and health promotion. The requirement for custom-built products and services (individualisation of care) and real-time delivery (to improve customer satisfaction.
Strengthening health systems through ICT works for greater equity, solidarity, quality of life and health, and ultimately contributes to the goal of poverty reduction.
Planning must also include the managerial issues and changes in work patterns and procedures which are inevitable,
as is increased an documentation workload for staff and direct healthcare professionals. Other issues to be addressed include training, physical security and confidentiality of patient-related data.
Promotion of education, training, and national planning capacity in information systems and technology Convening groups for the implementation of standards Providing continuity of funding Ensuring the equitable distribution of resources,
and national regulatory framework in developing countries are adapted not to problem-oriented, interdisciplinary, rapidresponse collaborative technical work,
and healthcare applications, present possible challenges to developing countries of flight of capital, tax evasion and employment reduction by offshoring.
As key components of NEMO's work for museums and museum professionals of Europe, these topics also significantly shaped the issues explored at NEMO's 21st Annual Conference in Bucharest, Romania, from November 1-3 2013;
This dialogue also helped NEMO to further develop strategic argumentation for its work of promoting the value of museums to society,
Julia Pagel, NEMO Project Manager Kelly Donahue, NEMO Executive Assistant 8 While the Internet's democratic potential has created corresponding demands and great opportunities,
external companies and experts. 3. Obtain Museums today must not only create digital objects themselves, but also obtain the metadata via analogue objects
therefore not simply to situate'digital'as a discrete area of work, but to look at a whole organisation
The organisational mission-the strategy which drives a museum's work The policies and plans a museum has in place The collections (physical and digital)
and values of a museum's staff The services a museum manages The business model of a museum The way a museum communicates
Staff-mobile technologies in museums require staff to'think digitally 'and to apply this mindset across all aspects of their work.
Sustainability-each project must be sustainable in the long term. Thus, it is often best if the project is part of a wider programme of work.
Planning for success In addition to creating an engagement strategy, there are several other factors museums must address
whether those are its staff and their expertise, monetary funds for initial and continued development or the technical infrastructure needed to manage
and promotion-whatever a museum produces, it will be wasting its time and resources if it does not actively engage in marketing these new projects and services to its public.
The marketing needs to involve as much creative thinking as the development of the mobile offer itself to ensure that the right method of promotion is used
such as orphan works and privacy, offers possible solutions and takes a look at how these issues will play out on the EU level in the future.
Orphan works regulation-is being finalised at the EU level and will significantly affect the museums, libraries and archives sector.
the EU Directive on orphan works is currently being adopted by the Member States. Greece's Minister of Culture has presented also an amendment proposal to the EU Parliament that should be adopted in the following months.
The future compatibility of EU Member States'national legislation will boost the use of orphan works in the digital environment in the next years.
Depending upon the definition of'orphan work'used, more than 50%of content owned by museums can be considered orphan works,
and under this assumption, the digitisation, dissemination and further exploitation of this content in the digital environment will be prominent.
''copyright unknown','orphan work'and'rights reserved'are understood by users. These are issues and terms that will be addressed in the near future.
Mr. Levä also examines various complex copyright law issues that pose significant challenges for museums-issues such as compensation, orphan works and unforeseen costs.
However, a lot of work is needed to change the way things are done and this will not be easy,
Museums have unforeseen costs due to orphan works, not least because they do not have enough information regarding to whom
This retrospective documentation and centralisation was done with the support of the local Leipzig employment centre,
which provided temporary staff for over fifteen years. Digitising the Stadtgeschichtliches Museum Leipzig. Volker Rodekamp 31 32 The entire process of collection management has now been changed
and additional staff to perform retrospective documentation. It has become clear that the broadened presence of the museum's collections on the Internet
Without additional staff and technical equipment, however, it will be a challenge to adequately serve these new requests
It is no longer only a matter of free entrance, simplification of contents, effective communication or good cultural promotion.
