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EUROPEAN INSTITUTE FOR INNOVATION AND TECHNOLOGY (EIT)

The most recent Alpina Dialexis Book, dealing with Technology in Europe

1.The Commission’s official position

As President Ursula von der Leyen has “…because this crisis is different from any other, so must our next seven-year budget be different from what we know. We will need to frontload it so we can power investment in those crucial first years of recovery”

“We have to deliver on a European budget that is able:

– To invest in digital start-ups.

– To explore the potential of artificial intelligence.

– To anchor Europe’s position as the world’s leading research region.

– To offer young people a better future in all parts of Europe.

– To address the root causes of migration.

– To allow us to demonstrate solidarity in cases of humanitarian or natural catastrophes.

– To allow to build the European Union of Security and Defence.”

Against this background what sense does make a new regulation and a new agenda for technology which are approved during the Coronavirus crisis and without waiting for the new pluriannual budget?

The Joszef Antall Hall of the European Parliament

2. The Conference on the Future of Europe

The Conference on the Future of Europe shall decide first of all about the technological transition of Europe, which is not satisfactory at all, because the gap between Europe, from one side, and the US and China, from the other, is  growing and growing. Anticipating this discussion with a decision about EIT means trying to hide the real scope of the problem, so giving up for further even years to advance seriously on the path of a real technological recovery of European economy.

The Commission’s proposal goes on in this minimalistic mood, ignoring completely the tremendous need for guidance and for financing of new technologies, essential in this crucial phase of Europe’s history.

In fact, the approach followed up to now, where new technological developments in defence, aerospace, digital, biology, transportation, environment, communication, organisation, are so much dispersed as to result ineffective , has to be reconsidered thoroughly, with the idea of a sole planning organisation, common to EIB, Commission, Council, Member States, Regions, Companies and Cities, which may concentrate this huge effort of the few next years, for confronting, from one side, DARPA, and, from the other, “Made in China 2025” and now

Member States (e.g., Italy), are utilizing the opportunities and the challenges arising out of the Coronavirus crisis in a destructive way. The Italian “Immuni” App, which is in practice a copy of the Ant of Alipay, has left the European consortium and is boycotted by the Regions. The Union must stop all this, and provide for a European “Immuni”, under the control of the European Court of Justice and of  Europol!

3. China’s Standards 2035 and the digital Renminbi

The slow pace of Europe is striking as confronted with the one of China, in all possible areas, but especially in the ones of standardisation and of digital money.

China is set to release a new plan this year called “China Standards 2035” with the aim of influencing how the next-generation of technologies, from telecommunications to artificial intelligence, will work.

Experts describedstandards as something that can “shape the playing field and landscape for the future of these technologies.” China will have challenges dislodging the dominance of Europe and the U.S., experts said. This is the next step, following the “Made In China 2025″ global manufacturing plan — but this time, with a much larger focus on technologies that are seen as defining the next decade.

The telecommunications industry is a good example. New networks such as 5G aren’t just turned on. They take years of planning and development. Technical standards are created through collaboration between industry bodies, experts and companies.

Standards are one of the most powerful means of geopolitical dominance. The US, under the guidance of President Hoover, who was an expert in standardisation, imposed worldwide its standard, anticipating post WWII global dominance. The USSR had rigorously different standard from the US ones.

Major American and European technology companies, such as Qualcomm and Ericsson, have been part of standards setting across various industries. But China has played an increasingly active role in the past few years.

In March, Beijing released a document which translates as “The Main Points of National Standardization Work in 2020.”

In short, the 2020s may see a contest between major powers that see the digital currency space as a means to gain an advantage. China, at the moment, seems to be taking the lead on this front.

China has rolled out a digital currency trial in Xiong’an, an area southwest of Beijing in the Hebei province McDonald’s and Subway are reportedly two American firms among 19 companies participating in the trial.

The announcement of that pilot program, which appeared to focus on retail and catering, follows another recent test in Suzhou where the digital yuan was being used to give subsidies to local workers for transport. Further tests will be done in Shenzhen and Chengdu and ahead of the 2022 Winter Olympics in Beijing. 

