Innovasjon Norge

1. Innovasjon Norge Jan Børre Rydningen Spesialrådgiver jaryd@innovasjonnorge.no 90136995

2. ? Hva er Innovasjon Norge? • En julenisse? • En bank? • Et datingbyrå? • Et rådgivningsselskap? • En reiseoperatør? • En utdanningsaktør? • Et PR-byrå? • ….. og vanskelig å forstå seg på? • Svar: en partner for å utvikle suksessbedrifter

3. Statens Nærings- og Distriktsutviklingsfond Eksportrådet Statens Veiledningskontor for Oppfinnere Norges Turistråd Administrerende direktør Gunn Ovesen Direktør for reiseliv Per-Arne Tuftin Stab Finn Kr. Aamodt Divisjon UtlandSvein Berg Tjenester og programmer Hans Martin Vikdal Strategi og kommunikasjon Katinka G. Leiner Divisjon Norge Siri Bjerke 1. januar 2004 Innovasjon Norge • Stiftet 19. desember 2003 som særlovsselskap • Startet sin virksomhet 1. januar 2004 • Drøyt 750 ansatte med kontorer i alle landets fylker og mer enn 30 land. Hovedkontor i Oslo.

4. Visjon ”Vi gir lokale ideer globale muligheter” Formål Innovasjon Norge skal fremme bedrifts- og samfunnsøkonomisk lønnsom næringsutvikling i hele landet, og utløse ulike distrikters og regioners næringsmessige muligheter gjennom å bidra til innovasjon, internasjonalisering og profilering. Verdi KAN = Koplende, Ansvarlig, Nyskapende Innovasjon - vi ønsker fornyelse basert på mangfold. Entreprenør- skap - vi ønsker sterkere innovasjonstakt gjennom innovasjon i samarbeid – vi ønsker økonomisk vekst gjennom internasjonal konkurransekraft Veksti bedrifter Innovasjons-miljø Internasjonalisering Omdømmebygging Formål og Visjon

5. Rådgiving Kompetanse INs tjenester Nettverk Profilering Finansiering En kunde-nær organisasjon En markedsnær organisasjon

6. Bagatellmessig støtte (E&I) SMB-støtte (E) Støtte til opplæring (E&i) Støtte til FoUoI (E&I) Regional støtte (E&I) Investering (E) Krisestøtte er ulovlig – dvs. når: 50% av ”egenkap.” er tapt derav 25% siste året MEN, vi kan opptre som rasjonell kreditor EØS-rammeverket

7. Formål: FoU med henblikk på utvikling av nye produksjonsmetoder, produkter eller tjenester. (Skille mellom grunnforskning, industriell forskning, utvikling før kommersialisering) Elementer som kan inngå: Personalutgifter, Instrumenter (leie), Konsulentbistand, Direkte adm. kostnader, Andre kostnader Støtteintensitet: Industriell forskning; => inntill 75% Utvikling før kommers.; => inntill 50% (60%) Skiller mellom små (<50), mellomstore (<250) og store (>250) Støtte til FoUoI (IFU/OFU-knaggen)

8. IFU/OFU - Projects

9. Supporting a profitable partnership New or improved product/service/process/method Competent Norwegian supplier IRD-contract Demanding customer Innovation Competence Reference and/or market channel

10. Support scheme objectives • Promote the development of new products, services, processes or methods with an international market potential. • Upgrading skills and etablishing new relations (networking). • Strengthen the internationalisation of Norwegian Business and Industry • Trigger and release projects and private equity • Value creation in Norway N.B.! No thematic limitations or specific deadline for application.

11. Norwegian supplier: New product/new service Funding Market access Improved skills New relations Demanding customer: New technology Reduced risk/cost Competitiveness Improved skills New relations IRD-contracts creates a ”win-win” situation

12. From idea to market Pre-commercial development IRD-contracts Commercial phase Grants to R&D-projects are limited by the state aid rules of the European Union Idea/ feasibility study R&D prototype Industrial prototype/ pilot Volume production

13. IRD-contracts in the innovation process Stock Exchange Venture Capital & PE Business Angels Seed Capital Commercial sources Stipends Risk loans IRD-contracts International Growth Non commercial sources R&D grants Regional development grants Tax-incentives Tax deducation scheme (Skattefunn) Idea Development Commercialization Growth

