Innovasjon Norge

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Innovasjon Norge

• Jan Børre Rydningen
• Spesialrådgiver
• jaryd_at_innovasjonnorge.no
• 90136995

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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

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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.

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Formål og Visjon

• 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

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En kunde-nær organisasjon

En markedsnær organisasjon
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EØS-rammeverket

• Bagatellmessig støtte (EI)
• SMB-støtte (E)
• Støtte til opplæring (Ei)
• Støtte til FoUoI (EI)
• Regional støtte (EI)
• Investering (E)

• Krisestøtte er ulovlig dvs. når
• 50 av egenkap. er tapt
• derav 25 siste året
• MEN, vi kan opptre som rasjonell kreditor

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Støtte til FoUoI (IFU/OFU-knaggen)

• 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
• gt inntill 75
• Utvikling før kommers.
• gt inntill 50 (60)
• Skiller mellom små (lt50), mellomstore (lt250) og
  store (gt250)

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IFU/OFU - Projects
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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
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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.
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IRD-contracts creates a win-win situation

• 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

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From idea to market
Pre-commercial development IRD-contracts
Commercial phase
Grants to RD-projects are limited by the state
aid rules of the European Union
Idea/ feasibility study
RD prototype
Industrial prototype/ pilot
Volume production
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IRD-contracts in the innovation process
Seed Capital
Commercial sources
Stipends
Risk loans
IRD-contracts
International Growth
Non commercial sources
RD grants
Regional development grants
Tax-incentives
Tax deducation scheme (Skattefunn)
Idea
Development
Commercialization
Growth
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In 2008 Innovation Norway will invest 250 million
NOK in IRD-contracts
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Commercialization
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Commercialization through supplier
Customer
Reference
Project
Supplier
Market

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The demanding customer provides market access
Customer
Market
Project
Supplier

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Commercialization through third party
Customer
Market
Project
3. party
Supplier

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Shared commercialization
Customer
Market 1
Project
Market 2
Supplier

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Evaluation
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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
wouldnt have carried out the projects without
the support from Innovation Norway!
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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
  Norways most successful support schemes
  encouraging both innovation and
  internationalisation at the same time.

Source Supporting the internationalisation of
SMEs, European Comission 2008
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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 .
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Why is the grant scheme as success?

• Demand driven innovation
• Binding agreement on RD collaboration based on a
  win-win situation
• High demands on the ability and capacity of the
  Norwegian supplier

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Conditions
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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

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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.

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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

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Assessment criteria

1. Novelty / uniqueness
2. Degree of research and development
3. Market potential and profitability
4. Market knowledge business plans
5. Commercial and techonolgical risks
6. The involvement and role of the demanding
   customer
7. The relations between the supplier and the
   customer
8. 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
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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
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Company size and type of collaboration determines
support level
Size of company¹ Small lt50 Medium 50-250 Large gt250
Feasibility study 50 50 40
Projects 45 35 25
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 (lt 250 employees) or the
RD-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.
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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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