DETAILED PROJECT DESCRIPTION

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1 Application Form Call: 2014 Knowledge Alliances-Sector Skills Alliances Deadline: Erasmus Call for proposals Knowledge Alliance Choose an item. Sector Skills Alliance DETAILED PROJECT DESCRIPTION (To be attached to the eform) DE-EN-FR Version 3 Page 1 of 110

2 PART 0. Profile of the consortium and involvement in previous relevant projects 0.1. Please provide a short summary of the main features of your project This project will develop a project-based learning approach and an entrepreneurial spirit in students, foster interactions between stakeholders in Food and Drink (referred to from here on as Food) innovation and guide the development of innovative projects. The FOODLAB project will enable the setting up of a European Foodbusiness Transfer Laboratory supported by a shared web-platform centralizing ad hoc learning and training contents/tools/guidelines to create/help future entrepreneurs, with dedicated modules to promote interactions with food companies, technical centers or business angels (Innofood database and forum). The scope of dissemination in this project is wide-reaching considering the implication of national Food federations and the support of the European Technology Platform Food for Life. Main benefits for European society are: creation of durable bridges between academia and food business stakeholders, development of entrepreneurial skills through guided self-learning, increasing student employability by SMEs, and improvement of innovation transfer to business in a sector in search of competitiveness enhancement. Page 2 of 110

3 Higher education institution (tertiary level) School/Institute/Educational centre Vocational Training (secondary level) School/Institute/Educational centre Vocational Training (tertiary level) School/Institute/Educational centre Adult education National Public body Regional Public body Local Public body Small and medium sized enterprise Large enterprise Non-governmental organisation/association/social enterprise Social partner or other representative of working life (chambers of commerce, trade union, trade association, etc.) Research Institute/Centre European NGO EU-wide network Accreditation, certification or qualification body Counselling body International organisation under public law European Economic Interest Group 0.2. Composition of the consortium Please mark the type of organisations which make up the consortium: Partner/Country Chambre de Commerce et de l'industrie de Vaucluse / France Ecole Nationale Supérieure de Chimie et de Physique de Bordeaux / France ISARA Lyon / France Universidad politécnica de Valencia / Spain Universita cattolica del sacro cuore / Italy Universita degli studi di Torino / Italy Spread European Safety GEIE / Italy Campden BRI Magyarorszag Nonprofit Korlatolt Felelossegu Tarsasag / Hungary Creaciones Aromáticas Industriales S.A. / Spain Delidess / France x x x x x x x x x x Page 3 of 110

4 Higher education institution (tertiary level) School/Institute/Educational centre Vocational Training (secondary level) School/Institute/Educational centre Vocational Training (tertiary level) School/Institute/Educational centre Adult education National Public body Regional Public body Local Public body Small and medium sized enterprise Large enterprise Non-governmental organisation/association/social enterprise Social partner or other representative of working life (chambers of commerce, trade union, trade association, etc.) Research Institute/Centre European NGO EU-wide network Accreditation, certification or qualification body Counselling body International organisation under public law Other (please specify) Other (please specify) VINIDEA / Italy x TOTAL Please mark the type of organisations of the associated partners: Partner/Country ASSOCIATION NATIONALE DES INDUSTRIES ALIMENTAIRES / France FEDERALIMENTARE SERVIZI SRL / Italy FEDERACION ESPANOLA DE INDUSTRIAS DE LA ALIMENTACION Y BEBIDAS / Spain GOSPODARSKA ZBORNICA SLOVENIJE - CHAMBER OF COMMERCE AND INDUSTRY OF SLOVENIA / Slovenia POTRAVINARSKA KOMORA CESKE REPUBLIKY / Czech Republic TOTAL 5 x x x x x Page 4 of 110

5 0.3. Involvement in previous projects If your proposal is based on the results of one or more previous projects/networks, please provide precise references to this/these project(s)/network(s) in the table below. NETWORKS: Title of the network Coordinating organisation Website ECOTROPHELIA CHAMBER OF COMMERCE AND INDUSTRY OF VAUCLUSE Password / login if necessary for website - The ECOTROPHELIA network emerged as a result of interactions between food innovation stakeholders during national and European competitions, where groups of 2 to10 studentsdream up and develop innovative food products that are judged by food company representatives. This CCIV initiative has expanded to a European scale from 2008 and has become a reference pedagogical model, supported by Antonio Tajani, Vice President of the European Commission, in charge of Industry and Entrepreneurship. ECOTROPHELIA contests are now organized by the ETP Platform Food for Life, ANIA and CCIV. PROJECTS: Reference number Project dates Programme or initiative Competitiveness and Innovation Framework Title of the project ECOTROFOOD - European Trophelia service platform for eco-innovation in food Coordinating organisation Website CHAMBER OF COMMERCE AND INDUSTRY OF VAUCLUSE Password / login if necessary for website - EcoTroFood was a 3-years European project aiming to promote eco-innovation in the food and drink sector. Its success is based on the organization of 25 national and 2 European ECOTROPHELIA competitions (2012, 2013), and implementation and testing of a methodology for screening promising eco-innovative SMEs. ECOTROPHELIA contests raised huge interest, resulting in massive media coverage, supported by impressive communication activities (info days, press conferences, videos and leaflets) performed by the consortium, and regular updates of dedicated websites. Reference number - Project / network dates Programme or initiative French instrument IDEFI ( excellence initiative for innovation in higher Page 5 of 110

6 (year started and completed) Title of the project / network IDEFI-ECOTROPHELIA education training ) Coordinating organisation CHAMBER OF COMMERCE AND INDUSTRY OF VAUCLUSE Website - Password / login if necessary for website - This project aims to create a network of excellence of national universities and schools in food eco-innovation to develop an educational model with a global visibility in food teaching and learning that could become an international reference. Ultimately this initiative should be extended at the european level. A web platform was developed by CCIV to allow access to shared knowledge for all partners. This platform will be the basis of the shared web-platform of European Foodbusiness Transfer Lab. Intellectual property rights matters will be detailed in the consortium agreement. Reference number Project / network dates (year started and completed) Title of the project / network Coordinating organisation Website FOOD-CT Programme or initiative 6th framework programme TRUEFOOD Traditional United Europe Food SPES GEIE Spread European Safety - European Economic Interest Grouping Password / login if necessary for website N/A TRUEFOOD aimed to improve food quality and safety and introduce innovation into Traditional European Food production systems through research, demonstration, dissemination and training activities. The Guideline on effective knowledge and technology transfer activities to SMEs in the food sector with particular focus on traditional food manufacturers prepared during the project by CBHU will be shared with the FOODLAB consortium, updated if necessary and available on the web-platform. Reference number Project / network dates (year started and completed) Title of the project / network Coordinating organisation FP7-KBBE Programme or initiative 7th framework programme; Food, Agriculture and Fisheries, and Biotechnology TRANSPARENT_FOOD Quality and integrity in food: a challenge for chain communication and transparency research Rheinische Friedrich - Wilhelms Universität Bonn Page 6 of 110

7 Website Password / login if necessary for website N/A Project s objective was to contribute to the development of transparency in the food sector. Some of the achieved results: Web-based European Transparency Platform; Strategic Research Agenda for the identification of deficiencies, future research needs and research priorities; Best practice guide on transparency; Blueprint information backbone scheme; European communication network; GAP analysis results; recommendations for different stakeholders; training material on recommended practices for transparency. Part of these results will be used by CBHU within FOODLAB. Reference number Project / network dates (year started and completed) Title of the project / network Coordinating organisation Website FP7-KBBE Programme or initiative AgriFoodResults European initiative for a better use of the results of agri-food research Association de coordination technique pour l'industrie agro alimentaire actia 7th framework programme; Food, Agriculture and Fisheries, and Biotechnology Password / login if necessary for website N/A AgriFoodResults objectives were: to offer innovative and sustainable services for dissemination (two websites, identified information relays, web solution); to raise skills of European food scientists on dissemination practices (guidelines, trainings, conferences); and to successfully disseminate recent results from agri-food research projects (scientific results, 2 information campaigns, workshops and conferences). CBHU was WP leader on dissemination. Part of these results will be used by CBHU within FOODLAB. Reference number Project / network dates (year started and completed) Title of the project / network Coordinating organisation 7th framework programme; Food, Agriculture and Fisheries, and Programme or initiative Biotechnology NAMASTE New Advances in the integrated Management of food processing waste in India and Europe: use of Sustainable Technologies for the Exploitation of by-products into new foods and feeds UNIBO (Alma Mater Studiorum Università di Bologna) Website Password / login if necessary for website N/A Page 7 of 110

8 The project focuses on innovative, comprehensive and industry-relevant approaches for the valorization of citrus by-products and wheat bran through their environmentally and economically sustainable conversion into health-related food ingredients, foods and feeds. CBHU was WP leader of Technology transfer & dissemination and took part in the design and formulation of new foods and in the development of innovative protocols and in economic evaluation. Training material on Communication, Exploring industry needs and Knowledge transfer will be used by CBHU. Reference number Project / network dates (year started and completed) Title of the project / network Coordinating organisation Website SEE/B/0027/1.3/X Programme or initiative South East Europe Program CAPINFOOD Improving the enabling environment and public awareness for innovation in the South-East-European food sector through transnational collaboration Bay Zoltan Nonprofit Ltd. for Applied Research (BZN) Password / login if necessary for website N/A Project aims at supporting innovation in the food sector and promoting public awareness on benefits of innovation, making the sectoral innovation easier through transnational cooperation of the national food technology platforms and related institutions. CBHU is leader in development of strategies and tools for capacity development and task leader in enhancing dialogue for improving governance; development of innovation strategies; tools; best practice guides and final recommendations; train the trainers courses. Part of these results will be used by CBHU within FOODLAB. Reference number / Project / network dates (year started and completed) Title of the project Programme or initiative Tempus IV I-WEB - Integrating water cycle management: building capability, capacity and impact in education and business Coordinating organisation Website Middlesex University Password / login if necessary for website This project aimed at strengthening the partnerships between business, regulatory and academic sectors at a national and international level through their collaborative development and delivering of integrated surface and groundwater management Masters and PhD programmes. UPV was involved in the critical evaluation of the current status of training, educational practice, intensive retraining and curricula reform, with the development of Bologna compliant MSc and PhD educational frameworks. Reference number TEMPUS Page 8 of 110

9 Project / network dates (year started and completed) Title of the project / network Coordinating organisation Website Programme or initiative JO-TEMPUS-JPCR An Industry Oriented MSc. Program in Telecommunications Engineering-Towards an EU Approach Yarmouk University Password / login if necessary for website Main project s objective was to modernize a wireless communications MSc program by introducing new tracks meeting the local and regional telecommunications industries needs and providing international visibility. Actions consisted in reforming educational process and program structure, introducing new study tracks, teaching methodologies, study models and a quality control mechanism. The project contributed to enhance the technical capacity, and hence the student learning outcomes, through a number of technical and teaching labs which will be part of the project outputs. Reference number // Project / network dates (year started and completed) Title of the project / network Programme or initiative Italian National program Dr. Start-upper Coordinating organisation Website Università Cattolica del Sacro Cuore Password / login if necessary for website // In 2013 UCSC and Chamber of Commerce of Milano launched Dr.Start-upper, an innovative training project aimed at fostering the entrepreneurial awareness, mind-set and creativity among post-graduate students who have seeds of ideas to be developed and contaminated through on-line lessons and in depth-boot-camps. Training methodology developed during Dr.Start-upper could be a basis for the activites that aim to foster entrepreneurial skills by stakeholders involved in the European Foodbusiness Transfer Laboratory. Page 9 of 110

10 PART I. Project relevance I.1. Why has the consortium decided to undertake this project? Please outline the purpose behind your project, clearly analysing the specific needs or problems/challenges which it intends to address. The food and drink business is the first sector in Europe in terms of employement, with SMEs representing more than 90% of companies. But EU is losing ground. According to Eurostat (from FoodDrinkEurope), one reason is that the sector does not invest in R&I as much as other sectors (e.g. 0,53% of turnover in 2013 compared to 20% in the pharmaceutical and automotive industries). Moreover, SMEs generally do not have qualified staff to manage innovative projects or drive innovation transfer. In parallel, students have difficulties to comprehend market reality and industrial constraints, show a lack of motivation regarding entrepreneurship and focus their career choices on big companies. Thus industrial transfer and entrepreneurship are low. ECOTROPHELIA contest was developed to bring the worlds of Education and Research closer to the industry so to imagine food products with quality and environmentally friendly aspects. With the support of the National Food Associations, businesses, teachers and researchers, laboratories and technical centers, the future engineers design an innovative food product that is likely to be marketed. Products presented at ECOTROPHELIA Europe are the winners of the national competitions. Since 2009, 45 national competitions were held (450 HEIs, 2500 students and 2000 companies). Despite the growing success of the initiative, projects technical quality and increasing needs for innovation, there are only few transfers to business (35 products commercialised out of 200 ideas). Therefore, the initiative does not integrate industrial concerns enough and learning approaches are too diverse between HEIs. FOODLAB project arose from the investigation of concrete solutions to innovate in project-based learning approaches and reverse this tendency. It will rely on ECOTROPHELIA experiences and its network to disseminate results. By creating the European FoodBusiness Transfer Laboratory (EFTL) to allow a paradigm shift in teaching and learning approaches, FOODLAB will address methodological and cultural issues, stimulate necessary changes in practices and mentalities to develop entrepreneurial skills and facilitate transfer of innovative projects from HEIs into new products, process or services in the food business. In order to stimulate entrepreneurial spirit, foster innovation and improve entreprenarial skills of students, teaching and entreprise staff, FOODLAB aims at: - Reducing cultural gap between academia and industry, by normalising interactions between the two worlds - Facilitating the implementation of innovative projects emerging from students within companies (SMEs notably) - Helping to structure innovative projects vs industrial and entreprenarial constraints - Making sure students projects answer challenging issues - Proceeding to drastic changes in the training of the different stakeholders (students, teachers/researchers and companies) - Disseminating success stories and results obtained to emphasize the benefits of such interactions. FOODLAB defines the basis for a more integrated approach of teaching innovation and entrepreneurship with more real-life conditions. Students of HEIs will work in closer contact with stakeholders in an improved project-based learning process, with appropriate training contents and tools to discover the industry world (completing current initial training and reinforcing the existing ECOTROPHELIA initiative). Page 10 of 110

11 Figure 1 : Principle of the EFTL Please outline the purpose behind your project, clearly analysing the specific needs or problems/challenges which it intends to address. Page 11 of 110

12 Please explain how the project proposal fits in the objectives of the participating organisations and European policies in the fields of education and training. Partners composing the consortium are already involved in education and training fields because of their nature or via former participation in initiatives related to constructive interactions between HEI, researchers, private companies and economic stakeholders in the food and drink business field (notably the ECOTROPHELIA Europe competition). For several years, they have worked together in order to foster innovation. This cooperation has led to many original ideas, often remaining unexploited up to now. This project intends to improve the valorisation of innovation, especially at the level of start-ups and SMEs. It will facilitate the transfer of innovative projects by preparing: - The company staff to understand the challenges behind innovation - The teachers/researchers to better comprehend all industrial constraints - The students to understand and rationalize the difficulties related to getting new products onto the market ( death valley to be crossed). Moreover, regarding European policies (2012 Strategic Research and Innovation Agenda (SRIA), and Beyond ; 2013 EC Communication, guide and working document: Entrepreneurship 2020 action plan; Entrepreneurship Education: A Guide for Educators; Strategy for European Technology platform: ETP2020) the FOODLAB project fits with several specific objectives: - To improve transnational cooperation between education, training providers and other stakeholders: a shared webplatform will be developed allowing for the creation of a common work area and for centralizing dedicated learning and training tools developed during the project. Interactions fostered between reputed HEI and companies will profit the whole European food sector by creating value and maintaining or creating employment; - To strengthen entrepreneurship: theoretical and practical training courses will be proposed both to students and to company staff in order to allow cross-fertilization of ideas and experiences. With the help and advice of professionals, in close contact with experts in different fields (food design, regulations, intellectual property rights, funding, etc.) students and entrepreneurs will receive support for developing an innovative project from concept definition to the elaboration of proper and convincing business plans - To increase the international dimension of education and training: every partner involved in education and training in this project will bring their own competences and experience to create a pan-european structure aiming at fostering innovation; - To disseminate best practices: the project will notably result in a white book addressing this question in Europe. Moreover the benefits of this multinational initiative will be spread via Universities participating in ECOTROPHELIA and notably through the networks of several European food federations gathered together in the European Economic Interest Group SPES. This will be helpful to disseminate the results of the FOODLAB project within the food/drink sector and to other sectors, as this initiative can lay out the bases of a new approach to teaching and learning innovation. Thus through the European Foodbusiness Transfer Laboratory the FOODLAB project will allow important European stakeholders in the food sector to establish deep and reliable professional ties that will bridge the gap between academia and industry within the next decades. Page 12 of 110

13 I.2. Analysis of the subject area (current state of the art) and innovative character Please explain how the needs analysis has been carried out. Please indicate what the project is offering that is new and different and what are the main innovative elements of the method(s), result(s), approach(es), etc. Since 2000, the ECOTROPHELIA (ECT) food innovation contest is used by French HEIs as an active learning environment for teaching project management. Under the French program IDEFI-ECOTROPHELIA, an inventory of teaching practices was conducted in 2013, leading to results published at the conference QPES Sherbrooke in June 2013 [Meyer et al.]. Among the 125 students surveyed during the 2013 French competition, on one hand students are extremely satisfied (98%) with their ECT and academic experience, on the other hand they consider it as too far from industrial reality (95%). The ECT contest trains students with a multidisciplinary approach, leading to successfully completed innovation projects. Unfortunately, only few projects are developed and marketed: it has been found that projects are not sufficiently well elaborated for this purpose and that students rarely show motivation to create a start-up. As the food sector suffers from a global lack of innovation development/transfer, with a large majority of SMEs not having qualified employees in innovation management, the development of new strategies to improve interactions between the two worlds is crucial. Through cooperation between stakeholders within the European Foodbusiness Transfer Laboratory (EFTL), the FOODLAB project aims at developing new teaching practices to improve the development of projects and foster innovation. The proposed project will allow innovative projects to be matured, carried out and tested in real conditions, not only in the aim of winning an ECT contest, but in the aim of actually marketing the products and/or setting up a new business activity. According to the principle of learning by doing, the project approach, initiated in the early 20th century by John Dewey ( ), aims to develop an ability to adapt to a diversity of intellectual and professional situations: it is a claim to learn [Aguirre and Raucent, Proceedings of the 19th Symposium of International Association of University Pedagogy, 2002]. His ambitions are to propose a more motivating way to teach, which is more varied and practical, and combines the logic of action and learning [Bordallo and Ginestet, in Pour une pédagogie du projet, 1993]. Problem-Based Learning and Project-Based Learning (PBL) are forms of active learning in small tutored groups. When the student faces a realistic situation likely to stimulate interest (because it makes sense for him), his motivation for learning is increased. Working in small groups, supervised by a tutor who guides without directing, leads to improved learning for each student. In addition, PBL requires and develops generic skills: communication, critical thinking, logical and analytical approach to a problem, decision-making, self-assessment, collaborative work, conflict resolution [Raucent et al., 2010]. This approach requires the involvement and teamwork of teachers from different disciplines [Reverdy, 2013]. There is not much data available comparing the efficiency of active learning methods in HEIs, (especially those based on a project approach) compared to other more traditional teaching methods [CEFI, 2011]. There are existing networks/platforms related to food (see but none of them combines Master s students, teachers and SMEs skills with the specific objective of promoting entrepreneurship in the food and drink sector. Thus the FOODLAB initiative will answer this need with the future EFTL. I.3. Aims and objectives Please define the specific aims and objectives of the project and how these will address the problems and challenges identified in sections I.1 and I.2. Page 13 of 110