all members of staff personally contacted their colleagues, friends, associations and local communities-schools, families,
staff could be motivated and, most importantly, so that partial results could be communicated in a transparent and efficient manner to the public,
it also knew that it could count on the considerable work of community building that it had carried out since 2009.
and lastly, the massive amount of work carried out through the online community. All of these had paved the way for the success of the crowdfunding campaign by creating a sense of community that generated an emotional connection that people feel
promotion of know-how; education; and the digital community; 2. Sustainable development-the'green'economy; low carbon emissions;
3. Inclusive growth-enlarged labour market and specialisation; war against poverty; a high employment economy delivering social and territorial cohesion.
Tracking the progress of growth within each priority area will be evaluated against five measurable headline EU-level targets,
Employment-raising the employment rate for women and men aged 20-64 to 75, %including through the greater participation of young people;
However, if all revolves around the economy 49 and job creation, and the word'culture'is mentioned hardly in the EU 2020 Strategy,
For too long society has surrendered to a short-term approach to work, to politics and even to private life.
Moreover, long-term unemployment is dramatically impacting large groups of younger generations that find increasing challenges in building their future
and traditional job descriptions are becoming scarce. Most of these conditions are irreversible. There is no going back.
Mr. Negri is a member of the Scientific Committee of the Museum of the Cathedral (Museo del Duomo) of Milan and the Scientific Director of the Executive Master Course in European Museology, IULM University, Milan.
a UK based not-for-profit organisation that works with a network of 23,000 museums to open up their collections for discovery and use.
and received a doctorate with a study focusing on the influences of structural changes on traditional labour work in the 20th century.
He is a member of multiple scientific organisations and professional associations such as the Institut für sächsische Geschichte und Volkskunde e. V.
She has also been an Executive Board member of NEMO since 2008 and since 2012, a jury member of the Children's Museum Award.
She is one of the European Museum Academy experts and a member of ICTOP (ICOM Committee Training Personnel.
the Azerbaijan's Copyright Office and the Copyright Agency of the Republic of Armenia in matters including technical means for protection and management of intellectual property rights of digital works,
Jorge Wagensberg has published over a hundred research works in fields as wide-ranging as biophysics, entomology, mathematics, microbiology, palaeontology, philosophy of science, scientific museology and thermodynamics.
He is also an associate of the European Expert Network on Culture and an appointed expert on culture and adult education by the European commission.
Horizon 2020 dedicated Expert Advisory Group on Innovation in SMES Consultation on the EU Strategic Work Programme 2016-17 Final Report to the European commission July 2014
Horizon 2020 Expert Advisory Group Innovation in SMES: Consultation on Next EU Strategic Work Programme 2016-2017 ii Contents Executive Summary...
iii 1. Introduction...1 2. Challenges and Trends for Innovation-Driven SMES...5 3. Gaps and Bottlenecks in SME Management of Innovation...
Members of the dedicated Expert Advisory Group on Innovation in SMES...29 Horizon 2020 Expert Advisory Group Innovation in SMES:
Consultation on Next EU Strategic Work Programme 2016-2017 iii Executive Summary Small and medium enterprises (SMES) are vital to the European economy and a key focus
for innovation support. In the past decade, the European union's support for innovation in SMES has risen. Budgets are up,
In this Consultation Paper on the next EU Strategic Work Programme 2016-2017, the Expert Advisory Group (EAG) on Innovation in SMES focuses on innovation-driven SMES in all sectors.
Horizon 2020 Expert Advisory Group Innovation in SMES: Consultation on Next EU Strategic Work Programme 2016-2017 iv Key Messages and Recommendations 1) Ensure the strategic evolution of the SME Instrument:
The launch of the SME Instrument is a highly significant development in the way Europe supports
setting up a pool of independent due diligence experts; deploying Phase 1 coaches to support the due diligence process;
and a special expert panel to oversee the process. Rec 4. 5) f. Develop and implement a communications strategy
Despite protracted efforts, public Horizon 2020 Expert Advisory Group Innovation in SMES: Consultation on Next EU Strategic Work Programme 2016-2017 v procurement has yet to become an effective channel in bringing innovative solutions to market.
