research, innovation and society impact

Research, Innovation and Society Impact:

1- Stimulating Innovation in an International/global

context

(types of innovation, role of industry & other

stakeholders, role of innovation policies and common

problems)

Dr Frank Heemskerk © RIMS Nov2014 Sofia

2

About the presenter…

Academic research (15 yr): Biology + Medicine, PhD

NL (Utrecht), USA (NIH), FR (Pasteur), BE

many grants; working with industrial partners

Industry experience (>18 yr): Biotech/Pharma,

Research Management, contracts, IP, licensing,

partnerships with academia, merger, multiple

private investments

International Research Management: Biotech/Pharma,

past-President EARMA, start of ProTon Europe

founder and CEO RIMS bvba: 2002

Board member of several start-up companies

Consultant & Evaluator to EU, Training

International Cooperation globally (own network of

organizations Latin Am, Africa, Asia, Europe)


3

RIMS can help you to move the

Research idea all the way to Commercialisation:

1. Analyze and optimize your R&D strategy: help to find partners and build international

academia/industry consortia manage resources get access to international funding sources

2. Research Management & Administration of larger

(international/ European) projects: structured proposal development (+ help with submission

process ) negotiations implementation and governance(as management partner) final reporting knowledge transfer

3. Training workshops in International Research Management and Knowledge Transfer

4. Hands-on Innovation management in start-up phase until Exit

From Laboratory to Market:


4

Knowledge

Strategy building

Experienced management

Research Development

Risk control

Shorter time to market

access to new markets

Innovation

Expert partners Consortium building

and public funding

Sufficient capacity Sufficient private funding

Services

Products Suppliers

There is more to it than just R&D skills…


Legal context

5

Your partner for Research Management/

Knowledge Transfer on a global level:

- Academic + Industry expertise

- Clients range from SMEs, Research Institutes to big corporations (JNJ, GSK), clusters and governments

- long track record (>42 EU projects, Evaluator for European Commission, IMI, etc), management PPP structures

- A global network of organizations (> 4 000)

- Key Strategic Partners in Business Development

- Financial and IP Management advice

- Managerial hands-on involvement

- Clear focus on Life Sciences-Biotechnologies (Health, Agro, Food) and ICT fields (e.g. e-health, assisted living, MedTech)

- „Bench to Bedside‟ approach

- Experience with working in non-European contexts.....

RIMS can provide you with valuable assets:


6 Dr Frank Heemskerk © RIMS Nov2014 Sofia

European Practises, Expectations and

Trends

7

Background linking Research to Innovation for Valorisation


8

Global Policy Context:



The bigger picture in Europe:

Use research for new ideas

Transfer to industry who does the innovation (new applications)

Create added value through exploitation/commercialization (money)

Research

Education Innovation

Knowledge for Growth:

Socio-Economic return

But WHO benefits?

Who pays for what?

Jobs? Social, Env?

Is this sustainable?


Project Management and Value chain

11

Why R&D funding?

• Where is the Value in joint R&D projects?

• Innovate products (#, quality, etc) and processes

• Feed pipeline with new/ improve products (students, courses, tools)

• Diversify portfolio (projects), enter new markets, higher visibility

• Why collaborate?:

• Access to new knowledge

• Access to unique infrastructure

• Access to valuable materials, information dbases

• Achieve critical mass (work faster/disseminate wider/ increase visibility)

• Access to new experts (future staff?)

• obtain public funding to lower risk

Invest

Innovate

Internationalise


12

But even in Europe we can‟t do this alone either:

•Science is global activity

•Competition is global

•Challenges are common and global

•Problems are increasingly complex/ require complex infrastr.