14 The FOODLAB project aims at reinforcing and structuring a European network for promoting entrepreneurship and innovation in the food area (Innofood network), while improving the flow of knowledge and win-win cooperation between HEI and industry. To achieve this ambitious goal, the consortium identified a set of activities to be carried out through the creation of the European Foodbusiness Transfer Laboratory (EFTL). These activities will lead to key changes in teaching and learning approaches and will build strong & durable bridges between academia and industry. The FOODLAB project will notably allow: - To specify innovation needs in food companies in order to better shape student projects and encourage close interactions with the concerned companies. The short-term objective is to define roadmaps to guide future innovations, and to allow projects to better fit industrial constraints and address current market needs. The long-term objective is to offer mentoring services to each group of students by a company interested in developing new technologies and products. - To develop a more professional, complete and real-life condition approach that will federate experts of several disciplines to support the best projects and allow their transfer within a food company partner of the project or in HEIs incubators. The new training model will be disseminated and promoted through the ECOTROPHELIA network and during related competitions after the end of the project. - To analyse and address the skills and needs of food companies in order to propose new training sessions (some in common with students) thus enhancing and normalizing interactions (summer school on regulations, on specific production processes or on market analysis, etc.). - To put together revised and new training courses for all stakeholders (not only for students). 5 modules will be developed (Creativity, Intellectual Property, Strategic Marketing, Finance and Food Innovation Management; see below). The FOODLAB ambition is to ensure the training of about 35 teachers on project management and thus to organize 30 hours/year of teaching on innovation processes and management in industries in each HEI. Teachers with improved expertise and competences in the implementation and specificities of project-based learning will be better guides for the students. 150 students will be trained and 400 hours/year of training will be given within the 5 participating HEIs. Students with better knowledge of the industrial world and its concerns will design products which are more adapted to the market and for food businesses. Company staff with more knowledge in innovation and the related benefits for competitiveness and value creation will be more likely to invest and transfer projects from HEI. Figure 2: The main training modules to stimulate entrepreneurial skills in food sector. Moreover, in order to disseminate the results of this project broadly, the consortium will produce several deliverables to communicate on best practices, notably: - The shared web platform which will include extranet modules to promote the results of the project (showroom/forum); - A dedicated tool (software) to foster entrepreneurship with a serious game -like structure; - A European white book for entrepreneurship in English that will be translated by SPES federations in other European langages; - Articles/conferences on the EFTL initiative and the new teaching methods/tools resulting from this project; - Video on the project and success stories. Page 14 of 110

15 I.4. European added value Please describe the benefits of, and need for, European cooperation. Please also describe why the results cannot be achieved through cooperation at national, regional or local level. This Knowledge Alliance project will allow the partners to set up European guidelines and common training courses to stimulate entrepreneurship in the food sector, with appropriate case studies for each country. This will allow to share best practices, to create common and shared knowledge between the participating countries. Historically, there are significant national differences, related to consumer expectations (traditional/local gastronomy), to regulations, and also to educational systems and administrative processes to go through in order to create a company. By analysing national similarities and differences, the best practices for entrepreneurship resulting from this project should better reflect a more global European methodology that would be more easily implemented in organisations in other European countries. Thus, the European and collaborative dimension of FOODLAB project will accelerate the spreading and multiplication of the results. As previously mentioned, the food industry is the largest manufacturing sector in Europe, with a turnover of approximately 1,017 billion yearly, and employing 4,25 million people. This industry faces strong competition at the world-wide level, notably by highly competitive emerging countries such as China, Brazil or India. Over the last decade, European companies have regularly lost market shares, plummeting from the 1st to the 5th world food exporter and as such, has decided to invest in innovation to create value, differentiate its products and improve its competitiveness. Whereas this appears to be the best solution in several other fields, the challenge to be addressed is particularly complex in the food business as the offer needs to evolve, adapt and anticipate by taking into account evolution of regulations, consumers habits, current events, etc. The ECOTROPHELIA initiative has already lead to excellent regional and national cooperation (in total 35 new products on the market since 2008), but after many years of experiences it has to be admitted that these local initiatives have a strong tendency to collapse because of a lack of support during project maturation and communication problems between two worlds that apparently do not aim at the same objectives. By teaming up their forces, networks and competences to define new learning and teaching methodologies and approaches, the multinational partners of the FOODLAB project will contribute to strong interactions and long-lasting exchanges of knowledge and to reducing the cultural gap between these main innovation actors. The funding of this project will ensure active participation of reputed HEIs, several food federations and companies around common goals and allow in a few years to demonstrate that there is room for win-win situations in the food sector, thereby opening new perspectives for other sectors where entrepreneurship and innovation transfer is more obvious or common. Indeed the specificities of the food business might be a plus for such a project as it is a complex sector, where primary needs for humanity, sanitary issues and quality constraints meet ecological considerations and basic competitiveness rules. Thus, there are great advantages for this European and structured initiative. Page 15 of 110

16 PART II. Quality of the project design and implementation II.1. Methodology Please define the methodology proposed for achieving the objectives (including major milestones, measurable indicators, etc) The project aims to define new courses and methods for teaching, based on knowledge exchange between HEI (mainly theoretical and technical aspects) and industry (for transversal skills such as project management, market studies or business plan). The project overall methodology is illustrated in Figure 3: - WP1 will be dedicated to project management, - WP2 will consist in the detailed analysis of food companies needs in terms of innovation for guiding student s projects creation and maturation depending on market and technological current demand. This WP will also allow the development of stakeholders network in participant countries (local and national level) to foster interactions and innovation, - WP3 will be dedicated to the development of appropriate educational methodologies and contents to improve the knowledge of food companies constraints, project management and activity creation for both teachers and students, - WP4 will be focused on the detailed study of best practices for entrepreneurship and the definition of the operational structure of the EFTL, - WP5 will focus on the development of the web-platform (virtual workplace for EFTL centralizing shared knowledge) and all the e-tools which specifications will be determined in WP2, WP3, WP4, - WP6 will monitor the quality and reliability of processes and main results of the project, and will define the sustainability strategy to maintain EFTL and its collaborative web-platform after project life, and to spread the initiative within ECOTROPHELIA network, - WP7 will assess the performance of the alliance processes, outputs and indicators, through internal and external evaluation, - WP8 will be dedicated to dissemination & exploitation. Figure 3: Project methodology To meet the ambitious objectives of FOODLAB i) performance indicators followed-up in WP6 and WP7 and ii) milestones corresponding to main steps of the setting up and evaluation of EFTL will be assessed: M2.1: Completion of report on innovation needs in food companies of partner countries (M12) M3.1: Completion of new project-based approach to bridge academic and industry worlds (M12) M3.2: Completion of specific tools and courses for guided self-learning (M18) M4.1: Definition of concrete competences exchange allowing innovation fostering and innovation transfer improvement within the EFTL (M18) M4.2: Establishment of a contractual template for academia/industry collaborations (M24) Page 16 of 110

17 M5.1: Development of the web- platform - beta version (M15) M5.2: Development of final web-platform for knowledge exchanges (M24) M 6.1: Potential commercial value of the project in other to ensure sustainability (M18) M7.1: Availability of training materials, instructions for tutors (M16) M7.2: Completion of evaluation questionnaire (M16) M7.3: Selection of the projects for EFTL experimentation (M15) M7.4: Implementation of recommendations from Quality Assessment project (M30) M7.5: Assessment by external body of the quality of the EFTL and its new project-based approach (M34) M.8.1: Completion of Marketing plans for exploitable results of FOODLAB (M30) M.8.2: Completion of global European marketing plan (M36) II.2. Overall project management Please define project management arrangements and the division of tasks between the partners. Describe the allocation of resources for each activity. Page 17 of 110

18 The FOODLAB program involves 11 organizations from 4 countries aiming to define an innovative approach to further improve the project-based learning methodology and interactions between academia and business in food and drink business to prepare the next generations of students and technological innovation. Such an ambition requires carefull project management to ensure efficient coordination between individual entities by guaranteeing a successful integration of all participants and to balance the overall scientific or socioeconomic interests and the necessity of exploitation-driven strategies for the food companies. The fact that almost all the project partners already collaborate in the network of ECOTROPHELIA competition will facilitate coordination and dissemination. The structure of the Project management is shown in figure below. The organizational structure of the FOODLAB project is headed by the Coordinator and the Steering Committee. The Coordinator (M. Dominique LADEVEZE, CCIV, with high experience in national and EU collaborative projects) is responsible of the overall management of FOODLAB. He will coordinate this project and will be the single contact between the European Commission (EC) and the Consortium. He will act as the contractor for the EC with respect to the Grant Agreement. Its responsibilities are i) to provide a link between all the participants and representatives of the EC; ii) to receive funds from EU and to allocate them to the participants according to the agreed budget; iii) to keep overall view of the project accounts and to ensure that reports to the EC are submitted on time, iv) to ensure overall achievements of project objectives in close collaboration with the Quality Committee (UPV and UNITO) and v) to review the reports. The coordinator will be HELPED by a Network Administrator (M. Maurizio Notarfonso, SPES), whose duties will include i) helping in day-to-day project management; ii) managing the network s webpage; iii) overseeing the activities organized by the consortium, including annual meetings of the General Assembly and producing the internal newsletter. Together with the Coordinator, SPES will ensure interactions with stakeholders of ECOTROPHELIA and FoodForLife networks. The Steering Committee (SC, Chaired by Coordinator and composed of WP Leaders) is in charge of the day-today management of the Program; as such it is responsible for: i) Managing consortium changes (integration of new partners, defaulting parties, etc.); ii) Controlling financial aspects; iii) Deciding on Project budget and possible funding re-allocations; iv) Contractual changes (updates of the Grant Agreement); v) Technical changes: modification on major work, updates of the Work Plan prepared by the WP Leaders; vi) Reviewing the progress of each WP and of the Program as a whole; vii) Establishing the Project Deliverables for the EC in close contact with Tasks Leaders, and starting the process for the progress reports of the Project for the EC and the General Assembly; viii) Implementing the strategies decided by either QC, Educational and Training Committee or Advisory Board; ix) Deciding which results of FOODLAB are to be exploited (General exploitation strategy is detailed in section IV.3.). The General Assembly (composed by one representative of each partner) will meet once a year to assess the overall program progress versus the program objectives. Globally each partner will ensure that i) all activities are carried out and monitored; ii) any changes in the project team will be promptly notified to the coordinator; iii) all required information is provided by the required deadline; iv) members of the team actively participate in consortium meetings; v) incompatible commitments are avoided as soon as these are known. The Quality Committee (QC, UPV, CCIV, UNITO) will monitor the performance indicators and review progress and milestones. Any changes to the program will have to be agreed by the SC. In close contact with the ETC, the QC will be in contact during the project with the national European quality assurance agencies of the countries represented in the consortium, all members of ENQA (European Association for Quality Assurance in Higher education). An Education and Training Committee (ETC, 1 representative of each partner HEI, CBHU, CARINSA, DELIDESS) will ensure an adequate balance between scientific, technological and transversal training through internal evaluation of training contents and guaranty its adequation to teachers and students needs. It will also make proposals for the setting-up of the EFTL, participate to the internal evaluation of the EFTL under the supervision of QC and propose improvements to counteract possible weaknesses. An Industrial Committee (national federation representatives of all participant countries, SPES, CARINSA, DELIDESS, VINIDEA) will ensure that the skills requirements for the teachers and students are defined on the basis of a consistent understanding of the industrial needs of food companies, to enhance the relevance of this Knowledge Alliance. It will also produce recommendations to guide the HEIs of the consortium and their students to i) create and develop innovative projects that will fit to current food business needs in order to facilitate their transfer into business; ii) foster entrepreneurship spirit and mentor students whose projects will be selected to experiment the EFTL during this project; iii) work together for the maintain of EFTL by helping to define a robust exploitation strategy; iv) help in the spreading of the EFTL initiative during and after the project through ECOTROPHELIA network and their own professional networks. Dissemination Committee will ensure communication and dissemination activities (see details in section IV). Page 18 of 110

19 Figure 4 : Overall Management of the project Page 19 of 110

20 II.3. Quality assurance, evaluation and monitoring Please define the specific quality measures to be put in place, as well as indicators foreseen to verify the outcomes of the project. Explain which mechanisms you intend to use to ensure the monitoring and evaluation of the project, its deliverables, results and outcomes. Quality of training contents and tools are determinant for proper knowledge exchange and transfer. It is moreover crucial for the sustainability of the EFTL initiative, and its future spreading across European HEI. Thus the governance of this project includes a dedicated Quality Committee (QC), chaired by UPV and composed of the Coordinator, UNITO and IPB. The WP7 will be dedicated to the definition and follow-up of a strict quality plan, aiming to guarantee that the project implementation meet current educational European standards. With the aim to follow spirit Bologna process, WP7 will guarantee a transparent evaluation system of educational standards in HEIs, ensuring that the resources available for the support of student s learning are appropriate for each courses shared on the web-platform and the operational approach of EFTL offered. Thus, WP7 will facilitate compliance of standards quality assurance within HEI (Berlin, 2005) concerning assessment of students, quality assurance of teaching staff, Information Systems and public information. Internal assessment will be based on regular assessment of the course and progress of the project, but also of organizational aspects of the EFTL and educational content. Qualitative and quantitative indicators were pre-defined for monitoring the project progress regarding concrete objectives, notably indicators related to educational purposes and entrepreneurship: - Number of participants to new training courses developed during the project - Ratio of start-up/sme versus non-sme companies within Innofood network - Number of spin-off creations (case stories) analysed - Number of partner HEI winner of ECOTROPHELIA national contest - Rate of successful transfer within partner SMEs versus non-partner SMEs - Rate of student team mentored from the beginning by an industrial By following performance indicators part of the Quality Plan (D.6.1) and the feedback of all participants during teleconference meetings and General Assemblies, the QC will ensure proper functioning and optimization of the EFTL and related educational contents and tools. Dedicated assessment e-tools will be therefore developed (WP6), such as evaluation forms for teachers, students and industrial mentors. The results will be analyzed by the QC, which will determine dedicated action plan if needed, in close collaboration with the Education and Training Committee. The feedback of QC to the Steering Committee and ultimately to WPs and tasks leaders will allow regular improvement of training contents and teaching strategy during the life of FOODLAB project. A global internal audit will be held after 24 months to ensure the coherence of the overall approach of EFTL. Moreover, an accredited organization with strong expertise in processing quality assessment in higher education will achieve an external audit after 30 months to allow further changes and improvements, if needed. This external body will have to take into account the effectiveness of the internal quality assurance processes, set at the beginning of the project. The educational contents created within the FOODLAB project will be evaluated to confirm they properly follow the Bologna Process and standards of European quality in higher education. Page 20 of 110

21 II.4. Recognition and validation (for Sector Skills Alliances only) Please explain the approaches that are or will be used for the validation and recognition of learning outcomes, in line with the European transparency and recognition tools and principles. Not applicable to this project. Page 21 of 110

22 II.5. Budget and cost effectiveness Please describe the measures adopted to ensure that the proposed results and objectives will be achieved in the most economical way and on time. Explain the principles of budget allocation between the partners. Indicate the arrangements adopted for financial management. Cost effectiveness: In order to allow the best cost effectiveness, the partner organizations were asked to nominate dedicated staff to be in charge of FOODLAB project activities. Careful attention was given to the identification of adapted category staff for each planned activities, to reduce as possible the corresponding cost. Moreover the activities will be held by appropriate staff with full competences in order to achieve the work in due time. Concerning subcontracting companies (for external quality assessment and the web-platform), UPV and CCIV organizations will follow European rules and their internal processes allowing for the identification of the more qualified but economical society in order to reduce the impact on the budget. As public organization, CCIV will notably comply with the French Code of public contracts whose texts are supplemented by administrative and financial procedures (decree # of 18th July 1991 and ministerial noticing #1111 of 30 th of march 1992). Budget allocation: FOODLAB involves HEIs, a R&D centre, national federations of the food industry, SMEs and a Chamber of Commerce and Industry, with each category of stakeholder playing defined roles. Budget and subvention allocation depends on activities and time implication of each partner in the different WPs. The budget construction and repartition is detailed in the section VI. Financial management: As Coordinator and leader of WP1, CCIV is responsible of project overall management and interactions with the EC. The coordinator will therefore monitor the progress of work regarding the Grant Agreement and monitor also the costs incurred by each partner periodically. The Coordinator will advance any money to them when received from the EC. Each partner will be responsible for applying the Commission s financial guidelines to the costs it will incur and ensuring that there will be an audit trail, if required. Based on periodic statements to be provided by each partner, CCIV will verify cost reports submitted by each partner periodically before they are passed on to the Commission and will advise the teams accordingly. CCIV has extensive experience in managing collaborative projects and international networks. The organization is at the initiative of ECOTROPHELIA network which was at the beginning a French initiative and became a pan- European, reputed competition in food innovation with eco-conception concerns. CCIV was also notably coordinator of ECOTROFOOD CIP project that allowed the spread of the competition at the European level, illustrating consistent experience in collaborative project financial management. Each partner will regularly follow up the expenses and use appropriate tools to facilitate the reporting to the Coordinator. Administrative staff was identified by each partner of the consortium to take care of this activity in intern. Page 22 of 110

23 Part III. Quality of the partnership, the team and the cooperation arrangements III.1. Rationale for setting-up the partnership Please explain why the partners are best suited to participate in this European project. Describe skills, expertise and competences within the partnership directly relating to the planned project activities. Page 23 of 110

24 The FOODLAB project is dedicated to the development of a new learning and teaching methodology and the related tools to improve the transversal competences of students and develop entrepreneurship. In order to tackle these issues, the consortium gathers 11 partners from 4 different countries (France, Hungary, Italy and Spain). The objective of this consortium is to share knowledge covering all research, development and production activities towards the delivery of new courses. The European FoodBusiness Transfer Laboratory, supported by a web-platform, will allow to foster interactions between students and stakeholders in food innovation to improve entrepreneurship in this sector. This consortium allows to cover the overall world in food innovation as it is composed of: - 5 HEIs (IPB, ISARA, UCSC, UPV and UNITO) with implication and expertise in food innovation and/or entrepreneurship. Together with the other stakeholders of food innovation, they will define new courses and guide their students during the implementation of EFTL. - 1 technical and R&D centre (CBHU) specialized in food innovation, with relevant experience in consulting and training activities for food companies. They have notably an expertise in reglementation and new technology development. - 2 food SMEs that will share their experience and expertise in food business creation or development. They will be experimental end users of the EFTL during FOODLAB project. One is specialized in aroma development and integration with strong experience in R&D in this field and the second products ready-made dishes. - 1 SME with strong experience in information dissemination on innovation transfer and development related to Vine production (VIN). VIN has strong competences in information dissemination in different European countries and developed training courses dedicated to SMEs. They have an important network of Vine producers and experience in BtoB relationships. - 1 public organisation (CCIV) involved in FoodBusiness development with consistent implication in innovative initiative in Higher Education. - SPES GEIE grouping 13 National Food Business Federations, with established network of Food companies and connexions to FoodDrinkEurope (the pan-european confederation), national and European institutions. The figure below illustrates the different partners of this consortium along the value chain of food innovation. Figure 5: Representation of FOODLAB partners within food and drink innovation field and value chain Page 24 of 110

25 III.2. Description of the partners This section must be completed separately by each organisation participating in the project (applicant and partners). Partner number - P 1 Organisation name CCI Vaucluse III.2.1. Aims and activities of the organisation Please provide a short presentation of your organisation (key activities, affiliations, size of the organisation, etc.) relating to the area covered by the project. The Chamber of commerce and industry of Vaucluse (further referred as CCIV) is a public organization employing 200 people, with 5 of them working for Higher Education Development. CCIV is implicated in several specific programs, with 50 years of experience in the food area. It has played a significant role in the creation of the European institute for food management- ISEMA, the city of food and the innovation cluster for fruits and vegetables- TERRALIA. CCIV is also at the origin of ECOTROPHELIA initiative that has now become the first competition for innovation in food in Europe. CCIV was coordinator of ECOTROFOOD CIP project which aimed at improving access to ecoinnovation information and knowledge for the food industry, in particular SMEs and service providers. A major part of the project consists of organizing ECOTROPHELIA competitions, which are national student food ecoinnovation competitions, followed by 3 European competitions, all integrating sustainable development standards. CCIV and is leader of IDEFI French program for Excellence in Food Innovation. The project displays a dual ambition: - Contributing to strengthening the competitiveness of agribusiness (especially SMEs) innovation for the future, - Becoming a model educational demonstrator with international visibility, with recognition of French teaching excellence in food innovation. Thus CCIV contributes actively to the structuring of the first European industry in terms of employment. III.2.2. Role of the partner organisation in the project Please describe the role of your organisation in the project and how the organisation will contribute to the operational and financial management of the project. CCIV acquired particular experience in management as collaborative project coordinator (ECOTROFOOD and IDEFI project) involving many academic and industrial partners. This is a guarantee for the appropriate coordination of FOODLAB project. As coordinator, CCIV will be leader of WP1 (Management), the main contact with the European Commission Project Officer, the contractor and responsible of the funding and chair the Steering Committee. The responsibilities of the Coordinator are detailed in section II.2. CCIV has previously developed implemented and maintained Internet/intranet applications (3 websites) and a webtv on YouTube. CCIV owns the web-platform of IDEFI project that will be the base FOODLAB web-platform. CCIV will thus be the leader of WP5 (Development of shared web-platform and e-tools). A supplementary IT specialist will be hired to reinforce CCIV IT manpower. CCIV is the initiator of ECOTROPHELIA, and the main organizer of ECOTROPHELIA France and ECOTROPHELIA Europe competitions. CCIV will thus be strongly involved in the networking and dissemination activities (WP2 and WP8) and the mentoring provided to students for the development of innovative food products during FOODLAB. CCIV also has tremendous knowledge and expertise on entrepreneurship strategy. The organisation will thus be involved in the development of European guidelines on entrepreneurship and will help to study the feasibility for the creation and development of business start-up incubators in the 5 participating HEIs. Page 25 of 110

