Digital Europe Programme (DIGITAL)
Application Form
Technical Description (Part B)
(Digital Europe Standard)
Version 1.0
01 November 2021
Call: DIGITAL-2021-EDIH-INITIAL-01 - European Digital Innovation Hubs
AI & Robotics Estonia (EDIH) – AIRE (SEP-210814614) EU Grants: Application form (DEP): V1.0 – 01.11.2021
TECHNICAL DESCRIPTION (PART B)
COVER PAGE
Part B of the Application Form must be downloaded from the Portal Submission System, completed and then assembled and re-uploaded as PDF
in the system.
Note: Please read carefully the conditions set out in the Call document (for open calls: published on the Portal). Pay particular attention to the
award criteria; they explain how the application will be evaluated.
PROJECT
Project name: AI & ROBOTICS ESTONIA (EDIH)
Project acronym: AIRE
Coordinator contact: Kirke Maar, Tallinn University of Technology
Email:
[email protected], +372 51 64025
TABLE OF CONTENTS
TECHNICAL DESCRIPTION (PART B) ....................................................................................................................... 2
COVER PAGE ............................................................................................................................................................. 2
PROJECT SUMMARY ................................................................................................................................................. 3
1. RELEVANCE ........................................................................................................................................................... 3
1.1 Objectives and activities ...................................................................................................................................... 3
1.2 Contribution to long-term policy objectives, policies and strategies — Synergies ................................................ 7
1.3 Digital technology supply chain - not applicable .................................................................................................. 9
1.4 Financial obstacles............................................................................................................................................ 10
2. IMPLEMENTATION ............................................................................................................................................... 11
2.1 Maturity ............................................................................................................................................................. 11
2.2 Implementation plan and efficient use of resources ........................................................................................... 12
2.3 Capacity to carry out the proposed work ........................................................................................................... 17
3. IMPACT ................................................................................................................................................................. 25
3.1 Expected outcomes and deliverables — Dissemination and communication ..................................................... 25
3.2 Competitiveness and benefits for society .......................................................................................................... 29
3.3 Environmental sustainability and contribution to European Green Deal goals.................................................... 30
4. WORK PLAN, WORK PACKAGES, TIMING AND SUBCONTRACTING .............................................................. 32
4.1 Work plan.......................................................................................................................................................... 32
4.2 Work packages and activities ............................................................................................................................ 33
4.3 Timetable .......................................................................................................................................................... 47
4.4 Subcontracting (n/a for prefixed Lump Sum Grants) .......................................................................................... 48
5. OTHER................................................................................................................................................................... 50
5.1 Ethics – Ethics issues are addressed in the annexed “Ethics issues table” ........................................................ 50
5.2 Security – Not applicable................................................................................................................................... 50
6. DECLARATIONS ................................................................................................................................................... 50
ANNEXES ..................................................................................................................................................................... 50
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Call: DIGITAL-2021-EDIH-INITIAL-01 - European Digital Innovation Hubs
AI & Robotics Estonia (EDIH) – AIRE (SEP-210814614) EU Grants: Application form (DEP): V1.0 – 01.11.2021
PROJECT SUMMARY
Project summary
The artificial intelligence (AI) and robotics EDIH AIRE (AI & Robotics Estonia) facilitates innovation in the Estonian
manufacturing sector by bringing together the core competencies of universities, science parks and research
centres in the fields of AI and robotics, and SMEs in Estonia and Europe, working in close collaboration with other
AI-related centres and initiatives in Estonia and Europe.
The hub is run by a highly capable and experienced consortium composed of the Tallinn University of Technology
(lead partner), University of Tartu, Estonian University of Life Sciences, Tehnopol Science and Business Park,
Tartu Science Park, and IMECC competence centre, supported by other key stakeholders as associate partners.
AIRE’s objectives are (1) to increase the digital maturity of manufacturing SMEs, (2) to increase investments into
industrial digitalisation, (3) to create a sustainable EDIH ecosystem in Estonia and involve relevant stakeholders
from the EU, (4) to improve the target groups' competences in AI and robotics, (5) to increase market maturity and
market creation potential of Estonian innovations.
To achieve this, the focus is on the ‘test before invest’ activities (WP2), incl. digital maturity assessment and related
individual consulting and roadmapping for clients, implementation of proof-of-concept AI and robotics demo
projects and experiments with manufacturing companies. This is supported by AI and robotics related trainings
(WP3), access to financing (WP4) and ecosystem development (WP5).
AIRE will contribute to the long-term policy objectives of Estonia and the EU. Based on the strategic view of the
Estonian state, in 2022-2025 AIRE focuses on the manufacturing industry as the primary target group and up to
10% of the budget is allocated to cross-sectoral AI pilots in health technology and tourism to widen the impact and
illustrate transferability. From 2025+, AIRE will more strongly address a wider range of sectors in promoting the
use of AI.
1. RELEVANCE
1.1 Objectives and activities
Objectives and activities
Describe how the project is aligned with the objectives and activities as described in the Call document.
How does the project address the general objectives and themes and priorities of the call? What is the project’s contribution to the overall
Digital Europe Programme objectives?„
AI & Robotics Estonia (AIRE) as the Estonian EDIH candidate clearly supports the objectives of the Digital
Europe Programme (DEP) by reinforcing competencies and focusing on the key areas of artificial intelligence
and other related areas, like cybersecurity, advanced computing, data infrastructures (HPC), data governance and
processing, the deployment of these technologies and their best use for manufacturing (horizontal piloting also
in the health sector for exploiting results of AI and robotics in the era of COVID-19 battle). Estonian manufacturing
sector employs every fifth employee (every fourth in private sector) and constitutes 70% of Estonian export1.
AIRE as EDIH centre drives innovation in manufacturing by bringing together the core competencies of
universities, science parks and research centres in the field of AI and robotics and the needs of SMEs in Estonia
and Europe while working in close collaboration with other AI-related centres and initiatives in Estonia and Europe.
The core target group of AIRE are the manufacturing companies aiming to exploit AI and robotics for
digitalisation. This focus on manufacturing SMEs is the strategic priority of the Estonian state within the EDIH
programme after mapping the critical development needs in Estonia. Big data, AI and the use of robots enable
manufacturing huge opportunities to make processes more digitalised, efficient and optimised – to increase
productivity, quality, workplace safety (especially in the context of AI in robotics), predictive maintenance and
energy efficiency to reduce production waste, contributing to achieving the goals of the European Green Deal.
Close synergies and links have been agreed and developed with other existing state-funded artificial intelligence
1
Swedbank (2021), Survey of Manufacturing Enterprises. Tallinn: Swedbank
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Call: DIGITAL-2021-EDIH-INITIAL-01 - European Digital Innovation Hubs
AI & Robotics Estonia (EDIH) – AIRE (SEP-210814614) EU Grants: Application form (DEP): V1.0 – 01.11.2021
support schemes for the public sector and other fields of the private sector (e.g., service sector) and with other
innovation centres as described in Figure 1:
Figure 1: Collaboration partners of AIRE
AIRE as a consortium of universities, research institutes and science parks brings together knowledge about
artificial intelligence, IT, engineering, robotics and electronics to create an AI competence platform for
manufacturing companies for digitalisation and automation. AIRE also provides companies access to scientific
and research laboratories as well as competencies related to cybersecurity and supports big data management
within High Performance Computing centres of the universities (including facilities of the LUMI consortium that
Estonia is a member of). AIRE as the Estonian EDIH aims to bring universities and research centres closer to the
needs of the manufacturing sector by deploying and testing tailor-made innovative solutions of AI and
robotics – testing of new technology and software, methods for data analysis, cloud-based solutions, preventive
maintenance, or development of digital twins for AI workflows in addition to finding scalable solutions that could
be benefited by numerous similar clients in the future. Linkages to Horizon 2020 and Horizon Europe results
will be established to demonstrate AIRE’s clients the digital innovations that are ‘market mature’ (also linked to the
Joint Research Centre’s (JRC) Innovation Radar methodology).
Objectives of the AIRE project:
1. Increased digital maturity rate of manufacturing SMEs that have used the services of the EDIH network.
KPI: AIRE will consult at least 150 unique manufacturing SMEs (in total 360 DMA assessments) and their DMA is
expected to increase by at least 25% by 2025.
2. Increased investments (public and private) into industrial digitalisation (including AI and robotics) and
better access to finance in Estonia. KPI: 3 MEUR worth of public and private investments made with AIRE support
in 2022–2025.
3. Sustainable EDIH ecosystem in Estonia and involvement of relevant stakeholders in EU. KPI: 750 persons
involved as stakeholders in Estonia and EU; 30 key collaboration partner organisations in Estonia and 25 in the
EU (total reach 100+ organisations).
4. Improved skills and better AI-related awareness of managers, experts, engineers, developers, researchers
and other key stakeholders in the field of industry digitalisation. KPI: 1650 participants in trainings and awareness-
raising events.
5. Increased market maturity and market creation potential of Estonian innovations related to artificial
intelligence, as defined in the JRC’s Innovation Radar methodology. KPI: 15 innovation projects submitted to
Innovation Radar.
Main target groups (clients) of AIRE:
Manufacturing SMEs (production of machinery, equipment, metal-working industry, electronics, timber
production, food production, ship-building, production of chemicals).
Mid-caps according to state aid rules.
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Call: DIGITAL-2021-EDIH-INITIAL-01 - European Digital Innovation Hubs
AI & Robotics Estonia (EDIH) – AIRE (SEP-210814614) EU Grants: Application form (DEP): V1.0 – 01.11.2021
10% involvement of large companies as role models and potential sponsors of AIRE in the future (based
on de minimis rule).
10% pilots in the health sector to demonstrate cross-sectoral applications of AI and robotics (related to
COVID-19 consequences and importance of cross-sectoral collaboration).
Through all services 150 unique clients are involved (many clients receive multiple services in 36 months).
Secondary target groups through active collaboration and spread of best practices:
Public sector organisations through collaboration with Estonian AI programme for public sector
(kratid.ee).
Logistics sector (collaboration with Estonian Association of IT and Telecommunications (ITL) and
Intelligent Transport Systems Estonia (ITS))
Start-ups and spin-offs in the field of AI (in collaboration with Tehnopol, an AI development scheme is
initiated to support start-ups and spin-offs in the field of AI as service providers or developers,
ai.tehnopol.ee).
Health sector and health technology developers as a horizontal pilot target group to spread the best
practices of AI and robotics (in collaboration with Connected Health Cluster run by AIRE partner
Tehnopol).
Researchers and research related collaboration with TalTech and the University of Tartu in the field of
AI and robotics: FinEst Twins (Horizon 2020 Teaming) led by TalTech; TRUST-AI (Horizon 2020 in the
budget of 3.9 MEUR); Estonian Centre of Excellence in ICT Research (EXCITE) with the University of
Tartu and TalTech as partners with Cybernetica; Estonian Scientific Computing Infrastructure, which is
part of the EuroCC network (H2020) and the LUMI consortium.
Tourism sector in applying AI based mobile robots (hotels, airports).
Table 1: SERVICES AND PRICE LIST OF AIRE for 36 months (average per client*), including all costs:
SERVICES of AIRE TARGET KPI PRICE (EUR) TOTAL (EUR)
(number of CLIENTS) – cost per
– 36 months** client***
1.Test before invest (WP2), 15 000 EUR 4 338 000
including: (average per
client)
Digital maturity assessment (DMA) and 360 800 288 000
related individual consulting and
digitalisation roadmapping for clients
AI and robotics suitability assessment 300 3000 900 000
(including mapping potential projects to
Innovation Radar)
Test before invest AI and robotics demo 54 55 000 2 970 000
projects and experiments
Use of labs/ test-beds 150 1200 180 000
2.Skills and trainings (WP3), 900 1000 900 000
including AI and robotics related
awareness raising.
3. Access to finance (WP4) 150 2000 300 000
4. Networking and ecosystem 750 616 462 000
development (WP5)
TOTAL budget for 36 months 6 000 000
*Average, not limit. **Not unique clients (clients take part in several services and on multiple occasions)
***Costs include all budget costs like project management, dissemination and communication and 7% overheads.
Based on the DMA, companies are consulted on how they stand as compared to similar companies from Estonia
(and in the EU, subject to data availability) and what could be the priority steps to take for digitalisation. Public
annual reports include analysis of the Estonian DMA developments. AIRE has also developed a detailed price list
according to service categories to calculate the budget passed on to clients and state aid received (please
see Table 2 below).
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Call: DIGITAL-2021-EDIH-INITIAL-01 - European Digital Innovation Hubs
AI & Robotics Estonia (EDIH) – AIRE (SEP-210814614) EU Grants: Application form (DEP): V1.0 – 01.11.2021
Table 2: Price list for AIRE
PRICE LIST FOR AIRE
Description of service Market Unit of Reduced Reduced Reduced price
price measure price price offered to
offered to offered SMEs
SMEs to SMEs 2024-2025*
2022* 2023*
Testing robots 500 Day 0 EUR 100 200
Using university labs for experiments 500 Day 0 EUR 100 200
related to AI and robotization (test-beds)
AI and robotisation related consulting 500 Day 0 EUR 100 200
AI and robotisation related trainings 1000 Day 0 EUR 200 400
Carrying out R&D AI and robotics demo 800 Day 0 EUR 160 320
projects to test before invest (WP2)
* incentive effect analysed based on state aid rules.
Services of AIRE are listed in Figure 2 below.
Figure 2: Services of AIRE
To reach the KPIs of EDIH, AIRE offers the following services (also in collaboration with other EDIHs in Europe):
1) Digital Maturity Assessment (DMA) based on JRC methodology. Currently, a privately developed DMA
platform has been used in Estonia, developed and owned by the consortium partner IMECC. The JRC platform
will be used in the context of the EDIH activities or an API developed for IMECC platform, which is an industry-
based DMA solution valued highly by the companies and tested internationally, currently including data from 500
companies since 2018.
2) AI and robotization suitability analysis of SMEs and mid-caps (test before invest) (WP2 Test before invest).
3) AI and robotisation trainings for skills development and awareness raising – a 16-hour training focused on
robotics was tested in November 2021 (30 participants) and an AI project development course in January-February
2022 (35 participants) (WP3 Skills and Training).
4) Test before invest “proof-of-concept” AI and robotics demo projects and experiments with manufacturing
companies (mainly SMEs and mid-caps) to support companies in taking the risks and in the preparation of
investing in AI and robotics (WP2 Test before invest). Companies for the demo projects are selected in an open
and transparent way and designed with “use-case principle” based on actual problems companies are facing in
applying AI and robotics for their manufacturing or product development and where R&D and novel solutions can
help to overcome the challenges. For each AI demo project, company-based KPI-s are defined (productivity rate,
production cycle and time, quality and reduction of waste, energy efficiency, etc.) and monitored (also DMA carried
out). For test before invest, also test-beds are offered by providing SMEs access to university labs related to
the fields of AI and robotics – and for active promotion of collaboration on TRL5-TRL6 level (WP2 Test before
invest).
5) Ecosystem development and networking for collaboration and awareness raising (AIRE Clubs, best
practice seminars, gala event on Month 33) linked to support finding funding.
6) Support to find funding – local, regional, state and EU-level public funding as well as private funding
(investments, options, loans) to support companies to invest in AI and robotics. Individual consultation is carried
out with companies and financing is an important content of monthly AIRE Clubs (WP4 Support to find funding).
7) Awareness raising and promotion of AI and robotics related digitalisation through trainings (WP3) and
communication and dissemination (WP6).
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Call: DIGITAL-2021-EDIH-INITIAL-01 - European Digital Innovation Hubs
AI & Robotics Estonia (EDIH) – AIRE (SEP-210814614) EU Grants: Application form (DEP): V1.0 – 01.11.2021
8) Active collaboration with other EDIHs to offer AIRE services to clients of other EDIHs in Europe and bring
the expertise of other EDIHs to Estonia. During 2021 and the beginning of 2022, for the preparation of the EDIH,
AIRE services have been developed in collaboration with experts and SMEs themselves and tested on companies
(50 clients involved by February 2022), please see aire-edih.eu. Regarding collaboration with other EDIHs,
collaboration has been discussed and cooperation has been planned with the following EDIH candidates described
in Table 3 below.
Table 3: Collaboration with EDIHs in Europe
Name of the EDIH and region Main ways of collaboration
Alliance of Baltic Sea Region EDIHs for Manufacturing SMEs The alliance has agreed (MoU signed):
support: To organise at least 2 study visits to other partners
AIRE EDIH led by TALTECH (Estonia) by each alliance partner (3 years)
Latvian Digital Innovation Hub led by Latvian IT Cluster To design regional collaboration and information
EDIH4IAE.LT led by Lithuanian Innovation Center exchange and knowledge base platform
EDIH Vilnius led by Sunrise Valley Technology Park To submit at least one joint project proposal with
MIGHTY EDIH led by RISE (Sweden) each partner (Interreg BSR, Horizon or similar
ROBOCOAST EDIH led by Prizztech Ltd (Finland) calls)
PDIH - Pomerianin Digital Innovation Hub led by Pomerianin AI Roundtable events for matchmaking based on
Special Economic Zone Ldt. companies’ needs related to international markets.
Finnish AI Region - FAIR (Finland) Joint webinars to our clients in English in the field
SIX MANUFACTURING (Finland) of AI, HPC, cybersecurity, AI ethics, big data and
AI Center of Hamburg (ARIC) IoT.
REACH IRELAND Matchmaking of SMEs and mid-caps interested in
CAMPUS CYBER, PARIS, FRANCE services related to AI developments (service
Lodz Special Economic Zone (POLAND) providers, developers, manufacturing companies,
smart city, health sector and public sector
SUSTAIN BRUSSELS EDIH via collaboration with Confederation
development examples).
of Laboratories for Artificial Research in Europe (CLAIRE)
Networking between EDIHs and exchange of best
AGORA DIH, SPAIN, MURCIA
practices.
Use of AIRE test-beds (university labs).
EDIH Sachen-Anhalt, Magdeburg, GERMANY
The list of EDIHs is preliminary and AIRE is open for collaboration and networking with all regions of Europe
based on the needs of stakeholders and the final EDIH funding decisions. AIRE as the Estonian EDIH will
act as an access point to the European network of EDIHs, helping local companies and/or public actors to
get support from other EDIHs in case the needed competencies fall outside their range, ensuring that every
stakeholder gets the needed support wherever it is available in Europe.
1.2 Contribution to long-term policy objectives, policies and strategies — Synergies
Contribution to long-term policy objectives, policies and strategies — Synergies
Describe how the project contributes to long-term policy objectives of the call’s domain/area and to the relevant policies and strategies, and
how it is based on a sound needs analysis in line with the activities at European and national level. What challenge does the project aim to
address? The objectives should be specific, measurable, achievable, relevant and time-bound within the duration of the project.
The key challenge that AIRE aims to address is unlocking the untapped potential of digital technologies for
increased competitiveness and resource-efficiency in Estonia´s SMEs in the manufacturing sector. According to
the European Commission's Digital Economy and Society Index (DESI) 2021 report2, Estonia ranked 9th on the
Integration of digital technologies by enterprises, which is slightly above the EU average (a step up from the 14th
place in 2020). Regarding the adoption of AI in enterprises, however, Estonia ranks below the average – with 15%
of Estonian enterprises using AI against an EU average of 25%. Estonia is 4% below the EU average on the use
of ICT for environmental sustainability. All in all, while Estonia is acknowledged as one of the leading digital
societies of the world and firmly holds the 1st place in DESI index regarding digital public services, the DESI 2021
country report concludes that the country needs to continue its efforts to better integrate digital technologies in
SMEs and more traditional businesses. The latter clearly include the manufacturing companies where sustainable
digitalisation is particularly important given that Estonia is among the most emission-heavy economies in the EU,
being also among the top energy users3, and the manufacturing sector plays a significant role in this.
2
https://digital-strategy.ec.europa.eu/en/policies/countries-digitisation-performance
3
RDIE development plan, thematic overviews of focus areas, p8; https://www.hm.ee/et/TAIE-2035
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Call: DIGITAL-2021-EDIH-INITIAL-01 - European Digital Innovation Hubs
AI & Robotics Estonia (EDIH) – AIRE (SEP-210814614) EU Grants: Application form (DEP): V1.0 – 01.11.2021
The focus of AIRE is defined in coherence with the objectives of the Digital Europe Programme4, particularly
regarding its key capacity area of artificial intelligence, as well as supporting developments in the capacity areas
of advanced digital skills and ensuring a wide use of digital technologies across the economy and society, including
through Digital Innovation. In line with these goals, AIRE supports the implementation of AI & Robotics solutions
and increases the digital maturity of SMEs via a coherent set of services (described in more detail in section 1.1
and work packages), with an aim to facilitate the digitalisation, automation, and competitiveness of Estonian
manufacturing companies.
In terms of the long-term policy objectives at the EU level, the Europe fit for the digital age5 defines specific
digitalisation targets for 2030 – AIRE contributes directly to the “Digital transformation of businesses” goal which
sets the following targets: 1) Tech-up take: 75% of EU companies using Cloud/AI/Big Data, 2) Innovators: grow
scale-ups & finance to double EU Unicorns; 3) Late adopters: more than 90% of SMEs reach at least a basic level
of digital intensity. AIRE works towards reaching these targets through all of its four key service groups (i.e., test
before invest, training and skills development, support in finding investments and innovation ecosystem building
and networking), collaborating with a wide range of partners in the national and EU-level AI, robotics and SME
support ecosystem.
The purpose of the European Green Deal6 is to set a framework that will transform the EU into a “modern, resource-
efficient and competitive economy”. The specific policy targets include: 1) No net emissions of greenhouse gases
by 2050; 2) Economic growth decoupled from resource use and 3) No person and no place left behind. While
focusing on environmental challenges, digitalisation is seen as a key enabler for achieving the core EU
environmental targets. There is a strong focus on the decarbonisation and modernisation of energy-intensive
industries, including manufacturing. Here the EC stresses the role of digital technologies, including AI, IoT and
others to optimise the efficiency within EU industries to make them less wasteful and more energy-efficient. In line
with the above, AIRE is particularly focused on digitalising energy-intensive and production-based industries and
achieving higher resource efficiency in Estonian manufacturing SMEs, as well as ensuring a human-centred
approach facilitating digital skills development, incl. reskilling, among various target groups.7 As an example of
one AIRE’s demo project, a tailor-made university-driven AI-based preventive maintenance system for industries
with process control system(s) will be piloted for manufacturing companies to avoid system and production
shortages and reduce down-time. In addition to digitalisation, increasing productivity, reducing the use of energy
and waste contributes directly to overcoming the EU environmental challenges.