14. In 2008 Innovation Norway will invest 250 million NOK in IRD-contracts

15. Commercialization

16. Commercialization through supplier Customer Reference Project Supplier Market

17. The demanding customer provides market access Customer Market Project Supplier

18. Commercialization through third party Customer Market Project 3. party Supplier

19. Shared commercialization Customer Market 1 Project Market 2 Supplier

20. Evaluation

21. Evaluation of 1200 projects 1995-2005: • 44% of supported projects are commercial successes and more than 75 % are technological successes. • The projects have contributed to a clear improvement of commercial and technical skills • There is a substantial increase in turnover and exports – the annual total turnover of the supported projects exceeds the total grant during ten years (1995-2005)! N.B.! More than 70 % the companies claim that they wouldn’t have carried out the projects without the support from Innovation Norway!

22. IRD presented as best practice for internationalisation by the EU • - ” There is a growing international awareness of the great business potential that lies in close cooperation between a supplier and a large demanding customer with a common interest — to develop a unique new product or service.” • - ”IRDCs are considered to be one of Innovation Norway’s most successful support schemes encouraging both innovation and internationalisation at the same time.” Source: ”Supporting the internationalisation of SMEs”, European Comission 2008

23. Characteristics of a successfull IRD-company • Many of the employees have higher education • High ability to innovate and/innovation strategy • Actively involving the partner in the project • Collaboration with a foreign company NB! 50 percent of the companies have less than 5 employees and 2/3 of the companies have existed less than 10 years .

24. Why is the grant scheme as success? • Demand driven innovation • Binding agreement on R&D collaboration based on a win-win situation • High demands on the ability and capacity of the Norwegian supplier

25. Conditions

26. Projects supported should; • generate state-of-the-art products or services • have a considerable (international) market potential • Accelerate the release of private equity and have a high degree of value added (additionality) • show a high degree of value creation in Norway

27. The application • The applicant – presentation of organisation, strategy, market, business model etc. • Finances – financial statement for the last 3 years • Agreement – enclose at least a MoU between supplier and customer. • Demanding customer– need for development? Why is this a demanding customer? Role and involvement in the project? • Presentation of the project – background, goals, novelty, cost, financing, organisation, management, time schedule etc. • Market conditions – market potential, competition, profitability, commercialization. • Project cost. Spesification of costs and financing of project.

28. The agreement • A legally binding agreement between the supplier and the customer • Regulating the collaboration – roles, commitments, IPR and rights to use the results • Responsibility of the partners, but must be approved by Innovation Norway • Documentation should be diveded in to one application and one contractual part • Binding agreement not necessary together with application, but before any payment • MoU should be attached to the application

29. Assessment criteria • Novelty / uniqueness • Degree of research and development • Market potential and profitability • Market knowledge – business plans • Commercial and techonolgical risks • The involvement and role of the demanding customer • The relations between the supplier and the customer • Value creation N.B.! In larger and more comlex projects Innovation Norway engage external expertise to assess the technological and commercial risks of the project

30. Innovation Norway can support 25-60% of the eligible costs of the Norwegian supplier • The public support is given to the supplier, normally a small or mediumsized company • Support is limited by the regulations of state aid for research and development. • The applicant should apply for ”Skattefunn” when possible. Innovation Norway Customer Supplier N.B.! The support is measured out according to the risk and the potential of the project

31. Company size and type of collaboration determines support level The aid can be increased by a bonus of 15 % if the projects involves a collaboration between at least two independent companies of which at least one is a SME (< 250 employees) or the R&D-activities are carried out in ar least two different EEA-countries. No single undertaking can bear more than 70 % of eligible cost. ¹ Definition is also dependent on the annual turnover or balance and ownership of the company.

32. Eligible costs • Personnel costs (hourly cost = 1,0 ‰ of annual salary) • Instruments and equipment¹ • Building and land¹, • Costs of market and contractual research, technical knowledge and patents etc. • Additional overheads and travel expenses • Other operating expenses ¹ To the extent and for the period used for the project N.B.! In case of a subsequent commercial use of demonstration, or pilot projects, any revenue generated must be deducted.

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