revised eureka 2020 strategic roadmap - eureka srm 2020.pdfeureka doc. revised eureka 2020 strategic...

REVISED EUREKA 2020 STRATEGIC ROADMAP

“Towards being a leading European platform for international

industrial R&D&I cooperation, fostering competitiveness, growth

and job creation.”

Endorsed by the Ministerial Conference in Madrid, 30 June 2017

Brussels, 5 June 2017 8th draft – Final version

MC

Madrid (Spain)

30 June 2017

EUREKA doc. MC35-06

1 Revised EUREKA SRM 2014-2020 - 8th

draft – FINAL VERSION

EXECUTIVE SUMMARY The EUREKA Strategic Roadmap 2014 – 2020 (SRM)1 is a key element in EUREKA’s governance system

developed under the Norwegian Chairmanship (2013-2014) for the period from June 2014 until July

2020. It is a document based on consensus amongst EUREKA members, providing strategic direction

on overall priorities, action fields and objectives for EUREKA. Roadmap will be

The EUREKA SRM needs to be reviewed at mid-term with regard to the described scope and

priorities, and evaluated against its objectives. For that reason, one of the major priorities during the

Spanish EUREKA Chairmanship (2016-2017) was to review the EUREKA SRM 2014-2020 to ensure

continued relevance, a strong strategic governance and political continuity over the coming period of

2017‐2020.

The Executive Group, under the Spanish Chair led by the HLG chairman Mr Francisco Marin,

undertook the mid-term review of the SRM. In line with the outcomes of the SRM Review Report2,

and taking into account the recent developments and changes of the R&D&I landscape in Europe,

this revised document focuses on the re-adjusted strategic orientations of the Network and offers a

vision for EUREKA to be a leading European platform for international industrial R&D&I cooperation,

fostering competitiveness, growth and job creation.

The SRM puts forward four strategic priorities, illustrating the direction in which EUREKA wants to

develop in the future, and ten action fields that underpin EUREKA’s vision and strategic priorities.

The SRM commits all EUREKA members at all levels within EUREKA (MC, HLG, NPC) and strives to

achieve maximum impact by engaging all relevant stakeholders and partners of EUREKA in the

actions needed to achieve the strategic goals. EUREKA’s instruments, notably Network projects,

Eurostars, Clusters, Umbrellas and E!nnoVest, will be fully mobilised to deliver on the goals of

EUREKA’s strategy.

The revision of the EUREKA SRM 2014-2020 was approved during the 5th HLG meeting (Madrid, 29

June 2017). Subsequently, the XXVIII Ministerial Conference (Madrid, 30 June 2017) formally adopted

the revision of the EUREKA Strategic Roadmap 2014-2020 and looked forward to its implementation

under the upcoming chairmanships.

1 EUREKA Strategic Roadmap 2014-2020 was approved by the HLG in Bergen on 19 June 2014: EUREKA Doc HLG3222

2 EUREKA Strategic Roadmap 2014-2020 Review Report was approved by the HLG in Bilbao on 19 October 2016: EUREKA

Doc HLG3508



REVISED EUREKA 2020 SRM: VISION AND STRATEGIC OBJECTIVES The EUREKA mission is to stimulate growth and job creation in Europe by supporting business-driven

international research, development and innovation in an increasingly globalized economy. This

mission is achieved through a well-established intergovernmental network of more than 40

participating countries, facilitating the international coordination of national innovation

programmes.

The revised EUREKA Strategic Roadmap offers a vision for EUREKA to be: “A leading European

platform for international industrial R&D&I cooperation, fostering competitiveness, growth and

job creation.”

To reach this vision by 2020, EUREKA has set four strategic objectives:

To provide a clear added value to industry, with business-driven instruments, a suitable

access to public funding and high quality communication and evaluation.

To become a preferred initiative for national funding bodies, aiming to extend national

priorities and R&D&I funding programmes to an international dimension.

To become a preferred platform for industrial R&D&I cooperation between Europe and other

parts of the world.

To contribute to the completion of the European Research Area for its innovation part,

reaching synergies between EUREKA instruments and other relevant instruments.

Ten horizontal and vertical action fields have been developed to achieve EUREKA’s vision and

catalyse progress towards the objectives set out above:

HORIZONTAL ACTION FIELDS

Action field 1: EUREKA in the European innovation policy

Action field 2: Smart globalization

Action field 3: Lean governance

Action field 4: Proactive engagement with the innovation community

Action field 5: Comprehensive evaluation and impact assessment

VERTICAL ACTION FIELDS

Action field 6: EUREKA 2.0: Revitalising EUREKA Network projects

Action field 7: EUREKA Clusters: stronger and more visible

Action field 8: Eurostars implementation and continuation beyond 2020

Action field 9: E!nnoVest: boosting investment and business readiness

Action field 10: EUREKA Umbrellas: the future

Vertical actions are typically the business outputs, the products or the services that EUREKA Network

is responsible for. These vertical actions can occur across a range of different topics and may or may

not influence each other. Horizontal actions cut across all of the vertical actions in the sense that

they are applied across all of the different products or services. They typically enable the actions to

be performed or the outputs of these actions to be measured.



In order to achieve its mission and vision, some current action fields need reengineering, some need

upscaling and some new actions may be required. Only with such a dynamic, open and strategic

approach, can the EUREKA Network secure the position and existence of its instruments in the

increasingly complex innovation ecosystem.

With the purpose to ensure operational and strategic continuity of EUREKA, the Strategic Roadmap

(SRM) will provide guidance to subsequent Chairmanships of EUREKA in the development of their

priorities. Thus, this revised EUREKA 2020 Strategic Roadmap will be implemented by the EUREKA

network, led by the consecutive Chairmanships and supported by the EUREKA Secretariat. The

Roadmap will be monitored on an annual basis and evaluated at mid-term and completion. The

Roadmap is an evolving document that will be revised following the recommendations of a mid-term

assessment.



HORIZONTAL ACTIONS FIELDS

ACTION FIELD 1: EUREKA IN THE EUROPEAN INNOVATION POLICY

KPI 1: HLG assessment of the development of EUREKA’s position and status in the ERA

KPI 2: EUREKA explicitly identified as a relevant stakeholder in European Innovation policies

KPI 3: EUREKA and its instruments secured a unique and complementary position in the European

innovation landscape (9th Framework Programme and EIC)

Today, the integration of innovation within the ERA has been identified as one of the key challenges,

as growth and job creation remain key objectives for the EU. As a well-established enabling structure

for international cooperation with its different instruments and its bottom-up approach, EUREKA has

substantial experience and is making a strong impact on European industry by supporting innovative

business-oriented projects. EUREKA therefore is a natural contributor with respect to the innovation-

related aspects of the European Research Area (ERA).

To ensure that EUREKA becomes a leading ERA innovation stakeholder contributing to growth and job

creation for the benefit of European industry, the measures described in the ‘EUREKA in the ERA’

Strategy must be implemented.

Develop new methods of cooperation with the European Union and establish synergies with EU

R&D&I instruments and networks

EUREKA will explore new ways of cooperation with European Commission, European Parliament and

Council in order to support the further development of the European innovation landscape, and

more specifically the cooperation with the future European Innovation Council (EIC). As being a

platform to foster dialogue with various countries, innovation experts and stakeholders at national

level, EUREKA network should cooperate with the EC more extensively in order to create cohesive

and strong common actions. Two levels of cooperation are foreseen:

At political level, the EC-EUREKA working group have helped to highlight different areas for

cooperation between EUREKA and EC in the past. Now it is up to the ‘ERA-HLG, an informal

ERA-group on ‘industrial innovation’ issues and composed of all EUREKA HLRs, to pave the

way for future cooperation.

At operational level, it is crucial that the instruments offered within the European innovation

support system create synergy and added value. There is a need to establish a

complementary innovation support system that meets the future needs of industry. In order

to avoid duplication, EUREKA, with its Network projects, Clusters, Eurostars and E!nnoVest,

should constantly work, as a general rule, on complementarities with the H2020 and future

Framework Programme.

o The updated EUREKA 2.0 must find its place in the complexity of the European funding

landscape, to bring its distinct added value to potential project applicants on one side,

and to NFBs, ministries, and the European Commission on the other side.

o Eurostars, Network and Cluster projects will need to reach smart synergies with relevant

EU-level initiatives that provide services and funding to SMEs (SME instrument in H2020,



COSME, EEN), or other instruments that are similar by their public-public partnership

nature (Articles 185 and 187, ERA-NET Cofunds, KICs, PPPs) or that can provide some

alternative funding sources (EU Structural Funds, venture funds).

Enhance EUREKA’s presence as innovation stakeholder in the ERA

EUREKA will be further developed as a platform for innovation policy dialogue and stakeholder

involvement, in view to develop closer synergies among ERA stakeholders (EC, NFBs, TAFTIE, EARTO,

UEAPME,…) and contribute to R&D&I policymaking through analysis and debate. Nevertheless, in

order to contribute to innovation policy at European level it is essential to also enhance the policy

role of EUREKA at national level. EUREKA needs to ensure the political support and financial

commitment in EUREKA countries, and enhance the relations with other networks at national level

(e.g. such as EEN and NCPs) through complementary activities.

The key actions to be implemented by 2020 are illustrated in the table below

A) Develop new methods of cooperating with the European Commission and establish synergies with EU

R&D&I instruments and networks

Key Actions Timeframe Responsible

A1) Support the functioning of the ERA-HLG Continuous Chair, HLG, ESE

A2) Continue the strategic dialogue with the EC in order to contribute to a better coordination of existing European R&D&I instruments

Continuous Chair, HLG, ESE

A3) Continue the strategic dialogue with the EC in order to support the further development of the European innovation landscape and EIC and to ensure EUREKA programmes are well-aligned and complementary

End 2017 Chair, HLG, ESE

A4) EUREKA and EC should together find ways to fully exploit the potential that GlobalStars has to offer

Mid 2018 Chair, HLG, ESE

A5) Establish and implement synergies between the EUREKA instruments and other relevant EU programmes and initiatives


B) Enhance EUREKA’s presence as innovation stakeholder in the ERA


B1) Cooperation with innovation stakeholders, SME advocates, ERAC and ERA related groups, and ERA research stakeholders

Continuous Chair, ESE

B2) Contribute to ERA policies for the innovation side with EUREKA position papers and/or joint declarations with relevant stakeholders

Continuous Chair, HLG, NPC,

ESE

B3) Organise conferences to promote EUREKA’ added value and participate in relevant events at EU, national and local level

Continuous ESE, NPC

B4) Enhance the cooperation with other networks at national level through complementary activities

Continuous Chair, HLG, NPC,

ESE



ACTION FIELD 2: SMART GLOBALISATION

KPI 4: Proportion of EUREKA projects involving at least one non-full member state (Partner countries or Associated countries or GlobalStars third country participants or third country entities) KPI 5: Number of Globalstars calls KPI 6: Number of endorsed Globalstars projects KPI 7: Public funding committed to Globalstars projects KPI 8: Number of different EUREKA countries using GlobalStars

In today’s global economy, openness to international cooperation is becoming increasingly

important. The industry, and especially the SMEs, in Europe and the associated member countries

need to access new and emerging markets. The innovation process and the value chains in many

technological and market areas extend beyond the boundaries of the current EUREKA network,

indicating a future role for EUREKA as a platform for global industrial R&D&I cooperation. Currently

there are three ways to establish cooperation with countries which are not EUREKA Full-Members:

EUREKA can invite non-full member countries to join EUREKA as Associated countries for a

limited period. Under the so called "Partner country" status, some Associated countries

could be recognized as permanent and strategic partners within EUREKA.

On a project-to-project level, project participants from two or more EUREKA countries can

invite organisations from non-EUREKA countries to take part in their

EUREKA/Cluster/Eurostars projects.

Recently, there is a new possibility to launch flexible GlobalStars calls according to the

bottom-up principle supporting project collaboration between at least 1 organisation from a

EUREKA Full-Member, Partner or Associated country and 1 organisation from a third country

(the 1+1 rule).