Regarding the Coordinated plan on artificial intelligence (CPAI)8, the updated version of the plan published in 2021
put forward four key policy objectives: 1) Set enabling conditions for AI’s development and uptake; 2) Build
strategic leadership in high-impact sectors; 3) Make the EU the right place to thrive; 4) Ensure AI technologies
work for people. In the context of the CPAI, AI and robotics go hand-in-hand, as AI is an enabling technology for
the use of robotics in several different industries, jointly forming one of the key elements for achieving EU green
and digital transition objectives. The plan has direct connections with the EDIH network, with one of the focuses
being Testing and Experimentation Facilities (TEF) to experiment and test state-of-the-art technology in real-world
environments & Digital Innovation Hubs, one-stop shops to provide access to technical expertise and
experimentation, so that companies can "test before invest". The AIRE EDIH focuses on achieving this in the
context of Estonia, by establishing a digital innovation hub where AI and robotics technology can be tested and
developed in real-life settings and a range of support services is available to SMEs.
At the national level, AIRE's strategic focus is directly in line with the Estonian smart specialisation (RIS3)
approach9 and the national Research and Development, Innovation and Entrepreneurship (RDIE) development
plan 2021-203510, as well as the Estonia 2035 Strategy, highlighting the need to increase the competitiveness of
Estonia´s industry and manufacturing sectors. The services of AIRE are highly relevant for all of the smart
specialisation growth areas: (1) ICT horizontally through other sectors – the proposed EDIH makes a particular
contribution to this domain; the RDIE plan outlines both AI (“AI and machine learning – innovative solutions for
automated systems, incl. in the health care system” and robotics (“Collaboration of robots and humans and IoT in
manufacturing, incl. digitalisation of industry and optimisation of processes'') under the specific priority fields; 2)
Health technologies and services – Estonia´s potential here is primarily seen in the development of e-solutions
4
https://digital-strategy.ec.europa.eu/en/activities/digital-programme
5
https://ec.europa.eu/info/strategy/priorities-2019-2024/europe-fit-digital-age_en
6
https://ec.europa.eu/info/strategy/priorities-2019-2024/european-green-deal_en
7
To bring an example of the ongoing activities, one of AIRE´s key demonstration projects is focused on machine learning-based power
consumption diagnostics and testing for preventive maintenance in energy intensive industries.
8
https://digital-strategy.ec.europa.eu/en/policies/plan-ai
9
https://www.mkm.ee/en/objectives-activities/economic-development/smart-specialisation
10
https://www.hm.ee/et/TAIE-2035
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Call: DIGITAL-2021-EDIH-INITIAL-01 - European Digital Innovation Hubs
AI & Robotics Estonia (EDIH) – AIRE (SEP-210814614) EU Grants: Application form (DEP): V1.0 – 01.11.2021
and personal medicine, making use of advanced technological solutions. The potential is closely related to
intelligent data management systems and AI applications, and the development of exportable technologies and
services. Medicine has also been one of AIRE´s focus areas in the hub´s pilot phase; 3) Enhancement of resources
– related to this RIS3 priority field, AIRE´s activities support the goal of achieving higher resource efficiency in
manufacturing and sustainable valorisation of local resources, boosting the development of bio- and circular
economy. This priority is in sync with the goals of the EU Green Deal; 4) Smart and sustainable energy solutions
– while the initial RIS3 approach focused on the three growth areas outlined above, the RDIE plan puts an
additional emphasis on the field of energy, outlining the particular importance of “increasing the energy efficiency
of manufacturing processes, in order to untie the GDP growth of Estonia from increased energy consumption”.
The document states that to support the energy transition, Estonian scientists and enterprises need to be in the
frontline of technological developments.
Another important strategic framework is the National Artificial Intelligence Strategy11. In 2019-2021, the strategy
focused on the actions of the Estonian Government to 1) Promote the uptake of AI in both the private and public
sector; 2) Increase the relevant skills and R&D base; and 3) Develop the legal environment necessary to promote
the use of AI in the country. More than 12 MEUR of public investment has been targeted on AI in the past 2 years,
most of which came from EU structural funds. AIRE has been set up directly in line with this strategy, with high-
level support by the Ministry of Economic Affairs and Communications. In 2022-2023, “data as enabler” is outlined
as an additional focus area and Estonia commits another 20 MEUR in this period to implement the strategy. The
strategy explicitly outlines a set of preparatory activities for AIRE as the proposed national EDIH, incl. company-
level digital maturity assessments, training and counselling of manufacturing companies regarding digitalisation
and setting up development projects in the fields of AI and robotics, as well as counselling regarding financing
opportunities related to these activities, development of demo projects, carrying out network development events
(AIRE Clubs), etc. The strategy foresees 499 450 EUR for these activities and also states that in case of approval
of AIRE´s application as the Estonian EDIH, the Ministry commits 0.4 MEUR annually to complement the AIRE
consortium´s co-financing of 0.6 MEUR and the EC´s financing of 1 MEUR per year in the period of 2022-2028. In
addition, the strategy foresees AI-related bootcamps and an acceleration programme, plus the development of
pilot projects in 2022-2023, as well as including AI and robotics in a variety of horizontal support measures
available for Estonian companies.
Synergies with EEN, Startup Europe, cluster organisations and other ecosystem stakeholders
To achieve its goals, AIRE will work in close collaboration with a range of strategic partners, including the
Enterprise Europe Network (EEN), Startup Europe, cluster organisations and also the EU-wide EDIH network to
provide a seamless service within the SME support ecosystem nationally and internationally. The collaboration
with EEN and cluster organisations will follow the respective guidance document by the EC.12 This means working
in alignment with the annual plans of the EU-level Working Group for coordinating the EDIH-EEN-cluster
cooperation, collaborating on awareness-raising events, organising demonstration projects, matchmaking events,
exchanging technology offers/requests and cooperation profiles, co-organisation of joint investor-related events.
Particular emphasis will be placed on building well-elaborated client referral systems and joint client journeys.
A cooperation agreement detailing the cooperation methods and joint actions will be signed at the national level,
outlining the specific collaboration modalities and signposting as well as joint service offering procedures on how
to coordinate EEN and EDIH activities and enhance the joint value proposal to SMEs (preliminary discussions on
this have already taken place at the proposal preparation phase). To outline some clear synergies between AIRE
and EEN Estonia, the two consortia have agreed that the basic digital assessment for Estonian SMEs will be
carried out in a coordinated way, using the same methodology and tools in order to allow for each individual client
easy signposting and provision of additional value-adding services from both EEN and EDIH side in a synergetic
mode. Also, a particular goal is to facilitate cross-border cooperation between SMEs and the two networks, serving
the SMEs with specialised services on internationalisation, as well as services related to access to finance (venture
capital, business angels and other types of private investors as well as public funding programmes – advice on
access to finance has been one of the most valued services of the EEN Estonia consortium in previous years).
1.3 Digital technology supply chain - not applicable
11
https://mkm.ee/sites/default/files/kratikava_2022-2023.pdf
12
Guidance for the Cooperation between THE European Digital Innovation Hubs, Enterprise Europe Network Partners and Cluster
Organisations
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1.4 Financial obstacles
Financial obstacles
Describe to what extent the project can overcome financial obstacles such as the lack of market finance.
This criterion might not be applicable to all topics — for details refer to the Call document.
One of the most recent key EU recommendations for Estonia is to “Focus investment on the green and digital
transition, in particular on digitalisation of companies, research and innovation, clean and efficient production and
use of energy, resource-efficiency, and sustainable transport, contributing to a progressive decarbonisation of the
economy. Support the innovation capacity of small and medium-sized enterprises, and ensure sufficient access to
finance”13. This key EU recommendation has remained the same over the last years highlighting the profoundness
of the challenge.
Regarding the access to finance, substantial challenges exist in Estonia. 47% of the industrial enterprises active
in Estonia lack their own funds for the development activities, as concluded in the recent study on the development
barriers of the industry14. This was a major concern both for the SMEs and large enterprises, and especially
relevant for the manufacturing industry where 57% admitted the lack of funding. As the potential source for the
funding of development activities, support is sought from the government (70% of the respondents), banks (50%)
and shareholders (29%). This reflects the rigid conditions of the banks (demand for extensive collaterals, for
example), or the innovation and R&D intensity (and risk level) of the development projects, not generally suitable
for the bank funding. Owners’ additional capital as a source of funding for developmental projects has become
even more limited due to the impact of Covid-19 and the energy crisis of 2021. Furthermore, since 2014,
policymakers in Estonia have put an emphasis on shifting from grants to state-backed loans and guarantees15, but
these are less suitable for supporting development projects that demand basic and applied research, and
experimental development, such as the AI and robotics related initiatives.
Limited funding is also highlighted in the latest high-level report, stating that “The biggest practical obstacle to
increasing the rate of innovation in Estonia is the lack of ‘absorptive capacity’ or R&D capability in industry…
Enterprise Estonia should take on the role of acting as an innovation agency. To do this, Enterprise Estonia will
need new technological and programming skills /…/ The agency will need to implement a hierarchy of instruments
to support companies at different levels of developing absorptive capacity. The innovation agency function will
need substantial funding, over and above what is spent on Enterprise Estonia today.”16 However, the substantial
increase in the recently reorganised Estonian Business and Innovation Agency is not feasible and additional
external funding is very much needed.
Furthermore, the same report emphasises that in addition to increasing the innovation and R&D funding, the
system of ‘intermediary organisations’ able to support industrial innovation should be strengthened considerably,
in particular with the “university industrial extension services, whose job is to keep at least one step ahead of
industry’s innovation knowledge needs and to provide research and technical services to industry based on that
more advanced knowledge”17. AIRE consortium is uniquely positioned to fill this gap in the fields of AI and
robotics, especially in cooperation with other European EDIHs active in this domain. In selecting test before invest
demo projects with manufacturing companies (AI and robotisation pilots and experiments with universities), future
transferability and scalability is analysed as one additional KPI – how many other companies in Estonia (also in
Europe) struggle with the same challenge/problem? Can we support the raise of AI spin-offs with AIRE for larger
impact over Europe (a parallel state-funded measure is also designed specifically for AI spin-offs as solution
providers, a scheme currently coordinated by the AIRE consortium partner TEHNOPOL in close connection with
AIRE). These considerations, supported by many other studies on the financial and innovation obstacles in
Estonia, were behind the development of AIRE services, and allocation of most of the budget for the ‘test before
invest’ activities, complemented by training activities and consulting, to contribute to the digital and green transition,
in particular to increasing the innovation of SMEs in the field of digitalisation, as recommended by the EU.
To address the above shortcoming regarding the funding capacity of SMEs, AIRE will also facilitate public and
private funding through consulting and networking. Close collaboration is planned on policy level (design of new
schemes), with state agencies responsible for managing EU and state funding (associate partner Estonian
13
European Commission (2020). Council Recommendation on the 2020 National Reform Programme of Estonia and delivering a Council
opinion on the 2020 Stability Programme of Estonia. Brussels, https://eur-lex.europa.eu/legal-
content/EN/TXT/?qid=1591720698631&uri=CELEX:52020DC0506
14
Estonian Export Study (2021). Estonian Ministry of Economic Affairs and Communications, Ministry of Foreign Affairs and Enterprise Estonia,
https://mkm.ee/et/uudised/ekspordiuuring-eesti-majandus-ja-eksport-tavalisest-keerukamate-majandusoludega-hasti
15
OECD. 2020. Inclusive Entrepreneurship Policies, Country Assessment Notes. Estonia. Paris: OECD.
16
Peer review of the Estonian R&I system (2019). European Commission, Directorate-General for Research and Innovation,
https://ec.europa.eu/research-and-innovation/en/statistics/policy-support-facility/peer-review-estonian-research-and-innovation-system
17
Ibid.
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Business and Innovation Agency, former Enterprise Estonia) and organisations linked with private funding. For
private funding, in WP4 AIRE will validate and conduct basic due diligence of the companies, match them with
potential investors and other financial sources, and have companies fundraised private capital investment.
Through dissemination and communication (WP6), special attention is given to broad awareness raising and all
future AIRE clients have access to success stories based on initiated AIRE test before invest demo projects – the
road from proof-of-concept phase to actual investments and reached KPIs of previous clients. Through testing and
piloting AI and robotics in AIRE test before invest demo projects, client-based KPIs are also monitored e.g.
optimised production cycles, higher productivity rate, higher quality, more efficient production in terms of energy
and use of materials, less production waste, lower rate of production down-time, etc.
2. IMPLEMENTATION
2.1 Maturity
Maturity
Explain the maturity of the project, i.e. the state of preparation and the readiness to start the implementation of the proposed activities.
AIRE was selected as the Estonian candidate for the EDIH programme in August 2020 based on public and open
selection procedure by the Ministry of Economic Affairs and Communications of Estonia. AIRE consortium is
coordinated by the Tallinn University of Technology, the partners include the University of Tartu, the Estonian
University of Life Sciences, Tallinn Science Park Tehnopol, Tartu Science Park and IMECC (competence center).
In 2021, the preparation of services for EDIH started and, in this process, several associated partners were
involved in the partnership: Federation of Estonian Engineering Industries, Estonian Association of IT and
Telecommunications (ITL), Estonian Electronics Industries Association, Estonian Chambre of Commerce,
Business and Innovation Agency (former Enterprise Estonia). Around 20 online meetings have been held with
other EDIHs in Europe to discuss collaboration from 2020-2022. The first network collaboration seminar to plan
EDIH/ AIRE was carried out in August 2021 with 31 participants from the AIRE team and the Ministry of Economic
Affairs and Communications, Enterprise Estonia (all associated partners included for AIRE).
Due to the long time period between the selection of the Estonian candidate and the final opening of the EDIH
Call in November 2021, the Estonian government financed the preparation of AIRE services based on mapping
the needs of the target group (preparatory project budget 499 450 EUR in 2021-2022). The channels such as
website, social media pages on Facebook and LinkedIn (reach approximately 200 000) and the ecosystem contact
list have been created for networking. AIRE services have been tested from October 2021 by involving around 50
manufacturing companies. A series of AIRE Clubs (networking events contributing to preparing the EDIH proposal
and setting up the centre) were initiated and three clubs related to AI and robotics were held in November,
December and January with a total of 145 participants (universities, science parks, chamber of commerce, EEN
network, Enterprise Estonia, representatives of state ministries, research centres, robot developers, AI developers,
IT specialists, investors, etc.). In the preparation phase, special attention was paid to team building, network
development in Estonia, division of roles with collaboration partners (Enterprise Estonia, AI and Industry
digitisation projects, state measures in AI support). By February 2022, AIRE has involved already around 60 clients
(testing services). As AIRE is ready to be start wider activities (full-scale service provision) in case of EC
EDIH funding, the beginning of the project is planned from 1st of July 2022 already (earliest eligible starting
date is after 22.2.2022). Estonian state is also ready to fund AIRE from July 2022 after the financing decision
from EC. Starting the preparation in July and offering AIRE services from September-October 2022 is important
for Estonian clients of AIRE who are ready and waiting for support. Also, state funding schemes are opening in
2022 for digitalisation (also AI, robotics) and clients need consulting for larger AI related investment projects.18
In November 2021, AIRE robotics training format was tested with novel active training methods (company-based
robot suitability analysis) with 30 participants (manufacturing companies) and in January 2022 AI-focused online
training was tested with 35 participants for the preparation of the EDIH AIRE centre. Six innovative AI and robotics
demo projects with universities have been selected in collaboration with manufacturing companies to demonstrate
innovative AI and robotics solutions in an actual environment with the intention to use the results later for
awareness raising in Estonia and Europe. A team of 25 qualified people have been working for the preparation of
the AIRE centre since autumn 2021 (including full-time project manager, assistant, financial expert, legal and IP
advisor, AI experts, 14 researchers, digitalisation experts and consultants, etc.). AIRE EDIH builds upon long-term
experiences and collaboration of previous DIHs in Estonia established with H2020 funding (Smart Industry Centre,
18
Estonian state is funding industry digitalisation projects (including AI, robotisation) with 56 M euros grant scheme from summer 2022
(investments combined with digitalisation support for integration).
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SmartIC Robotics, e-Estonia Show-Room, STACC, Tallinn Science Park Tehnopol DIH, ELIKO, DIH Tartu). Tallinn
University of Technology and IMECC as AIRE partners are also participating in a H2020 DIH2 project including 25
digital innovation hubs in Europe (including SmartIC from Estonia) and focusing on robotics and digitalisation.
2.2 Implementation plan and efficient use of resources
Implementation plan
Show that the implementation work plan is sound by explaining the rationale behind the proposed work packages and how they contribute to
achieve the objectives of the project. Explain the coherence between the objectives, activities, planned resources and project management
processes.Show how the project integrates, builds on and follows up on any pre-existing work or EU funded projects. Provide details (including
architecture and deliverables) about pre-existing technical solutions.
AIRE implementation work plan is designed based on Estonian target group needs and state priorities in
digitalisation and AI, EDIH Work Programme 2021-2023, Digital Europe Programme 2021-2023, EDIH handbook,
EDIH webinar materials and FAQ of the call:
Table 4: The implementation work plan of AIRE
Objective WPs and tasks Planned resources
Objective 1: Increased WP2 Test before invest: WP2 total budget
digital maturity rate of Task 2.1: Digital Maturity Assessment (according to 3 789 000 EUR linked to
Estonian manufacturing JRC methodology), Task 2.2: AI and robotics all other WP-s to reach
SMEs (average measured suitability assessment (also mapping JRC’s actual impact and
at least once a year). Innovation Radar potential candidates), Task 2.3: investments.
Demo projects and experiments with companies
and Task 2.4: Lab testing (AI, big data, HPC,
cybersecurity and robotics).
Objective 2: Increased WP1 Project management and coordination: WP1 total budget 474 756
market maturity and Task 1.5 Monitoring impact based on DMA index EUR, including with full-
market creation potential WP5 Networking and ecosystem development: time AIRE/EDIH manager
of Estonian innovations Task 5.1: Development of ecosystem, Task 5.2: with 20 years international
Networking: AIRE Clubs (also JRC Innovation experience; WP5 total
Radar links), Task 5.3: Best practice seminars for budget 312 000 euros
awareness raising (also linked to JRC’s Innovation linked to WP2 test before
Radar potential candidates). invest.
Task 5.4: Collaboration with other EDIHs in Europe
Objective 3: Increased WP4 Support to find funding: WP4 total budget 221 900
investments (public and Task 4.1: Roadmap for financing measures related euros (linked to WP1 and
private) into industrial to AIRE for 2022-2025, Task 4.2: Involvement of WP5 project manager and
digitalisation state and EU funding, Task 4.3: Involvement of networking experts).
private funding and investors, Task 4.4: Initiation of
related AIRE consortium projects in AI and robotics
(DEP, Horizon Europe, ERASMUS, Interreg, etc).
Also linked to JRC’s Innovation Radar projects
support).
Objective 4: Sustainable WP5 Networking and ecosystem development WP5 budget for
EDIH ecosystem in Task 5.1: Development of ecosystem, Task 5.2: coordination 312 000
Estonia and involvement Networking: AIRE Clubs, Task 5.3: Best practice euros, but linked to
of relevant stakeholders in seminars for awareness raising and mapping JRC’s outputs of all WPs with the
EU Innovation Radar projects. total EDIH budget of 6 M
Task 5.4: Collaboration with other EDIHs in Europe. euros for 3 years.
Objective 5: Improved WP 3 Skills and trainings: WP3 total budget of
skills and competences Task 3.1: Analysis of training needs and training 437 294 euros direct costs
and better digitalisation plan, Task 3.2: Training in the fields of digitalisation link to WP1, WP5, WP6
and AI related awareness technologies, AI and robotics, Task 3.3: Analysis of budgets in total service
training impact. WP5 Networking and ecosystem provision (management,
development: Task 5.2: Networking: AIRE Clubs networking, dissemination
Task 5.3: Best practice seminars for awareness and communication).
raising linked to WP 6 Dissemination and
Communication (all tasks relevant for awareness
raising).
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Project management standards and methodology (like PCM, the Waterfall method, the Critical Path Method (CPM)
and the Critical Chain Project Management (CCPM). A CPM generates a graphical view of the project and is used
to calculate how much time and resources are required to complete an activity. It also determines critical activities
requiring attention so the project can be completed on time. Tasks have been planned in Gantt format.
List of EU funded projects and pre-existing technical solutions used in AIRE:
1) AIRE preparation phase was funded in 2021-2022 by the Estonian state with 499 450 EUR to involve
stakeholders, analyse division of roles in the Estonian ecosystem and design AIRE (EDIH) services based on
clients’ (manufacturing SMEs and mid-caps) needs. The tested services include trainings, AI and robotisation
suitability analysis, preparation of test before invest, AI and robotics demo projects (proof-of-concept use-case
projects with companies) and involving clients and associations in AIRE Clubs. AIRE Clubs were started
already for the planning of this EDIH proposal to involve clients and the network in the actual design of EDIH
services. By February 2022, three AIRE Clubs have hosted 147 participants since Nov 2021.
2) AI spin-off programme was created by the Estonian state in collaboration with the AIRE consortium (led by
TEHNOPOL, the biggest start-up incubator in Estonia) in January 2022 to support start-ups and spin-offs in
the use of AI in various sectors, focusing the first Call for proposals (deadline 13.2.2022) for the manufacturing
companies linked to AIRE clients and EDIH preparation work.
3) AI public sector initiative programme from 2018 – present (www.kratid.ee) to support public sector AI pilots
(data used in public sector institutions), collaborative meetings with AIRE are held since spring 2021.
4) SmartIC Estonia and SmartIC Robotics (DIH) led by TALTECH – operating since 2016 to carry out TRL4-
TRL5 research with companies to support Industry 4.0. SmartIC Estonia is also included in the list of key
research infrastructures in Estonia from 2018 focusing on fields of robotisation, quality control, energy-
efficiency, additive manufacturing, big data, IoT and VR&AR solutions, smart sensors.
5) FinEst Twins (Horizon 2020 Teaming) led by TalTech to support regional collaboration between Estonia and
Finland (Tallinn and Helsinki as smart cities), innovative pilots are carried out also in the field of self-driving
vehicles and robotics.
6) TRUST-AI (Horizon 2020 in the budget of 3,9 M EUR), University of Tartu as partner;
7) Estonian Centre of Excellence in ICT Research (EXCITE) with University of Tartu and TalTech as partners
with Cybernetica;
8) Estonian Scientific Computing Infrastructure, which is part of the EuroCC network (H2020) and the LUMI
consortium.
9) InnoCAPE (Interreg Baltic Sea Region) – the University of Tartu as Estonian partner – operating from
January 2019 until December 2021. The InnoCAPE project helped public authorities create favourable
conditions for digital innovation hubs (DIHs) that serve as intermediary bodies bringing together Research &
Development and industry into digital industrial platforms.
