events

include demo days, roadshows as well as specific pitching events. The objective of these events is

to put startups in contact with investors in order to enable them to raise funds.

The activities in WP5 are a natural continuation of support for those start-ups accelerated in WP3. These

activities consist in preparing those who received support in WP3 to pitch in front of investors, and offer

them opportunities to network and take part in personalized meetings with investors and relevant

corporate groups. These services and resources are made available to the overall pool of startups in the

European ecosystem (beyond the networks of the accelerators in the consortium).

In the second period of Atalanta, the partners have individually organised or sent their start-ups to events

to pitch in front of investors. This was done as pitching events or demo days or roadshows. The partners

have also leveraged their collaboration in Atalanta to send some of their start-ups to benefit from events

organised by other partners.

In addition to the individual events (Investment events, Demo days, Roadshows), a pitch event was

organised as part of the European Venture Summit in Düsseldorf in December 2014 where 4 startups from

the different acceleration programmes attended and pitched. The next edition of the European Venture

Summit will take place in Düsseldorf in December 2015 and the partners are currently recruiting start-ups

for this event. We have also seen this year Roadshows being organised in Common by 2 partners to give

more impact.


Pitch readiness support

Pitch readiness is done internally at the accelerator level but also for a bigger audience through activities

developed by Europe Unlimited. Most of the accelerator partners (Beta-i, Numa, Tetuan Valley and Balkan

Unlimited) have integrated the preparation activities in their acceleration process where a mentor prepares

individually each startup for pitching.

As part of the preparation for pitching, Europe Unlimited, not being an accelerator but specializing in

Connecting entrepreneurs to investors and partners operates via webinars and via rehearsal pitching

24

workshops preceding the pitching events it organises. These sessions allow the start-ups to pitch in front of

a number of coaches and receive feedback to improve their pitch ad presentation. Applicants to the events

have been supported to improve their business proposition and those selected have the opportunity to

participate in the preparatory workshops to improve their pitch and investment readiness and ultimately as

part of WP5 participate to the events and do a live pitch in front of investors and take part in personalized

meetings with investors and relevant corporate groups.

H-Farm provided additional support to their start-ups preparing them for the investor world. During this

specific task the start-ups have been prepared also for the Demo Nights, occurred on January 29th

from

6pm and on July 15th

25

Creation of Pitch opportunities

Europe Unlimited organized the several events in the course of the second reporting period. Some of these

events are preceded with a pitch training session with feedback from the coaches to the entrepreneurs and

later offer the opportunity to pitch in front of and network with investors and partners.

Event Pitching Opportunity Pitch Training Opportunity

The European Food Venture

Forum

Aarhus (DK) 3 & 4 September

2014

19 emerging entrepreneurs active

in Food technologies from around

Europe presented to 30+

International investors, business

angels and corporate

representatives

The European Venture Contest

Energy 2014

8 & 9 October, Horsens (DK)


