1

AI TOOTEPÕHISTE ETTEVÕTETE TEKITAMISE NING RAHVUSVAHELISELE KASVULE VIIMISE

PROGRAMMI PAKKUMUS 2025–2027

SA Tallinna Teaduspark Tehnopol (Tehnopol) teeb ettepaneku Eesti AI tootepõhiste

ettevõtete esile kutsumise ja rahvusvahelisele kasvule viimise programmi (edaspidi AI

programmi) elluviimiseks 2025–2027 aastal. Programmi eesmärk on tuua turule uusi

ettevõtteid, mis arendavad unikaalset AI toodet või teenust, pakkuda ettevõtetele

rahvusvahelist kompetentsi ja tuge välisturgudele laienemiseks, kapitali kaasamiseks ning

leida Euroopa-üleseid koostööprojekte ning rahastusvõimalusi, et tagada selliste ettevõtete

kiire areng.

AI programm aitab kaasa Eesti strateegilisele eesmärgile jõuda 2030. aastaks 500

süvatehnoloogilise (deep-tech) ettevõtteni ökosüsteemis ja tagada tehisintellektil põhinevate

lahenduste laiaulatuslik rakendamine nii era- kui avalikus sektoris. AI programmi koostamisel

lähtutakse Tehnopoli kogemusest AI arenguprogrammi ellu viimisel aastatel 2022–2024.

AI PROGRAMMI EESMÄRGID

1. AI tootepõhiste iduettevõtete tekkele kaasa aitamine ja turule toomine AI

kiirendiprogrammiga

Programmi esimeseks eesmärgiks on luua uusi AI-tehnoloogiaid arendavaid idu- ning

hargettevõtteid (spin-off) ning toetada nende abil uute tehisintellektipõhiste toodete ja

teenuste turule toomist. AI kiirendiprogrammiga pakutakse uutele, varajase faasi, AI

iduettevõtetele abi toote- ja äriarenduses ning leitakse esmased kliendid või turul testimise

võimalused. AI programmi perioodil tuuakse turule 32 AI tootepõhist iduettevõtet, kes

saavutavad oma esimese käibe ja selle kasvu, mis kajastub ettevõtte kiirendi lõpetamise

hetkele järgneva majandusaasta aruandes.

2. AI tehnoloogiatel põhinevate kasvuettevõtete toetamine nende rahvusvahelistel

turgudel laienemisel ja kapitali kaasamisel läbi rahvusvaheliselt kõrgelt hinnatud 10

mentori kompetentsi ja partnerlussuhete

Programmi teiseks eesmärgiks on koondada 10 rahvusvahelistest mentoritest koosnev AI

tippekspertiis ja luua koostöövõrgustikud Eestis tegutsevate või rahvusvaheliste

partneritega, tagamaks AI tehnoloogiatel põhinevate ettevõtete jõudmine (välis)turgudele ja

täiendava rahastuseni. Eesmärgi saavutamiseks luuakse võrgustik AI tippekspertidest, keda

kaasatakse üks-ühele nõustamiseks AI tootepõhiste ettevõtete kasvuambitsioonide

saavutamisel. Lisaks sellele kasutab Tehnopol täna toimivaid koostöövõrgustikke (EIS, EDIH

AIRE, TalTech, Tartu Ülikool) ning liitub uute rahvusvaheliste võrgustikega, et leida

ettevõtetele paremaid võimalusi rahvusvahelistele turgudele sisenemisel. Tegevuse

elluviimiseks kasutab Tehnopol AI programmi rahastust 2025. aastal, sellest järgnevatel

aastatel rakendatakse eesmärgi saavutamiseks teisi projekte ja rahastusallikaid, mille

ettevalmistused kestavad 2025. aastal. AI programmi rakendamise esimese aasta ehk 2025. a tegevuste järgselt jõuab 3 AI

tootepõhist ettevõtet välisturule (hiljemalt programmi lõpus aastal 2027). Lisaks kasvab

tippekspertide abil programmis osalenud ettevõtete uutest arendatud toodetest

ekspordikäive vähemalt 9 miljonit eurot ja kaasatakse 3 miljonit eurot kapitali

rahvusvahelistest era- või avalikest fondidest, millest vähemalt 2 miljonit eurot on erakapital.

3. Euroopa-üleste projektide ja avalike rahastusvõimaluste leidmine, AI tootepõhiste

ettevõtete kiire tootearenduse, turule jõudmise või kapitali kaasamise toetamiseks

2

Programmi kolmandaks eesmärgiks on leida Euroopa-üleseid projekte ja rahastusvõimalusi,

mis aitavad AI tootepõhistel ettevõtetel lihtsamini ja kuluefektiivsemalt jõuda uutele

eksportturgudele, teostada keerulisi tootearendustegevusi, käivitada klientidega pilootprojekte

ning kaasata kasvuks avalikku- või erakapitali. AI programmi perioodil on eesmärgiks algatada

5 rahvusvahelist projekti (sh. näiteks INTERREG, Horisont, I3 jt. meetmetes), mis toovad

täiendavalt 2-3 miljonit eurot rahastust Eesti AI tootepõhiste ettevõtete toetamiseks ning

millest saavad osa vähemalt 500 Eesti ettevõtet.

EESMÄRKIDE SAAVUTAMISEKS ELLUVIIDAVAD TEGEVUSED

AI programmi kolm eesmärki saavutatakse läbi järgmiste tegevuste.

1. AI tootepõhiste iduettevõtete kiirendiprogramm

Uute AI tehnoloogiaid arendavate iduettevõtete tekkeks on Tehnopol disaininud 6-kuulise AI

vertikaalile mõeldud kiirendiprogrammi, kasutades kogemusi AI arenguprogrammi eelmisest

perioodist. Programm koosneb kvaliteetsetest sihtrühmale vastavatele ja inspireerivatest

ideepäevadest, praktilisest koolitussarjast, mida viiakse ellu koos AI valdkonna ekspertidega,

regulaarkohtumistest võtmementoriga, ekspertmentorite kaasamisest, kohortidele mõeldud

demopäevadest ja valdkondlikest üritustest. Kogu programmi vältel tegeletakse ka aktiivselt

AI põhiste rahvusvaheliste tippekspertide värbamisega mentorbaasi (vt ka p 2 tegevusi). AI

valdkonna rahvusvaheline tippekspert on spetsialist, kellel on AI arendustes tehniline taust

ning kes omab teadmisi ja kogemust AI põhise toote või teenusega müügist rahvusvahelistel

turgudel, omab laiaulatuslikku globaalset ärikontaktide võrgustikku ja suudab tuua Eesti

iduettevõtteid kokku oluliste investorite, organisatsioonide ja võtmeisikutega, et toetada nende

rahvusvahelist kasvu ja innovatsiooni arengut.

AI kiirendiprogrammi sihtrühmaks on varajases faasis AI tehnoloogiaid arendavad

iduettevõtted või hargettevõtted (spin-off), kes vajavad oma toote või teenuse kiiremaks turule

toomiseks ja turutõrke ületamiseks kiirendiprogrammi ekspertmentorite tuge ja koolitusi.

Samuti on sihtrühmaks ka varasemalt AI programmis osalenud AI tehnoloogiatega töötavad

tudengid, teadlased ja VKE-d, kes soovivad lansseerida AI põhiseid tooteid ja/või arendada

uut ärisuunda, toodet.

AI programmis viiakse läbi viis 6-kuulist AI kiirendiprogrammi tsüklit, mille raames toetatakse

ideepäevadel vähemalt 300 unikaalset osalejat, kiirendiprogrammides kokku 40 unikaalset

iduettevõtet (8 ettevõtet kohordis). Lisaks toetatakse demopäevadel (pärast iga

kiirendiprogrammi lõppu) ekspertpaneeli valikul arendusgrandiga kuni 15 ettevõtet (5 kohordi

puhul kuni 3 ettevõtet kohordi kohta).

Hinnanguliselt suudab edukalt kiirendiprogrammi läbida, turu ja toote vahelise sobivuse leida

ca 80% kiirendiprogrammi osalejatest, millest tulenevalt jõuab programmi tulemusel edukalt

turule 32 AI tootepõhist iduettevõtet, kes loovad kasvavat käivet.

3

Kiirendiprogrammi toetavad ideepäevad ja mentorbaasi täiendamine rahvusvaheliste

tippekspertidega

1.1 AI Ideepäevad

Iga AI kiirendiprogrammi tsükli eel korraldatakse AI ideepäev, kokku toimub kolme aastase

programmi vältel 5 AI ideepäeva, kus on kokku 300 osalejat. 2022–2024. a ellu viidud AI

arenguprogramm on aidanud jõuda praktilise ja toimiva ürituse formaadini, mis tagab olulise

ja kvaliteetset iduettevõtete voo AI kiirendiprogrammi. Kolme aasta jooksul valideeritakse AI

valdkonna ekspertide abil vähemalt 60 ettevõtte AI lahenduse turupotentsiaali ja tiimi

tehnilist pädevust, mis aitab kiirendisse tuua kvaliteetsemaid projekte ning rohkem edulugusid,

mis tõstavad programmi mainet. Kolme aasta jooksul jõuab AI kiirendisse 15 ettevõtet, kes

on osalenud ideepäevadel.

AI ideepäevade eesmärgid on: - tutvustada AI kiirendiprogrammi ja kandideerimise protsessi; - võimaldada AI tehnoloogiapõhiseid ideid ja prototüüpe valideerida AI valdkonna

välisekspertidega, saada kohest tagasisidet kitsaskohtade ületamiseks; - inspireerida AI kiirendist sündinud kogemuslugudega; - anda uusi teadmisi ja ülevaadet AI arengutrendidest; - tutvustada rahvusvaheliste AI tippekspertide toel pakutava AI kasvunõustamise

võimalusi; - tutvustada käimaolevaid AI fookusega rahvusvahelisi projekte, mis on avatud Eesti

ettevõtetele.