10) INforM (Interreg Baltic Sea Region) – from January 2019 until December 2021, the project INforM mapped
challenges in the regions, the regions’ specific competencies and existing best collaboration practices. A
transregional collaboration model for Innovation Support Digital Framework provides SMEs with access to
analyses, knowledge, solutions and case studies.
11) Research project PSG605: Towards Improving the Performance of Optimization Based Motion Planning and
Control – ran from January 2021 until December 2021. A research project which makes optimisation-based
motion planning reliable and computationally efficient (ideally real-time) by developing practical, intuitive, yet
theoretically grounded techniques to improve the solution process of optimisation problems encountered in the
context of applications like autonomous driving, collaborative manufacturing, mobile manipulation, multi-robot
formation control, object transportation, etc. Results will be used for test before invest pilots of AIRE (WP2).
12) E-ROS4PRO – development ran from January 2021 until December 2021 and the created platform is in active
use. An education platform to train engineers to use open-source robotics software: The Robot Operating
System (ROS).
13) European Smart Anything Everywhere (SAE) initiative called TETRAMAX is the #1 innovation hub for
digitizing European industries in the domain of customized and low-energy computing. Run from 2017-2021
(and TalTech as a partner) it provided funding for almost 50 technology transfer experiments.
14) Smart4All runs from 2020 to 2022, TalTech as a partner and will finance up to 88 cross-border Pathfinder
Application Experiments in the domain of Cyber-Physical systems and IoT.
Project management, quality assurance and monitoring and evaluation strategy
Describe the measures planned to ensure that the project implementation is of high quality and completed in time.
Describe the methods to ensure good quality of monitoring, planning and control activities.
Describe the evaluation methods and indicators (quantitative and qualitative) to monitor and verify the outreach and coverage of the activities
and results. The indicators proposed to measure progress should be specific, measurable, achievable, relevant and time-bound.
The project governance structure is carefully designed to ensure sound project management and internal
communication in the consortium, efficient monitoring of progress and quality control, as well as timely risk
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management and contingency actions. Regularity and efficiency of internal communication and clarity in the
division of work at the level of specific tasks are crucial to ensure high-quality implementation of the project to
reach the set objectives and complete the agreed deliverables on time. AIRE builds synergy and collaboration
based on high-level competencies of six partners (three universities, two science parks and one competence
center in AI, robotics, digitalisation, business development; see section 2.3 for the full list. In addition to service
providers (partners), a wide list of associate partners is involved who also provide digitalisation related serviced
and take part of ecosystem development.
Successful implementation starts from efficient work at the level of WPs and involved tasks. Bi-monthly WP
meetings are held that include relevant task leaders and allow coordination between linked tasks. At the project
level, operational progress is discussed at bi-monthly Project Management Team meetings. Quarterly Steering
Group Meetings allow validating the progress with legal representatives of all partners. The Strategic Review
Meetings assess annually the strategic process regarding all service areas, project KPIs and milestones. In
addition, the Advisory Board (AB), which includes external experts who have excellent industry and policy
expertise, will provide strategic guidance and input to the project via its annual meetings. Please see also the
figure and additional information in section 2.3 Consortium management and decision-making.
The above-described structure and procedures will allow keeping track of the developments regarding all planned
activities and monitoring work progress throughout the process, taking account of any risks that might arise. Any
issues arising will be solved at the appropriate level. Larger setbacks and potential problems with achieving key
milestones will be discussed at the Steering Group meetings where the need of involving the AB will be decided.
Ad hoc meetings will be used to address any issues needing attention at any level of the project to take corrective
action as soon as possible. The Project Coordinator (PC) will have the key responsibility for efficient and timely
implementation of the project as well as ensuring quality and risk management; she will also initiate the ad hoc
meetings and corrective actions as need be, negotiating these with all related partners.
Quality procedures
The AIRE consortium is dedicated to the highest quality levels in all EDIH tasks. More specifically, the consortium
will follow formal quality procedures defined in a jointly agreed Quality Plan developed as part of D1.1 Project
Management Handbook which meets the needs of all partners and keeps in mind the needs of the EDIH target
groups. The handbook will define communication and reporting procedures, templates for deliverables, project
meeting agendas, meeting minutes as well as conflict resolution procedures. As outlined above, overall quality
management responsibilities lie with the PC, which includes timely submission of high-quality deliverables. The
PC will be supported by the respective Work Package Leaders to ensure a “four-eyes-principle” taking into account
technical and formal quality checks.
Quantitative and qualitative progress indicators related to project management
A focused quantitative and qualitative progress review will be carried out annually in the context of the Strategic
Review Meetings. In these meetings, qualitative evaluation of progress is carried out mainly based on a) WP
leaders reporting on the extent to which objectives set to the WPs and specific tasks have been carried out; b)
feedback gathered so far from the target groups related to services received (level of satisfaction; c) DMA reports
related to improvement in the digital maturity levels of the clients serviced.
On the quantitative level, the key indicators are the following (measured annually):
1) Min 85% of the foreseen tasks to be carried out that year (based on the detailed work schedule) have been
carried out.
2) 100% of the target levels of the project´s KPIs (see section 3.1 Impact) agreed to be achieved that year
have been achieved.
Concrete measures will be discussed and agreed upon at the Strategic Review Meetings in order to accelerate
progress related to tasks where the results have been substandard or mediocre. The need for potential changes
in any tasks will be discussed in the context of the Mid-term report (M18) in order to coordinate potential
adjustments with the EC.
Cost effectiveness and financial management (n/a for prefixed Lump Sum Grants)
Describe the measures adopted to ensure that the proposed results and objectives will be achieved in the most cost-effective way.
Indicate the arrangements adopted for the financial management of the project and, in particular, how the financial resources will be allocated
and managed within the consortium.
Do NOT compare and justify the costs of each work package, but summarize briefly why your budget is cost effective.
The AIRE EDIH consortium has been assembled based on the cost-benefit logic so that we have 6 core partners
and 8 associated partners, to balance between cost and benefits for the project. Also, all but 1 (IMECC) full partner
are not for profit (IMECC is a competence centre). Core activities of the project are implemented by the partners
without service markup costs. Yet, some activities are sub-contracted to avoid market disturbance and
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support competition and involvement of private sector and public-private collaboration (pool of AI
mentors, Task 2.2). AIRE WPs, tasks, budget and division of roles between AIRE consortium partners are all
planned based on PM cost and service prices (list in section 1.1) and each service output is measured with
quantitative KPIs and procedures for cost effectiveness, as follows:
1) Service fees are calculated based on market prices, including all EDIH project management,
administration, dissemination and communication costs and 7% overheads;
2) Cost type based detailed budget was planned with each partner and Task Manager;
3) Clear division of roles between partners based on expected outputs of services (KPIs as numbers of
clients) is made to achieve all the objectives of AIRE;
4) All staff costs are budgeted based on each partner organisation’s internal rules and existing salary levels
(person-month cost);
5) All sub-contracting items are purchased in an open and sound manner according to tendering rules and
procedures.
For each of the services in the below table, detailed unit cost planning was implemented. For example, for the
DMA, it will take ca 10 hours per client at an averahe cost of 80 EUR/hour, 800 EUR/client, considering prior
practices, market prices and partner expenditure. Similar analysis was done for all other services as well.
Table 5: Service delivery by Partner (KPI-based division of roles)
Number
SERVICE (NB! not direct costs, of
including all management and dissemination clients TAL- TEHNO-
costs)* (KPI)** TECH UT EMU POL TSP IMECC
1 Test before invest (average per KPI)*:
1.1 Digital maturity evaluation* 360,00 0 0 0 0 140 220
Consulting: AI and robotics
1.2 suitability analysis* 300,00 0 0 0 150 90 60
Demo projects for the preparation
1.3 of investments (number of companies)* 54,00 36 12 3 0 0 3
Use of uni labs (testing and
1.4 experiments, test-beds for clients, including HPC)* 150,00 70 55 25 0 0 0
2 Skills and trainings 900,00 345 345 30 0 0 180
3 Support to find funding* 150,00 110 0 0 40 0 0
4 Ecosystem and networking 750,00 225 200 75 75 175 0
Financial Management of the project is secured by:
1) Each partner appointing a Financial Manager role to manage their budget and submit reporting to the PC;
2) Quarterly detailed financial reporting and annual financial reporting with full documentation (timesheets,
copies of invoices, payment orders and all relevant accounting documentation and proof) to the PC.
3) The support provided by the Estonian state to AIRE as EDIH is subject to State aid control (coordinated by
lead partner TALTECH in cooperation with relevant state aid control institutions in Estonia (including de
minimis amount registered in the state registry);
4) An experienced Project Manager and a Financial Manager coordinate the allocation and use of the project
resources (e.g. clear rules, templates and project management handbook developed).
At the beginning of the project, relevant state aid rules are analysed and indicated for each EDIH service,
depending on the content of the service and the size of the client. In case de minimis is applied, previous amounts
of aid received are controlled not to exceed 200 000 EUR within 3 years. Article 28 GBER: Aid for Innovation
Advisory Services, Article 25 of the GBER: support for RDI projects or the de minimis can be applied. AIRE will
fully pass on all the State aid to their clients.
Critical risks and risk management strategy
Describe critical risks, uncertainties or difficulties related to the implementation of your project, and your measures/strategy for addressing
them. Indicate for each risk (in the description) the impact and the likelihood that the risk will materialise (high, medium, low), even after taking
into account the mitigating measures.Note: Uncertainties and unexpected events occur in all organisations, even if very well-run. The risk
analysis will help you to predict issues that could delay or hinder project activities. A good risk management strategy is essential for good
project management.
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Risk Description Work Proposed risk-mitigation measures
No Package
No
1 Lower interest from AIRE main target All In case of lower interest from companies, we will
group than expected (not meeting the WPs further strengthen the awareness-building activities
target of 150 unique SMEs to be and targeted outreach to potential clients. If the key
serviced), difficulty in attracting KPI (growth of digital maturity level) is lower than
enough participants to AIRE trainings, expected, we will gather additional insights from the
events, etc. companies about their needs and revise the service
Likelihood: low offerings accordingly. In case training groups are not
Potential impact: high completed or the registration rate for events is low,
changes in a) timing or b) content of the event
should be made. Timely and appropriate
communication (supported by WP6) is the key.
2 Effect of the pandemic and prolonged All The virtual presence will replace physical to facilitate
COVID-19 restrictions WPs interaction if necessary. However, if possible,
Likelihood: medium physical participation will be preferred over virtual
Potential impact: medium and hybrid formats can be used. Regarding both
day-to-day project management as well as provision
of services and organising events, suitable e-
platforms and tools will be used, e.g., Zoom, Teams
Slack, Discord, Worksup, etc.
3 Difficulties in project (financial) WP1 Project planning (incl. financial planning), monitoring
management – partners do not deliver and quality management will detect potential lack of
the expected quality/ do not fulfil key quality, delays or problems with financial
tasks in time/ run into problems with management. Quality assurance and risk
financial management management procedures will be put in place under
Likelihood: low WP1 Project management. The risk is mitigated by
Potential impact: high all partners having clearly defined roles, tasks and
responsibilities outlined in the work plan and
Consortium Agreement, as well as the project
coordinator´s extensive experience in large-scale EU
project management. Also, Estonian state is co-
financing EDIH AIRE from national budget as a
strategic project.
4 AIRE clients underestimate the WP2 Additional efforts will be made to explain to the
importance of digital maturity companies the substance, necessity and importance
assessment (DMA) in implementing of DMA and how it is related to the development of
developments in AI and robotics the company. We will set up best practice examples
Likelihood: medium to illustrate the pathways and organise experience
Potential impact: medium exchange meetings between company
representatives to enable sharing of DMA
preparation experience so that the follow-up batches
of companies can understand better the value of
DMA.
5 Companies decide not to invest in AI WP2 Special attention is paid to selecting partners for AI
and robotics after proof-of-concept and robotics demo projects, based on DMA and
demo projects. selection of high-level AI and robotisation experts
Likelihood: low (please see the team in section 2.3). The number of
Potential impact: medium companies going through DMA is considerably larger
than the number of potential demo projects, hence
only highly motivated companies will be selected for
the implementation of the demo projects.
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6 Content of AIRE trainings in AI and WP3 Before each training, the content is tested and
robotics does not match the needs of validated with 1-2 SMEs representing the target
the target groups group (regarding format, content, methodology,
Likelihood: low experts, etc). The feedback from the first rounds of
Potential impact: high trainings will be highly instrumental to adapt and
change the training programmes if necessary.
7 Lack of appropriate funding measures WP4 Close collaboration is already in place with the
available for AIRE clients who need Estonian state to design digitalisation measures to
financial support to invest in AI and support the industry (currently several funding
robotics (state and EU funding) measures for the industry are open by Enterprise
Likelihood: medium Estonia). Collaboration within the EDIH network to
Potential impact: high provide input to planning appropriate financing
measures at the EU level is also foreseen. Specific
attention will also be placed on attracting private
financing (which is sometimes more flexible than
public measures).
8 Limited resources and capacity to WP5 Services are designed by an internationally
provide AIRE services to SMEs experienced team and experts (English is the default
outside Estonia (clients of other working language). AIRE is committed to providing at
EDIHs) least 5% of the services to clients and partners from
Likelihood: low other EDIH regions (outside Estonia). Active
Potential impact: Low collaboration with the EU-wide EDIH network as well
as EEN will ensure efficient signposting to ensure
the right support for each client.
2.3 Capacity to carry out the proposed work
Consortium cooperation and division of roles (if applicable)
Describe the participants (Beneficiaries, Affiliated Entities and Associated Partners, if any) and explain how they will work together to
implement the project. How will they bring together the necessary expertise? How will they complement each other?
In what way does each of the participants contribute to the project? Show that each has a valid role and adequate resources to fulfil that
role.
Note: When building your consortium you should think of organisations that can help you reach objectives and solve problems.
Table 6: The competencies, tasks and role of consortium partners
Consortium partner Competences and expertise Tasks, role and
complementarity
Tallinn University of Competencies: AI and machine learning, robotics, smart
WP1 Project
Technology (TalTech), and digital manufacturing, industry 4.0 - 5.0, automated
management and
including Innovation production systems and real-time monitoring, predictive
coordination (TalTech)
Centre Mektory, maintenance, production digitalisation and manufacturing
WP2 Test before invest:
Department of optimisation, digital twins, internet of things, smart
Task 2.3 Demo projects
Mechanical and industry, communication systems, virtual reality, virtual
and experiments;
Industrial Engineering, environments, self-driving vehicles, mobile robots,
Task 2.4 Lab testings for
Department of Software mobility engineering, big data, HPC, cyber-security, data
companies
Sciences, Department of security, formal methods for mission-critical systems,
WP3 Skills and training:
Computer Systems, mechanical and industrial engineering, electrical
Task 3.2 Trainings in the
Johan Seebeck engineering, smart electrical grids, e-med systems and
field of digitalisation
Department of health-care technology development, trainings,
technologies, AI and
Electronics and consultations.
robotics.
Department of Electrical
Test before invest labs: FMS and Robotics Demo-centre, WP4 Support to find
Power Engineering and
Laboratory of Industrial Robotics, Industrial Virtual and funding: links to research
Mechatronics.
Augmented Reality Lab (IVAR), Protolab, XR Centre, funding and Horizon,
Laboratory of Microgrids, Power System Laboratory DEP, ERASMUS etc
(RTDS), Laboratory of Electrical Machines, Power projects.
Electronics Lab, Digital Data Hub, Embedded AI
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Research Lab, Center for Intelligent Systems, Language WP5 Networking and
Technology Lab, Proactive Technologies Lab, High- ecosystem development:
assurance Software Lab, Academic 5G Standalone academia-industry links,
Network Lab. transfer of innovative
solutions and research
University of Tartu Competencies: AI and machine learning (incl. deep results into the industry.
(UT) including the neural networks), cyber security and data security, WP 6 Dissemination and
Institute of Computer business process mining, language technology, self- Communication:
Science, Institute of driving technologies, big data technologies, IoT, dissemination:
Technology, Centre for computer graphics and virtual reality, high performance involvement of students,
Entrepreneurship and computing, ROS (Robot Operating System), full robotics academia, researchers.
Innovation, High system development, hardware integration, process
Performance Computing automation, motion planning and control theory, system Key role of universities is
Centre and Tartu identification, data fusion, electronics design, simulations to take part in test before
Observatory. and digital twins, algorithm development, engineering, invest tasks to support
prototyping, image processing, human-computer clients with novel ways of
interaction, machine learning, computer graphics, how to appy AI in their
trainings, consultations. Test before invest labs: company and introduce
Robotics Lab, Electronics Lab, Radio Lab, Prototyping robots carrying out demo
Lab, Intelligent Computer Vision Lab, Autonomous projects and experiments
Driving Lab, Intelligent Transportation Systems Lab, with companies (Task
Computer Graphics and Virtual Reality Lab, Internet of 2.3) and inviting
Things Lab, Natural Language Processing Lab, and companies in university
space technology laboratories. test-beds (Task 2.4).
In Task 2.3 demo-projects
Estonian University of Competencies: Mechanical and industrial engineering, are carried out and
Life Sciences (EMU) electrical engineering, smart electrical grids, self-driving companies are selected in
technologies, computer-aided design and computer- open and transparent
Institute of Forestry and ways (twice a public year
aided manufacturing, robotics and drone technology,
Engineering, Chair of a call for interest). In three
hardware integration, process automation, prototyping,
Biosystems years, 54 companies are
trainings, consultations. Test before invest labs:
Engineering. involved to the task.
Prototyping Lab, Robotics Lab, Laboratory of Electrical
Machines, Computer Tomography Lab for quality control, In Task 2.4 university labs
object scanning (for data modelling). and test-beds are used
for AI and robotization
experiments.
Tallinn Science Park Competencies and services: supporting technology Science parks are
TEHNOPOL companies throughout the growth stages (startups, scale- responsible for providing
ups, and corporations) focusing on the green, health and AI suitability assessment
deep technology (including smart industry and service to clients (Task
manufacturing) verticals. Business development services 2.2 for test before invest),
help the companies to enter export markets, conduct build the bridge between
product and business model development, find private or AIRE and start-up/spin-off
public capital for scaling and to engage successful sales initiatives (including ESA
and marketing strategies. Tehnopol business campus Business Incubator),
has more than 300 resident technology companies and Tehnopol runs state-
the business development services are provided to more funded AI programme to
than 200 companies annually. support start-ups and
TEHNOPOL has more than 10 years of knowledge about spin-offs in the field of AI
managing a startup incubator; has a wide network in (first call for proposals
Europe with previous Horizon, COSME and CB Interreg 13.2.2022 in cooperation
project partners; is a full member of IASP (International with AIRE).
Association of Science Parks and Areas of Innovation).
Other tasks: WP4, Task
4.3 involvement of private
Tartu Science Park Competencies and services: business mentoring, funding, WP5 all tasks
(TSP) business network building & management, business
relevant to networking
incubation, SME capacity building, technology transfer,
and ecosystem and WP6
digitalisation, access to finance, sustainability, cross-
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border partnering, internationalisation, infrastructure Dissemination and
(office and room rent). Communication.
TSP has operated incubation programs for technology TSP coordinates WP5
and knowledge intensive companies for over 9 years and Net-working and deve-
is currently running European Space Agency Business lopment of the
Incubator for start-ups with space connection and S2B ecosystem, including the
Launchpad dedicated to the development of deep-tech AIRE Club – monthly
companies. networking meetings with
clients, financers,
stakeholders, policy
planners, AI developers,
telecom companies and
banks.
Innovative IMECC was established to provide high-tech solutions WP2 Test before invest:
Manufacturing and engineering support for Estonian companies and Task 2.1 Digital maturity
Engineering Systems strengthen the position of the Estonian manufacturing evaluation and
Competence Centre – industry both domestically and internationally. Task 2.2 Robotics
IMECC Competencies and services: over 12 years of experience suitability analysis –
in providing R&D services to companies, incl. robotisation performing evaluations
suitability analysis, AI-based production optimisation, and analysis,
automatisation and digitalisation, creation of digital twins, Task 2.3 Demo projects
process optimisation, digital maturity assessment based and experiments –
on an IT tool created by IMECC. IMECC has strong participation and
competencies in project management and financial development of demo
management, being project coordinator in various projects and experiments;
national and international projects. IMECC has organised WP3 Skills and training:
and performed trainings (robotisation, process Task 3.2 Trainings in the
automation) and developed training courses and curricula field of digitalisation
in mechatronics and robotics (in cooperation with TalTech technologies, AI and
and vocational education institutions). Acting as a robotics – organising and
competence centre, IMECC has a strong network of performing intensive
manufacturing companies, universities and other trainings and webinars;
educational institutions, industry associations and R&D WP 6 Dissemination and
companies. Communication: project
dissemination
(conferences, direct
contacts, etc).
Estonian Business EBI (formerly Enterprise Estonia) coordinates and WP4 T4.2 Support to
and Innovation supervises state-planned financial instruments for the public funding.
Agency (EBI) – private sector, including the manufacturing industry.
WP5 Ecosystem
currently legally Collaboration is established in designing services for the
Development and
merging with Credit manufacturing SMEs (consulting, training, support to
Networking – T5.1
and Export Guarantee funding, networking),
Ecosystem Development,
Fund Kredex (PIC
EBI will be legally merged to Kredex by 2022 spring (PIC T5.2 AIRE Clubs.
code used as
code of Kredex used as Associate partner in Participant
associate partner) WP6 Dissemination and
Portal).
Communication – helping
AIRE to be visible.
Tallinn University Tallinn University’s main focus is providing higher WP3 Skills and training
education for teachers and trainers, developing novel (collaboration in training
teaching methods and didactic skills. AIRE collaborates the trainers for didactic
in WP3 Skills and training (training of trainers, outside skills and contemporary
EDIH budget), WP5 networking and trainings, ecosystem learning methods), WP5
development. Ecosystem development
and networking.
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Estonian Chamber of The EEN coordinator (Estonian Chambre of WP5 Ecosystem
Commerce and Commerce and Industry) is actively involved (MoU Development and
Industry (EEN also signed) to collaborate in providing services to Networking – T5.1
coordinator in Estonia). clients. Ecosystem Development,
T5.2 AIRE Clubs.
Estonian Federation of EML and EEIA are included to involve the target group
Engineering Industries and disseminate results for awareness raising. They take WP5 Dissemination and
(EML). part in monthly AIRE Clubs and help to involve the target Communication – helping
group in AIRE events and services. AIRE consults EML AIRE to be visible.