in Energy from around Europe

presented to +20 investors

EMMInvest Mobile Big Data

webinar

28 October 2014

A webinar was organised to train

entrepreneurs active in Mobile

and mobility and dealing with big

data. They had the opportunity to

make a pitch in front of coaches

and get feedback

The European venture Contest

North Rhine Westfalia

30 October 2014,

10 entrepreneurs active in the

ICT, Cleantech and Healthtech

sectors convened in Cologne to

present their innovative business

idea to a jury panel of +15

international industry experts,

independent VCs, corporate

investors and business angels

The Italian venture Forum, 3 & 4

November 2014, Torino

29 Entrepreneurs active in Smart

Mobility, Smart Systems &

Manufacturing, Smart Healthcare

presented in front of +30

Investors and industry experts

27 out of the 29 made a dry Run

pitch in front of 8 coaches

The Nordic venture Forum 2014,

Copenhagen, 5 & 6 November

2014

46 emerging entrepreneurs made

a pitch in front of +65 investors

and industry experts

18 of the 46 entrepreneurs had

the opportunity to do a test pitch

in front of 13 coaches

The Balkan Venture Forum –

Coinvest Edition2014, 12 & 13

November 2014, Nova Gorica,

31 Balkan-based emerging

entrepreneurs were selected and

invited to pitch and connect with

26

Slovenia +30 international investors and

business partners

The Clean Tech Summit –

Rotterdam, 19 & 20 November

2014

26 emerging entrepreneurs in

Clean Technologies from around

Europe presented to +35

investors

18 out the 26 entrepreneurs have

taken part to a pitch training

session on the 19 November

where they pitched in front of 8

coaches

The European venture Summit

2014, Düsseldorf, 8 & 9 December

2015

93 entrepreneurs from all around

Europe were selected at our

earlier events to be invited to

pitch and network with +100

investors at the event. For this

event, a fast track was created for

the accelerators partners of

Atalanta and 4 of their start-ups

attended to pitch in a dedicated

Atalanta session. Prior to the

event

55 entrepreneurs took the

opportunity to make a rehearsal

pitch in front of 10 coaches

The European Photonics Venture

Forum, Rome, 16 April 2015

17 Entrepreneurs active in

Photonics were selected and

ivited to pitch in front of +20

investors and more than 50

industry experts

The Digital Healthtech Venture

Forum, Aarhus (DK), 2 June 2015

17 emerging and growth stage

entrepreneurs active in Digital

Healthtech were selected and

invited to pitch in front of +20

investors and other industry

experts

The Alpine High Tech Venture

Forum, Lausanne, 24 & 25 June

2015


in ICT, Life sciences and Clean

technology from Switzerland, Italy

and France presented to 50+

Swiss and International investors,

business angels and corporate

representatives

A venture academy on 24th

June

preceded the forum, where 35

out of the 39 entrepreneurs were

coached by 15 industry experts

and coaches and prepared to

pitch in front of the investors the

next day

Beta-i has also created opportunities for their start-ups to pitch and network with potential investors and

other potential partners.

27

- The Tourism Day (Lisbon, 21 November 2014) organised by Beta-i where 24 startups had the

opportunity to pitch

- The Tourism Day (Lisbon, 22 May 2015) organised by Beta-i where 24 startups had the

opportunity to pitch

- The Lisbon Investment Summit 2015 (LIS15), 4 June 2015 is the main seed & early stage startup

investment event in Portugal, organised by Beta-i. 25 startups pitched at the event

- A demo day for each Lisbon Challenge Programme where 25 startups pitch in front of investors

and other participants.

Several startups from H-Farm could benefit from being part of the ecosystem of ATALANTA, by attending

Italian and European events. Here below you can find the list and some examples of those events attended

within the second period. These startups have had relevant contacts at these events:

STARTUP EVENT DATES

PUBCODER FRANKFURTER BUCHMESSE 8-12 OCTOBER 2014

LUMI INDUSTRIES WEB SUMMIT - DUBLIN 4-6 NOVEMBER 2014

PINKTROTTERS BTO - FLORENCE 2-3 DECEMBER 2014

ANTLOS BTO - FLORENCE 2-3 DECEMBER 2014

BLUEMATE BTO - FLORENCE 2-3 DECEMBER 2014

DRINKOUT BTO - FLORENCE 2-3 DECEMBER 2014

FABEREST BTO - FLORENCE 2-3 DECEMBER 2014

BAUZAAR EVS14 - DUSSELDORF 8-9 DECEMBER 2014

TRAVEL APPEAL EVS14 - DUSSELDORF 8-9 DECEMBER 2014

H-ENABLE TECNOLOGIA SOLIDALE DECEMBER 15 2014

LUMI INDUSTRIES STARTUP EUROPE SUMMIT -

BERLIN

12-13 FEBRUARY 2015

PINK TROTTERS PIONEERS - VIENNALE 27-29 MAY 2015

ANTLOS EBAN - EINDHOVEN 6-8 MAY 2015

SELLF EBAN - EINDHOVEN 6-8 MAY 2015

ANTLOS CHALLENGERS- BARCELONA 17-18 JUNE 2015

28

Numa and Beta-i organised a Common Roadshow in San Francisco in January 2015. Participation of 12

startups of NUMA season 6 and 15 startups from the Lisbon Challenge. Meetings with 500-startups, Y

Combinator, Blumberg Capital, BPI France USA, Scoopit.

The collaboration between the ATALANTA partners, enables the direct sourcing of mature startups coming

out of the accelerators to the above mentioned events. Partners identify start-ups from their networks to

take part in EVS and the other events.

All the partners have sent start-ups to the European venture Summit. Specifically for EVS, startups referred

by the partners were invited to pitch at a dedicated pitching session. In the past edition 4 ATALANTA

startups confirmed and attended that session. The startups nominated were reviewed by investors,

selected and coached to present themselves to an audience of international investors. The next edition of

the European Venture Summit, already under preparation, will take place in Düsseldorf in December 2015

and the partners are currently recruiting startups for this event.

As part of the European Venture Summit in 2014, Europe Unlimited has also organised an Atalanta

discussion panel where thought leaders and investor discuss the future of innovation and how accelerators

can work together to boost entrepreneurship and increase the value of European startups. The panel was

led by Frédéric Oru from Numa and allowed to create synergies with investors.