A new EUREKA internationalization strategy has been developed during the Spanish Chairmanship

which clearly defines the future role of EUREKA as a lean and flexible platform for global industrial

R&D&I cooperation. In the following period, EUREKA needs to start with the implementation of this

strategy.

Increase engagement with non-European countries

EUREKA will face challenges resulting from the increasingly global scenario by including a new status

for Partner countries and improving the renewal conditions for associated ones, following prudence

and efficiency criteria.

Under the so called ‘Partner country’ status, some Associated countries will be recognized as

permanent and strategic partners within EUREKA. This permanent nature results in benefits for

European companies which count with a stable cooperation framework when designing their

medium and large-term innovation strategies.

Based on the experience gained during previous chairmanships, potential partners or new associated

countries shall be evaluated, improving at the same time, where possible, the cooperation with the

present associated countries: South Korea, Canada, South Africa and Chile.



Facilitate project-to-project collaboration with third countries

This approach is extremely flexible, but is not followed up by an administrative cooperation between

the involved countries. EUREKA needs to review whether the rules and instruments that already exist

are sufficient when engaging with non-EUREKA countries.

EUREKA will define a number of practical approaches for facilitating targeted R&D&I cooperation

with third countries. EUREKA countries have well developed collaboration and access to relevant

contacts all around the world. For this approach to be fully operational there is a need to set-up a

database of contact points for industrial R&D funding in other economies.

Systematic use of Globalstars as a EUREKA instrument for cooperation with third countries During the Swedish Chair, EUREKA set up a revised toolbox for collaboration with third countries

called GlobalStars. EUREKA developed this flexible approach for global cooperation based on the

principles of "variable geometry". If a group of EUREKA countries wants to establish a limited

cooperation with a region or a country outside EUREKA, EUREKA is able to facilitate this work with

standardized tools based on the experience gained in EUREKA Network projects, EUREKA Clusters

and Eurostars (i.e. the PAM, Cluster calls methodology or Eurostars synchronized application and

evaluation). The key words for Globalstars are flexibility and voluntariness, but with the common

trade mark of EUREKA. Once the pilot joint calls with Chile and Argentina have been evaluated,

Globalstars will be reinforced launching new Globalstars calls with the current participating countries

and extending this collaboration scheme to other potential candidates all around the world.


A) Increase engagement with non-European countries


A1) Provide continuous support to EUREKA Partner and Associated Countries at all levels

Continuous ESE

A2) Based on existing criteria and on the mapping of potential Associated countries carried out during previous chairmanships, evaluate potential new Partner and Associated EUREKA countries

2017 Chair, HLG, ESE

A3) Based on the above, consider to engage with new Partner or Associated EUREKA Countries

Mid 2018 Chair, HLG, ESE

A4) Continue the dialogue with the Strategic Forum for International S&T Cooperation (SFIC) and other relevant bodies


B) Facilitate project-to-project collaboration with third countries


B1) Review whether the rules and instruments that already exist are sufficient when engaging with non-EUREKA countries

2018 NPC, ESE

B2) Create a database on contact points for industrial R&D funding in other economies

2018 Chair, HLG, NPC

ESE

C) Systematic use of Globalstars as a EUREKA instrument for cooperation with third countries


C1) Set up new GlobalStars pilot calls with current participating or other potential candidates

2018 Chair, NPC,

Clusters, ESE



C2) Perform an assessment of the experiences made with GlobalStars calls and the application of the 1+1 project participation rule in that context. After the assessment, make necessary amendments to the Globalstars Guidelines.

Mid 2019 Chair, NPC

C3) Review and redefine the international cooperation mandate of the EUREKA Secretariat

Mid 2018 Chair

ACTION FILED 3: LEAN GOVERNANCE

KPI 9: HLG self-assessment of the development of lean governance

KPI 10: Number of countries with significant activity level

The governance structure of EUREKA was set up under a different situation for the network. When

EUREKA started, it comprised 18 members while today, due to continuous growth over years,

EUREKA includes 41 members, 4 associated countries and 2 National Information Points. In 30+

years, EUREKA has developed a number of initiatives that facilitate international cooperation. On top

of that, through Eurostars, the EUREKA Secretariat has the additional responsibilities that come with

managing the financing of the programme. This success of EUREKA has, on the other hand, led to

some challenges to manage all new initiatives in an efficient manner. And further growth is to be

expected. Times of austerity also make it necessary to reduce complexity, increase efficiency and

reduce unnecessary costs. The Swedish Chair tackled this issue by setting up a dedicated HLG

working group (Lean Governance) that reviewed the governance model of EUREKA and proposed

recommendations for improvement through a new ‘EUREKA Regulatory Corpus’.

Decide and implement a revised governance model

Under the concept Upgrade EUREKA, the Network developed several recommendations of the Lean

Governance working group published in June 2016. Prioritised activities should continue in the

coming years to implement and complement the work done.

Secure future chairmanships

Furthermore, the system of chairing EUREKA by a member country on a voluntary basis has been

called to question since it became more and more difficult to find volunteers. One or more other

options should be developed so an alternative could be quickly available if necessary.

The EUREKA Secretariat as a service provider to the EUREKA Network

Flexible requirements, variable demand and elements that require additional manpower or cost are

fundamental to the concept of EUREKA 2.0. A review needs to be undertaken in order to clarify the

role of the ESE as service provider and how it may better achieve its aim of supporting the Network.

Such a revision shall be built on the following principles: (1) Transforming the ESE into a lean

organization; (2) Developing services for the EUREKA initiative; and (3) Managing economically

sustainable organisation.



Encouraging participation in EUREKA projects

Active involvement of the EUREKA network is a prerequisite for reaching the overall objective of

becoming a leading international platform for national programmes. In that context, it is essential to

ensure the political support and financial commitment in EUREKA countries. Initially EUREKA will

consider relevant indicators to identify low activity countries. In order to do this, first it is needed to

develop a system to monitor country performance. Based on the results of this performance

monitoring system and the values of the relevant indicators, EUREKA will define mitigation actions

needed to improve country activity. Additional measures to help the network to function better

should be taken into account.


A) Decide and implement a revised governance model


A1) Prioritize and implement the recommendations of the Lean Governance working group

Mid 2018 Chair, HLG

B) Secure future chairmanships


B1) Establish and adopt the procedures for the future EUREKA Chairmanship End 2017 Chair

C) Review and clarify the role of the ESE as service provider to the EUREKA network


C1) Review and clarify the role of the ESE as a support to the Chair and the Network

2018 Chair

C2) Review and clarify the role of the ESE as a programme implementing body (Eurostars-2 and 3) and facilitator (Clusters, Umbrellas, Network projects, EUREKA 2.0, E!nnoVest)

2018

Chair

C3) Explore the potential for the EUREKA Secretariat to improve its role as a service provider for the Network

Mid 2018 Chair, HLG, NPC, ESE

D) Encouraging participation in EUREKA projects


D1) Perform annual project forecast and funding information exercises Continuous Chair, ESE

D2) Define objective indicators for a continuous monitoring system of countries’ performance


D3) Define structure and content of the country profile report needed to address those cases with low performance


D4) Define, in collaboration with not-so-active countries, the mitigation actions and the relaunch plan needed to foster their participation


D5) Find ways for better involvement of industry to maintain the responsiveness of EUREKA services




ACTION FIELD 4: PROACTIVE ENGAGEMENT WITH THE INNOVATION COMMUNITY

KPI 11: Number of new companies participating in EUREKA instruments

KPI 12: Increase the number of joint activities with relevant stakeholders at national and European

level

The communication of EUREKA remains paramount to increasing its visibility and promoting its

added value. If EUREKA wants to establish itself as a major player in international R&D&I

cooperation, it needs to engage the whole innovation community. In order to reach its target

audience, EUREKA needs to position all EUREKA instruments and activities under the EUREKA

‘corporate’ brand and better place them in the international and national innovation landscape.

Reposition and sustain EUREKA at the core of the innovation systems

EUREKA has developed a number of initiatives that facilitate international R&D&I cooperation, foster

competitiveness, growth and job creation. Nevertheless, it is essential that EUREKA evaluates the

strength of its brand image and the pertinence of its messages. The Communications Strategy 2015 –

2020 provides key messages for each type of target audience and a number of communications

instruments. It aims to:

Support the strategic priorities by positioning EUREKA as a major player and key innovation policy platform in the European Research Area.

Capitalize on EUREKA’s main strengths (business oriented/bottom-up, international

launchpad, administratively-light and more than 30 years of experience), to better

differentiate EUREKA from other programmes.

Support the network in both a centralised and decentralised manner by creating significant

economies of scale, by providing simple yet innovative communications tools that can be

easily exploited by all nodes of the network.

Magnify the work of each node of the network through enhanced and strategic coordination.

Future communication activities will be tailor made for our key target audiences using the unique

selling points and key messages for each audience segment based on the communication strategy.

These target audiences make up the EUREKA innovation community. The key audiences defined in

the communication strategy are the following: (a) past project participants, (b) current project

participants, (c) potential (future) project participants, (d) public funding decision makers (member

countries) at national and sub-national level, (e) public funding decision makers (non-member

countries), (f) private investment sources, (g) multipliers (partners, media, opinion formers) and (h)

place-based innovation stakeholders.

The increased visibility, presence and recognition of EUREKA at all levels of its value chain (from

Ministries to end-users) are essential for the future positioning of EUREKA in the increasingly

complex ecosystem in which it operates.



Promote EUREKA as a platform for global industrial R&D&I cooperation

In order to become a platform for global industrial R&D&I cooperation, promotional activities will be

essential inside and outside the EUREKA network.


A) Reposition and sustain EUREKA at the core of the innovation systems


A1) Review the rationale of EUREKA instruments and how they complement the ERA in order to clarify their unique selling point

End 2017 Network, ESE

A2) Review the definition, relevance and usage of the EUREKA label Mid 2018 Network, ESE

A3) Develop branding and identity for all EUREKA instruments. End 2017 ESE, NPC

A4) Develop specific communication packages for each target group based on their needs and ways to reach them

Mid 2018 ESE, NPC

A5) Establishing evidence-based added-value messaging to Governments and SMEs

2018 ESE, NPC

A6) Promote EUREKA instruments, relevant calls and funding opportunities Continuous ESE, NPC

A7) Promote EUREKA instruments within the national innovation systems Continuous HLG, NPC

B) Promote EUREKA as a platform for global industrial R&D&I cooperation


B1) Participate in regional/global outreach events to promote EUREKA as a platform for R&D&I cooperation with Europe

Continuous Chair, ESE,

NPC

B2) Promote EUREKA as the tool for industrial R&D&I cooperation between Europe and other parts of the world, motivating programme managers (NFBs) and industry to consider EUREKA as the means to exploit funds earmarked for international cooperation


NPC

B3) Organise the EUREKA Innovation Award Continuous Chair, ESE

B4) Organise EUREKA Innovation Week Continuous Chair, ESE

B5) Address target groups on European and global level to check knowledge and perception of EUREKA

Biennially ESE



ACTION FIELD 5: COMPREHENSIVE EVALUATION AND IMPACT ASSESSMENT

KPI 13: Response rate to the project follow-up reports

KPI 14: Strategic evaluation plan of EUREKA developed

Measuring the impact of EUREKA and its portfolio is of major importance to demonstrate its positive

effects on the European economy and integration; to convince policy makers of EUREKA’s added

value, to support and facilitate any adjustment of the objectives and directions of EUREKA’s strategy,

and to attract new interest from companies, experts and stakeholders.

Deliver effective evaluation of EUREKA instruments

The first step to evaluate any public policy is to define as precisely as possible the logic of the

intervention, that is, the relationship between actions carried out and objectives pursued. Indicators

allocated to those objectives will be assessed by means of evaluation studies, following different

methodologies.