•Problems in e.g. Africa directly affect Europe too

•Local assets and environments are unique

=>

Need for international cooperation


13

Conflicting Values – Common Interests:

Louis P. Berneman, 1999

UNIVERSITY INDUSTRY

Commercialization

of New and Useful

Technologies

Teaching

Research

Service

Profits

Knowledge for

Knowledge’s Sake

Academic Freedom

Open Discourse

Management of

Knowledge for

Profit

Confidentiality

Limited Public

Disclosure

Development R&D


14

The bigger picture of FP7 + H2020:

Added value of an international network (new ideas)

Added value of international exploitation (new applications)

Critical mass (to fight fragmentation in Europe)

Research


jobs, growth



Therefore: read the

background documentation



Market

Seed, BA, FFF Local VC Int‟l VC IPO

Value

Perceived Risk

Research

Technol-Commercial

Industrialize

Cash needs

Development

Validate Prototypes

Funding

Parallel Product Development

& Transfer at right moment

The Innovation Value chain: Risk perception and who plays which Role?


The bigger picture in Europe:

Institute level: culture, ecosystem support and funding diversification

City level: ecosystem support (certificates/ bureaucracy), visibility

Regional level: clusters, specialization, visibility, critical mass, skill

pool, funding, special FT zones

National level: education, legal/tax, industry sectors, cross border

and int‟l clusters (ELAT)

European/Global level: visibility, quality standards, int‟l funding




The bigger picture:

Research


jobs, growth



Intellectual

Social

Economical

But HOW?

18

Funding Opportunities: general

1. National funding:

only € from your country for funding the significantly new initiatives: e.g. for infrastructure, salaries

Innovation projects alone or w/ other partners: for instruments and expensive consumables

Collaborative projects between academia, but with SMEs, international connections ??

2. Non-EC funding:

Eureka/Eurostars, EuroTransBio: continuous calls: good for innovation, but focused on Europe only

IMI, ERA-Nets: EraSME, CORNET; ESF, COST, ALFA, MEDEA, etc etc

US funding: NIH, NSF, DoD, DOE, etc OK for clincial studies, new materials/ technologies: but IPR??

Private Foundations, (e.g. Gates Foundation, Global Alliance): good for impact studies (and fellowships), but IPR?

3. Internal and corporate funding:

corporate funds (from key end-users) for core development activities (and marketing research and upscaling manufacturing infrastructure

4. EC funding: Horizon 2020 started in 2014 and Final Work programs on Health, ICT and Food released (details for 2015 are already available)

=> get ready now and IMI/CIP/ COSME/EraNet programs run in parallel to H2020

Use EU funding only as strategic instrument, NOT to get €€ !!


19

Horizon 2020

News on: http://ec.europa.eu/research/horizon2020/


20

Horizon 2020

News on: http://ec.europa.eu/research/horizon2020/

Challenges:

Dramatic mismatch between skills, tech offer and market

demands

Econ. challenging times: National budget cuts

Science is good but Translational activities insufficient

(Research to Innovation not happening)

Number of European high potential „gazelles‟ is stagnating

Low access to finance, espec for SMEs

=> H2020 is NOT business as usual !


21

Horizon 2020


The actual support for Research and Innovation under

Horizon 2020 goes towards:

Excellence Science: Strengthen the EU‟s position in science with a

dedicated budget of € 24 598 million. This will provide a boost to top-

level research in Europe, including an increase in funding of 77% for the

very successful European Research Council (ERC).

Competitive industry: Strengthen industrial leadership in innovation €

17 938 million. This includes major investment in key technologies,

greater access to capital and support for SMEs.

Better Society: Provide € 31 748 million to help address major concerns

shared by all Europeans such as climate change, developing sustainable

transport and mobility, making renewable energy more affordable,

ensuring food safety and security, or coping with the challenge of an

ageing population

http://erc.europa.eu/

22

Horizon 2020


The support for Research and Innovation aims to:

Horizon 2020 will tackle societal challenges by helping to bridge the gap

between research and the market by, for example, helping innovative

enterprise to develop their technological breakthroughs into viable

products with real commercial potential. This market-driven approach will

include creating partnerships with the private sector and Member States to

bring together the resources needed.

International cooperation will be an important cross-cutting priority of

Horizon 2020. In addition to Horizon 2020 being fully open to

international participation, targeted actions with key partner countries and

regions will focus on the EU‟s strategic priorities.

