In the global pursuit of sustainability, the blue economy has emerged as a pivotal concept, particularly underscored during the 2012 Rio +20 United Nations Conference on Sustainable Development. Embracing ocean-related industries and sectors, this paradigm shift prioritizes sustainability over conventional business practices. However, assessing the efficacy of the blue economy amidst pressing ecological crises remains a complex endeavor, necessitating innovative approaches and collaborative efforts to navigate these challenges. In this context, can European funding initiatives emerge as critical drivers of cooperation, serving as vehicles to foster innovation and collective action towards sustainability?
Amidst this backdrop, the European Commission’s blue economy initiatives have catalysed collaborative efforts to address pressing challenges within the marine sector. For instance, the “Initiative for the sustainable development of the blue economy in the western Mediterranean,” launched in partnership with the Union for the Mediterranean, exemplifies a concerted effort to promote sustainability in marine activities. However, despite such initiatives, the sustainability of Mediterranean fisheries remains a pressing concern, with 90% of fish stocks in the region deemed unsustainable by the General Fisheries Commission for the Mediterranean Sea (GFCM).
In the present text, we reflect about the innovative framework gaining traction, the Doughnut Economics proposed by Kate Raworth, about the case study developed in the Mediterranean Spanish fishing sector and about delicate balance the world has to strike in order to achieve true sustainability.
The Doughnut Economics framework and the Western Mediterranean Fisheries Case Study
The Doughnut Economics framework, introduced by Kate Raworth, presents a compelling vision for economic development that harmonizes human well-being with planetary boundaries. Represented by the iconic doughnut shape, this framework delineates the space within which humanity can thrive without overshooting the Earth’s ecological limits. At its core, the doughnut emphasizes the need for distributive and regenerative economic practices, aiming to create a more equitable and sustainable world.
Ortega’s, Coll’s and Ramírez’s case study took a look into the purse-seiners economic sector in the Northwestern Mediterranean Sea, applying the principles of the Doughnut Economics framework to assess the sustainability of fisheries within this region. The findings paint a stark picture of an industry facing significant ecological and social challenges. Despite contributing substantially to the regional economy, purse seiners operate within an ecologically unsafe and socially unjust context.
Ecological Challenges and Fisheries Management
One of the primary ecological challenges identified in this study was the overexploitation of key fish species, such as European anchovy and sardine, due to climate impacts and fishing pressure. The decline in biomass and abundance of these species underscores the urgency of transitioning towards sustainable fishing practices. The Doughnut Economics framework highlights the interconnectedness of ecological processes, emphasizing the importance of holistic approaches to fisheries management.
In summary, their analysis suggests that reducing total fishing pressure alone may not suffice to address ecological concerns. Instead, an ecosystem-based approach that considers the broader ecosystem dynamics is essential. Measures such as establishing protected areas and addressing interactions with other fisheries can help restore ecosystem functioning while minimizing adverse impacts on economic profitability. By aligning fisheries management strategies with the principles of the Doughnut Economics framework, we can strive for a more ecologically sustainable fishing industry.
Social and Economic Considerations
Furthermore, their study highlights the significant social and economic issues within the purse-seiner fishing community. Low profit margins and high reliance on catch volumes pose viability concerns for many businesses in the sector. Moreover, disparities in wages and working conditions, particularly among non-EU citizens, underscore the need for social justice and equity in fisheries management.
The Doughnut Economics framework provides a lens through which to examine these social and economic dimensions of sustainability. By emphasizing the importance of social livelihoods and governance structures, the framework encourages policymakers to prioritize initiatives that promote equitable distribution of resources and opportunities within the fishing industry. Strategies such as collective bargaining and investment in workforce development can help address the systemic inequalities identified in the study.
Moving Towards Sustainability: Challenges and Opportunities
These interesting findings prompt a reflection. True sustainability, encompassing ecological, social, and economic dimensions, presents a formidable challenge. A challenge that takes the collaboration of people, organizations and nations. Not only that, but those intricate players must leverage innovation and further develop it in order to really surpass these aforementioned challenges.