Taking advantage of state-of-the-art evaluation practices developed at leading universities, an

evaluation programme should be set up in partnership with private and or public experts. This

programme should be built upon the continuous evaluation system put in place by EUREKA over 20

years, which has created a workable dataset of European companies benefiting from R&D grants,

and also on recent econometric studies of EUREKA at EU level and at national level.

Furthermore, an accessible portfolio of engaging examples of impact (qualitative analysis), which

clearly demonstrate relevance and importance of EUREKA should be a priority.

Develop a EUREKA impact assessment platform

Data availability is an essential aspect for impact assessment and, at this respect, several data

sources should be considered: administrative data managed by the EUREKA Secretariat; data

generated by National Offices (mainly focused on funding procedures) and data on similar companies

non-participating in EUREKA projects. Coordination and interconnectivity between the three sources

are necessary to provide complete EUREKA data set for sound impacts assessments.

It is essential to establish close cooperation among national offices and relevant organisations

involved in impact assessment in order to stimulate the generation of national impact studies.

Furthermore, EUREKA should participate in relevant actions with focus on policy development and

evaluation, and incorporate impact assessment and evaluation aspects into evidence based decision

making.

Monitor and evaluate the implementation of the Strategic Roadmap

At the end of each calendar year, the Key Performance Indicators (KPIs) will report on the

implementation of the EUREKA Strategic Roadmap. An evaluation of the whole Roadmap will be

made upon completion, following the example of the mid-term and ex-post evaluation of the

Eurostars programme.




A) Deliver effective evaluation of EUREKA instruments


A1) Develop a strategic evaluation plan of EUREKA, to be integrated in to the decision-making processes

2019 Chair, HLG, ESE

A2) Define the logic of the intervention of EUREKA instruments, their objectives and indicators

End 2017 Chair, ESE, NPC

A3) Establish a robust evaluation programme in partnership with private and/or public organisations, building on the EUREKA system of continuous evaluation

Mid 2018 ESE, NPC

A4) Produce annual portfolio analyses and project trends, including country specific data, to position and benchmark EUREKA activities

Annually ESE

A5) Create accessible portfolio of engaging examples of EUREKA’s impact (qualitative analysis)

2018 ESE

B) Develop the EUREKA impact assessment platform


B1) Continue the mandate of the Impact Assessment working group Continuous Chair, ESE

B1) Review the existing data collection process of the EUREKA monitoring system, in order to increase the response rate and the quality of the data

Mid 2018 ESE, NPC

B2) Launching a pilot action with countries willing to build a complete data base including non-participating companies (control group)

Mid 2018 Chair, ESE, NPC

B3) Ensure close cooperation with relevant organisations involved with impact assessment through informal working groups or ad-hoc meetings

Continuous Chair, HLG,ESE

B4) Participate in relevant actions with focus on policy development and evaluation, and incorporate impact assessment and evaluation aspects into evidence based decision making


NFBs

C) Monitor and evaluate the implementation of the Strategic Roadmap


C1) Follow-up the KPIs to monitor the implementation of the EUREKA Strategic Roadmap

Continuous ESE

C2) Organize the revision of the SRM 2014-2020 upon completion. This evaluation will be the basis for the forthcoming SRM

Mid 2019 Chair, ESE



VERTICAL ACTIONS FIELDS

ACTION FIELD 6: EUREKA 2.0: REVITALISING EUREKA NETWORK PROJECTS

KPI 15: Number of endorsed EUREKA Network projects

KPI 16: Number of EUREKA bilateral/multilateral calls

KPI 17: Public funding committed and allocated to EUREKA Network projects

In order to remain significant into the next decade, EUREKA has developed the idea EUREKA 2.0. The

concept of EUREKA 2.0 is to provide NFBs from EUREKA participating countries and third countries

with a platform to set up joint calls for R&D&I international cooperation projects that are highly

specific to their needs. EUREKA 2.0 allows the easy set-up of ad-hoc calls between several countries

using customized service modules provided by the EUREKA Secretariat.

Ensuring standards and quality

The EUREKA label should stand for quality and excellence of projects and procedures as well as a

platform for the promotion of project results at international level. In this respect, it is needed a

review on the type of EUREKA Network projects that are pursued as well as the definition of the

unique selling points of this instrument compared to the rest of EUREKA instruments and other

international initiatives.

The granting of the EUREKA label to a project should be clearly connected to common quality

standards:

for both implementation of the methodology and processes,

for thresholds of a project’s excellence.

With this goal a review of the existing procedures of the Network projects has been done, including

the definition of EUREKA 2.0 concept.

The concept will exploit the assets of EUREKA (a European network with 30 years of experience,

ability to manage joint calls, experienced and expert staff, economies of scale) to provide NFBs with

bespoke programme management solutions.

Scalable, repeatable, changeable; each aspect of the programme can be configured to meet

the customer needs.

Choose options around promotion, submission of applications, data storage, evaluation

procedures (including selection and contracting of experts), communication management

and statistical analysis.

Select different monitoring services including multiannual monitoring, processing of changes

to projects and consortia, and impact data collection.

Using its highly skilled and flexible in-house expertise that may not be immediately available within

the NFBs, EUREKA 2.0 will see the ESE deliver advanced services on an ad-hoc basis.



The chosen options are combined to create a unique call management process, perfectly tailored to

the customer.


A) Ensuring standards and quality


A1) Implement the updated Procedure for EUREKA Networks projects Mid 2018 NPC, ESE

A2) Implement EUREKA 2.0 guidelines End 2018 NPC, ESE

A3) Deliver a modular IT system which allows remote collaborative working on programme and project management

End 2018 ESE

A4) Test EUREKA 2.0 with pilots of structured actions in close collaboration with committed NFBs

Mid 2019 NPC, ESE

A5) Evaluate the results of the first pilots End 2019 ESE, Chair

A6) Optimise EUREKA 2.0 based on the experience of the pilots. Include new functionalities if needed

Mid 2020 NPC, ESE

A7) Provide clear and updated information of the funding conditions and commitment in each country on yearly basis

Continuous NPC



ACTION FIELD 7: EUREKA CLUSTERS: STRONGER AND MORE VISIBLE

KPI 18: Number of endorsed EUREKA Cluster projects

KPI 19: Public funding allocated to EUREKA Clusters projects

EUREKA Clusters3 are generating innovative projects together with major European industry, SMEs

and research organisations. As instrument facilitating collaboration in the European Research Area

(ERA) and beyond, Clusters bring together the fragmented national sources of public funding for

international innovation cooperation.

Foster support to Clusters

EUREKA Clusters bring together the best talent and capability from across the EUREKA countries. In

order to establish EUREKA as a premier innovation catalyst in Europe, EUREKA needs to reposition

and redefine Clusters as an instrument for innovation in 2018 and beyond. For that reason, the

EUREKA Clusters will develop and implement an ‘InterCluster’ strategy.

Furthermore, EUREKA Clusters need to establish stronger industry and public authority relationships

through Cluster Boards. EUREKA network, national public funding actors as well as ministries

involved hold a key role in supporting these initiatives – be it existing ones or proposed new ones

which are very welcome. One form of support is a clear commitment, including a funding

perspective, to Clusters. Another form of support is to ensure the flow of information between HLRs,

NPCs, the EUREKA Secretariat and the Clusters, including relevant data delivered from the Clusters

databases.

Increase visibility of EUREKA Clusters at the European level

EUREKA Clusters are invaluable, and very flexible, tools for National Governments to pursue their

national innovation goals with countries with complementary objectives, both within and outside the

European Union. Besides National and other European level programmes, they are an essential part

of the set of complementary funding instruments to be available to industry and National

Government. Due to the increasing complexity of the European funding landscape, it is important

that Clusters are clearly visible, have an acknowledged place in the ERA and better demonstrate their

distinct added value to potential project applicants on one side, and to national funding bodies

ministries, and the European Commission on the other. This will be crucial to the positioning and

clear visibility in the European landscape to continue the relevant and efficient cooperation of

Clusters with other pan-European and EU-level mechanisms.

Raise awareness of EUREKA Clusters within the EUREKA network

The role of EUREKA Clusters should be better recognised and supported. To achieve this, dialogue is

essential: between Cluster representatives, with HLRs and NPCs, but also with national contacts from

3 Adopting an industry-driven approach, and thanks to their long-term vision, Clusters are key instruments in sustaining and

improving European competitiveness. They represent 70% of the total EUREKA financing.



public authorities such as public funding agencies that are involved in the functioning and funding of

Clusters.


A) Foster support to Clusters


A1) Develop and implement an ‘InterCluster’ strategy 2018 Clusters, Chair, HLG, NPC, ESE

A2) Define expectations of industry and public authorities for Clusters 2018 Chair, HLG, NPC,

ESE, Clusters

A3) Ensure the commitment of member countries to Clusters, expressed through clear funding perspectives until 2020

2018 HLG

A4) Based on the above, propose any relevant action to increase support to Clusters

2018 Clusters

A5) Ensure an efficient intranet shared document management system for information sharing among Clusters

2018 ESE, Clusters

A6) Demonstrate clear Cluster benefits through the continuous monitoring of results of the Clusters projects

Continuous Clusters, ESE

A7) Support establishing EUREKA’s new industrial initiatives 2017 Clusters, Chair

B) Increase visibility of EUREKA Clusters at the European level


B1) Develop and implement an InterCluster Strategic Marketing Plan and a Communications strategy

2018 Clusters, ESE

B2) Promote Clusters to Horizon 2020 National Contact Points Continuous ESE, Clusters

B3) Facilitate the creation of Clusters for the future, in dialogue with NFBs, Chair and relevant policy makers. Industry to take an active role in promoting their case.

Continuous Chair, HLRs,

Clusters

C) Raise awareness on EUREKA Clusters within the EUREKA network


C1) Continue to raise awareness on Clusters across the Network towards new project officers and NPCs

Continuous ESE

C2) Create a report of Clusters performance for HLG and PAs Annually Clusters, ESE



ACTION FIELD 8: EUROSTARS IMPLEMENTATION AND CONTINUATION BEYOND 2020

KPI 20: Delivery of Eurostars task force mid-term report recommendations KPI 21: Number of endorsed Eurostars projects KPI 22: Public funding committed and allocated to Eurostars projects KPI 23: Proportion of top-50 ranked projects funded KPI 24: Proportion of projects above quality threshold that are funded KPI 25: Time-to-contract KPI 26: Common financial viability methodology KPI 27: Roadmap for getting Eurostars-3 through the legislative process

Eurostars-2 has wide European and international visibility, critical mass and is a role model in terms

of international best practice in relation to efficient programme management at all levels. The vision

of the member countries of EUREKA is that Eurostars-2 continues to be the R&D support programme

of choice for R&D-performing SMEs in Horizon 2020. To ensure its continuation beyond 2020, a

number of specific improvements to be realised by 2020 have been identified by the Eurostars

Taskforce in their Eurostars-2 mid-term evaluation report4 that will increase the scope of Eurostars

results:

Balanced participation of all countries;

Increased commitment of some countries;

Better promotion of the programme;

Decreased administrative burden;

Objective impact assessment.

Proving itself as a high quality programme, it serves as a model for further industry-oriented

innovation programmes. Given the needs of European growth-seeking R&D-performing SMEs, it is of

utmost importance that an easily accessible programme like Eurostars continues to play a key role in

European R&D&I support to SMEs, inside the coming 9th Framework Programme.

Deliver a lean administration with a short time to contract

Based on the General Implementing Guidelines5 endorsed in Ankara in June 2013, the critical

objective of Eurostars-2 will be to implement progressive milestones that will make Eurostars faster,

leaner and stronger. These milestones, included in the bilateral agreement between the NFBs and

ESE, are mainly targeting a lean administration with an average time-to-contract of seven months or

shorter for all project participants and the funding of the top-50 projects and 50-75% of the projects

above threshold on the ranking list.

Deliver progress towards harmonisation

The other objective for Eurostars-2 is to improve the synchronisation between national research

funding programmes to strengthen the programme. This is one central goal towards the realisation

of the ERA by participating countries. Based on the General Implementing Guidelines, the crucial

4 EUREKA doc. 3565, HLG4, Malaga

5 EUREKA doc. 3126, HLG3, Ankara



progressive milestones to be implemented in this field are to set up a common reporting system and

to define a common financial viability methodology.