Horizon 2020 will be complemented by further measures to complete and

further develop the European Research Area. These measures will aim at

breaking down barriers to create a genuine single market for knowledge,

research and innovation

http://ec.europa.eu/research/era/index_en.htm

http://ec.europa.eu/research/era/index_en.htm

23

Horizon 2020


New Principles:

more Synergies with Structural/ Social Cohesion Funds: to build local

Innovation eco-systems, more PPP‟s, JTIs with new areas (biobased ind‟s)

regional Smart Specialization (RIS3): SWOT to agree on limited

priority set, stronger links/leverage to private funding, impact monitoring,

ICT enabling platforms: process agreed with EC, content filled in locally

ERDF priority 1 (Res & Innov): ESFRI research infrastructures, KT and

spin-off creation, SME clusters for production/design/services, 1st market

introduction, harmonizing standards, training/professional capacity

development

Synergies with COSME: clusters, business development services, skill

development, public procurements, equity financing, guarantees, SME

support, EEN network, environment + competitiveness

ESIF: co-funding (art 55), support outside OP area (art 60), transnational

funding (art 87)/ERAnets/etc

24

Characteristics of European funding for international collaborative R&D and how to get the best out of it !

Provide support for winning proposals at 5 critical levels:

1. Methodological approach: step-by-step from idea to proposal

2. Management and Finances: how to avoid common problems

3. structured partnering (roles) and negotiations within a consortium (responsibilities)

4. How to protect the Knowledge that is being created (IPR issues)

5. Share experience on how to add value to society/ to commercialize with an exploitation strategy (marketing of your results, generate new projects, obtain additional funding, go beyond a business plan and create real sustainable growth)

Special focus on SME-Academia collaborations (examples of Life Sciences)

Creating R&D value: a process of working together


25

How to start building an integrated project?

Define the problem (e.g. medical need)

Identify the stakeholders (patients, industry, etc)

Define the requirements (e.g. Drug, quality, state of the art)

Define resources needed (costs, people, partners)

Identity risks (failure, competition,)

Work to process (what, who, when, how, what if)

Evaluation, managing and control the structure


26

Exercise:


WHAT

- Problem

to address?

- Scope?

WHAT

- To do?

- Achieve what?

HOW

- To impleme

nt?

Where

- To act?

When

- timing?

- sequence

s?

WHO

- Can do what?

WHO

- Can use

results?

- How to create

impact?

5: dissemination,

exploitation,

commercialization 6 Res Management & Admin

1 analyze, map

2 develop 3 test, validate

4 upscale

27

Types of Innovation and Value chains:


28

Value Chain- output:


29

Output vs Outcome


30

Output vs Outcome:


31

Output vs Outcome:


32

Output vs Outcome: example


33

Linking Input, Output and Outcome: example


34

Demonstrate your OUTput?

Direct metrics: Intangible assets:

- # students, courses, etc - use of unique assets

- # people trained - retention/attraction top talent

- new materials, dbases - local outreach/ engagement

- # newsletters/ reports - waste /pollution reduced

- # patents, licenses - etc

- # investments/ spinoffs/etc

- # and level of Int’l collaborations (recognition)

What is measured and how?



- Need to share good practises

- Need for certification

- Issues for discussion regarding Valuation methodology:

- what can you measure?

- what is essential to measure?

- how do you measure?

- in which timeframes do you measure return? (goodwill:

<1yrs /people: 1-3 yrs /environment: 2-5 yrs /IP: 5-15

yrs)?

Discussion:

36

Where are KEY Value elements?

Project/ In group:

• Talent

• Technology

• Know how

• Unique assets

• Capital

• Infrastructure

• Effective processes

(reporting, QC, etc)

Institutional/ External:

(Int’l) Networks

Incubators/science parks

PPP collaborations

Inter-Univ. collab.

Consulting/ fora/ linking

projects

investments, upscaling,

supply chain

Advisory groups =>

influence, awareness,

visibility


37

Why is this so important?