26 III.2.3. Operational/Technical capacity: Skills and expertise of key staff involved in the project Please add lines as necessary Name of staff member Dominique LADEVEZE Stephane BRUN Catherine GRAVEZAT Summary of relevant skills and experience, including where relevant a list of recent publications related to the domain of the project. Head of unit at CCI Vaucluse.Engineer ESA and graduate from a busness school, he is Manager of the ISEMA (city of Food) for 15 years. Administrator of the TERRALIA cluster, he has an extensive experience in the management of industry and in technology transfer projects. Coordinator of the European ECOTROFOOD program, he is the creator of the French and European ECOTROPHELIA competitions. He has held various positions in the CCI Vaucluse (Director of Economic Development, Director of Education). Web application developer; he has tremendous experience in developing, implementing, and maintaining Internet/intranet applications. He will help in the design and development of FOODLAB user interfaces of Internet/intranet applications by setting expectations and features priorities throughout development life cycle; determining design methodologies and tool sets; and conducting tests. He will work in close collaboration with UNITO and the sub-contracting company that will be in charge of the development of specific aspects of the web-platform. Senior assistant with 14 years-old experience. She is in charge of the administrative and logistical organisation of the Ecotrophelia. She will play a role in the preparation of the reporting and administrative purposes. Page 26 of 110

27 Partner number - P 2 Organisation name Institut Polytechnique de Bordeaux (IPB) III.2.1. Aims and activities of the organisation Please provide a short presentation of your organisation (key activities, affiliations, size of the organisation, etc.) relating to the area covered by the project. Bordeaux Institute of Technology (IPB) is a group of 8 National Graduate Schools of Engineering. The IPB trains its students in 19 engineering specialties to be prepared to meet tomorrow s scientific and technical challenges. The classes are taught by 220 faculty members affiliated with research groups from 12 laboratories. Deeply involved in the economic life of the region, IPB collaborates closely with local companies and encourages students to create their own business. The Graduate School of Chemistry Biology and Physics of Bordeaux (ENSCBP) represents 8 laboratories with 60 academics and researchers. The school is certified Quality, Security, and Environment. (ISO 9001, ISO 14001, OHSAS 18001). ENSCBP delivers Master degrees in Food Science & Technology (50 Graduates each year) with four different specialties: - Food, Nutrition, Health - Industrialization, Product conception - Quality, Security, Environment - Lipids and Industrial applications. The different courses are carried out in collaboration with the research laboratories and technology transfer structures. All these structures support students to transfer their innovation projects from laboratory to the industrial pilot plant level. For more than 10 years, students are requested to create innovative food products. Each workgroup is associated with an industrial partner in order to ensure a realistic manufacturing process. Some partners may even integrate the result to their own product portfolio, like JOCK company that developed the ready to cook mix for Canelés Bordelais (now their third reference). Each year, two groups of students are selected to represent the IPB-ENSCBP at the ECOTROPHELIA Award. III.2.2. Role of the partner organisation in the project Please describe the role of your organisation in the project and how the organisation will contribute to the operational and financial management of the project. Page 27 of 110

28 ENSCPB of IPB has during the past 10 years a consistent know-how in setting up industrial partnerships with students and in innovation transfer to industry. In the FOODLAB project, IPB will be involved in sharing this knowledge (WP3) and test new training approaches (WP4) thanks to the methodologies developed within the FOODLAB project: - Knowledge exchanges between academics and industrials - Detection of know-how to improve training for students and food SMEs employees - Collaboration with other FOODLAB partners in the development of real-condition evaluation of the European Foodbusiness Transfer Laboratory. The results expected from the project will be carefully tested at the IPB, especially regarding teaching contents, lifelong learning, transfer methodologies and quality management. IPB works actively to strengthen links with regional transfer partners. In this endeavor and thanks to its links with technical centres and legal structures, IPB has a strong awareness of the methodology to identify and federate such expertise. Thus IPB will lead Task 4.1 aiming to identify all the competences and expertise necessary within the European Foodbusiness Transfer Laboratory during FOODLAB life time and beyond. Following this purpose, IPB is also responsible of the Task 6.2 that aims to guarantee the definition of EFTL sustainability strategy. IPB-ENSCBP has also a strong commitment in quality management, including a QHSE certification. IPB will thus pay a special attention to quality latters and policy and will be for that reason involved in task 5.2 related to quality monitoring, respecting the European quality standards in higher education. III.2.3. Operational/Technical capacity: Skills and expertise of key staff involved in the project Please add lines as necessary Name of staff member Aziz OMARI Fernando LEAL CALDERON Maud CANSELL Summary of relevant skills and experience, including where relevant a list of recent publications related to the domain of the project. Abdelaziz Omari is a Professor of physics at the polytechnic Institute of Bordeaux and he is mainly concerned with rheology and textural aspects of food matrix versus product formulation. Since 13 years his is in charge of R and D and students food innovative projects. His is therefore interested in promoting partnership collaboration between education, research establishments and food industry For his research activity, Abdelaziz Omari is actually working at the I2M laboratory of Bordeaux on topics related to flow of dispersed media through complex geometries. Fernando LEAL-CALDERON currently holds a position of Professor of physical chemistry at the Polytechnic Institute of Bordeaux. He works on various subjects related to emulsion science and food colloids. His main research topics are coarsening phenomena (coalescence and Ostwald ripening), solid-stabilized (Pickering) emulsions, delivery systems (double emulsions, nanoemulsions). He has published over 120 scientific contributions as journal articles, book-chapters, and conference proceedings. FLC is the deputy president of the French competitiveness cluster Agri Sud Ouest Innovation ( dedicated to agriculture and food industries. He is also the deputy director of the Carnot Institute LISA: Lipids for Industry, Safety and Health ( to promote and develop partnership research between higher education and/or research establishments and the industry Maud CANSELL is an engineer in food science. She is Professor at ENSCBP. She teaches courses related to lipids, from their physicochemical properties to their roles in food products (technological, nutritional, sensory, etc.). She manages the Food Sciences and Technology Department since She is also in charge of specialized courses dealing with Fats and oils knowledge and their industrial applications since Her research concerns the formulation and characterization of colloidal systems in foods and their development for nutritional purposes. She has published over 100 scientific contributions as journal articles, book chapters, and conference proceedings. She is currently working with food industry in order to get a better knowledge of the lipid roles in various foods (margarines, ice creams) and lipid complements. Page 28 of 110

29 Antoine LEGRAND Antoine LEGRAND, the head of quality department at Bordeaux Institute of Technology (IPB), has managed the ISO 9001 certification process. This certification project has been carried out from 2011 to 2014 and allowed all IPB graduate schools, including ENSCBP, to get the ISO 9001 certification. His role is to facilitate the Quality System Management based on the process approach: description, analysis and process improvement, internal audits, management reviews. He also coordinates the planning and monitoring of external audits at IPB. In the graduate engineering degree at ENSCBP Integrated Management and Sustainable Development he helps the teaching team, especially by monitoring educational projects. Page 29 of 110

30 Partner number - P 3 Organisation name ISARA Lyon III.2.1. Aims and activities of the organisation Please provide a short presentation of your organisation (key activities, affiliations, size of the organisation, etc.) relating to the area covered by the project. ISARA-Lyon is a French HEI supported by the French Ministry of Food and Agriculture and accredited by the French Commission des Titres d Ingénieur. ISARA is a member of the FESIA consortium (4 French private HEI in agriculture and food science). Thanks to 104 permanent staff and over 200 academic and professional lecturers, ISARA trains around 800 students each year (500 BSc and 300 MSc students). ISARA activities in the food, agriculture and life sciences sectors covers: - Education: delivery of the Engineering diploma (Master-level degree, EUR-ACE label) but also BSc diploma and international MSc, specialization in industrial food management. - Research in food quality and food heritage: sustainable food systems, food products quality and qualification, relation between food products and territories. - Consultancy and expertise activities dedicated to SMEs and innovation in the food industry (marketing surveys and strategy, product development; quality and production management). In 2008, ISARA created a business incubator (AGRAPOLE Incubator) to support start-ups creation in the agrifood sector. The incubator supported 21 projects leading to 14 companies created so far. The entrepreneurs receive advice on business strategy and food science. New products and processes are developed in Isara food lab for entrepreneurs with help of the students. The connection between entrepreneurs and students stimulates the creation of new start-ups by the students. ISARA is taking part in the ECOTROPHELIA competition since In 2013, Isara students who participated to ECOTROPHELIA competition won France and Europe gold awards. Two students who participated to the competition are now creating a start-up with the help of the Incubator. III.2.2. Role of the partner organisation in the project Please describe the role of your organisation in the project and how the organisation will contribute to the operational and financial management of the project. ISARA Lyon has a dedicated team for entrepreneurship (to serve ISARA Company incubator). This team his composed of engineers with technical and management skills. Pascal BOULON will be the leader of the Foodlab Project at ISARA Lyon. ISARA has developed a unique organization combining courses (from the idea to the market) and business incubation facilities to stimulate the creation of new activities by the students. This organization is gathering business partners such as investors; food industry SMEs; experts and so on. ISARA has also developed knowledge in innovative pedagogical approaches thanks to its participation in the IDEFI-Ecotrophelia national project and the Ecotrophelia European competition. With the help of other partners, ISARA will propose guidelines, contents, tools, methodologies and possible organization models. The aim of this work is to improve academia-to-business transfer approach within HEI and with business partners. The project based approach and the guided self-learning pedagogical concepts will be adapted to the student s food innovation projects. The expected result of this contribution is: - an increase of the application of the projects results in SMEs (new products ranges) - an increase of start-ups creation In order to do so, ISARA will lead WP3. This work will be conducted in close relation with WP2; WP4; WP5 and WP7. Page 30 of 110

31 III.2.3. Operational/Technical capacity: Skills and expertise of key staff involved in the project Please add lines as necessary Name of staff member Teacher / Researcher / Trainer / Youth worker Administrative staff Summary of relevant skills and experience, including where relevant a list of recent publications related to the domain of the project. Pascal BOULON, MSc; MBA; head of entrepreneurship activities at ISARA Lyon (courses, incubator management) and in charge of pedagogical innovation applied to food innovation projects. Pascal Boulon; 48 years old; engineering degree, MBA degree, has an extensive experience in: start-ups creation, marketing surveys applied to innovation projects and innovation management. He joined ISARA Lyon in 2007 after 17 years of international business experience (creation of start-ups; production of 150 marketing surveys; production of business plans; partners search and so on). He created AGRAPOLE Incubator at ISARA Lyon in Camille Ponchon; Msc; food technologist and teacher, has joined ISARA in She is in charge of developing project based pedagogical approach applied to food innovation projects such as ECOTROPHELIA projects. Christian Pineau, MSc; Head of food industry departement; has joined ISARA Lyon in 2013 after 30 years experience in the food R&D and food industry management. Sophie Pallandre; MSc; Food technologist and teacher ; she joined ISARA lyon 4 years ago after 3 years experience in the food industry (R&D). Sophie is in charge of R&D projects for SMEs and entrepreneurs (incubator). Caroline Leroy; MSc; food technologist and teacher, has joined ISARA in Caroline is in charge of R&D projects for SMEs Pauline Freon in charge of the financial reports. Valerie Mann in charge of the administrative support. Page 31 of 110

32 Partner number - P 4 Organisation name Universidad politécnica de Valencia (UPV) III.2.1. Aims and activities of the organisation Please provide a short presentation of your organisation (key activities, affiliations, size of the organisation, etc.) relating to the area covered by the project. The Universitat Politècnica de València (UPV) is a public HEI offering modern degrees, according to the Bologna Process, and official postgraduate programmes, subject to educational quality control systems. Main scientific and technological domains are information and communication technologies, food and agricultural technologies, electric, electronic, mechanical and chemical engineering, and business sciences. UPV has three campus sites with a total of over students (about 1100 students on food science, food industry or agronomy), 2800 members of teaching and research staff, and 2400 administrative and services staff. UPV is internationally oriented and repeatedly ranked among the top 5 European Universities in terms of incoming and outgoing students under the Erasmus Programme. UPV has broad experience in the management of European projects and takes part in different actions, both as a coordinator and as a Partner (Tempus, Alfa, Erasmus Mundus Action 1 and 2, etc.). UPV also takes part in several international networks such as: Magalhaes, TIME, ANUIES, COLUMBUS, SEFI, etc. Food Technology Department participates since 2009 at Ecotrophelia. Every year our student teams develop new & innovative food products to apply for Ecotrophelia. The most important results obtained is a patent on A new process to obtain snacks from tiger nuts. This patent is transferred to a UPV spin-off in order to commercialize products with this process. Ten new products were developed by students with different success: for instance, ginko cookies product was introduced on the market. Page 32 of 110

33 III.2.2. Role of the partner organisation in the project Please describe the role of your organisation in the project and how the organisation will contribute to the operational and financial management of the project. The role of UPV in this project will be focused on WP6&7 and on: - To collaborate in the development of a common methodology to inventory food industry needs, particularly in new food products. - To collaborate in the preparation of a dedicated report aiming at improve skills in food producers and students in new food development. - To train students and teachers on creation of business start-up incubators in universities. UPV created recently a new spin-off on food design, as a consequence of knowledge transfer. This experience could be showed like example on entrepreneurship with all students. - To organize seminars in training of students on development of innovative food projects, standing out the importance of innovation to growth and the need for highly skilled workers in the innovation process on food industry. UPV will be actively involved in the implementation of the project and will contribute in the following manner: - Participating in day-to-day management execution and decision-taking body within the Consortium (member of Steering Committee). - Developing the tasks agreed in an efficient and timely manner. - Managing the project funds in an efficient and transparent way, reporting to the coordinator and to the Project s. III.2.3. Operational/Technical capacity: Skills and expertise of key staff involved in the project Please add lines as necessary Name of staff member Javier Martínez Monzó Purificación García Segovia María Jesús Pagan Moreno Summary of relevant skills and experience, including where relevant a list of recent publications related to the domain of the project. Dr. Martinez has a PhD in food technology. He is expert on vacuum cooking and frying, food innovation and nutrition. He has experience on management of innovative projects in the food sector and training of students on the management of innovative food projects. He is partner in a spin-off of UPV, Food Desing ( which mainly activity is to develop new food concepts to food industry with students collaborations. She has a PhD in food technology. Its expertise is related with training students on food lab, new food development, molecular gastronomy and science and cooking and applications of ITC sciences in nutrition. She is also partner in the UPV spin-off Food Desing ( She is researcher and teacher at UPV. She is working mainly on food safety and microbiology, and teach classes on nutrition, dietetics and meat science. She is working usually with food industry in the development of new starters to meat products such a expert. She did her doctoral thesis working with a company specialized in additives for meat products named La Pilarica. Recent Publications 1º Food innovation: - Javier Martínez Monzó, José Manuel Barat Baviera, Purificación García Segovia (2008) El proceso de Innovación. Alimentación, Equipos y Tecnología. nº 237, Purificación García Segovia, Javier Martínez Monzó, Jorge Ruiz Carrascal.(2008) I+D+i: aplicación a la gastronomía. Alimentación, equipos y tecnología. 237, García-Segovia, P., R. González-Carrascosa, J. Martínez-Monzó, J. Ngo and L. Serra-Majem (2011). New technologies applied to food frequency questionnaires: a current perspective. Nutr. Hosp., 26(4): Martínez Monzó, Javier; García Segovia, Purificación; Albors Garrigós, José (2013). Trends and Innovations in Bread, Bakery and Pastry. Journal Of Culinary Science & Technology, 11(1): Albors Garrigós, José; Barreto Palacios, Vivian Janeth; García Segovia, Purificación; Martínez Monzó, Javier; Hervás Oliver, Jose Luis. (2013). Page 33 of 110

34 Creativity and Innovation Patterns of Haute Cuisine Chefs. Journal Of Culinary Science & Technology, 11: º Technical publications (related on new food products obtained with trained students): - García-Segovia,P., Barreto-Palacios, V., Bretón, J. and Martínez-Monzó, J. (2011). Microencapsulation of Essential Oils Using β-cyclodextrin: Applications in Gastronomy. Journal of Culinary Science & Technology. 9(3): Andrés-Bello, A., García-Segovia, P. and Martínez-Monzó,J. (2011). Vacuum Frying: An Alternative to Obtain High-Quality Dried Products. Food Engineering Reviews. 3: Andrés Bello, María Desamparados; Vivian Janeth Barreto Palacios; García Segovia, Purificación; Martínez Monzó, Javier (2013). Effect of ph on Color and Texture of Food Products. Food Engineering Reviews, 3(5): Iborra Bernad, María del Consuelo; García Segovia, Purificación; Martínez Monzó, Javier (2013). Optimizing the texture and color of sous-vide and cook-vide Green bean pods. Food Science And Technology-Lebensmittel- Wissenschaft & Technologie, 51: Iborra Bernad, María del Consuelo; García Segovia, Purificación; Martínez Monzó, Javier (2014). Comparison of Vacuum Treatments and Traditional Cooking Using Instrumental and Sensory Analysis. Food Analytical Methods, 7(2): García Segovia, Purificación; Iborra Bernad, María del Consuelo; Andrés Bello, María Desamparados; González Carrascosa, Rebeca; Barreto Palacios, Vivian Janeth; Jorge Bretón Prats; Martínez Monzó, Javier. (2013). Replacing Sugar in Ice Cream: Fruit Up as a Substitute. Journal Of Culinary Science & Technology, 11: Page 34 of 110

35 Partner number P 5 Organisation name Universita cattolica del sacro cuore III.2.1. Aims and activities of the organisation Please provide a short presentation of your organisation (key activities, affiliations, size of the organisation, etc.) relating to the area covered by the project. Università Cattolica del Sacro Cuore (UCSC) is the European largest private university with 4 campuses, 12 faculties, 41,000 students and a teaching staff of more than 1,400 people. UCSC invests in entrepreneurship training skills such as Dr.Start-upper: an innovative, original and interdisciplinary post-graduate program born to allow the students to develop business ideas. The project is managed by the UCSC s international research and education centre for study, promotion of a responsible and competitive business culture. UCSC s Faculty of Agricultural Sciences, now Facoltà di Scienze Agrarie Alimentari e Ambientali enrolls roughly 180 new students each year. The educational programmes include three-year, specialist, double specialist, and firstlevel master degrees, and the interdisciplinary Doctorate School for the Agro-Food System (Agrisystem). UCSC has a long and relevant experience in the participation to international and European research projects, both as a coordinator and as a partner. Furthermore it has strong connections at local, national, and international level, in the industry and academia domains. It enjoys strong ties (research contracts and PhD fellowships) with important Food industries (Ferrero, Barilla, Danone, etc.), P.D.O. Consortia (Parmigiano Reggiano,Grana Padano Protection, Provolone), and Food supplement companies (Sanofi-Aventis, Bayer, etc.). In the last years, the Faculty created three different spin-off companies, AAT (Advanced Analytical Technologies), Aeiforia (Sustainable and safe ecosystems), and Horta (Technological innovation for practical agriculture), founded by new graduates. UCSC won the bronze Award at the 2013 ECOTROPHELIA European final. III.2.2. Role of the partner organisation in the project Please describe the role of your organisation in the project and how the organisation will contribute to the operational and financial management of the project. UCSC will be leader of WP4 (Creation of European Foodbusiness Transfer Laboratory) aiming to define the EFTL operational requirements, and provide comprehensive guidelines and tools to foster innovation and entrepreneurship among stakeholders. The role of UCSC in this project will be: To collaborate in the identification of the expertise and competences necessary in EFTL for successful innovation transfer. To provide a contractual template and tools to facilitate academia/business project co-development To collaborate in development of on-line tools to foster innovation and entrepreneurship To collaborate in determining the best practices ensuring a proper innovation transfer To provide a learning path to foster managerial skills UCSC will be leader of tasks 3.3, 4.2., and 7.2, and will actively contribute to the project in: Improving educational content and developing new teaching and learning methodologies and tools Setting-up of e-learning open source platform and content Implementing and testing of new teaching/training methodology Testing and validating of the on-line tools to foster entrepreneurship UCSC will be actively involved in: Setting up and implementation of the Foodbusiness network Evaluating of project sustainability Dissemination plan and tools, congresses and exploitation UCSC will be member of Steering Committee and Education & training Committee Page 35 of 110