In addition, this case study does an amazing job of showing that sustainability for the sake of sustainability is not enough. Innovation for the sake of innovation, just the same, is not enough. It takes complex frameworks, trials and errors, and real minds to employ truly sustainable change. That said, and to put it simply, none of that is quite possible without money. Entering the European funding initiatives. It can be a pivotal piece in fostering cooperation among stakeholders in order to catalyze the transition towards the desired blue economy.
More specifically, European funding can play a crucial role in providing resources for innovative sustainability, such as funded research, technology, and capacity building. As stated, funding fosters is also fundamental is fostering collaboration among governments, industry stakeholders, and civil society organizations.
So, do you want to be part of the change? Reach out to us. At Impact Funding Europe, it’s our mission to be part of this process, easing it and lightening the administrative weight of it, so our partners can do what they do best: innovating and implementing.
Conclusion
In conclusion, the application of the Doughnut Economics framework to the fisheries sector offers valuable insights into the challenges and opportunities of transitioning towards sustainability. By integrating ecological, social, and economic considerations, this holistic approach provides a comprehensive perspective on fisheries management. Moving forward, it is imperative that policymakers, industry stakeholders, and researchers continue to collaborate and innovate in pursuit of a more equitable and sustainable blue economy and it is of most importance that the European funding is used to its maximum potential in order to drive change. Which is its purpose in the first place. But that purpose can only be fulfilled by making good use of the calls for proposals, and by gathering key consortiums in a deliberate attempt to design the future. That purpose can only be fulfilled by you.
If interested, check out the aforementioned article here.
Innovation Fund Insights · Article 1 of 5
By Yasir Khan · Published 26 October 2026
A practical guide for companies developing innovative low-carbon projects in Europe
The EU Innovation Fund supports the demonstration and deployment of innovative low-carbon technologies that can help decarbonise European industry. But a promising technology alone is not enough to secure support. Applicants need to demonstrate meaningful innovation, credible emissions reductions, convincing project maturity and a realistic pathway to implementation.
The European Commission’s 2026 evaluation of the Fund’s operation offers an evidence-based view of how the programme has performed and where applicants continue to face challenges. Its portfolio data largely cover the period up to the first quarter of 2025, so the figures below should be read as a snapshot of the Fund’s early implementation – not as a statement of current call status.
The Innovation Fund is financed by EU ETS allowance revenues; the ECA describes an estimated envelope of around €40 billion for 2020–2030.
Portfolio at end March 2025
208 projects had been awarded grants; 192 remained ongoing, with €11.6 billion in committed support.
Expected climate impact
The 192 ongoing projects were expected to avoid 871 million tonnes of CO₂-equivalent emissions over their first decade of operation.
Investment mobilisation
The Commission’s analysis reported €45.2 billion in expected/planned total investment against €11.08 billion in grants; planned CAPEX was used as a proxy.
For organisations preparing an Innovation Fund application, the report points to seven practical lessons.
Commission evaluation data on submitted, eligible and above-threshold proposals; evaluation data through Q1 2025. Passing thresholds does not guarantee funding.
1. Demonstrate genuine innovation – and explain the role of public support
The Innovation Fund is not a general decarbonisation grant. It is designed to support innovative technologies, processes, products and solutions with significant potential to reduce greenhouse gas emissions. The evaluation identifies the degree of innovation as a core element of the regular-grant assessment and notes that projects similar to previously funded solutions must explain what is new about their own proposal.
Applicants should establish a clear baseline against which their technology can be assessed. Explain what is technically or commercially new, how the proposed solution differs from the current state of the art, and why the innovation matters for the relevant industrial process or market.
The funding rationale should also be credible. Although “additionality” should not be presented as a standalone award criterion unless the applicable call says so, the project narrative and financial plan should clearly explain the funding need, the investment barriers and the role Innovation Fund support is expected to play in enabling or accelerating deployment.
Where comparable technologies have already received support, avoid relying on broad claims such as “first of its kind” or “revolutionary” without evidence. Identify the specific differentiators – such as scale, application, performance, process integration or deployment conditions – and substantiate them.
IFE insight
A clear innovation case moves beyond describing the technology. It explains what changes compared with existing solutions, why that change matters and how the project supports credible industrial decarbonisation.