Estonian Electronics
and EEIA in preparing AI and robotics trainings and demo
Industries Association EEN, EML, EEIA and ITL
projects for test before invest by encouraging companies
(EEIA). are invited to the Advisory
to take risks for digitalisation and use of AI and robotics
Board of AIRE to give the
Estonian Association in their companies. EML and EEIA also support in
project a regular expert
of Information mapping possible innovations for the Innovation
review and to select test
Technology and Radar.
before invest demo
Telecommunications
ITL is included to involve private sector AI and projects based on the
(ITL)
robotisation developers, IT and telecommunication companies’ needs (open
companies and consultants for test before invest call for ideas) twice a
activities. ITL also helps to include and submit proposals year.
of Estonian AI-related innovation projects to Innovation
Radar.
Tallinn City Taking part in networking and ecosystem development, WP4 Support to find
Government (Tallinn collaboration in the organisation of entrepreneurship days funding – introducing
Strategic Management in Tallinn and Tartu (annual events) reaching for the municipal funding
Office) target group. Spreading information, taking part in schemes for AIRE clients
monthly AIRE Clubs and other networking events. during AIRE monthly
Tartu City Government
Introducing municipal support schemes for digitalisation Clubs (both Tartu and
(Entrepreneurship
(test before invest and access to finance). Tallinn have digitalisation
Service)
support schemes)
200+ EDIHs in Europe Networking with other EDIHs to provide cross-sectoral All WPs in bridging 200+
and cross-border services. Around 25 online meetings EDIHs’ services to
have already been organised from 2020 to 2022 to build Estonian companies and
collaboration. AIRE takes actively part in Digital making AIRE‘s services
Transformation Accelerator (DTA) activities to build visible outside of Estonia.
synergy from 2023.
Project teams and staff
Describe the project teams and how they will work together to implement the project.
List the staff included in the project budget (budget category A) by function/profile (e.g. project manager, senior expert/advisor/researcher,
junior expert/advisor/researcher, trainers/teachers, technical personnel, administrative personnel etc. and describe briefly their tasks.
Name and function Organisation Role/tasks/professional profile and expertise
Kirke Maar TalTech 20 years of experience working as a project manager, incl.
The Head of AI & Robotics coordination of large project teams and ensuring efficient
Estonia AIRE administration. Kirke has worked as a financing consultant in the
private sector for 18 years and helped many Estonian projects in
R&D, business, tourism and social affairs find support, set
targets and clear goals, and cooperate to achieve them. WP1
leader, involved in T1.2 - 1.3, 1.5; T2.3; T3.1 - 3.3; T4.1 - 4.4;
T5.1 - 5.5; T6.3, 6.4, supervision of all tasks.
Triin Ploompuu TalTech Triin Ploompuu was the CEO of Estonian Federation of
Industry involvement expert Engineering Industries for 7 years and joins AIRE team from
February 2022 for the preparation of EDIH (industry involve-
ment). Involved in: T1.1-T1.5, T2.1-T2.4, T5.1-5.5, T6.1-T6.4
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Reet Pärgmäe TalTech Head of the Innovation and Business Centre at TalTech and an
Member of Steering expert in technology law and data protection. Involved in T1.1 -
Committee 1.3; T4.1 - 4.4; T.5.1 - 5.5.
Sven Illing TalTech Vice-Rector for Entrepreneurship of TalTech, an experienced
Expert in business software entrepreneur, technology consultant and investor. T1.1
cooperation - 1.2; T4.1 - 4.4; T.5.1 - 5.5.
Gert Jervan TalTech Professor of dependable computer systems and the Dean of the
Expert in computer systems School of Information Technologies at TalTech. Involved in T1.1
- 1.3, T4.2, 4.4.
Tauno Otto TalTech Professor of production technology at TalTech and the head of
Expert in production SmartIC, the core infrastructure for smart production in Estonia.
digitalisation Member of the EC`s Made in Europe partnership. Involved in
T1.1, 1.2; T2.3; T4.2, 4.4.
Juhan-Peep Ernits TalTech Associate Professor at TalTech, whose research work focuses
Expert in AI applications in on applications of artificial intelligence in robotics (focus on
robotics computer vision and creation of reliable software for robots).
Involved in T1.1, 1.2; T2.3, 2.4.
Argo Rosin TalTech Professor at the Department of Electrical Power Engineering and
Expert in Smart Grids and Mechatronics, co-founder of the Horizon Europe Teamnig Smart
Microgrids City Center of Excellence FinEst Twins and Estonian Centre of
Excellence for zero energy and resource-efficient smart buildings
and districts. Involved in T1.1, 1.2; T2.1.
Kristo Karjust TalTech Head of Department of Mechanical and Industrial Engineering,
Expert in production specialised in production optimization and monitoring,
optimization manufacturing processes control and analysis. Involved in T1.1,
1.2; T 2.3; T4.2, 4.4.
Vahur Kotkas TalTech Heads an applied Artificial Intelligence Group at TalTech focused
Expert in logic-based AI on creating logic-based solutions for artificial intelligence that can
be used in practice. Involved in T2.3, 2.4.
Gert Kanter TalTech Lecturer of robot software development at TalTech with
Expert in robot software extensive practical experience in autonomous robotics software
development development and autonomous system testing. Involved in T2.3,
2.4.
Tõnu Pihelgas TalTech Experienced business lawyer (both in public and private sector).
Lawyer Role/task in AIRE: legislative consulting, contract management
and formalisation. WP1, T1.1-T1.5.
Evelin Ebruk TalTech Dissemination and information coordinator and supporting
AIRE info-coordinator and general day-to-day organisational and administrative tasks of
events manager AIRE. Involved in T1.1-1.5, T5.1-5.3, T6.1-6.4, supporting role in
all other WPs.
Sirli Kasepuu TalTech Sirli Kasepuu works for the IT faculty of TalTech and is
Entrepreneurship responsible for client relations with clients and collaboration
coordinator (IT, AI) partners (IT and telecom companies). Sirli joins AIRE team to
support client management, coordination of contracts and
relations (mainly T2.3 test before invest demo projects).
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Otto Mättas TalTech Involved as AIRE client manager (linked to T2.1), coordinator of
AI expert and client company AI suitability assessment (T2.2), technical AI expert
management and coordinator of internal teamwork for test before invest demo
projects (experiments, tests and pilots). Additionally, they focus
on academia-industry collaboration and bridging research results
and industry needs in the field of AI.
Jaak Vilo University of Head of the Institute of Computer Science at UT, Professor of
Member of Steering Tartu bioinformatics leading the Chair of Data Science, which handles
Committee data mining, machine learning, algorithms, bioinformatics and
computational neuroscience. Board member of the Informatics
Europe Association. Involved in T1.1-1.3.
Meelis Kull University of Associate Professor of machine learning with extensive expertise
Expert in Artificial Tartu in the field of AI. His research team develops machine learning
Intelligence methods that produce predictions and well-calibrated self-
assessments. Involved in T.1.1 - 1.2; T2.3, 2.4; T3.1 - 3.3.
Karl Kruusamäe University of Experienced researcher in robotics, incl. electronics and
Expert in human-robot Tartu mechanical design, software development, systems integration,
interaction device prototyping, and professional training. Involved in T1.1-
1.2; T2.3, 2.4, T3.1 - 3.3.
Alvo Aabloo University of Professor at the Institute of Technology at UT, head of the
Expert in intelligent Tartu Intelligent Materials and Systems laboratory, expert in robotics,
materials and systems and intelligent materials and systems. Involved in T1.1, 1.2; T2.3,
2.4.
Arun Kumar Singh University of Head of the collaborative robotics group at the Institute of
Expert in collaborative Tartu Technology. The group's research covers a wide range of
robotics applications, from human-robot collaboration and robot
manipulation to autonomous driving. Involved in T2.3, 2.4.
Annet Muru University of Coordinates collaboration of the UT Institute of Computer
Coordinator at UT Tartu Science with private and public sector institutions, developing
new formats for cooperation with both students and researchers,
and popularising the field of data science. Involved in T1.1, 1.2;
T3.1 - 3.3; T5.1 - 5. WP3 leader.
Ülle Jaakma Estonian Vice-Rector for Research at EMU, member of the Research
Member of Steering University of Policy Committee of the Ministry of Education and Research.
Committee Life Sciences Involved in T1.1-1.3. Synergy with cross-sectoral impact with
agriculture and farming.
Marten Madissoo Estonian Assistant Professor and researcher at the Institute of Forestry
Expert in manufacturing University of and Engineering at EMU. Involved in 2.3, 2.4. Building synergy
engineering and cutting Life Sciences with AI and robotics pilots in agriculture (parallel projects).
tools
Margus Arak Estonian Director of the Institute of Technology at EMU with key expertise
Expert for industry University of in environmental physics. Building synergy with AI and robotics
digitalisation Life Sciences pilots in agriculture (parallel projects). Tasks 2.3, 2.4.
Martin Goroško Tallinn Head of business services at Tehnopol who has worked with
Member of Steering Science Park more than 200 early-stage companies. Member of the Estonian
Committee Tehnopol Business Angels Network. Involved in T1.1 - 1.3, T4.2 - 4.4.
Manager of AI spin-off propgramm of TEHNOPOL (synergy with
EDIH). WP4 leader.
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Anu Puusaag Tallinn Senior expert at TSP within the field of Smart City and deep
Project management expert Science Park technologies (AI, robotics etc), supporting local companies to
Tehnopol create new products and services and helping them to expand
their markets. Involved in 4.1, 4.3, 5.2, 5.2, 6.1, 6.2, 6.3, 6.4.
Kristi Jõeäär Tallinn Responsible for marketing communication on a strategic level at
Marketing expert Science Park Tehnopol and execution of larger marketing activities and
Tehnopol projects. Kristi has been managing the marketing of AIRE since
its first activities. Involved in T5.1 - 5.3; T6.1 - 6.6.
Brait Pilvik Tallinn Marketing project manager at Tehnopol, responsible also for
Marketing expert Science Park marketing at the Latitude59 startup conference; passionate about
Tehnopol growth hacking. Involved in T5.1 - 5.3, T6.1 - 6.6.
Maarit Jalakas Tallinn Project management expert at Tehnopol with extensive
Project management expert Science Park experience in project (financial) planning and monitoring, internal
Tehnopol and external communication and event management. Involved in
T4.2 - 4.4. Building synergy with spin-off programs of
TEHNOPOL.
Ingrid Hunt Tartu Science Project Manager at Tartu Science Park focused on innovation
Expert in Financial and Park and smart specialisation. Involved in T1.1, 1.2; T3.1 - 3.3; T5.1 -
Project Management 5.5. Also involved in ESA Business Incubator and EEN network
to build synergy with EDIH.
Andrus Kurvits Tartu Science Project Manager at Tartu Science Park focused on innovation
Expert in Strategic Planning Park and smart specialisation. Building links between ESA Business
Incubator and AIRE. Involved in T1.1, 1.2; T2.2; T5.1 - 5.5. WP5
leader.
Jüri Riives IMECC R&D manager in IMECC. Key fields: industrial robotics
Expert in industry applications, AI in robotics, robot-cell design and performance
digitalisation monitoring, knowledge driven- performance and suitability
analysis in robotics. Involved in T1.1 - 1.3; T2.1 - 2.4; T3.2. WP2
leader.
Tõnu Lelumees IMECC Expert in digital maturity evaluation and robotics with key skills in
Expert for industry technological innovation, automation, productivity, robotics,
digitalisation digitalisation and management. Involved in T1.1, 1.2; T2.1 - 2.4;
T3.2.
Kaia Lõun IMECC Expert in industry digitalisation, financial and communication
Expert in industry management and project development expert of IMECC.
digitalisation Involved in T1.1 - 1.3; T2.1 - 2.3; T3.2.
Edvin Teekivi IMECC Technical IT and AI expert, including technical support.
IT and AI expert Involved in T2.1-2.3.
Madis Moor IMECC Robotics expert. Involved in robotics demo projects and
Robotics expert trainings, T2.3, T3.2.
Outside resources (subcontracting, seconded staff, etc)
If you do not have all skills/resources in-house, describe how you intend to get them (contributions of members, partner organisations,
subcontracting, etc.) and for which role/tasks/professional profile/expertise
If there is subcontracting, please also complete the table in section 4.
Sub-contracting is planned in total amount of 570 795 euros, which is 9,35% of the total budget of 6 M euros. Most
of the tasks are carried out with in-house competences of 6 partners but external expertise is planned in the
following based on state tendering rules in an open and transparent process and procedure:
1) Advisory Board expert fees (Task 1.4).
2) AI suitability assessment of AIRE clients (Task 2.2) – a pool of AI mentors (external expertise) is created
for public-private collaboration and enrichment of expertise.
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3) External experts for test before invest demoprojects and experiments (AI and robotics) (Task 2.3) – public-
private collaboration to include extra skills like AI, robotics, cyber security, big data, HPC, etc.
4) AI and robotics experts to trainings (Task 3.2) – some best practices trainers are involved.
5) External consultants for private and public funding (Task 4.2 and 4.3).
6) External contracts for AIRE brand and Digital Show-Room concept (Task 6.4 Show-room concept, design,
production, videos). Please see section 4.4 Sub-contracting, including sub-contracting budget.
Consortium management and decision-making risk(if applicable)
Explain the management structures and decision-making mechanisms within the consortium. Describe how decisions will be taken and how
regular and effective communication will be ensured. Describe methods to ensure planning and control. Note: The concept (including
organisational structure and decision-making mechanisms) must be adapted to the complexity and scale of the project.
Coordination of the AIRE centre will be based on a management structure reflecting the EDIH project context and
complexity, to ensure efficient consortium management and to make sure that all project objectives are achieved
within planned time, budget, and quality. Project management will rely on procedures and techniques jointly agreed
on by all project partners (please see more under WP1 and section 2.2 Project management, quality assurance
and monitoring and evaluation strategy). Highly competent AI, data management, big data, cybersecurity, HPC,
IoT, Industry 5.0 and robotics experts are involved based on the common vision and expectations of AIRE clients
and follow in line with the coordination of the consortium (please see section 2.3 for the full consortium description).
Management structure and decision-making
The management structure and related procedures of AIRE are defined to facilitate operations and management
of the centre´s services and project WPs. Simple and effective procedures will be set up to reduce the complexity
The management of the project will be structured in three layers:
1) The Project Management Group (PMG) consists of the project coordinator (PC), WP leaders (WPL) and task
leaders (TL). The PC – Kirke Maar, TalTech – is liable for global project management and coordination (planning,
implementation, and control of all project activities), administrative and financial aspects and reporting of project
financial and budgetary status to the EC. Furthermore, the PC will oversee the quality of the project implementation
through dedicated quality management procedures and is also responsible for risk management and mitigation.
The WPLs are responsible for convening the work package team meetings and thus checking that the work is
carried out according to the agreed plans and deliverables are ready in time. The WPLs are also responsible for
managing the resources allocated to the WP, supervising the work of the TLs and the team, acting as a link
between the WP team and the PC, reporting on the problems, results, progress of the work. The TLs are
responsible for specific tasks inside the WP and producing the first versions of related deliverables of interactions
and project overhead. The AIRE general governance structure is outlined in the following figure.
Figure 3: The general governance structure of AIRE
2) The Steering Group (SG) is led by the project coordinator (PC) and consists of the legal representatives of all
partners. The SG is the primary decision-making body of the project and supports the PC in strategic project
management issues. The SG will ensure that project activities are properly monitored, coordinated, and kept on
budget. The SG will have the ultimate authority in resolving any issues that may arise (scientific, contractual,
commercial or otherwise).
3) The Advisory Board (AB) will have a strategic advisory function in the project. The AB will include high-level
external experts of industry, robotics and AI. The AB will support strategic implementation by providing project
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partners with the necessary feedback to increase the project’s relevance to the needs of its target groups.
Moreover, the AB will provide a vital link between the project and policy level and support the consortium in its
networking activities as well as align it with relevant other regional/national/EU initiatives. The AB will also be
instrumental in evaluating the strategic documents, key deliverables, and impact of the AIRE project. AB members
will be appointed at the beginning of the project.
Consortium Agreement
The Consortium Agreement (CA) will be defined and signed before the start of the project activities to codify the
responsibilities of each partner. The CA will specify the organisation of work between all parties involved, use of
project budget and payment procedure. It will define the partners´ rights and obligations, including their liability
and indemnification. It will also supplement the provisions of the Grant Agreement (GA) concerning Access Rights,
ensure adequate attention to gender equality and set out rights and obligations of the parties supplementing but
not conflicting with those of the GA. The CA will also cover the following issues: confidentiality, IPR issues, with
specific provisions; internal licensing of results during and after the end of the project; agreement on exploitation
rights and cost-sharing at sales activities after the end of the project.
Dispute and conflict resolution
Any disputes and conflicts will be resolved, wherever possible, through mediation. The partners in dispute will first
present their case to their respective WPL, who will then represent their case to the PC. The aim is to resolve the
issue in a manner as simple as possible. However, if the partner(s) is/are not satisfied with the outcome, the
dispute will be presented to the SC, where the legal representatives of all partners will jointly decide on how to
solve the issue in alignment with the CA and the national legislation.
3. IMPACT
3.1 Expected outcomes and deliverables — Dissemination and communication
Expected outcomes and deliverables
Define and explain the extent to which the project will achieve the expected impacts listed in Call document.
Five key outcome indicators are identified in the Call text and are fully addressed by AIRE.
First, regarding the number of businesses and public sector entities that have used the EDIH’s services –
AIRE will consult at least 150 unique manufacturing SMEs and mid-caps. The focus is on the manufacturing SMEs,
especially in the fields of the production of machinery, equipment, metal-working industry, electronics, timber
production, food production, shipbuilding, production of chemicals as these are the most important manufacturing
industries in the Estonian economic context, considering their employment, exports, value-addedness, strong
linkages and clustering with other industries. A small number of strategically important large companies will be also
involved as role models and potential sponsors – we expect to involve ca 15 of such companies. Particular attention
is also paid to AI and robotics in the health technology targeted with dedicated awareness raising and horizontal
cross-sector dissemination activities.
To maximise the impact, AIRE has decided to focus on and co-operate with 150 strategically chosen companies.
There are approximately 7,000 manufacturing companies in Estonia and of these 8% are planning to introduce
advanced AI solutions (such as machine learning technologies) in the upcoming two years19. So, some 500-600
companies have interest, basic capacities and thus potential to benefit from technologies that AIRE is concentrating
on. At the same time, some 100 of these companies belong to global value chains and the introduction of such
innovative technologies is instructed by the technology development centres of the headquarters. Thus, AIRE’s
aim to focus on 150 SMEs directly is justified and a large share of the potential beneficiaries will be benefitting from
WP2 services. Even more SMEs will be benefitting from WP3-WP5 services.
The long-term aim is to build up a sustainable EDIH ecosystem in Estonia and involvement of relevant stakeholders
in the EU. Estonia is a small country and AIRE’s involvement of 30 key collaboration partner organisations in
Estonia and 750 individuals covers the whole current relevant community. Furthermore, AIRE will be also improving
skills and competencies and better AI-related awareness of managers, experts, engineers, developers,
researchers and other key stakeholders in the field of industry digitalisation, so an additional 900 people will be
involved and that will be a fertile ground for the further improvement of the AI & robotics fields in Estonia.
Second, extensive collaborations are foreseen with other EDIHs and stakeholders outside Estonia at the EU level.
A strategic partnership will be created with 10 key EDIHs and 50 SMEs and mid-caps from all over Europe
that will benefit directly from AIRE services (in addition to Estonian clients). In-depth collaboration will be
established with 25 key organisations from Europe that have been identified due to their strategic nature for the
achievement of AIRE impacts.
19
Swedbank (2021), Survey of Manufacturing Enterprises. Tallinn: Swedbank
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Third, AIRE is also contributing to the increased investments (public and private) into industrial digitalisation
(including AI and robotics) and better access to finance in Estonia. The demand for AI and robotics related solutions
to be implemented in the companies is much higher than AIRE activities can provide. Thanks to the dissemination
of information and good practices and to the facilitation of the networking between public actors and companies,
we expect a substantial increase in the SME investments in AI and robotics by (1) co-funding of the AIRE supported
projects and other AI/robotics projects in the amount of 1 MEUR, (2) as new successful applications to the national
funding bodies, to the European R&D programs and investors (in the amount of 2 MEURs. We also expect the
Estonian public sector to continue the funding of AIRE in the following years (0.5 MEUR per annum), so more
SMEs could benefit from the services. Thus, additional public and private investments should amount to at least 3
MEUR in the fields of AI and robotics, due to the direct activities of AIRE. Result indicator “Amount of additional
investments successfully triggered” will be monitored and reported by AIRE.
More specifically, fourth, AIRE’s main contribution is related to increasing the digital maturity of the Estonian
SMEs in the manufacturing sector. We expect at least a 25% increase by 2025 in the digital maturity of companies
that have used the services of the AIRE network based on a digital maturity assessment (DMA) tool developed by
the Joint Research Centre (JRC). This is a core impact indicator to be collected and analysed.
In the following, fifth, the current status of the Estonian companies is analysed, based on the DMA’s dimensions.
The analysis is based on the IMECC’s analysis on digital maturity assessment that has been carried out in Estonia
since 2017 and has been also used internationally – for performing digitisation analyses also in Denmark, Finland,
Poland, Latvia and Lithuania (Innoreg CBR project (INForM). In Estonia, the survey has been carried out annually
in 2018-2021 and it covers more than 600 Estonian manufacturing companies. It is comparable to JRC’s DMA in
scale and scope (more than 50 questions in the survey) and provides a good basis for the Estonian analysis.
The conclusions of IMECC correspond fully with the findings of other studies20, concluding that generally Estonian
companies are close to the EU average in digitalisation and that some improvement has taken place over the years
(see section 1.2). According to IMECC, the annual improvement of 2 percentage points in the digitalisation of the
Estonian companies is recorded for 2018-2021 (from the level of 24% to 30%).
Estonian situation is quite good in the field of Digital Business Strategies (dimension 1 of the JRC’s DMA). There
are strong achievements already regarding the digitalisation of project management, customer relations and
management of resources, while less so regarding the digitalisation of logistics, delivery and cybersecurity.
However, companies are less prepared for (more) digitalisation. For example, in a recent study, only a third of the
companies surveyed saw ICT investments as an opportunity to further their competitive advantages21. There is a
limited alignment of digitalisation and business objectives and respective management, the ICT funding is not
strategic, and there is a lack of ICT specialists. These are important challenges, although the ICT infrastructures
are rather well developed and ready to support digitalisation. Overall, based on the existing empirical data and the
opinion of experts, Estonian position is average, scored 4/10 in the JRC’s DMA.