Europe Unlimited is currently looking for synergies with Special Interest Group on Investment Readiness

created by the European Business Network (EBN). The SIG includes representatives from across Europe

who are key stakeholders in the seed stage ecosystem. Members of the SIG include representatives from

incubation centers, mentoring networks, business angels and other IR service providers. Europe Unlimited

joined the Special Interest Group on behalf of ATALANTA as an added voice from the accelerator scene to

ensure that acceleration issues are strongly reflected in the agenda. In the meetings that have taken place,

the focus and mission of the SIG have been the main topic of discussion and ATALANTA succeeded in

putting acceleration as one of the four pillars of SIG and a main point of focus. The aim of the SIG is to

position itself as the key group of stakeholders in Investment Readiness before public institutions such as

the European Commission, as well as private initiatives that can bring partnering opportunities. The SIG

functions by bi-monthly conference calls, as well as physical meetings with last one taking place on the 28th

of October within the EBN Congress in Brussels.

Significant results

- Active preparation of start-ups before they meet with investors, improving their investor readiness

and chances to better negotiate with investors. This was achieved either through mentoring during

the acceleration process or through pitch clinics at Academies and events

- Venture forums and summits (e.g. Alpine, Benelux, Balkan, LeWeb and Lisbon Venture Summit);

- 4 startups accelerated by Atalanta pitched at the European Venture Summit an event where more

than 120 investors attend

- Planning of the Venture Summit, December 2015, in Düsseldorf with a Fast Track for ATALANTA

start-ups

- Participation of accelerated start-ups in international venture forums and pitch events (Web

Summit, Slush, Startup Europe Summit, ...).

29

Key deliverables

D 5.1 Report on Synergies (M19) – Delivered

This document presents a report on the evaluation of synergy activities. It contains the raw data according

to the success indicators, the results of the analysis performed by WP-partners and suggestions for

improving the process.

Deviations

No deviations

Use of resources

WP 5 – Synergies


1 E-UN 6 4.39 2.5 6.89

2 Beta 9 3.23 4.51 7.74

3 HFarm 6 1.8 2.36 4.16

4 F6S 0 0 0 0

5 SISE 1.5 0.46 0.43 0.89

6 Tetuan 1 0 0.53 0.53

7 BALKAN 3 0.8 2 2.8

TOTAL 26.5 10.68 12.33 23.01

WP6 Exploitation and Dissemination

Start Date: M1

End Date: M36

WP leader: Beta-i


During the first iteration, partners mainly used their already available dissemination channels and means to

promote their programmes. These means are very effective in relation to the individual programs – as

number of applications, quality of participants, etc. show – but, besides graphical material developed in the

scope of WP6, partners did not integrate their activities very well. Partners, therefore, had decided to

review the dissemination and promotion strategy of the consortium as a whole including considerations

how to make better use of available means such as the F6S platform. As a result of that review, the plan of

action was redesigned in order to address the points previously identified. This included:

• Increased coordination of dissemination activities to maximize effectiveness of efforts and leverage

resources

• Use of F6S platform for dissemination and promotion

30


During this working period, the consortium partners attended several events for dissemination of the work,

insights and achievements of the ATALANTA project. Below is provided a list of events attend:

Event Location Date Organized or

attended

Audience # ATALANTA Objectives

Pirate Summit Cologne, Germany

September

‘14

Attended (Tetuan

Valley)

NUMA

± 500 people Atalanta Involvement: Participation of Frederic Oru to th

How (NOT) to builds a startup ecosystem; Presentation of the

Atalanta project

Slush Helsinki,

Finland

November

‘14

Attended (NUMA)

(Beta-i)

14 000

attendees

including 750

investors, 1400

startups, 150

publicly traded

companies,

700 +

journalists

Presentation by Frederic Oru during the 'accelerator hour",

Presentation in presence of techstar, Seedcamp, Haxlr8r, ...

Euro Mentors

Launch

Brussels,

Belgium

November

‘14

Attended (Beta-i) 150 people Participation in roundtable on Mentoring (Tiago Pinto)

Web Summit Dublin,

Barcelona

November

‘14

H-Farm, NUMA

Noah Conference London, UK November

‘14

H-Farm

Singularity Summit Amsterdam,

NL

November

‘14

H-Farm

Unbound Digital

Conference

London, UK November

‘14

H-Farm

Slush Helsinki,

Finland

November

‘14

Beta-I, F6S,

NUMA

A-Hub Cape Town,

SA

November

‘14

NUMA

LeWeb Paris, France December ‘14 H-Farm

Switch Mexico City,

Mexico

December ‘14 NUMA

European Venture

Summit

Dusseldorf,

Germany

December ‘14

NUMA, Beta-i 100+

companies,

between 100

and 120 expert

investors

participation to the discussion session « Innovation

plugging the gap - supported by ATLANTA » - Frederic Oru

DLD Conference Munich,

Germany

January ‘15 H-Farm

Microsoft Startup

Activar

Lisbon,

Portugal

January ‘15 Attended (Beta-i) 150 people Presentation of ATALANTA project (Pedro Rocha Vieira)

