Scottish Enterprise is a sponsored non-departmental public body of the Scottish Government which encourages economic development, enterprise, innovation and investment in business. The body covers the eastern, central and southern parts of Scotland whilst a similar body, Highlands and Islands Enterprise, operates in north-western Scotland. Wikipedia.
Agency: Cordis | Branch: FP7 | Program: CSA-CA | Phase: ENERGY.2013.10.1.3 | Award Amount: 2.67M | Year: 2013
Europes vast coast line harbours a huge potential resource of ocean energy to be exploited as a renewable electricity source contributing towards the 2020 targets and beyond. The ocean is a complex working environment, relatively little is known about it and it is widely used by others, such as fishing, shipping and recreation. However, the prize for introducing ocean energy generation is high, estimated by DG MARE, at 380GW. Currently, several member states and regions are funding ocean energy research, demonstration, technology and innovation (RTDI). There is a shared goal to generate knowledge about the marine environment and to speed the development of this emerging sector. However these research efforts are not coordinated. This is why the member states are proposing the Ocean Energy ERA-NET as outlined in this paper. The ERA-NET will provide a framework for transnational joint activities and will cooperate with the EERA Ocean Energy Joint Programme; other relevant European projects and industry stakeholders. This wide reaching ERA-NET brings together 16 partners from nine member states intent on gaining the benefits of coordinated research funding. Member States have different levels of engagement in the ocean energy sector, and it is important that the ERA-NET actions reflect this. The objective is to improve the quality, scope and fragmentation of research through better networks, addressing common barriers and improving coordination. The proposal sets out the execution of the project from networking and information sharing to the launch of, at least one, transnational joint call. In doing so the partners will develop a shared vision for the sector, an action plan for delivery and a toolkit for call administration. The result will be reduced fragmentation in research funding, development and wider uptake of good practice and support for the commercialisation of the ocean energy sector.
Ellam R.M.,Scottish Enterprise
Science of the Total Environment | Year: 2010
Lead isotope ratios are widely used to identify original sources of Pb in the environment. Such source apportionment depends on the ability to distinguish potential sources on the basis of their isotopic composition. However, almost all terrestrial Pb is co-linear in some of the plots i.e. 206Pb/208Pb versus 206Pb/207Pb and 206Pb/204Pb versus 206Pb/207Pb commonly presented in the literature. These diagrams are unable to distinguish more than two sources of environmental Pb. Linear trends in such plots are an inevitable consequence of the co-linearity of terrestrial leads and should not be taken necessarily to indicate simple binary mixing of sources. A more reliable test for multiple source mixing can be obtained from plots involving 206Pb/204Pb, 207Pb/204Pb and 208Pb/204Pb and therefore requires measurements of the minor 204Pb isotope. © 2010 Elsevier B.V.
Allan R.,Scottish Enterprise
Ecohydrology and Hydrobiology | Year: 2012
Many resource demands are competing for available fresh water resources and have an impact on ecosystem sustainability. Within the European context the Water Framework Directive (WFD) is the main legislative instrument for water protection and requires member states to ensure water bodies (freshwater and coastal marine) achieve good ecological status by 2015. Member states must engage in a range of activities, including river basin management planning, to meet the aspirations of the WFD. These river basin management plans need to include objectives for each water body; reasons for not achieving the targets; and the programme of actions required to meet the goals that deliver good ecological status within a catchment. The multidisciplinary approach known as Ecohydrology supports this by promoting regulation of fundamental ecological processes. This paper illustrates how WFD and river basin management planning principles are applied using Scotland as the example.
Agency: Cordis | Branch: H2020 | Program: CSA | Phase: INNOSUP-9-2014 | Award Amount: 1.04M | Year: 2014
Objectives The overall aim of CoachCom2020 is to ensure the fast implementation of a consistent and comprehensive, professional coaching community to support European SMEs participating in the new dedicated SME instrument under Horizon 2020. Workplan and relevance Based on a robust and tested system approach CoachCom2020 will put in place and implement a coaching community methodology and platform with embedded quality assurance measures, ready to tackle the pressing requirements of the first months following the start of the first SME Instrument projects in Fall 2014 and subsequently (WP1). The overall coaching scheme will include highly targeted recruitment communication and broad dissemination reach (WP2), state-of-the-art mechanism for peer-learning in professional communities both on- and offline, structured knowledge sharing under scientific supervision (WP3) and, finally, three classes of pre-validated management systems and tools for Commission and EEN stakeholders: a case tracking / monitoring system; an impacts evaluation / benchmarking system; and a virtual learning platform with both an informal social network dimension and a structured knowledge repository (WP4). An open-knowledge policy and open source software are at the heart of the project paving the way for long-term perspectives post-project. Consortium The proposed concept is anchored firmly in the organizational experience and proven excellence of the innovation platform of Western Switzerland which is coupled to and strongly leveraged by the comprehensive reach and crucial role of the EEN network. The effort is coordinated by a future end-user - an experienced, Danish SME coaching organization. Management of the project rests in the hands of seasoned experts. A lean organisation is streamlined for fast decision making and ongoing risk appraisal.
Agency: Cordis | Branch: H2020 | Program: CSA-LS | Phase: INNOSUP-5-2014 | Award Amount: 50.00K | Year: 2015
Many SMEs are not willing to invest time and resources in developing their internal innovation systems. The lack of innovation management capacity among Swedish SMEs might very well be the main reason why certain government support schemes to Swedish innovative SMEs do not indicate any significant impact. The support actions Enhancing the innovation management capacity of SMEs by the Enterprise Europe Network in 2014 and 2015 includes a standardised innovation management capacity assessment (e.g. using IMP3rove), a gap analysis and the provision of targeted services to address recognised gaps. However, the action does not involve activities, methods or tools on how these gaps could be filled, only that they are recognised. The objective of this project proposal is to address these problems by using the tool Twinning Advanced to explore an innovation support challenge, which is to develop, design and re-design new and existing innovation services as standardised modules so that support organisations can assess the needs and deliver the most appropriate support more efficiently. The peer learning will take place between three innovation agencies, who are also partners in the Enterprise Europe Network, and with external expert organisations depending on the outcome. The result will be documented in a Design Option Paper (DOP) that will identify and document implementation options, guidelines and implementation alternatives that we have experienced and would recommend to other innovation support service agencies. The DOP would particularly address Enterprise Europe Network partners in Europe to meet common needs expressed by SMEs that need to increase their innovation management capacity. The specific objective is to document at least five such modules describing how to implement 1) an innovation strategy, 2) an innovation culture, 3) an innovation life cycle process, 4) enabling factors, and 5) a system for assessing outputs of innovation management.