Innovation networks, clusters and other linkages are‘orthodoxy'in policy circles, but have yet to gain traction‘on the ground'.
Horizon 2020 Expert Advisory Group Innovation in SMES: Consultation on Next EU Strategic Work Programme 2016-2017 vi a. In collaboration programmes, prioritise areas with clear SME interest and potential, such as nano, healthcare and ICT;
and target marketing and communications efforts to draw them into collaborative Horizon 2020 projects. Rec 6. 1) b. Pursuing a more bottom-up approach to calls under the SME Instrument
Rec 6. 4) Horizon 2020 Expert Advisory Group Innovation in SMES: Consultation on Next EU Strategic Work Programme 2016-2017 1 1. Introduction Small and medium enterprises (SMES) are vital to the European economy and a key focus
for innovation support. In the past decade, the European union's support for innovation in SMES has risen. Budgets are up,
European commission Report June 2013. http://ec. europa. eu/research/smetechweb/pdf/sme participaton in fp7 june 2013. pdf#view=fit&pagemode=none Horizon 2020 Expert Advisory Group
Consultation on Next EU Strategic Work Programme 2016-2017 2 sectors involved in developing new products
and small midcaps EU equity is available via risk capital funds that have signed (up to 499 employees) an agreement with the European Investment Fund (EIF).
Set under the Operational Programmes of the Member States European Social Fund The ESF supports policies and priorities related to employment, education and training,
This may include human resources development activities that enhance SME competitiveness. Set under the Operational Programmes of the Member States H2020-Marie Sklodowska Curie Actions Via the RISE scheme
part of the Marie Sklodowska Curie Actions, SMES may benefit from international and intersector collaboration through researchand innovation staff exchanges.
and EU funding €336m earmarked from COSME All budget figures in current prices Horizon 2020 Expert Advisory Group Innovation in SMES:
Consultation on Next EU Strategic Work Programme 2016-2017 3 For innovation-driven, growth-oriented SMES2, high expectations are being placed on the SME Instrument as a new approach
Our Consultation Paper The Expert Advisory Group(‘EAG')on Innovation in SMES is one of a series of advisory groups setup by the European commission to advise on priorities for Horizon 2020.
The EAG comprises 19 independent experts drawn from the public and private sectors and civil society (see list of EAG members in Annex 1). As part of its remit,
'Horizon 2020 Expert Advisory Group Innovation in SMES: Consultation on Next EU Strategic Work Programme 2016-2017 4 Box 1:
Questions Framing the Consultation on The next EU Strategic Work Programme Our emphasis in bold Question 1:
What is the biggest challenge for innovation driven SMES which requires immediate action under the next Work Programme (2016-2017)?
Question 2: What are the key trends shaping the environment for innovation driven SMES? Question 3:
Where do you see the most potential for SMES to innovate through cross-fertilisation when looking at the H2020 Work Programme structure,
Horizon 2020 Expert Advisory Group Innovation in SMES: Consultation on Next EU Strategic Work Programme 2016-2017 5 2. Challenges and Trends for Innovation-Driven SMES The innovation environment for SMES is shaped by both long-term global challenges
and shorterterm market trends affecting how business is done. The global challenges are well known and well documented,
while favouring employment and social inclusion at the same time. Technological and economic growth must be inclusive and accessible to those who need it.
November 2012. http://files. gereports. com/wp-content/uploads/2012/11/ge-industrial-internet-vision-paper. pdf Horizon 2020 Expert Advisory Group Innovation
Consultation on Next EU Strategic Work Programme 2016-2017 6 All of these global challenges present major new business opportunities for SMES,
and energy solutions that will be difficult to meet with approaches used in US/EU. 5 Wohlers & Caffrey, 2013. http://wohlersassociates. com Horizon 2020 Expert Advisory Group Innovation in SMES:
Consultation on Next EU Strategic Work Programme 2016-2017 7 rather than just following the global trends.