AI ideepäev 300

osalejat

AI kiirendiprogramm 40

iduettevõtet

Edukalt turul 32

iduettevõtet

Arendusgrantiga tunnustatud

15 iduettevõtet

4

AI ideepäeval osalevad iduettevõtted saavad: infot AI kiirendiprogrammi kohta, tagasisidet oma AI tehnoloogipõhistele äriideedele, uusi valdkondlikke teadmisi, osa võimestavatest kogemuslugudest, võrgustuda, leida koostööpartnereid jpm. Ideepäeva keskmes olevate tagasiside sessioonidel osalevad AI eksperdid aitavad tehisaru kasutavaid tooteid ja ideid turule sobivamaks sättida, vastavad küsimustele, valideerivad eristuvust ja ärilist potentsiaali. Ideepäevadel kaasatakse AI valdkonna eksperte Tehnopoli mentorite kogukonnast ning samuti toetavad antud üritused uute AI valdkonna ekspertide leidmist ja värbamist Tehnopoli mentorite kogukonda. AI ideepäeva näidis ülesehitus:

- Inspireerivad kogemuslood AI kiirendi alumnidelt; - AI kiirendiprogrammi tutvustus; - 1:1-le kohtumised AI ekspertide ja mentoritega, ideede valideerimine, tagasiside; - Võrgustumine.

Tehnopolil on üle 150 erialamentori, kellest ca 10% nõustab ettevõtteid tehisintellekti teemal. Ideepäevade raames jätkatakse koostööd Eesti AI valdkonna ekspertide ja mentoritega, kes omavad kompetentsi tehnilisel tasemel ning on ka AI valdkonnas äriliselt ja ka tehnoloogiliselt võimekad.

1.2 AI kiirendiprogramm

AI on kõrgtehnoloogiline toode, mille arenduse ning turuvalmiduse saavutamise tsükkel on keskmisest pikem ning tootearenduse kulu võrreldes keskmise tarkvara iduettevõtetega suurem. Tegemist on turutõrke faasiga, kus erakapital ei ole veel valmis investeerima, puuduvad varajase faasi tootearendustoetused ning uute ettevõtete arengut aitab märkimisväärselt tugiprogramm koos rahastusega. Samas on Eesti ettevõtete konkurentsivõimelisuse tagamiseks kriitiline suurendada AI tehnoloogiatel põhinevate lahenduste hulka turul ning seeläbi toetada ettevõtlust ja majanduse kestlikkust laiemalt. AI kiirendiprogrammi eesmärk on toetada ja kiirendada AI tehnoloogiaid arendavate iduettevõtete turuvalmidust ning elujõulisust. Programmi osaks on koostöö valdkonnapõhiste ekspertide ja mentoritega, kellest osad saavad olema programmis võtmementorid, praktiline koolitusprogramm, võimalus kasutada erinevate valdkondade mentoreid, avatud kontori kasutusvõimalused. Iduettevõtete vastuvõtmiseks moodustab Tehnopol ekspertpaneeli, mis koosneb AI valdkonna ekspertidest, kiirendi võtmementoritest ja Tehnopol esindajatest. Programmi vastuvõtmisel hindab ekspertpaneel:

• meeskonda, kompetentse ja võimekust viia ellu toote- ja äriarendustegevusi;

• tooteideed, selle unikaalse AI komponendi sisaldust, arendust;

• ärimudelit, selle eskaleeritavust erinevatele segmentidele rahvusvahelistel turgudel;

• meeskonna valmidust panustada ajaliselt kiirendiprogrammi, et jõuda minimaalselt piloteerimisvalmiduseni klientidega;

• Eesti registreeritud ettevõtte olemasolu, selle piisavat VTA jääki, maksuvõla puudumist.

Tegevused, mis toetavad kiirendis osalevaid ettevõtteid:

• Kõik meeskonnad osalevad AI valdkonnaspetsiifilises koolituste programmis;

• Igal meeskonnal on AI tehnilise ja ärilise taustaga võtmementor, kes määratakse

vastavalt ettevõtte fookusvaldkonnale ja eksperdi profiilile;

• Kõigil AI kiirendis osalevatel ettevõtetel on võimalik kaasata valdkondlikke mentoreid

erinevatest valdkondadest (juriidika, müük, finantsid, ESG, IP kaitse, turundus ja

5

kommunikatsioon, disain, eksport, rohetehnoloogia, tervisetehnoloogia jne, kes on

kinnitatud Tehnopoli mentorite andmebaasi);

• Kiirendiprogrammi kuue kuu jooksul saavad kõik meeskonnad kasutada Tehnopol

Startup Inkubaatori koostöötamiskeskust;

• Kiirendi meeskonnad saavad osaleda erinevatel AI kogukonna üritustel;

• Meeskonnad saavad osa erinevatest turundus ja kommunikatsioonitegevustest, mis

tõstavad programmis osalevate ettevõtete nähtavust (videolood, artiklid, postitused);

• Matchmaking kohtumised Tehnopoli külastavate AI fookusega rahvusvaheliste

delegatsioonidega, toetamaks meeskondade ekspordivõimekust;

• Erinevad soodustused koostööpartnerite poolt (Scoro, Amazon Web Services, Miro

jne) kui ka eksklusiivsed sooduskoodid Eesti erinevatel tehnoloogia konverentsidel

(Latitude59, sTARTUp Day jne).

AI tehnoloogiaid arendavate iduettevõtete vajadusi arvestades on kokku pandud spetsiaalne kiirendi koolitusprogramm, mis aitab tõsta ettevõtete tehnoloogilist võimekust, parandada toodete ja teenuste kvaliteeti, kiirendada turule jõudmist ning saavutada paremaid tulemusi turul. Selleks viib Tehnopol koostöös AI valdkonna mentoritega1 läbi järgmised koolitused:

• Eskaleeritava ärimudeli ja tugeva meeskonna ehitamine;

• (Suur)andmed ja nende kasutamine AI tehnoloogias;

• AI tehnoloogiatel põhinev tootearendus ja testimine;

• Kliendi vajadusest lähtuva unikaalse väärtuspakkumise disain;

• Valideerimine, piloteerimine ja turule sisenemise strateegia;

• Intellektuaalne omand, selle kaitsmine ja kokkulepped;

• Investorvalmiduse saavutamine ja rahastusvõimaluste leidmine.

Koolitusprogrammi täiendatakse vastavalt turu vajadustele. Tehnopoli mentorite nimekiri on kättesaadav kodulehel: https://www.tehnopol.ee/ariteenused/mentorid/ https://www.startupincubator.ee/tiim-ja-mentorid/

1.3 AI demopäev ja arendusgrandid

Iga AI kiirendi lõpus korraldatakse programmis osalenud ettevõtetele demopäev, kus võetakse kokku AI kiirendiprogrammi tsükkel, tutvustatakse jätkurahastuse võimalusi (EIS väike-RUP, EDIH AIRE jt sel hetkel asjakohased rahastusallikad), toimuvad esitlused ekspertkomisjonile ning tunnustatakse parimaid meeskondi arendusgrantidega. Demopäevadele kutsutakse esitlusi kuulama tehisintellekti arendavatesse iduettevõtetesse investeerivad (ingel)investorid, investeerimisvõrgustikud (ESTBAN, ESTVCA) ja VC fondid (Karma Ventures, Specialist.VC, Superangel jt). Samuti on oodatud osalema nii Eesti kui ka rahvusvaheliste AI projektide ja tegevustega seotud partnerid ning ülikoolid (TalTech ja Tartu Ülikool). AI kiirendiprogrammi läbinud iduettevõtete esitlus tehakse demopäeval ekspertkomisjonile Demopäeva ekspertkomisjoni kuuluvad nii Eesti kui ka võimalusel rahvusvahelised tehisaru eksperdid, võtmementorid, jätkurahastuse pakkujad ja Tehnopoli esindajad. Meeskonnad tutvustavad ekspertkomisjonile saavutatud eesmärke, AI lahenduse eripära ja ärilist potentsiaali, tasuvust ja ettevõtte plaani järgmiseks kolmeks kuuks.

1 Tehnopoli mentorite kogukond on hetkel iga-aastasel täiendamisel, lepingud allkirjastatakse hiljemalt jaanuari

kuu jooksul, see ei välista aga ka uute ekspertide või mentorite kaasamist jooksvalt.

6

Komisjon valib välja kuni 3 kõige suurema äripotentsiaaliga AI tehnoloogiat arendavat iduettevõtet, keda premeeritakse arendusgrandiga2. Ühe kiirenditsükli kohta on arvestatud arendusgrandi suurus 30 000 eurot ning selle jagunemine otsustatakse kohapeal, ekspertkomisjoni poolt. Kogu AI kiirendiprogrammi vältel on arendusgrantide kogumaht 150 000 eurot. Arendusgrandi võit annab AI tehnoloogiaid kasutavate toodete arendamisele olulise tõuke, kiirendab kasvu ja tugevdab ettevõtte turupositsiooni. Arendusgrant loob võimaluse investeerida tootearendusse, vähendada riske ja kasvatada meeskonda. Selle toel tekib ettevõttel täiendav motivatsioon jätkata innovatsiooni loovate lahenduste arendamist ja toetab ettevõtte eesmärki saavutada suurem mõju oma valdkonnas. Grant on eelkõige mõeldud meeskonna tootearendustoetuseks ja rakendub praktikas üldjuhul

ettevõtte tööjõukuluna või ettevõtte tegevuste alustamiseks vajaliku ja toetava riistvarana.

Kuivõrd AI-põhine tarkvara on enamike nende ettevõtete peamine toode, toimub ka selle

arendamine enamasti ettevõtte siseselt, siis on lisaks vajalikele tootekomponentidele ning

tootearenduseks vajalike teenuste tellimisele grantrahastuse eest lubatud ettevõtte töötajatele

palga maksmine. Seejuures ei oma tähtsust, kas ettevõte omab varasemalt teisi siseriiklikke

või rahvusvahelisi toetusi, kuivõrd üldjuhul on AI rakenduste põhise toote/teenuse turule

toomine pikemaajalisem protsess, eriti kui sellega kaasneb ka riistvara arendus.

Arendusgrandi väljamaksmiseks sõlmib Tehnopol ettevõttega toetuse saamise

väljamaksmiseks lepingu. Toetuse finantskontroll toimub 6 kuud peale toetuse väljamaksmist

ja seda viib läbi Tehnopol. Kontrolli käigus esitavad ettevõtted arved koos

maksedokumentidega, kõik tegevused ja kulud peavad olema kooskõlas toetuslepinguga,

kulud peavad olema tehtud abikõlblikkusperioodil ja kas tegevused on kooskõlas kuludega.