36 III.2.3. Operational/Technical capacity: Skills and expertise of key staff involved in the project Please add lines as necessary Name of staff member Lorenzo Morelli Roberta Dordoni Milena Lambri Claudio Soregaroli Andrea Mezzadri Elena Angeleri Summary of relevant skills and experience, including where relevant a list of recent publications related to the domain of the project. Dean of the UCSC s Faculty of Agriculture, Full Professor, Director of Institute of Microbiology and CRB (Biotechnological Researches Center). CUDN member (Departmental board for nutrition and diet), ANVUR member (National Agency for the Evaluation of Universitiesand Research Institutes). Author or co-authors of more than 50 scientific papers, he also holds Europeanand U.S. patents in the field of probiotic bacteria selection. She has Ph.D. in Agro-food system. She is researcher in Food Science and Technology and lecturer of Food Industry plants (Unit Operations). Her main research interests concern theoretical and experimental studies and development of innovative process for the production of ingredients for the food industry. Her scientific activity concerns both deproteinization technology of sugary syrups and alcoholic beverages, both the ingredient formulation for confectionery and related industries. Topics are related to freeze-drying for the preparation of ingredients themselves. In 2013 she was tutor of UCSC s student team gaining the first place at the national EcoTrophelia competition and the third place at the European one. Researcher in Food Science and Technology. Aggregate professor for the courses of "Food sensory analysis", "Food industry processes II" and "Plants of the wine industry" for the MSc and the first level Degrees in Food Science and Technology and in Agricultural Science and Technology. Main activities concern: research projects for new technologies in winemaking, monitoring of processes for the beverage industry, and technological transfer for the liquid food technologies in developing countries. Researcher and instructor at the Alta Scuola in Management ed EconomiaAgroalimentare (Cremona Italy), the graduate school of the UCSC focused on agribusiness research and education. His main research interests are in the area of agricultural and food chain analysis. They concern the marketing and commercialization of agri-food products, the analysis of agribusiness supply chains, the evaluation of agrifood policies and the economics of biotechnology. He cooperated in several EU founded projects under the 6th and 7th research framework programme, and has been involved in consultancy activities for the EU Commission (DG-Agri, DG-Enterprise) and extension activities for local public administrations, associations and private enterprises. He also supported UCSC students participating to ECOTROPHELIA national competition in 2012 and 2013 gaining the second place in both occasions. Adjunct professor in Business Administration in UCSC. He is interested in new business creation, entrepreneurship, SME s business strategy, family business and industrial clusters in which has lectured in Master and degree s programshe took part in various researches relatively Corporate Social Responsibility, SME s and industrial clusters. Since 2009 he is Manager for GSVC Italian Round, the leading business plan competition in social business field. Since 2011 he is member of Organizing Comittee of StartCup Milano Lombardia.He mentors several startupper in pre seed phase helping them to develop a successful business plan. Doctorates Manager at UCSC. She holds a Doctoral degree in Institutions and Policies and had a large experience in managing Master, PhD and other post-graduate projects throughout the life of project, from ideation phase to management phase. She is particularly responsible of the transferable skills and soft skills programs for postgraduate students. In the last year, she designed and managed programs devoted to entrepreneurial orientation and training. Page 36 of 110

37 Partner number - P 6 Organisation name Universita degli studi di Torino III.2.1. Aims and activities of the organisation Please provide a short presentation of your organisation (key activities, affiliations, size of the organisation, etc.) relating to the area covered by the project. The University of Turin (UNITO) is a public higher education institution that offers modern degrees, according to the Bologna Process, as well as official postgraduate programmes that are subject to demanding educational quality control systems. UNITO offer 131 curricula, and enrolls students, of which 1835 are in the agriculture and food technology area. It is the sixth biggest university in Italy. The personnel is composed by 3519 teaching and research staff, and 1953 administrative and services staff. Overall, 5% of the students are foreign students. Indeed UNITO is involved in various international networks, also in the context of European programmes such as the Framework Programmes for Research, the Lifelong Learning Programme, the Tempus Programme. It maintains roughly 880 bilateral agreements with partner universities under the LLP Erasmus programme and 500 formal agreements with foreign universities outside Erasmus. DISAFA department, is strictly connected with the industry. Since 2009 it offers the Master sponsored by Ferrero Spa Science and food technology - Michele Ferrero. Recently UNITO has made contacts with Companisto, a crowfunding company located in Berlin that funded already 28 startups with a total budget of more than 4.8 M. The company is invited to participate as advisor inside the FOODLAB project. UNITO does a lot of research in following the technology side of enterprises and also developing ICT solutions for them. UNITO has active collaboration with Prof. Zazueta from University of Florida. He is responsible for the successful deployment are of one of the USA largest enterprise level course management systems. His e-learning program at UFL is currently the most successful in the USA. III.2.2. Role of the partner organisation in the project Please describe the role of your organisation in the project and how the organisation will contribute to the operational and financial management of the project. The role of UNITO in this project will be: - Provide and maintain on line tools to foster entrepreneurship for stakeholders - Provide and maintain on line database of foodbusiness network - provide and maintain e-learning platform - Organize seminars in training of students on development of innovative food projects, standing out the importance of innovation to growth and the need for highly skilled workers in the innovation process on food industry. - Collaborate in the development of a common methodology to inventory food industry needs, particularly in new food products. UNITO will be actively involved in the implementation of the project and will contribute in the committees (WP1) and develop efficiently the following tasks as task leader: Task 2.1 Prerequisites of the Foodbusiness network database Task 4.3 Definition and implementation of tools to foster innovation and entrepreneurship Task Development of Foodbusiness network database Page 37 of 110

38 III.2.3. Operational/Technical capacity: Skills and expertise of key staff involved in the project Please add lines as necessary Name of staff member Remigio Berruto Angela Calvo Patrizia Busato Alessandro Sopegno Antonino Varetto Antonella Valerio Papers related to the project Summary of relevant skills and experience, including where relevant a list of recent publications related to the domain of the project. Prof. Berruto has a Ph.D. from Purdue University, USA. He is associate professor. He is expert logistics of agricultural and agrifood produce. He organize the EFITA 2013 conference on ICT for agriculture. He has 25 year experience in teaching classes related to food logistics, food technology and machinery, information technology for undergraduate students. He is member of Accademia dei Georgofili and vice-president of Internation commission of agricultural engineers (CIGR) section V system engineering. He has a broad experience in simulation of food supply chain. He is coordinator for the University of Turin partnership in four EU project. At national level he coordinates projects related to food sustainability. He will be the manager of the project, coordinating the tasks where UNITO is involved as taks leader (2.1, 4.3, 6.3 and 6.4), and participate with CCIV to the design of the web platform (task 6.1), quality plan (7.1) and quality assurance and control (7.2). He will also be involved in dissemination tasks. Prof. Calvo has master in mathematics. She is associate professor. She will act as a senior researcher for the project. Its expertise is related with training students on food and agriculture in african countries. She cooperates within development of food products with high sustainable profile (e.g. no emissions from fossil fuels). She teach classes at both graduate and undergraduate levels. She will participate in database requirement in task 2.1 (collaboration with SPES) and innofood database design and implementation in task 6.4. She will work also on task 3.3 and 6.3. Dr. Busato is researcher at University of Turin and hold a Ph.D. in food logistics. She is working mainly on food safety and traceability, logistics, sustainability of food production. She works also on web application creation to assess sustainability of food production and has extended skills in this area She also helps to develop/teach simulation games for students related to food logistics. She recently had a stage to the creation of e-learning content with innovative approach at University of Florida, using Sakai engine under the direction of Prof. Zazueta, leader in the field of e-learning in the US. She will work for task 4.3 related to the implementation of a tool to foster entrepreneurship (collaboration with UCSC) and task 6.3 related to the e-learning platform, with the design of the class material (collaboration with ISARA, UCSC, CMHU). Dr. Sopegno is a researcher at University of Turin. He is currently is completing his Ph.D. in food sustainability. He is working on development of web applications and mobile applications for agriculture and food value chains, including assessment of sustainability for food production. He is expert in making web pages and mobile pages with javascript, html5 and CSS. He will work in the role of technician toward making cross-platform deliverables product, related to tasks 4.3, 6.3 and 6.4. Antonino Varetto has a master in Agriculture. He is a technician and has a lot of experience in delivery web content and databases with the use of PHP and Mysql databases. He designed and implement dynamic web pages. He will work to implement the task 4.3 and the task 6.4, with database and forms to intert data and visualize the results. Antonella Valerio hold a MS in business science. She is the head of business office. Since 20 year she follow the business administrative part of research projects in the DISAFA dept. She will play a role in the preparation of the reporting and administrative purposes, working on administrative activities related to task 1.2, financial reporting. - Berruto, R., P. Busato, A. Calvo, A. Sopegno, V. Boero (2014). Green lean approach for improving sustainability of vegetable supply-chain: the ZEROEMISSION case. 8rd International European Forum on System Dynamics and Innovation in Food Networks IGLS, Cetma press. electronic proceedings Berruto, R., P. Busato, et al. (2013). OINOS: a full customized traceability system for wine production and supply chain logistics. EFITA/WCCA Sustainable Agriculture through ICT innovation. Page 38 of 110

39 - Berruto, R., P. Busato, D. Bochtis. (2012). The bioenergy farm project: Web applications for the assessment of biomass production and logistics. ASABE International Meeting, Dallas, TX, USA, ASABE. - Williams, R.J., JC. Harman, F.S. Zazueta and J.S. Smith Development for Student Success: AN undergraduate online course in Engineering. Learning Technology Consortium. Teaching with Technology, Vol. 2 pp. 17-1/ Busato, P. and R. Berruto (2010). Innovative Concepts for Traceability Software of Orchard Production. Work Safety and Risk Prevention in Agro-food and Forest Systems. Ragusa Ibla Campus- Italy Busato, P. and R. Berruto (2009). Use of Simulation Models to Study the Dynamic of Recall of Non-Conform Perishable Produce Through the Supply Chain 3nd International European Forum on System Dynamics and Innovation in Food Networks. U. R. M. Fritz, G. Schiefer. Insbruck-Igls, Austria. I: Busato, P., R. Berruto, et al. (2008). Integrating Simulation and Optimization for Inventory Control of Perishable Items. Model-It IV International Symposium on Applications of Modelling as an Innovative Technology in the Agri-Food Chain. M. H. P. Barreiro, F.J. Arranz, B. Diezma, E.C. Correa. Madrid, Spain, Barreiro, Hertog, Arranz, Diezma, Correa. I: Berruto, R. and P. Busato (2006). EnergyFarm: Web application to compare crop systems under technical, economic and energy aspects. WCCA Conference, Orlando, FL. - Busato, P. and R. Berruto (2006). FruitGame: Simulation Model to Study the Supply Chain Logistics for Fresh Produce. 4th World Congress on Computers in Agriculture and Natural Resources. J. X. F. Zazueta, S. Ninomiya, G. Schiefer. Orlando, Florida USA, American Society of Agricultural and Biological Engineers. I: E. S. Sepúlveda Bustos, F. S. Zazueta, R. Bucklin, E. Holzapfel Hoces. Rapid Prototyping of Learning Objects for Agricultural and Biological Engineering Education Applied Engineering in Agriculture. Vol. 22(3): Zazueta, F.S Curriculum Development Using Ontologies and Learning Objects. Proceedings of the XVI CIGR World Congress. Bonn, Germany. cigr.org/proceedings.html Page 39 of 110

40 Partner number - P 7 Organisation name Spread European Safety GEIE III.2.1. Aims and activities of the organisation Please provide a short presentation of your organisation (key activities, affiliations, size of the organisation, etc.) relating to the area covered by the project. SPES GEIE is a European Economic Interest Grouping known as Spread European Safety EEIG composed by 13 Food and Drink Industries Federations from Italy, France, Spain, Portugal, Switzerland, Belgium, Denmark, Hungary, Czech Rep., Slovenia, Austria, Greece and Turkey. The network covered by SPES is pan-european and also extends to non-members countries. Altogether, more than companies may be reached though results dissemination within the project. The purpose of SPES is to facilitate and develop the activities of its members which are relevant to the promotion and execution on a European Union level of studies and research concerning safety and food quality all along food chain, as well as the utilisation and disclosure of the relevant results. The Grouping was constituted to facilitate the participation of its members in activities to be carried out in the context of the EU Framework Programme (6 th, 7 th, Horizon 2020) such as actions for technological research, development and demonstration as well as promotion and dissemination of research results. Under FOODLAB proposal the following SPES GEIE third parties will be fully committed: ANIA Association Nationale des Industries Alimentaires FED Federazione Italiana dell'industria Alimentare FIAB Spanish Food and Drink Industry Federation FFDI Federation of thefood and Drink Industries of the Czech Republic CCIS CAFE Chamber of Commerce and Industry of Slovenia / Chamber of Agricultural and Food Enterprises III.2.2. Role of the partner organisation in the project Please describe the role of your organisation in the project and how the organisation will contribute to the operational and financial management of the project. Most important goals to be fulfilled by SPES are in relation with companies development mainly: to contribute getting best skilled employees, to continuously improve competences and skills of their employees and to meet environment changing requirements. Moreover the objectives of the participating Food & Drink Federations are to support their industrial members with up-to-date and high quality information in order to stimulate innovations. In this way, SPES will be the basis for the bridge between academic and industry-driven sectors. SPES will then lead WP2 in order to gather existing national networks relevant information and contribute to the implementation of the InnoFood database and the translation and diffusion of the results of FOODLAB project. SPES will contribute to the study needs of the food industry and help the universities to set up technological halls. In addition SPES will organise the industry validation of the training content and will lead dissemination and communication activities. SPES will then be leader also for WP8 and will contribute to improve the visibility actions for FOODLAB dissemination at national level (translation of national guidelines, editing of leaflet and regular newsletters). In this framework SPES will count also on the other Food & Drink Federations (even not direct committed to FOODLAB) from Portugal, Belgium, Hungary, Switzerland, Austria, Denmark, Greece and Turkey. SPES will be also involved WP1, WP5 and WP7 as task leader. Page 40 of 110

41 III.2.3. Operational/Technical capacity: Skills and expertise of key staff involved in the project Please add lines as necessary SPES third party SPES coordination unit ANIA - FRANCE Name of staff member Daniele ROSSI Françoise GORGA Summary of relevant skills and experience, including where relevant a list of recent publications related to the domain of the project. Administrator of SPES GEIE and the Director General of Federalimentare (italien federation), he has a degree in Statistics and Economics, postuniversity specialization course of economics c/o U.C.L.A., State of California USA. He coordinated the SMEs-NET (SSA under FP6) and TRUEFOOD integrated project. Françoise GORGA is a graduated food engineer. She has been working for ANIA for 5 years on food quality and safety issues. She has also been involved in the European Gourmet products program and in 12 other research programs. FEDERALIME NTARE ITALY FIAB SPAIN FFDI CZECH REP. CCIS CAFÉ - SLOVENIA Maurizio Notarfonso Federico Morais Miroslav Koberna Tatjana Zagorc Expert manager for 10 EC funded project and responsible for the daily steering of SPES Federations relationship, and experienced in technology transfer and communication actions PhD. Senior Expert. Doctor in Chemical Sciences and Master in Business management and Marketing. From 1999 he is the Manager of Development and Research Department in FIAB. He continues with his investigation activity and he is teacher of food technology in the Autonomous University of Madrid. He is director of several doctoral theses and author of different articles and books. He has been a consultant in Food technology in the EU. Transfer technologic and training in company Director of programming and strategy for the Czech Republic s Federation of Food and Drink Industries. He is responsible for the training activities of the FABbiogas project and the creation of local helpdesks. is by profession B.Sc. of Food Science and Technology with the PhD in Biotechnology.. She was named director in Page 41 of 110

42 Partner number - P 8 Organisation name Campden BRI Magyarorszag Nonprofit Korlatolt Felelossegu Tarsasag III.2.1. Aims and activities of the organisation Please provide a short presentation of your organisation (key activities, affiliations, size of the organisation, etc.) relating to the area covered by the project. CBHU, founded in 2009 as the successor of the Frozen Industry Development and Analytical Institute, is an independent industrial, non-profit research and development organisation, providing R+D, knowledge transfer and training services to approximately 200 food businesses. It has direct access to most recent research results and methods through its parent company, Campden BRI UK, which is the UK's largest independent organization carrying out R&D for the food and drink industry worldwide. Key research activities include food safety, food processing and cold chain, product development, chain management, consumer and sensory science. The organization has a long experience in knowledge transfer/training to industry, auditing food safety management systems, application of food legislation, legality of labelling, implementing capacity building programmes for achieving compliance to trade standards and EU food legislation. The organization has developed connections with Hungarian Universities, such as Budapest University of Technology and Economics, Corvinus University of Budapest and University of Debrecen. CBHU is member of networks, such as FoodDrinkEurope, European Hygienic Engineering & Design Group, European Sensory Network, Federation of Hungarian Food Industries, Association of Hungarian Deep freezing and Canning industry, PharmAgora Quality of Life Cluster, etc. CBHU has experience in dialogue and working with SMEs, develops decision making procedures and tools for the industry, converts research results to industry solutions and tests pilots with food businesses. Furthermore it produces recommendations for the industry, including SMEs, policy makers, mediator organisations, researchers. III.2.2. Role of the partner organisation in the project Please describe the role of your organisation in the project and how the organisation will contribute to the operational and financial management of the project. The role of CBHU in this project will be: - Provide information about the industrial needs - Provide training methodologies and training materials for students, teachers and company staff - Organize seminars in training of students on development of innovative food projects - Setting up new educational organizations to support transfer of innovative projects - Collaborate in the creation of the European Foodbusiness Transfer Laboratory - Evaluate the EFTL in terms of training methodologies, developed online tools and business creation of student projects. - Collaborate in the development shared web-platform and e-tools - Collaborate in dissemination activities. CBHU will be actively involved in the implementation of the project and will contribute in the following activities as: - WP Leader of WP7 Real-condition evaluation of European Foodbusiness Transfer Laboratory - Task leader of Task 3.4 and Task 5.1. Page 42 of 110

43 III.2.3. Operational/Technical capacity: Skills and expertise of key staff involved in the project Please add lines as necessary Name of staff member Dr. András Sebők Adrienn Hegyi Katalin Viola Ágnes Gyuró Anita Jasper Summary of relevant skills and experience, including where relevant a list of recent publications related to the domain of the project. General manager, Board member of the ETP Food for Life, Chairman of the SME Task Force of the ETP, Vice-Chairman of cooperation of the national food technology platforms of ETP, 38 years experience in food industry R+D, particularly in food processing, food safety management, food hygiene, chain management, product and process validation, food transparency, knowledge transfer, training, capacity building and project management. Current research is covering risk assessment related to chilled and minimal processed foods, validation and verification of processing, traceability, traditional foods, supply chain management techniques, application of interdisciplinary knowledge from the manufacturing and ICT sectors in the food sector for enhancing innovation. The experience includes the management of R+D, training and advisory and technology transfer programmes including several international ones and translation of results in new product development, new processing methods, novel quality techniques, and market research, into industrial application with main focus on frozen and chilled foods. Organiser and trainer in more than 160 courses and workshops since 1992 for different sectors of food industry including WP Leader of the SALSA FP7 project, leader of the WP responsible for Dissemination of the SmartAgriFood EU FP7 project, etc. Manager of sensory and consumer department for nearly 10 years. Graduated as food engineer (M.Sc) Univ. of Horticulture and Food and Diploma in Marketing at the Economy Univ. of Budapest and Univ. of Nottingham on Consumer and Sensory Science. Professional, coordination and administration tasks under innovative international food and environmental projects financed by the EU. Experience in organizing national and international workshops. Development engineer, graduated on BSc level as an agribusiness and rural development engineer on the Faculty of Economics and Social Sciences of Szent István University in Gödöllő, focusing on Agrobusiness. Then she graduated on MSc level as an economist of marketing, focusing on Marketing Knowledge and Information Management. She performed her traineeship at Campden BRI Hungary Ltd. and in Institute of Regional Economics and Rural Development of Szent István University. She has been working at Campden BRI Hungary Ltd. for 3 years as a development engineer. She participates in agri-food researches and international projects such as, SmartAgrifood, FoodManufuture, CoolSave, PATHWAY-27 and Capinfood projects. She is member of the Future Internet National Research Programm (JINKA 1.0) and the Ecotrophelia Magyarország 2013 Competition Organizing Committee, responsible for the organization of Hungarian Ecotrophelia competitions. Organiser and trainer in national and international courses, workshops and discussion panels (e.g. SmartAgriFood EU FP7 project). Graduated as a bioengineer (M.Sc. Technical University of Budapest, 2010). Specialized for environmental protection. Professional knowledge in water/air/soil analyses and protection and practical experience in sustainability issues. Trained in ecological footprinting and in Life Cycle Analyses calculation. Professional, coordination and administration tasks under innovative international food and environmental projects financed by the EU (EcoBioCAP, DREAM, IMS Food, PATHWAY-27). Experience in technology transfer and in knowledge transfer. Experience in organizing national and international workshops. Responsibility for organizing the trainings at the company. Works at Campden BRI Hungary Ltd. as a development engineer. Development engineer, graduated with an MSc degree as a food engineer from the Faculty of Food Science at Corvinus University of Budapest specialized in process control, food physics and measurement theory in Practical experience in livestock product technology and quality management gained during 9 month-traineeship in the dairy industry. Correspondent PhD student at the PhD School of Food Science at Corvinus University of Budapest since She has been working as a development engineer at Campden BRI Hungary Ltd for two years participating in food industry researches and project management within international projects such as DREAM, FoodManufuture and SUSCLEAN FP7 projects Page 43 of 110