2. Match project maturity to the right call
The Commission evaluates project maturity across technical, financial and operational dimensions. Technical maturity concerns the feasibility of the expected outputs, knowledge of technical risks and proposed mitigation measures. Financial maturity concerns the credibility of the business model and financing plan, including the ability to reach financial close within the applicable timeframe. Operational maturity looks at the implementation plan, the project team and the status of permits, licences and regulatory procedures.
These dimensions must reinforce one another. A technically promising project can still appear unready if critical permits are missing, the delivery schedule is unrealistic or the financing plan relies on unsupported assumptions. Applicants should assemble evidence proportionate to the project and the chosen call, including engineering studies, risk registers, implementation schedules, financing plans and a realistic account of outstanding approvals.
Call choice matters, too. Project size, technology area, readiness and the specific topic all affect which call or funding route is appropriate. Do not assume that a project eligible for one Innovation Fund call will automatically fit another. Review the current call fiche and its definitions, eligibility rules, award criteria, cost methodology and submission requirements before building the application around them.
The Commission also found that tailored Project Development Assistance (PDA) has helped some initially unsuccessful proposals address maturity gaps. By 2024, 16 of the 37 PDA beneficiaries who reapplied had secured an Innovation Fund grant – a 43% success rate among those reapplicants. This is not a general success-rate forecast: PDA recipients were selected from among promising proposals, and the Commission cautions against treating the result as a causal comparison.
Practical check
Can the project team show where the project stands today, what remains to be completed, who owns each action and how the remaining work fits the grant and financial-close timetable?
3. Build a greenhouse gas calculation that stands up to scrutiny
Greenhouse gas (GHG) emissions avoidance is central to the Innovation Fund. A weak calculation can undermine the credibility of an otherwise promising project. The Commission’s evaluation highlights three aspects of the assessment: absolute emissions avoidance, relative emissions avoidance and the quality of the calculation.
Applicants should identify and justify the reference scenario, define the relevant system boundaries and use traceable, defensible data. Assumptions about production volumes, energy consumption, feedstock use, emissions intensity and operating performance should be aligned with the technical design and financial model, where relevant. Any material uncertainty should be treated transparently rather than hidden inside optimistic assumptions.
A large headline figure for tonnes of CO₂ avoided is not sufficient by itself. Evaluators need to understand how the result was calculated and why the baseline is appropriate. GHG calculations should therefore be developed in parallel with the technical and financial case – not treated as a formality to finish at the end of the application.
The legal framework also links part of the grant support paid after financial close to verified emissions avoidance during the reporting period. Under Article 8 of Delegated Regulation (EU) 2019/856, where total verified emissions avoidance over that period is below 75% of the planned total, the relevant amount paid or payable after financial close is proportionally reduced or recovered, subject to the regulation’s provisions and exceptions. Exact obligations should be checked against the regulation and the project’s grant agreement.
IFE insight
An emissions calculation should be traceable from source data to final result. Align the reference scenario, technical assumptions and financial model, and verify all call-specific methodological requirements before submission.
Figure 2. Seven practical lessons for preparing an Innovation Fund application.
4. Demonstrate cost efficiency and value for money
The regular-grant assessment considers cost efficiency in relation to the grant requested and the project’s absolute GHG emissions avoidance. Applicants should make sure that the requested support, eligible or relevant costs, emissions calculations and financial assumptions are consistent with the methodology set out in the call.
A strong financial case needs more than a large project budget or a high emissions-reduction claim. It should use credible cost estimates, clearly explain the assumptions and show how the requested support relates to the project’s expected climate benefits. Errors or incomplete calculations can weaken an application even when the technology is attractive.
For most topics, the Commission’s evaluation says cost-efficiency ratios above €200 per tonne of CO₂-equivalent lead to rejection, but thresholds differ for some topics, including pilots. Treat this as call-specific: check the relevant call fiche and scoring formula, especially where future call terms have not yet been published.
Similarly, regular Innovation Fund grants can cover up to 60% of relevant costs under the applicable methodology and conditions. This is not a promise to cover 60% of every project’s total capital expenditure. Applicants need a clear view of which costs are relevant and eligible, what the grant can cover and how the remaining investment will be financed.