Abikõlbulikud kulud toetuse raames on:

• tööjõukulud;

• konsultantide ja ekspertide tasud, mis on seotud projekti eesmärkidega;

• uued seadmed või tarkvara, mis on vajalikud arendustööks ja mida ei kasutata

üldotstarbeliselt;

• teadus- ja arendusteenused (nt laboritööd, analüüsid, testimine);

• IT- ja disainiteenused;

• 5% eelarvest on lubatud kasutada projektiga/arendusega otseselt seotud lähetustega

(nt konverentsid, partnerite külastused);

Mitteabikõlbulikud kulud:

• rendikulud, elektri- ja kommunaalteenused;

• üldotstarbeline arvutitehnika;

• maksuvõlad, viivised ja muud trahvid;

• kulud, mis on kaetud mõne teise rahastusallikaga;

• kulutused, mis ei ole selgelt seotud projekti eesmärkide ja tegevustega;

• kulud, mis on tehtud enne arendusgrandi lepingu sõlmimist;

Toetuse abikõlblikud ja mitteabikõlblikud kulud markeeritakse ka AI programmi programmdokumendis (vt p dokumentatsioon).

2 Soodustamaks uute AI-põhiste lahenduste väljatöötamist ning turule tulekut, antakse kuni kolmele parimale ettevõttele/meeskonnale kiirendi lõpus arendustoetust. Tegemist on grandiga, mida loetakse ettevõttele antavaks vähese tähtsusega abiks. Grant makstakse välja grantlepingu allkirjastamise järgselt kiirendis osalenud Eesti ettevõttele (isegi kui asutaja on välisriigist pärit kodanik tuleb ettevõte registreerida Eestisse), ekspertkomisjoni otsusega ning enne väljamakse teostamist kontrollib Tehnopol ettevõtte VTA piisava jäägi olemasolu.

7

Mõõdik Tulemus Kirjeldus

Kiirendiprogrammi ideepäevad 5 üritust Enne iga kiirendiprogrammi tsüklit, toimub ideepäeva üritus, millel kokku osaleb vähemalt 300 osalejat.

Ideepäeval osalejate arv 300 Kokku osaleb ideepäevadel kolme aasta jooksul 300 osalejat

Ideepäevadel valideeritud ettevõtete arv

60 AI ideepäevadel valideeritakse koos AI valdkonna ekspertidega vähemalt 12 ettevõtte ideed ürituse kohta

AI kiirendiprogrammi tsükleid 5 3 aasta jooksul viiakse läbi 5 AI kiirendiprogrammi tsüklit, koos turundus- ja värbamiskampaaniatega.

Iduettevõtteid kiirendiprogrammis 40 3 aasta jooksul osaleb programmis 40 iduettevõtet, so. 8 ettevõtet tsüklis.

Demopäevad 5 Iga kiirendiprogrammi tsükli lõpus toimub demopäev kiirendis osalenud ettevõtete tulemuste presenteerimiseks ja parimate valikuks

Kiirendiprogrammi arendusgrant 150 000 eurot

igas kiirendiprogrammi tsüklis valitakse kuni 3 parimat ettevõtet, kes saavad arendusgrandi. Seejuures arendusgrandi kogumaht on 150 000 eurot, mis jagatakse parimatele 5 kohordi ettevõtetele

AI põhised iduettevõtted turul ja

nende esmane käive või käibe kasv 32 ettevõtet ja käibe kasv

Kiirendiprogrammi tulemusena jõuab 32 iduettevõtet ehk 80% kiirendiprogrammis osalenutest uue tehisintellektil baseeruva toote või teenusega turule ja saavutab pärast programmi läbimist järgneva aasta majandusaasta aruande põhjal esmase käibe või käibe kasvu

Era- või avalikust fondist

riskikapitali kaasamine 12 ettevõtet

Hiljemalt 1 aasta jooksul pärast kiirendiprogrammi lõppu on 30% programmi läbinud ettevõtetest kaasanud laienemiseks vajaliku era- või avalikust fondist riskikapitali (mitte tagastamatut toetust).

AI programmi investeering AI põhise iduettevõtluse arendamiseks: 485 625 eurot, millele lisanduvad arendusgrandid kokku 150 000 eurot.

2. AI tehnoloogiatel põhinevate ettevõtete kasvu tugiprogramm

AI tootepõhiste idu- ja kasvuettevõtete rahvusvahelisel laienemisel, partnersuhete käivitamisel

ja kasvuks vajaliku era- ja avaliku kapitali kaasamisel pakub AI programm tugiteenust 1 aasta

vältel vajaduspõhiselt, vastavas arenguetapis olevatele ettevõtetele. Tugiteenuse pakkumine

1 aasta jooksul ehk 2025 aastal tugineb Tehnopoli strateegiale kaasata AI programmi

vahenditest Eestisse täiendavaid rahvusvahelisi võimalusi sh rahastusvõimalusi, mida on

täpsustatud punktis 3.

Kasvu toetavad personaalsed tugiteenused tagatakse 2025 aastal kuni 15-le

kasvuvalmidusega AI tootepõhisele ettevõttele. Tugiteenuste, kuid seejuures ka

kiirendiprogrammi teenuste, pakkumiseks luuakse portfell kuni 10-st rahvusvahelisest

tippeksperdist, kes suudavad ettevõtteid otseselt aidata spetsiifiliste tootearendus ja

integratsioonitegevustega, turgudel laienemise ja klientide otsekontaktidega ning era- ja

avaliku kapitali kaasamisega. Tugiteenuste pakkumise tulemusena jõuab 3 AI tootepõhist

ettevõtet välisturule, kasvatades märkimisväärselt eksportkäivet, või kaasates arenguks

vajalikku kapitali era- ja avalikest finantseerimisallikatest hiljemalt 2027 aastaks.

8

Lisaks personaliseeritud nõustamisteenustele pakutakse AI programmis rahvusvahelist

kasvu- ja kapitalivõimalusi otsivatele ettevõtetele kiirkohtumisi AI valdkonna ekspertide ja

mentoritega ning osaliselt võrgustumise üritusi, kuhu on võimalik kaasata välisekspertiisi.

Ürituste korraldamisel ja koostöövõimaluste avamisel tehakse koostööd rahvusvaheliste AI

ettevõtteid ja eksperte koondavate võrgustikega (sh. AI Alliance, AI4ALL, AI4EU jt.) ja Eestis

tegutsevate tugiprogrammide ja ülikoolidega (sh. EIS, EDIH AIRE, TalTech, Tartu Ülikool).

AI programmi ettevõtete kiiret kasvu toetavad tegevused 2025 aastal:

2.1. Rahvusvaheliste AI tippekspertide koondamine ja ettevõteteni toomine

Tehnopol koondab 10 rahvusvahelist AI tippeksperti, praktikut, kes on võimelised nõustama

kasvavat ettevõtet uute turgude avamisel, keerukates tootearendustegevustes,

rahvusvaheliselt kapitali kaasamisel ja avalike toetusmeetmete rakendamisel. Nagu punktis 1

viidatud, on tippekspertideks isikud, kellel on nii AI rakenduste tehniline taust, kuid kes omavad

konkurentsitihedas AI arenduste valdkonnas rahvusvahelise äriarenduse teadmisi, kogemusi

ja võrgustikku. Tippeksperdid töötavad vastavalt enda spetsiifilistele teadmistele ettevõtetega

üks-ühele, nõustades AI tootepõhist ettevõtet konkreetse kasvueesmärgi saavutamisel – turg,

toode, kapital. Tippekspertide tuge pakutakse kuni 15-le AI tootepõhisele ettevõttele, kes on

juba kasvufaasis. Samade tippekspertidega toetatakse ka kiirendiprogrammi osalejaid,

keskendudes suure ekspordivõimekuse ja kasvupotentsiaaliga ning skaleeruva ärimudeliga

iduettevõtete võimestamisele. Tänaseks on Tehnopol kaardistanud osaliselt kaasatavad AI

põhiste toodete äriarenduse tippeksperdid, kelledega on alustatud mentorleppe sõlmimise

protsessi. TIppeksperdid nagu näiteks:

• Karl Grabbi (USA, PWC kogu AI üksuse juht);

• Luis Lamb (USA, Boeing AI ja ML üksuse juht);

• Amelia Zins (Saksamaa, Google Program Manager);

• Jakub Šuster (USA, Elv.ai CEO, Forbes 30 under 30);

• Danilo McGarry(UK, UnitedHealth, Citi AI & digital transformation lead).

Loetelu täieneb AI programmi elluviimise perioodi jooksul lähtuvalt ka kiirelt areneva AI

valdkonna fookustest ja arengutest. Mentoritega, kelledega on sõlmitud mentorlepingud,

teavitatakse programmi vahearuannetes.

2.2. Kiirkohtumised AI-põhiste kasvumentoritega

Tehnopol korraldab AI programmi jooksul 2 kiirkohtumiste sessiooni, kokku kuni 30-le AI

valdkonna ettevõtetele, kelle fookuses on eksportturgudele sisenemine, tootearendus, kapitali

kaasamine või partnerite leidmine. Kiirkohtumiste sessioonil saavad ettevõtted ühe päeva

jooksul ligipääsu kuni 15-le valdkonna eksperdile, kellega valideerida oma toote potentsiaali,

ettevõtte kasvustrateegiat, luues ka vajalikke omavahelisi otsekontakte. Sündmustele on

kaasatud peamiselt Eesti eksperdid ja mentorid ning igale sündmusele ka rahvusvaheline

tippekspert (online), kellega ettevõtetel on võimalik kohtuda kiirkohtingute või grupinõustamise

formaadis.

2.3. AI kogukonna sündmused koostöös Eesti ja rahvusvaheliste partneritega

Tehnopol teeb strateegilist koostööd partneritega, et tutvustada programmi jooksul

lansseeritud ettevõtteid, tehtud edusamme. Igal aastal tehakse koostöös Eesti partneritega

üks ettevõtete ja edulugude demoüritus (EDIH AIRE, Latitude59, Startup Day). AI programmi

2025 aasta jooksul tehakse 2 koostöösündmust erinevate partneritega.