There was some concern that the coronavirus pandemic had derailed the PBOC’s digital currency plans. But earlier this month, an official at the bank told reporters that it was pushing ahead with its original plan.  Monetary authorities look to innovate in the face of competition from China and Facebook’s digital currency called libra, which since it became public, has run into a number of problems.

In both cases, Europe’s silence is striking.

Our book strives to awaken the Europeans’interest for these matters.

Also China and USA have Coronavirus, but this does not hinder them to think, sometimes, also of other matters. How not to raise the doubt  that we have nobody entrusted with the task of thinking to the future shape of the world. The so vituperated European officials are less numerous than the civil servants of a city like Torino. How could they take care effectively of European Identity and anti-Covid masks, of Euro and of fake news, of SME and PME, of the Green New Deal and of the national budgets, of PESCO and of minority rights,  of Eurocurrencies an of the Rule of Law…?

4.The book “The European Technology Agency”

For the above purposes, we  are publishing just now the book of Riccardo Lala, “The European Technology Agency, with a proposal of Associazione Culturale Diàlexis for the Conference on the Future of Europe”, which we hope will be read and considered in time by European legislators, since it includes a coordinated study, comprehensive of an articulated proposal for the Conference. We have sent the book to the relevant commissioners, members of parliament and national politicians, urging them to consider the arguments and the proposals contained in it. Finally, we are also preparing a second book, devoted to a debate among intellectuals, politicians, European Movements and civil society, on technological humanism in Europe after coronavirus. We hope we will receive contributions from everybody, in time for influencing the ongoing debates.

We will follow up the matter during the next few months, for checking that the political agenda will keep into account the coordination among coronavirus crises, structural European crisis and the new multiannual budget. This attention will also be at the centre of the commemoration of the 70  Years of the Schuman Declaration and of 2500 years of the battles of Thermopyles and Salamina, from 9 may to the first days of September.

We will also publish the letters to European leaders, as well as selected pages of the book, so that European public opinion may shape its own opinion on what is going on.

We hope that these events will generate a cultural movement transforming the attitude of the European establishment, which will be much more focussed on a coordinated and urgent technological change.

We will publish in the following days , in “Tecnologies for Europe”, in “Turandot” an Da Qin, the letters sent to the different authorities on this issue

5. The Commission’s proposal (annexes)

Brussels, 11.7.2019 COM(2019) 330 final ANNEX.

ANNEX to the Proposal for a Decision of the European Parliament and of Council on the Strategic Innovation Agenda of the European Institute of Innovation and Technology (EIT) 2021-2027: Boosting the Innovation Talent and Capacity of Europe {SEC(2019) 275 final} – {SWD(2019) 330 final} – {SWD(2019) 331 final}

ANNEX

Table of contents

1. Introduction

1.1. The EIT: a fundamental EU innovation instrument 

1.2. Key strengths

1.3. Key Challenges

2. Raising the bar: the EIT in 2021-2027

2.1. Objectives

2.2. Positioning in Horizon Europe

3. Boosting the Innovation Talent and Capacity of Europe

3.1. Knowledge and Innovation Communities

3.2. Supporting the innovation capacity of higher education

3.3. EIT cross-cutting activities

3.4. Making it work

3.5. Synergies & complementarities with other programmes

4. Resources

4.1. Budget needs

4.2. Impact (monitoring and evaluation)

5. Annex 1A

6. Annex 1B

1. INTRODUCTION

This Strategic Innovation Agenda (SIA) sets out the strategy and priorities for the European Institute of Innovation and Technology (EIT) for the period 2021-2027. It represents the main policy document of the EIT over the next programming period and defines its objectives, key actions, expected results and resources needed. The SIA ensures the necessary alignment of the EIT with the [Horizon Europe proposal], which is the Union framework programme supporting research and innovation for the period 2021-2027. It also ensures appropriate synergies and complementarities between the EIT activities and other Union initiatives, policies and instruments.