The Commission’s investment-mobilisation analysis reported around €45.2 billion in total expected or planned investment against €11.08 billion in grants, a ratio of roughly four to one. This was based on applicant-reported planned capital expenditure as a proxy. It should not be represented as a final audited measure of investment realised by all projects.
The Commission reported €45.2 billion in expected/planned total investment against €11.08 billion in grants in its investment-mobilisation analysis; applicant-reported planned CAPEX is used as a proxy.
Preparing an Innovation Fund application and want a second pair of eyes?
Winning a grant is not the same as delivering a project. The Commission’s evaluation identifies financing gaps and changing market conditions among the principal causes of project delays and withdrawals. Difficulties raising capital, cost increases and an inability to secure offtake agreements can all affect project viability.
Applicants should develop a financing strategy that goes beyond the amount requested from the Innovation Fund. It should explain the total investment required, the expected grant contribution, other sources of finance, the status of financing discussions and the assumptions that underpin projected revenues and operating costs. Any material dependencies should be identified clearly.
Financial close also depends on delivery readiness. The project plan should identify the permits, licences, construction arrangements, partner commitments and commercial agreements that remain outstanding, together with realistic timelines and mitigation measures. For projects that rely on future infrastructure – such as grid connections, hydrogen pipelines or CO₂ transport and storage – explain the dependency and the status of the relevant arrangements.
The European Court of Auditors’ 2026 audit provides a separate warning about implementation risk. It found that, by 30 June 2025, 40 of 228 projects initially selected for support had been cancelled or withdrawn: 20 before grant agreements were signed and 20 after signature. This is a different measure from the Commission evaluation’s count of terminated signed projects. It nevertheless reinforces the importance of realistic maturity assessments and financing plans.
Practical check
For every major financing, permitting, infrastructure or offtake dependency, record its current status, the accountable party, the expected completion date and the consequence if it is delayed.
6. Show that the delivery team and value chain can execute the project
Project maturity is not only a matter of technology and spreadsheets. It also depends on whether the organisation or partnership responsible for delivery has the capabilities, governance and commitments needed to bring the project into operation.
Where a project relies on multiple partners, the application should make the division of responsibilities clear. Technical providers, industrial hosts, engineering and construction partners, feedstock or energy suppliers, offtakers, infrastructure operators and financing partners may all be important, depending on the project. Their roles should be credible and reflected in the implementation schedule and risk plan.
A consortium is not a formal requirement for every Innovation Fund project. The principle is to demonstrate that the proposed delivery structure is appropriate to the project’s complexity and that essential capabilities are covered. Unclear responsibilities, dependence on a single key partner or assumptions about unconfirmed commercial relationships can create avoidable weaknesses.
The project should also explain how it fits into the wider value chain. For industrial decarbonisation, this may include access to reliable low-carbon energy, transport and storage infrastructure, sustainable inputs, customers for the resulting product and the relevant permitting framework. These elements help connect the proposal’s technical ambition to its real-world implementation conditions.
7. Explain how the project can be replicated and scaled
The Innovation Fund is designed to support projects with the potential to contribute to broader decarbonisation, not just deliver a single successful installation. Replicability is therefore a core part of the regular-grant assessment.
A strong proposal should explain where and how the technology could be deployed beyond the first site, what future efficiency or environmental gains may be possible, and which conditions would enable replication. Depending on the project, these might include standardised equipment, lessons from demonstration, cost reductions, compatible infrastructure, transferable operating practices or the development of a stronger European supply chain.
The case should remain realistic. Distinguish what the initial project will demonstrate from what might be achieved at additional sites or at larger scale. Set out assumptions, prerequisites and potential barriers. Avoid unsupported claims about the number of future installations, market share or emissions savings that the project itself will not directly deliver.
The Commission’s evaluation reports that the 192 ongoing projects were expected to avoid 871 million tonnes of CO₂-equivalent emissions over their first decade of operation. This is a portfolio-level projection, not a realised emissions outcome, and it does not automatically measure the wider replication impact of each project. The role of an applicant is to present a credible project-specific case for how its innovation can support wider deployment.