9

2.4. AI-matchmaking & kogukonnaplatvormi halduskulud ja arendustööd

Lisaks füüsilistele kontaktsündmustele, jätkatakse AI programmi kodulehel ai.tehnopol.ee

matchmaking-kogukonnaplatvormi arendamist, mille eesmärgiks on viia kokku AI

lahendatavate äriprobleemidega ettevõtjad ja lahendusepakkujad. Probleemi omanikud

saavad platvormil teha enesehinnangu AI lahenduse kasutuselevõtmiseks ja vastavalt

valmiduse hinnangule saada soovitusi AI teemaliste ürituste, koolituste, mentorite ning

sobivate partnerite ja lahendusepakkujate kohta. Platvorm on kasutatav ettevõtete

tegevusvaldkondade ülese töövahendina.

Veebipõhine kogukonnaplatvorm on pidevalt avatud nii AI lahenduste pakkujatele kui

väljakutsete omanikele ning selle abil luuakse programmi jooksul 300 kasulikku kontakti.

Mõõdik Tulemus Kirjeldus

Rahvusvahelised AI tippeksperdid AI programmis

10 Programmi raames kaastakse ettevõtete kasvu nõustama rahvusvahelised tippeksperdid ja praktikud spetsiifilistes kasvuvaldkondades.

AI mentorite kiirkohtumise üritused 2 1 aasta jooksul toimub 2 AI mentorite kiirkohtumise üritust, kus osaleb vähemalt 30 ettevõtet

Idu- ja kasvuettevõtteid nõustatud 15 1 aasta jooksul saavad 1-1 nõustamisteenust kuni 15 suure kasvupotentsiaaliga AI tootepõhist ettevõtet.

Edukalt kasvanud AI tootepõhist ettevõtet

3 Vähemalt 3 AI tootepõhist ettevõtet on saavutanud ekspordiga olulise käibe kasvu ning kaasanud märkimisväärse investeeringu.

Kaasatud era- ja avalik kapital 3M€

Läbi kasvu nõustamisteenuse kaasavad AI programmis osalevad ettevõtted kasvu toeks 3M€ era- või rahvusvahelist avalikku kapitali, millest vähemalt 2 M€ on erakapital.

AI sündmused 2 1 aasta jooksul on AI kogukonna üritustel 100 osalejat

Kontaktid matchmaking platvormilt 300 AI lahenduste pakkujatele kui väljakutsete omanikele luuakse platvormil programmi jooksul 300 kasulikku kontakti 3 a jooksul.

AI programmi investeering tulemuste saavutamiseks: 71 561€

3. Euroopa projektide ja avalike rahastusvõimaluste leidmine

AI tootepõhiste ettevõtete kiire tootearenduse, turule jõudmise või kapitali kaasamise

toetamiseks kaasatakse AI programmi raames lisavahendeid Euroopa programmidest,

meetmetest. Programmi jooksul on eesmärk käivitada kuni 5 AI tehnoloogia ja ettevõtluse

arendamise projekti, mis toob ettevõtete toetamiseks täiendavalt 2–3M€ vahendeid ja

mille tegevustest saavad osa vähemalt 500 Eesti ettevõtet.

Euroopas avaneb mitmeid projektimeetmeid (sh. I3 Horisont, INTERREG) ning AI ettevõtete

ja tehnoloogiate toetamiseks on saadaval erinevat rahastust erinevatest allikatest. Tõstmaks

Eesti konkurentsivõimelisust tehisintellekti arendamisel ja kasutamisel, on oluline see

rahastus maksimaalselt ära kasutada ja ettevõteteni tuua. Ettevõtted saavad

projektirahastuse abil teostada kvaliteetset ja fokusseeritud tootearendust, vähendada

10

eksportturgudele sisenemise kulusid ning lihtsustada ligipääsu uutele klientidele ja

pilootprojektidele.

AI programmis valib Tehnopol välja sobivaimad meetmed ja projektid, kuhu on mõistlik

kandideerida, mis sobituvad AI programmi tegevustega ning mis pakuvad otsest tuge AI

tootepõhistele ettevõtetele. Tehnopol aitab luua ka õiged konsortsiumid rahvusvahelistest

partneritest, kellega koos projekte ellu viia, pakkudes osalevatele ettevõtetele partnerite

lisandväärtust ja tuge.

Hetkel on Tehnopol ettevalmistamas kolme taotlust:

• GSAI, Interreg Central Baltic, taotluse esitamise tähtaeg 31.10.2024.

Projekt keskendub AI lahenduste kasutuselevõtule ettevõtte ärimudelis. Projektis

toimub kolm rahvusvahelist kiirendi programm, milles osaleb kokku 45 ettevõtet (15

Eestist, 15 Soomest, 15 Rootsist). Kiirendi programm keskendub teadmuste ja

praktiliste oskuste arendamisele AI kasutuselevõtuks ettevõtte ärimudelis koostöös

rahvusvaheliste partnerite ja koolitajatega. GSAI programmi läbinu on potentsiaalne

kandideerija/osaleja AI kiirendiprogrammi. Projekti positiivse otsuse korral algavad

projekti tegevused mais 2025. Tehnopol on konsortsiumis koos AI valdkonnas

tegutsevatest organisatsioonidest nii Rootsist kui ka Soomest. Projekti lisandväärtus

osalevatele ettevõtetele on ka grantrahastus välise turu valideerimiseks.

Projekti kogueelarve 1 997 292,75 eurot. Tehnopoli eelarve 424 843,82 eurot,

millest 20% omaosalus on 84 968,76 eurot.

• AI4AI, I3 Strand2A Horizon, taotluse esitamise tähtaeg 05.12.2024.

Projekt keskendub rahvusvahelisel tasandil AI põhiste teadmiste ja oskuste jagamisele

Eesti ettevõtetele ning projekti tegevuste puhul on tegemist sarnaselt 2022 – 2024 a

Eestis rakendatud AI programmi pilootprojektide rahastuse projektiga mille raames

valitakse välja ettevõtted, kellel on AI põhine väljakutse/probleem ning neile leitakse

AI lahendusi pakkuvad ettevõtted. Lahenduste pakkujad ja väljakutsete omanikud

saavad olla projekti raames 10st erinevast projekti partneri riikidest. Väljakutsete

lahendamiseks jagatakse ettevõtetele kokku kuni 3 mln eurot (10 riigi ettevõtete peale).

Lisaks viiakse läbi erinevaid koolitusi, demo-day'sid AI teadmuse kasvatamiseks ja

pakutakse rahvusvahelist AI põhist mentorlust ettevõtetele. Projekti positiivse

otsuse korral algavad tegevused jaanuaris 2026 ja projekt kestab 3 aastat.

Tehnopol on konsortsiumis Läti, Leedu, Poola, Saksamaa, Austria, Rumeenia,

Hispaania ja Portugalist pärit partneritega. Projekti lisandväärtus on täiendav

grantrahastus AI rakenduste elluviimiseks.

Projekti kogueelarve 10 mln eurot, Tehnopoli eelarve sellest kuni 1 mln eurot

(hetkel 978 000), millest omafinantseeringu osa on 30% tegevuskuludest ehk umbes

210 000 eurot.

• HAIKU, Horizon, taotluse esitamise tähtaeg 22.01.2025.

Projekt keskendub AI kasutustingimuste regulatsioonide väljatöötamisele tervishoiu

sektoris, millega kaasneb tervishoiuvaldkonna AI ekspertide kaasamine,

pilootprojektide läbiviimine, heade ja jagamist väärivate kaasuste loomine ja jagamine.

Projekti kogueelarve on 4 500 000 eurot, millest Tehnopoli osa on 500 000 eurot ja

omafinantseering 20%, ehk umbes 100 000 eurot. Projekti positiivse otsuse korral

algab projekt november 2025 ja kestab 3 aastat.

AI programmi ressursside kasutamine ja projektides osalemine lähtub põhimõtetest:

• Projektide valikul peetakse ennekõike silmas väärtust ja hüvesid, mida projekt toob AI

tootepõhistele ettevõtetele, sh. rahaline tugi tootearenduseks, ekspordiks,

pilootarenduste ellu viimiseks, klientide leidmiseks, investeeringute kaasamiseks.

• Projektide eesmärk valideeritakse iga kord AI programmi tellijaga, MKMi esindajaga.

11

• AI programmi perioodil koondab Tehnopol õiged konsortsiumid partneritest, et

saavutada projekti ja AI programmi vahelisi sünergilisi eesmärke. Tehnopol koostab

või osaleb projektide kontseptsioonide välja töötamisel, projektipakkumuste

kirjutamisel, projektide käivitamisel ja ellu viimisel, garanteerides teenuse või

tugifinantseeringu jõudmise AI programmi sihtrühmani.

• AI programmi vahenditest kaetakse projektis osalemise nõutav omafinantseeringu

määr, mis on olenevalt projektist vahemikus 10–30% projektieelarvest.

Omafinantseeringu määra kulude katteks rakendatakse ainult positiivse

projektitaotluse puhul.

AI tehnoloogiatel põhinevate ettevõtete kasvu toetamine Euroopa-üleste projektide ja avalike rahastusvõimalustega, peamised tulemusmõõdikud on:

Mõõdik Tulemus Kirjeldus

EU finantseeringuga rahvusvaheliste projektide arv

5

Programmi raames käivitatakse 5 Euroopa vahenditest finantseeritud projekti, mis toetavad AI tootepõhiste ettevõtete kasvuambitsioonide saavutamist.

Täiendavad vahendid kuni 3M€ Programmi raames tuuakse läbi Euroopa vahendite Eesti AI tootepõhiste ettevõtete kasvu toetamiseks kuni 3M€ lisavahendeid.

Kasusaajad 500 Uute projektide käivitamisel, saavad projekti tegevustes osaleda ja kasu vähemalt 500 Eesti ettevõtet.