38

Evaluation criteria in H2020 (SC1)

EXCELLENCE

“relevant to the topics

addressed by the call and

credible approach”

IMPACT

“outputs of the project should

contribute at the European and/or

International level”

IMPLEMENTATION

“Quality and efficiency of the

implementation”

• Soundness of the concept,

including trans-disciplinary

considerations, where

relevant;

• Extent that proposed work is

ambitious, has innovation

potential, and is beyond the

state of the art (e.g. ground-

breaking objectives, novel

concepts and approaches)

• Enhancing innovation capacity

+ new knowledge integration

• Strengthening the

competitiveness and growth of

companies by developing

innovations meeting the needs

of European and global markets

&, if relevant, to deliver these

innovations to their markets

• other environmental and

socially important impacts

• Effectiveness of Exploitation

/Dissemination of Results (incl.

data& IPR management)

• Coherence &effectiveness of

work packages in work plan

• Appropriate allocation of

tasks and resources (budget,

staff, equipment)

• Quality of the consortium as a

whole (including

complementarity, balance)

• Appropriate management

structure and procedures, incl.

risk and innovation

management

1 2 3

© Fit for Health 2.0, 2014 Dr Frank Heemskerk © RIMS Nov2014 Sofia


Know-How

Components

Materials

Prototypes Products

Services Business Cases Distributeurs

Market TRL9

TRL6

Innovation

Chain

TRL6

TRL1

Users

VALUE CHAIN

SOCIAL + INTELLECTUAL

goodwill + ENVIRONMENT+

40 © Fit for Health 2.0, 2014 Dr Frank Heemskerk © RIMS

Nov2014 Sofia

41

Different types of Innovation:

Product

Services

Processes

System

Social

Business case

etc


42

Find the Balance:

• When to outsource or subcontract? (no IPR, full cost, full control)

• When to buy-in? (access to IPR, partial costs, but control?)

• When to co-develop/ joint-venture? (shared IPR, shared costs, but marketing

and risks?)

• How to coordinate when playing multiple roles?: strategy + contract

management

• =>What kind of partner are you? e.g. 4 types of SMEs:

R&D performer Co-developer

Subcontractor Late active adopter Front edge early adopter

(Passive user)

R&D level

User involvement



Academic Consulting, contract research

Exchange Graduate students

Exchange of staff/ faculty

Service and out-reach

Networking (critical mass)

Policy recommendations

Contract research projects

Collaborative Research projects

Patenting and licensing

Spin-off companies (JV, PPP, etc)

HOW: Transfer of Knowledge from academia to...:

But: Balance this with your:

role (mission),

capacities (resources) and

capabilities (expertise)=> control

these together with your

partners

44 Dr Frank Heemskerk © RIMS Nov2014 Sofia Dr Frank Heemskerk © RIMI4AC 19June2010 Cameroun

Right timing for innovation....


Market

Seed, BA, FFF Local VC Int‟l VC IPO

Value

Perceived Risk

Research

Technol-Commercial

Industrialize

Cash needs

Development

Validate Prototypes

Funding

Parallel Product Development

& Transfer at right moment

The Innovation Value chain: Risk perception and who plays which Role?


rest of Society/

Government:

Industry

Academia

Investors

regulatory

ethical

legal

fiscal

infrastructure

education!

understanding

cooperation

exchange

Understanding

matching

expectations

and in Biotech- Pharma it’s not that simple….

47

Conflicting Values – Common Interests:

Louis P. Berneman, 1999

UNIVERSITY INDUSTRY

Commercialization

of New and Useful

Technologies

Teaching

Research

Service

Profits

Knowledge for

Knowledge’s Sake

Academic Freedom

Open Discourse

Management of

Knowledge for

Profit

Confidentiality

Limited Public

Disclosure

Development R&D


48

“Entrepreneurship isn't about selling things -- it's about

finding innovative ways to improve people's lives”. Richard Branson, 17June2013 (www.entrepreneur.com)

The British Cabinet Office says that there are 70,000 social enterprises

helping people, communities and the environment in the UK alone. These

businesses and organizations contributed >54.9 Billion £ to the economy

in 2012 and they employ +/-1 million people, yet we have only started to

scratch the surface.


http://www.entrepreneur.com/topic/environment

49

Soft Skills:

- Networking !