What these lessons mean for prospective applicants
The Commission’s evaluation shows that a competitive Innovation Fund application requires consistency across the technical, environmental, financial and operational case. The technology must be genuinely innovative, the emissions calculation must be defensible, the cost-efficiency case must follow the applicable methodology, and the financing and implementation plan must stand up to scrutiny.
The evaluation’s proposal data also underline the competitive nature of the programme. Across the proposals covered by its summary, 1,589 were submitted, 1,342 were eligible and 517 passed all evaluation thresholds. Passing thresholds does not necessarily guarantee funding: proposals also compete within the available budget, and high-quality proposals can remain unfunded when demand exceeds resources.
A practical preparation process should therefore begin well before submission. Confirm the right call, test the project’s maturity, align the technical and financial models, verify the GHG methodology and identify the evidence needed to support every significant claim. The current call documentation remains the controlling source for eligibility, scoring and submission requirements.
Looking ahead: IF26 calls (time-sensitive)
As of 15 October 2026, the European Commission’s calls page states that five IF26 calls are planned to open in December 2026: Net-Zero Technologies, SME, Maritime, Heat Auction and Hydrogen Auction. The planned SME call has a €200 million budget and is intended for SME projects with €2.5 million–€20 million in capital expenditure, with two application rounds indicated. Dates and conditions are indicative until confirmed in the published call documents. Check the live Commission pages before relying on these details.
How Impact Funding Europe can support your Innovation Fund application
Preparing an Innovation Fund application requires technical, environmental, financial and commercial information to support one coherent case for funding. Impact Funding Europe provides EU grant-writing and funding support for organisations developing smart, digital and climate-neutral projects, including proposal writing, consortium building, fund matching and project administration.
For a prospective applicant, an early discussion can help identify the relevant funding route, clarify the work needed to prepare a competitive proposal and surface gaps in the project’s technical, financial or operational case.
Considering an Innovation Fund application?
Contact Impact Funding Europe to discuss your project and the appropriate next steps.
This article reflects the European Commission’s 2026 evaluation of the Innovation Fund’s operation and portfolio data up to the first quarter of 2025. Figures are a snapshot of the Fund’s early implementation and not a statement of current call status. Call dates and conditions are indicative until confirmed in the published call documents; check the live Commission pages before relying on these details.
In 2019 the EU completed a comprehensive update of its energy policy framework to facilitate the transition away from fossil fuels towards cleaner energy and to deliver on the EU’s Paris Agreement commitments for reducing greenhouse gas emissions.
The agreement on this new energy rulebook – called the Clean energy for all Europeans package – marked a significant step towards the implementation of the energy union strategy, published in 2015.
Climate, Energy and Mobility is the focus for Cluster 5 in Horizon Europe. This clusters aims to fight climate change by better understanding its causes, evolution, risks, impacts and opportunities, and by making the energy and transport sectors more climate and environment-friendly, more efficient and competitive, smarter, safer and more resilient
Dr. Moritz Thiede strengthens Impact Funding Europe’s finance work with robust modelling and debt-structuring expertise. Trained as an economist (Diplom-Volkswirt), he has served as a Senior Consultant delivering complex company analyses, controlling systems, restructuring support, and financing advisory.
He builds bankable financial models, develops scenarios that survive stress tests, and translates project narratives into lender-ready numbers—cashflow logic, covenants, and repayment capacity. Moritz supports clients in structuring loan facilities, negotiating term sheets, and aligning funding strategy with operational reality, including blended finance approaches where grants and debt must fit together cleanly. He works comfortably with lenders and investors alike.
Olaf Gerd Gemein
Verocity
Olaf is a passionate Serial Entrepreneur and Business Architect with a specific ambition: to be a change catalyst!
With over 30 years of practical experience in various markets in Europe, Asia, North and South America and Canada, he has successfully supported more than 100 projects in the ICT sector. His contributions have focused on accelerating start-up and innovation clusters, building networks, products and services from scratch, facilitating and implementing go-to-market strategies. He is frequently asked to speak at conferences and facilitate networking on smart tech topics around the world.
Peter Schottes
Eisenschmidt Consulting
Peter holds a PhD in nature science (climate impact research), worked as a project manager for software development and as a freelance consultant. He is managing director and shareholder of Eisenschmidt Consulting Crew in Kiel, Germany. He is a specialist in transformation projects and works as a sparring partner for top executives. His focus in on strategy development, digital transformation and concept development.