AI programmi investeering, mis avaneb eduka projektitaotluse puhul: kuni 500 000€

PROGRAMMI ELLUVIIMIST TOETAV TURUNDUSTEGEVUS

AI programmi turunduse- ja kommunikatsiooni eesmärk on tõsta AI valdkonna tuntust, luua

teadlikkus AI programmi jätkumisest ning täienenud väärtuspakkumisest ja tutvustada kasvu

toetavaid jätkutegevusi. Programmi eesmärkide saavutamiseks (vt programmi eesmärgid)

kombineeritakse fooni loovad ja teadlikkust tekitavad kommunikatsioonitegevused makstud

turunduskampaaniatega. Fooni loovate tegevustena tutvustatakse üldisemalt AI programmi

tegevusi, liitunud tiimide arengut, toimunud üritustel saadud teadmisi, tutvustatakse

kogemuslugusid ja nii kiirendiprogrammi kui kasvutegevuste tulemusi. Kampaaniatega

otsitakse osalejaid ideepäevadele, värvatakse AI tehnoloogiaid arendavaid varajase faasi

iduettevõtteid AI kiirendiprogrammi kohortidesse, leitakse osalejaid kasvunõustamise

kiirkohtumise üritustele ja AI tippekspertide nõustamisele, kogukonna üritustele.

Programmi turunduse ja kommunikatsiooniga tekib AI tehnoloogiatooteid arendavatel

ettevõtetel ja laiemal avalikkusel arusaam, et Eesti riik toetab AI lahenduste põhist

uusettevõtlust, investeerides sellega ettevõtluskeskkonna konkurentsivõimelisuse tõstmisse

ja riigi majanduse kestlikusse. Oluline on tutvustada sihtrühma kõnetavalt AI ideepäevi ja AI

kiirendiprogrammide sisu, tagamaks piisav ja kvaliteetne avalduste voog AI kiirendisse. Sama

oluline on leida just õige profiiliga osalejaid kasvunõustamise kiirkohtumise üritustele, et

õnnestuks neid edasi suunata tippekspertide poolt pakutavasse kasvunõustamisse. Kuna AI

kogukonna üritustele osalejate leidmise peamine kommunikatsiooniraskus lasub ürituse

korraldajal, siis neid toetatakse põgusamalt, kasutatakse otsekutseid. Üritustel tekkinud

uudset sisu levitatakse hiljem nii osalejatele kui ka laiemalt sotsiaalmeedia ja Tehnopoli

kanalite kaudu.

Turunduseesmärkide saavutamiseks kombineeritakse:

12

• Makstud digikampaaniad (META ja Linkedin, Google Ads või GDN ehk Google

Display Network reklaamid, Foundme ja Geeniuse portaalid);

• Postitused AI valdkonna sotsiaalmeedia gruppides (META: AI mõtteklubi, AI

Estonia, AI & Machine Learning Estonia, Eesti Tehisintellekti Selts, Data Science

Estonia, Vabakutselised arendajad ja disainerid; Linkedin: AI Estonia, AI Developers

Estonia, TechSisters Estonia jt)

• Otseturundus koostöös Foundme portaali ja Äripäeva infopangaga;

• Sihtotsing rahvusvaheliste tippekspertide värbamiseks (sihitud postitused LinkedIN-

is, otsepöördumised käsitsi valitud kontaktidele, rahvusvahelised AI fookusega,

tehnoloogia ja startup üritused, rahvusvaheliste partnerite soovitused ja kontaktiloome)

• Meediasuhtlus (nii siseriiklik kui rahvusvaheline) ja sisuturundus (pressiteated,

teemapakkumised meediale, kogemuslood, sisuturunduslikud artiklid, startup

podcastid)

• Tehnopoli kanalid (otseturunduslikud AI listid, mis sisaldavad nii rahvusvahelisi kui

Eesti iduettevõtete ja AI tippekspertide kontakte, koduleht, uudiskiri, sotsiaalmeedia,

linnaku ekraanid);

• Partnervõrgustik (EDIH AIRE, ülikoolid, EIS, Startup Estonia, ITL eResidentsus jt),

rahvusvahelised AI võrgustikud (AI Alliance, AI4ALL, AI4Europe) ;

• Üritused (AI fookusega ja/või kogukondi ühendavad startup konverentsid Slush AI

Day, Latitude59, AI Summit, WebSummit, AI4, ECAI 2025) AI programmi tuntuse

tõstmiseks ja huviliste voo garanteerimiseks AI programmi eri osadesse, üritustele.

Sisuloomel jätkatakse AI programmist juba tuttavate visuaalide kasutamist. Esimese

kiirendikohordi värbamiseks ja üritustele osalejate leidmiseks kasutatakse varasema AI

programmi jooksul loodud videosisu, pildimaterjale ja artikleid. Turunduskampaaniates

kasutatakse programmis osalenud ettevõtete tsitaate, kaasatud rahvusvahelisi tippeksperte

ja Eesti AI valdkonna mentoreid ning programmi müügiargumente.

Makstud kampaaniate puhul kasutatakse sõnumite A/B testimist. AI ideepäevadele osalejate

leidmiseks loodav kommunikatsioon on laiema fookusega, eesmärk on jõuda võimalikult

paljude sihtrühma esindajateni ja julgustada neid üritusel osalemisega kiirendisse

kandideerima. AI kiirendisse osalejate leidmiseks kasutatakse ideepäevast tekkinud huviliste

voogu, korraldatakse makstud kampaaniaid, kasutatakse otseturundust ja partnervõrgustikke.

AI kiirendiprogrammi iga tsükli järgselt tehakse arendusgrandi saanud ettevõtetega videolugu

(mida ettevõte saab vajadusel kasutada ka episoodidena). Videoid levitatakse

sotsiaalmeedias ning kasutatakse uute värbamisvoorude materjalina.

Rahvusvaheliste AI tippekspertide kaasamiseks tehakse otsepöördumisi, kasutades selleks

nii juba olemasolevat kontaktvõrgustikku kui ka luuakse täiesti uusi kontakte (osaledes

projektide kaudu erinevatel rahvusvahelistel AI fookusega konverentsidel).

AI kiirkohtumise üritustele osalejate leidmiseks kasutatakse peamiselt otseturundust kuid ka

makstud digireklaame, sisuturundust, sotsiaalmeedia postitusi, Tehnopoli oma kanaleid ja

meediasuhtlust. See toob kvaliteetse voo AI tippekspertidega nõustamisele. Lisaks levitatakse

tippekspertidega kohtumisvõimaluste infot ka makstud postitustega, otseturunduslikult,

Tehnopoli kanalites ja partnervõrgustiku kaudu. AI kogukonna koostööüritustele osalejate

leidmiseks kasutatakse varasemate ürituste jt turundustegevuste käigus tekkinud

otseturunduslikke liste, digireklaame, meediasuhtlust, sisuturundust, partnervõrugstikku ja

Tehnopoli oma kanaleid.

Kogu AI programmi vältel loodavas kommunikatsioonis viidatakse rahastajale Majandus- ja

Kommunikatsiooniministeeriumile tekstis sõnaliselt ja visuaalides logoga.

13

Kõik loodud materjal antakse vabakasutuseks nii AI programmi tellijale kui ka programmis

osalenud iduettevõtetele. Lisaks, tutvustatakse programmi eri osasid, sellest sündinud

edulugusid ja mentoreid nii Tehnopoli kodulehel, uudiskirjas kui ka sisuturunduslike artiklitena.

ai.tehnopol.ee lehe sisu uuendatakse vastavalt AI programmi uuendatud kirjeldusele. Kogu

eelneva AI arenguprogrammi sisu jäetakse arhiivina ligipääsetavaks samal lehel.

Tehnopoli turundusmeeskonna poolt viiakse ellu tegevused, mis puudutavad tekstiloomet,

kampaaniate strateegiat ja loogikat, postitusi ja reklaamide seadistusi META kanalites ja

Googles, veebilehe sisutekstide uuendamist, ürituste produktsiooni ja kajastamist.

Sisseostetavateks teenusteks on disainitööd, videote tootmine, suurematel üritustel

pidlistamine, Linkedin kampaaniate seadistamine,, Äripäeva infopanga ja vajaduspõhistelt

teiste kanalite meediaost, veebide vajaduspõhised hooldus- ja arendustööd. Vajadusel

tellitakse suurematele üritustele ka tehniline partner.

14

TEGEVUSTE GANTT TABEL

Tegevused I kv II kv III kv IV kv I kv II kv III kv IV kv I kv II kv III kv IV kv

2025 2025 2025 2025 2026 2026 2026 2026 2027 2027 2027 2027

1.1. AI Ideepäevad x x x x x

1.2. AI kiirendiprogramm x x x x x x x x x x x

1.3. AI Demopäev x x x x x

2.1. Rahvusvaheliste AI tippekspertide värbamine x x x x

2.2. AI põhised konsultatsioonid ettevõtetele x x x

2.2. AI mentorite kiirkohtumiste üritused x x

2.3. AI Põhised Partnerite sündmused x x x

Vahearuanded x x x x x

Lõpparuanne (I kv 2028)3 x

3 lõpparuanne esitatakse 2028. a jaanuaris peale programmi tegevuste lõppu.

15

MÕÕDIKUD JA OODATAVAD TULEMUSED

PROGRAMMI RAKENDAMISE VÄLJUNDMÕÕDIKUD

Teenus Mõõdik Tulemus Kirjeldus

1. AI kiirendiprogrammi tsükleid 5 3 aasta jooksul viiakse läbi 5 AI kiirendiprogrammi tsüklit, koos turundus- ja värbamiskampaaniatega.

1. Iduettevõtteid kiirendiprogrammis 40 3 aasta jooksul osaleb programmis 40 iduettevõtet, so. 8 ettevõtet tsüklis.

1. Ideepäevad 5 Kolme aastase programmi jooksul toimub 5 ideepäeva

1. Ideepäeval osalejate arv 300 Kokku osaleb ideepäevadel kolme aasta jooksul 300 osalejat

1.