- Teamwork

- Presentation skills !

- Empathy

- negotiation skills

Hard Skills:

- scientific/technical knowledge across

disciplines

- Project management

- Time management

- Budgeting



“Increasingly international R&D is done in a

complex network environment: you need research

management professionals to enable the different

players to act together”

51

Research & Innovation

Management Services bvba

Dr Frank Heemskerk

[email protected]

or

Mrs Hanneke van Sloten

[email protected]

Tel.: +32 16 474092

http://www.rimsinternational.eu

Further information

Looking forward to work together in

this project as a team

Good luck with your EU proposals!

Thank you for your attention.


52


53

Governance


University: main roles

Education

(Students)

Research

(Knowledge)

Cont. Prof. Devlpmt.

(Courses)

Infrastructure

(soft)

Infrastructure

(hard)

54

Governance


University: main roles

Education

(Students)

Research

(Knowledge)

Cont. Prof. Devlpmt.

(Courses)

Industry

Other Funders

Government Society

outreach

Infrastructure

(soft)

Infrastructure

(hard)

$ $ $ $ $

55

KEY issues to consider

Internal organization and processes:

- Internal communication flows / „one stop shop for...‟

- Decision levels and clear responsibilities

- Sensible authorization and „connected‟ execution levels

- Full economic costing (indirect costs) ....

AUTONOMY

External context:

- Autonomy for new courses, use of infrastructure, etc

- Legal (industry contracts, foreign currency accounts)

- Fiscal (VAT...)

- Ethics, Regulatory, ...

- Other (equal opportunities, language skills)


56

Funding of public universities

Different approaches:

1.Funding of an institution:

-Money goes to a structure and for a structure –budget is

strictly pre-defined (cost categories, principle of annuity,

control of expenditures)

The French and Russian cases

2.Funding of objectives:

-Budget is an instrument to achieve public goals (budget is

a lump sum, principle of annuity is relaxed, control of

achievements)

The Swedish case


57

Model 1. Internal Fully

Decentralized service centre

Features:

• close to Scientists, but outside administration structure

• long distance from Rector

• paid from faculty budget

• many communication lines, less harmonization

• no direct 1 “middleman” function towards external funders

University

Dept

Dept

Dept

Rector

FIN HR

University Funding

Environment -“the money”

?


Dept

Dept

Rector

Legal FIN HR

58

Model 2. Internal Fully

Centralized service centre

Features:

• inside administration structure, close to Rector

• long distance from scientists

• paid from university budget

• structured communication lines

• clearly 1 “middleman” function towards external funders

University

Dept

Dept

Dept

Dept

Rector

Legal

FIN HR

University Funding



59

Model 3. external

Centralized service centre

Features:

• (fully) outside University administration structure, far from Rector

• long distance from Scientists

• paid from funders share in the budget

• structured communication lines

• very strong link towards external funders (Ex Uni Saarbruecken)

University

Dept

Dept

Dept

Dept

Rector

Legal FIN HR

University Funding



60

Model 4. Shared and combined

Service centre Features:

• (fully) outside University administration

structure, far from Scientists/Rector =>

should complement internal support functions!

• paid from funders budget share or network...

• very strong link towards external funders

•long communication lines

(Ex: TETRA regional triangle)

Univ. 3

Dept Dept

Rector

Admin

University Funding


Univ. 2

Dept Dept

Rector

Admin

Univ. 1

Dept Dept

Rector

Admin


61

Incubator Concept:

Institutes

Decision criteria

Service providers/

Intermediairies/

suppliers

Concept

phase

Pilot

phase

Decision criteria Decision criteria

€ € Exit

Exit

Exit

€ €

Initial leverage Sec. leverage

Return on

Investment


62


64


Research, Innovation and Society Impact:

2- Innovation for Value creation in practice

(good practise in research communication, challenges

knowledge transfer and co-funding, examples on how

to create Sustainable Impact)



Example 1: the role of research communication in

creating value


FP7 specific measures for SME‟s:

Research for SMEs: To support small groups of innovative

SMEs to solve common or complementary technological

problems.