Peter is active as advisor for StartUps and Angel investor. At IFE he overlooks the entire process of community building, stakeholder management and is also responsible for the project kick-offs.
Alex Chalkley
Venturenomix
Alex has a BSc in Mathematics, Economics & Computing and has already built a market-leading R&D Funding Consultancy in the UK from 2009 to 2019. Alex has developed funding bids, mainly in the form of R&D Grant Applications, that have secured over €60m for clients operating at the forefront of technology innovation. Venturenomix, focuses on supporting Impact Ventures by offering specialist funding related consultancy services to ambitious people seeking funding for good projects. At IFE, Alex is Managing Director and responsible for all aspects of the business, in particular recruiting, mentoring and adding value to the EU Grant Writing Consultants working on multi-million Euro EU Grant Applications.
Smart City
A smart city is a place where traditional networks and services are made more efficient with the use of digital and telecommunication technologies for the benefit of its inhabitants and business.
A smart city goes beyond the use of information and communication technologies (ICT) for better resource use and less emissions. It means smarter urban transport networks, upgraded water supply and waste disposal facilities and more efficient ways to light and heat buildings. It also means a more interactive and responsive city administration, safer public spaces and meeting the needs of an ageing population. Last not least, it aims to make a city a healthier, more sustainable and more attractive place to be for its residents and visitors.
More than half of the world’s population now lives in urban areas. This is expected to reach 80% by 2050. Cities and metropolitan areas are centres of economic activity, knowledge generation, innovation and new technologies. Cities influence the quality of life of citizens who live or work in them and they are major contributors to global challenges.
A mission in this area will help us meet the goals and targets set out by international policy frameworks such as the COP21 Paris Agreement, the UN’s Sustainable Development Goals (notably SDG11), the Urban Agenda for the EU and the Habitat III New Urban Agenda as cities play a key role in all of them.
OASC: Open and Agile Smart Cities: IFE Founder, Olad-Gerd Gemien, initiated and lead the Funding Working Group of OASC 2018.
Open Data Portal: IFE supported the City of Paderborn applying for funding of €3.5m for the Open Urban Data Portal.
Smart City Kiel: IFE supported the City of Kiel application for €17.5m grant funding for a large implementation Smart City concept.
Urban Data Portal: IFE supported the City of Lübeck (Germany) architecture of the Urban Data Portal.
Smart City Implementation: IFE supported the city of Flensburg, the counties Nordfriesland and Schleswig-Flensburg in application for €15m grant funding for a large Smart City strategy and implementation.
Urban Data Platforms: IFE continues to supported various stakeholder groups in India, Canada and the US in charge for the European Commission and the WorldBank related to Urban Data platforms.
Smart Country Portal: IFE supported the Cloud Architecture of the Smart Country Portal in Bavaria (Germany).
Green Deal
The European Green Deal sets out how to make Europe the first climate-neutral continent by 2050. It maps a new, sustainable and inclusive growth strategy to boost the economy, improve people’s health and quality of life, care for nature, and leave no one behind.
The Green Deal spans and informs all of the Horizon Europe Pillars and Destinations. As such, there is no dedicated funding programme, apart from Horizon Europe itself. This strategy underpins Horizon Europe funding from 2021-2027. You can read more about the Pillars and funding opportunities here.
Recent Projects
European Climate, Infrastructure and Environment Executive Agency (CINEA) / Energy Communities / Community Support Action / Currently 9 partners
IFE represents a world-leading consortium including an Energy Innovation Campus and Start-Up Community “GreenTEC Campus” (combining households, Renewable Energy Generators and 50+ businesses incl. StartUps), 2x technology partners (Energy Demand Management & Open Data), 4x Energy Communities (Netherlands, Greece, Germany & Spain), and 2x respected EU-wide Knowledge Transfer Agencies (Innovation & Energy specialists). The overarching objective of the consortium partners is to create a sustainable support technology framework to enable new networks of Energy Communities (households, generators, grid operators and utilities) in understanding and realising their own potential to manage and reduce energy consumption, hence reducing energy costs as well as greenhouse gases and have a positive impact on the climate crisis in general. The approach aligns with the wider EU goals of ‘twin technology’ and ‘decarbonisation at scale’.