For innovation-driven SMES, open source and co-creation are Horizon 2020 Expert Advisory Group Innovation in SMES:
Consultation on Next EU Strategic Work Programme 2016-2017 8 the basis for the development and exchange of knowledge.
Horizon 2020 Expert Advisory Group Innovation in SMES: Consultation on Next EU Strategic Work Programme 2016-2017 9 3. Gaps and Bottlenecks in SME Management of Innovation The strength of SMES lies in their agility, imagination
and customer interaction. They are principal agents in translating technology to new sectors, industries and markets.
which is considered superior to Horizon 2020 Expert Advisory Group Innovation in SMES: Consultation on Next EU Strategic Work Programme 2016-2017 10 the standard QWERTY system,
but has broken not through because all keyboards in the world would have to be replaced and everybody would have to learn to type again.
The EAG's work here overlaps with that of the Advisory Group on Access to Risk Finance.
Horizon 2020 Expert Advisory Group Innovation in SMES: Consultation on Next EU Strategic Work Programme 2016-2017 11 Box 2:
Bridging the Liquidity Gap In our example the capital requirement for the new project is €2. 000 K,
Expert Advisory Group Innovation in SMES: Consultation on Next EU Strategic Work Programme 2016-2017 12 4. Evolution of the SME Instrument As the flagship SME initiative under H2020, it is essential to consider how the SME Instrument
should evolve in future years. The introduction of the SME Instrument has brought high expectations. As noted in the Introduction,
The Innovation EAG & the Access to Risk Finance Group will address this Horizon 2020 Expert Advisory Group Innovation in SMES:
Consultation on Next EU Strategic Work Programme 2016-2017 13 special issue in their newly formed common working group
o Establish a pool of qualified independent due diligence experts to support H2020 Phase 2 funded projects.
however, that such experts are in short supply and will need to be rewarded properly. o Deploy Phase 1 Coaches to support investors.
Further work will be necessary to identify the most appropriate and cost-effective solution, or mix of solutions.
In addition, we note that these operational measures should supplement Horizon 2020 Expert Advisory Group Innovation in SMES:
Consultation on Next EU Strategic Work Programme 2016-2017 14 efforts to better communicate the risk reduction potential of a Phase 2 grant (as mentioned above) as part of a coherent communications strategy
establishing a pool of independent due diligence experts; deploying Phase 1 coaches to support the due diligence preparation process;
Furthermore, the Commission should consider the creation of a European Hub for Excellence in high-value coaching services and coaching experts.
693 valid datasets of European SMES with 250 employees or fewer shows that only 56.8 per cent of the SMES state that their vision is linked clearly to innovation.
4 february 2011,863 882 Horizon 2020 Expert Advisory Group Innovation in SMES: Consultation on Next EU Strategic Work Programme 2016-2017 15 different technologies,
and/or in commercialisation of breakthrough innovation. Coaches admitted to the platform would be trained further and certified as accredited members of the European Coaching Hub.
by the time the next Work Programme is adopted, the SME Instrument should have: o A targeted communications campaign for skilled evaluators with a relevant business background:
Horizon 2020 Expert Advisory Group Innovation in SMES: Consultation on Next EU Strategic Work Programme 2016-2017 16 o The Commission is advised to consider
if there could be need a for an expert panel of‘super-evaluators':'These‘gurus'in entrepreneurship and investing could help the Commission vet prospective evaluators,
This should include, in time for the next Work Programme: procedures for vetting, training and monitoring of evaluators;
and a special expert panel to oversee the process. Managing expectations: acceptance as a badge of success. Around 10-15k applications per annum are expected eventually under Phases 1 & 2,
Develop and implement a communications strategy and professionalized communications campaign for the SME Instrument that addresses the Horizon 2020 Expert Advisory Group Innovation in SMES:
Consultation on Next EU Strategic Work Programme 2016-2017 17 needs of applicants, the media, the Member States and other stakeholders.