Positioning Eurostars in FP9 For the success of the scheme and avoidance of duplication, it is desirable that Eurostars finds its

unique place in FP9. Eurostars should preferably continue to benefit from funding and other support

supplied by the European Union, as an enhanced Eurostars-3 program, capable of creating the

necessary conditions for more sustainable growth of the R&D-performing SMEs based on new

markets opportunity by opening calls to third countries.


A) Deliver a lean administration with a short time to contract


A1) Achieve an efficient virtual common pot to fund the top 50 projects and 50/75% of projects above threshold using the defined toolbox

Continuous Eurostars NFBs, ESE

A2) Improve the NFBs regulations and procedures in view to have a short time to contract (average 7 months and preferably faster)

Continuous Eurostars NFBs, ESE

A3) Stimulate an increased and a more balanced participation across Eurostars participating countries

Continuous NFBs, HLRs

B) Deliver progress towards harmonisation


B1) Finalise a common financial viability methodology Mid 2018 Eurostars NFBs, ESE

B2) Finalise a common reporting system and implement a new common monitoring methodology

Mid 2018 Eurostars NFBs, ESE

B3) Evaluate and optimise Eurostars processes on a continual basis to ensure continued relevance for customers and stakeholders

Continuous ESE, Eurostars

NFBs

C) Positioning Eurostars in FP 9


C1) Develop suggestion on how Eurostars could look like beyond 2020 and produce EUREKA’s proposal for Eurostars-3, including novel approaches such as third country involvement, to initiate dialogue with the EC

Mid 2018 Network

C2) Secure commitment from member countries for a continuation of Eurostars beyond 2020

2018 Chair, HLG,

NFB, NPC, ESE

C3) Secure political support for Eurostars-3 at European Parliament and European Commission

Continuous Network, HLR,

ESE



ACTION FIELD 9: E!NNOVEST: WHERE INNOVATION MEET CAPITAL

KPI 28: Number of companies registering to participate in the programme

KPI 29: Number of experts and investors in the programme

KPI 30: Number of investments generated by the companies participating in the programme’s

flagship event

KPI 31: Cooperation established with the EC for a joint investment readiness programme

EUREKA has a large pool of innovative SMEs that has received grants from the NFBs for their R&D

activities. Recognizing that the investment and business readiness of innovative SMEs seeking capital

needs to be improved in order to foster more investments, EUREKA set-up a new investment

readiness programme that aims to boost the investment awareness and investment and business

readiness amongst the innovative SMEs in the EUREKA ecosystem, promote these companies

towards the investment community and actively facilitate investment matching of those companies

that are investor and business ready. In order to further develop E!nnoVest as a tool to complement

public finance offered by EUREKA countries, EUREKA will bring E!nnoVest to the next level and

develop additional follow-up services to support the companies.

Explore strategic synergies

EUREKA and European Commission should continue a strategic dialogue in order to support the

further development of the programme, identify smart synergies with the similar initiatives at EU

level and avoid duplications.

Scale-up the programme

Even though it was agreed that E!nnoVest is a permanent programme of EUREKA, much more needs

to be done to make it truly part of the EUREKA instrument portfolio. EUREKA will explore the

possibilities to scale-up the programme with additional mentoring and training activities according to

needs of the companies. With the aim to increase the profitability of the companies and up-skill the

entrepreneurs knowledge in one or more specific areas of commercial and business preparation, the

new E!nnoVest activities should increase the likelihood of companies long-term sustainability,

rendering it more attractive to its customer base and to potential investors.


A) Explore strategic synergies


A1) Analyse the complementarities between the similar initiatives at EU and national level (Invest Horizon and stage 3 of the H2020 SME Instrument, national and regional programmes and initiatives

2018 Chair, ESE

A2) Establish a strategic dialogue and cooperation with the European Commission and European Investment Bank in order to support the further development of E!nnoVest programme

2018 ESE, Chair



A3) In order to facilitate the access of SMEs to Venture Capital public and private markets, explore the possibility of joint programme between the EC and EUREKA

2018 Network, ESE

B) Fully integrate E!nnoVest in the EUREKA’s portfolio


B1) Ensure that E!nnoVest meets the needs of its target group by formalising the multi-annual work plan with secured financial support for 2018 and beyond, while exploring the possibility of internalising the implementation of some operational activities within the ESE

2018 ESE, Chair

B2) Evaluate the success of the programme 2019 Network, ESE

ACTION FIELD 10: EUREKA UMBRELLAS: THE FUTURE

KPI 32: The Network has decided on the future of Umbrellas as a EUREKA instrument

Umbrellas are thematic and collaborative EUREKA tools generating EUREKA, Eurostars and

complementary international projects serving as pools of cross-border SME, industry and research

centres’ service networks. Being originally strong structures to catalyse the generation of network

projects, its performance is decreasing in the last years. In view of these circumstances, it seems

appropriate to thoroughly review its role within the EUREKA instrument portfolio.

Defining the future of Umbrellas

Based on the results achieved so far, EUREKA Network will review their role and decide on their

future within the EUREKA instrument portfolio.


A) Defining the future of Umbrellas


A1) Evaluate the results and added value of Umbrellas End 2017 Chair, ESE, Umbrellas

A2) Based on this assessment, make concrete proposals and an action plan for the future of Umbrellas

2018 Chair ESE, Umbrellas



ANNEXES

Annex 1: KEY PERFORMANCE INDICATORS AND TARGETS PER ACTION FIELD

ACTION FIELD 1: EUREKA IN THE EUROPEAN INNOVATION POLICY

KPI 1: HLG assessment of the development of EUREKA’s position and status in the ERA Target: 80% satisfaction according to a survey Measuring period: Second half of 2019

KPI 2: EUREKA explicitly identified as a relevant stakeholder in European Innovation policies Target: EUREKA included in key European innovation policy documents Measuring period: Second half of 2019

KPI 3: EUREKA and its instruments secured a unique and complementary position in the European innovation landscape (9th Framework Programme and EIC) Target: Yes Measuring period: Second half of 2019

ACTION FIELD 2: SMART GLOBALIZATION

KPI 4: Proportion of EUREKA projects involving at least one non-full member state (Partner countries or Associated countries or GlobalStars third country participants or third country entities) Target: 20% - 25% by the end of 2019 Measuring period: Second half of 2019

KPI 5: Number of Globalstars calls Target: Average of 3 calls per calendar year Measuring period: 2017-2019

KPI 6: Number of endorsed Globalstars projects Target: Average of 20 projects per calendar year Measuring period: 2017-2019



KPI 7: Public funding committed to Globalstars projects Target: Average of 20 million EUR per calendar year Measuring period: 2017-2019

KPI 8: Number of different EUREKA countries using GlobalStars Target: At least 10 countries involved in more than one call Measuring period: By 2020

ACTION FIELD 3: LEAN GOVERNANCE

KPI 9: HLG self-assessment of the development of lean governance Target: 80% satisfaction according to a survey Measuring period: Second half of 2019

KPI 10: Number of countries with significant activity level Target: Reduce the number of ‘low activity’ countries by one per calendar year Measuring period: 2017-2019

ACTION FIELD 4: PROACTIVE ENGAGEMENT WITH THE INNOVATION COMMUNITY

KPI 11: Number of new companies participating in EUREKA instruments Target: Average year-on-year increase of 10% by 2020 (reference year = 2016) Measuring period: Annually (2017-2019)

KPI 12: Increase the number of joint activities* with relevant stakeholders at national and European level Target: 10% increase by 2020 Measuring period: Second half of 2019 * Activities organised by the ESE or Network members with active participation of non-EUREKA stakeholders.



ACTION FIELD 5: COMPREHENSIVE EVALUATION AND IMPACT ASSESSMENT

KPI 13: Response rate to the project follow-up reports Target: 90% final reports, 50% 1st MIR, 35% 2nd MIR, 25% 3rd MIR Measuring period: 2019

KPI 14: Strategic evaluation plan of EUREKA developed Target: Yes Measuring period: 2019

ACTION FIELD 6: EUREKA 2.0: REVITALISING EUREKA NETWORK PROJECTS

KPI 15: Number of endorsed EUREKA Network projects Target: Average year-on-year increase of 5% by 2020 (reference year = 2016) Measuring period: 2017-2019

KPI 16: Number of EUREKA bilateral/multilateral calls Target: Min 10 per year Measuring period: Annually (2017-2019)

KPI 17: Public funding committed and allocated to EUREKA Network projects Target: Average year on-year-increase of 5% by 2020 (reference year = 2016) Measuring period: 2017 - 2019

ACTION FIELD 7: EUREKA CLUSTERS: STRONGER AND MORE VISIBLE

KPI 18: Number of endorsed EUREKA Cluster projects Target: Average year-on-year increase of 5% by 2020 (reference year = 2016) Measuring period: 2017-2019

KPI 19: Public funding allocated to EUREKA Clusters projects Target: Average year-on-year increase of 5% by 2020 (reference year = 2016) Measuring period: 2017-2019



ACTION FIELD 8: EUROSTARS IMPLEMENTATION AND CONTINUATION BEYOND 2020

KPI 20: Delivery of Eurostars task force mid-term report recommendations Target: Yes Measuring period: Second half 2019

KPI 21: Number of endorsed Eurostars projects Target: Average year-on-year increase of 5% by 2020 (reference year = 2016) Measuring period: 2017-2019

KPI 22: Public funding committed and allocated to Eurostars projects Target: Average year-on-year increase of 5% by 2020 (reference year = 2016) Measuring period: 2017-2019

KPI 23: Proportion of top-50 ranked projects funded Target: 100 % Measuring period: Per cut-off

KPI 24: Proportion of projects above quality threshold that are funded Target: Min 50 – 75% of the projects above the threshold Measuring period: Per cut-off

KPI 25: Time-to-contract Target: Time-to-contract of 7 months or shorter on average by cut-off Measuring period: Per cut-off

KPI 26: Common financial viability methodology Target: In use by end of Horizon 2020 Measuring period: Per cut-off

KPI 27: Roadmap for getting Eurostars-3 through the legislative process Target: 2018 Measuring period: Quarterly, up to end of 2018



ACTION FIELD 9: E!NNOVEST: BOOSTING INVESTMENT AND BUSINESS READINESS

KPI 28: Number of companies registering to participate in the programme Target: Average year-on-year increase of 15% by 2020 Measuring period: 2017-2019

KPI 29: Number of experts and investors in the programme Target: Experts – more than 30; Investors – more than 50 per programme cycle Measuring period: 2017-2019

KPI 30: Number of investments generated by the companies participating in the programme’s flagship event Target: 10% of companies closed investment deal per programme cycle Measuring period: 2017-2019

KPI 31: Cooperation established with the EC for a joint investment readiness programme Target: Yes Measuring period: Second half of 2019

ACTION FIELD 10: EUREKA UMBRELLAS: THE FUTURE

KPI 32: The Network has decided on the future of Umbrellas as a EUREKA instrument Target: Decision about the future of Umbrellas taken and action plan Measuring period: 2017-2018

Annex 2: EUREKA SRM Review Report

EUREKA 2020

STRATEGIC ROADMAP

REVIEW REPORT

Brussels, 20 October 2016

Version 7

1

TABLE OF CONTENTS

INTRODUCTION ............................................................................................................................ 2

1 TRENDS AND CHALLENGES IN THE GLOBAL AND EUROPEAN ENVIRONMENT

OF EUREKA ............................................................................................................................. 3

2 EUREKA’s OVERALL ACHIEVEMENTS (July 2014 – June 2016) ................................. 5

3 EUREKA’S PROGRESS BY SRM ACTIONS ...................................................................... 7

3.1 Action field 1: EUREKA projects 2.0: an attractive and flexible tool for NFBs ............ 7

3.2 Action field 2: EUREKA Clusters & Umbrellas: strong and more visible ................... 10

3.3 Action field 3: Eurostars-2 Implementation: faster and leaner ..................................... 12

3.4 Action field 4: Smart Globalisation............................................................................... 15

3.5 Action field 5: Lean Governance .................................................................................. 18

3.6 Action field 6: Efficient communication ....................................................................... 21

3.7 Action field 7: Comprehensive impact assessment ....................................................... 24

3.8 ERA related activities in the SRM 2014-2020 .............................................................. 27

4 CONCLUSIONS ...................................................................................................................... 29

APPENDIX .........................................................................................................................................