44 Erzsébet Szegner and has experience in knowledge and technology transfer, and organizing national and international workshops. Project Coordination Manager since She deals with administrative and financial issues of projects. Page 44 of 110

45 Partner number - P 9 Organisation name Creaciones Aromáticas Industriales S.A. III.2.1. Aims and activities of the organisation Please provide a short presentation of your organisation (key activities, affiliations, size of the organisation, etc.) relating to the area covered by the project. CARINSA is a manufacturing company of food flavours and fragrances, and development of food additive formulations for human and animal feed compounds. It was founded in 1993, has 55 employees and allocates 25% of total budget to R+D. The Company has three main business divisions: Animal Food, Fragrances, and Human Food. In this last one, CARINSA provides solutions and innovation to food industries, in a wide range of applications, i.e., beverages, pastries, meat products, sauces, etc. It designs and manufactures blends including additives, ingredients and aromas, for any type of food, while providing technical advice on manufacturing and resolution of problems that might occur during their elaboration. The company owns several pilot plants for carrying out the first tests. CARINSA set up an agreement with the UCAM (Catholic University of Murcia) creating a cathedra to teach the students to become flavourists working in a flavour or food industries. Therefore university students are hosted in CARINSA premises to develop for instance new methods for encapsulation (spray-dry and fluid-bed processes) also involving formulation. CARINSA started in 2013 an internal training for chemister/biologist/pharmacian (three year s period) to become an internal flavourist. The program of this training is based in learning most basic chemicals ingredients (around 800 different ones) as well as the process involved (maillard reactions, compounding including microencapsulation, applications quality control and also production). Some of the company results were protected by patents. III.2.2. Role of the partner organisation in the project Please describe the role of your organisation in the project and how the organisation will contribute to the operational and financial management of the project. CARINSA activities within FOODLAB will mainly focus on: Participation in Education and training committee and in Advisory Board. CARINSA has its own Legislation department specialized in Food Legislation, so it can provide advising about what could be used in a Food development, and specially in those ingredients and additives that are permitted only in certain countries or certain types of products. Selection of different ECOTROPHELIA works to be developed in our premises. Hosting, mentoring and supervision of students or researchers in the implementation of the proposed projects. Recommendations for appropriated methods for transfer knowledge from University to business. Identify and define Food Industry needs. Also concerning to productions costs the company will provide with realistic perspectives in the design of the products. Real cost of production. Close to commercial point of view: evaluation and competences in market analysis and needs, in particular in Spanish market. Page 45 of 110

46 III.2.3. Operational/Technical capacity: Skills and expertise of key staff involved in the project Please add lines as necessary Name of staff member Vanesa Martínez Joan Trabal Joan Josep Gallardo Chacón Jaume Prat Jordi Solís Eugenio Sánchez Marisa Molina Summary of relevant skills and experience, including where relevant a list of recent publications related to the domain of the project. CEO Senior Flavorist, Assistant profesor in Universidad Católica de Murcia (UCAM). PhD, profesor in Universitat Autònoma de Barcelona (UAB). R+D manager Food developer Food developer Administrative staff Katerine Evert-Arriagada; Manuela M. Hernández-Herrero; Joan-Josep Gallardo-Chacón; Bibiana Juan; Antonio José Trujillo. Effect of high pressure processing onvolatile compound profile of a starter-free fresh cheese. Innovative Food Science & Emerging Technologies Pages In Press, Corrected Proof Fábio Poliseli-Scopel; Joan-Josep Gallardo Chacón; Bibiana Juan; Buenaventura Guamis; Victoria Ferragut.Characterization of volatile profile in soymilk treated by ultra high pressure homogenization. Food Chemistry Pages ISSN Oral comunication, Jaume Prat; estrategias de mejora del perfil organoléptico y conservación de productos cárnicos envasados, Jornades sobre solucions innovadores en el Packaging de productes carnis, Olot (Spain), Enero 2014 Joan Trabal, Micro y nanoencapsulación de compuestos aromáticos y antioxidantes para su empleo en el sector alimentario Expediente IDI ; 2013 Oral comunication, Estrella Núñez; Joan Trabal Nuevas técnicas de encapsulación en aromas, Jornadas de Innovación Tecnológica y Regulatorio, UCAM, Murcia (Spain), Febrero 2013 Related Publications Oral comunication, Jaume Prat; I+D de una envoltura vegetal para su aplicación en productos cárnicos curados, Jornadas de Innovación Tecnológica y Regulatorio, UCAM, Murcia (Spain), Febrero 2013 Mohand Sadoudi; Raphaëlle Tourdot-Maréchal; Sandrine Rousseaux; Damien Steyer; Joan Josep Gallardo-Chacón; Jordi Ballester; Stefania Vichi; Rémi Guérin-Schneider; Josep Caixach; Hervé Alexandre. Yeast-yeast interactions revealed by aromatic profile analysis of Sauvignon Blanc wine fermented by single or co-culture of non-saccharomyces and Saccharomyces yeasts. Food Microbiology. 32-2,pp ISSN Rebeca Tudela; Joan Josep Gallardo-Chacón; Núria Rius; Elvira López Tamames;Susana Buxaderas.Ultrastructural changes of sparkling wine lees during long-term aging in real enological conditions.fems Yeast Reseach.12-4,pp Disponible en Internet en: <DOI: /j x>. ISSN Joan J. Gallardo-Chacón; Stefania Vichi; Elvira López-Tamames; Susana Buxaderas. Changes in the Sorption of Diverse Volatiles by Saccharomyces Cerevisiae Lees during Sparkling Wine Aging. Journal of Agricultural and Food Chemistry.58-23,pp Joan J. Gallardo-Chacón; Stefania Vichi; Pilar Urpí; Elvira López-Tamames; Susana Buxaderas.Antioxidant activity of lees cell surface during sparkling wine sur lie aging.international Journal of Food Microbiology (1-2),pp Joan J. Gallardo-Chacón; Stefania Vichi; Rémi Pradelles; David Chassagne; Elvira López- Tamames; Susana Buxaderas.Surface properties of Saccharomyces cerevisiae lees during sparkling wine ageing and their effect on flocculation.international Journal of Food Microbiology ,pp Page 46 of 110

47 Joan Gallardo-Chacón; Stefania Vichi; Elvira López-Tamames; Susana Buxaderas.Analysis of Sparkling Wine Lees Surface Volatiles by Optimized Headspace Solid-Phase Microextraction.Journal of Agricultural and Food Chemistry.57-8,pp Stefania Vichi; Agustí Romero; Joan Josep Gallardo-Chacón; Joan Tous; Elvira López- Tamames;Susana Buxaderas.Volatile phenols in virgin olive oils: Influence of olive variety on their formation during fruits storage.food Chemistry.116 3,pp. 651, 2009 Stefania Vichi; Agustí Romero; Joan Gallardo-Chacón; Joan Tous; Elvira López-Tamames; Susana Buxaderas.Influence of Olives Storage Conditions on the Formation of Volatile Phenols and Their Role in Off-Odor Formation in the Oil. Journal of Agricultural and Food Chemistry.57-4,pp Joan J. Gallardo-Chacón; Montserrat Caselles; Maria Izquierdo; Núria Rius.Inhibitory activity of monofloral and multifloral honeys against bacterial pathogens.journal of Apicultural Research.47-2, pp ISSN Page 47 of 110

48 Partner number - P 10 Organisation name Delidess III.2.1. Aims and activities of the organisation Please provide a short presentation of your organisation (key activities, affiliations, size of the organisation, etc.) relating to the area covered by the project. In 2009, Laurent BOISSERIE and Pascal FAIDY, owing to their food industry experiences, joined forces and founded DELIDESS. The company, specialized in manufacturing and selling fresh pastry desserts, offers to gourmets traditional recipes, packed in single servings (80 g) and available in the food retailers markets. Since the first production in may 2010, DELIDESS has grown rapidly (several references at DELIDESS brand or private label). In march 2011 innovative products are developed and presented (strawberry, chocolate, caramel and lemon pies). Those new products leaded to an important development for the company (recruitment of about 10 people to allow a significant increase in production) During 2012 and 2013, new products were presented (cheesecakes, brownies, ) which extended the development of the company. For retailers, DELIDESS is a reactive and creative partner: research and development is a permanent care. At the beginning of 2014, DELIDESS manufactures and sells 15 different pastries and employs more than 40 people. III.2.2. Role of the partner organisation in the project Please describe the role of your organisation in the project and how the organisation will contribute to the operational and financial management of the project. In FOODLAB project, DELIDESS will bring its double skill : Recent experience in creating a company (2009) Recent cooperation with students project competing for the french EcoTrophelia price (2011) DELIDESS will also bring its expertise on: Special needs for small company developing innovation Tools needed for business development Procedures to guaranty that students projects will turn into real product ready for market launch DELIDESS will be involved in Work Package 2,3 and 4 Leading task 4.4 (procedures to improve product transfer) Participation in building training scope (understanding of company structure) Partnership within students projects in order to ensure efficiency of European Foodbusiness Transfer Laboratory Page 48 of 110

49 III.2.3. Operational/Technical capacity: Skills and expertise of key staff involved in the project Please add lines as necessary Name of staff member Laurent BOISSERIE Pascal FAIDY Summary of relevant skills and experience, including where relevant a list of recent publications related to the domain of the project. Study : Agro development Engineer (ISTOM) IAE Dijon (Food industry management) 1996 : Food Development Engineer - AGIR (food technical hall) (Gironde) 1997 / 2008 : Quality and development Manager LE PETIT BASQUE (Gironde) 2009 / now : DELIDESS manager (co-creator). Study : Food industry technical certicicate. 8 years as Production Management - NESTLE Ice cream (Somme) 8 years as Production management - NESTLE Dairy products (Gironde) 12 years as Production manager - LE PETIT BASQUE (Gironde) Since 2009 : DELIDESS manager (co-creator) Page 49 of 110

50 Partner number - P 11 Organisation name Vinidea (VIN) III.2.1. Aims and activities of the organisation Please provide a short presentation of your organisation (key activities, affiliations, size of the organisation, etc.) relating to the area covered by the project. Vinidea is a micro-enterprise founded in 1999, whose main activity is information and innovation brokerage for the wine industry. Its mission is to identify new knowledge and innovation, relevant for the wine industry, and to transfer it to different stakeholder segments or among peers in different countries. To perform its activity, the company built a wide network of contacts among research centres, suppliers, vinegrowers and wine producers, at worldwide level. The interface role of Vinidea is unrolled through several types of actions: - International surveys on the main needs and challenges of the wine industry stakeholders - Projecting and coordination of research programs aimed to exploit into practice new knowledge, promoting collaboration between research centres and SMEs - Preparation of dissemination and training documents, tailored for different segments of wine professionals (winemakers, agronomists, workers, farmers etc.), and translated in several languages - Publishing of an internet journal (Infowine - Internet Journal of Enology and Viticulture), edited in 6 languages and read by 50,000 wine professionals worldwide; - Transfer of information through organization of seminars, workshops, congresses, educational tours. Several hundred events were organized, in Italy and other countries; among then Enoforum, the biggest congress in Europe of the wine industry. Moreover, Vinidea organised in the last 15 years more than 100 technical events, in Italy and in other countries. Among these, the congress Enoforum, hold every 2 years in Italy (last 8th edition with more than 1000 attendees), represents the biggest technical event of the wine industry in Europe. III.2.2. Role of the partner organisation in the project Please describe the role of your organisation in the project and how the organisation will contribute to the operational and financial management of the project. Vinidea is involved in WP2, WP4 and WP8. In WP2, VIN will perform the analysis of needs for the wine sector (T2.3), and will contribute to the creation of the database of innovation actors (T2.4) In WP4, VIN will collaborate in T4.2 for the preparation of the code of ethic and the collection of typical contractual templates, and in the content translation for T4.3 on-line tools VIN has task leader responsibility for T8.1, where it will be directly involved in preparation of dissemination plans, involvement of academic and industrial network and document translation. Page 50 of 110

51 III.2.3. Operational/Technical capacity: Skills and expertise of key staff involved in the project Please add lines as necessary Summary of relevant skills and experience, including where relevant a list of recent Name of staff member publications related to the domain of the project. Trioli Gianni President of Vinidea. Background: agricultural science, microbiology, enology. Working experience in the wine sector: 30 years. Specific expertise: R&D project planning and coordination, realization of surveys, market introduction of new technologies. Nationality: Italian. Foreign languages: English, French, Spanish. Boni Giuliano Vinidea shareholder. Background: food technology, enology, sensory science. Working experience in the wine sector: 25 years Specific expertise: transfer of information through seminars, congresses, educational tours. Nationality: Italian. Foreign languages: English, French, Spanish, Portuguese Caldentey Paloma Employee. Background: biology, enology. Working experience in the wine sector: 20 years. Specific expertise: transfer of information in internet environment Nationality: Spanish Foreign languages: Italian, English, French. Celaschi Lorenza Employee. Background: accounting, informatics Working experience in the wine sector: 15 years Specific expertise: database management, administration Nationality: Italian. Foreign languages: English, French, Spanish, German Page 51 of 110

52 III.3. Cooperation arrangements across the partnership Please describe arrangements and responsibilities for decision making, conflict resolution, reporting, monitoring, communication and other relevant issues. Arrangements, decision making and conflict resolution: Partners will sign a Consortium Agreement (CA) detailing role and responsibilities of every organization, will further develop Grant Agreement provisions or clarify details, specify the organisation of the work to be carried out and establish decision-making/technical management of the program, and dispute settlement procedures. In addition, the CA will determine provisions for EU Grant distribution, and it will be used to clarify particular provisions relating to the Grant Agreement (such as terms and conditions for i) protection or transfer of intellectual property rights; ii) provisions for confidentiality and treatment of information; iii) access rights to background or foreground for carrying out the program or for use of a beneficiary's own foreground; iv) background to be used including any provisions relating to its limited or temporary exclusion). The coordinator, as contractor for the EC, is responsible of the respect of the conditions of the CA. Globally, all decisions should be approved by the General Assembly (GA). For all decisions, a quorum of 66% of members will be necessary. Some decisions may however require unanimity. To minimise conflicts, 2 main criteria were taken into account during the setting-up of FOODLAB project and would be fulfilled at the beginning of the program: - The commitment, at the highest level within the partners, to the program and its objectives; - The balance between the partners contribution, their interests and their budget. If any conflict should however occur during the project life-time, the Coordinator will ensure mediation and consult if necessary the GA within one month. If the conflict may endanger the project, the GA will ask the Coordinator to consult the EC representative. Communication and reporting: Efficient communication within the consortium will be ensured by the following means: - The web-platform will be composed of a restricted-access module allowing facilitating the communication within the consortium. It will enable the consortium to share all the project materials and information. - Steering Committee meetings will occur every six months, or on an ad hoc basis if requested. Meetings will be chaired by the Coordinator. Additional meetings will also be organised by the WP leaders, when necessary, when possible coupled to SC meeting to minimise travelling time. - WP Leaders will encourage bilateral exchanges through promotion of web / phone conferences. - Special attention will be given to the communication outside the Consortium, such as other Knowledge Alliances consortia. - A formal Reporting will be organised each reporting periods (every 12 months) but the WP Leaders will communicate on progression of work and results to the consortium every 6 months through an internal Newsletter (deliverables for WP8) and regular teleconferences with their WP s participant. III.4. Partner country participation (where applicable) This section should be completed, if the application involves organisations from Erasmus+ Partner Countries. Please explain how partner country organisation(s) participating in the project are giving added value to the project. (limit 1500 characters) Not applicable to this project. Page 52 of 110

53 PART IV. Impact, dissemination, exploitation, and sustainability IV.1. Target groups Who will benefit from the project results/outcomes, products and how does the consortium intend to address them? Please describe how the target groups (including participating institutions, stakeholders) will be reached and involved during the project lifetime and how the project will benefit the target group at local, regional, national and or European level. What is the change your project will make? This initiative will build concrete bridges between academia, industry and the other actors (institutions, funders, etc.) of European food innovation. If putatively all stakeholders might benefit from the results and outcomes of this project, the 3 main target groups of FOODLAB project are: - Teachers/Researchers: better comprehension of all industrial constraints - Students: stimulation of entrepreneurship spirit, foster innovation and improve entrepreneurial skills - Food companies (especially SMEs) and entrepreneurs: understanding challenges and gaps behind innovation leading to markets. This project aims at developing new courses and new organization models (project based approach and guided selflearning approach) for HEIs involved in food innovation education. The new courses and organizations models will contribute to enhance the level and quality of student s projects with regard to their maturity, market potential and business level. The academic and business objectives will be combined and the results will be transferred to existing companies or will lead to start-ups creations. In order to structure and foster interactions between all stakeholders of European food innovation, a dedicated virtual work space (European Foodbusiness Transfer Laboratory or EFTL) will be created that will allow sharing knowledge and competences across participation of HEIs, technical R&D centre and SMEs. Dedicated front modules will facilitate exchanges, information access or networking among innovation actors, and tight follow-up of innovative project maturation. Participating public institutions and national food federations will contribute to the dissemination of project results (through their newsletters, mailing activities and diffusion of project leaflet or the European guidelines translated in national languages) through their respective networks. The creation and development of the Innofood database (WP2) will help to reinforce the interconnections between stakeholders and conferences will be organized (WP8). The figure below illustrates the concept of the EFTL in the context of the different WPs of the project that will allow its development, implementation and sustainability (activities of the WPs are detailed in Part VI). USER PROFILE Students Food Companies Teachers Entrepreneurship Web-platform of the EFTL Other Skateholders Education Virtual Forum Figure 6: Conceptual representation of the EFTL The benefits at local, regional, national and European levels for the different actors of food sector are listed in the table below. Page 53 of 110

54 Figure 7: Main benefits for all putative target groups regarding different geographical levels. Taken together, the putative evolution in education and training methodologies is tremendous. FOODLAB and the EFTL will help to better guide the students and increase their employability, to share best practices in entrepreneurship and to accelerate innovation maturation and transfer into business. In long term possibly not only for food innovation sector. Please describe how the target groups (including participating institutions, stakeholders) will be reached after the project is finished. The possible roles and responsibilities of the other participating organizations after the project regarding other main results will be discussed during the realization of the Exploitation Plan (Deliverable of task 8.3). The shared web-platform developed to sustain the EFTL will be maintained by the Coordinator and SPES after project life. Its use will be extended notably through the existing ECOTROPHELIA network to other European HEIs and stakeholders of food innovation. All ECOTROPHELIA competitions will allow presenting the principle and functionalities of EFTL at local, national and international level. The database of Innofood network implemented during the project by the national federations will facilitate the diffusion of the project, current initiatives and the success stories. The forum module dedicated to the presentation of innovative projects and new products will illustrate the interest of the EFTL and the related courses and content. The communication and dissemination tools developed during the project will be updated by SPES after FOODLAB. Page 54 of 110