Horizon 2020 Expert Advisory Group Innovation in SMES: Consultation on Next EU Strategic Work Programme 2016-2017 18 5. Policy Actions to Drive Innovation Taking into account the challenges
and bottlenecks highlighted above, a wide range of policy actions can be envisaged that will contribute to improve the innovation environment in innovation-driven SMES:
/pre-commercial-procurement Horizon 2020 Expert Advisory Group Innovation in SMES: Consultation on Next EU Strategic Work Programme 2016-2017 19 between customers/users and suppliers.
As such, it resembles more open innovation processes (e g. crowdsourcing) than traditional closed procurement processes. Innovation in Procurement:
Horizon 2020 Expert Advisory Group Innovation in SMES: Consultation on Next EU Strategic Work Programme 2016-2017 20 together suppliers and users to jointly develop innovative research-based solutions,
but with a more commercial orientation (i e. closer to the market). Global and corporate players could be involved in co-funding projects,
Horizon 2020 Expert Advisory Group Innovation in SMES: Consultation on Next EU Strategic Work Programme 2016-2017 21 While the need for such linkages is accepted well in policy circles,
experience‘on the ground'shows that barriers still remain: too few research institutions engage with entrepreneurs effectively;
not simply an employment scheme for second class innovation advisors (as sometimes appears to be the case.
IP strategy and IP licensing training for SME advisers, coaches and managers, filling the gap between the elite commercial services and the basic IP training Horizon 2020 Expert Advisory Group Innovation in SMES:
Consultation on Next EU Strategic Work Programme 2016-2017 22 and support currently on offer.
This is especially important for high-tech innovationdriven SMES, as it has a direct impact on the company valuation in the end.
/innovation/files/design/design-for-growth-and-prosperity-report en. pdf Horizon 2020 Expert Advisory Group Innovation in SMES:
Consultation on Next EU Strategic Work Programme 2016-2017 23 development, marketing, end-of-life),
employment and competitiveness indicators; for example measuring depth, breadth and speed of innovation spread, in line with ongoing related EU works16 and regional initiatives17.
Expert Advisory Group Innovation in SMES: Consultation on Next EU Strategic Work Programme 2016-2017 24 6. Synergies for SMES in Horizon 2020 Structural limitations need to be addressed in order for SMES to realise their full potential
within H2020: In theory, the structure of Horizon 2020 ought to be ideal for SMES. Its seven broad‘Societal Challenges'provide wide-open targets for innovation-driven SMES to propose blue-sky solutions,
'in applying for support applicants are directed/constrained to specific sectors/technology areas set out in the relevant work programme.
May 2014. http://ec. europa. eu/research/sme-techweb/pdf/volume i smes in fp7-may2014. pdf Horizon 2020 Expert Advisory Group Innovation in SMES:
Consultation on Next EU Strategic Work Programme 2016-2017 25 on the other hand, is based on customer needs,
development of the 2016-17 Work Programme here should include a specific exercise identifying SME populations, by country and specialty,
For the other challenges, enabling Horizon 2020 Expert Advisory Group Innovation in SMES: Consultation on Next EU Strategic Work Programme 2016-2017 26 technologies like ICT can be relevant to all.
While not excluding effort in other SME sectors, efforts should be redoubled in those areas where FP7 was already showing some traction.
Experts allocated to each theme should have a professional background and practical experience in the area concerned.
The Marie Sklodowska Curie Actions, for example, are accepted a very well means of offering training and career development.