Digital Readiness (dimension 2) measures the uptake of mainstream as well as more advanced technologies.
The update of some mainstream technologies (such as connectivity infrastructure, web-based communication
channels, teleworking, Intranets, e-government services) is excellent but more limited regarding chatbots, e-
commerce and some information management systems.
However, advanced digital technologies are generally applied in a limited way in Estonian SMEs. While computer-
aided design (CAD) & manufacturing (CAM) and manufacturing execution systems are increasingly implemented,
simulation & digital twins, virtual/augmented reality, blockchain technology, additive manufacturing and Internet of
Things (IoT) and Industrial Internet of Things (I-IoT) are less spread. There is a lack of general awareness and
more specifically awareness on how it can contribute to the competitiveness of companies, and there is a lack of
ICT specialists and funding. This is aligned with the finding that regarding the adoption of AI in enterprises, Estonia
ranks below the EU average – with 15% of Estonian enterprises using AI against an EU average of 25% (see
section 1.2). The limited application of advanced digital technologies drives also down the score for this dimension,
expected to be 3/10.
Human-centric digitalisation (dimension 3) looks at how staff are skilled, engaged and empowered with and by
digital technologies, and their working conditions improved, with an aim to increase their productivity and wellbeing.
The current score is 5/10.
While re-skilling and up-skilling of staff for basic/mainstream digitalisation are rather common, it is more
complicated regarding advanced digital solutions. There is generally lower levels of awareness and strategic
approach to radically novel technologies (incl. AI and robotics), and thus there are major shortcomings regarding
the facilitation of staff awareness, development and communication of digitalisation plans to staff, addressing of
acceptance-related issues, redesigning workflows, etc.
20
Ibid.
21
Estonian Export Study (2021). Estonian Ministry of Economic Affairs and Communications, Ministry of Foreign Affairs and Enterprise Estonia,
https://mkm.ee/et/uudised/ekspordiuuring-eesti-majandus-ja-eksport-tavalisest-keerukamate-majandusoludega-hasti
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Data Management and Connectedness (dimension 4) captures how data is digitally stored, organised within the
enterprise, made accessible across connected devices (computers, etc.) and exploited for business purposes,
keeping an eye on ensuring sufficient data protection via cybersecurity schemes.
The score is 6/10 as data is generally stored digitally, integrated and accessible, while improvements could be
made regarding the systematic use of the data for the decision-making (incl. via the usage of the AI tools) and in
the visualisation/communication for the management. Also, improvements could be implemented regarding the
data security policy and measures.
Automation and Artificial Intelligence is the key challenge for Estonian SMEs (scored 2/10) – the level of
automation and intelligence facilitated by digital means that is embedded in business processes is on a rather low
level. For example, regarding AI, Estonian industry is characterised by some world-class companies applying AI
extensively (such as Bolt, Cleveron, Milrem Robotics, Starship, telecom companies and banks) in optimising
business processes, automating customer service, in product quality control and risk mitigation. However, most of
the other industries are lagging behind. A significant share of them do not see AI, or ICT more generally, as a
source of competitive advantage. So, major improvement could be implemented in Estonia to develop further and
implement solutions that are based on Natural Language Processing, computer vision / image recognition, audio
processing, robotics and autonomous devices, and regarding the business intelligence, data analytics, decision
support systems, all explicitly addressed in the JRC’s DMA framework. These are also the focus fields of the AIRE.
Regarding Green Digitalisation (6), the position of Estonian SMEs is also rather weak (2/10). Estonian companies
do not undertake digitalisation with an explicit long-term approach that takes responsibility and cares about the
protection and sustainability of natural resources and the environment. Circular economy related issues are
currently rather treated as an expensive obligation and not a way of building a competitive advantage out of this
(see also section 3.3). AIRE will support 150 unique manufacturing SMEs in the fields of AI and robotics,
and it is expected that the DMA of those companies increases at least by 25%. However, depending on a
benefitting company and its current level of DMA, we could see much higher impacts (50-70%) in many cases due
to the low starting point. This is one of the core indicators monitored and reported in WP2 Deliverables.
Finally, fifth, we expect the increased market maturity and market creation potential of Estonian innovations
related to artificial intelligence and robotics, as defined in the JRC’s Innovation Radar methodology. This is a core
impact indicator to be collected and analysed. AIRE will enter innovators from the Estonian ecosystem in the
Innovation Radar database, so that these will be found by other EDIHs or by investors and technology scouts. We
expect the number of those projects resulting directly from AIRE activities to be 15. Furthermore, we expect to map
and submit information on additional projects to the Innovation Radar database that could be of particular interest
to the EU stakeholders, to help Estonian companies and public organisations to scale up, and such visibility would
contribute to that.
Dissemination and communication of the project and its results
If relevant, describe the communication and dissemination activities, activities (target groups, main messages, tools, and channels) which
are planned in order to promote the activities/results and maximise the impact. The aim is to inform and reach out to society and show the
activities performed, and the use and the benefits the project will have for citizens. Clarify how you will reach the target groups, relevant
stakeholders, policymakers and the general public and explain the choice of the dissemination channels. Describe how the visibility of EU
funding will be ensured. In case your proposal is selected for funding, you will have to provide a more detailed plan for these activities
(dissemination and communication plan), within 6 months after grant signature. This plan will have to be periodically updated; in line with the
project progress.
The communication and dissemination activities serve two primary goals: to 1) increase the EDIH and AIRE
brand awareness and 2) raise awareness of digitalisation and the value of AI and robotics. In addition, the aim
is to generate the participants' feed to the AIRE’s services, such as DMA, trainings, test before invest demo
projects, webinars, AI and robotics consultations, monthly AIRE Clubs, matchmaking and networking activities
and involvement of other EDIHs in Europe. The goals are set to support the achievement of KPIs listed under
section 1.1 (number of AIRE clients). The primary target audience (TA) of the project is SMEs and mid-caps in
the manufacturing sector who have the ability and strategic decision to integrate AI solutions using big data and
who would gain efficiency by integrating robots into their production or logistics. The overall knowledge level of
TA about the value and opportunities of AI is rather low; or if it is not low, then the primary obstacle of digitalising
the production is shortage of capital. So, the goal is to introduce the benefits of AI, provide needed support on
the path, offer tailor-made solutions and help the target audience to find financing to start using AI in their
processes and production. The companies will be segmented into smaller target groups and offered the solution
that is specifically needed by them (depending on the level of knowledge and assessed digital maturity) as the
basis of the segmentation, consortium will use digital maturity assessment and survey that gains insights from
the companies. In addition, max 10% of the clients can be large companies (de minimis rule followed) as role
models and possible future sponsors of AIRE and 10% horizontal test before invest pilots (demo projects and
experiments in the health sector). The secondary target audience is AI and Robotics ecosystem stakeholders,
such as universities, science parks, start-ups, unions, network organisations (e.g., EEN Estonia), support
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organisations, corporations, IT development companies, spin-offs and other EDIHs. Ecosystem stakeholders are
welcomed to follow AIRE channels and participate in the networking and AIRE club events. They will be invited
if relevant to the trainings, webinars, podcasts and content providers to the services. Main messages to the
target audience will be finalised together with the consortium, then tested and fine-tuned after getting the
feedback from the survey. As communication activities either increase the brand awareness and basic knowledge
of AI and the benefits of using it or emerge the desire to participate in the project, the messages are designed
accordingly (e.g., unlock your company’s potential with AI and robotics; AI helps your company to gain
competitive advantage! Join our AI training; How to make AI work … eventually, learning from the mistakes of
the best practitioners, etc.). For the bigger campaigns, the A/B testing of visuals and messages will be
held.Channels will be used based on the OSEP (Owned-Shared-Earned-Paid) model. As the current consortium
created AIRE as the candidate of EDIH already in summer 2021, the first owned channels were set up in autumn
2021 (to prepare the EDIH candidature). Currently, AIRE has a website aire-edih.eu (6100 visits since autumn
2021), Facebook page (reach ~200 000), direct mailing list (~1000 manufacturing companies), LinkedIn page.
The goal is to increase the followers of the owned channels, use consortium partner’s channels and create an
ecosystem and partner list, to reach the audience even better. The consortium partners’ channels sum up to
32 000 social media followers, 180 000 homepage visitors, more than 6500 newsletters contacts and nearly 2000
mailing list contacts.
Communication and dissemination activities will be finalised with consortium partners. Below is indicated the
list of the key activities that will either provide needed insight for the plan and relevant messaging for TA or create
the content needed to gain the objectives of this WP. aire-edih.eu website update: The map of European Digital
Innovation Hubs will be added to the page; digital maturity level of AIRE clients (manufacturing companies) and
future KPIs will be added; training centre that consists of passive e-learning opportunities such as webinars,
templates, guidelines, video trainings, podcasts.
Insights survey: The survey will be held linked to DMA at the beginning of the project and will serve two goals:
to get insights and feedback to the messages planned to engage TA; to delicately introduce the project objectives
and initiatives that are organised by AIRE and get direct feedback. The insights survey will be organised either
as a focus group study or as 1-on-1 pilot interviews.
Events and activities pre- and post-communication to introduce the value that AIRE creates to the companies
(trainings, webinars, AIRE Clubs, matchmaking and networking events, final event gala) and how it boosts the
field of AI and its stakeholders. Calls for ideas will be held twice a year to find demo projects that will be
supported by AIRE throughout the path until the successful adaptation of AI into processes.
Digital Maturity Assessment results will be compiled once a year and introduced to the wider audience as the
important KPI that measures the digitalisation level of the target audience. AIRE services that are introduced
under the WPs will be advertised and communicated to find users. When possible, the communication will use
the actual clients and their recommendations as well as positive experience/impact sharing. Video blogs and
videos of best practices will be created and disseminated by the consortium partners through their channels
and AIRE channels. The produced material will be partly used also in the Digital Showroom (see below) and
during the biggest events in the region that focus on AI and robotics.
Digital Showroom concept will be designed. The benefit of a digital showroom is the possibility to expand it
easily to different locations (e.g., events, Estonian Embassies, unions, universities, consortium partners’
showrooms or screens, Estonian Innovation Agency’s digital hub, etc.). The specific solution will be created in
cooperation with professional AR and VR producers in Estonia and it will introduce the state of art AI and robotics
solutions that are related to AIRE.
Links to other EU projects and funding (Horizon, DEP, ERASMUS, Interreg) will be created to maximise impact,
include more financing for AI and robotics and thus build synergy:
1) WP4 Task 4.4 is planned with budgetary ressourses to prepare new projects to Digital Europe
Programme, Horizon, EIC Accelerator (AI spin-offs), Interreg, Erasmus and others. At least 3 new
projects will be submitted from 2023. This activity is planned in collaboration with other EDIHs.
2) Enterprise Europe Network (EEN) is involved to consult AIRE clients in taking part of EU level call for
proposals (EIC Accelerator, Hoizon, open call for companies to carry out use-case type of AI projects).
3) DEP Testing and Experimentation Facility (TEF) links will be created in collaboration with the Ministry
of Economic Affairs and Communication of Estonia to build synergy. Active involvement of EDIH-s and
collaboration through the Digital Transformation Accelerator (DTA), for matchmaking, training and
capacity building events.
4) Buidling links and collaboration with Europen Partnership on AI, Data and Robotics (https://ai-data-
robotics-partnership.eu/) through their events.
5) Collaboration agreement has been signed with CLAIRE (Confederation of Laboratories for AI
Research in Europe).
By Month 6 Detailed Dissemination and Communication Plan is developed.
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3.2 Competitiveness and benefits for society
Competitiveness and benefits for the society
Describe the extent to which the project will strengthen competitiveness and bring important benefits for society
AIRE is unlocking the untapped potential of digital technologies for increased competitiveness and resource-
efficiency in Estonia´s SMEs in the manufacturing sector, addressing an important strategic challenge in Estonia
(see section 1.2). The intervention is mostly related to the actual implementation of innovative AI and robotics
projects in the Estonian SMEs, thus addressing the R&D and innovation funding gap (see section 1.4),
complemented by training activities, consulting and networking, and contributing to the Estonian digital (see
section 3.1) and green transitions (section 3.3). The main direct contribution of the AIRE, in addition to raising
awareness of all aspects of AI, is to considerably strengthen the Estonian industry’s AI and robotics related
knowledge base and actual innovation, by providing research and technical services to the industry based on the
most advanced knowledge available in Estonia and the EU (via collaboration with the EDIH network and other
strategic collaboration partners). Companies directly receiving AIRE services as well as a wider set of companies
are expected to benefit from this. Scalable AI pilots are preferred as test before invest demo projects that could
be transferred to other companies, other sectors and domains.
In the long run, this should contribute to increasing the economic performance of Estonian companies.
For example, the labour productivity of Estonian companies in the Estonia’s key exporting industries is 2-3 times
less than that of Finland and Sweden, and this gap has not improved significantly in the last decade. There are
many factors that have led to this, but the relatively slow digital transformation is also a key reason – digital
transformation has been one of the most important sources of economic productivity growth in OECD countries in
recent decades. Please see Figure 4 below:
Figure 4: Additional benefits created from the operation of AIRE
Another key contribution of the project is related to the overall improvement in the ecosystem. AIRE brings together
the universities, science parks, research centres and the SMEs. Furthermore, the networking spans across the
borders as active cooperation is foreseen with other EDIHs, to provide access to the top EU level knowledge. This
way, a national competence centre – central to the EDIH ecosystem – is established, able to raise funds for its
future activities, act in a sustainable manner, and continue providing the services in the long run. Awareness of
the benefits of AI will be significantly improved. Also, the connections created between the investors and the SMEs,
and the increased private investments are important. While the focus of AIRE is currently on the manufacturing
industry, we can expect considerable spillovers to other sectors of the economy, such as service industries, and
the public sector. Namely, with the increase of awareness and the dissemination of best practices, we can also
expect other key sectors of the Estonian economy (such as logistics), to become more interested in innovative AI
and robotics related solutions. By encouraging the further introduction of AI and robotics in the public sector, we
are also creating additional benefits for society. In addition, the policymaking capacities will be increased. Also,
as AIRE is facilitating the cooperation of the researchers and the companies, we can expect a significant increase
of academic research, as reflected by the increased number of publications, patents, etc.
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3.3 Environmental sustainability and contribution to European Green Deal goals
Environmental sustainability and contribution to European Green Deal goals
Describe the extent to which the project will contribute to environmental sustainability and in particular to European Green Deal goals
In addition to economic and societal impacts, AIRE is committed to achieving positive environmental impacts via
its package of services targeted at Estonian manufacturing SMEs. All AIRE´s services are designed to promote
and support circularity and sustainability, incl. higher resource-efficiency, reduced energy consumption
and GHG emissions in manufacturing – this is done most directly via test before invest service provision but
also through training and consultation activities, as well as via support in finding green investment opportunities
and creating linkages with the right partners in the innovation ecosystem for the green and digital twin transition.
At a strategic level, these activities are aligned with the European Green Deal and Estonia´s 2030 National Energy
and Climate Plan (NECP 2030) as well as the General Principles of Climate Policy until 2050 (GDPCP2050).22
The EU Green Deal (see also section 1.2) serves an undoubtedly ambitious end goal – making Europe the first
climate neutral continent in the world. Reaching this goal calls for a new economic model for Europe and requires
making all sectors in the EU’s economy fit to jointly meet the challenge of reducing net greenhouse gas emissions
by at least 55% by 2030, compared to 1990 levels.23 Estonia has confirmed to follow the EU climate targets and
set itself an even more ambitious national target for 2030: a 70 % reduction in greenhouse gases (compared to
1990). According to 2019 data, Estonia’s emissions have already decreased by 62%, mainly due to major structural
changes in the early 1990s. However, Estonia’s carbon footprint still remains the fourth largest per person
in Europe, mainly due to the energy sector (89% of Estonia’s total emissions), which in turn accounts for the lion’s
share of oil shale (75% of electricity production).24 To untie the GDP growth of Estonia from increased energy
consumption, higher energy-efficiency is important in all sectors, as well as increased use of various renewable
energy sources. Regarding energy consumption in manufacturing industries, the NECP 2030 sets the indicative
target level at 460 GWh/y by 2023. Digital technologies and increased use of innovative AI, data and robotics
solutions are considered as ’critical enablers‘ in reaching the expected goals and impacts of the Green Deal and
AIRE will provide the tools and skills to Estonian manufacturing companies necessary to implement the digital and
green twin transition.
Industry data vividly shows that there is a clear need for targeted support services and activities to Estonian SMEs
(both in manufacturing and other domains). While in the context of the DESI index (using input from across the
industry and public sector), Estonia ranked 4% below the EU average on the use of ICT for environmental
sustainability in 2021, the situation at the level of SMEs is actually worse. The 2019 Small Business Act (SBA)
Factsheet, focusing on implementing the SBA across the EU and in different member states, outlines that the
environment dimension is Estonia’s worst-performing area. The proportion of SMEs in Estonia that have taken
resource-efficiency measures was the lowest in the EU based on data from 2017 (47% vs. EU average
89%). Estonia also remains below the EU average in percentage of SMEs that offer green products or services
(18% vs. EU average 25%). By contrast, Estonia continues to have one of the highest rates of SMEs with a
turnover share of more than 50% generated by green products and services in the EU (30% in Estonia vs. EU
average 20%). The report concludes that despite the country’s inferior performance, it has made significant policy
progress since 2008, with the most notable changes taking place since 2016. However, there is undoubtedly a
long way to go to close all the gaps.
In sum, it is clearly understood at the national as well as the EU level that Estonia needs to strengthen its efforts
to meet the set climate and circularity objectives. AIRE is strategically positioned to accelerate progress
towards making Estonia´s manufacturing sector perform better in terms of its environmental impacts and
sustainability via advanced digital technologies. AIRE will facilitate the uptake of AI and robotics as well as
the use of advanced computing, data infrastructures (HPC) and support digitalisation in a broader sense in
Estonian manufacturing SMEs, contributing to resource optimisation and minimisation of waste in different
manufacturing industries (from agri-food to textile to shipbuilding and electrical equipment production, etc). Overall,
this means making a clear contribution to SMEs’ sustainability programs and strategies to reduce their ecological
footprint, cutting costs, and contributing to important social and environmental impacts at the same time.
SPECIFIC CONTRIBUTION TO GREEN DEAL GOALS, MEASURING THE IMPACT AND KPIs
The following table provides an overview of the main Green Deal goals addressed by AIRE, the activities of AIRE
contributing to reaching these goals, indicators used and target levels to be achieved by the end of the project.
While the table outlines the Green Deal goals where AIRE´s activities will make the biggest contribution, AIRE is
also expected to contribute to goals such as a zero-pollution ambition for a toxic-free environment, building and
renovating in an energy and resource-efficient way, from “Farm to Fork”: a fair, healthy and environmentally friendly
22
https://ec.europa.eu/info/strategy/priorities-2019-2024/european-green-deal/delivering-european-green-deal_en
23
Ibid.
24
https://estonia.representation.ec.europa.eu/strateegia-ja-prioriteedid/eli-peamised-poliitikavaldkonnad-seoses-eestiga/rohepoore-
eestis_et?etrans=en
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food system, and accelerating the shift to sustainable and smart mobility. The level of contribution here depends
on the sectors and specific characteristics of manufacturing SMEs serviced by AIRE.
Table 7:The main Green Deal goals addressed by AIRE
EU GREEN DEAL GOALS AIRE ACTIVITIES INDICATORS AND
TARGETS
Increasing the EU´s I Test-before-invest: KPI1: increased use of
Climate ambition for 2030 ●The Digital Maturity Assessments will allow to digital technologies (DTs)
and 2050: identify the Green Digitalisation dimensions to contribute to
●Reducing EU greenhouse where each company is performing the weakest environmental
gas emissions to at least and needs the most help. sustainability – 30%
50% by 2030 and towards ●Close attention to these dimensions will be increase compared to
55% by 2050 compared provided in the context of the related consulting baseline (from T0 i.e.,
with 1990 levels. services for improving the company´s before the EDIH
●This includes the clean performance. intervention to T2). This
energy transition and smart ●Contribution to sustainability and circular corresponds to DMA 10.1-
integration of renewables, economy goals is an important element in the 10.11; incl. DTs used for
energy efficiency and context of the AI demo projects and tests/lab management of emissions,
other sustainable experiments to be carried out – in the design of pollution and/or waste; for
solutions across sectors these activities, such contribution will be defined sustainable energy
that will help to achieve and planned before the intervention to make generation in own facility;
decarbonisation at the sure that circularity/sustainability aspects are for a sustainable business
lowest possible cost. addressed in the implementation phase. model, service provision,
Mobilising industry for a AIRE will support experimentation that connects products; sustainable
clean and circular SMEs with leading researchers and industry production & manufacturing
economy – Achieving a experts to facilitate sustainable innovation. methods, materials &
climate neutral and circular II Skills development and trainings – the components); for optimi-
economy requires the full trainings offered by AIRE related to various sation of raw material
mobilisation of industry. dimensions of AI and robotics and their efficient consumption/cost;
Important goals here implementation at the company level will support reduction of transport &
include: the development of sustainable business packaging costs,
●better use of resources models, circular design of products, services, encouraging responsible
●more energy-efficient processes, incl. less waste and higher resource- consumer behaviour,
processes efficiency. These issues are expected to be paperless administrative
●reduced waste addressed in the majority of AIRE´s trainings. processes)
●reduced pollution III Networking and ecosystem development KPI2: increased
Mobilising research and Reaching the ambitious circularity and climate consideration of
fostering innovation to goals both nationally and in the EU needs time environmental impacts in
support the development and effort from all ecosystem stakeholders. the companies´ digital
of circular economy via The AIRE club events as well as AIRE´s various choices and practises–
new technologies, networking and best practice seminars will also 30% increase compared to
sustainable solutions and take a closer look at various circular economy baseline. This corresponds
disruptive innovation and sustainability issues. At these events, the to DMA 11.1 -11.5
●Fostering focus is on collaboration between different (environmental concerns
(interdisciplinary) counterparts of the ecosystem, promoting and standards are
experimentation quadruple helix cooperation to form a stronger embedded in the
●Working towards ground for a general movement towards enterprise's business model
accessible and meeting the Green Deal goals and supporting and strategy; an
interoperable data that is knowledge transfer via the exchange of good Environmental, Mana-
at the heart of data-driven practices and valuable information. gement System/certification
innovation to support AIRE will also contribute to accessible and is implemented; environ-
achieving the goals of the interoperable data in the management mental aspects are part of
Green Deal manufacturing companies to facilitate data- digital technologies/
Financing the Transition driven innovation making use of AI and robotics. suppliers’ procurement
●Supporting green and IV AIRE´s “access to finance” services will criteria; energy
sustainable investments help the client companies to understand which consumption of digital
both by the public and (green) finance opportunities, offered either by technologies and data
private sector public or private sector financing providers, are storage are monitored and
available to support implementing their green optimised.
innovations and/or and circularity.