The SIA 2021-2027 is informed by the impact assessment carried out by the European Commission. It takes into account the draft SIA from the EIT Governing Board submitted to the European Commission on 20 December 2017, in accordance with the EIT Regulation1. It also reflects the new [Horizon Europe proposal] of the European Commission of June 2018 and, in particular, the key role of the EIT as part of the [Open Innovation] Pillar (Pillar III), and its contribution to addressing global challenges, including established targets for climate objectives, and European industrial competitiveness (Pillar II) and to excellent science (Pillar I). The SIA builds on the lessons learnt over the last years of operation of the EIT and the results of a wide consultation process with key stakeholders.

The SIA takes into account the Strategic Planning of Horizon Europe to ensure alignment with the Framework Programme activities, with other relevant Union programmes and consistency with EU priorities and commitments and increase complementarity and synergies with national and regional funding programmes and priorities.

1.1. The EIT: a fundamental EU innovation instrument

The EIT was established in 2008 in order to contribute to sustainable economic growth and competitiveness by reinforcing the innovation capacity of the Member States and the European Union. It pioneered the integration of education, business and research (knowledge triangle) together with a strong emphasis on entrepreneurial talent and innovation skills. The mid-term evaluation of the EIT in 2018 confirmed that the overarching rationale of the EIT remains valid and the model of innovation-driven knowledge triangle integration remains relevant.

A decade after EIT’s establishment, the pace of innovation has accelerated dramatically. Innovation is reshaping economic sectors, disrupting existing businesses and creating unprecedented opportunities. With a shifting global economic order and international competition on the rise, the EU’s dependence on talent and its capacity to innovate is growing. Co-design, collaboration and co-creation across disciplines and between education, business and research have never been as important as today to contribute to address global challenges related to climate change and unsustainable use on natural recources, digital transformation, demographic shifts or the future of healthcare and food.

With the [Horizon Europe proposal] for a new Framework Programme supporting research and innovation for the period 2021-2027, the European Commission made a firm commitment to raise further Europe’s innovation potential in order to be able to respond to the challenges of the future. The EIT’s distinctive role in fostering innovation by bringing together business, education, research, public authorities and civil society is reinforced by its positioning in the [Innovative Europe Pillar] of the [Horizon Europe proposal]. The [Horizon Europe proposal] reflects the growing ambition of the EU on innovation and the necessity to deliver on it.

1.2. Key strengths

Since its set up, the EIT has established itself gradually as a successful instrument addressing societal challenges. The EIT operates mainly through Knowledge and Innovation Communities (KICs), which are large-scale European partnerships between education and training, business and research organisations. There are currently eight KICs that operate in the following areas: climate change, digital transformation, energy, food, health, raw materials, urban mobility and added-value manufacturing (see Figure 2).

Each KIC is organised around five to ten of co-location centres (CLCs2) which are intended to act as geographical hubs for the practical integration of the knowledge triangle. They are organised and structured according to their respective national and regional innovation context and build on a pan-European network of existing labs, offices or campuses of a KICs’ core partners.

The KICs aim at running portfolios of knowledge triangle activities through:  Education and training activities with strong entrepreneurship components to train the next generation of talents, including the design and implementation of programmes awarded the EIT Label3, in particular at master and doctoral level;  Activities supporting innovation to develop innovative, products, processes and services that address a specific business opportunity;  Business creation and support activities, such as accelerator schemes to help entrepreneurs translate their ideas into successful ventures and speed up the growth process.