Furthermore, most of them are now well Horizon 2020 Expert Advisory Group Innovation in SMES:
Consultation on Next EU Strategic Work Programme 2016-2017 27 established and should be able to look at (for them) less-pressing issues like SME participation.
and grants process in the new Work Programme from the point of view of SMES. These recommendations will become urgent as the Commission starts planning the Fast Track to Innovation,
pg=publications Horizon 2020 Expert Advisory Group Innovation in SMES: Consultation on Next EU Strategic Work Programme 2016-2017 28 heavily influenced by national/local market conditions,
makes it essential that the Member States and regions share their knowledge and experiences. The EU should play a more high profile role in coordinating
May 2014. http://ec. europa. eu/research/sme-techweb/pdf/volume i smes in fp7-may2014. pdf Horizon 2020 Expert Advisory Group Innovation in SMES:
Consultation on Next EU Strategic Work Programme 2016-2017 29 Annex 1: Members of the dedicated Expert Advisory Group on Innovation in SMES EAG Chair:
Mr Uffe Bundgaard-Jørgensen Investornet EAG Members: Mr John Ackerman NILU Mr Paulo Andrez EBAN Mr Marc-Michael Bergfeld Courage Partners Ms Dominique Boudin Chamber of commerce and Industry Grand
and ingenuity, exposed them to content experts and real-world examples of classroom lessons, help them become civically engaged,
This type of education appears more like home schooling or apprenticeship, in which students decide the terms
Employment opportunities are changing. Education needs to facilitate teaching knowledge but there is a general consensus emerging in that we need a better way to prepare young minds for an uncertain future.
and job creation and to the achievement of the digital single market through the increasing offer of new and innovative online products and services.
1 According to the European Competitiveness Report 2010, creative industries account for 3. 3%of EU GDP and 3%of employment in the EU. 2 OJ C 297,7. 12.2006, p
-the valuable work done by Europeana, by the Member States'institutions and national aggregators contributing to Europeana in terms of content and coordination;
and online availability of out-of-commerce works and to take the necessary measures to provide for the required legal certainty in a national and cross-border context;
6 On 20 september 2011 a Memorandum of Understanding on the Key Principles on the Digitisation and Making Available of Out-of-Commerce Works was signed in Brussels by stakeholders'representatives,
and indicative timetable The suggested table of activities and objectives is an indicative roadmap for work by Member States in the years 2012-15.1.
and online accessibility of out-of-commerce works 11 These conclusions do not prejudge the negotiations on the next Multiannual Financial Framework. 8832/12 MM/ag/mj 9 ANNEX TO ANNEX DGE-1c
taking into account the indicative targets for minimum content contribution to Europeana as set in Annex II to the Commission Recommendation 2011/711/EU Making a wide selection of works
It has been prepared by independent external experts, who provide evidence based analysis of the national Research
and fragile, financially and technologically weak indigenous SMES, on the other. 3. Insufficient quantity and supplement of human resources for R&d and innovation.
40 5. 3 An open labour market for researchers...41 5. 4 Gender equality and gender mainstreaming in research...
The most important objective of the Hungarian economic policy is supporting the economic growth and increasing of the employment.
in addition to the tax incentive for employment of Phd Researchers at companies that was introduced in January 2013
Venture capital as%of GDP (Eurostat table code tin00141) 0. 001 0. 019 0. 031 0. 067 n. a. Employment in high-and medium-high-technology
manufacturing sectors as share of total employment 7. 9 8. 1 8. 5 n. a. 5. 6 3 OECD (2012) Education at Glance 2012.
OECD, Paris. 11 Employment in knowledge-intensive service sectors as share of total employment htec emp nat2 34.2 35.0 34.5 n. a. 38.9 Turnover from Innovation
%which is close to the EU-28 average (12.4%).12 The employment in high-and medium-high-technology manufacturing increased slightly between 2009 and 2012.
Also the employment in knowledge-intensive service sectors grew between 2009 and 2012 and the last figure (34.5%)is close to the EU-28 average (38.9%).