Ideepäevadel valideeritud ettevõtete arv

60 AI ideepäevadel valideeritakse koos AI valdkonna ekspertidega vähemalt 12 ettevõtte ideed ürituse kohta

1. Demopäevade arv 5 Iga kiirendiprogrammi tsükli lõpus toimub demopäev kiirendis osalenud ettevõtete tulemuste presenteerimiseks ja parimate valikuks

1. Kiirendiprogrammi arendusgrant 150 000

eurot

igas kiirendiprogrammi tsüklis valitakse kuni 3 parimat ettevõtet, kes saavad arendusgrandi. Seejuures arendusgrandi kogumaht on 150 000 eurot, mis jagatakse parimatele 5 kohordi ettevõtetele

2. Rahvusvahelised AI tippeksperdid AI programmis

10 Programmi raames kaasatakse ettevõtete kasvu nõustama 10 rahvusvahelist AI valdkonna tippeksperti

2. Idu- ja kasvuettevõtteid nõustatud 15 2025 aasta jooksul saavad 1:1 nõustamisteenust kuni 15 suure kasupotentsiaaliga AI tootepõhist ettevõtet.

2. AI mentorite kiirkohtumise üritused

2 2025 aasta jooksul toimub 2 AI mentorite kiirkohtumise üritust, kus osaleb vähemalt 30 ettevõtet

2. Kontaktid matchmaking platvormilt

300 AI lahenduste pakkujatele kui väljakutsete omanikele luuakse platvormil 300 kasulikku kontakti kogu programmi jooksul 3 aasta vältel

3. EU finantseeringuga rahvusvaheliste projektide arv

5

Programmi raames käivitatakse 5 Euroopa vahenditest finantseeritud projekti, mis toetavad AI tootepõhiste ettevõtete kasvuambitsioonide saavutamist.

3. Uutes projektides kaasatud ettevõtete arv

500

Vähemalt 500 ettevõtet saavad osa uutest Tehnopoli poolt käivitavatest ja AI valdkonna arendustele suunatud rahvusvahelistest projektidest.

16

Programmi tulemusmõõdikuid jälgitakse, hinnatakse ja raporteeritakse jooksvalt programmi

elluviimise perioodi jooksul. Programmi tulemusmõõdikuid arvestatakse perioodil 2025-2028.

PROGRAMMI TEGEVUSTE RAKENDAMISEST TEKKIVAD TULEMUSMÕÕDIKUD

Nr Mõõdik Protsent/Arv Kirjeldus

1. AI tootepõhiseid iduettevõtteid turul

80% ehk 32 ettevõtet

32 ettevõtet ehk 80% osalenutest jõuab turule uue AI tootega ning suudab seda piloteerida või müüa. See tähendab, et ettevõte saavutab esmase käibe või käibe kasvu, mis kajastub kiirendi lõpust ettevõtte järgmise majandusaasta aruandes.

1.

Ideepäevade tulemus 15

Kolme aasta jooksul korraldatud AI ideepäevadel osalenud ettevõtetest jõuab kokku vähemalt 15 ettevõtet AI kiirendisse.

2. Edukalt kasvanud AI tootepõhist ettevõtet

3 Vähemalt 3 AI tootepõhist ettevõtet on saavutanud olulise käibe kasvu läbi ekspordi ning kaasanud märkimisväärse investeeringu.

2. Kaasatud era- ja avalik kapital

3M Läbi kasvu nõustamisteenuse kaasavad AI programmis osalevad ettevõtted 3M€ era- või rahvusvahelist avalikku kapitali, millest vähemalt 2 M€ on erakapital.

2. Täiendav eksportkäive 9M€ AI programmis osalevad ettevõtted loovad AI lahendustelt 9M€ täiendavat eksportkäivet.

3. Täiendavad vahendid kuni 3M€ Programmi raames tuuakse läbi Euroopa vahendite Eesti AI tootepõhiste ettevõtete kasvu toetamiseks kuni 3M€ lisavahendeid.

DOKUMENTATSIOON

Kõik AI programmi ellu viimisel tekkiv materjal salvestatakse digitaalselt, kõiki GDPR ja

turvastandardeid silmas pidades. Materjali säilitatakse kuni 7 aastat.

AI programmi ellu viimist reguleerib Tehnopoli põhikiri, sisekord ja protseduuride kirjeldused,

sh. AI programmi kord, mis on koostatud perioodil 2022-2024. AI programmi raames välja

antavad sihtfinantseeringud ja otsustuspõhimõtted kirjeldatakse AI programmi korras. AI

programmi kord vaadatakse üle ja täiendatakse iga uue rahastusperioodi alguses vastavalt

loodud uutele ootustele või tekkinud praktikale. AI programmi kord on kohustuslik dokument

ja lisa iga lepinguga kinnitatud rahastusotsuse puhul.

Programmi korda täiendavad teatud määral programmi raames loodud juhendmaterjalid.

MEESKOND

Programmi elluviimiseks moodustatakse meeskond Tehnopol töötajatest ning kaasatakse

välist ekspertiisi, ennekõike valdkonnapõhise ja ärilise, mentorluse läbi viimiseks. AI

programmi ellu viiv meeskond on järgmine:

17

Martin Goroško AI programmi üldine ülesehitus, strateegilised otsused, partnerlussuhted, rahvusvaheliste koostöövõrgustike leidmine ja käivitamine, AI tippekspertide kaasamine.

Anu Puusaag AI programmi partnerlussuhted, tippekspertide kaasamine, rahvusvaheliste projektide käivitamine, koostöövõrgustike leidmine.

Rauno Varbas

AI programmi igapäevane ellu viimine, kasvu nõustamise koordineerimine, mentorite ja ekspertide töö koordineerimine, AI sündmuste korraldamine, koostöövõrgustike leidmine ja käivitamine.

Kristiina Libe AI kiirendiprogrammi koordineerimine ja elluviimine, mentorite ja partnerite kaasamine ja iduettevõtetele suunatud tegevuste elluviimine.

Anne-Liisa Elbrecht AI iduettevõtluse kogukonnale suunatud tegevuste üldine koordineerimine, partnerlussuhted, strateegilised otsused kiirendiprogrammi ellu viimisel.

Kristi Jõeäär AI programmi turundus- ja kommunikatsiooni üldine koordineerimine ja turunduseesmärkide tagamine.

Aivi Varik AI programmi online ja kampaaniategevused ja ürituste tugi.

18

EELARVE

TEEMA/TEGEVUS MAKSUMUS

(EUR)

1. AI Kiirendiprogramm

1.1. AI kiirendiprogramm (5 kiirenditsüklit) 272 600

Kiirendiprogrammi sihtfinantseeringud/arendustoetus 150 000

Kiirendiprogrammi toetav turundus 48 652

Kiirendiprogrammi projektijuhtimine (kiirendiprogrammide juhtimine sh osalejate valik, hindamine, kaasamine, 1:1le töö kiirendiprogrammi vältel, koolitusprogrammi koostamine, mentorite valik ja suhtlus ja vahendamine, jooksvad ülesanded ja töö turundustiimiga)

164 373

KOKKU 1. Kiirendiprogrammi tegevused 485 625

KOKKU Kiirendiprogrammi sihtfinantseering 150 000

2. AI võimekuse kasvatamine Eesti ettevõtetes 2025

2.1. AI mentorite kiirkohtumiste sündmused (2 sündmust) 8 000

2.2. AI põhised konsultatsioonid ettevõtetele 18 750

2.3. AI põhised partnerite sündmused, täiendatud AI programmist 3 000

2.4 AI-matchmaking platvormi halduskulud, täiendavad arendused ja sisuloome (3a) 6 000

AI võimekuse kasvu toetav turundus 8 488

Rahvusvahelised suhted (strateegiliste partnerluste loomine tugeva AI majandusega riikidega ja seal tegutsevate tugiorganisatsioonide ja ekspertidega ning rahvusvaheliste tippekspertide võrgustiku kaardistamiseks)

5 000

Projektijuhtimine AI võimekuse tõstmiseks ettevõtetes 2025 aastal (ekspertide otsing ja kaasamine, ürituste ettevalmistus, kohapealne korraldus, ja järeltegevused, sisuprogrammi koordineerimine ja modereerimine, osalejatega suhtlemine, matchmaking kohtumised, ürituste tagasiside kogumine, ürituste koordineerimine turundustiimiga, rahvusvaheliste projektide otsimine, loomine, partnerite kaasamine, läbirääkimised, projekti koostamine)

22 323

KOKKU 2. AI võimekuse kasvatamine Eesti ettevõtetes 71 561

3. Euroopa projektide ja rahastusvõimaluste leidmine ja kaasamine perioodiks 2025-2027

3.1. Omafinantseringute kate rahvusvahelistele projektidele* 500 000*

3.1.1 GSAI projekti eeldatav omafinantseering (20%) 85 000

3.1.2 HAIKU eeldatav projekti omafinantseering (20%) 100 000

3.1.3. AI4AI projekti eeldatav omafinantseering (30%) 210 000

KOKKU Rahvusvaheliste projektide omafinantseeringute kate 500 000

Sh teadaolevate projektide taotlemise omafinantseeringu kate 395 000

Üldkulud

Programmijuhtimine (KPI-de kogumine, programmi andmehaldus ja -analüütika, programmi aruandlus ja muu dokumentatsioon. Suhtlus teiste organisatsioonide sh MKM ja osalemine programmi raames muudes arendustegevustes, mis seotud otseselt või kaudselt AI lahendustega)

18 264

Overhead 10% tegevuskuludest (bürookulud, tehnilised töövahendid programmi tegevuste elluviimiseks)

72 545

Kokku üldkulud 90 809

AI Programmi eelarve 2025-2027 KOKKU 1 297 994

*Avaneb edukate projektitaotluste puhul ning vastavalt konkreetse projekti nõutud omafinantseeringu määrale.