3 The EIT Label is a quality seal awarded by the EIT to a KIC’s educational programme which complies with specific quality criteria related inter alia to entrepreneurial education and innovative ‘learning-by-doing’ curricula. The KICs represent dynamic innovation ecosystems that produce a wide range of results (see Figure 1 below). Education and training, talent and skills development are at the core of the EIT model. No other EU action on innovation includes higher education in the innovation value chain to the extent the EIT does. The EIT’s education agenda is key for developing highly entrepreneurial and skilled innovators. By 2017, more than 1700 graduates have successfully completed an EIT-labelled master and/or doctoral programme, and thousands have participated in entrepreneurial and innovative education activities and formats. The focus on global challenges through the integration of the knowledge triangle distinguishes the EIT from other innovation instruments. By providing a grant for up to 15 years to KICs, the EIT is delivering on its long-term objective of tackling global challenges through innovative products and services and bringing concrete benefits to our society and citizens. The EIT also has set the objective to the KICs to become financially sustainable after 15 years, which is a unique feature that leads to a business and result oriented innovation instrument. In this context, KICs have to develop and implement revenue-creating strategies in order to maintain their innovation ecosystem beyond the period covered by the grant agreement. The EIT approach contributes to both incremental and disruptive innovations to happen, to effectively address market failures and help transform industries. It enables the creation of long-term business strategies for addressing global challenges and helps creating the framework conditions that are essential for a well-functioning innovation ecosystem to grow and innovation to thrive.

The EIT offers an efficient and effective platform for launching, scaling up and managing KICs with strong network effects and positive spill-overs (see Figure 2 below). The first wave of KICs (EIT Digital, EIT Climate-KIC and EIT InnoEnergy), launched in 2009, is established and mature and after 2024 their framework partnership agreements will be terminated, in line with the maximum grant duration. A second and third generation of KICs (EIT Health and EIT Raw Materials (2014), EIT Food (2016)) is maturing. EIT Urban Mobility and EIT Manufacturing, the two KICs designated in December 2018, are starting their operations in 2019.

Through its eight KICs with more than 1000 partners from business, research and education, the EIT represents the largest EU-supported innovation ecosystem. The EIT has supported more than 1200 start-ups and innovative ventures, leading to over EUR 890 million in external funding attracted by those companies and more than 6000 jobs created by the supported start-ups. More than 50% of KIC partners are from the business sector (industry, SMEs and start-ups) demonstrating the proximity to the market. The increase in number of partners in each KIC shows the attractiveness and long-term potential of the EIT model. By 2019, there are more than 600 businesses, 250 HEIs, 200 research organisations, and more than 50 civil society organisations and authorities participating in EIT KICs.

In the backdrop of persisting regional disparities in innovation performance, the EIT launched a Regional Innovation Scheme (RIS) in 2014 to widen its regional outreach to modest and moderate innovator countries. Through the RIS, the EIT has expanded its activities across Europe and offers now opportunities for regions with low innovation performance to engage in knowledge triangle activities as part of the a KIC community. This is also reflected in the share of EIT funding allocated to EU-13 partners (8.3% as compared to 4.8% in Horizon 2020 as of 2018).

The EIT has been able to stay agile and to develop the governance principles and rules for the successful management of its KICs under the overall umbrella of Horizon 2020, in accordance with the EIT Regulation. Its operational independence has allowed it to test and effectively implement a number of novelties in the management of its beneficiaries such as a competitive funding mechanism, financial sustainability targets and specific key performance indicators.

1.3. Key Challenges

The EIT is part of the overall Horizon Europe framework that aims, inter alia, to deliver scientific, economic/technological and societal impact so as to strengthen the scientific and technological bases of the Union; deliver on the Union strategic policy priorities, foster its competitiveness in all Member States, including in its industry, and contribute to tackling global challenges, including the Sustainable Development Goals. A core condition for being successful in this endeavor is to respond to the persisting need to increase innovation capacity across the Union. There are in particular three challenges the EU faces that will guide EIT’s actions in 2021-2027 as reflected by its general objectives.

First, today’s economies are increasingly driven by the skills and abilities of people and organisations to turn ideas into products and services. Innovation skills and an entrepreneurial culture make all the difference today, in particular in the technological and scientific domains but increasingly also in other disciplines. There is a strong need to further boost the innovation capacity of higher education institutions in Europe. The EIT is in a unique position to deliver on this in the Horizon Europe framework.

Second, physical proximity is a key enabling factor for innovation. Initiatives aiming at developing innovation networks and providing services that support the creation, sharing and transfer of knowledge, play a key role in fostering the interactions between business, academia, research organisations, governments and individuals. Still, research and innovation performances across the EU, as reflected in the annual European Innovation Scoreboard, vary considerably. It is of crucial importance that innovation is inclusive and rooted in the local territories. EIT activities, thanks to their “place-based” approach, are well suited to contribute to strengthening local innovation ecosystems.