A new indirect measure was introduced in January 2013 that made the employment of researchers with a Phd title (up to salaries of €1,
Government indirect R&d funding includes tax incentives such as R&d tax credits, R&d allowances, reductions in R&d workers'wage taxes and social security contributions,
Improvement of competitiveness of firms and supporting job creation) and Priority 2 (i e. Development of the knowledge economy) explicitly focus on supporting business innovation.
reinforcement of high added value production and employment should be considered as a strategic objective, bearing in mind the development priorities of 17 the National Development Concept,
i) Economic Development and Innovation OP (including the development of the creativity and the knowledge economy, support of innovation, R&d and ICT), ii) Human resources Development OP (development of the education and culture infrastructure,
and iii) Competitive Central-Hungary OP (programmes supporting the development of the knowledge economy, social integration and employment).
As for the nationally funded support schemes, one of the basic principles of the Law on Research and Technological Innovation (Act CXXXIV of 2004) was financed that publicly STI policy measures shall regularly be evaluated by independent experts.
New operational programmes for the planning period 2014-2020, more specifically the Economic Development and Innovation Operative Programme as well as the Human resources Development Operational Programme.
This governing body consists of experts coming from the business, scientific and government sector and has the role to provide strategic advice for the planning and completion of the S3 strategy before government approval.
This ambition is served decisively by resources for RDI, SMES and competitiveness, employment and low carbon economy thematic objectives.
The main observations and findings of the analysis addressed mainly macroeconomic, fiscal and labour market issues,
With regards to budget allocation, the higher education sector will receive HUF196. 6 billion (about €665m) in 2014 according to the Ministry of Human resources that is a 12.6%increase compared to 2013.24 3 PERFORMANCE OF THE NATIONAL RESEARCH AND INNOVATION
Businesses have maintained their position as the largest employer of FTE researchers and reached 55.9%of the total in 2012,
Since 2009, the share of FTE researchers in total employment increased from 0. 53%to 0. 61%in 2012,
while the share of all FTE R&d employees did so from 0. 79%to 0. 92%in the same period.
Apart from increasing employment of researchers in the workforce, the share of R&d investments grown from 0. 75%to 1. 33%in total investments between 2009 and 2012.
%)(IUS, 2013) The relative strengths of the Hungary are in human resources and economic effects (i e. medium and high-tech product as well as knowledge-intensive services exports.
Growth performance in human resources, intellectual assets and economic effects is above average and in firm investments and innovators well below average.
Human resources New doctorate graduates (ISCED 6) per 1000 population aged 25-34 0. 9 1. 5 7. 5%Percentage population aged 25
experiences as well as material and human resources needed for bringing innovative products, technologies and services successfully to the market.
and project work is used not frequently neither in secondary nor in higher education. Entrepreneurship education and training is not available in the curricula apart from these specialisations at dedicated faculties;
and supplement of human resources for R&d and innovation The future of R&d and innovation activities is predetermined by the quality and quantity of scientists and engineers,
it is primarily the highly qualified, young workers, especially those with S&e degrees that are overrepresented within the group of Hungarians working abroad.
and keeping well trained professional employees. In conclusion, no‘quick fix'of the Hungarian STI governance system and institutional framework seems possible by taking into account of the above described shortcomings. 3. 3 Meeting structural challenges The overall paradoxical feature
and supplement of human resources for R&d and innovation-The quota for publicly financed students enrolled at S&e faculties has been increased.
Apart from this figure, it should be mentioned that human resources in science and technology (HRST) as a share of the economically active population in the age group 25-64 is lower (35.4%)than the EU-28 average of 42.9%(Eurostat, 2012 figures).
Businesses have maintained their position as the largest employer of (FTE) researchers since 2006, reaching 55.9%in 2012,
The fine-tuning of the law on higher education (Act CCIV. of 2011) is under way based on a strategy consultation process launched by the Ministry of Human resources in May 2013.
13 Hungarian universities and research organisations declared the implementing the European Charter for Researchers and the Code of conduct for the Recruitment of Researchers.