19

LEPING nr 1-7/25-0097

Majandus- ja Kommunikatsiooniministeerium (edaspidi MKM), mida esindab majandus- ja

tööstusminister Erkki Keldo

ja

Sihtasutus Tallinna Teaduspark TEHNOPOL, (edaspidi eraldise saaja), mida esindab

juhatuse liige Agnes Roos,

edaspidi nimetatud eraldi pool või koos pooled, sõlmivad lepingu alljärgnevas:

1. Lepingu objekt

MKM eraldab eraldise saajale 1 297 994 eurot (edaspidi eraldis) lepingu lisas fikseeritud tegevuste

elluviimiseks eeldusel, et MKM-le eraldatakse 2026. ja 2027. aasta riigieelarve seadustega selleks

vajalikud vahendid. Kui 2026. ja/või 2027. aasta riigieelarve seadustega eraldatakse MKM-le

lepingu täitmiseks vahendid väiksemas summas, kui punktides 2.1 ja 2.2 toodud eraldise

osamaksed kokku, täpsustavad pooled pärast 2026. ja/või 2027. aasta riigieelarve seaduste

jõustumist lepingu lisas fikseeritud tegevusi ja punktides 2.1 ning 2.2 toodud osamaksete suurust,

lähtudes tegelikult MKM-le eraldatud vahenditest.

2. Eraldise väljamaksmine

2.1. MKM kannab eraldise summas 797 994 eurot 2025.–2028. aastal osamaksetena eraldise saaja

arveldusarvele (IBAN EE681010220031892015, SWIFT EEUHEE2X, SEB Pank) järgmiselt:

2.1.1. esimene osamakse summas 313 706 eurot10 päeva jooksul lepingu allkirjastamist arvates;

2.1.2. teine osamakse summas 242 144 eurot10 päeva jooksul esimese vahearuande MKM poolt

heakskiitmisest arvates;

2.1.3. kolmas osamakse summas 181 608 eurot10 päeva jooksul teise vahearuande MKM poolt

heakskiitmisest arvates;

2.1.4. neljas osamakse summas 60 536 eurot 10 päeva jooksul lõpparuande MKM poolt

heakskiitmisest arvates.

2.2. MKM kannab eraldise summas 500 000 eurot osamaksetena punktis 2.1 märgitud eraldise

saaja arveldusarvele10 päeva jooksul MKM-ga kooskõlastatud Euroopa projektides osalemiste

ametlike kinnituste MKM-le esitamisest arvates. Iga osamakse suurus on võrdeline selles Euroopa

projektis osalemise omafinantseeringu suurusega, milles osalemise ametliku kinnituse eraldise

saaja MKM-le esitab.

3. Euroopa projektides osalemine

3.1. Kui eraldise saaja peab lepingu lisas fikseeritud tegevuste elluviimiseks vajalikuks osaleda

Euroopa projektis, mida ei ole lepingu lisas nimeliselt nimetatud, ja milles osalemise

omafinantseeringuks soovib eraldise saaja kasutada punktis 2.2 nimetatud eraldise osamakset,

kooskõlastab ta selle eelnevalt MKM-ga, esitades enne projektis osalemise taotluse esitamist

selleks pädevale asutusele selle kavandi (sisaldades minimaalselt projekti eesmärki, tegevusi ja

eelarvet) MKM-le kooskõlastamiseks.

3.2. MKM kooskõlastab talle esitatud Euroopa projektis osalemise taotluse kavandi 7 päeva

jooksul kavandi saamisest arvates. Kui MKM jätab taotluse kavandi kooskõlastamata, võib

2

eraldise saaja taotluse kavandit muuta või täiendada ja esitada see uuesti MKM-le

kooskõlastamiseks. Muudetud või täiendatud taotluse kavandi kooskõlastab MKM 1 päeva

jooksul.

3.3. Kui MKM jätab Euroopa projektis osalemise taotluse kavandi või selle muudetud või

täiendatud versiooni kooskõlastamata, ei kuulu selles Euroopa projektis osalemise

omafinantseeringu kulu lepingu kohaldamisalasse. See aga ei vabasta eraldise saajat lepingu lisas

fikseeritud tegevuste elluviimisest ulatuses, mille elluviimiseks peab eraldise saaja vajalikuks

kõnesolevas Euroopa projektis osalemist.

4. MKM õigused ja kohustused 4.1. MKM-l on õigus kontrollida eraldise saaja tegevuse vastavust lepingus kokkulepitule,

sealhulgas:

4.1.1. saada (täiendavat) informatsiooni eraldise saajalt lepinguliste kohustuste täitmise kohta;

4.1.2. kontrollida eraldise saaja juures MKM-le esitatud aruandluse, informatsiooni ja dokumen-

tide õigsust;

4.1.3. auditeerida eraldise saaja lepingu täitmisega seonduvat tegevust.

5. Eraldise saaja õigused ja kohustused

5.1. Eraldise saaja kohustub lepingu lisas fikseeritud tegevused ellu viima hiljemalt 31.12.2027,

lähtudes lepingu lisas toodud eelarvest.

5.2. Eraldise saajal on õigus MKM-ga kooskõlastatult teha lepingu lisas toodud eelarveridade

vahel muudatusi.

5.3. Eraldise saajal on kohustus koostada MKM-i nõudmisel eraldise kasutamisega seotud

ülevaateid ja muul viisil anda aru eraldise kasutamisest ning lepingu lisas kirjeldatud AI

programmi edenemisest.

5.4. Eraldise saajal on kohustus informeerida MKM-i olukorrast, kus lepingu täitmine osutub

võimatuks. Sellisel juhul kohustuvad pooled 30 päeva jooksul kokku leppima edasise tegevuse ja

vajadusel muudavad lepingut.

5.5. Eraldise saajal on kohustus tagada auditeerivatele või kontrollivatele MKM ametnikele

juurdepääs tööks vajalikule informatsioonile ning dokumentidele.

5.6. Eraldise saajal on kohustus kanda 2025. ja 2026. aastal kasutamata jäänud eraldise vahendid

järgmisesse eelarveaastasse.

5.7. Eraldise saajal on kohustus tagastada lepingu lõppemisel kasutamata jäänud eraldise jääk

MKM-le 30 päeva jooksul pärast asjakohase aruande MKM poolset heakskiitmist ning MKM

nõudel lepingus fikseeritud eesmärgist erineval eesmärgil kasutatud eraldise.

6. Eraldise saaja aruanded

6.1. Eraldise saaja esitab MKM-le aruandeid elektroonilises vormis e-posti kaudu järgmiselt:

6.1.1. esimese vahearuande hiljemalt 15.02.2026;

6.1.2. teise vahearuande hiljemalt 15.02.2027;

6.1.3. lõpparuande 45 päeva jooksul lepingu lisas fikseeritud tegevuste elluviimisest arvates, kuid

mitte hiljem kui 14.02.2028.

6.2. Vahearuandes peab eraldise saaja esitama ülevaate lepingu lisas toodud tegevuseesmärkide

progressist vastavalt tegevuste elluviimise ajakavale, ülevaate vahendite kasutamise kohta,

hinnangud tegevuste tulemuslikkuse kohta ja asjakohasel juhul parendusettepanekud edaspidiseks.

Lõpparuanne peab sisaldama ülevaadet lepingu lisas kirjeldatud AI programmi tulemuslikkuse

ning vahendite kasutamise kohta. Lepingu erakorralise ülesütlemise korral tuleb eraldise saajal

MKM-le esitada aruanne tehtud ja tegemata jäänud kulutuste ning tehtud ja tegemata jäänud

tegevuste kohta 30 päeva jooksul lepingu lõppemisest arvates.

6.3. MKM kiidab talle esitatud aruande elektroonilises vormis e-posti teel heaks 30 päeva jooksul

aruande saamisest arvates.

3

6.4. Kui MKM ei kiida aruannet heaks ja osutab selle puudustele, siis parandab eraldise saaja

aruannet ning esitab kahe nädala jooksul MKM tagasiside saamisest arvates MKM-le parandatud

aruande. MKM annab parandatud aruandele hinnangu kahe nädala jooksul selle saamisest arvates.

6.5. Kui MKM ei anna aruandele või parandatud aruandele hinnangut punktis 6.4 toodud tähtaja

jooksul, loevad pooled aruande MKM poolt heaks kiidetuks.

7. Kontaktisikud

7.1. Eraldise saaja kontaktisik lepinguga seotud küsimustes on AI valdkonnajuht Rauno Varblas,

[email protected], tel +372 5863 8322. Eraldise saaja volitab oma kontaktisikut eraldise

saaja nimel esitama punktis 3 toodud Euroopa projektis osalemise taotluse kavandeid ja punktis 6

toodud aruandeid.

7.2. MKM kontaktisik lepinguga seotud küsimustes on andmete ja tehisintellekti nõunik Astrid

Valtna-Dvořák, [email protected], tel +372 5885 1070. MKM volitab oma

kontaktisikut punktis 3 toodud Euroopa projektis osalemise taotluse kavandeid kooskõlastama või

vajadusel neid kooskõlastamata jätma ning punktis 6 toodud aruandeid MKM nimel heaks kiitma

või vajadusel neid tagasi lükkama.

8. Lõppsäte

Lepingu allkirjastamisel on lepingule lisatud üks lisa: AI tootepõhiste ettevõtete tekitamise ning

rahvusvahelisele kasvule viimise programmi pakkumus 2025–2027.

MKM Eraldise saaja

Registrikood: 70003158 Registrikood: 90008258

Suur-Ameerika 1, 10122 Tallinn Teaduspargi 6/1 12618 Tallinn

Telefon: 6256 330 Telefon: 4 800 200

A/a: EE932200221023778606 Swedbank A/a: EE681010220031892015 SEB Pank

(allkirjastatud digitaalselt) (allkirjastatud digitaalselt)

Erkki Keldo Agnes Roos

majandus- ja tööstusminister juhataja

Partnership agreement

Preamble

Having regard to:

Article 26 (1) a of Regulation (EU) 2021/1059;

the following agreement is hereby made between the lead partner (LP) of the project and the

project partners as listed in the project data for the implementation of the Interreg Central

Baltic Programme 2021-2027 project CB1000678, Advance4Growth, A4G, approved by the

Monitoring Committee/Steering Committee of the Interreg Central Baltic Programme 2021-2027

on 28.1.2026.