LIST OF TABLES

Table 1: Action 1 - Overview of the achievements .................................................................................. 9

Table 2: Action 2 - Overview of the achievements ................................................................................ 11

Table 3: Action 3: Overview of the achievements ................................................................................. 14





2

INTRODUCTION

The EUREKA Strategic Roadmap 2014-2020 (SRM)1 is a key element in EUREKA’s governance

system. It is a document based on consensus amongst EUREKA members, providing strategic

direction on overall priorities, action fields and objectives of EUREKA. With the purpose to ensure

operational and strategic continuity of EUREKA, the SRM provides guidance to subsequent

Chairmanships of EUREKA in the development of their priorities. Nevertheless, the EUREKA SRM

is being implemented by the whole EUREKA Network, led by the consecutive Chairmanships and

supported by the EUREKA Secretariat.

The current, second EUREKA Strategic Roadmap was developed under the Norwegian Chairmanship

(2013-2014) for the period from June 2014 until July 2020. As defined in the EUREKA SRM, it is an

evolving document that needs to be reviewed every two years with regards to the described scope and

priorities, and evaluated against its objectives.

For that reason, one of the major priorities during the Spanish EUREKA Chairmanship is to review

the EUREKA SRM to ensure a strong strategic governance and political continuity over the coming

period of 2017-2020. In order to adjust the strategic directions for the initiative, it is necessary to

assess what has been achieved and delivered by the Network in the last two years in the framework of

the SRM.

According to the procedures, the review needs to be performed by a taskforce set-up by the HLG and

led by the HLG Chairman. In order to avoid further increase in number of working groups the Spanish

Chairmanship had proposed that the EG shall undertake the mid-term review of the SRM led by the

HLG chairman Mr Francisco Marin.

The first step in the revision of the EUREKA SRM is the SRM Review Report which is summarizing

the achievements and gives an overview about the progress made in the certain SRM action fields.

The review report also includes the analysis about the changes in the global and European

environment of EUREKA between 2014 and 2016. Further on, the revised SRM will be prepared by

taking into account the outcomes of the Review Report and it will focus on the readjusted strategic

orientations of the Network for the period of 2017-2020.

1 EUREKA Strategic Roadmap 2014-2020 was approved by the HLG in Bergen on 19 June 2014: EUREKA

Doc HLG3222

3

1 TRENDS AND CHALLENGES IN THE GLOBAL AND EUROPEAN

ENVIRONMENT OF EUREKA

With its decentralised network, EUREKA offers a unique research and development and innovation

platform that connects European companies with the rest of the world, strengthening the international

dimension of the European Research Area and helping European industry to increase its

competitiveness in the global market. Over 38 billion Euros of public-private investment has been

mobilized to support more than 6.400 projects. Undoubtedly, EUREKA has been a driving force of

innovation in Europe.

The question of what drives economic development is the focus of debate at all policy levels. In a

world characterised by rapid change and a significant probability of major upsets, attempting to look

ahead is as difficult as it is necessary. Globally, societies are continually seeking ways to stimulate

economic growth and this pursuit has gained new impetus following the recent financial and

economic crisis. Nevertheless, several trends relevant for EUREKA can be identified. The financial

crisis of 2008 and 2009 significantly reduced economic output in many developed countries,

particularly in Europe. While its continuing impacts are apparent in less optimistic long-term

economic projections for Europe, virtually all mainstream outlook studies foresee economic

expansion globally in the coming decades as Asia's huge populations continue their shift to Western

patterns of production and consumption.

Economic and social megatrends are driving the ever-faster pace of technological development and

market adoption. Ongoing economic growth, in particular in Asia and other developing regions, will

support greater R&D around the world. The growing middle class in the emerging economies of an

increasingly multipolar world will bring new and larger markets for innovative products2.

New economic growth and employment in Europe can no longer be solely achieved by expanding the

existing economic and technological basis, but must be founded upon a fundamental reorientation

towards greater economic, social and environmental sustainability. It is crucial that ‘Europe’ positions

itself as a global research and innovation player to allow European industry to compete with the

World’s largest economies and its emerging ones and lead the race to produce the goods and services

our future society will require.

Technological innovation and worker education and skills are playing a central role in increasing

productivity. A revolution in technologies and their applications transforms societies in almost every

aspect. The shifts in technological paradigms that once were separated by centuries or millennia are

now occurring within a single lifetime. Today, research and development around the world is

accelerating – in particular for nanotechnologies, biotechnology and information and computer

technology. Moreover, the integration of techniques and knowledge across these three areas as well as

closely related ones is speeding up the pace of discovery. The new products and innovations emerging

from this 'NBIC cluster' can increase resource efficiency and support the shift to low-carbon

economies. In this process, technological change may transform energy, manufacturing, health care

2 European Environment Agency, Assessment of global megatrends – an update, Global megatrend 5:

Continued economic growth?, 2015.

4

and many other sectors over the coming decades. Along with the opportunities, accelerating change

will also create new risks for society, for health and for the environment. Institutional and policy

innovations will be needed to minimise the emerging risks and promote technological change that

supports public goals3.

Clearly, innovation is central to Europe’s ability to generate economic growth in the coming years.

However, Europe does not yet have a world class scheme to support the very best innovation.

Excessive fragmentation, bureaucracy and a confusing range of overlapping schemes hinder

entrepreneurship and innovation in Europe, and limit the chances of bright ideas reaching a global

market. Furthermore, insufficient coordination and inadequate exploitation of synergies between

funding sources lead to sub-optimal economic impact. There is a clear demand from the users for a

simpler and more coherent European innovation support landscape. At the same time, the room for

manoeuvre of European governments is limited by tightening public budgets and inadequate access to

finance. Additionally, member states seem reluctant to put more funds towards dedicated EU

instruments to the detriment of national schemes.

A solution to this could be the idea of EU Research Commissioner Carlos Moedas. Namely, the

Commissioner plans to establish a European Innovation Council, a cohesive and strong common

action to support the development of Europe’s outstanding science into market-leading products and

services. The new Council is expected to trial next year, with a fully-fledged version expected to be

established in 2021 - the start of the next EU budget cycle.

Faced with this situation, European stakeholders involved in policy design and implementation are

becoming increasingly aware that a better understanding of the innovation process is needed to launch

effective policies, actions and instruments. Which is the real impact of public policies on firms´

performance; which new challenges are not properly covered by the existing instruments. A

continuous and robust impact assessment strategy could contribute to answer such questions and make

public intervention more effective.

EUREKA needs to keep adapting its orientation and instruments to the changing framework

conditions in European innovation policy and make its case as a strong pillar in the ERA. Due to the

increasing complexity of the European funding landscape, it is important that EUREKA instruments

are clearly visible, have an acknowledged place in the ERA and better show their distinct added value

to potential project applicants and SMEs on one side, and to national funding agencies, Ministries,

and the EC on the other side. The changing innovation landscape calls for more partnership within

Europe and with non-European countries.

As a conclusion, the objectives of the current SRM are still relevant and fully justified, and the work

in all the action fields should be implemented as foreseen.

3 European Environment Agency, Assessment of global megatrends – an update, Global megatrend 4:

Accelerating technological change, 2015.

5

2 EUREKA’S OVERALL ACHIEVEMENTS (JULY 2014 – JUNE 2016)

EUREKA Strategic Roadmap 2014 – 2020 (SRM) was developed under the Norwegian Chairmanship

(2013-2014) for the period from July 2014 until June 2020. It offers a vision for EUREKA to be a

leading European platform for transnational industrial R&D&I cooperation, fostering

competitiveness, growth and job creation. To reach this vision by 2020, the SRM puts forward four

strategic objectives illustrating the direction in which EUREKA wants to develop in the future:

Objective 1: To provide a clear added value to industry, with business driven instruments, a

suitable access to public funding and state-of-the-art communication and evaluation;

Objective 2: To become a preferred initiative for public funding agencies, aiming to extend

national priorities and R&D&I funding programmes to a transnational dimension;

Objective 3: To become a preferred platform for industrial R&D&I cooperation between Europe

and other parts of the world;

Objective 4: To contribute to the completion of the European Research Area for its innovation

part, reaching smart synergies between EUREKA instruments and other relevant instruments.

To implement EUREKA’s vision and its four strategic objectives, seven action fields have been

defined:

Action field 1: EUREKA projects 2.0: an attractive and flexible tool for public funding agencies;

Action field 2: EUREKA Clusters & Umbrellas: stronger and more visible;

Action field 3: Eurostars-2 implementation: faster and leaner;

Action field 4: Smart globalization;

Action field 5: Lean governance;

Action field 6: Efficient communication;

Action field 7: Comprehensive impact assessment.

Switzerland (July 2014 – June 2015) was the first country chairing the network after the SRM’s

endorsement. After Switzerland, Sweden took over the EUREKA Chairmanship (July 2015 – June

2016) and developed its priorities with consideration to the EUREKA SRM. As of 1 July 2016, Spain

took over the EUREKA Chairmanship with priority to analyse EUREKA’s performance and impact in

the past two years.

In the period from July 2014 to June 2016, the main achievements driven by the Swiss and Swedish

Chairmanships are:

1. The concept of EUREKA 2.0 has been successfully developed and a pilot call (EUREKA Turbo)

is under preparation.

2. EUREKA set-up a new EUREKA instrument called E!nnoVest which became a permanent

programme in June 2016.

3. Two new EUREKA Clusters has been set-up (PENTA and Metallurgy Europe) and another two

are currently under discussion.

6

4. Eurostars-2 is reaching its target group - R&D-performing SMEs and other SMEs, and the

Network is fulfilling the EC´s requirements.

5. Expanding EUREKA’s global appeal by welcoming additional associated members (Canada &

South Africa) and looking to establish targeted cooperation through specific actions.

6. The third instrument for international cooperation has been developed under the name

GlobalStars. The GlobalStars implementation guidelines have been developed for a trial period

of 3 years and a first GlobalStars call with Chile has been put into practice.

7. A detailed review of the governance model of EUREKA was conducted. A report proposing

recommendations for improvement was developed and this will now being put into practice.

8. ‘EUREKA in the ERA’ strategy has been developed and detailed Implementation plan of the

strategy has been elaborated.

Detailed information on the complete set of achievements in the period from July 2014 to June 2016

and expected actions per action field are presented in Section 3. Additionally, Action field 1, 2, 3 and

6 all foresee overlapping and complementary activities related to the development of synergies within

the European Research Area and Horizon 2020 instruments. For that reason, all ERA related activities

are presented in a separate section and they are not elaborated in detail under each specific action

field.

7

3 EUREKA’S PROGRESS BY SRM ACTIONS

Detailed information on the complete set of actions, EUREKA’s achievements in the period from July

2014 to June 2016 and expected actions in the period from July 2016 to June 2020 are laid down in

the following sections.

3.1 Action field 1: EUREKA projects 2.0: an attractive and flexible tool for NFBs

The objective of Action 1 is to develop an updated EUREKA tool (EUREKA 2.0) to tackle the

decline in the number of EUREKA Network projects, by offering a unique international cooperation

platform for countries aiming to move national priorities and funding programmes to a transnational

dimension.

Action field 1 - ACHIEVEMENTS

By sending a survey to NFBs the ESE identified the interest in developing EUREKA 2.0, a unique

tool for organizing joint calls and activities.