Startup Europe

Summit

Berlin,

Germany

February ‘15 NUMA, Beta-I,

F6S and H-Farm

1000 people participation of NUMA and Beta-I to a panel on co

spaces +

VIP policy roundtable, representing ATALANTA

http://www.startupeuropesummit.com/schedule/

University:

TechFest

Madrid, Spain February ‘15 Tetuan Valley

Bolsa de

Empreendedorismo

Lisbon,

Portugal

February ‘15 Attended (Beta-i) 100 people Presentation of ATALANTA project (Pedro Rocha Vieira)

Accelerator Madrid, Spain March ‘15 Tetuan Valley

31

Assembly

University: TryIt Madrid, Spain March ‘15 Tetuan Valley

University: CEESMA Madrid, Spain March ‘15 Tetuan Valley

Mobile World

Congress

Barcelona,

Spain

March ‘15 H-Farm, F6S,

Europe Unlimited

Global

Entrepreneurship

Congress

Milan, Italy March ‘15 F6S, H-Farm

South by

Southwest

Austin, USA March ‘15 Attended (Beta-i) 100 people Panel on the evolution of the Portuguese ecosystem (Pedro

Rocha Vieira)

4YFN Barcelona,

Spain

March ‘15 Beta-I, Tetuan

Valley

100 people Presentations of ATALANTA (Pedro Rocha Vieira & Ricardo

Marvão)

EC Innovation

Forum

Brussels,

Belgium

April ‘15 Attended (Beta-i) 200 people Presentation of ATALANTA project (Ricardo Marvão)

Lisbon Investment

Summit

Lisbon,

Portugal

June ‘15 NUMA, Tetuan

Valley, Balkan

Unlimited, Beta-i

600 Presentation of the white paper « Accelerate Now, Current

trends

strategy for the future » by Aviva Marcowicz, Atalanta cited

https://www.numa.paris/Actualites/Current-trends

the-future-presented-at-

Lisbon-Investment-Summit2

Pioneers Festival Vienna,

Austria

May ‘15 Tetuan Valley

Startup The Fusion Madrid, Spain June ‘15 Tetuan Valley

Echelon 27 Singapore June ‘15 Attended (NUMA) 2500

delegates,

uncluding 500

startups.

Participation of Aviva Markowicz to a panel «

Opportunities

Europe ». Mentioned Atalanta.

Accelerator

Assembly

London, UK July ‘15 F6S

Startup Festival Montreal,

Canada

July ‘15 NUMA 2,000

founders,

investors, and

analysts

Participation of Frederic Oru to a panel Mentioned Atalanta

project

http://www.startupfestival.com/speaker/201-fred

Frédéric Oru & Aviva Markowicz

speakers in the Accelerator Festival

Pirate Summit Cologne, Germany

September

‘15

Tetuan Valley,

Europe Unlimited

Startup Olé Salamanca, Spain

September

‘15

Tetuan Valley,

Beta-I, F6S

South Summit Madrid, Spain October ‘15 Tetuan Valley, H-

Farm, Beta-I,

Europe Unlimited

32

In addition to the above mentioned dissemination activities within external events, the ATALANTA project

used partner channels as well as other third party channels to do dissemination, as shown in the table

below.

33

Partner # Tweets # Posts

(facebook,

blogposts)

# Newsletters Others

Beta-i

23 15 8 Logo Atalanta in our website, rollups, email signatures and t

Tetuan Valley

25 4 5

NUMA 13 5

- 3 host pages - NUMA Paris, Moscow, Bengaluru

- 1 video

- 1 website dedicated to the 1st European Accelerator Summit

Others : Logo Atalanta in the booklet distributed to investors (100 booklets) +

media (50 booklets) for the demo day.

H-FARM 14 5 41

Logo Atalanta in the booklet distributed to investors + media for the

days; Badges and leaflets distributed during the Kinnernet

E-UNLIMITED 2 Atalanta promoted in 2 newsletters

Significant results

During this reporting period the consortium as a whole partipated in 34 events for dissemination of

ATALANTA. In addition there were 150+ tweets, facebook posts, blogposts and mentions in newsletters of

the work developed by the ATALANTA project. Complementing these dissemination and communication

efforts, the two white papers produced were also disseminated through various channels, reaching

accelerators, pre-accelerators and other relevant parties such as Nesta. Finally the ATALANTA logo is also

widely publicized through email signatures, flyers, booklets, t-shirts and badges, amongst others.

Key deliverables

D6.2 EAS’14 White Paper – Delivery on 05/05/2015 (Initially planned in M12)

This deliverable, developed from the outcomes of the European Accelerators Summit ’14, highlights trends

and future strategies identified by the 100+ accelerators that got together in the 2-day event. The

document assembles the voice of the acceleration sector on the most crucial themes and provides concrete

take aways for accelerators to work with in defining their strategic and tactical actions. The white paper is

publicly available and has been disseminated through the many partner channels as well as other

dissemination channels accessible to the consortium.