Finally, vibrant innovation ecosystems require a mix of knowledge, infrastructure and talent. Framework conditions for cooperation between European research, education and innovation along with strong synergies need to be in place to ensure proper and efficient investment of scarce resources into research and innovation. Deepening the knowledge triangle integration through existing and new KICs is a proven way to foster an environment conducive to innovation and is a guiding objective for the EIT.

2. RAISING THE BAR: THE EIT IN 2021-2027

The EIT as an integral part of the Horizon Europe programme will contribute delivering on its overarching objectives and priorities. The KICs will be part of the Institutionalised European Partnerships, meaning they will follow a set of principles and life-cycle criteria to ensure a more coherent, open and impact-driven approach. The EIT general objectives therefore reflect the overall role of the EIT in Horizon Europe and its place in the [Innovative Europe Pillar].

2.1. Objectives

The overarching areas of intervention for the EIT are defined in the [Horizon Europe proposal]. The EIT will continue to support its Knowledge and Innovation Communities (KICs) in order to strengthen the innovation ecosystems that help to tackle global challenges. It will do so by fostering the integration of education, research and business, thereby creating environments conducive to innovation, and by promoting and supporting a new generation of entrepreneurs and stimulating the creation of innovative companies in close synergy and complementarity with the EIC. In doing so it will in particular:

(1) Strengthen sustainable innovation ecosystems across Europe;

(2) Foster innovation and entrepreneurship through better education;

(3) Bring new solutions to global challenges to market.

In line with the identified challenges that the EIT is facing (described in chapter 1.3.) and in order to contribute to the above overarching objectives defined for the EIT in the [Horizon Europe proposal], the specific objectives of the EIT for the period of 2021-2027 are to:

(a) Increase the impact of KICs and knowledge triangle integration;

(b) Increase the innovation capacity of the higher education sector by promoting institutional change in higher education institutions (HEIs);

(c) Increase the regional outreach of the EIT in order to address regional disparities in innovation capacity across the EU.

2.2. Positioning in Horizon Europe

By delivering on these objectives, the EIT will contribute to the overall achievement of Horizon Europe scientific, economic/technological and societal impacts. It will continue to strengthen innovation ecosystems that help to tackle global challenges, by fostering the integration of the knowledge triangle in the areas of activity of the KICs. The Horizon Europe Strategic Planning process will ensure closer alignment between the EIT activities and the rest of Horizon Europe. Based on its proven track record, the EIT will play an important role in the Open Innovation Pillar.

Strong synergies between the EIT and the European Innovation Council will be key for the impact of the [Innovative Europe] Pillar. The EIT and the EIC will run complementary activities aiming at streamlining the support provided to innovative ventures. Based on the expertise of its KICs, the EIT will provide business acceleration services and trainings to beneficiaries awarded EIC funding.

The EIT will furthermore facilitate the access of EIC beneficiaries to KICs’ innovation ecosystems and relevant actors of the knowledge triangle. In this way EIC beneficiaries can become actively involved in KICs’ activities and benefit from KICs’ services. In parallel, EIT beneficiaries will be able to apply to the EIC instruments, when EIT KICs support may not be available. The EIC may help start-ups supported by KICs with a high growth potential to rapidly scale-up. In particular, the most innovative KICs’-backed ventures may, if selected under the EIC, benefit from the blended finance support offered by the EIC Accelerator and/or by the financial support offered by InvestEU instruments.

The EIT will ensure stronger synergies also with programmes and initiatives in the [Excellent Science] Pillar, to accelerate the transfer of knowledge resulting from blue sky research into concrete applications benefiting the society. In particular, with regard to the Marie-Skłodowska-Curie Actions (MSCA), the EIT will collaborate on the development of innovation and entrepreneurial skills of MSCA fellows.