The concept of EUREKA 2.0 service modules was approved by the EUREKA HLG in June 2016

based on a thorough assessment of the NFBs needs and building upon EUREKA assets (a European

network with 30 years of experience, ability to manage joint calls, critical mass which means lower

implementation costs for NFBs, etc.).

The ESE together with the Chair and the network explored the options to distinguish EUREKA from

other transnational networks and programmes. As such, the Network rebranded ‘EUREKA Individual

projects’ into ‘EUREKA Network projects’. Further on, the new EUREKA common terminology and

procedures has been endorsed in June 2016.

In 2015 the ESE and the Swiss Chair started concrete actions to facilitate the successful transition of

EUREKA projects to the ‘go-to-market’ phase by implementing the new pilot programme called

EUREKA High-Tech Investment Programme (EUREKA HTIP). The programme aims to increase the

investment awareness and readiness of EUREKA innovative companies, promote these companies

towards the investment community and actively facilitate investment matching with experienced

investors. Following excellent preliminary results, the Network, led by the Swedish Chair decided to

support the continuation of the programme under its new name: EUREKA InnoVest programme

(E!nnoVest). The 2nd edition of the programme was officially launched in January 2016. In June

2016, the Network decided that E!nnoVest should be a permanent programme of EUREKA4.

Detailed information on the complete set of achievements under Actions 1 in the period from July

2014 to June 2016 is presented in Table 1.

4 E!nnoVest, as a permanent programme of EUREKA, was approved by the HLG in Stockholm on 22 June

2016: EUREKA Doc HLGNPC42

8

Action field 1 - EXPECTED ACTIONS

In the following period the expected actions regarding EUREKA 2.0 are:

To implement and launch tailored service modules and combinations for a range of different

programme requirements and customers;

Develop the IT system & guidelines for the services modules;

Develop branding/communications guidelines for the new instruments and EUREKA 2.0

modules;

Identify the potential pilots to use the new EUREKA 2.0 services modules;

Organisation of pilots with the most interested NFBs: Collaboration with Investment Fund

Denmark on EUREKA Expert Module & EUREKA Turbo pilot call;

Evaluate the results of the first pilots.

In the following period the expected actions to further increase the value of the EUREKA label are:

Implement the new EUREKA common terminology and procedures;

Increase the profile of EUREKA Network projects;

Secure additional sources of funding and the continuity of E!nnoVest beyond 2017;

Identify potential synergies with the similar programmes run by the EC.

9

Table 1: Action 1 - Overview of the achievements

10

3.2 Action field 2: EUREKA Clusters & Umbrellas: strong and more visible

The objective of Action 2 is to support EUREKA Clusters and Umbrellas. Initiated by Europe's

industry, EUREKA Clusters are long-term and strategically significant initiatives. They aim to

develop generic technologies of key importance for European competitiveness. Umbrellas are

thematic networks, created as bottom-up initiatives by member countries and industry to promote and

organise partnering for the generation of EUREKA projects.


The EUREKA Network, NFBs as well as Ministries involved hold a key role in supporting Clusters.

To foster their support, the ESE identified the commitment and funding perspectives of member

countries to Clusters. A new working group has been setup to revise and combine all the previous

documents related to Cluster Guidelines and Monitoring. The Network approved the new Cluster

Guidelines in June 20165.

The flow of information between Clusters & Umbrellas and HLRs & NPCs is ensured through the

InterCluster group and the InterCluster spokesperson. The ESE and the Chair have become permanent

invitees to attend the InterCluster meetings and the Clusters (industry) ‘voice’ is becoming more and

more prominent in EUREKA through participation in the EG and HLG/NPC meetings.

Further on, the Chair and the ESE supported the promotion of Clusters and Umbrellas in a number of

relevant events through different actions (EUREKA Academy 2015, EUREKA Innovation Week in

Basel and Stockholm, Cluster mission to Canada, Smart cities agreement, etc.). The operational tool

for Cluster data exchange with the ESE database has been put in place.

The new EUREKA Cluster Metallurgy Europe applied for the ‘definitive EUREKA label’ in June

2015. The new PENTA Cluster was approved in June 2015 and officially launched in December

2015.

Detailed information on the complete set of achievements under Action 2 in the period from July



In the following period the expected actions in fostering support to EUREKA Clusters & Umbrellas

are:

Ensure the commitment of the member countries with the Clusters, expressed through clear

funding perspectives until 2020.

Support establishing new industrial initiatives;

Set-up an ad hoc working group to elaborate clear common basis for the Clusters;

Evaluate the added value of Umbrellas;

Based on assessment, make a concrete proposal for shaping the future of Umbrellas;

Ensure an efficient intranet shared document management system for information sharing

amongst Clusters & Umbrellas;

Continue to raise awareness on Clusters and Umbrellas across the Network.

5 Cluster guidelines were approved by the HLG in Stockholm on 22 June 2016: EUREKA Doc HLGNPC45

11


12

3.3 Action field 3: Eurostars-2 Implementation: faster and leaner

Eurostars-2 aims to unlock the full potential of R&D-performing SMEs as engines of European

innovation and growth. The objective of Action 3 is to implement progressive milestones that will

make Eurostars faster, leaner and stronger, deliver progress towards harmonisation and develop smart

synergies with ERA and Horizon 2020 instruments.


In 2015, the ESE, as ‘Dedicated Implementation Structure’ for Eurostars-2, implemented its

obligations deriving from the ‘Eurostars-2 Decision’ and the Delegation Agreement, in particular with

respect to the establishment of Bilateral Agreements with NFBs of each Participating State and

Partner Countries, the implementation of the Ethics screening of project applications and the

implementation of the recommendations deriving from the ex-ante assessment.

The implementation of Eurostars-2 required the careful merging of Horizon 2020 regulations and

EUREKA’s own rules. This was successfully realised through close collaboration between the

European Commission, the ESE and EUREKA members.

Progress towards the implementation of the programme milestones was closely monitored through

regular National Implementation Group (NIG) meetings involving the NFBs representatives. The

budget dedicated by Eurostars-2 Participating States and Partner Countries to successful project

participants reflected their potential funding weight with regards to a balanced funding and the agreed

targets for project funding.

Two expert working groups - on common financial viability and on common reporting system - were

set up under the frame of the NIG. Their role is to develop a common financial viability methodology

and a common reporting system, to be accepted by the NFBs represented in the NIG by mid-2017.

One of the key challenges was to increase the visibility of Eurostars, specifically to R&D-performing

SMEs wishing to enter into cross-border research collaboration, and especially for SMEs with no

prior international experience. For that reason, the ESE organised activities that aimed at increasing

the number and quality of the applications received (new Eurostars public website, national

roadshows, webinar on Eurostars-2, spotlight success stories, close cooperation with EEN in

organizing matchmaking events, etc.).

Most importantly, Eurostars-2 reached its target group - R&D-performing SMEs and other SMEs,

with 3,492 being part of consortia applying for Eurostars-2 funding. This number represents 71 % of

all participants involved.



13


In the following period the expected actions related to delivering a lean administration with a short

time to contract are:

Continuous assistance to potential applicants and participants;

Further development and optimization of the user-friendly on-line submission system;

Continuous communication on the programme;

Improve Eurostars-2 visibility and position it in the ERA landscape;

Stimulate a more balanced participation across Eurostars participating countries;

Develop a funding synchronisation tool;

Improving the NFBs regulations and procedures through concete actions during EAGs and

NIGs;

Ensure an efficient shared document management system.

In the following period the expected actions related to delivering progress toward harmonisation are:

Organise an annual National Implementation Group (NIG) meeting to finalise a common

financial viability methodology;

Implement a new common monitoring methodology.

In the following period it will be necessary to support the Eurostars-2 mid-term evaluation with the

setup of a taskforce that would interact with the mandated EC expert group. The outcome of the mid-

term evaluation would be useful for EUREKA members when discussing improvements to be made to

Eurostars-2 for the upcoming period (2018-2020) and for future Joint Programmes beyond 2020.

Finally, budget allocated to Eurostars-2 by Participating States and Partner Countries should be

further increased in order to cover the anticipated demand which has yet to be realised.

14

Table 3: Action 3: Overview of the achievements

15

3.4 Action field 4: Smart Globalisation

The innovation process and value chains in many fields extend beyond the boundaries of the current

EUREKA network. Taking advantage of the opportunity of the increased international dimension that

characterizes world affairs, EUREKA’s ambition is to provide industry with the most suitable

conditions to cooperate safely, reliably and effectively with partners outside the EUREKA member

countries.


South Korea, Canada and South Africa have become associated members in recent years. The

EUREKA Network explored the consequences of an enlarged network for its structure and

governance and updated the rights and responsibilities for associated countries. Based on the existing

criteria and on the mapping of countries that could provide additional value through closer

cooperation, the Network also evaluated potential countries for associated (Argentina, Chile and

Singapore).

In order to strengthen EUREKA’s position as a global facilitator of R&D&I, the Swedish Chair

initiated the Smart Globalisation working group. One of the tasks of this group was to create a toolbox

for the setup of multilateral calls between EUREKA countries, including the associated countries, and

countries outside the network. This toolbox has been given the working name GlobalStars.

The Implementing Guidelines for GlobalStars were approved in June 20166. In addition to the

association and simple project cooperation, GlobalStars is the third instrument for EUREKA’s global

international cooperation. It will allow EUREKA countries to cooperate with third countries through

targeted calls. This cooperation includes the possibility to decide on a case-by-case basis on the

exceptional use of the 1+1 project participation rule. This possibility has been granted for a three year

trial period concluding in June 2019.

Chile has been the first country selected for a pilot call within GlobalStars as part of its association

process. Namely, in March 2015 Chile officially asked to be associated to EUREKA. In order to gain

experience on the mutual benefits of a possible future association of Chile to EUREKA, in the HLG

meeting in Geneva, the HLG approved the launch of a Global Stars pilot call between committed

EUREKA member states and Chile. This call included the exceptional 1+1 participation rule.

Furthermore, the HLG approved the report on the mutual benefits of a potential association of Chile to

EUREKA and in June 2016, the HLG approved the launch of the official evaluation process and fact

finding mission to Chile.

In June 2015 Argentina sent an official letter requesting to become associated to EUREKA. The

Network has answered in a cautious way due to the fact that an association of Chile was under in

discussion and the development of EUREKA’s Internationalization strategy was yet to be concluded.

Argentina has confirmed its interest to join EUREKA as an associated country on several occasions.

In June 2016 Argentina also expressed its interest in participating in a GlobalStars call.

6 GlobalStars Implementing guidelines were approved by the HLG in Stockholm on 22 June 2016: EUREKA

Doc HLGNPC35

16

Finally, in order to become a platform for global industrial R&D&I cooperation, promotional

activities were key in promoting EUREKA both inside and outside the network. Outside of the

Network, EUREKA was promoted at various international events, and in cooperation with DG RTD

(presentation of EUREKA in Strategic Forum for International S&T Cooperation – SFIC and in

international conferences in India, Vietnam, Kazakhstan, Brazil and Argentina, joining the STS forum

as a member). Within Network, the Chair and the ESE promoted EUREKA as the tool for industrial

R&D&I cooperation between Europe and other parts of the world (NFB conferences, EUREKA

Innovation Weeks, EUREKA Korea Days, etc.).




In the following period the expected actions related to enhancing engagement with associated and

non-EUREKA countries are:

Provide continuous support to EUREKA Associated Countries at all levels (instruments,

programme participation and promotion, data analysis etc.);

Prepare the association process of Chile (Fact Finding Mission, Report to HLG, etc.);

Assess the possible association of Argentina;

Continue the dialogue with SFIC through participation in their working group meetings and

contributing to the development of the SFIC toolbox for international cooperation;

Set up new pilot calls to test the new international cooperation tool, GlobalStars;

Set up the new toolbox, with IT Tool & Guidelines;

Perform an assessment on the experiences made with GlobalStars calls and the application of

the 1+1 project participation rule in that context;

After the assessment, make necessary amendments to the GlobalStars Guidelines and to the

Hannover declaration if needed;

Review and refine the international cooperation mandate of the EUREKA Secretariat;

To clearly define this future role of EUREKA as a platform for global industrial R&D&I

cooperation, a coherent EUREKA internationalization strategy needs to be developed;

Implementation of the EUREKA International Cooperation Strategy.