34

Pre-Acceleration White Paper – Delivery on 05/08/2015

Despite not being listed as an official deliverable of the Atalanta project, this document was produced in

order to capture and disseminate the outcomes of the Pre-Acceleration Summit. This event brought

together pre-accelerators from around Europe in a 1-day workshop to discuss the state of the sector,

identify challenges and opportunities for pre-acceleration. The white paper gives an overview of the

different business models and formats of programs in the space of pre-acceleration. It also provides a list of

metrics identified by participants for measuring the impact of pre-acceleration.

Deviations


Use of resources

WP 6 – Exploitation & Dissemination

DoW Actual p1 Actual P2 Actual P1+P2

1 E-UN 2 1.24 0.39 1.63

2 Beta 7 2.13 2.07 4.2

3 HFarm 2 0.3 0.72 1.02

4 F6S 2 0.5 0.585 1.09

5 SISE 2 0.69 0.77 1.46

6 Tetuan 3 1.5 0.75 2.25

7 BALKAN 2 1 1.5 2.5

TOTAL 20 7.36 6.79 14.15










Tel: +32 2 644 65 80

Fax: 32 2 644 65 81






2

Table of Contents 2.3 Project management during the second period................................................................................ 3

1. Deliverables and milestones tables ........................................................................................................... 7

Deliverables ................................................................................................................................................... 7

Milestones ................................................................................................................................................... 11

2. Explanation of the use of the resources and financial statements ......................................................... 12

3

2.3 Project management during the second period

The objective of WP1: - Project Management is to ensure the activities outlined are performed within

budget and time predicted and according to the goals formulated in the proposal.

This work package ensures the overall management of the project in accordance with the Consortium

Agreement and proposal, including project planning, coordination and day-to-day management as well as

the handling of the financial, legal and contractual matters.

Europe Unlimited is the official and financial coordinator and is responsible for all reporting, including

financial reporting to the EC. Beta-i, however, is the technical leader handling all internal coordination

tasks, especially those involved with the technical advancement of the project.

During the execution of the second period of Atalanta, Europe Unlimited acted as facilitator for

administrative and financial issues and Beta-i acted as facilitator for all operational and technical issues.

In the sequence of the lessons learned from the 1st

year of ATALANTA project, several changes were

implemented during the 2nd

year at management level to improve communication within the consortium as

well as the consortium’s ability to capture/document what is done. The following actions were

implemented:

• Bi-weekly consortium calls: established in this reporting period, these calls increased the

unification of ATALANTA activities among the partners. A recent addition to these calls is a

mary-go-round where each member of the consortium gives an overview of the ATALANTA

activities performed in the past two weeks by their organization and raises any concerns or

points that need to be address by the consortium.

• Action list: to keep track of all actions within the consortium, an action list was created,

maintained by Beta-I and used in the bi-weekly calls to check status of actions, deliverables and

project milestones.

• Additional online meetings: in the absence of the possibility for all consortium members to

meet regularly in person, “thematic” online calls were established when necessary in addition

to the bi-weekly calls. An example of such calls, was the one held to identify and discuss the

risks of the project.

• Use of Google Hangouts for online calls: the consortium was using Skype for the online bi-

weekly calls but the quality of the sound was not sufficient and frequently jeopardized the

efficiency of communication. The consortium has now adopted Google Hangouts with a

significant improvement in the quality of communication.

• Additional management resources: due to the overall workload from ATALANTA and other

projects in the organizations, Beta-i, Numa and Tetuan Valley had new organization members

joining their ATALANTA working teams.

The following sections detail the implementation of the various management tasks for the 2nd

year of the

ATALANTA project. Achievements and lessons learned are highlighted.

Consortium management tasks and achievements

One of the main activities during this period as to deliver the technical report related to the first period and

manage the first review of the project. The coordinators have produced templates for the partners to

4

provide their input to the report and have supported them and combined all the inputs into a combined

version.

The coordinators have also managed all communication with the Commission when necessary.

In terms of financial management, All financial reporting issues were cleared and all questions from the

Commission were answered. there is no payment received within the period and the next payment will

come after the review of the second period will take place.

As a result of the first review, some deliverables from the first period were missing. The coordinators (EUN

and Beta-i) have followed up with all the partners to make sure these are delivered in order to close the

first reporting period. Measures have also been taken to avoid severe delays in submitting the deliverables

(explained later).