The EIT will contribute to the [Global Challenges and Industrial Competitiveness] Pillar and complement relevant activities to tackle global challenges and increase the competitiveness of the EU on a global scale. In particular, through its KICs, the EIT will seek to contribute to relevant missions and thematic clusters and other European Partnerships by notably supporting demand-side measures and providing exploitation services to boost technology transfer and accelerate the commercialisation of results achieved.

The EIT will ensure coherence with the European innovation ecosystems strand of Horizon Europe. In particular, the EIT will take an active part in the activities of the EIC Forum and will establish links between the EIT Community and relevant activities supporting innovation ecosystems in order to avoid duplication and ensure coherence and complementarity of actions.

Opportunities for synergies will be also explored between the Sharing Excellence part of Horizon Europe and the outreach activities supported by the EIT. In particular, target countries of the Horizon Europe Sharing Excellence part will be able to leverage on EIT expertise and support for the development of downstream activities (i.e. close to market), as the target group for for EIT outreach activities.

3. BOOSTING THE INNOVATION TALENT AND CAPACITY OF EUROPE

A reinforced role of the EIT, through a focus on actions where it will add value at the EU level and contribute to achieving the objectives of Horizon Europe, will guide the EIT strategy for 2021-2027. First, the EIT will continue to support the innovation capacity and ecosystems through KICs, their further development and expansion, and through the launch of

new KICs. Secondly, building on its experience with the knowledge triangle integration, the EIT will directly support the development of the entrepreneurial and innovation capacity in the higher education sector. Finally, through more effective cross-cutting measures, the EIT will ensure that its impact at the EU level increases. In addition, the EIT will also improve its operations in a number of areas in order to increase its effectiveness, efficiency and impact.

3.1. Knowledge and Innovation Communities

(1) Support to existing KICs

The integration of the knowledge triangle by the EIT and KICs at EU, Member States, regional and local levels will remain a core task for strengthening innovation ecosystems and making them sustainable, as well as for developing new solutions to global challenges. The EIT will continue support a portfolio of KICs (see Figure 2) and will further strengthen its successful platform for launching, growing and managing them. KICs will continue to operate through co-location centers (CLC). The KICs will continue to pursue financial sustainability in order to achieve financial independence from the EIT grant in the long-term (at the latest, after 15 years) through leveraging public and private investment.

The EIT will dedicate a large share of its budget to support KICs. It will monitor and analyse their performance and ensure they deliver towards the objectives of the EIT and of the Horizon Europe Programme. Beyond financial support, based on lessons learned, the EIT will provide strategic supervision to KICs, as well as guidance on horizontal and specific issues, including on the establishment of synergies within Horizon Europe and with other EU initiatives. In particular, the EIT will support KICs in establishing interfaces and fostering joint activities with relevant European Partnerships and other relevant Union initiatives and programmes.

It will also monitor the award of the EIT Label to KICs’ education and training programmes and explore a more effective quality assurance mechanism, including external recognition and accreditation for the EIT Label.

The EIT will facilitate shared services towards the KICs and exchanges of experiences and good practices between KICs and foster collaboration between them (cross-KIC activities) on both thematic and horizontal topics. Cross-KIC activities have highest potential where several KICs already address common EU policy priorities where no dedicated KICs exist. Bringing together the different KICs communities in dedicated joint actions of mutual benefit has high potential for synergies and The EIT will boost such activities and take an active part in defining the content and structure of the cross-KIC activities. It will monitor the implementation of cross-KIC activities as well as the results achieved, with the aim of making those activities an integral part of the KICs’ strategies.

(2) Increasing the regional impact of KICs

The EIT will further increase its regional impact through an enhanced openness towards potential partners and stakeholders and a better articulated regional strategy of KICs, including links to the relevant Smart Specialisation Strategies.