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4. WORK PLAN, WORK PACKAGES, TIMING AND SUBCONTRACTING
4.1 Work plan
Work plan
Provide a brief description of the overall structure of the work plan (list of work packages or graphical presentation (Pert chart or similar)).
Figure 5: The PERT chart of AIRE
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4.2 Work packages and activities
WORK PACKAGES
This section concerns a detailed description of the project activities.
Group your activities into work packages. A work package means a major sub-division of the project. For each work package, enter an objective (expected outcome) and list the activities, milestones and
deliverables that belong to it. The grouping should be logical and guided by identifiable outputs.
Projects should normally have a minimum of 2 work packages. WP1 should cover the management and coordination activities (meetings, coordination, project monitoring and evaluation, financial management,
progress reports, etc) and all the activities which are cross-cutting and therefore difficult to assign to another specific work package (do not try splitting these activities across different work packages). WP2 and
further WPs should be used for the other project activities. You can create as many work packages as needed by copying WP1.
For very simple projects, it is possible to use a single work package for the entire project (WP1 with the project acronym as WP name).
Work packages covering financial support to third parties ( only allowed if authorised in the Call document) must describe the conditions for implementing the support (for grants: max amounts per third party;
criteria for calculating the exact amounts, types of activity that qualify for financial support (closed list), persons/categories of persons to be supported and criteria and procedures for giving support; for prizes:
eligibility and award criteria, amount of the prize and payment arrangements).
Enter each activity/milestone/output/outcome/deliverable only once (under one work package).
Work Package 1: Project management and coordination
Work Package 1: Project management and coordination
Duration: M1 – M36 Lead Beneficiary: 1-TalTech
Objectives
The specific objectives of this WP1 are to coordinate the project, manage administrative and financial matters, organise the Steering Group and the high-level Advisory
Board of AIRE (level 3 management) and control quality and monitor impact based on milestones, KPIs and DMA methodology.
Activities (what, how, where) and division of work
Provide a concise overview of the work (planned tasks). Be specific and give a short name and number for each task.
Show who is participating in each task: Coordinator (COO), Beneficiaries (BEN), Affiliated Entities (AE), Associated Partners (AP), indicating in bold the task leader.
Add information on other participants’ involvement in the project e.g. subcontractors, in-kind contributions.
Note:
In-kind contributions: In-kind contributions for free are cost-neutral, i.e. cannot be declared as cost. Please indicate the in-kind contributions that are provided in the context of this work package.
The Coordinator remains fully responsible for the coordination tasks, even if they are delegated to someone else. Coordinator tasks cannot be subcontracted.
If there is subcontracting, please also complete the table below.
Task Task Name Description Participants In-kind Contributions and
No Subcontracting
Name Role (Yes/No and which)
(COO, BEN, AE,
AP, OTHER)
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T1.1 Kick-off and 3 Once a year a joint meeting is held with the AIRE team (project manager, TALTECH COO NO
review WP leaders and other key experts), the Steering Group and the Advisory UT BEN
meetings Board. Project management handbook is prepared for the kick-off meeting EMU BEN
taking place at M3. Review meetings are planned M12 and M24 and M36. TEHNOPOL BEN
Also mapping the current situation of supporting AI-related innovation TSP BEN
pojects to Innovation Radar is given a special priority. IMECC BEN
Associated AP
partners (all)
T1.2 Monthly Monthly progress meetings are organised with WP managers and key TALTECH COO NO
progress experts of AIRE/EDIH to coordinate and plan EDIH services to the target UT BEN
meetings group, monitor the progress of each service and WP (each WP meetings EMU BEN
are held twice a month). TEHNOPOL BEN
TSP BEN
IMECC BEN
T1.3 Steering Once a quarter Steering Group meetings are organised to monitor the TALTECH COO NO
Group (SG) financial management and organisation of the AIRE/EDIH project. The SG UT BEN
meetings consists of legal representatives of each partner or staff delegated by the EMU BEN
(internal legal representative. Also, reviews of AB members are presented to SG TEHNOPOL BEN
management) once a year. Among others, overiew of possible Innovation Radar projects TSP BEN
is given. IMECC BEN
T1.4 Advisory Twice a year, an Advisory Board meeting is organised with Associated TALTECH COO YES (sub-contracting of
Board (AB) Partners, external experts and their formal reviews prepared and UT BEN experts of AB)
meetings presented. In addition to a review of KPIs and impact, Advisory Board EMU BEN
(external takes part in the selection of AIRE test before invest demo projects. Total TEHNOPOL BEN
reviews) of 6 AB meetings organised. Also, mapping the current situation of TSP BEN
supporting AI-related innovation pojects to Innovation Radar is given a IMECC BEN
special priority. Associated AP
partners (ITL,
EML, EEL)
T1.5 Monitoring Evaluation after 36 months for impact monitoring of AIRE based on the IMECC BEN NO
impact based annual reports and final evaluation M34-M36. Monitoring of impact based TALTECH COO
on DMA on DMA index and other impact criteria considered, like macro-economic UT BEN
factors. Impact report presented at M36. Also mapping the current EMU BEN
situation of supporting AI-related innovation pojects to Innovation Radar is TEHNOPOL BEN
given a special priority. TSP BEN
Milestones and deliverables (outputs/outcomes)
Milestones are control points in the project that help to chart progress. Use them only for major outputs in complicated projects. Otherwise leave the section on milestones empty.
Means of verification are how you intend to prove that a milestone has been reached. If appropriate, you can also refer to indicators.
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Deliverables are project outputs which are submitted to show project progress (any format). Refer only to major outputs. Do not include minor sub-items, internal working papers, meeting minutes, etc. Limit the
number of deliverables to max 10-15 for the entire project. You may be asked to further reduce the number during grant preparation.
For deliverables such as meetings, events, seminars, trainings, workshops, webinars, conferences, etc., enter each deliverable separately and provide the following in the 'Description' field: invitation, agenda,
signed presence list, target group, number of estimated participants, duration of the event, report of the event, training material package, presentations, evaluation report, feedback questionnaire.
For deliverables such as manuals, toolkits, guides, reports, leaflets, brochures, training materials etc., add in the ‘Description’ field: format (electronic or printed), language(s), approximate number of pages and
estimated number of copies of publications (if any).
For each deliverable you will have to indicate a due month by when you commit to upload it in the Portal. The due month of the deliverable cannot be outside the duration of the work package and must be in line
with the timeline provided below. Month 1 marks the start of the project and all deadlines should be related to this starting date.
The labels used mean:
Public — fully open ( automatically posted online on the Project Results platforms)
Sensitive — limited under the conditions of the Grant Agreement
EU classified — RESTREINT-UE/EU-RESTRICTED, CONFIDENTIEL-UE/EU-CONFIDENTIAL, SECRET-UE/EU-SECRET under Decision 2015/444.
Milestone No Milestone Name Work Lead Description Due Date Means of Verification
(continuous Package No Beneficiary (month
numbering not linked number)
to WP)
MS1 All project WP1 TALTECH A detailed overview of project M3 D1.1 Project Management Handbook
management management structures and
structures and procedures is provided in D1.1
procedures in Project Management
place Handbook
MS2 AIRE is fully WP1 TALTECH Service provision in all areas M9 List of beneficiaries receiving the services
operational started across different service areas
Deliverable No Deliverable Work Lead Type Dissemination Due Date Description
(continuous Name Package No Beneficiary Level (month (including format and language)
numbering linked to number)
WP)
D1.1 Project WP1 TALTECH R PU M3 Project management handbook, consisting of
management all relevant templates and forms for effective
handbook coordination, administration and financial
management created by M3. (ENG, pdf).
D1.2 Data WP1 UT R PU M6 Data Management Plan prepared (ENG, pdf).
Management
Plan
D1.3 Mid-term report WP1 TALTECH R PU M18 Mid-term report prepared for mid-term
evaluation by EC. (ENG, pdf and Excel).
D1.4 Final report WP1 TALTECH R PU M36 Final report prepared, accepted by the SG
and ready for EC. (ENG, in pdf and Excel).
Work Package 2: Test before invest services
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Work Package 2: TEST BEFORE INVEST
Duration: M1 - M36 Lead Beneficiary: IMECC
Objectives
The aim is to carry out experimentation with new digital technologies related to AI and robotics – software and hardware – to understand new opportunities and return
on investments, also including demonstration facilities and piloting. Digital maturity assessment (DMA) monitors the increase in the digital maturity of EDIH-AIRE clients
(manufacturing SMEs) that received support from EDIH. The specific objectives of WP 2 are to support manufacturing SMEs in investing in AI and robotics through
digital maturity assessment (T2.1), AI and robotics suitability analysis (individual consulting, T2.2), AI and robotics demo projects with the industry for testing, piloting and
experimenting (T2.3) and lab experiments (T2.4). Up to 10% of the budget, for transferability and awareness raising, AI pilots are carried out in other sectors (like health
technology and tourism).
Activities (what, how, where) and division of work
Task No Task Name Description Participants In-kind Contributions and
Name Role Subcontracting
T2.1 Digital Maturity All AIRE clients that receive funding under the Digital Europe IMECC COO NO
Assessment Programme will be monitored regularly to measure their TSP BEN
(including effectiveness based on the JRC’s DMA methodology. DMA TALTECH BEN
individual evolution of each AIRE client is measured over time according
consulting) to DMA methodology. Preparations will be made by M3 on how
to integrate data for JRC’s DMA from the IMECC platform.
DMA is linked to analysing possible innovation projects to
Innovation Radar (support of best practices). KPI: 360
assessments (150 unique companies).
T2.2 AI and robotics To support AI and robotisation awareness and investments TALTECH COO YES, sub-contracting (Pool of AI
suitability SMEs and mid-caps are consulted for their maturity specifically TEHNOP BEN experts)
assessment in adapting AI solutions and/or robotics.This consulting in OL BEN
company premises is linked to all services – building the IMECC BEN
roadmap to new developments and investments (mapping TSP
possible pilots, training needs, funding gaps, inviting
companies to AIRE Club, etc). KPI: 300 assessments made
(not unique from 2022-2025, some may receive support
annually.)
T2.3 Demo projects To support digitalisation, increase awareness and support TALTECH COO YES, sub-contracting is used to test
and experiments investments, the AIRE consortium collaborates with the UT BEN technologies and involve AI, big data,
(testing and pilots) industry in carrying out AI and robotics demo projects and EMU BEN HPC cyber-security experts.
experiments (proof-of-concept phase of innovation projects). IMECC BEN
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planning and Projects/clients are selected openly (call for ideas twice a
implementation year). This is not cascade-funding (only consortium-related
costs are budgeted). KPI: Total of 54 companies use-cases are
involved to test-before invest pilots in 2022-2025. This service
is followed with consulting related to access to funding. Best
practices (AI pilots) are mapped and also considered as
Innovation Radar candidates.
T2.4 Lab testings (AI, Open access to to the labs of TALTECH, University of Tartu UT BEN NO
big data, HPC, (UT) and Estonian University of Life Sciences (EMU) is TEHNOP COO
cybersecurity and promoted to SMEs as AI and robotics test-beds for SMEs OL BEN
robotics test-beds) and mid-caps. Total of 150 companies as KPIs (36 months). EMU
Milestones and deliverables (outputs/outcomes)
Milestone No Milestone Name Work Lead Description Due Date Means of Verification
Package Beneficiary
No
MS3 JRC DMA reporting WP2 IMECC JRC DMA API integration work is M9 Data exchange has been piloted
procedures completed and tested
established
MS4 Test before invest WP2 TALTECH 50% of the target number of M18 WP2 mid-term report
client engagement clients i.e. 144 companies
target on track by serviced in all test before invest
M18: 50% of the total service categories (DMA, AI and
number of clients robotics suitability assessment,
serviced by M18 demo projects, use of labs) by
M18
Deliverable No Deliverable Name Work Lead Type Dissemination Due Date Description
Package Beneficiary Level
No
D2.1 Digital Maturity WP2 IMECC R PU M12 Annual report no 1 in English is prepared
Assessment (index) (including DMA index). 100 DMA
ANNUAL REPORT evaluations carried out by M12.
no1. Format: pdf.
D2.2 Digital Maturity WP2 IMECC R PU M24 Annual report no 2 in English is prepared
Assessment (index) (including DMA index). Format: pdf.
ANNUAL REPORT
no2.
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D2.3 Digital Maturity WP2 IMECC R PU M36 Annual report no 3 in English is prepared
Assessment (index) (including DMA index). Format: pdf.
ANNUAL REPORT
no3.
D2.4 WP2 mid-term report WP2 TALTECH R PU M18 Mid-term report of WP2 (ENG)
(TEST BEFORE including suitability analysis, demo
INVEST mid-term projects and lab testing summary) +
report. demonstrative materials of all demo
projects (please see WP6). Format: pdf.
D2.5 WP2 FINAL report WP2 TALTECH R PU M36 Final report of WP2 (ENG, pdf).
Work Package 3: Skills and Training
Work Package 3: Skills and Training
Duration: M1 - M36 Lead Beneficiary: UT
Objectives
The objective of WP3 is to improve the industry’s knowledge, awareness and skills in the fields of digitalisation technologies, AI and robotics.
Activities (what, how, where) and division of work
Task No Task Name Description Participants In-kind Contributions and
Subcontracting
Name Role
T3.1 Analysis of target group needs To identify knowledge gaps and UT BEN NO
and development of the training training needs of manufacturing TALTECH COO
plan. SMEs, an analysis will be IMECC BEN
conducted (incl. interviews and/or EMU BEN
surveys among the target group, TSP BEN
publicly available reports, input TEHNOPOL BEN
from Associated Partners, etc.)
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T3.2 Trainings in the fields of Different training formats will be UT COO Yes, sub-contracting (some trainers
digitalisation technologies, AI
used and the most appropriate TALTECH BEN and experts in AI and robotics)
and robotics chosen for each topic. Formats IMECC BEN
include, but are not limited to EMU BEN
intensive courses, short webinars TSP BEN
and MOOCs (Massive Open TEHNOPOL BEN
Online Courses). KPI: 900
participants from 2022-2025.
T3.3 Analysis of training impact Analysis of skills development UT BEN NO
(including comparison with DMA
methodology), 2 annual reports
and 1 final report of WP3.
Milestones and deliverables (outputs/outcomes)
Milestone No Milestone Name Work Lead Description Due Date Means of Verification
Package Beneficiary
No
MS5 2/3 of targeted WP3 UT 2/3 of targeted participants i.e. 600 M24 WP3 Report on trainings and feedback
participants have persons trained by M24, 85% reporting analysis in M24 (ENG). Format: pdf.
received relevant positive impact on skills development
trainings by M24 (end of year 2 as in year 1 training
offers may still be adjusted)
Deliverable Deliverable Name Work Lead Type Dissemination Due Date Description
No Package Beneficiary Level
No
D3.1 Report of analysis WP3 UT R PU M3 A survey among AIRE’s clients is done to map
of AIRE target training needs in AI and robotics (15 company
group needs. interviews by AIRE consortium partners) with a
prepared online questionnaire. Format: Survey
Report in ENG, pdf. Consulting with Enterprise
Europe Network (EEN).
D3.2 Report on trainings WP3 UT R PU M12, Annual reports are made (2 annual reports, 1
and feedback M24, final report) on trainings carried out (including a
analysis. M36 list of participants, company profiles, obtained
skills and feedback). ENG, pdf.
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Work Package 4: Support to find funding
Work Package 4: Support to find funding
Duration: M3 - M36 Lead Beneficiary: P4- TEHNOPOL
Objectives
The objective of WP4 is to consult clients (mainly manufacturing companies) in finding state, regional, EU and private funding and loans (collaboration with banks) for
financing AI and robotics related digitalisation projects and thus supporting investments to innovation.
Activities (what, how, where) and division of work
Task No Task Name Description Participants In-kind Contributions and Subcontracting
Name Role
T4.1 Financing roadmap for Through the analysis of all TALTECH COO YES (sub-contracting, by involving some private
2022-2025 for the support relevant funding schemes for AI UT BEN consultants)
of finding funding. and robotisation (also industry EMU BEN
digitalisation) a financing TEHNOPOL BEN
roadmap is made. Collaboration TSP BEN
with EEN. IMECC BEN
T4.2 Consulting related to state Consulting AIRE clients (mainly TALTECH COO YES (sub-contracting, by involving consultants)
and EU funding (including manufacturing companies) in All beneficiaries BEN
collaboration with EEN). finding state and EU funding. EBI (state funding) AP
T4.3 Consulting related to the
Consulting AIRE clients involving TEHNOPOL BEN YES (sub-contracting, by involving consultants)
involvement of private private funding and loans for AI
funding and loans. and robotics investments and
innovation projects.
T4.4 Initiation of parallel and To build synergy with R&D UT in collaboration with BEN YES (sub-contracting, by involving consultants)
related AIRE consortium projects (state, SF, Horizon all beneficiaries
projects in AI and robotics funded, etc), AIRE acts as an
(DEP, Horizon Europe, active initiator of and participant in
ERASMUS, Interreg, etc). new projects in the field of AI and
robotics. Collaboraiton with other
EDIHs.
Milestones and deliverables (outputs/outcomes)
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Milestone No Milestone Name Work Lead Description Due Date Means of Verification
Package Beneficiary
No
MS6 Support-to-find- WP4 50% of the target number of M18 Project mid-term report (D1.3 will include an
funding client TEHNOPOL clients consulted related to overview of progress in all activities, incl. WP4),
engagement financing opportunities ENG, pdf.
target on track by (regarding both public and
M18: 50% of total private funding sources) by M18
number of clients
serviced
Deliverable Deliverable Work Lead Type Dissemination Due Date Description
No Name Package Beneficiary Level (including format and language)
No
D4.1 Roadmap of WP4 TEHNOPOL R PU M6 AIRE funding roadmap covers a list of funding
funding for AIRE measures, keywords, eligibility, co-financing rules,
2022-2025 budget limits, etc as a tool for for consulting clients
in finding funding, as well as other pojects with
EDIHs. ENG, pdf.
D4.2 Final WP4 report WP4 TEHNOPOL R PU M36 The final report provides an overview of the results
of all WP4 activities and outlines total public public
(state, regional and EU) and private financing
engaged by 1) AIRE´s clients and 2) key
stakeholders (incl. consortium projects). ENG, pdf
Work Package 5: Networking and development of the ecosystem
Work Package 5: Networking and development of the ecosystem
Duration: M3 – M36 Lead Beneficiary: Tartu Science Park (TSP)
Objectives
List the specific objectives which this work package aims to achieve
The objective of this WP is to coordinate networking activities and develop a sustainable EDIH ecosystem in Estonia in collaboration with a variety of relevant
stakeholders from Estonia and the EU. Collaboration is operational with other EDIH-s in Europe based on the needs of EDIH clients from all over Europe.
Activities (what, how, where) and division of work
Task No Task Name Description Participants
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Name Role In-kind Contributions and
Subcontracting
T5.1 Development of the Development of the ecosystem (including with TSP COO Yes, (sub-contracting, by
ecosystem other EDIHs and involvement of clients in Europe). TalTech COO involving consultants,
Collaboration with Enterprise Europe Network UT BEN venue, catering)
(EEN) based on the Memorandum of Joint IMECC BEN
Agreement. Tehnopol BEN
The AIRE partnership network is designed to EMÜ BEN
promote communication between industrial Associated Partners AP
companies, researchers, IT and electronics
companies, and funders of innovation projects.
AIRE also prioritises cooperative creation and
communication with professional associations.
T5.2 Organising AIRE To strengthen cooperation AIRE is launching AIRE TSP COO Yes, (sub-contracting, by
Clubs (networking Club as a unique series of events that create a TalTech COO involving consultants,
events) free and open atmosphere in a space where our UT BEN venue, catering)
partners can communicate and network together. IMECC BEN
The events will be held every month in Tartu, Tehnopol BEN
Tallinn or other regions of Estonia (7 clubs per EMÜ BEN
year for 3 years from September to May, Associated Partners AP
collaboration with the network, including with
EEN).
T5.3 Organising best To raise awareness about AIRE services TalTech COO Yes, (sub-contracting, by
practice seminars for (including other EDIH-s in Europe) and to spread UT BEN involving consultants,
awareness raising of knowledge about innovative demo projects, AIRE IMECC BEN venue, catering)
AI and robotics is organising best practice seminars/events (2 Tehnopol BEN
events per year for 3 years). EMÜ BEN
At the best practice events, SMEs will share their TSP BEN
experience about AIRE tailor-made solutions for Associated Partners AP
individual businesses while achieving results that
are universal, so that the solutions, products or
services that emerge from the project can be
transferred to other businesses and other sectors.
T5.4 Collaboration with AIRE is a member of a pan-European network of TalTech COO Yes, (sub-contracting,
other EDIHs in more than 200 EDIHs in the EU, so AIRE will UT BEN external services)
Europe collaborate closely with their international partners IMECC BEN
(including offering services to SMEs in Europe Tehnopol BEN
(clients of other EDIHs)). AIRE Club can be a TSP BEN
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physical meeting space for presenting not only EMÜ BEN
local services and success stories but also the
work of foreign hubs that may be of interest to
Estonian manufacturing companies.
T5.5 Matchmaking of „Light“ mathchmaking (mainly through individual TSP BEN NO
SMEs in Europe contacts between SMEs, AI developers, etc) in TalTech COO
(between Estonian collaboration with EDIH and EEN. MoU is signed EEN consortium in
and European between EEN coordinator (Estonian Chambre Estonia as associate AP
SMEs). of Commerce and Industry) and TalTech. Task partner
leader TSP is partner in both EDIH and EEN to ITL, EML, EEIA
build synergy and avoid any over-lapping. (associations of APs
companies)
Milestones and deliverables (outputs/outcomes)
Milestone No Milestone Name Work Lead Beneficiary Description Due Date Means of Verification
Package
No
MS7 Collaboration 5 TALTECH Key areas of collaboration specified and M6 MoUs/written agreements with
agreements in place agreed upon with strategic ecosystem each strategic partner
with strategic partners partners nationally and in Europe
among other EDIHs in
Europe, the EEN and
other key ecosystem
partners
Deliverable Deliverable Name Work Lead Beneficiary Type Dissemination Due Date Description
No Package Level (including format and
No language)
D5.1 Mid-term report of 5 TSP R PU M18 Mid-term report describes
WP5 progress related to all WP5
activities. ENG, pdf.