Also following the first review, it was decided that some deliverables would be descoped and replaced with

other deliverables. There was also a need to align the efforts in the project Description of Work to the real

situation. Indeed the PM cost rate used in the original proposal was much higher than the real rates,

resulting in the report in a number of person months which was higher than what was envisioned in the

original proposal. This resulted in a big deviation between the expected number of person months to

implement the project and the real number of person months spent. To correct these issues, it was decided

during the review to submit an amendment with the following objectives:

- Descope the deliverables as agreed and add those ones replacing them and which are more in line

with the project objectives

- Some deliverables were supposed to be delivered in 3 versions (one for each iteration) but they

were mentioned in the DOW under the same deliverable number. The amendment would split

those deliverables into several ones, one with its own number for each version

- Realign as much as possible the deliverables dates with the activities of the project to avoid delays

A new table with the efforts was submitted to the project Officer to inform about the new planning of

efforts to implement the project. A new list of deliverables was also communicated to the Project Officer

taking into account the agreed changes.

The DOW has been revised according to the new efforts plan and new deliverables list and the revised

DOW has been communicated to the Project Officer.

An official amendment session will be open as soon as the first reporting period is closed on the EC portal.

We will take the opportunity to also include some administrative and budget changes for some of the

partners:

- Several entities linked to H-Farm Italia SRL have merged into a new entity H-Farm Ventures SPA and

H-Farm Italia SRL is currently in a process of Universal Transfer of Rights and Obligations (UTRO)

from H-FARM ITALIA SRL to H-FARM VENTURES SPA - No amendment is needed for this situation

- Silicon Sentier went also thorugh administrative changes. First as a non rofit association, it changed

its legal name to "Numa" and after that, Numa created a for profit entity "NUMA SAS" and

transfered all its activities to this new entity. This change will be part of the upcoming amendment

5

- Given the higher costs needed to support their startups, 2 partners (H-Farm and Beta-i) have

requested to shift some of their consumables budget to the budget to support their startups. This

will be changed in the project budget.

In the second reporting period, the consortium has increased the number of meetings to share project

status, progress and needs. The following meetings were held to which all consortium partners attended:

Nature Date Location Purpose

Skype call September ‘14 - Proj. Management

Consortium Physical meeting October ‘14 Paris (NUMA) Proj. Management

2x Skype call November ‘14 - Proj. Management

European Projects Partners

Meeting

November ‘14 Brussels Synergies/align

Consortium Physical meeting January ‘15 Brussels Prep review meeting

Review meeting January ‘15 Brussels Review meeting

Skype call January ‘15 - Proj. Management

Skype call February - Proj. Management

Skype call March - Proj. Management

Consortium Physical meeting March Venice (H-Farm) Proj. Management

3x Skype call April - Proj. Management

2x Skype call May - Proj. Management

Skype call June - Proj. Management

Skype call July - Proj. Management

Besides these consortium meetings, bilateral/multilateral meetings also took place frequently to support

internal organization of activities within a single Workpackage.

Problems which have occurred and how they were solved or envisaged solutions

The following were challenges faced by the project during the last reporting period:

• Startup exchange not working as expected. Actions taken: reinforced promotion. Outcome: despite

reinforcement of promotion, Startup Exchange wasn’t as successful as expected. Despite still a few

startups applying, only two have been able so far to schedule their Startup Exchange. Mitigation:

re-evaluate the value of the Startup Exchange with the feedback of the two startups that are about

6

to participate in the program. Depending on the feedback, the consortium will either redesign

Startup Exchange or drop it and invest the resources to strengthen other aspects of the ATALANTA

project.

All partners have multiple projects and are growing fast. Challenge to keep partner engagement. Actions

taken: reinforce interaction between consortium partners, improve internal communication. Outcome:

some deliverables have still been delayed but overall all deliverables due for the period have been

delivered and this did not have an impact on the overall implementation of the project.

Changes in the consortium

Several entities linked to H-Farm Italia SRL have merged into a new entity H-Farm Ventures SPA and H-Farm

Italia SRL is currently in a process of Universal Transfer of Rights and Obligations (UTRO) from H-FARM

ITALIA SRL to H-FARM VENTURES SPA - No amendment is needed for this situation

Silicon Sentier went also through administrative changes. First as a non profit association, it changed its

legal name to "Numa" and after that, Numa created a for profit entity "NUMA SAS" and transferred all its

activities to this new entity. This change will be part of the upcoming amendment

Beta-i is also planning to go through a similar change of business model and will create a for profit entity

but it will keep the current legal entity live at least until the end of the project. So no changes will be

necessary for this case.

7

1. Deliverables and milestones tables

Deliverables

Table 1. Deliverables

Del.

no.