The EIT Regional Innovation Scheme, steered by the EIT and implemented by KICs, has been so far run on a voluntary basis. From 2021 on, the EIT RIS will become an integral part of the KIC’ multi-annual strategy. The EIT will continue to provide guidance and support to KICs in the preparation of multi-annual EIT RIS strategies and in their implementation. EIT RIS activities will continue with improved support to the innovation capacity of countries and regions that underperform in terms of innovation. The EIT budget devoted to implementing EIT RIS activities will be at least 10% of the overall EIT support funding to KICs, thereby increasing the number of KIC partners from targeted regions. Activities supported through the RIS will aim to:

 improve the innovation capacities of the local ecosystem, via capacity building activities and closer interactions between the local innovation actors (clusters, networks, regional authorities, HEIs, research organisations, VET institutions);

 link local innovation ecosystems to pan-European innovation ecosystems through cooperation with EIT KICs and their co-locations centres.

In addition, in order to ensure KICs’ deeper integration in local innovation ecosystems, each KIC will be required to develop and implement a strategy aiming at strengthening the relationship with regional and local innovation actors, and the EIT will actively monitor the implementation. A “place-based” innovation approach should be integrated within the KIC’s multi-annual strategy and business plan and build on KIC’s CLCs (and RIS), thus leveraging on their role as gateway for accessing a KIC community and interacting with the co-located partners. KICs should demonstrate links with local Smart Specialisation Strategies and with the activities of relevant thematic platforms and interregional initiatives, including the Managing Authorities of ESI Funds. The EIT will also monitor how CLCs operate and how they integrate in the local innovation ecosystems.

(3) Launch of new KICs

In order to contribute to addressing new and emerging global challenges, the EIT will launch new KICs in priority fields selected based on criteria assessing, among other aspects, their relevance to Horizon Europe policy priorities, and their potential and added value to be addressed through the EIT model. The launch of new KICs will take into account the Strategic Planning of Horizon Europe and the budget allocated to the EIT in 2021-2027. The relevant selection criteria for European Partnerships defined in Annex III of the [Horizon Europe Regulation] will be included in the KIC Call for proposals and assessed during the evaluation.

The list of priority fields for future KICs is set out in Annex 1A to this SIA.

Based on a proposal from the EIT Governing Board and an analysis thereof, a first KIC in the field of Cultural and Creative Industries (CCI) is proposed to be launched in 2022 with a call for proposals to be published in 2021. This priority field has the strongest complementarity with the eight KICs that have already been launched by the EIT, as well as with the potential priority areas for other European Partnerships to be launched in the framework of Horizon Europe. CCI are a sector with a high growth potential, many grass-roots initiatives and strong citizen appeal. They are strongly embedded in their local and regional ecosystems. However, CCI are still a very fragmented sector and the innovators and business creators lack the needed entrepreneurial and innovation skills. These bottlenecks would be best tackled by a KIC thanks to its knowledge triangle integration approach, long-term perspective and place-based approach. A factsheet summarizing the challenges of the CCI field and the expected impact of the future KIC is included in Annex 1B to this SIA.

Based on the proposed budget for the EIT, a second new KIC could be launched in 2025 with a call to be published in 2024, after an amendment to Annex 1A to add new priority field(s). The priority area(s) will be selected in light of the proposals of the EIT Governing Board. These proposals will take into account the priority areas to be identified in the Horizon Europe Strategic Research and Innovation Plan and the criteria set for the selection of European Partnerships, in particular openness, transparency, EU added value, coherence and synergies. The criteria for selecting new KICs will be aligned with those in the Horizon Europe. They will also support delivery on EU policy priorities such as missions and Sustainable Development Goals. Other new KIC/KICs could be selected in case additional budget to that of the EIT would become available. The EIT will:  Strengthen innovation ecosystems by continuing to support existing KICs in addressing global challenges through the integration of the knowledge triangle.  Define areas of and promote stronger cross-KIC collaboration on topics of strategic and policy relevance.  Ensure that KICs develop and implement a strategy to create collaboration and synergies with relevant European Partnerships and other relevant Union initiatives and programmes.  Ensure that KICs have an inclusive approach aiming at strengthening their relationship with national, regional and local innovation actors.  Ensure that EIT RIS activities deliver on increased regional impact and are fully integrated in KICs’ multi-annual strategies.  Launch new KICs in selected thematic areas of strategic importance, starting with a KIC in the field of Cultural and Creative Industries in 2022.