the research council of norway's international strategy kristin danielsen director
TRANSCRIPT
The Research Council of Norway's international strategy
Kristin Danielsen Director
Knowledge is POWER!
Ability to absorb and use knowledgeDevelope national
knowledge
Access to knowledge outside the country
A change of tempo in international research collaboration
An increasing proportion of research is done through various forms of collaboration across national borders.
Research institutions and companies are increasingly recruiting on the international labour market.
Investment in research infrastructure and high-tech companies is done where there are good research communities.
Research is increasingly financed from international sources and in collaboration between countries.
GOALS for international research collaboration:
help to meet global challenges
help to increase the quality and capacity of Norwegian research
ensure Norways access to international information production
strengthen industry's competitive ability
promote Norway as a leading research and innovation nation in selected areas
Main concept I
”All the Research Council's efforts – programmes, the open arenas, specific efforts, measures aimed at institutions and other forms of support – shall have concrete goals and plans for international collaboration.”
Main concept IV
”The Research Council will continue and strengthen measures to stimulate Norwegian researchers, companies and research institutions taking an active part in the international arenas of collaboration and competition.”
Main concept V
”The Research Council will strengthen the emphasis on international collaboration and mobility in its own application processing.”
Doing business through technologywww.eurekanetwork.org
EUREKA Why Eureka ?
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> 9THE EUREKA INITIATIVE IS...
> intergovernmental> nationally-financed> market-oriented> bottom-up
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> 10NATIONALLY-FINANCED
> national public sources (national research and innovation funds)
> investment by industry in R&D
Financing for EUREKA projects comes from two main sources:
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> 11MARKET-ORIENTED
> EUREKA addresses applied, not fundamental, research projects
> The result of a EUREKA project must be a marketable product, process or service
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> 12BOTTOM-UP
The EUREKA project consortium decides:
> the way a project comes together > the end result
The consortium is close to the market, so can be flexible and respond quickly to market change.
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> 1339 MEMBERSAustriaBelgiumBulgariaCroatiaCyprusCzech RepublicDenmarkEstoniaEuropean
Union
FinlandFranceF.Y.R.O.MGermanyGreeceHungaryIcelandIreland
Israel ItalyLatviaLithuaniaLuxembourgMaltaMonacoThe Netherlands
Norway PolandPortugalRomaniaRussiaSan MarinoSerbiaSlovakia
Slovenia SpainSwedenSwitzerlandTurkeyUkraineUnited
Kingdom
NATIONAL INFORMATION POINTS
ASSOCIATED COUNTRY
AlbaniaBoznia-Herzegovina
South Korea
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> 14THE PAST IS HISTORY
> Established in 1985> An initiative of French
President Mitterand and German Chancellor Kohl
> 18 countries and the European Union
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> 15SOME STATISTICS
Since 1985, 25 billion euro of public-private investment has been mobilised to support some 2,800 EUREKA projects.
On-going projects are attracting investment of some 4 billion euro.
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> 16SOME STATISTICS
Nearly 13.000 partners from across Europe - and beyond
Who participates in EUREKA projects?
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> 17THE TWO PILLARS OF EUREKA
>Strategic initiatives
>Individual projects
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> 18STRATEGIC INITIATIVES
Two categories
>Clusters>Umbrellas
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> 19STRATEGIC INITIATIVES
> Long-term, strategically-significant initiatives> Large number of participants, many from
Europe’s major companies (e.g. Philips, Infineon)
> Develop generic technologies of key importance to European competitivenes
> Clusters
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> 20STRATEGIC INITIATIVES
> Clusters> MEDEA+: micro- and nano- electronics
www.medeaplus.org> ITEA2: software-intensive systems
www.itea2.org> CELTIC: telecommunications
www.celtic-initiative.org> EUROGIA+: safe and sustainable energy
www.eurogia.com> EURIPIDES: smart system integration
www.euripides-eureka.eu
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> 21STRATEGIC INITIATIVES
Private sector Public sectorManagement Board Directors Committee
BoardSupportGroup
SteeringGroup
Cluster projects
R&D
Public AuthoritiesGroup
White-book
Road-map
Office
Fees
Fund
ing
Strategy
Manage-ment
Admini-stration
Labelin
g
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> 22EUREKA RESULTS
> 30% exploited results in the market upon project completion
> ratio of R&D costs/additional turnover: 57% upon completion and 219% within 3 years
From: Annual Impact Report 2005 (Final Reports from 678 participants in 328 projects, finished between 2001-2005)
Additional turnover and jobs created :