Deliverable name Version WP no. Lead

beneficiary

Nature

Dissemination

level

Delivery date

from Annex I

(proj month)

Status

No

submitted/

Submitted

Comments

Period 1

1.1 Project and Quality

Management

1.0 1 Beta-i R RE M1 Submitted Accepted in P1

1.2 First Management

Report


6.1 Preliminary

Exploitation Report


2.1 Promotion Plan 1.0 2 F6S R RE M12 Submitted Accepted in P1

2.2 Report on Bridging

I 1 2 F6S R RE M12 Submitted Delivered after P1 review

8

2.4 Mentors Database 1.0 2 F6S R RE M12 Submitted Accepted in P1

3.1 Acceleration Report 1.0 3 H-Farms R PU M12 Submitted Accepted in P1

3.2 Startup Database 1.0 2 F6S R RE M12 Submitted Accepted in P1

6.2 EAS’14 White

Paper

1 6 NUMA R PU M12 Submitted Submitted after P1 review

Period 2

4.1 Report on Office

Hours I 1 4 Beta-i R PU M19 Submitted

5.1 Report on

Synergies I 1 5

E-

Unlimited R RE M19 Submitted

1.4 Third Progress

Report 1 1 Beta-i R RE M20 Submitted

2.3 Promotion Plan II 1 2 F6S R RE M21 Submitted

4.2 Report on Virtual

Platform 1 4 F6S R CO/PU M21 Submitted

3.3

Report on

Acceleration

Programs II

1 3 H-Farm R PU M23 Submitted

1.5 Fourth Progress

Report 1 1

E-

Unlimited R RE M24 Submitted

The current Periodic Technical

report


Evaluation II 1 2 F6S R RE M24 Submitted

9

3.5 Report on Startup

Exchange I 1 3 Beta-i R RE M24 Submitted Folder

3.6 Report on Staff

Exchange I 1 3 Beta-i R RE M24 Submitted Folder

Year 3

2.6 Mentors Database

II n.a. 2 F6S R RE M28 n.a.

3.4 Startups Database

II n.a. 3 F6S R RE M28 n.a.


Hours II n.a. 4 Beta-i R PU M28 n.a.

4.4 Report on Virtual

Platform II n.a. 4 F6S P CO/PU M28 n.a.

5.2 Report on Synergies

II

n.a. 5 EU-

Unlimited

R RE M28 n.a.

1.6 Fifth Progress

Report n.a. 1 Beta-i R RE M30 n.a.

2.7 Promotion Plan III n.a. 2 F6S R RE M30 n.a.

6.4 Final Exploitation

Plan n.a. 6 Beta-i R RE M30 n.a.

1.7 Final Report n.a. 1 Beta-i R PU M36 n.a.


Evaluation III n.a. 2 F6S R RE M36 n.a.

10

2.9 Mentors Database

II n.a. 2 F6S P RE M36 n.a.

3.1 Report on Staff

Exchange II n.a. 3 Beta-i R RE M36 n.a.

3.7

Report on

Acceleration

Programs III

n.a. 3 H-Farm R PU M36 n.a.

3.8 Startups Database

III n.a. 3 F6S R RE M36 n.a.

3.9 Report on Startup


3.10 Report on Staff



Hours III n.a. 4 Beta-i R PU M36 n.a.

5.3 Report on

Synergies III n.a. 5

E-

Unlimited R PU M36 n.a.

6.3 Dissemination

Documentation n.a. 6 Beta-i R PU M36 n.a.

6.5 EAS’16 White Paper n.a. 6 R PU M36 n.a.

11

Milestones

Table 2. Milestones

Milestone

no.

Milestone name Work

package

no

Lead

beneficiary

Delivery date

from Annex I

dd/mm/yyyy

Achieved

Yes/No

Comments

MS1 KO 1,2,6 Beta-i 01-09-2013 Yes

MS2 Bridging I 2 F6S 01-06-2014 Yes Deliverables

missing at P1

Review were

submitted

MS3 Acceleration I 3,4 HFARM 01-08-2014 Yes

MS4 Synergies I 5 EUN 01-02-2015 Yes Achieved in

P2

MS5 Bridging II 2 F6S 01-02-2015 Yes Achieved in

P2

MS6 Acceleration II 3,4 HFARM 01-07-2015 Yes Achieved in

P2

MS7 Synergies II 5 EUN 01-02-2016 No

MS8 Bridging III 2 F6S 01-02-2016 No

MS9 Acceleration III 3,4 HFARM 01-07-2016 No

MS10 Synergies III 5 EUN 31-08-2016 No

MS11 Final Review All Beta-i 31-08-2016 No

Comments:

MS2: Some deliverables were missing during the first period review and these were submitted after the

review.

12

2. Explanation of the use of the resources and financial

statements

Efforts usage for Period2:

The following table shows the person months spent in the second reporting Period (M13-M24) of

Atalanta project:

The consortium used 83.72 PMs to carry out the activities and to complete the tasks performed in

the second reporting period. It represents 42.61 % of total project efforts spent.