D5.2 Final WP5 report 5 TSP R PU M36 Final report covers the results
of all WP5 activities. ENG, pdf.
Work package 6: Dissemination and Communication
Work Package 6: Communication and dissemination
Duration: M1 – M36 Lead Beneficiary: TALTECH
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Call: DIGITAL-2021-EDIH-INITIAL-01 - European Digital Innovation Hubs
AI & Robotics Estonia (EDIH) – AIRE (SEP-210814614) EU Grants: Application form (DEP): V1.0 – 01.11.2021
Objectives
List the specific objectives which this work package aims to achieve
●Create brand awareness of AIRE among target audience as well as AI and robotics ecosystem on the level that emerges interest towards the value that AIRE creates
in Estonia and Europe and makes them follow AIRE’s communication channels
●Generate sufficient applications feed and participants to the AIRE services, trainings, initiatives, services, events, and AIRE Clubs.
Activities (what, how, where) and division of work
Task No Task Name Description Participants In-kind Contributions and
Subcontracting
Name Role
T6.1 Updating aire-edih.eu website Add EDIH map, DMA progress of clients TALTECH COO YES, a website developer
(created already in preparation monitoring (average), visual KPIs, services, UT BEN and a designer partner
phase in 2021) team, news, gallery, events (AIRE Clubs, EMU BEN
trainings). IMECC BEN
TSP BEN
TEHNOPOL BEN
T6.2 Gathering target audiences’ The survey to map expectations as well as TALTECH COO No
insights for AIRE’s key messages insights and make the first intro of AIRE to UT BEN
and branding (linked to Task 3.1). potential customers will be organised. EMU BEN
Insight survey is also a tool to reach new IMECC BEN
AIRE clients (25 companies CEOs or TSP BEN
development managers interviewed). TEHNOPOL BEN
T6.3 Design and execution of Designing a detailed plan for TALTECH COO Yes, a design partner will
communication and dissemination communication and dissemination (D6.1). UT BEN be used for producing the
plan Execution of activities according to the plan EMU BEN campaign idea and
and project needs: campaign for call for IMECC BEN materials and a video
ideas of AI demo projects through social TSP BEN production partner will be
media, direct mail and consortium TEHNOPOL BEN used for producing videos
channels; events, trainings and activities (S 6.2).
pre- and post-communication to provide
visibility and participation according to the
project KPIs; production and dissemination
of videos about demo projects (linked to
T6.4), best practices, services and events.
T.6.4 Development of the Digital The digital showroom concept will be TALTECH COO Yes, digital showroom
Showroom of EDIH AIRE (digital developed, linked to T6.3 competition to UT BEN producer and production
materials). find a design partner. Production will be EMU BEN partner
organised and the content produced with IMECC BEN
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Call: DIGITAL-2021-EDIH-INITIAL-01 - European Digital Innovation Hubs
AI & Robotics Estonia (EDIH) – AIRE (SEP-210814614) EU Grants: Application form (DEP): V1.0 – 01.11.2021
the chosen partner. All AIRE partners who TSP BEN
showcase the digital content of AIRE Show- TEHNOPOL BEN
Room in their screens, during conferences
and exhibitions (around 250 screens of
AIRE consortium).
Milestones and deliverables (outputs/outcomes).
Milestone No Milestone Name Work Lead Beneficiary Description Due Date Means of Verification
Package No
MS1 Outreach WP6 TALTECH Outreach to at least 50% of the key M12 Report on the execution of
covering at least target groups (see section 1.1; key communication and
50% of the AIRE focus on manufacturing SMEs) dissemination plan M12
key target groups ensuring a high level of awareness
by M12 regarding AIRE´s services
Deliverable No Deliverable Work Lead Beneficiary Type Dissemination Due Date Description
Name Package No Level
D6.1 Dissemination WP6 TALTECH R PU M6 Dissemination and
and Commu- Communication Plan ready
nication Plan and submitted in ENG to EC.
Format: pdf
D6.2 Updated website WP6 TALTECH DEC PU M6 EST and ENG website
published updated according to the Task
1.1/WP6 listed above
D6.3 Report on the WP6 TALTECH R PU M36 EST and ENG plan developed
execution of together with the consortium
communication partners and executed
and dissemi- alongside with the partners
nation plan Format: pdf
Estimated budget — Resources (n/a for prefixed Lump Sum Grants).
Participant Costs (EUR)
A. Personnel B. Sub- C.1 Travel C.2 Equipment C.3 Other D.1 D.2 Internally D.3 E. Indirect Total costs
contracting and goods, works Financial invoiced goods PAC costs
subsistence and services support and services procure
to third ment
parties costs
TALTECH 529 2 380 500 273 750 65 616 53 460 169 451 0 0 82 700 0 211 783 3 237 260
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Call: DIGITAL-2021-EDIH-INITIAL-01 - European Digital Innovation Hubs
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UT 147 661 500 17 265 9 340 29 700 193 295 0 0 35 700 0 66 276 1 013 076
EMU 64 192 000 25 380 5 076 7 614 18 730 0 0 5 000 0 17 766 271 566
Tehnopol 46 204 792 224 400 4 000 0 11 108 0 0 0 0 31 101 475 401
TSP 93 372 000 0 2 000 0 19 800 0 0 0 0 27 566 421 366
IMECC 103 501 301 30 000 3 000 0 8 999 0 0 0 0 38 031 581 331
Total 982 4 312 093 570 795 89 032 90 774 421 383 0 0 123 400 0 392 523 6 000 000
*Associated partners not included, as they take part in AIRE without EDIH budget (please see template A for the list of Associated partners).
Overview of Work Packages (n/a for Lump Sum Grants)
Staff effort per work package (Fill in the summary on work package information and effort per work package).
Work Package Work Package Title Lead Lead Participant Start Month End Month Person-Months
No Participant No Short Name
1 Project management and coordination 1 TALTECH 1 36 107
2 Test before invest 6 IMECC 1 36 602
3 Skills and trainings 2 UT 3 36 98
4 Support to find funding 4 TEHNOPOL 3 36 47
5 Networking and ecosystem development 5 TSP 1 36 74
6 Dissemination and communication 1 TALTECH 1 36 54
Total Person- Months
982
Staff effort per participant
Fill in the effort per work package and Beneficiary/Affiliated Entity.
Please indicate the number of person/months over the whole duration of the planned work.
Identify the work-package leader for each work package by showing the relevant person/month figure in bold.
Participant WP 1 WP2 WP3 WP4 WP5 WP6 Total Person-Months
Tallinn University of Technology (TALTECH) 63 338 37 31 30 30 529
University of Tartu (UT) 8 95 33 2 2 7 147
Estonian University of Life Sciences (EMU) 12 40 8 0 2 2 64
Tallinn Science Park TEHNOPOL (TEHNOPOL) 8 14 0 14 5 5 46
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Tartu Science Park (TSP) 8 50 0 0 30 5 93
IMECC OÜ (IMECC) 8 65 20 0 5 5 103
Total Person-Months 107 602 98 47 74 54 982
4.3 Timetable
ACTIVITY 2022 2023 2024 2025
Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2
WP1 Task 1.1 Kick-off and 3 review meetings
Task 1.2 Monthly progress meetings
Task 1.3 Steering Group meetings (once a quarter)
Task 1.4 Advisory Board (AB) meetings (external reviews)
Task 1.5 Monitoring impact based on DMA
WP2 Task 2.1 Digital Maturity Assessment
Task 2.2 AI and robotics suitability analysis (AIRE methodology developed)
Task 2.3 AI and robotics demo projects and experiments (test before invest)
Task 2.4 Lab tests for clients (university test-beds of AI, big data, HPC,
cybersecurity and robotics)
Task 3.1 Analysis of target group needs and development of the training plan
WP3
Task 3.2 Training in the fields of digitalisation technologies, AI, and robotics
Task 3.3 Analysis of training impact
Task 4.1 AIRE financing roadmap for 2022-2025
WP4
Task 4.2 Consulting related to state and EU funding
Task 4.3 Consulting related to the involvement of private funding and loans
Task 4.4 Initiation of parallel and related AIRE consortium projects for AI
Task 5.1 Development of the ecosystem
WP5
Task 5.2 AIRE Clubs networking events (once a month from Sept to May)
Task 5.3 Best practice seminars for awareness raising (2 events per year)
Task 5.4 Collaboration with other EDIHs in Europe
Task 5.5 Matchmaking of SMEs in Europe
Task 6.1 Update of aire-edih.eu website
WP6
Task 6.2 Insight survey of the industry (linked to T2.1 and T3.1)
Task 6.3 Designing and execution of communication and dissemination plan
Task 6.4 Digital Showroom
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Call: DIGITAL-2021-EDIH-INITIAL-01 - European Digital Innovation Hubs
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4.4 Subcontracting (n/a for prefixed Lump Sum Grants)
Subcontracting
Give details on subcontracted project tasks (if any) and explain the reasons why (as opposed to direct implementation by the Beneficiaries/Affiliated Entities).
Subcontracting — Subcontracting means the implementation of ‘action tasks’, i.e. specific tasks which are part of the EU grant and are described in Annex 1 of the Grant Agreement.
Note: Subcontracting concerns the outsourcing of a part of the project to a party outside the consortium. It is not simply about purchasing goods or services. We normally expect that the participants have
sufficient operational capacity to implement the project activities themselves. Subcontracting should therefore be exceptional.
Include only subcontracts that comply with the rules (i.e. best value for money and no conflict of interest; no subcontracting of coordinator tasks).
Work Sub- Subcontract Name Description Estimated Justification Best-Value-for-Money
Pack contract No (subcontracted action tasks) (including task number Costs (Why is subcontracting (How do you intend to ensure
and BEN to which it is necessary?) it?)
age (continuous (EUR)
numbering linked)
No
linked to WP)
WP1 S1.1. Advisory Board expert fees for annual Task 1.4: 24 000,00 For quality and annual Open and
quality and impact review (external Involvement of AI reviewing of AIRE transparanent selection
experts). 4-5 external experts are involved and robotics experts impact, external experts of experts (state
to analyse AIRE outcomes, deliverables for annual reviewing are included tendering rules applied)
and impact once a year. AB also evaluates and selection of with quality criterias and
possible Innovation Radar projects demo projects methodology.
developed in AIRE EDIH. (TALTECH)
WP 2 S2.1 A pool of external AI mentors is involved Task 2.2 AI suitability 210 000,00 To avoid market Open and
by TEHNOPOL (one tender for the assessment disturbance and to transparanent selection
consortium). Tasks: Mapping AIRE client’s (TEHNOPOL) have the best AI of AI mentors (state
potential and suitability in developing and mentors on board who tendering rules applied)
applying AI in their company either in will help the AIRE clients with quality criterias and
production digitalisation or product with AI suitability methodology.
digitalisation (in case of own products). assessment and
Mapping company’s need for training mapping possible
(WP3), funding (WP4), test-beds and innovation projects (also
demo-projects with universities (Task 2.3 for Innovation Radar
and Task 2.5). A pool of private AI mentors potential) for T2.3
is also relevant to build a bridge between (S2.2).
clients and private sector service providers.
WP2 S2.2 External experts for test before invest AI Task 2.3 Test before 224 520,00 To include expertise that Open and
and robotics demoprojects and invest AI and is not available internally transparanent selection
experiments. Universities carry out robotics demo and have the best of AI, robotics, big data,
demoprojects with a total of 54 companies projects – technical experts cybersecurity experts
(use-case type of pilots) and where involvement of available on market (state tendering rules
necessary, external experts are also external AI experts outside universities for applied) with quality
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Call: DIGITAL-2021-EDIH-INITIAL-01 - European Digital Innovation Hubs
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involved (AI, cybersecurity, HPC, big data, (TALTECH, UT, public-private criterias and
robotics, data management, etc). EMU, IMECC) collaboration. methodology).
WP3 S3.1 External experts are involved as trainers to T3.2 AI and robotics 30 575,00 To include expertise that Open and
AI and robotics related trainings to SME.s – trainings to SMEs is not available internally transparanent selection
involvelment of external experts as trainers, and mid-caps of experts (state
for example company representatives to (TALTECH, UT, tendering rules applied)
describe AI and robotics use-cases as best EMU, IMECC) with quality criterias and
practices. methodology.
WP4 S4.1 External expert for involvement of private T 4.3 Support to find 14 400,00 To include expertise that Open and
funding (private consultants involved to private funding is not available internally transparanent selection
AIRE clients). (TEHNOPOL) of experts (state
tendering rules applied)
with quality criterias and
methodology.
WP4 S4.2 External experts and consultants are T4.4 Initiation of 30 500,00 To include expertise that Open and
involved to prepare AI and robotics projects Horizon, DEP, EIC is not available internally transparanent selection
applications to Horizon Europe, DEP, etc. Accelerator and of experts (state
other projects in the tendering rules applied)
field of AI and with quality criterias and
robotics (TALTECH, methodology.
UT)
WP6 S6.1 External expert is involved to for T6.3 for 7 800,00 To include expertise that Open and
dissemination materials and content dissemination and is not available internally transparanent selection
(translation, editing and design). communication of experts (state
(translation, editing tendering rules applied)
and design). with quality criterias and
TALTECH and UT methodology.
WP6 S6.2 External expert for development of videos Task 6.4. Show-room 29 000,00 To include expertise that Open and
and design of AIRE brand materials for the concept and digital is not available internally transparanent selection
AIRE Show-Room content. materials of AIRE of experts (state
brand and AI tendering rules applied)
awareness raising with quality criterias and
materials (incl methodology.
videos).
Other issues: Not applicable (total sub-contracting costs 570 795 euros i.e. 9,51 %)
If subcontracting for the entire project goes beyond 30% of the total eligible
costs, give specific reasons.
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01.11.2021
5. OTHER
5.1 Ethics – Ethics issues are addressed in the annexed “Ethics issues table”
5.2 Security – Not applicable
6. DECLARATIONS
Double funding
Information concerning other EU grants for this project
Please note that there is a strict prohibition of double funding from the EU budget (except YES/NO
under EU Synergies actions).
We confirm that to our best knowledge neither the project as a whole nor any parts of it have YES
benefitted from any other EU grant (including EU funding managed by authorities in EU
Member States or other funding bodies, e.g. Erasmus, EU Regional Funds, EU Agricultural
Funds, European Investment Bank, etc). If NO, explain and provide details.
We confirm that to our best knowledge neither the project as a whole nor any parts of it are YES
(nor will be) submitted for any other EU grant (including EU funding managed by authorities in
EU Member States or other funding bodies, e.g. Erasmus, EU Regional Funds, EU Agricultural
Funds, European Investment Bank, etc). If NO, explain and provide details.
Financial support to third parties (if applicable)
If in your project the maximum amount per third party will be more than the threshold amount set in the Call document,
justify and explain why the higher amount is necessary in order to fulfil your project’s objectives.
Not applicable.
ANNEXES
LIST OF ANNEXES
Standard
Detailed budget table/Calculator (annex 1 to Part B) — not applicable
CVs (annex 2 to Part B) — not applicable
Annual activity reports (annex 3 to Part B) — not applicable
List of previous projects (annex 4 to Part B) — annexed
Special
Other annexes (annex 5 to Part B):
Proof of Member State Designation
50
Lisa 1 EDIH AIRE keskuse finantsplaan 2022-2025
2022 2023 2024 2025
Kogueelarve (100%) 36 kuud (6 kuud)* (12 kuud)* (12 kuud)* (6 kuud)*
1. Kogueelarve (100%) 6 000 000 1 000 000 2 000 000 2 000 000 1 000 000
2. Euroopa Komisjoni EDIH toetus, 50% 3 000 000 500 000 1 000 000 1 000 000 500 000
3. Riigi- ja EDIH AIRE partnerite osakaal kokku, 50% 3 000 000 500 000 1 000 000 1 000 000 500 000
3.1 Riigi toetus, 40% 2 400 000 400 000 800 000 800 000 400 000
3.2 AIRE keskuse partnerite omafinantseering, 10% 600 000 100 000 200 000 200 000 100 000
Kogueelarve, 100% 6 000 000 1 000 000 2 000 000 2 000 000 1 000 000
*Kalendriaastate vaheline jaotus on indikatiivne
SIHTOTSTARBELISE ERALDISE LEPING nr 18-9/390
13.07.2022
Majandus- ja Kommunikatsiooniministeerium (edaspidi MKM või Ministeerium), registrikood
70003158, asukohaga Suur-Ameerika 1, 10122 Tallinn, keda esindab MKMi põhimääruse alusel
ettevõtlus- ja infotehnoloogiaminister Andres Sutt
ja
Tallinna Tehnikaülikool (edaspidi Eraldise saaja), registrikood 74000323, asukohaga Ehitajate
tee 5, 19086 Tallinn, kes on välja valitud vastavalt väliskaubandus- ja infotehnoloogiaministri
21.05.2020 käskkirjale nr 101 „Konkurss Euroopa Liidu digitaalse innovatsiooni keskuse
võrgustikus Eesti riigi soovitusel osaleva konsortsiumi väljaselgitamiseks“, ning keda esindab
rektori 22.12.2016 käskkirja nr 186 alusel ettevõtlusprorektor Sven Illing,
- Vastavalt väliskaubandus- ja infotehnoloogiaministri 21.05.2020 käskkirjale nr 101
„Konkurss Euroopa Liidu digitaalse innovatsiooni keskuse võrgustikus Eesti riigi
soovitusel osaleva konsortsiumi väljaselgitamiseks“ korraldatud konkursile valiti Eraldise
saaja koos Tartu Ülikooli, Eesti Maaülikooli, IMECC OÜ, SA Tartu Teaduspargi ja SA
Tallinna Teaduspark Tehnopoliga Euroopa Liidu digitaalse innovatsiooni keskuse
võrgustikus Eesti riigi soovitusel osaleva konsortsiumiks;
- Digitaalse Euroopa programm on EL rahastusperioodi 2021–2027 raamprogramm, mille
raamides rahastatakse EL digitaalse innovatsiooni keskuste piiriülese võrgustiku rajamist
ning programmi Euroopa Komisjoni avaldatud dokumendi European Digital Innovation
Hubs in Digital Europe Programme Draft Working Document 30-03-2020 kohaselt
eeldatakse Eesti riigi soovitusel osaleva konsortsiumi elluviidava projekti puhul
siseriiklikku kaasrahastust 50% ulatuses, mis võib koosneda riiklikust, regionaalsest ja/või
erasektori rahastusest;
- Eraldise saaja, Tartu Ülikooli, Eesti Maaülikooli, IMECC OÜ, SA Tartu Teaduspargi ja
SA Tallinna Teaduspark Tehnopoli konsortsium esitas 22.02.2022 Euroopa Komisjoni
korraldatud suunatud taotlusvoorus MKM-i läbivaadatud põhiprojekti ja esitas riigipoolse
kaasrahastuse kinnituskirja 03.02.2022 No 18-3/2022/847-1 The proof of EU Member
State designation;
- 16.06.2022 sai Eraldise saaja Euroopa Komisjoni otsuse, mille kohaselt on tema elluviidav
projekt saanud Euroopa Liidu poolse toetuse summas 3 000 000 eurot;
- Eelnevast tulenevalt sõlmivad pooled alljärgneva riigieelarvelise sihtotstarbelise toetuse
kasutamise lepingu (edaspidi leping):
edaspidi nimetatud eraldi pool või koos pooled, sõlmisid alljärgneva lepingu:
1. Lepingu objekt
2
1.1. Lepingu objektiks on 2 400 000 euro suuruse toetuse (edaspidi eraldis) Eraldise saajale
eraldamise tingimuste ja korra ning Eraldise saaja poolt eraldise kasutamisega seotud õiguste ja
kohustuste kindlaksmääramine.
1.2. Eraldise saaja kohustub eraldist kasutama Eraldise saaja ja Tartu Ülikooli, Eesti Maaülikooli,
IMECC OÜ, SA Tartu Teaduspargi ja SA Tallinna Teaduspark Tehnopoliga (edaspidi partnerid)
koostöös elluviidava „AI & Robotics Estonia (EDIH)“ projekti 101083677 - AIRE (edaspidi
projekt) Eesti riigi poolse kaasrahastusena kooskõlas Digitaalse Euroopa programmi taotlusvooru
tingimustega. Eraldise kasutamise aluseks on Digitaalse Euroopa programmi raames Euroopa
Komisjoni heaks kiidetud taotlus (lisa 1), eelarve (lisa 2) ja riigiabi ja vähese tähtsusega abi reeglid
AIRE teenuste lõikes (lisa 3).
1.3. Ministeerium kannab eraldise Eraldise saaja kontole IBAN EE201010052037382001, SWIFT
EEUHEE2X, AS SEB Pank osamaksetena järgnevalt:
1.3.1. Esimene osamakse summas 400 000 eurot kantakse üle 10 kalendripäeva jooksul lepingu
jõustumisest arvates.
1.3.2. Teine osamakse summas 400 000 eurot kantakse üle esitatud sisulise vahearuande (edaspidi
vahearuanne) alusel. Eraldise saaja esitab esimese vahearuande hiljemalt 31.01.2023 ning 10
kalendripäeva jooksul selle heakskiitmisest arvates kannab Ministeerium teise osamakse üle.
1.3.3. Kolmas osamakse summas 400 000 eurot kantakse üle esitatud teise vahearuande alusel.
Eraldise saaja esitab vahearuande hiljemalt 15.08.2023 ning 10 kalendripäeva jooksul selle
heakskiitmisest arvates kannab Ministeerium kolmanda osamakse üle.
1.3.4. Neljas osamakse summas 400 000 eurot kantakse üle esitatud kolmanda vahearuande alusel.
Eraldise saaja esitab vahearuande hiljemalt 31.01.2024 ning 10 kalendripäeva jooksul selle
heakskiitmisest arvates kannab Ministeerium neljanda osamakse üle.
1.3.5. Viies osamakse summas 400 000 eurot kantakse üle esitatud neljanda vahearuande alusel.
Eraldise saaja esitab vahearuande hiljemalt 15.08.2024 ning 10 kalendripäeva jooksul selle
heakskiitmisest arvates kannab Ministeerium viienda osamakse üle.
1.3.6. Kuues osamakse summas 400 000 eurot kantakse üle esitatud viienda vahearuande alusel.
Eraldise saaja esitab vahearuande hiljemalt 31.01.2025 ning 10 kalendripäeva jooksul selle
heakskiitmisest arvates kannab Ministeerium kuuenda osamakse üle.