Open Data
The success of Europe’s digital transformation will depend on establishing effective rules to ensure trustworthy technologies, to give businesses the confidence and means to digitise, and to ensure highest privacy standards for citizens. The Data Strategy and the White Paper on Artificial Intelligence are the first pillars of the new digital strategy of the Commission. They all focus on the need to put people first in developing technology, as well as on the need to defend and promote European values and rights in how we design, make and deploy technology in the economy.
The European strategy for data aims at creating a single market for data that will ensure Europe’s global competitiveness and data sovereignty. Common European data spaces will ensure that more data becomes available for use in the economy and society, while keeping companies and individuals who generate the data in control.
Cluster 4 in Horizon Europe is dedicated to Digital, Industry and Space. The overarching vision behind the proposed investments under Cluster 4 is that of Europe shaping competitive and trusted technologies for a European industry with global leadership in key areas, enabling production and consumption to respect the boundaries of our planet, and maximising the benefits for all parts of society in the variety of social, economic and territorial contexts in Europe.
This will build a competitive, digital, low-carbon and circular industry, ensure sustainable supply of raw materials, develop advanced materials and provide the basis for advances and innovation in global challenges to society.
The European Green Deal calls for a 90% reduction in greenhouse gas emissions from transport in order for the EU to become a climate-neutral economy by 2050, while also working towards a zero-pollution ambition. To achieve this systemic change, we need to (1) make all transport modes more sustainable, (2) make sustainable alternatives widely available in a multimodal transport system and (3) put in place the right incentives to drive the transition.
Climate, Energy and Mobility is the focus for Cluster 5 in Horizon Europe. This clusters aims to fight climate change by better understanding its causes, evolution, risks, impacts and opportunities, and by making the energy and transport sectors more climate and environment-friendly, more efficient and competitive, smarter, safer and more resilient
Smart MaaS: Our team secured funding for the ‘German funded platform for mobility as a Service’ by developing the concept and successful application. Secured €3,9m funding, facilitated several workshops and conferences 2018-2021.
MaaS (mobility as a service, ERTICO) Alliance: IFE are a member of the Architecture, Standards and API working group and currently guiding the group towards interoperability, 2019-2021.
Agriculture
The Farm to Fork Strategy is at the heart of the Green Deal. It addresses comprehensively the challenges of sustainable food systems and recognises the inextricable links between healthy people, healthy societies and a healthy planet. The strategy is also central to the Commission’s agenda to achieve the United Nations’ Sustainable Development Goals (SDGs). All citizens and operators across value chains, in the EU and elsewhere, should benefit from a just transition, especially in the aftermath of the COVID-19 pandemic and the economic downturn. A shift to a sustainable food system can bring environmental, health and social benefits, offer economic gains and ensure that the recovery from the crisis puts us onto a sustainable path. Ensuring a sustainable livelihood for primary producers, who still lag behind in terms of income, is essential for the success of the recovery and the transition.
Cluster 6 under Horizon Europe ringfences innovation grant funding for Food, Bioeconomy, Natural Resouces, Agriculture & Environment. This cluster aims at reducing environmental degradation, halting and reversing the decline of biodiversity on land, inland waters and sea and better managing natural resources through transformative changes of the economy and society in both urban and rural areas. It will ensure food and nutrition security for all within planetary boundaries through knowledge, innovation and digitalisation in agriculture, fisheries, aquaculture and food systems and steer and accelerate the transition to a low carbon, resource efficient circular economy and sustainable bioeconomy, including forestry.
Agricultural DataSpace: We are working with a world-leading consortium of partners on developing the world’s first interoperable, integrated and open DataSpace for the Agricultural Sector. This 15+ consortium partnership brings together leading academics, Gaia-X founding members, innovative SMEs (Field Digital Twin Technology), regions and real use cases (to address environmental challenges).
Agri Community: In partnership with Bable, we are building out a global community to bring together all stakeholders in the Agricultural sector through a digital platform. Connections will be enabled between innovative solution providers, consultants and actors in the agri-supply chain – all with a keen focus on EU Green Deal goals.