Cumulated efforts usage (P1+P2):

As this is the second period reporting, the following table gives the cumulated efforts (person

months) spent since the beginning of the project (P1 + P2):

E-Un Beta HFarm F6S SISE Tetuan Balkan Total

WP1 Planned 4.0 6.0 0.5 1 0.5 2 1 15

Real 1.71 2.52 0.18 0.46 0.26 0.3 1 6.43 42.87%

WP2 Planned 3.0 9 3.0 6.0 3.0 9.0 3.0 36

Real 1.07 3.3 1.08 2.28 1.29 2.65 2.5 14.17 39.36%

WP3 Planned 5.0 20 10.0 1 10.0 15.0 6.0 67

Real 1.75 10.6 3.61 0.545 4.34 4.81 4.5 30.16 45.01%

WP4 Planned 3.0 9 3.0 6.0 3.0 4.0 4.0 32

Real 0.22 5.95 1.08 1.06 0.94 1.1 3.5 13.85 43.28%

WP5 Planned 6.0 9 6.0 0 1.5 1 3 26.5

Real 2.5 4.51 2.36 0 0.43 0.53 2 12.33 46.53%

WP6 Planned 2.0 7 2.0 2.0 2.0 3.0 2.0 20

Real 0.39 2.07 0.72 0.585 0.77 0.75 1.5 6.79 33.93%

Total Planned 23.0 60.0 24.5 16 20.0 34.0 19.0 196.5

Real 7.64 28.95 9.03 4.93 8.03 10.14 15 83.72 42.61%

33.22% 48.25% 36.86% 30.81% 40.15% 29.82% 78.95% 42.61%

13

The consortium used 156.21 PMs to carry out the activities and to complete the tasks performed

from the beginning of the project up to the end of the second reporting period. It represents 79.49 %

of total project efforts spent.

The usage of resources in period1, period 2 and cumulated is compared to the total budgeted efforts

in the following graphic:


WP1 Planned 4.0 6.0 0.5 1 0.5 2 1 15

Real 3.26 4.6 0.38 0.59 0.43 1.99 1.1 12.35 82.30%

WP2 Planned 3.0 9 3.0 6.0 3.0 9.0 3.0 36

Real 3.09 5.36 1.98 3.78 2.09 6.12 4 26.42 73.39%

WP3 Planned 5.0 20 10.0 1 10.0 15.0 6.0 67

Real 6.78 17.98 6.71 1.245 7.54 10.15 7.5 57.91 86.43%

WP4 Planned 3.0 9 3.0 6.0 3.0 4.0 4.0 32

Real 0.22 9.44 1.98 1.06 1.51 2.67 5.5 22.38 69.94%

WP5 Planned 6.0 9 6.0 0 1.5 1 2.8 26.5

Real 6.89 7.74 4.16 0 0.89 0.53 2.8 23.01 86.83%

WP6 Planned 2.0 7 2.0 2.0 2.0 3.0 2.5 20

Real 1.63 4.2 1.02 1.09 1.46 2.25 2.5 14.15 70.73%

Total Planned 23.0 60.0 24.5 16 20.0 34.0 19.0 196.5

Real 21.87 49.32 16.23 7.755 13.92 23.71 23.4 156.21 79.49%

95.09% 82.20% 66.24% 48.47% 69.6% 69.74% 123.16% 79.49%

14

The following chart represents the efforts used by period and the remaining efforts:

EC Contribution:

In terms of EC Contribution, the following table gives the EC Contribution requested per partner for

each period and also the total for the consortium:

WP1 WP2 WP3 WP4 WP5 WP6

Budgeted 15,00 36,00 67,00 32,00 26,50 20,00

Total reported 12,35 26,42 57,91 22,38 23,01 14,15

Reported P1 5,92 12,25 27,75 8,53 10,68 7,36

Reported P2 6,43 14,17 30,16 13,85 12,33 6,79

0,00

10,00

20,00

30,00

40,00

50,00

60,00

70,00

80,00

Efforts per WP Vs Total project resources

Budgeted

Total reported

Reported P1

Reported P2

36,89%

42,61%

20,51%

Efforts used

Total PMs Period 1

Total PMs Period 2

Total PMs remaining

15


Budgeted 190250 284550 150125 89937 154672 153672 112148 1136148

Requested P1 94154 65087 33546 13165 52864 34557 36032 329405

Requested P2 48070 102653 47515 23230 53231 42290 42972 359961

Total requested 142224 167740 81061 36395 106095 76847 79004 689366

Remaining 48026 116810 69064 53542 48577 76825 33144 446782

The following chart gives the total EC contribution requested for each period and the remaining EC

Contribution:

There is still enough budget available for the implementation of the third period.

However, there is still a small deviation in terms of efforts compared to the efforts included in the

ongoing amendment. Indeed, we still have 39.32% of the total budgeted EC Contribution not used

while we only have 20.51% of the efforts left.

28,99%

31,68%

39,32%

EC Contribution Claimed Vs Budget

P1-Requested EC Funding

P2-Requested EC Funding

Remaining EC Funding

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