55 National federations will translate the EFTL Newsletter to spread across the 13 countries represented in SPES (including Switzerland and Turkey) and the 22 countries involved in ECOTROPHELIA competition. Moreover, the network of European Technological Platform Food for Life, will allow further spreading of information within the 28 European countries (+ Russia/Turkey/Island) where they are implanted. It is noteworthy to mention that the EFTL could become a European reference in innovative education, not only in food innovation but to other sectors as well (Mechanics, Automotive or Manufacturing for example, etc.). Links will be established with other Knowledge Alliances and initiatives such as the European Food Manufuture project, which aimed at providing a vision and a conceptual design for a cross-disciplinary research infrastructure for food manufacturing. The project has provided a structured pan-european dialogue with relevant stakeholders of the food sector and the manufacturing solutions sector to obtain their visions, challenges, opportunities and needs. Themes that emerged and which will maybe overlap with FOODLAB project were e.g. energy and material saving, flexible production, food chain management, alternative material sources, education & training, smart packaging, valorization of by-products, business models, innovative entrepreneurship, sustainability of the food chain. The Coordinator and/or the participating national food federations will continue to attend annual University-Business Forums after FOODLAB project to further develop the influence of this innovative educational model. Moreover, participation at the international conference Questions de pédagogies dans l enseignement supérieur ( Educational matters in Higher Education, which aims to improve educational expertise and reflexions on Higher Education between francophone stakeholders) will further allow interactions with non-european countries. Please, highlight the main results (outputs and outcomes) for actors, structures, sectors or systems that your project intends to generate; Target groups/potential beneficiaries Students Quantitative indicators Number of attendees to the newly developed courses Qualitative indicators % of successful projects (startup creation or transfer into food company) Access time by single users Number of student login created to use the platform Number of innovation cases % of successful business plans built with the tool to foster entrepreneurship Number of reliable students % student team mentored by projects Industrial Number of HEI partners % increase vs previous winners of national contests ECOTROPHELIA contest Teachers / Researchers Number of HEI staff trained Ratio food/no-food HEI staff trained Number of Satisfaction on material teachers/researchers delivered (survey) involved in knowledge exchange Food companies Institutions and other stakeholders Number of spin-off and spin-off entering creation process Number of companies integrated to the Innofood database Number of project mentored Number of projects integrated Number of stakeholders integrated to the Innofood database Number of business angels referenced in Innofood database % of success of new activity creation Ratio of SME/non-SME companies in network Global % of success in innovation transfer % successful transfer within SMEs Average number of item inserted by stakeholder (competences, food products, topics, projects) % of projects getting funding from business angels Page 55 of 110

56 All IV.2. Sustainability and impact Number of visitors of the web platform Number of single connexion Number of pages visited Number of common training sessions Number of long term collaborations between HEIs and companies Number of access to the database Number of resources inserted into the Network database Average time visit % of single connexion increase over time % of pages visited increase over time % of companies among these sessions % of non FOODLAB initial partners collaboration % of database visits increase over time How will the activities and the partnership be sustained beyond the project lifetime? Please explain which results of your project will be maintained after EU funding, and how you intend to maintain them (e.g. financial and human resources, etc). Sustainability of the initiative is a main concern for the consortium. This will be defined within the Exploitation Plan (WP8) which will include one part dedicated to the business plan (BP). For defining it, we will identify activities linked to project sustainability: usable knowledge obtained, protection of results (intellectual property and copyright), putative markets, pre-agreements to be made with potential businesses, organizations and customers or other mainstreaming/cooperation contracts, best approaches towards marketing and business plan for main exploitable outcomes, commercially exploitable services. Consortium wants to give a broad access to a large audience on training content. However, on the web-platform, the critical mass created will make the results of this project self- sustainable (paying training sessions for company employees, solving problem services, link with a group of students, etc.). Contacts will be made with enterprises, enterprises associations, employers associations, employment agencies, universities, university students and graduates interested to use the results of the project. This will allow commercial exploitation of several contents types on the web-platform supporting EFTL activities mainly through subscription, with crowd founding actors and/or thanks the putative benefits of the first innovative projects transferred into business. The task 6.2 will notably help to identify any results or collaboration that could lead to financial resources. ECOTROPHELIA European and national competitions will allow faster spreading the results in Europe and multiplication of FOODLAB results well after the end of the project. One part of the activities created in this project may be taken up by the ECOTROPHELIA EUROPE EEIG (created in 2014) whose objectives are: promoting entrepreneurship and competitiveness of European food sector, promoting cooperation and exchanges between SME and universities, research institutes, public and private entities concerned with food Innovation; defining orientations, organizing and promoting participation to the ECOTROPHELIA Europe competition and its results, and promoting excellence based education related to food innovation. The development of the EFTL includes the creation of a collaborative work space for all stakeholders of food industry innovation for fostering innovation and entrepreneurship. The use of this web-platform will be extended through partners networks beyond the project thanks to CCIV and members of SPES. The Innofood network will support networking between the different stakeholders in different countries and the development of new products ideas, and allow the cooperation between different institutions and the spreading of the results. The exit strategy will also consider inclusion by partner organizations of the results of the project in their regular activities. For example, the new educational and training contain resulting from the paradigm shift introduced by the FOODLAB will spread among HEIs participating to the project and maybe even contaminate others. The business and innovation transfer serious game will have a direct and rapid impact on the development of entrepreneurship culture in HEI participating to the project and contribute to this paradigm shift. This is expected to have a strong impact on entrepreneurship potential in the food industry. FOODLAB will allow students to be closer to the industrial realities. Page 56 of 110

57 Please describe what is the expected impact on the target groups (including participating institutions and stakeholders); what is the desired impact of the project at local, regional, national, European and/or International level As previously detailed in figure 7 of section IV.1, the expected impacts are notably: - To initiate a collective dynamic at European level, with teaching teams implicated in the management of the collaborative projects for innovation and creating activities - To disseminate performant teaching methods for collaborative project management, innovation transfer and creating activities - To develop teachers competences and improve the general Know-How for entrepreneurship trainings in food sector - To develop training competences in HEIs through an ambitious and real-life teaching program, helping our HEIs to increase their influence and visibility - To improve entrepreneurship spirit development in HEIs. The construction of proper entrepreneurship mindsets and attitudes in young people will moreover increase their employability, especially in SMEs. Dissemination on previous and ongoing success will increase the attractiveness of entrepreneur as career choice. Interestingly the activities that will be implemented in the framework of FOODLAB project will facilitate the access to a pan-european pool of talents thanks to the EFTL and the InnoFood network. Notably to potential investors (business angels, smart innovators) who will be able to easily discover their projects. Moreover, the positive impact of FOODLAB outcomes and results on ECOTROPHELIA initiative (see previous text section) will improve the transfer rate of students projects. Thus FOODLAB could indirectly help European economy. Concerning Food companies, the project will contribute to develop new tools and services for innovation support and transfer that specifically addresses the need of innovative SMEs in the food sector. It will also reinforce the competitiveness of the European economy, creating a competitive advantage for the European Food industry. European dimension of this project provides a clear added-value to the activities of the project. Indeed, so far, the technological as well as non-technological innovations have frequently been addressed only at national level. They are therefore still poorly transferred and approaches and methodologies heterogeneous across several European countries. There is the urgent need, therefore, to support the collaboration between different European teams in a unified strategy. FOODLAB will counteract this and propose a new model in innovation fostering. Figure 8: Summary of FOODLAB project and main impacts. Page 57 of 110

58 Overview of short term results and long term outcome indicators Please add lines as necessary according to indicators Short term results Guidelines/Tool box for guided self-learning in food innovation New courses to stimulate entrepreneurial skills Target groups/potential beneficiaries Teachers / Students / SME staff of FOODLAB partners Teachers / Students / SME staff of FOODLAB partners Quantitative indicators Number of innovation cases built with the tool to foster entrepreneurship Number of attendees to the newly developed courses Number of common training sessions Qualitative indicators % of successful business plans % of successful projects (start-up creation or transfer into food company) % of companies among these sessions New training approach and organization model Public Website Teachers / Students / SME staff of FOODLAB partners All stakeholders in food innovation Number of spin-off and spin-off entering creation process Number of non-partners HEI introducing the European Transfer Laboratory concept after the project Number of visitors Number of single connexion Number of pages visited Number of resources inserted into the Network database Number of access to the database % of successful projects (start-up creation or transfer into food company) Average time visit % of pages visit and connexions increase over time % of database consultation increase over time Shared web-platform Innofood database Teachers / Students and Staff of FOODLAB partners Teachers / Students and Staff of FOODLAB partners Number of login created to use the platform Number of companies integrated to the Innofood database Access time by single users Ratio of SME/non-SME companies in network Long term outcome New training approach and organization model (including Software for guided self-learning in food innovation) Public Website European Foodbusiness Transfer Laboratory (and related webplatform) Target groups/potential beneficiaries Teachers / Students / Company staff / Entrepreneurs All stakeholders in food innovation All stakeholders in food innovation Quantitative indicators Number of non-partners HEI and company staff involved in knowledge exchange Number of reliable students projects Number of visitors Number of single connection Number of pages visited Number of resources inserted into the Network database Number of access to the database Number of login created to use the platform Number of project mentored by food companies Number of spin-off and spin-off entering creation process Number of long term collaborations between HEIs and companies Number of HEI partners winners of national ECOTROPHELIA contest Qualitative indicators % student team mentored by Industrial Ratio food/no-food HEI staff trained Average time visit on a single page % of pages visit and connections increase over time % of database consultation increase over time Access time by single users % of success of new activity creation % of projects getting funding from business angels % of non FOODLAB initial partners long term collaboration % increase HEI partners winners of national ECOTROPHELIA contest vs previous contests Page 58 of 110

59 European white book of best practices for food innovation transfer Innofood database Teachers / Students / Company staff / Entrepreneurs All stakeholders in food innovation Number of non-partners HEI introducing the European Transfer Laboratory concept after the project Geographical coverage of the project (on platform visits, projects and participants basis) Number of marketing plans developed for the products and services generated by FOODLAB Number of business plans developed for the products and services generated by FOODLAB Number of projects integrated Number of stakeholders of the Innofood database Number of business angels referenced in Innofood database % successful transfer within SMEs Ratio of SME/non-SME companies in the database Average number of items inserted by stakeholder (competences, food products, topics, projects) IV.3. Dissemination and exploitation strategy How will the dissemination activities be structured so as to ensure that the results will reach the relevant target groups? How will the exploitation activities be structured so as to use the results both within the project's lifetime and after? How will the results be mainstreamed and multiplied? Dissemination: A Dissemination Committee held by SPES will be composed of the Coordinator and VINIDEA. It will be responsible for coordinating all communication and dissemination of the results during FOODLAB project lifetime. It will imply regular consultation with WP Leaders to confirm vision, directions and agree on priorities. The implementation of the strategies defined will be supported by a Communication & Dissemination Plan to be prepared at the beginning of the program (deliverable D.8.3). The dissemination activities planned in FOODLAB project aim at bringing and pushing the results of the project directly to specific targets, while taking appropriate measures to engage with the public and the media about the project aims and results, and highlighting the Community financial support. Three successive phases will be organised, requiring different methods and activities to be initiated: awareness about the initiative of the project, communication about the results of the project and exploitation of the main results (web-based platform and services of the EFTL). Indeed, FOODLAB consortium projects to spread the initiative across European countries and thus allow better interactions between academia and industry in the European food sector Dissemination objectives will be to explain to the targeted groups (i) the objectives of the project, (ii) the breakthrough methodologies developed and putative new products/technologies generated during FOODLAB project, (iii) its applications and impacts and (iv) the European Community financial support. Thanks to this planned roadmap and to the diffusion through ECOTROPHELIA and SPES networks, the impacts of the project will then be maximized and consequently credit of partners enhanced at regional, national and European level. In order to reach these objectives, the consortium proposes to set up dedicated Communication and Dissemination Plan and related tools. The Dissemination Committee will lead all necessary actions to present the project to the different targets by generating material and communicating this through appropriate dissemination material tailored to the needs of the different kinds of target groups (website, brochures, newsletters, video, public presentations, etc.). Page 59 of 110

60 Exploitation: Exploitation of the results of FOODLAB project have to be distinguished from potential exploitation of students innovative projects. A global exploitation plan (European level) and specific exploitation plans adapted to national situations will be developed when possible. The global exploitation plan will facilitate the spreading of the results of FOODLAB project in non-participating countries. The exploitation plans will target end-users (companies; students and teachers/researchers) as well as middleman. Particular attention will be given to Intellectual Property Right (IPR) issues and the procedure for the resolution of conflicts. Indeed the activities related to the management of FOODLAB results (IPR and Know-How) are essential to protect partners interest and exploitation perspectives, as well as to ensure maximum benefits for the partners. This IPR aspect will be discussed at the beginning of the project in order to prevent difficulties during exploitation of the results of the project. Page 60 of 110

61 IV.4. Open access to the educational resources Please describe how the materials, documents and media produced will be made available to the wider public through new technologies. Please explain also if you consider that this part is not applicable to your project. FOODLAB project will lead to the development of e-tools located on a web-platform developed within the project. This platform, support of the European FoodBusiness Transfer Laboratory, will contain all the educational contents to stimulate entrepreneurial skills, to help students project maturation and facilitate innovation transfer into business. It will besides target other types of users such as teachers, SMEs, and entrepreneurs. Most of the contents developed in the WP3 (especially the educational content) will be openly accessible to students and teachers, in order to participate to the effectiveness of the European education system, while other contents will be offered through licenses with a restricted access by user type (SMEs, industrials). Since the FOODLAB project aims to offer tools that will contribute improving transversal skills in entrepreneurship and industrial transfer in the food sector, the wide range of users will benefit from various access to the platform: - Students: through an open license given to their university, they will be able to access to the educational content after registration - Teachers: by using the same conditions as students, teachers will be able to access to the different learning tools and educational contents - Entrepreneurs/startups: to develop entrepreneurship and help young people to overcome their concerns about starting a company in the food sector, many contents and data will be made available to those registered as entrepreneurs - SMEs/industrials: as lifelong learning is one of our aims within the FOODLAB project, industrials will be able to access to most of the content developed through licencing or paying services. FOODLAB aims to spread contents through new technologies such as webinar sessions, videos and podcasts accessible via the platform. Different events, conferences and seminars organized by FOODLAB will be therefore made available to a broader range of people by this way. PART V. Project specific information (if applicable) This section allows you to provide any additional project specific information which is not covered in other parts of the application form. Please refrain from any repetition of previous statements and earlier mentioned aspects. (limit 1500 characters). Not applicable to this project. Page 61 of 110

62 PART VI. Work plan and work packages VI.1. Work plan and work packages Please enter the different project activities you intend to carry out in your project. VI.1.1. Work package description Work package No. 1 Preparation Management Work package/activity type Implementation (the substance of the work planned including production, testing, etc.) Quality Assurance (quality plan) Evaluation Dissemination and Exploitation of results Title Description Management To ensure an efficient program coordination adapted to the specificities of this project and to achieve the program objectives and goals, this WP is divided into the following sections: - Administrative management - Activity and financial reporting. Objectives: - To fulfil contractual requirements towards the EC - To achieve the project s objectives by efficiently using the planned resources - To develop and facilitate efficient communication between beneficiaries and thus optimise indirect benefits of the project Tasks Administrative management (leader: CCIV) The Project Coordinator CCIV will manage the global project coordination (strategic, technical, administrative, etc.) on a day-today basis, on behalf of the WP leaders. Notably, CCIV will be mainly in charge of: - Handling of the follow-up of management actions, project correspondence and the day-to-day requests from EC / partners / Executive Committee / external bodies - Monitoring the compliance by beneficiaries with their obligations under the grant agreement. Based on Executive Committee decisions, the Coordinator will manage the changes in the grant agreement if necessary. - Including the necessary changes in the workplan and the Page 62 of 110

63 consortium (if applicable) - Appropriate and timely allocating EC grant to partners, in accordance with consortium agreement and the decisions taken by the consortium - Handling of legal and IPR issues, according to consortium agreement rules, on behalf of Executive Committee decisions. Moreover, CCIV will also be in charge of preparing (in relation with WP2 leader SPES), executing and post-processing of official project meetings (agendas, logistics together with the host, preparation, minutes and action lists). Appropriate tools to ensure the administrative, financial and technical management for the entire project will be set up. To facilitate information flow and exchange of material between partners, an intranet portal (with secured password access) will be developed. Templates will be prepared for collecting administrative partner information, for establishing financial reports, for evaluating progress achieved by each partner for each task (advancement indicators), and for setting-up deliverable and technical reports. Deliverables: D.1.1: Consortium agreement signed (M1) 1.2- Activity and financial reporting (leader: CCIV) To ensure a good communication between the partners, meetings and teleconferences will be planned during the 36 months of FOODLAB project. Annual meetings of the General Assembly will gather representatives from each partner organization. Besides the kick-off meeting to be organised at the start of the project, 6 additional Steering committee meetings are planned for the project duration and will take place every six months. Teleconferences will be organised at least every 3 months. Teleconferences will be more informal than the meetings and will allow to discuss relevant issues and to follow the progress of the project. The management tools will contribute to ensure the follow-up of the project by allowing control of work progress and budget allocation, updating or eventual refinement of work-plan (if necessary). Management and financial reports will be prepared by the Coordinator and send to the EC according to the schedule planned in the Grant Agreement. Therefore each partner will be responsible of providing required information in due time. Deliverables: D.1.2: Interim financial reporting (M6) Page 63 of 110

64 D.1.3: Interim financial reporting (M18) D.1.4: Interim financial reporting (M30) D.1.5: Periodic reporting (M12) D.1.6: Periodic reporting (M24) D.1.7: Periodic reporting (M36) D.1.8: Final reporting (M36) Estimated Start Date Estimated End Date Lead Organisation Participating Organisations M1 M36 CCIV All Work package No. 2 Preparation Management Work package/activity type Implementation (the substance of the work planned including production, testing, etc.) Quality Assurance (quality plan) Evaluation Dissemination and Exploitation of results Title Description Industrial needs centralisation & Networking The strategic goal of this work package is, on one hand, to identify and centralise current innovation needs in food companies, and, on the other hand, to establish contact between interested companies and students of ECOTROPHELIA network. Thus this work package would act as a determinant bridge between companies and universities. Objectives: - To collect all available contacts from previous ECOTROPHELIA editions for further prospection of their needs - To integrate the needs of companies in terms of development but also in training to enhance their innovation potential - To propose directions to ECOTROPHELIA national competitions - To set-up a multinational database of national networks of companies in foodbusiness (with for example contacts, Page 64 of 110

65 competences, previous innovative projects, etc.) basis of a proper Foodbusiness Innovation portal - To reinforce cooperation and synergies among the stakeholders of the sector and with international organizations Task 2.1 Prerequisites of the Foodbusiness network database (task leader: UNITO) The specifications of the Network database will be detailed. Content type to be managed will be discussed among the partners of the project. The resources inserted into the database will contain food industry association data, technology park data, existing food clusters, companies interested in food innovation etc. Also, the database will integrate HEI and other stakeholders of the Food sector (Research Center, Consulting company, business angels, etc.). This Innofood database, to be developed in WP5, will be part of the web-platform. This tool will allow a mapping of competences, needs, previous and ongoing innovating projects in order to facilitate contacts between actors in HEI, industry and broader socio-economic actors. Deliverable: D.2.1: Detailed specifications of the Network database (M6) Tasks Task 2.2 Review of the existing network (task leader: CCIV) This task aims to explore the extent and strengthen the existing network in Foodbusiness generated through ECOTROPHELIA national and European competitions. The participating national food federations of the consortium (associated partners) member of SPES will put together their networks and supply the database. Interactions with Food for Life European Technology Platforms are also planned. Deliverable: D.2.2: Report on existing Food network (M12) Task 2.3 Guidance of students and stakeholders through industrial and market needs analysis (task leader: SPES) The aim of this task is to specify real innovation issues of the food industry in Europe. By interviewing the member of the network identified in task 2.2, SPES will be able to collect current innovation needs to answer market demand or create new opportunities. The analysis of their expectations will allow to better understanding the coming challenges for the students of HEI Page 65 of 110

66 participating in ECOTROPHELIA, thus facilitating the link between academia and industry. The Industrial Committee will determine a maximum of 10 main domains of interest, having a putative significant role in EU economy in the future. This will guide students interest for project creation and maturation. For each of these main domains of interest a specific fact sheet will be prepared: it will contain relevant information such as the state of the sector, the main trends in consumption and production, the technical and the economic critical points, the innovations introduced in the last decade, etc. The goal of such a fact sheet is to collect the basic information which would allow academic or business actors to identify innovation opportunities, with transfer of knowledge from research to industry or between industry sectors. The ultimate goal of this task is to develop the basis of a networking system that could lead to identify potential entreprises interested in mentoring students groups, allowing fostering of innovation in the Food sector. Deliverables: D.2.3: Preliminary report on food industry needs in Innovation in partner countries (M12) D.2.4: Handbook on specificities in food SMEs: needs in innovation and market access issues (M24) D.2.5: Final report on European food industry needs in Innovation (M36) Task 2.4 Implementation of the database with relevant information (task leader: SPES) Each national federation will be in charge of filling at least 100 complete information records inside a database, for a total of 500 records during the project. A record will describe a resource (HEI, Food Company, other stakeholder) with their link to innovation patterns, topics, clusters, and food associations. UNITO will be the moderator and will control information content to avoid duplication of topics, records (link with WP6 quality plan). Also, at the end of the project, the evolution of the network will be analysed (link with WP6 - sustainability). For each main domain of interest, the database will concern the different actors involved in innovation: i) the HEIs with research and/or teaching activity in the sector; ii) the major producers of the sector, and/or their associations, iii) the most important suppliers for the sector (products, equipment or services). Within the last two categories, those who have established research collaboration with HEIs or research centres in the past decade will be outlined. The database will have a European dimension. Page 66 of 110