2. Ministeeriumi õigused
2.1. Ministeeriumil on õigus kontrollida Eraldise saaja tegevuse vastavust lepingus toodud
nõuetele ja eraldise kasutamise sihipärasust ning mõjusust, sealhulgas:
2.1.1. saada täiendavat informatsiooni Eraldise saajalt tema tegevuse ja projekti kohta;
2.1.2. kontrollida Eraldise saaja juures Ministeeriumile esitatud aruandluse, informatsiooni või
dokumentide õigsust ja eraldise saamisel esitatud asjaolude vastavust;
2.1.3. auditeerida Eraldise saaja tegevust lepingu täitmisel.
3. Eraldise saaja õigused ja kohustused
3.1. Eraldise saajal on õigus kasutada eraldist vastavalt lepingule.
3.2. Eraldise saajal on õigus teha Ministeeriumile ettepanekuid lisas 1 toodud tegevuste ja lisas 2
toodud eelarve muutmiseks.
3.3. Eraldise saajal on kohustus koostada Ministeeriumi nõudmisel eraldise kasutamisega seotud
ülevaateid ja muul viisil anda aru eraldise kasutamisest ning projekti edenemisest.
3.4. Eraldise saajal on kohustus korraldada igas kvartalis lisas 1 nimetatud juhtkomitee (steering
group) koosolekuid, kus osalevad partnerite juhtorganite esindajad ja MKMi esindaja. Kaks korda
aastas vaatab juhtkomitee üle ja kinnitab projekti viimase kuue kuu progressi ning eeloleva kuue
kuu detailse tööplaani ja mõõdikute (lisa 1 key performance indicator, edaspidi KPI) põhise
eelarve.
3.5. Eraldise saajal on vähese tähtsusega abi ja riigiabi andmisega seotud järgmised kohustused:
3
3.5.1. kanda vähese tähtsusega abi ja riigiabi andmed riigiabi ja vähese tähtsusega abi registrisse;
3.5.2. säilitada vähese tähtsusega abi ja riigiabi andmisega seotud dokumente kümme aastat alates
päevast, mil käesoleva lepingu alusel tehti viimane väljamakse.
3.6. Eraldise saajal on kohustus informeerida Ministeeriumit olukorrast, kus lepingu täitmine
osutub võimatuks. Sellisel juhul kohustuvad pooled kokku leppima järgneva 30 kalendripäeva
jooksul edasise tegevuse ja muudavad vajadusel lepingut.
3.7. Eraldise saajal on kohustus tagada auditeerivatele ja kontrollivatele Ministeeriumi ametnikele
juurdepääs tööks vajalikule informatsioonile ning dokumentidele, arvestades asjaolu, et ametnikud
on antud ülesande täitmisel kohustatud täitma isikuandmete kaitse seadusest ja isikuandmete kaitse
üldmäärusest tulenevaid nõudeid. Käesolevas punktis nimetatud rikkumisel ametnike poolt
vastutab Eraldise saajale tekkivate kahjude eest Ministeerium.
3.8. Eraldise saajal on kohustus tagastada projekti lõppemisel sihipäraselt kasutamata jäänud
eraldise jääk Ministeeriumile hiljemalt 30 kalendripäeva jooksul peale lõpparuande Ministeeriumi
poolset kinnitamist. Projekti ennetähtaegse lõpetamise või lepingu ennetähtaegse ülesütlemise
korral tagastatakse kasutamata jäänud eraldise jääk punktis 4.6 toodud aruande esitamise tähtajaks.
4. Eraldise saaja aruanded
4.1. Eraldise saaja esitab Ministeeriumile vahearuanded punktides 1.3.2–1.3.6 sätestatud
tähtpäevadeks ja lõpparuande 45 kalendripäeva jooksul pärast lisas 1 näidatud tegevuste
lõppemist, kuid mitte hiljem kui 15.08.2025.
4.2. Vahearuandes esitatakse: juhtkomitee poolt kinnitatud võtmemõõdikute (lisas 1 toodud target
KPI) progress, ülevaade tekkinud tööstusomandist ning juhtkomitee poolt kinnitatud eeloleva kuue
kuu detailne tööplaan. Kolmanda vahearuandega esitatakse täiendavalt ka ülevaade Eraldise
kasutamisest projekti esimese 18 kuu jooksul vastavalt Euroopa Komisjoni EDIH
finantsaruandluse nõuetele. Lõpparuanne sisaldab ülevaadet projekti võtmemõõdikute
tulemuslikkusest, tekkinud tööstusomandist ning Eraldise kasutamisest.
4.3. Ministeerium annab Eraldise saaja vahe- ja lõpparuandele hinnangu e-posti teel 30
kalendripäeva jooksul lõpparuande saamisest arvates.
4.4. Kui Ministeerium ei kiida vahe- või lõpparuannet heaks ja osutab selle puudustele, täiendab
või parandab Eraldise saaja vahe- või lõpparuannet ning esitab kahe nädala jooksul Ministeeriumi
hinnangu saamisest arvates Ministeeriumile parandatud aruande. Ministeerium annab parandatud
aruandele hinnangu kahe nädala jooksul selle saamisest arvates.
4.5. Kui Ministeerium ei anna aruandele või parandatud aruandele hinnangut punktis 4.3 või 4.4
toodud tähtajaks, loetakse aruanne Ministeeriumi poolt heakskiidetuks.
4.6. Projekti ennetähtaegse lõpetamise või lepingu ennetähtaegse ülesütlemise korral tuleb esitada
aruanne tehtud ja tegemata jäänud kulutuste ning tehtud ja tegemata jäänud tegevuste kohta 30
kalendripäeva jooksul pärast projekti ennetähtaegset lõpetamist või lepingu ennetähtaegset
ülesütlemist.
5. Poolte vastutus
5.1. Pooled vastutavad lepingust tulenevate kohustuste täitmata jätmise või mittenõuetekohase
täitmise eest vastavalt kehtivatele õigusaktidele.
5.2. Lepingu olulise rikkumise korral vastavalt VÕS § 116 lõikele 2 on Eraldise saajal kohustus
tagastada eraldis 30 kalendripäeva jooksul arvates Ministeeriumilt teavituse saamisest lepingu
olulise rikkumisest. Kui eraldist tähtpäevaks ei tagastata, maksab Eraldise saaja tagasimaksmisele
kuuluva eraldise summa jäägilt intressi määraga 6 kuu Euribor + 5% aastas. Intressiarvestuse
baasiks on tegelik päevade arv kuus ja 360-päevane aasta.
6. Vaidluste lahendamine
6.1. Pooled lahendavad kõik lepinguga seotud omavahelised erimeelsused ja vaidlused
kokkuleppeliselt.
4
6.2. Kui erimeelsusi ei ole võimalik kokkuleppeliselt lahendada, siis lahendatakse vaidlus Harju
Maakohtus vastavalt kehtivatele õigusaktidele.
6.3. Lepingule kohaldatakse Eesti Vabariigis kehtivaid õigusakte.
7. Lepingu muutmine ja lõpetamine
7.1. Kõik lepingu muudatused vormistatakse kirjaliku kokkuleppena, mis on lepingu lahutamatu
osa ja need jõustuvad pärast nende allakirjutamist mõlema poole poolt või poolte poolt kirjalikult
määratud tähtajal.
7.2. Ministeeriumil on õigus leping ennetähtaegselt üles öelda või taganeda sellest Eraldise saaja
lepinguliste kohustuste mittetäitmise või mittenõuetekohase täitmise korral.
7.3. Eraldise saajal on õigus leping ennetähtaegselt üles öelda Ministeeriumi lepinguliste
kohustuste mittetäitmise või mittenõuetekohase täitmise korral.
7.4. Lepingu ennetähtaegsest ülesütlemisest või lepingust taganemisest etteteatamise tähtaeg on
60 kalendripäeva.
8. Vääramatu jõud
Lepingu täitmise lõpetamine või mittenõuetekohane täitmine loetakse põhjendatuks, kui see on
tingitud vääramatu jõuna kvalifitseeritavatest asjaoludest s.o asjaolu, mida pooled ei saanud
mõjutada ja mõistlikkuse põhimõttest lähtudes ei saanud neilt oodata, et nad lepingu sõlmimise
või lepinguvälise kohustuse tekkimise ajal selle asjaoluga arvestaksid või seda väldiksid või
takistava asjaolu või selle tagajärje ületaksid, kusjuures pooled on kohustatud rakendama kohaseid
meetmeid, et ära hoida teisele poolele kahju tekitamine ja tagama võimaluste piires oma lepingust
tulenevate ja sellega seotud kohustuste täitmine.
9. Intellektuaalne omand AIRE demoprojektides
9.1. Intellektuaalse omandi õigused käesoleva lepingu tähenduses (IO õigused) on kõik
intellektuaalse omandi kaitsevormid kõikjal maailmas, sh aga mitte ainult, leiutised, patendid,
mikrolülituse topoloogiad, kasulikud mudelid, tööstusdisainilahendused, autoriõigused ja
autoriõigustega kaasnevad õigused, andmebaasi tegija õigused, kaubamärgid, ärisaladus ja
taotlused nimetatud õiguste registreerimiseks.
9.2. Pooled eeldavad, et AIRE demoprojektides kasutatakse sisendina ning projektis võib tekkida
eelkõige autoriõigusega kaitstavat intellektuaalset omandit, sh tarkvara. AIRE demoprojektides
kasutatakse sisendina ning luuakse vabavaralist tarkvara, mis võimaldab demoprojekti tulemusi
avalikustada ja vabalt kasutada, sh ärilistel eesmärkidel (nt Apache, BSD või MIT litsentsi alusel).
Demoprojekti mittekonfidentsiaalsed tulemused avaldatakse avatud teaduse põhimõtete kohaselt
ja tehakse kättesaadavaks mõne avaliku koodihoidla kaudu.
9.3. AIRE demoprojekti käigus ning pärast selle lõppu hoitakse konfidentsiaalsena ettevõtja
ärialast ja tehnoloogilist oskusteavet.
9.4. Pooled eeldavad, et üldjuhul AIRE demoprojektides ei teki uut tööstusomandit (patendi või
kasuliku mudelina kaitstavaid leiutisi). Kui demoprojekti käigus siiski tekib kaitstavat
tööstusomandit, siis määratakse selle kuuluvus vastavalt tööstusomandi autorsusele, sh autori ja
tema tööandja vahelistele kokkulepetele. Tööstusomandi omanik annab sellise tööstusomandi
kasutamiseks huvitatud isikutele litsentsi õiglastel ja mõistlikel tingimustel ehk turutingimustel,
mis võib sisaldada litsentsitasu tööstusomandi kaitsmiseks vajalike kulutuste katmiseks ja
tööstusomandi autoritele seaduses sätestatud tulu tagamiseks.
9.5. AIRE demoprojekt ei mõjuta varasema tööstusomandi kuuluvust ning sellega seotud
kasutusõigusi.
9.6. Erandjuhul võib AIRE demoprojekti elluviimiseks olla vajalik varasem intellektuaalne
omand, mille sisend ei ole kättesaadav vabavaralise tarkvarana või mille sisend on kaitstud
tööstusomandina. Intellektuaalse omandi, sh tööstusomandi kuuluvuse ja kasutamise tingimused
sellises projektis räägivad pooled läbi eraldi, arvestades varasema intellektuaalse omandi
5
kuuluvust ja selle suhtes kehtivaid kasutustingimusi, samuti riigiabi ja grupierandi reegleid ning
sellise lepingu tingimused kooskõlastab Eraldise saaja kontaktisik eelnevalt e-posti teel
Ministeeriumi kontaktisikuga.
10. Lepingu kehtivus
10.1. Leping jõustub selle allakirjutamise hetkest mõlema poole poolt.
10.2. Leping kehtib kuni mõlema poole kõikide lepinguliste kohustuste täitmiseni.
11. Lõppsätted
11.1. Leping koos lisadega avalikustatakse Ministeeriumi veebilehel viie tööpäeva jooksul lepingu
sõlmimisest arvates.
11.2. Eraldise saaja kontaktisik on Kirke Maar
[email protected]. MKMi kontaktisik
lepinguga seotud küsimustes on majandusarengu osakonna nõunik Marily Hendrikson
[email protected]
11.3. Pooled teavitavad üksteist kontaktisikute muutumisest ja vajadusel täiendavatest
kontaktisikutest.
11.4. Lepinguga seotud teated ja aruanded tuleb edastada poole lepingus märgitud kontaktisiku e-
posti aadressile.
11.5. Eraldise saajate kontaktisikud lepinguga seotud küsimustes on Eraldise saajate poolt
volitatud allkirjastama ja esitama Ministeeriumile Eraldise saajate nimel aruandeid ja parandatud
aruandeid vastavalt lepingu punktile 4.
12. Poolte andmed ja allkirjad:
Ministeerium: Eraldise saaja:
Majandus-ja Kommunikatsiooniministeerium Tallinna Tehnikaülikool
reg nr 70003158 reg nr 74000323
Suur-Ameerika 1, 10122 Tallinn Ehitajate tee 5, 19086 Tallinn
tel. 6256 330 tel. 6202010
A/a: EE 93 2200 2210 2377 8606 Swedbank A/a: EE201010052037382001 SEB
(allkirjastatud digitaalselt) (allkirjastatud digitaalselt)
Andres Sutt Sven Illing
ettevõtlus- ja infotehnoloogiaminister ettevõtlusprorektor
Lisa 3. Riigiabireeglid teenuste lõikes
1. AIRE teenus on riigiabi Euroopa Liidu toimimise lepingu (ELTL) Artikli 107
tähenduses. Abi andmisel lähtutakse Euroopa Komisjoni määrusest (EL) nr 1407/2013,
milles käsitletakse ELTL artiklite 107 ja 108 kohaldamist vähese tähtsusega abi suhtes
(ELTL 352, 24.12.2013, lk 1-8) (edaspidi „VTA määrus“) ja konkurentsiseaduse §-s 33
ning Euroopa Komisjoni 17. juuni 2014. aasta määrusest (EL) nr 651/2014 ELi
aluslepingu artiklite 107 ja 108 kohaldamise kohta, millega teatavat liiki abi
tunnistatakse siseturuga kokkusobivaks, ELTL 187, 26.6.2014, lk 1—78 (edaspidi
„grupierandi määrus“) ning konkurentsiseaduse §-st 342.
2. AIRE teenuse saamisega seotud riigiabi arvestatakse järgnevas tabelis toodud
põhimõtete järgi. Teatud juhtudel on teenuse saajal võimalik valida, milliseid
riigiabireegleid tema suhtes kohaldatakse (näiteks, väike- ja keskmise suurusega
ettevõtja (VKE) puhul võib VKE valida kas vähese tähtsusega abi või grupierandi artikli
28 vahel).
3. Riigiabireegleid kohaldatakse saadud teenuse maksumusest vastavalt Eesti
riigieelarvelise rahastuse osakaalule AIRE projekti kogurahastuses.
Tabel
AIRE teenus Riigiabireegli viide
Digiküpsuse hindamine 1. VTA määrus – teenus on vähese tähtsusega abi väike- ja
AI ja robootika otstarbekuse keskmise suurusega ettevõtjate (VKE) kui suurettevõtjate
hindamine puhul
AI ja robootika koolitused 2. Grupierandi määruse artikkel 28 (VKE-dele antav
Finantseerimise alane innovatsiooniabi). Teenuse saaja kinnitab allkirjaga, et ta
nõustamine vastab VKE määratlusele
Muu ettevõttepõhine 3. Riigiabireegleid ei kohaldata, kui ettevõte maksab teenuse
nõustamine eest hinnakirja alusel täishinna
AI ja robootika 1. VTA määrus – VTA nii VKE-de kui suurettevõtjate puhul
demoprojektid 2. Grupierandi määruse artikkel 28 (VKE-dele antav
innovatsiooniabi). Teenuse saaja kinnitab allkirjaga, et ta
vastab VKE määratlusele
3. Grupierandi määruse artikkel 25 (Teadus- ja
arendusprojektidele antav abi)
4. Riigiabireegleid ei kohaldata, kui ettevõte maksab teenuse
eest hinnakirja alusel täishinna
Lisainfo:
VTA määrus:
1) Ühele ettevõtjale antava vähese tähtsusega abi kogusumma koos muudest allikatest
varem saadud vähese tähtsusega abiga ei tohi mis tahes kolme majandusaasta pikkuse
ajavahemiku jooksul ületada 200 000 eurot (VTA määrus, artikkel 3.2). Vähese
tähtsusega abi suuruse arvutamisel loetakse üheks ettevõtjaks VTA määruse artikli 2
lõikes 2 nimetatud ettevõtja.
2) Vähese tähtsusega abi ei anta VTA määruse artikli 1 lõikes 1 sätestatud juhtudel.
3) Vähese tähtsusega abi andmisel võetakse arvesse VTA määruse artiklis 5 sätestatud
vähese tähtsusega abi kumuleerimisreegleid.
Grupierandi määrus:
Artikkel 25 (teadus- ja arendusprojektidele antav abi) sätestab abi osakaalu määrad eri tüüpi
teadus- ja arendustegevuse kategooriate kaupa (alusuuringud, rakendusuuringud, tootearendus,
teostatavusuuringud), samuti abi osakaalu määra suurendamise võimalused, kuid igal juhul
eeldatakse ettevõtja poolse omafinantseeringu olemasolu.
Artikkel 28 (VKEdele antav innovatsiooniabi) sätestab abikõlblike kuludena muuhulgas
innovatsiooni nõuandeteenused ja tugiteenused, kusjuures abi osakaal on kuni 100%
abikõlbulikest kuludest, innovatsiooni nõuandeteenusteks ja tugiteenusteks antava abi
kogusumma ei ületa 200 000 eurot ettevõtja kohta mis tahes kolmeaastase ajavahemiku jooksul.
1) Grupierandi määruse alusel ei anta riigiabi grupierandi määruse artikli 1 lõigetes 2–5
sätestatud juhtudel, sh ettevõtjale, kellele Euroopa Komisjoni eelneva otsuse alusel,
millega abi on tunnistatud ebaseaduslikuks ja siseturuga kokkusobimatuks, esitatud
korraldus abi tagasimaksmiseks on täitmata.
2) Grupierandi määruse alusel ei anta riigiabi raskustes ettevõtjale grupierandi määruse
artikkel 2 punkti 18 tähenduses.
3) Grupierandi määruse alusel riigiabi andmisel ei tohi abi saaja alustada projektiga seotud
tegevusi ega võtta kohustusi nimetatud tegevuste elluviimiseks enne taotluse esitamist
Tallinna Tehnikaülikoolile. Taotluses tuuakse vähemalt grupierandi määruse artikkel 6
lõikes 2 sätestatud teave.
4) Grupierandi määruse artikkel 25 alusel võib riigiabi anda alusuuringuteks,
rakendusuuringuteks, tootearenduseks või teostatavusuuringuteks. Alusuuringu mõiste
on sätestatud grupierandimääruse artikkel 2 punktis 84, rakendusuuringu mõiste artikkel
2 punktis 85, tootearenduse mõiste artikkel 2 punktis 86 ja teostatavusuuringu mõiste
artikkel 2 punktis 87.
5) Grupierandi määruse artikkel 25 alusel alusuuringuteks, rakendusuuringuteks või
tootearenduseks on abikõlblikud artikkel 25 lõikes 3 sätestatud kulud.
Teostatavusuuringuteks antava abi puhul on abikõlblikud teostatavusuuringu kulud.
6) Grupierandi määruse artikkel 25 alusel alusuuringuteks antava riigiabi puhul on abi
maksimaalne osakaal 100 protsenti abikõlblikest kuludest.
7) Grupierandi määruse artikkel 25 alusel rakendusuuringuteks antava riigiabi puhul on
abi maksimaalne osakaal:
a. 70 protsenti abikõlblikest kuludest väikeettevõtja korral;
b. 60 protsenti abikõlblikest kuludest keskmise suurusega ettevõtja korral;
c. 50 protsenti abikõlblikest kuludest suurettevõtja korral.
8) Juhul, kui rakendusuuringu projekt hõlmab grupierandi määruse artikkel 2 punkti 90
kohast tõhusat koostööd vastavalt artikkel 25 lõige 6 punkti b alapunktis i sätestatule
või projekti tulemusi levitatakse laialdaselt, on abi maksimaalne osakaal:
a. 80 protsenti abikõlblikest kuludest väikeettevõtja korral;
b. 75 protsenti abikõlblikest kuludest keskmise suurusega ettevõtja korral;
c. 65 protsenti abikõlblikest kuludest suurettevõtja korral.
9) Grupierandi määruse artikkel 25 alusel tootearenduseks antava riigiabi puhul on abi
maksimaalne osakaal:
a. 45 protsenti abikõlblikest kuludest väikeettevõtja korral;
b. 35 protsenti abikõlblikest kuludest keskmise suurusega ettevõtja korral;
c. 25 protsenti abikõlblikest kuludest suurettevõtja korral.
10) Juhul, kui tootearenduse projekt hõlmab grupierandi määruse artikkel 2 punkti 90
kohast tõhusat koostööd vastavalt artikkel 25 lõige 6 punkti b alapunktis i sätestatule
või projekti tulemusi levitatakse laialdaselt, on abi maksimaalne osakaal:
a. 60 protsenti abikõlblikest kuludest väikeettevõtja korral;
b. 50 protsenti abikõlblikest kuludest keskmise suurusega ettevõtja korral;
c. 40 protsenti abikõlblikest kuludest suurettevõtja korral.
11) Grupierandi määruse artikkel 25 alusel teostatavusuuringuteks antava riigiabi puhul on
abi maksimaalne osakaal:
a. 70 protsenti abikõlblikest kuludest väikeettevõtja korral;
b. 60 protsenti abikõlblikest kuludest keskmise suurusega ettevõtja korral;
c. 50 protsenti abikõlblikest kuludest suurettevõtja korral.
12) Grupierandi määruse artikkel 28 alusel VKEdele antava innovatsiooniabi puhul on
abikõlblikud grupierandi määruse artikkel 28 lõikes 2 sätestatud kulud.
13) Grupierandi määruse artikkel 28 alusel VKEdele antava innovatsiooniabi puhul on abi
maksimaalne osakaal 50 protsenti abikõlblikest kuludest. Innovatsiooni
nõuandeteenusteks ja tugiteenusteks antava abi osakaalu võib suurendada kuni 10
protsendini abikõlblikest kuludest, kui abi kogusumma ei ületa 200 000 eurot ettevõtja
kohta mis tahes kolmeaastase ajavahemiku jooksul.
14) Omafinantseeringu määr peab katma abikõlblikest kuludest osa, mida abi ei kata.
15) Omafinantseeringuna ei käsitleta teisi riigi, kohaliku omavalitsuse üksuse või Euroopa
Liidu institutsioonide või fondide antud toetusi.