In the following period the expected actions related to promotion of EUREKA as a platform for

global industrial RDI cooperation are:

Continue promoting the three instruments of EUREKA’s global international cooperation

approach;

Strengthen cooperation with international partners and promote international cooperation

towards Clusters and Umbrellas;

Identify and actively participate in targeted events to mobilize participation in EUREKA

projects;

Mobilize EUREKA member countries and EU Science Counsellors to promote EUREKA in

third countries;

Promote the GlobalStars calls through all communications channels;

Continue to organise the globalisation aspect of the EUREKA Innovation Days.

17


18

3.5 Action field 5: Lean Governance

In the 30 years of its history, EUREKA has proved to be an efficient, low-cost initiative devoted to

facilitate market-driven research and innovation in Europe. This indisputable success and growth of

EUREKA has on the other hand, led to some difficulties which did not occur in the beginning. The

objective of this action is to improve the governance of the EUREKA initiative.


The EUREKA Strategic Roadmap 2014-2020 identifies ‘Lean Governance’ as one of the key action

fields to achieve EUREKA’s renewed vison. For that reason, ‘Lean Governance’ was one of the main

priorities of the Swedish Chairmanship. The Swedish Chair therefore set up an HLG working group –

the Lean Governance working group (LGWG) - to deal with the matters defined in the Strategic

Roadmap.

The task of the working group was to review the governance model of EUREKA and to propose

recommendations for improvement. The working group’s aim has been to utilize and coordinate the

network’s experiences and ideas on five central issues (the Overall governance system, Introduction

of a Financial & Audit Committee, Future chairmanships, Improvement of meetings, the Role of

Industry). The goal of this governance review was to achieve a more appropriate organisational

structure that reduces complexity and cost, promotes greater efficiency and transparency and can deal

with a significantly bigger network which might also cover further growth.

The major outcome of the work is a Final Report including a set of proposals for the improvement of

the EUREKA governance (June 2016)7. In addition, the LGWG made preparations to establish a

Financial & Audit Committee as per the Ex-Ante Assessment and to consolidate the legal documents

of EUREKA.

The Final Report includes (as annexes) some draft documents (a Charter of the EUREKA Financial &

Audit Committee, a revision of the Statutes of the Association and a proposal for the consolidation of

constitutional documents of EUREKA which have been revised and merged into a single document)

that need further development before adoption.




In the following period the expected actions related to the revised governance model are:

Rank the recommendations of the Lean Governance working group by priority;

Start with the implementation of the prioritised recommendations;

7 Lean Governance Working Group final report was approved by the HLG in Stockholm on 22 June 2015:

EUREKA Doc HLGNPC36

19

Finalise and approve the following documents: EUREKA consolidated document, Statutes

EUREKA AISBL consolidated text, HLR appointment letter, Rule of delegation from MC to

HLG, the Charter of the EUREKA Financial & Audit Committee;

Set-up of the Financial Committee.

In the following period the expected actions related to securing future chairmanships are:

Establish and adopt the ‘procedures for the future EUREKA Chairmanship’.

In the following period the expected actions related to the role of the ESE are:

Explore the orientation of the ESE towards being a service provider, if related to EUREKA

instruments;

Address the issue of late payments of EUREKA member country;

Explore the possibility of more seconded experts to work at the ESE.

In the following period the expected actions related to better functioning of the Network are:

Decide on EUREKA functioning (relationship between political groups & association groups) to

avoid duplication of agendas;

Develop an action plan to foster participation of not so active members and organise a visit to

those EUREKA countries.

20


21

3.6 Action field 6: Efficient communication

The objective of this action is to support the communication of EUREKA, paramount to increase its

visibility and promote its added value.


The public profile and the outreach of the EUREKA Network rose significantly in the past two years.

The new Strategic Roadmap set ambitious communications objectives while EUREKA’s new slogan,

‘Innovation across borders’ and the revised corporate image guidelines successfully added value to all

EUREKA’s communications activities which were significantly intensified. A number of activities

were undertaken aiming to inform the innovation community, national and international media,

policymakers, as well as the general public, of EUREKA and its instruments’ achievements and

impact during this period.

Based on the Strategic Roadmap’s communication objectives, a new Communications Strategy8 and

its guide, Passport to the Communications Strategy, were completed and approved by the EUREKA

Network with the aim to deliver effective promotion of EUREKA instruments to the target audience

and promote EUREKA as an effective innovation policy platform. Furthermore, a separate

communications strategy for Eurostars-2 has been defined.

In 2015, updated, user-friendly EUREKA and Eurostars public websites had helped reach a larger

audience and bring new participants to EUREKA’s instruments.

To deliver lasting value, EUREKA events were the occasion to pilot ongoing initiatives and to present

the new ones. These initiatives go beyond a one-off event, and are designed to identify and build a

community around target actions, and produce pertinent content for an appropriate follow-up

communication. A number of information days at European, national and local level were organised

to promote EUREKA instruments, calls and funding opportunities, and Network-wide activities to

large audiences.

Increased efforts were made to strengthen EUREKA’s image both in Europe and abroad. This

included the production of a EUREKA corporate video featured also by Euronews, the publication of

the 30 year anniversary report and innovation impact report as well as a number of press

announcements and numerous success stories.

In 2015, EUREKA became an official associated member of the European Enterprise Network (EEN),

thus taking advantage of a number of benefits which will add value to the network’s activities.

EUREKA Network members now have access to the EEN’s partner search tool and intranet, where

companies looking for partners and events can be promoted, accessing the different fora.

8 EUREKA Communications Strategy 2015-2020 was approved in Lugano on 1 July 2015: EUREKA Doc

HLGNPC33

22

EUREKA was also further developed as a platform for innovation policy dialogue by cooperating

with the relevant stakeholders in view to develop closer synergies (EBN, TAFTIE, EARTO, Science

Europe, ERRIN, COST, K4I, etc.).

Lastly, the ESE Communication team launched two new communication and support actions:

webinars and Eurostars Roadshows to better promote and ultimately increase the applications and

SME interest in the Eurostars programme.




In the following period the expected actions to deliver effective promotion of EUREKA instruments

to the target audience are:

Launch the new EUREKA print magazine;

Revise and update corporate guidelines for all instruments;

Finalise the editorial guidelines;

Finalise EUREKA Clusters brochure.

In the following period the expected actions to develop and promote the EUREKA innovation policy

platform are:

Further develop joint activities with relevant stakeholders;

Active participation to the European Business Summit and European Innovation Summit;

Actively promote EUREKA to EU institutions, highlighting synergies and cooperation

possibilities;

Continue to organise EUREKA Innovation Weeks.

23


24

3.7 Action field 7: Comprehensive impact assessment

Measuring the impact of EUREKA’s project portfolio is of key importance to demonstrate its positive

effect on the European economy, to convince policy makers of EUREKA’s added value and to

support any adjustment of the objectives and directions of EUREKA’s strategy.


The need for a comprehensive impact assessment is outlined in the EUREKA Strategic Roadmap

2014-2020. While regular econometric impact assessment is envisaged for Eurostars (see the

Budapest Document), it is important that the most up-to-date and robust methods are also used to

assess the benefits for participants in other EUREKA instruments. For that reason, the ESE is carrying

out the EUREKA Network Projects & Clusters projects Impact Assessment.

The study will investigate the benefits accrued by participants in EUREKA Network Projects

(including Umbrellas) and Clusters projects in the period 2001-2015, focusing on outcomes and

impacts in terms of international collaboration and networks, as well as innovative outputs measured

by IPR and other key indicators of firm performance. Where possible, it will assess the performance

of EUREKA in comparison with relevant national programmes, in order to better identify EUREKA’s

added value. The final report will be aimed at policymakers, national funding bodies and other partner

organisations, and will include sections covering (inter alia) the following topics: Best practices

overview; Impact figures for key variables for the participating countries; Integrated results of

Eurostars “Final Evaluation” and other impact reports; Framework for future evaluation of EUREKA

programmes.

17 EUREKA member countries, in addition to the Clusters, are participating in the study, with

contributions in terms of finance and/or expertise. The Impact Assessment Working Group (IA WG –

made up of experts from six countries and the Clusters) is steering the study, which is being carried

out by a consortium consisting of Prognos AG, Joanneum Research and ULB. The first phase has

been completed, and an inception report (detailing the research framework) was delivered on 15 July

2016.

The Final and Market Impact Reports, used to monitor the impact of EUREKA at project and

participant level, have been revised. The forms have been made shorter and easier to analyse.

Moreover, the new forms will be implemented on the MyEUREKA online system.

Furthermore, the close cooperation with relevant organisations involved in Impact Assessment was

established (exchange of impact data with DG RTD and academics).

At the end of each calendar year, the EUREKA Annual Report has been produced by the ESE,

summarizing the achievements of the whole Network in the previous year. Continuous data analysis

and reporting for the network meetings and on demand was provided by the ESE.

Detailed information on the complete set of achievements under Action 7 in the period from July


25


In the following period the expected actions to deliver effective evaluation of EUREKA Instruments

are:

Carry out an comprehensive Impact Assessment of EUREKA Network projects and Clusters

projects;

Review existing Evaluation and Monitoring Framework based on recent methodologies;

Design and implement new project monitoring forms;

Investigate the expansion of ESE data by subscribing to relevant databases;

Continuation of the ‘Impact Assessment’ working group;

Continue to identify best practices;

Again set-up the forecast of EUREKA instruments’ projects activities;

Prepare and present portfolio analysis and project trends, benchmarking and positioning

EUREKA activities within ERA where possible;

Produce regional analysis of EUREKA portfolio.

In the following period the expected actions to develop the EUERKA Impact Assessment platform

are:

Continue to organise regular contact with relevant organisations (EC, OECD etc.)

In the following period the expected actions to monitor and evaluate the implementation of the SRM

are:

Propose new visualisation of data and infographics for Annual Report and platform presentations;

Make the mid-term review of the EUREKA SRM;

Make the review of the EUREKA SRM upon completion.

26


27

3.8 ERA related activities in the SRM 2014-2020

Action field 1, 2, 3 and 6 all foresee overlapping and complementary activities related to the

development of synergies within the European Research Area (ERA) and Horizon 2020 Instruments.

For that reason, all ERA related activities are presented in a separate section and they are not

elaborated in details under each specific action filed.

The objective of these activities is to contribute to the completion of the ERA for its innovation part,

reaching smart synergies between EUREKA instruments and other relevant instruments.

ACHIEVEMENTS

Under the leadership of the EUREKA Swiss Chairmanship, a dedicated working group on EUREKA

in the ERA was established in July 2014. Its main objective was to produce a EUREKA strategy

within the ERA. In 2014, the ERA working group performed a mapping of all ERA policies,

instruments and partners, organised interviews with key ERA stakeholders and issued a position paper

on the next ERA Roadmap. The final ‘EUREKA in the ERA’ strategy9 was endorsed by the HLG in

June 2015. The strategy identifies four main strategic objectives to further strengthen EUREKA’s role

in the ERA: Towards increasing the innovation side of cross-border cooperation, Towards facilitating

international cooperation, Towards support for effective national innovation systems and Towards

contributing to ERA policies on innovation. The new strategy complemented the new ERA Roadmap,

shaped by EU Member States, endorsed by the EU Council at the same time.