Research for SME associations: To support SME associations

and SME groupings to develop technical solutions to problems

common to large numbers of SMEs in specific industrial sectors

or segments of the value chain.


Objective To expand the knowledge base of large

communities of SMEs

Activities

Research and Innovation,

consortium management, training,

promotion and dissemination

Size

1 European industrial association

or at least 2 national associations + SME

core group + 2 RTD performers

Duration 2 to 3 years

Total budget Between 2 to 5 million Euro

IPR Ownership of the results to the industry

associations or industry groupings

Research for SME Associations


Main objectives

To develop a novel concept of compact, high efficiency and cost-effective

waste treatment plant for water recycling in textile finishing.

The idea builds on the application and further development of the know-how,

developed by the European Space Agency, on membrane bioreactors for

100% water recycling in micro-ecological space-life support systems.

Collective Research Example: SPACE2TEX


Expected economic benefits

Water and energy savings,

Water treatment cost savings,

Sludge recovery costs

Main strategic & social benefits

Opening a new market for MB technology in textile waste water recycling, worth 165 M€/year in the medium term in Europe Improve the QUALITY OF LIFE AND HEALTH for the European citizens,

Improve COMPETITIVENESS of the textile finishing and hence creating new employment opportunities for estimated 12.400 people by 2010,

ENERGY SAVING from warm water and reduction of estimated 700 thousands of tons CO2.



Publications open

WWW-server

RTD performers

Industrial Associations

Associated Companies

Dissemination to

Third Party; Scientific community

open

WWW-server

Reporting

Workshops

Conferences

SME Core Group



Example 2: what is your business case ?


Example 2A: (Europe/Belgium/Switzerland, Africa)

Problem statement:

- Centralized Diagnostics too expensive, slow, no rural access

- often wrong medication

- (=> economic, medical and social issues)

Solutions proposed:

- miniaturize diagnostics and make substantially cheaper

- bring diagnosis to the patient/ GP or local med office

- Tele-medicine solutions for remote areas

- What is business case- new markets? who benefits? Who pays?

- Sustainability/viability/acceptability/support & co-funding?


Example 2B:

Problem statement:

- No water in villages (=> agro + env + social prolems)

- Solution proposed: donate a water pump

- Durability?

- Solution implemented

- What is business case? who benefits?

- Sustainability/viability/acceptability/support & co-funding?


Example 3A: recycle, hence get more value out of

same products (Uni Wageningen) green agro- biowaste

biogas => hot H2O + electricity

aquaculture + algae

waste water reused to fertilize


Example 3B: recycle more, hence get more value

out of same raw material (Tunisia - Belgium) 1 -collect rain water + clean for drinking water and

cooking (white)

2- re-use for washing + shower (grey)

3- re-use for toilets (black)

4- filter with plants (grey)

5- re-use for next-door agriculture as fertilizer

(green)

industrial integrated unit as prototype,

miniaturized household unit in R&D now


Example 3C: rethink your production chain, hence

get more value out of same raw material (NE India) green agro- biowaste (bamboo for paper/compost)

turn into high value construction material:

-retain soil, fight erosion (Env)

-create jobs, skills training (Soc/Econ)

- make prefab social houses with local materials

(costs, social, viability, sustainability)


Example 4: create new Value Chains

(Flanders/India/ Costa Rica) segregate municipal waste

incinerate to gas/ biodiesel => energy

ferment + vermiculture to compost to

fertilize

human waste sanitized to biopellets, rest waste

water cleaned with plants

plastic turned into new added-value products

+ mining for metals


Example 5:

Biofuels, a global sustainability issue:

- link local assets/ unique Knowledge to

R&D capacity and global markets

- 1 platform, many Markets


Large Biofuel project:

Universities: NL, AT, MEX

Research Institutes: MEX (2), SAfr, Moz

SMEs: BE (2), MEX, NL (2)

3 years

Problem: Biofuel from food not sustainable, Mexican Jatropha palms can deliver high yield, but need to be optimized

Objectives:

select best species (from >300) and characterize (genomics, proteomics)

Develop cultivation methods and

Optimize oil extraction methods and other side products

create business case

knowledge transfer between Europe, Mexico and Africa

Example possible Mexico-Europe cooperation:


Example 5:

1. Global Challenges in Renewable energy

production

2. Bio-fuels can be one part of solution

3. Many pilot projects started with Jatropha, tests

done (airplanes, car, train)

4. BUT: current species have drawbacks (toxicity,

variable yields; etc)

5. Other issues with co-culture, land use,

competition with food/feed, soils, water

management, economic viability, etc

Platform on biodiversity of Jatropha for plant

breeding, improving oil production and knowledge

transfer

Background:

http://www.alibaba.com/product-free/101107208/Jatropha_Oil.html


Observed need:

1. more R&D on various aspects of other species: e.g. to build an

international platform to allow custom made breeding of Jatropha

for micro- and macro-scale production (MEX_EU cooperation)

2. to bring together various stakeholders (scientists, small & large

scale breeders and local growers, regulators, oil and feedstock

producers and other users) across value chain (INDIA?, Africa,

Latin America)

3. To address economical and social barriers to implementation


Current Initiatives:

a R&D consortium of 10-15 partners with a wide variety of disciplines, sectors and locations is working together

A group of SMEs (5 in NL, BE, Africa) is involved together with academic centres in Europe, Mexico and India.

a multidisciplinary approach is taken with:

laboratory work (e.g. functional genomics, seeds/ germplasm bank, selection based on biomarkers)

http://www.alibaba.com/product-free/101107208/Jatropha_Oil.html

http://www.alibaba.com/product-free/101157967/Jatropha_Curcas_Seeds.html


Current Initiatives:

agricultural knowledge (e.g. plant breeding, water management, safety and resistance profiling, pest control, soils, altitude, etc)

Biotechnology (e.g. Harvesting modes, oil extraction processes, by-product development, logistics)

finding application areas for innovative feedstock

Developments up to a prototype stage (Chiapas) vs QA /upscaling issues later (where, who, investments)


Additional activities needed:

Need to address additional issues at non-R&D level:

ethical and legal issues// Biopiracy

Dissemination of good practise of global knowledge transfer at all levels

Regulatory issues (toxicity, safety, certification)

Community practises vs land owner issues vs acceptance

Socio-economics- at which scale is viable? (business model chosen: small farmers or large scale plantations) vs relation to MDGs (poverty) and use/end user chosen (lubricant?)

=> additional expertise will be needed and an open dialogue with external stakeholders (incl. Regional and State governments) needs to be engaged


1. Focus NOT only on Tech Transfer and short term returns (# of licenses

transferred, milestone and royalty payments received, etc)

2. Do Focus on VALUE building for multiple stakeholders (who are the

potential beneficiaries around the University? How can there be a socio-

economic return for the University?)

socio-economic IMPACT elsewhere

3. Make optimal use of the assets and resources of partners in local and

global networks and work through consorti

4. If you Focus on joint provision of solutions (not on products) with the

right Business Model, plenty of revenue/ funding will follow !

Conclusions - Recommendations:


Sust Devlpmt is about building socio-economic value for the

Community that can become financially self-supporting:

intangibles and to manage them not as cost elements, but as

investments in PPP

- Social capital (People, Knowledge, Skills, Health, Qual. Life)

- Intellectual capital (Profit, Research, IP => Innovation of

product/service portfolio)

- Goodwill (People => Profit, Growth, new Markets)

- Environmental capital (Planet, waste as resource)

nb: these are interconnected !