67 Deliverables: D.2.6: Report on innovation needs in European food companies (M12) D.2.9: Final report on the development of the InnoFood network during the project (M36) Milestone: M2.1: Completion of report on innovation needs in food companies of partner countries (M12) Performance Indicators: PI 2.1: Number of organization added to the network thanks to the project PI 2.2: % of SME member of the InnoFood network PI 2.3: Number of business angel member of the InnoFood network Estimated Start Date Estimated End Date Lead Organisation Participating Organisations M1 M36 SPES UNITO, CCIV, CBHU, CARINSA, DELIDESS, VIN Work package No. 3 Preparation Management Work package/activity type Implementation (the substance of the work planned including production, testing, etc.) Quality Assurance (quality plan) Evaluation Dissemination and Exploitation of results Title Description Development of new educational content, methodologies, and organization The word project has at least two different meanings. In the business field when talking about innovation it means developing a new profitable activity. In the education field, when talking about Page 67 of 110

68 students projects within the course of their studies, it means complying with the education program in order to validate an education level and obtain a certain number of European Credit Transfer Units. The main objective of this work-package is to determine how to comply with the two definitions, in other words how to tackle the academic and business objectives together. The two objectives are combined in a project based learning approach that relies on guided self-learning dynamic. In a guided selflearning dynamic, the students discover problems they need to solve in order to go further in their project. They are self-motivated to learn in order to solve those problems that they are facing. Therefore, WP3 aims at conceiving a new pro-active approach based on guided self-learning which can contribute to bridging academic and food-business worlds. The idea is to concentrate on innovation projects (eco-innovative food products) carried out by students with the support of companies, professors, external experts, technicians as well as many other stakeholders. The European Foodbusiness Transfer Laboratory which will be created, will allow us to implement and improve the project-based guided self-learning dynamic, a pedagogical approach which proves to be very efficient for projects like ECOTROPHELIA. In order to succeed, it is necessary to adapt HEI organisations, methodologies and educational content dedicated to the student s projects. Specific objectives: The overall objective is to increase the added value of the HEI dedicated to food innovation and the added value of companies which will be created or which will make use of students results. For this purpose we have to reach several complementary operational objectives which target students, teachers/ researchers and company staff simultaneously. We have identified at least 6 secondary objectives in this WP: - Increasing the sharing of knowledge between academic and business project team members - Developing the most adequate project-based guided self-learning methodology and tools that are adapted to food innovation projects handled by students and their partners (with a focus on ecoinnovation) - Defining new education organisation models that can support business/academic food innovation projects - Improving eco-food innovation and entrepreneurship education content in cooperation with business partners: innovation management, financial forecasts, Intellectual property management, product/customer compatibility, etc. - Defining possible common training / regular interaction events to regularly enhance interactions and knowledge exchanges between academia and industry - Anticipating difficulties linked to these new approaches (real Page 68 of 110

69 condition project-based learning, food SME specificities, national versus global approaches, etc.). Cooperating with WPs 2 (industrial needs), 4 (best practices for entrepreneurship in food innovation), 5 (quality assessment) will be necessary to pick the best approaches. 3.1 Guidelines to facilitate know-how transfer and knowledge exchanges among academic and business partners (leader: ISARA) The continuous sharing of information between academic, industrial and socio-economic partners is at the basis of the learning and training system that the consortium wants to develop with this project. Therefore this task will allow comparative analyses of existing solutions put in place by HEI or companies to facilitate information sharing (remarkable solutions that may have been developed in Europe or elsewhere) and definition of possible shared educational activities. Deliverable: D.3.1: Guidelines on new approaches to bridge academic and food business stakeholders (M24) Tasks 3.2 Improving educational content of food innovation and entrepreneurship (leader: ISARA) It will be necessary to define program contents that make the bridge between product development and business model development. The product development is only part of the innovation project even though it is a major part. In other words, it is necessary to define possible educational contents that lead students to understand how to go from ideas to the commercialization of the products. The business approach is usually weak within the programs that emphasize the technical content. The interface between technical and business contents need to be largely improved. The diversity of contents (as much as possible dedicated to food business) that need to be contained in educational programs must be defined by HEI and business partners of this project around 5 main modules: Creativity, Intellectual Property, Strategic Marketing, Finance and Food Innovation Management. The courses will be for example: - Courses on creativity methodologies and tools, - Courses on the business model concept, - Courses on the logic of the business plan and content of the food industry, - Innovation management in the food industry with a focus on ecoinnovation management (evaluation of environmental and social Page 69 of 110

70 impacts of solutions), - Courses on quantitative market evaluation that is different from quantitative measurement, - Financial forecasts that need to demonstrate the viability of a project that might lead to a start-up or industrial investment in SMEs, - Courses on intellectual property rights management in the food industry (an educational program usually focusing on IP tools), courses on product/customer compatibility evaluation, - Courses on food security and nutrition impacts on health, - etc. In this task, scenarios to organize digital tools globally, organisation between partners with different profiles, links with education science resources will be considered to define methodologies and tools that can be easily maintain at the state of the art. Deliverables: D.3.2: Suggestions for a pedagogical approach to the Program and program content (M12, link with WP2) D.3.3: Solutions to maintain pedagogical approaches and contents at the state of the art in the long term (M12, link with WP6) 3.3 New teaching and learning methodologies and tools that can be implemented in the academic institutions in cooperation with business partners (leader: UCSC) The objective of this task is to balance the coexistence of business objectives and academic objectives from the origin of the projects carried out by students and their stakeholders. As a matter of fact and as mentioned before we need to continuously improve the content of the academic programs but the efficiency of the transfer will depend on the capacity of students; teachers; business partners and all other stakeholders to take into consideration the two objectives simultaneously from the beginning to the end of the projects within the academic period. Nowadays training program in academic field are often focused on technical skills more than managerial skill. This task aim to fill in the gap providing a flexible learning method to foster managerial skills into researchers background, providing a learning path characterized by: - Flexible and interactive modules in terms of formats and lengths, - Online training through ad-hoc online platforms, webinar, chat rooms, - Mentoring and coaching to help students grow their entrepreneurial ideas and draft their business plans, Page 70 of 110

71 - Presentations and elevator pitches. Specific training for teachers will be set up to allow them to properly lead their students to reach product development objectives and business model objectives simultaneously. The quality of the results must be felt thanks to a business plan. The business plan will be considered in this project as a management tool that needs to be clearly positioned in the pedagogical methodology. Deliverables: D.3.4: Tool box adapted from existing project-based methodologies (guided self-learning) to help teachers and students reaching academic and business goals simultaneously (M12) D.3.5: Proposals of possible new approaches to train academic teams involved in project based learning (guided self-learning) (M12) 3.4 Definition of new educational organizations to support transfer of innovative projects from HEI to Food companies (start-ups or existing SMEs) (leader: CBHU) The efficiency of this pro-active academia-to-business transfer approach will have an impact on organizations first within HEI and secondly within business partners of HEI. This task aims at investigating the impact of the methodology put in place to develop entrepreneurship and innovative projects mainly within HEI: - Teacher/researcher management (recognition of the involvement in innovation projects, schedules management and so on), - HEI budget management (budget dedicated to projects, teachers dedicated to student teams and so on), - Technological support management (prototype production, small scale productions and so on). WP4 will define the required modules to foster entrepreneurship and innovation transfer which is part of the European Food business Transfer Laboratory whereas WP5 will evaluate the pertinence and reliability of this experimental structure. Deliverable: D.3.6: Operational organization models to ease the work of the students and teachers and to improve the links between students and teachers and business partners (M18) Milestones: M3.1: Completion of new project-based approach to bridge academic and industry worlds (M12) M3.2: Completion of specific tools and courses for guided self- Page 71 of 110

72 learning (M18) Performance Indicators : PI 3.1: Number of teachers/researchers involved in knowledge exchange PI 3.2: Number of teachers participants to training courses developed during the project PI 3.3: Number of students participants to training courses developed during the project PI 3.4: Number of common training sessions PI 3.5: Number of long term collaborations between HEIs and companies PI 3.6: % of companies among common training sessions PI 3.7: % of non FOODLAB initial partners collaboration Estimated Start Date Estimated End Date Lead Organisation Participating Organisations M1 M30 ISARA IPB, UPV, UCSC, UNITO, CBHU, CARINSA, DELIDESS Work package No. 4 Preparation Management Work package/activity type Implementation (the substance of the work planned including production, testing, etc.) Quality Assurance (quality plan) Evaluation Dissemination and Exploitation of results Title Creation of European Foodbusiness Transfer Laboratory Page 72 of 110

73 Description Investment in education and training is essential to boost growth and competitiveness. Attention should be particularly focused on the development of entrepreneurial skills because they not only contribute to new business creation but also to the employability of young people. Different actors involved in the food sector have to interact aiming to exchange knowledge and know-how in implementing projects and/or products with mutual benefit. A strong and durable bridge between academia and industry will be built to establish deep and reliable professional ties. This work package overall objective is to analyse and select the best methods for transfer innovative projects in business in order to facilitate entrepreneurship either by high-qualified students and SMEs in food sector. In close interaction with WP2 and WP3, WP4 will also result in the definition of the structure of the European Foodbusiness Transfer Laboratory (EFTL) evaluated in WP 7. Objectives: - To define the EFTL operational requirements, - To provide comprehensive guidelines for students and entrepreneurs, - To provide tools to foster innovation and entrepreneurship among stakeholders. Tasks Task 4.1: Identification of the expertise and competences necessary within the European Foodbusiness Transfer Laboratory for successful Innovation transfer (task leader: IPB) The EFTL will be designed as a virtual Laboratory where different skills and experiences will be integrated and processed to obtain the best results in terms of transfer of innovation in the food and beverages business. EFTL will federate experts of several disciplines. Its creation will allow the innovative projects to be conducted and experienced with the purpose to be resold or at the origin of setting up new business activity. The visible part of the EFTL will be supported by a web-platform that will be developed in WP5. This platform will be organized into 3 main macro areas: 1/Educational: dedicated to new and original teaching / learning/ training methodologies and tools (defined in WP3). 2/Entrepreneurship: where will be included contractual template online application to foster entrepreneurship, best practices, Page 73 of 110

74 guidelines, case stories, etc. (WP4) 3/Virtual Forum: it will be the interactive part. The Innofood network resources inserted into the database (defined in WP2) will be used to invite SMEs, HEIs, students and other stakeholders to joint to the EFTL. A challenge arena will be created to establish contact offering to the actors the opportunity to meet and discuss in a peer-to-peer dialog (i.e. students will be able to expose projects to companies; companies will have the chance to provide or obtain solutions by students / HEIs, etc.). The content type of each part will be discussed among the partners. Educational, Entrepreneurship and Virtual Forum areas will be managed by ISARA, UCSC, and SPES, respectively. Web content management system (WP5) will be the charge of UNITO. IPB will determine the specifications of the operational structure (including research units, technical center, economist specialist, market access specialists, etc.) and it will detail necessary expertise and competences to support the development of projects and foster innovation. It will also be define in which extent the EFTL will be virtual, with competences shared by the different partners of the consortium and their network during the project. Ultimately the structure must be replicable or extendable after FOODLAB project easily through 1/ ECOTROPHELIA participants (mid-term) and 2/ the InnoFood Network (longterm). Since 2011 ECOTROPHELIA initiative has involved more than 400 HEIs and 2500 students, who may be engaged in EFTL as a testimony to the potential impact of this project. EFTL s feasibility and efficiency will be evaluated in WP7. Deliverable: D.4.1: Handbook on concrete competences sharing that may allow innovation fostering and innovation transfer improvement (M12) Task 4.2 Definition of a contractual template and tools to facilitate academia/business project co-development (UCSC) In developing of an innovative food project, contractual engagements among students/hei, companies or other stakeholders have to be clearly defined in order to preserve each part interests. The results of the projects are unknown at launching, thus the contract must be thought as a guiding framework for all partners. Time, budgets, confidentiality and propriety rights must be determined in advance in order to ease knowledge exchange and flow of actions. This task aims to define role and responsibilities of each actor involved in academia/business project co-development. For this purpose a Code of Ethics with principles for a fruitful and smooth Page 74 of 110

75 collaboration between HEIs, enterprises and students (having an active role in the initiative) will be draw up by UCSC and VIN. Examples of contracts (one per participant Country) among parties will be written in observance of laws and code of ethics with the support of CARINSA, DELIDESS and CBHU partners. Notably, this task will help to elaborate dedicated sections adapted to local and food business constraints: existing national specificities (in the 4 partner Countries) will be analyzed. Eventual disagreement points with the current European Legislation will be identified. The results will be used in drafting of the guidelines and European white book of best practices (Task 4.4), and in definition of the contractual template that will be inserted into the Entrepreneurship area of EFTL Web platform. This task will be conducted in close interaction with WP2 and Advisory Board and will be tested and validated in WP7. Deliverables: D.4.2: Comparative analysis of national specificities in contractual engagements (M18) D.4.3: Contractual template to help companies and HEI to work together within ECOTROPHELIA initiative (M24) Task 4.3 Development of on-line tools to foster innovation and entrepreneurship (task leader: UNITO) An on-line application will be designed by UNITO, ISARA and UCSC to support students of participating HEIs (short-term) and other stakeholders (long-term) in business developing projects. The prerequisites of the software will be devised with partners help, on the principle of a serious game. A report with the specifications will be issued at the end of the consultation. Layout of the application will be provided to partners to have feed-back. The tool will have a checklist of tasks to be carried out around the set-up of a new food product, to help students/smes on the skills that are not usually taught in HEI, and that will help to raise entrepreneurship awareness. Notably, an adapted tool for business plans will be defined, to allow students teams to check if their idea/food product matches with business requirement. The tool will allow defining in detail raw material costs, production plan, production costs, marketing and logistic costs. Along with the tools a dedicated guide will be produced to be available both on-line and in a form of formatted document. The developed material (link with WP5) will be available in English and will be available on computer devices. Users will have a login so the information will be stored safely, allowing the user to log-in and out without loss of data. This will allow performing a complete check of the food innovation proposed for what concern the aspects related to entrepreneurship (IPR, contractual templates, business plan). The tool will produce a report usable by the team working on the food innovation. Page 75 of 110

76 On-line tools will be tested and validated in WP7. Deliverables: D.4.5: Specifications of software and related tools to foster entrepreneurship (M6) D.4.6: On-line tools to foster innovation and entrepreneurship (M16) D.4.7: Manual guide on use of tools and on-line content management (M18) Task 4.4: Analysis of spin off / entrepreneurship / innovation transfer best practices in the different European countries (task leader: DELIDESS) A broad analysis will be held within partners networks to determine the best methods ensuring a proper innovation transfer. As most of the companies in Food sector are small or very small companies, a particular attention will be held on success transfer in SMEs in order to distinguish the key factors for this type of putative end-user. An inventory will be developed by UPV on the existing structures in the area of food innovation support in the participating countries (Italy, Hungary, Spain, and France). The existing innovation clusters, incubators and other supporting organizations will be collected. At the level of the participating HEIs, conditions promoting spinoff creation within or without incubator will be analysed and compared (with the help of CCIV). The generation of guidelines for entrepreneurship in food and drink sector will be set up. Best practices of innovation transfer will be arranged by DELIDESS, ISARA, UCSC, CBHU, CARINSA and VINIDEA considering administrative pathways, financial forecast, patenting rules, authorization procedures for food ingredients/ additives, research project planning, etc. Case studies will be focused into main domains of interest (for example frozen food, milk and dairy, fruit and vegetables, organic food, wine, soft drinks, etc.) in order to develop dedicated annexes within an European white book of best practices. By analyzing national differences and similarities, the best practices arising from this project will reflect a European methodology to be evaluated and improved (WP7) and disseminate (WP8). The European white book will be provided in English and inserted into the Entrepreneurship area of EFTL web-platform (see WP5). It will be translated at least into French, Spanish, Italian and Hungarian in WP8 to facilitate dissemination within participating countries. Page 76 of 110

77 Deliverables: D.4.8: Report on comparison and data processing: Case stories of successful innovation transfer from HEI to business in food sector (M18) D.4.9: European white book of best practices (M36) Milestones: M4.1: Definition of concrete competences exchange allowing innovation fostering and innovation transfer improvement within the EFTL (M18) M4.2: Establishment of a contractual template for academia/industry collaborations (M24) Performance Indicators : PI 4.1 Number of users of the tools to foster entrepreneurship PI 4.2: Number of innovation cases built with the tool to foster entrepreneurship PI 4.3: Number of spin-off creations (case stories) analyzed Estimated Start Date Estimated End Date Lead Organisation Participating Organisations M1 M36 UCSC IBP, UPV, CBHU, ISARA, UNITO, DELIDESS, CARINSA, VIN, CCIV Work package No. 5 Preparation Management Work package/activity type Implementation (the substance of the work planned including production, testing, etc.) Quality Assurance (quality plan) Evaluation Dissemination and Exploitation of results Title Description Development of shared web-platform and e-tools The goal of this work package is to develop and provide the specific informatics tools and virtual work-space (intranet and extranet) that will be determinant for the success of this project and Page 77 of 110

78 Tasks the sustainability of the initiative: - Specific web-platform for European Food Innovation network (including a reliable intranet for learning contents, network database), - E-learning tools (serious game, presentations, tests, etc.), - Evaluation e-forms (for the feed-back of people that assisted at training courses, for global knowledge evaluation to evaluate individually the needs of a participant, etc.). Task 5.1 Design of a virtual workspace (leader CCIV) The task will design a virtual workspace (intranet and / or extranet) that centralizes all the tools related to the conduct of the project and can facilitate and optimize the communication between partners, users, customers, etc. The collaborative web-platform will allows to organize, share, pool, store, access to knowledge, tools and courses (collective construction of knowledge link with previous WPs). FOODLAB builds on an opening up of relations, collaborations based on skills and initiatives of each institution, with the need for constant communication. Adaptation and self-learning capacity multiplied with the creation of several projects groups. Implementing a collaborative web platform will help to structure and organize the collection, sharing and management of content and actions between different actors: institutions, technical groups, networks of teachers, SMEs or companies, etc. The website content will be dynamically updatable by partners and users. 3 main visible domains will be created and specified as previously mentioned (Education, Entrepreneurship and Virtual Forum). They will be designed in order to allow dynamic real-time interconnections between the different softwares/applications. Deliverable: D.5.1: Report on specification of the web platform (M6) Task 5.2 Development of Foodbusiness network database (task leader: UNITO) The database in the form will be established with the use of software to manage the content, and will be based on the specification made in WP2. The database will be available on both pc/mobile interfaces. The resources inserted into the database will contain food industry association data, SMEs information and information, technology park data, food clusters established, profile of companies interested in the food innovation, keywords, topics, projects and food innovation developed, including all ECOTROPHELIA products made since the start of the competition. The database will be linked under the ECOTROPHELIA.eu web page. Users could register and insert new records into the database. After the setup is complete, the insertion of data will be coordinated by SPES in WP2. Page 78 of 110

79 Once the web platform will be available, the database will be linked and accessible through the platform Deliverable: D.5.2: Foodbusiness network database (M12) Task 5.3 Development of the web platform and related e-tools (Task leader: CCIV) Based on the design made in Task 5.1 the web platform will be developed in a form optimized for main interfaces. The web pages will be built using HTML5, Javascript and CCS. This task will develop a virtual workspace (intranet and public) that centralizes all the tools related to the conduct of the project and its objectives (which specifications were detailed in dedicated tasks in WP2, WP3 and WP4). The following tools will be developed, made available and interconnected through the portal: - Communication tools (system and support publication, forums, blog, etc.), - Working Tools (sharing resources and files - document-media, data storage, archives, calendar, educational directory), - Tools for accessing to knowledge (good practice guide, bibliographic database, Open resource publications, courses materials), - Database of Innofood network (developed in task 5.2), - Software to foster entrepreneurship, - Other e-learning tools. The main concern is to facilitate and optimize the knowledge exchange and communication between partners, users, customers, etc. Deliverable: D.5.3: Delivery of the final web platform (M24) Milestones: M5.1: Development of the web- platform - beta version (M15) M5.2: Development of final web-platform for knowledge exchanges (M24) Performance Indicators: PI 5.1: Number of visitors of the web platform and average time visit PI 5.2: Number of single connexions to the web platform and % of single connexion increase over time PI 5.2: Number of pages visited and % of pages visited increase Page 79 of 110