As regards to the support of researcher's career development, the largest PRO in Hungary, the Hungarian Academy of Sciences (MTA) published the Momentum programme for excellence for the fifth time in 2013.
and provides modern working environment for more than half a thousand researchers. The volume of the investment was €32. 7 m (HUF9. 5 billion.
The New Hungary Enterprise Promotion Loan Programme scheme provides preferential loans to micro, -small-and medium-sized enterprises with the aim of enhancing their roles in employment,
strengthening their innovation and supplier activities and to contribute to their environmental and health-related investments.
According to the president of the MTA, the intention behind of this initiative is to attract the most outstanding experts,
This is the second time MTA's President has announced a competition to invite prominent international experts to Hungary.
As a result of the"Invitation 13"competition the guest researchers selected from among the most acclaimed experts around the world are going to spend 3 to 10 months in Hungary.
000) to assist their stay and scientific work in Hungary. The Hungarian Government announced a new grant scheme called Stipendium Hungaricum in July 2013 to attract foreign students to Hungarian higher education institutions.
According to the information obtained from the State Secretariat for Higher education of the Ministry of Human resources, ASEAN (Association of Southeast Asian nations) member states, China,
and should be further expanding to achieve a critical mass of initiatives. 5. 3 An open labour market for researchers Incoming
The Hungarian Rectors Conference called the attention of the rectors in January 2013 to join to the Code of conduct for the Recruitment of Researchers that aims to improve recruitment,
Nevertheless, the restoration of the same position after maternity leave is safeguarded no longer by the general provisions of the Labour Code changed in July 2012.
The employer can quit the employee in case the previous position terminated or the employer cannot offer similar position to the person coming back from maternity leave
and the person rejects the offered new position. At the same time the employer is obliged not to extend the employment period of a fixed-term contract.
Gender quotas have been discussed in various areas in order to reduce the gap between the representation of men and women in various professions and bodies,
According to this decree, the researchers and employees of the MTA-including researchers of the subsidised research units
List of Hungarian Scientific Works, MTMT in Hungarian) of the Hungarian Academy of Sciences'Library.
AND INNOVATION SYSTEM Feature Assessment Latest developments 1. Importance of the research and innovation policy(+)The government considers the promotion of research
therefore they often go to (multinational)(+Draft Science Policy Strategy 2014-2020(+)Draft Higher education Strategy(-)Low number of institutions signed the Code of conduct for the Recruitment of Researchers
Main changes Brief assessment of progress/achievements 1 Member State Strategies for Researchers'Training and Employment Conditions(+)New Higher education Strategy(+)Campus Hungary programme
academic and administrative staff exchange(-)National budget for higher education has decreased(+)Clear employment conditions(+)New collaboration agreements
and institutional assessment is carried out by panels consisting of domestic experts and doesn't follow international peer review criteria 2. Optimal transnational co-operation and competition Action 1:
and the Momentum programme of the Hungarian Academy of Sciences(-)No action or initiative could have been identified that support the introduction of foreign experts in peer reviews.
An open labour market for researchers Action 1: Remove legal and other barriers to the application of open,
transparent and merit based recruitment of researchers(-)Draft Higher education Strategy(-)The foreseen modification of the Act on Higher education doesn't provide criteria for open,
transparent and merit-based recruitment(-)Low salaries in international comparison doesn't attract many foreign researchers Action 2:
and policy environment and provide incentives(+)National Strategy for the Promotion of Gender Quality 2010-2021(+)The National Strategy for the Promotion of Gender Quality aims to increase the proportion of women in leading positions,
Ensure that at least 40%of the under-represented sex participate in committees involved in recruitment/career progression
Comprehensive assessment study about the operation of the Research and Technology Innovation Fund (KTIA) 01.01.2004-31.12.2009 Executive summary Government (2007:
Statistical Yearbook of Education 2011/2012, Ministry of Human resources, Budapest. Havas, A. 2010: ERAWATCH Country Reports 2009, Analysis of policy mixes to foster R&d investment and to contribute to the ERA:
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