To ensure that EUREKA becomes a leading ERA innovation stakeholder contributing to growth and

job creation for the benefit of European industry, the Swedish EUREKA Chair decided to continue the

work started under the Swiss Chair by establishing the 'EUREKA in European Innovation Policy'

working group. The EUREKA HLG mandated the working group to enable the network to contribute

its full potential in developing the Implementation plan of ‘EUREKA in the ERA' strategy. The final

version of the Implementation plan was created as a separate document to facilitate the

implementation of the strategy by the whole network. It defines the activities until 2020 and, if

implemented, should establish EUREKA as a major proactive stakeholder at European level. It also

indicates responsibilities, a proposed time-line and identifies particular deliverables which will allow

the measurment the steps towards the ultimate goals. The final version of the Implementation plan

was endorsed in June 2016.10

The Implementation plan of ‘EUREKA in ERA’ strategy will have to be followed-up over the coming

years. For that reason, the Swedish Chair proposed to establish an informal ERA-group on ‘industrial

innovation’ issues named ERA-HLG which would be composed of EUREKA HLRs.

On 16 February 2016, the EC launched a Call for Ideas on a European Innovation Council to gather

stakeholders’ views on disruptive, market-creating innovation, gaps in the current innovation support

9 ‘EUREKA in the ERA’ strategy was approved in Lugano on 1 July 2015: EUREKA Doc HLGNPC32

10 Implementation plan of the ‘EUREKA in the ERA’ strategy was approved in Stockholm on 22 July 2016:

EUREKA Doc HLGNPC32

28

landscape, and the potential remit of a European Innovation Council (EIC). The Swedish EUREKA

Chair and EUREKA Clusters submitted input to the EC’s Call for Ideas on 29 April 2016. Pooling

national resources, further simplification, increased involvement of industry and a global ‘outward

looking vision’ are some of the key ideas put forward in their input.

Cooperation with the EC occupied the central place in the strategy of EUREKA. The working group

EC-EUREKA, proposed by Commissioner Moedas, was set-up with the main objective of facilitating

interactions between EUREKA and the European Commission, taking into consideration the

complementarities of the two organizations. The working group is composed of representatives of the

EUREKA Secretariat, the EUREKA Troika and representatives of DG RTD and the WG meetings

have helped highlight different areas for enhanced cooperation in European Innovation Policy.

EXPECTED ACTIONS

In the following period the expected actions to contribute to the completion of the ERA are:

EUREKA needs to explore new ways of cooperation with EC

Continue the strategic dialogue with the EC in order to support the further development of the

EIC and obtain an important role within it;

Follow-up the Implementation plan of the ‘EUREKA in the ERA’ strategy;

Set-up fully functioning ERA-HLG, an informal ERA-group on ‘industrial innovation‘ issues

composed of all EUREKA HLRs;

Identify the topic of interest for EUREKA and send an input to the EC;

Identify the potential areas of cooperation with other EU level initiatives and propose the key

actions for cooperation;

Continue to establish smart synergies between EUREKA Instruments and EU level initiatives

(EEN, ERA NETs, ERRIN, ETPs, KICs, PPPs (incl. JTIs), Structural Funds);

Continue the cooperation with innovation stakeholders and SME advocates (TAFTIE, EARTO,

UEAPME, BUSINESSEUROPE, EUROCHAMBRES, EBN...);

Organise conferences to promote EUREKA’s added value and participate in relevant events at

EU, national, regional and local level.

29

4 CONCLUSIONS

Since July 2014, the 7 action fields of the SRM 2014-2020 are in their implementation phase. Based

on the analysis of the activities from July 2014 to June 2016, the summary of the main actions that

need to be tackled by the upcoming Chairmanships and the whole EUREKA Network are presented

below:

1. Launch tailored EUREKA 2.0 services modules and identify the potential pilots;

2. Evaluate the added value of Umbrellas and make a concrete proposal for shaping the future of

Umbrellas;

3. Set up new GlobalStars pilot calls, perform an assessment on the experiences made with

GlobalStars calls and made necessary amendments if needed;

4. Develop the EUREKA Internationalization strategy;

5. Continue the strategic dialogue with the EC to better coordinate existing European R&D&I

instruments;

6. Support the further development of the European Innovation Council and obtain an important role

within it;

7. Develop branding/communications guidelines for the new EUREKA instruments;

8. Finalise the Impact Assessment study of EUREKA Network Projects and Clusters project;

9. Develop the EUREKA SRM 2014-2020 mid-term review;

10. Support Eurostars-2 mid-term review and implementation of its conclusions;

11. Define EUREKA’s post 2020 strategy and activities.

27

APPENDIX

i

LIST OF APPENDICES

Appendix 1: List of acronyms ..........................................................................................................1

Appendix 2: Mandate for the review of the EUREKA SRM 2014-2020 .........................................2

1

Appendix 1: List of acronyms

Article 185

Article 185 of the Treaty on the Functioning of the European Union enables

the EU to participate in research programmes undertaken jointly by several

Member States, including participation in the structures created for the

execution of national programmes.

BUSINESSEUROPE Represents European business at European level

COST European cooperation in science and technology

EARTO European association of research and technology organisations

EBAN Association representing the interest of early stage investors across Europe

EBN The European Business and Innovation Centre Network

EEN Enterprise Europe Network

EIC European Innovation Council

EIP European Innovation Partnerships

EIT European Institute of Innovation and Technology

ERA European Research Area

ERAC European Research Area Committee

ETP European Technology Platform

EU European Union

EUROCHAMBRES The Association of European Chambers of Commerce and Industry

Horizon 2020 The EU Framework Programme for Research and Innovation

IAWG Impact Assessment working group

INCO-NET FP7 funded coordination and support action supporting bi-regional dialogues

JTI Joint Technology Initiative

JPI Joint Programming Initiative

LGWG Lean Governance working group

NFB National Funding Body

NIG National Implementation Group

R&D&I Research, Development and Innovation

RTO Research and Technology Organisation

Science Europe Association of European Research Funding Organisations (RFO) and

Research Performing Organisations (RPO)

SFIC Strategic Forum for International Cooperation

TAFTIE The European association of leading national innovation agencies

SRM EUREKA Strategic Roadmap 2014-2020

UEAPME European association of craft, small and medium-sized enterprises

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Appendix 2: Mandate for the review of the EUREKA SRM 2014-2020

1. Background information The EUREKA SRM is a key element in EUREKA’s governance system. It is a document based on consensus amongst EUREKA members, providing strategic direction on overall priorities, action fields and strategic objectives of EUREKA. With the purpose to ensure operational and strategic continuity of EUREKA, the SRM provides guidance to subsequent Chairmanships of EUREKA in the development of their priorities. Nevertheless, the EUREKA SRM is being implemented by the whole EUREKA Network, led by the consecutive Chairmanships and supported by the EUREKA Secretariat. In its history, EUREKA developed two Strategic Roadmaps. The first EUREKA Strategic Roadmap was developed under the German Chairmanship (2009-2010) for the period from June 2010 until July 2014. It was revised under the Hungarian Chairmanship and endorsed during the EUREKA Ministerial Conference in Budapest in June 2012. The current, second EUREKA Strategic Roadmap was developed under the Norwegian Chairmanship (2013-2014) for the period from June 2014 until July 2020. It offers a vision for EUREKA to be a leading European platform for transnational industrial R&D&I cooperation, fostering competitiveness, growth and job creation. To reach this vision by 2020, the SRM puts forward four strategic objectives11 illustrating the direction in which EUREKA wants to develop in the future. To implement EUREKA’s vision and its four strategic objectives, seven action fields have been defined12.

2. The objectives of the Spanish Chairmanship

As defined in the EUREKA SRM, the SRM is an evolving document and it needs to be reviewed every two years with regard to the described scope and priorities, and evaluated against its objectives. EUREKA SRM 2014-2020 was endorsed in June 2014. For that reason, one of the major priorities during the Spanish EUREKA Chairmanship is to review the EUREKA SRM to ensure a strong strategic governance and political continuity over the coming period of 2017‐2020. According to the procedures, the review needs to be performed by a taskforce set-up by the HLG and led by the HLG Chairman. In order to avoid further increase in number of working groups the Spanish Chairmanship proposes that the EG shall undertake the mid-term review of the SRM led by the HLG chairman Mr Francisco Marin.

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EUREKA has set four strategic objectives: (1) To provide a clear added value to industry, with business driven instruments, a suitable access to public funding and state-of-the-art communication and evaluation; (2) To become a preferred initiative for public funding agencies, aiming to extend national priorities and R&D&I funding programmes to a transnational dimension; (3) To become a preferred platform for industrial R&D&I cooperation between Europe and other parts of the world; (4) To contribute to the completion of the European Research Area for its innovation part, reaching smart synergies between EUREKA instruments and other relevant instruments. 12

SRM action fields: Action 1: EUREKA projects 2.0: an attractive and flexible tool for public funding agencies; Action 2:

EUREKA Clusters & Umbrellas: stronger and more visible; Action 3: Eurostars-2 implementation: faster and leaner; Action 4: Smart globalization; Action 5: Lean governance; Action 6: Efficient communication; Action 7: Comprehensive impact assessment.

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3. The activities of the Spanish Chairmanship

In order to adjust the strategic directions, it will be necessary to assess what has been achieved and delivered by the Network in the last two years in the framework of the SRM. For that reason, a Review Report will need to be prepared summarizing the achievements and giving an overview about the progress made in the different action fields. The report will also include an analysis about the changes in the global and European environment of EUREKA between 2014 and 2016. The revised SRM will be prepared by taking into account the outcomes of the Review Report and it will focus on the readjusted strategic orientations of the Network for the period of 2017-2020. Further on, the revision of the EUREKA SRM 2017-2020 will be discussed in the HLG & EG meetings and the consolidated draft will be forwarded for further discussion in the 3rd HLG meeting (9 March 2017) so it could be approved during the 4th HLG meeting (Madrid, 29 June 2017) and subsequently endorsed during the EUREKA Ministerial Conference (Madrid, 30 June 2017) as part of the Ministerial Communiqué.

4. The revision process of the EUREKA SRM 2014-2020 The Spanish Chair proposes the following steps to be taken during the Spanish Chairmanship (2016 – 2017):

Event When Results

1. EG 1 5-6 July 2016 Madrid, Spain

The Chair presents the draft mandate

2. Circulation of mandate for written approval

13 July 2016 Deadline: 27/07/2016

Mandate approved

3. EG 2 7-8 September 2016 First discussions on the Review report, its scope and structure

4.

Review report + Analysis about the changes in the global & European environment

Beginning of October 2016

Review report and analysis drafted by the Chair and supported by the ESE

5. HLG 1 20 October 2016

Bilbao, Spain

Review report approved by HLRs

Scope and structure of the revised version of the SRM agreed

6. EG 3 22-23 November 2016

Brussels, Belgium Vision and priorities agreed; detailed discussion on Action Fields

7. First draft of the revised SRM

December 2016 Drafted by the Chair and supported by the ESE

8. Circulation of the draft among the EG members

December/January 2016 Written comments to the first draft of the revised SRM

9. HLG 2 17-18 January 2017 Brussels, Belgium

Discussions about the draft of the revised SRM

10. Second draft of the revised SRM

End of January 2017 Drafted by the Chair and supported by the ESE

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Event When Results

11. EG 4 7-8 February 2016 Brussels, Belgium

Discussion about the second draft of the revised SRM discussed

12. HLG 3 9 March 2017 Seville, Spain

The consolidated draft discussed and agrees on proposed timeline leading up to the endorsement at MC

13. Written consultation of the HLG and the EUREKA Clusters

March/April 2017 Comments included for draft that will be presented to the EG members

14. Draft content for the MC

April 2014 The Chair supported by the ESE will prepare a draft content for the MC

15. EG 5 9-10 May 2017

Brussels, Belgium Discussion on the final version of the revised SRM and content for the MC

16. Written procedures for approval

Beginning of June 2014 HLG members give their general approval and submit further comments

17. HLG 4 29 June 2017 Madrid, Spain

HLG adopts the revised SRM 2014-2020 and recommends it to the ministers responsible for EUREKA for endorsement

18. MC 30 June 2017 Madrid, Spain

Ministers responsible for EUREKA endorse the revised SRM 2014-2020, annexed to the Ministerial Communiqué

revised eureka 2020 strategic roadmap - eureka srm 2020.pdfeureka doc. revised eureka 2020 strategic...

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