80 over time PI 5.3: Number of resources inserted into the Network database PI 5.4: Number of access to the database and % of database consultation increase over time Estimated Start Date Estimated End Date Lead Organisation Participating Organisations M1 M36 CCIV UNITO, ISARA, UCSC, CBHU Sub-contracting with an IT services company for specific aspects of platform development Work package No. 6 Preparation Management Work package/activity type Implementation (the substance of the work planned including production, testing, etc.) Quality Assurance (quality plan) Evaluation Dissemination and Exploitation of results Title Description Quality Plan & Sustainability Strategy The quality assessment refers to the process of monitoring and recording the indicators to assess performance of the project and recommend changes. The quality assessment is related both to processes/activities and products delivered. Quality control identifies causes of poor process or product quality and suggests action to eliminate them. This work package will allow: - To guarantee that the quality of the project processes and results/products meet the predetermined standards - To ensure the sustainability of the initiative beyond the 3-years project by listing all results with commercial potential. Tasks Task 6.1. Quality Assurance Plan (Task leader: UPV) The fundamental principles of quality control and quality assurance will be applied throughout the whole life of the Project, according to relevant standards. In particular, a Quality Assurance Plan will be elaborated for the 2 nd meeting of the project, in order to discuss the quality policy, the quality objectives and the related operating Page 80 of 110

81 procedures, that will monitor the performance of Project activities. This will be notably work out on behalf of Quality specialist of IPB and a subcontracting company with expertise in Quality in HEIs. Quality metrics and checklist will be part of the outcome of this task. A first version of these performance indicators is specified within each WP. The quality metrics, checklists and tools used will be adapted to the type of product/deliverable (e.g. report, web site, on-line tool). The Quality Assurance Plan will also provide a detailed description of the strategy and the operating procedures to manage Project s risks. Deliverable: D.6.1: Project s quality plan and risk management strategy (M6) Task 6.2. Project sustainability strategy (task leader: IPB) The aim of this task will be monitoring project results sustainability 3-years after finalisation of project management and involves all consortium members. The evaluation of project sustainability will cover the following aspects: identification of usable knowledge to be obtained, precautions to be taken for the protection of results (patents or other knowledge protection systems), identification of the market, pre-agreements to be made with potential businesses, organisations and customers or other mainstreaming/cooperation contracts, approaches towards marketing and business plan for main exploitable outcomes (link with WP8). The sustainability strategy will include ways in which the partner organizations could include the results of the project in their regular activities. Contacts are going to be made with enterprises, enterprise associations, employers associations, employment agencies, universities, university students and graduates interested to use the results of the project. Each partner organization is going to make contacts nationally (in his country) as well as sectorally (Universities are going to make contacts with other universities in other European countries or internationally etc.). The stakeholders network section of the website (link with WP2 and 5) will be used in order to support networking between the different stakeholders in different countries, the development of new products ideas, the cooperation between different institutions and the use and reuse of the results. The target is to create a critical mass that will make the results of this project self- sustainability (training sessions, solving problem service, link with a group of students, etc.). Deliverables: D.6.2: Interim report on all possible exploitable results and analysis Page 81 of 110

82 of the most promising ones (M18) D.6.3: Final report on all possible exploitable results of the project (M36) Milestone: M 6.1: Potential commercial value of the project in other to ensure sustainability (M18) Performance Indicators: PI 6.1: % Follow up of Perf. Ind. of each WP PI 6.2: Satisfaction on material delivered (survey) Estimated Start Date 1 Estimated End Date 36 Lead Organisation Participating Organisations UPV UNITO, ISARA, IPB Sub-contracting company for external expertise on Quality Plan Work package No. 7 Preparation Management Work package/activity type Implementation (the substance of the work planned including production, testing, etc.) Quality Assurance (quality plan) Title Description Evaluation Dissemination and Exploitation of results Real-condition evaluation of European Foodbusiness Transfer Laboratory & Performance Assessment The main aim of this WP is i) to evaluate in real conditions the European Foodbusiness Transfer Laboratory (EFTL), and ii) to assess overall performance of project processes and outcomes. On one hand EFTL will provide support and knowledge for the student projects in order to help them to market their products, and on the other hand it will provide an information source on innovative projects for the investors and companies from the food sector. The EFTL will work virtual/on-line to ensure multi-sites availability. It will allow a proper share of knowledge provided by Page 82 of 110

83 the project partners (new training methods and tools, business modelling aspects, food legislation, group of industrial mentors, etc.) and thanks to the online presence the student projects will be presented to existing companies or will gather money to create start-ups. Objectives: - To assess the quality of outputs regarding quality plan, - To evaluate the benefits of the new training methods and the different tools developed in WPs 2 to 4, - To experiment the EFTL in real conditions (transfer of suitable student projects in end-user SME partners or incubators linked with participating HEIs), - To improve the new methods and tools if needed. Task 7.1 Evaluation and testing of new teaching/training methodology (Task leader: CBHU) The teaching/training methodologies defined and developed in WP3 will be tested in this task. Based on the predefined methodologies training materials will be developed for students and for teachers by HEIs and CBHU. Training workshops will be provided in 5 locations at ENSCBP, ISARA, UCSC, UPV and UNITO. Based on the results of the questionnaires the methodologies and training materials will be improved. Deliverable: D7.1 Report on the new training methodology (M24) Tasks Task 7.2 Test and validation of the on-line tools to foster entrepreneurship (Task leader: UCSC) The tools defined in WP 4 and developed in WP5 will be validated by the use of at least 10 case studies of previous ECOTROPHELIA products inside the application to check usefulness of the procedures and coefficients available inside the system. The eventual improvements will be further tested in real-condition by the student teams of ECOTROPHELIA Europe competitors from participating countries. An evaluation questionnaire will be distributed at each step in order to consider 1/ what the users think about the ergonomy and 2/ how well the competences were acquired by the student/company staff. Based on the results of the questionnaires obtained, the different tools will be improved. Page 83 of 110

84 Deliverables: D.7.2. Evaluation of the theoretical contents (M18) D.7.3. Evaluation of the entrepreneur tool box (M18) D.7.4: Intermediate internal evaluation of European FoodBusiness Transfer Laboratory (M24) Task 7.3 Selection of case projects to evaluate business creation (task leader: SPES) After ECOTROPHELIA Europe competition, SPES together with the Advisory Board will critically analyse all selected project (technical review, financial construction, market analysis quality, etc.) to evaluate the efficiency of the new educational approaches. At least three projects will be selected for real-condition experimentation and three projects for start-up creation. Deliverable: D7.5. Report on the selected case study projects (M18) Task 7.4 EFTL testing in business creation (Task leader: ISARA) This task will allow real condition experimentation of innovation transfer through the European Transfer Laboratory. 7.4a: Innovation transfer in SME: At least three of the evaluated projects will be selected for realcondition experimentation. The projects will be transferred in two industrial partners of the consortium, CARINSA and DELIDESS, and another SME selected by the Advisory Board. 7.4b: Start-up creation At least three of the evaluated projects will be selected for new business creation. The projects will be supported notably by ISARA and UPV that have consistent experience in spin-off and start-up creation. Deliverables: D7.6: Follow-up reports on projects transfer in partner companies (M36) D7.7: Follow-up report on projects transfer in creation of start-ups (M36) D7.8 Final report on improvements of EFTL and results on innovation transfer (M36) Page 84 of 110

85 Task 7.5. Quality monitoring (Task leader: UPV) This task is related to regular assessment of the course and progress of the project by comparing performance indicator trends and planned indicators. For the deliverables a checklist will be also used to monitor the project outcomes. Both processes will provide an assessment of impact of the project. Adjustment of the project management plan in case of detection of possible unexpected developments will be also made. The project meetings will have a dedicated session for the assessment of the course and progress of the project by Quality Committee, and for the presentation of the internal evaluation results. During these meeting could also be defined changes in the processes and/or product. Within this task will be elaborated and updated a quality registry in a form of report that will be available to all partners and can be updated via on-line system. Considering the importance of the web-platform (see tasks 5.1 and 5.2), a particular attention will be held on this main outcome of the project. The consortium will also sub-contract an external evaluator to provide an audit. The cooperation will follow these steps: - Elaboration of an evaluation concept in accordance with the project management (M3), - Developing and testing survey instruments (e.g. questionnaires, guided interviews, monitoring records; M6), - Presentation of the survey instrument concept at the M6 meeting, - Quantitative and qualitative data collection during the whole project. Using on-line tools developed inside web-platform (M12 and M24), - Analysing and reporting back of evaluation results for the project management in the form of evaluation interviews (M12 and M24). Deliverables: D.7.9: Intermediate internal evaluation of performance (M12) D.7.10: Internal evaluation of performance (M24) D.7.11: External evaluation (M30) Milestones: M7.1: Availability of training materials, instructions for tutors (M16) M7.2: Completion of evaluation questionnaire (M16) M7.3: Selection of the projects for EFTL experimentation (M15) M7.4: Implementation of recommendations from Quality Assessment project (M30) M7.5: Assessment by external body of the quality of the EFTL and Page 85 of 110

86 its new project-based approach (M34) Performance indicators: PI 7.1: Number of HEI partners winners of national ECOTROPHELIA contest and % increase vs previous contests PI 7.2: Number of non-partners HEI introducing the European Transfer Laboratory concept during and after the project PI 7.3: % of successful transfer to companies or start up creation or new activity creation PI 7.4: % of projects getting funded by business angels PI 7.5: Number of student team mentored from the beginning by food company Estimated Start Date Estimated End Date Lead Organisation Participating Organisations M10 M36 CBHU All Sub-contracting company for external evaluation Work package No. 8 Preparation Management Work package/activity type Implementation (the substance of the work planned including production, testing, etc.) Quality Assurance (quality plan) Evaluation Dissemination and Exploitation of results Title Dissemination and Exploitation Description WP8 aims at promoting the project and its results towards targeted audiences, via different dissemination, communication and information tools. WP8 will notably define and implement appropriate e-tools developed in WP8 for easy communication and dissemination of information to HEIs and companies involved in ECOTROPHELIA but also to external food business community and other stakeholders with interests in the entrepreneurship field. Objectives: - To promote the dissemination of project results - To promote the exploitation of project results Page 86 of 110

87 - To reinforce the impact and participation of some events (like summer schools) and fostering higher level of excellence in the organizations. Task 8.1 Dissemination plan and tools (leader: VIN) A project identity set will be created in accordance with the whole consortium and a roadmap for the communication activities will be prepared by SPES, CCIV and VIN (D8.3 Dissemination Plan). This Dissemination Committee will notably tailor different approaches and main outcomes to highlight for each targeted audience: The dissemination plan will take into account the different profiles of the potential users of the project s results: food companies, students and HEIs. National federations part of SPES will take in charge the geographical dissemination within partner countries during the project (to be extended progressively through SPES network at the end of the project), in close collaboration with WP2. The academic and industrial network of CBHU, CARINSA and VIN will also be activated. Contacts with regional, national and international public organizations in Education, Training and Food sector will also be targeted at the end of the project to promote the results of the project which could be transferred in other sectors. Tasks Actions to reach stakeholders beyond the present ECOTROPHELIA circuit will consist notably in ing to qualified partner databases and InnoFood network (link with WP2), with text translated in English, French, Hungarisch, Italian and Spanish to reach a bigger number of stakeholders. Deliverables: D.8.1: Logo designed (M2) D.8.2: Project package established: templates, letterhead, slides, key messages (M3) D.8.3: Dissemination plan (M6) D.8.4: Project leaflet (M9) D.8.5: Bi-annual newsletters (M6, 12, 18, 24, 30, 36) D.8.6: Video presenting success stories and relevant results of the project (M30) D8.7: Annual review of dissemination activities (M12, M24, M36) Task 8.2 Conferences & congresses (leader: CCIV) During the annual ECOTROPHELIA national events carried out in each country of the consortium. The potential benefits for main targets of FOODLAB results (students, teachers and food companies) will be described to a large audience (training of employees on project management, access to universities facilities for test or analysis of products) and their commitments (participation to the study on industry needs, coaching of students, Page 87 of 110

88 participation to the trainings on entrepreneurship). This will facilitate the spread of the concept, of the Innofood network and help the sustainability of the initiative. Moreover, participation to UniversityBusiness Forum, dedicated to fostering exchanges between academia and business will allow broader dissemination of the project initiative and outcomes outside of food and drink sector. CCIV will represent the consortium with representative of the consortium and synthetize main outcomes in dedicated reports. Deliverables: D.8.8: Synthesis of exchanges at UniversityBusiness Forum 2015 (M9) D.8.9: Synthesis of exchanges at UniversityBusiness Forum 2016 (M21) D.8.10: Synthesis of exchanges at UniversityBusiness Forum 2017 (M33) Task 8.3 Exploitation (leader: ISARA) This task is dedicated to conceive and implement an exploitation plan. During the FOODLAB project the partners will develop different putative products and services that need to be pushed towards middleman and end users in order to allow the partners to obtain full benefits of main results and outcomes of FOODLAB project. Moreover this is crucial to maintain and spread the EFTL initiative. The exploitable products and services will be notably: webplatform; European white book; guidelines for teachers and guidelines for students; website; Innofood database; softwares. Task 7.2 will allow the identification of all interesting results of FOODLAB project. It is necessary to elaborate the strategy that will be implemented to push these products toward end-users (and related business plans if possible). This marketing mix will benefit from the dissemination efforts and congresses described in task 8.1 and 8.2 but a specific strategy have to be put in place to make sure the results will be useful for the largest number of end users. The marketing mix (communication strategy after the end of the project, product range, places to reach the product range and price of products/services) needs to consider the different types of targets (students, food companies, HEIs and other stakeholders). During the course of this task it will be necessary to conceive: - A marketing plan model that is adapted to the specificities of the products and services arising from FOODLAB project, - Marketing plans adapted to the specificities of each partners country (on the basis of the marketing plan model). Page 88 of 110

89 Each partner will implement the marketing plan in its country. To increase the exploitation of the results a global European marketing plan will be conceived to facilitate the spreading of FOODLAB products exploitation strategy in non-participating countries after project life. Deliverables: D.8.11: Exploitation Plan (M12) D.8.12: Marketing plans for exploitable results of FOODLAB(M30) D.8.13: European marketing plan for the development of EFTL in other countries after FOODLAB (M36) Milestones: M.8.1: Completion of Marketing plans for exploitable results of FOODLAB (M30) M.8.2: Completion of global European marketing plan (M36) Estimated Start Date 1 Estimated End Date 36 Performance indicators: PI 8.1: Number of marketing plans developed for the products and services generated by FOODLAB PI 8.2: Number of business plans developed for the products and services generated by FOODLAB Lead Organisation Participating Organisations SPES All Page 89 of 110

90 VI.1.2. Results (outputs and outcomes) Please add tables as necessary. Number 1 Expected Result (output or outcome) Title Type Description Due date Guidelines on remarkable approaches to bridge academic and food business players Online document Description of remarkable existing solutions put in place by HEI or companies to facilitate information sharing between HEI and business partners (in Europe or elsewhere) M24 Language(s) English, French, Spanish, Italian and Hungarian Media(s) website; workshops; webinars Dissemination level Public Restricted to other programme participants (including Commission services and project reviewers) Confidential, only for members of the consortium (including EACEA and Commission services and project reviewers) Number 2 Expected Result (output or outcome) Title Type Description Due date Pedagogical approach for stimulating Entrepreneurship and program content Online report Suggestions for a pedagogical approach to the program and program content M12 Language(s) English Media(s) website; workshops; webinars Dissemination level Public Restricted to other programme participants (including Commission services and project reviewers) Confidential, only for members of the consortium (including EACEA and Commission services and project reviewers) Page 90 of 110

91 Number 3 Expected Result (output or outcome) Title Type Description Due date Guidelines to maintain pedagogical approaches and contents at the state of the art in the long term Online report Solutions to maintain pedagogical approaches and contents at the state of the art in the long term (scenarios to organize digital tools globally; organisation between partners with different profiles; links with education science resources) M12 Language(s) English Media(s) website; workshops, webinars Dissemination level Public Restricted to other programme participants (including Commission services and project reviewers) Confidential, only for members of the consortium (including EACEA and Commission services and project reviewers) Number 4 Expected Result (output or outcome) Title Type Description Due date Tool box for project-based learning in food innovation Online documents and tools A tool box adapted from existing project-based methodologies (guided self-learning) to help teachers and students reaching academic and business goals simultaneously. Training material for teachers/researchers and for students M12 Language(s) English Media(s) website; workshops; webinars Dissemination level Public Restricted to other programme participants (including Commission services and project reviewers) Confidential, only for members of the consortium (including EACEA and Commission services and project reviewers) Page 91 of 110

92 Number 5 Expected Result (output or outcome) Title Type Description Due date Proposals of possible approaches to train academic teams involved in project based learning (guided self-learning) Online report Proposals of possible approaches to train academic teams involved in project based learning (guided self-learning) M12 Language(s) English Media(s) website Dissemination level Public Restricted to other programme participants (including Commission services and project reviewers) Confidential, only for members of the consortium (including EACEA and Commission services and project reviewers) Number 6 Expected Result (output or outcome) Title Type Description Due date Operational organization models guidelines for HEI Online report Organization models to ease the work of the students and teachers and to improve the links between students and teachers and business partners M18 Language(s) English Media(s) website; workshops; webinars Dissemination level Public Restricted to other programme participants (including Commission services and project reviewers) Confidential, only for members of the consortium (including EACEA and Commission services and project reviewers) Page 92 of 110

93 Number 7 Expected Result (output or outcome) Title Type Description Due date European white book of best practices Paper and electronic (html, downloadable pdf) Selection of best practices (contractual template, case stories and guidelines for students, teachers and entrepreneurs) to transfer innovative projects in food business. M36 Language(s) English, French, Italian, Spanish and Hungarian Media(s) Printouts, web platform Dissemination level Public Restricted to other programme participants (including Commission services and project reviewers) Confidential, only for members of the consortium (including EACEA and Commission services and project reviewers) Number 8 Expected Result (output or outcome) Title Type Description Due date Innofood database On-line Database of SMEs, food associations, HEI, food products developed in the Ecotrophelia network M36 Language(s) English Media(s) batabase Dissemination level Public Restricted to other programme participants (including Commission services and project reviewers) Confidential, only for members of the consortium (including EACEA and Commission services and project reviewers) Number 9 Expected Result (output or outcome) Title Type Description Tools to foster entrepreneurship among stakeholders On-line Application to allow stakeholder to easy check the Page 93 of 110

94 feasibility of new food products, including knowledge related to business plan implementation, marketing plan, risk plan Due date M18 Language(s) English Media(s) Software (EFTL web-platform) Dissemination level Public Restricted to other programme participants (including Commission services and project reviewers) Confidential, only for members of the consortium (including EACEA and Commission services and project reviewers) Number 10 Expected Result (output or outcome) Title Type Description Due date European exploitation plan Online report Exploitation plan strategy and marketing plan model to spread the initiative and results of FOODLAB project (adapted to the specificities of the products and services developed). M36 Language(s) English Media(s) website; workshops; webinars Dissemination level Public Restricted to other programme participants (including Commission services and project reviewers) Confidential, only for members of the consortium (including EACEA and Commission services and project reviewers) VI.1.3. Explanation of work package expenditures Please explain what costs will be associated to each work package and covered by scale of unit costs. For Structural mobility, please explain what is covered under the heading for "travel and subsistence costs" (limit 3000 characters) Page 94 of 110

95 The following two diagrams summarize efforts (covered by scale of unit costs) and the costs (total budget of ) associated to each WP. The main expenses are related to personal costs, however it includes also: - Travel costs for project meetings (WP1), putative work sessions with partners (notably for WPs 3 to 6) and to assist/give conferences on FOODLAB and related subjects (WP8) - Subcontracting: IT company services for some specific aspects of the platform development (20k in WP1, supported by CCIV) and External Quality Assessment (50 k in WP7, supported by UPV) - Expenses related to dissemination material: Leaflets printing on FOODLAB initiative and results and production of Video (40 k in WP8, supported by SPES). The different masses of efforts are consistent with the project objectives and WP activities. The WP7 displays the higher number of working days as it includes the evaluation of training methods and tools developed in other WPs. The 4 WPs linked to EFTL development and implementation (WPs 3 to 5 and 7) represent more than 60% of the funding. Page 95 of 110

96 Figure 9: Repartition of the efforts between partners and of the budget between partners, countries and partner type. The repartition of the budget regarding each partner activities (detailed in section VI.2) is represented in the next diagrams between WPs, partners and countries. It is noteworthy to mention that the efforts in terms of person-days are partially reflecting by this repartition as the daily costs differ between partners (notably for CHBU that will have the third of budget than SPES with comparable time implication). The project is clearly driven by the HEI partners who represent more than 56% of the total budget and 55% of the total effort within the project. Page 96 of 110

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