Food for thought:

88

Research & Innovation

Management Services bvba

Dr Frank Heemskerk

[email protected]

or

Mrs Hanneke van Sloten

[email protected]

Tel.: +32 16 474092

http://www.rimsinternational.eu

Further information

Looking forward to work together in

this project as a team

Good luck with your EU proposals!

Thank you for your attention.


89

Business Plan Assessment:

Opportunity

- Uniqueness, type of Business case, market size, market niches, etc

Solution (technical)

- Technology, production capacity , upscaling, diversification

Team

- Executive, experience, capacity

IPR

- Patents, copyrights/ brands, licensing, FTO, etc

Marketing Strategy

- Competition, distribution channels, partners, etc

Business Development/Funding/Investments

- Shareholders/investors, cash flow, Co-financing/leverage

- Risk management, exit possibilities



IPR issues


Academic-industry case:

•Aim: to develop platform for xxx with exploitation

potential in various markets

•Consortium of 5 academic groups + 3 industry

SMEs, each with their own market focus

•University= experienced coordinator, but refuses

to agree on exclusivity, because “it’s taxpayers

money so all results should be free for everybody”

•SME threatens to walk away....


Research => Development/Innovation => Growth

- “Universities should not patent, only publish & teach”

- “If you generate IP, it should always be protected by filing a patent application”

- “Universities cannot co-operate with industry because they have different objectives”

- “Universities aught to take patents to earn licensing income to cover their R&D” (but: AUTM study)

General Misconceptions academia/industry


1. Communication!

2. Differences in Management culture

3. Different timelines (days, years)

4. different Expectations (%, €)

5. Lack of insight in business development in

academia

6. Insufficient capacity (€, investment) to deliver

7. Organizational capacity (signing contracts,

infrastructure)

PLUS: beware of International differences:

financial, cultural and legal frameworks differ !

Academia-Industry Cooperation: other Challenges


Who gets in first?


Negotiations !


IPR basic rules

Definitions

Background: Information which is held by participants prior to their

accession to the grant agreement, as well as copyrights or other

intellectual property rights pertaining to such information, the application

for which has been filed before their accession to the grant agreement,

and which is needed for carrying out the project or for using foreground

Foreground: The results, including information, whether or not they

can be protected, which are generated under the project. Such results

include rights related to copyright, design rights, patent rights, plant

variety rights or similar forms of protection

97

IPR issues in Collaborative projects


Background Knowledge

Results

(foreground Knowledge) Revenue sharing

3rd party licensing

Access rights for

own use

Access rights for

commercial use

IPR: patents, licenses, models, authorship, copyrights, TMs, dbases,

materials, etc (confidentiaity issues, material/ data transfer issues)

Excluded, - list Included, + list

98

TIP: common issues in Academic

collaborations:

•Confidentiality (conferences, students, temp staff,

patenting)

•Protect vs time to publish (permission)

•Material transfer issues

•Lab records (signatures, consistency)

•Quality control issues (originan data, consistency,

security)

•Ethics (access vs privacy, animal and human rights)



Governance and IPR issues

http://www.ipr-helpdesk.org or

http://ec.europa.eu/research/participants/portal/desktop/en/funding/r

eference_docs.html follow links to Legal documents and then to

Annotated Model Agreement and various Consortium agreements.

Several models available (e.g. from DESCA2) each with multiple

options

Don‟t mix paragraphs from one model into another one

http://www.innovation.gov.uk/lambertagreements/

http://www.european-patent-office.org

Proceed according to good practise in the field:

www.Responsible-partnering.org => see guidelines in package

http://www.ipr-helpdesk.org/



http://ec.europa.eu/research/participants/portal/desktop/en/funding/reference_docs.html

http://ec.europa.eu/research/participants/portal/desktop/en/funding/reference_docs.html

http://www.innovation.gov.uk/lambertagreements/

http://www.european-patent-office.org/





http://www.responsible-partnering.org/




Helpsources IPR:

research, innovation and society impact

Documents