Abbreviations

Programme – Central Baltic Programme 2021-2027

AA –Audit Authority

AF – Application Form

EC - European Commission

ERDF – European Regional Development Fund

EU – European Union

JS - Joint Secretariat

LP - Lead Partner

MA - Managing Authority

MC – Monitoring Committee

PP - Project Partner (PPs – Project Partners)

SC - Steering Committee

Pe nn

eo d

ok um

en tn

yc ke

l: Q

9C J7

-U CL

J0 -6

3T G

X- 7T

IM L-

Y4 D

W L-

9R JL

V

Articles

Article 1: Legal framework

1. The following legal provisions and document constitute the contractual basis of this

partnership agreement and the legal framework for the implementation of the project

Advance4Growth

• The European Structural and Investment Funds Regulations, Delegated and

Implementing Acts for the 2021-2027 period, as further specified below;

• The Interreg Programme Central Baltic 2021-2027 approved by the European Commission on 7.6.2022 setting the programme (hereinafter referred to as Interreg Central Baltic programme);

• The laws of the PP's countries applicable to this contractual relationship;

2. The following laws and documents constitute the legal framework applicable to the rights

and obligations of the parties to this agreement:

• Regulation (EU, Euratom) No 2018/1046 of the European Parliament and of the Council of 18 July 2018 on the financial rules applicable to the general budget of the Union and repealing Council Regulation (EC, Euratom) No

966/2012, together with related Delegated or Implementing Acts;

• The European Structural and Investment Funds Regulations, Delegated and Implementing Acts for the 2021-2027 period, especially:

▪ Regulation (EU) No 2021/1060 of the European Parliament and of the Council of 24 June 2021, laying down common provisions on the European Regional Development Fund, the European Social Fund Plus, the Cohesion Fund, the Just Transition Fund, and the European Maritime, Fisheries and Aquaculture Fund and financial rules for those and for the Asylum, Migration and Integration Fund, the Internal Security Fund and the Instrument for Financial Support for Border Management and Visa Policy, and repealing Council Regulation (EC)

No 1303/2013, and any amendment;

▪ Regulation (EU) No 2021/1058 of the European Parliament and of the Council of 24 June 2021 on the European Regional Development Fund and on the Cohesion Fund, and repealing Regulation (EC) No

1301/2013, and any amendment;

▪ Regulation (EU) No 2021/1059 of the European Parliament and of the Council of 24 June 2021 on specific provisions for the European territorial goal (Interreg) supported by the European Regional Development Fund and external financing instruments, and repealing

Regulation (EC) No 1299/2013, and any amendment;

Pe nn

eo d

ok um

en tn

yc ke

l: Q

9C J7

-U CL

J0 -6

3T G

X- 7T

IM L-

Y4 D

W L-

9R JL

V

• Regulation (EU) 2016/679 of 27 April 2016 on the protection of natural persons with regard to the processing of personal data and on the free movement of such data, and repealing directive 95/46/EC (General Data Protection Regulation, GDPR);

• Articles 107 and 108 of the Treaty on the Functioning of the European Union, Commission Regulation (EU) No 1407/2013 on the application of Articles 107 and 108 of the Treaty on the Functioning of the European Union to de minimis aid, Regulation (EU) 2021/1237 of 23 July 2021 amending Regulation (EU) No 651/2014 declaring certain categories of aid compatible with the internal market in application of Articles 107 and 108 of the Treaty; Delegated and Implementing acts, as well as all applicable decisions and rulings in the field of state aid;

• All other EU legislation and the underlying principles applicable to the LP and the PPs, including the legislation laying down provisions on competition and entry into the markets, the protection of the environment, and equal opportunities between men and women;

• National rules applicable to the LP and its PPs and their activities;

• Project data, comprising but not limited to latest project documentation such as application form and all project information available in the electronic system (Jems);

• the subsidy contract, concluded between the LP of the project and the MA;

• All manuals, guidelines and any other documents relevant for project implementation (e.g., Programme Manual and practical guides) in their latest version, as published on the programme website or handed over to the LP directly during the project implementation.

Should the above-mentioned legal norms and documents, and any other documents or data of

relevance for the contractual relationship be amended, the latest version shall apply.

Article 2: Definitions

For the purposes of this partnership agreement, the following definitions apply:

a) Project partner: any institution financially participating in the project and contributing to its implementation, as identified in the approved application form. It corresponds to the term “beneficiary” used in the European Structural and Investment Funds Regulations.

b) Lead partner: the project partner designated by all partners and who assumes responsibility for ensuring the implementation of the entire project according to Articles 23 (5) and 26 (1) b of Regulation (EU) No 2021/1059.

c) Project data: data comprising but not limited to latest project documentation such as

application form and all project information available in the electronic system.

Pe nn

eo d

ok um

en tn

yc ke

l: Q

9C J7

-U CL

J0 -6

3T G

X- 7T

IM L-

Y4 D

W L-

9R JL

V

Article 3: Subject of the Partnership Agreement

This partnership agreement lays down the arrangements regulating the relations between the LP

and all the PPs, in order to ensure sound implementation of the project as in the latest version of

the project data, as well as in compliance with the conditions for support set out in the European

Structural and Investment Funds Regulations, delegated and implementing acts, the programme

implementation manual based thereon, and the subsidy contract signed between the MA and the

LP.

The subsidy contract is an annex to the partnership agreement.

Article 4: duration of the partnership agreement

The present partnership agreement comes into force once it has been signed by the LP and each

PP individually or by all PPs, and under the condition that the project is approved for co-financing

by the Programme. It remains in force until the LP and PPs have completed in full their obligations

as further defined in article 6 of this agreement towards the MA and any relevant European body.

Article 5: Roles and duties in the partnership

The LP of the project:

• Is entitled to represent the PPs in the project.

• Is responsible for the overall coordination, management and implementation of the project towards the MA.

• Ensures timely commencement and implementation of the activities within the lifetime of the project, in compliance with all obligations to the MA. The LP must notify the JS of any factors that may adversely affect implementation of the project activities and/or the financial plan.

• Monitors the delivery of the agreed work plan setting out tasks to be undertaken as part of the project, the role of the PPs in their implementation, and the project budget.

• Prepares and submits the project progress reports, including supporting documents, according to the programme manual, and additional requested

documents and/or information from JS and MA.

• Addresses requests for project modifications, according to the programme manual.

• Is, in general, the contact point representing the partnership for any

communication with the JS/MA or any other of the programme bodies.

• Provides the partners with copies of all relevant project documents, and reports on the implementation of the project. The LP must regularly inform the PPs of all relevant communication between the LP and the JS/MA.

• Carries out any other tasks agreed with the project partners.

Pe nn

eo d

ok um

en tn

yc ke

l: Q

9C J7

-U CL

J0 -6

3T G

X- 7T

IM L-

Y4 D

W L-

9R JL

V

PPs are the bodies responsible for carrying out specific project activities in the manner and scope

indicated in the project data. PPs commit themselves to undertake all steps necessary to support

the LP in fulfilling its obligations as specified in the Subsidy Contract signed between the MA and

the LP, as well as in this agreement.

The PPs must:

• Actively cooperate in the implementation of the project;

• Cooperate in the staffing and/or financing of the project in accordance with the partnership agreement;

• Keep to other obligations on the basis of this partnership agreement.

• Provide the LP with all the information and documents required for coordinating and regularly monitoring the technical and financial progress of the project; and necessary in preparing the progress and final reports concerning the part of the project that the partner is responsible for as needed before, during and after the project duration;

• Provide any additional information related to reporting to the LP or JS/MA if requested, in due time as needed during and after the project duration.

The PPs are responsible for:

• Carrying out the specific activities set out in the project data;

• Complying with any deadlines set by the programme, the LP, or agreed within the partnership

• Notifying the LP of any factors that may adversely affect the implementation of the project in accordance with the project data;

In particular, for the part of the project for which it is responsible, each PP must ensure:

• That it is in compliance with relevant rules concerning, inter alia, equal opportunities, protection of the environment, financial management, branding, public procurement and State Aid;

• That it is implemented in accordance with the rules and procedures set in the programme manual;

Pe nn

eo d

ok um

en tn

yc ke

l: Q

9C J7

-U CL

J0 -6

3T G

X- 7T

IM L-

Y4 D

W L-

9R JL

V

Article 6: Financial management of the project

Each PP must:

• Set up separate accounts or adequate bookkeeping systems for the financial settlement of the project, ensuring that expenditure and revenues, as well as the received national and programme co-financing related to the project, are clearly identified.

• Strictly follow the EU eligibility rules as well as further eligibility rules set up by the programme in the programme manual and, if applicable, national rules.

• Be responsible for guaranteeing the sound financial management of programme funds received and, in cases of recovery, for reimbursing the LP or relevant programme body directly for unduly paid programme funds, in accordance with the rules and procedures set in the programme manual;

• Regularly submit expenditures for verification to the designated controllers, according to the rules set at programme and national level. Verified expenditures must be submitted through the programme's electronic monitoring system to the LP immediately after verification

• Return to the LP or any relevant programme body any amounts of programme co-financing unduly paid concerning their participation in the project, in accordance with the rules and procedures set in the programme manual. In the case of national co-financing, the specific regulation of the country granting it applies.

• Ensure that the expenses incurred are strictly related to the project activities, in line with the project data.

• Ensure that programme requirements on eligibility of expenditure, as provided for in the programme manual and in line with the Subsidy Contract signed between the MA and the LP, are strictly respected.

• Set up a physical and/or electronic archive where data, records and documents composing the audit trail are stored, in compliance with the requirements described in the programme manual.

Furthermore, the LP must:

• Ensure that the expenditure presented by the PPs participating in the project has been incurred for the purpose of implementing the project, and corresponds to the activities agreed between those partners as specified in the project data.

• Verify that the expenditure presented by the PPs participating in the project has been validated by the controllers, according to the rules set at programme and national level.

• Receive co-financing for the entire project and transfers it to the other partners participating in the project without delay.

• Constantly monitor the spending of the project budget foreseen for each PP, and ensure that budget shifts are carried out within the limits and according to the rules as set out by the programme in the programme manual,

Pe nn

eo d

ok um

en tn

yc ke

l: Q

9C J7

-U CL

J0 -6

3T G

X- 7T

IM L-

Y4 D

W L-

9R JL

V

If a PP fails to inform the LP of any deviation from the project data, the LP is then entitled to

refuse to include in the project report the costs of this partner that are connected to such

deviations and/or that result in an overspending of the approved budget of this partner. Similarly,

if a PP fails to provide the necessary input for the preparation of the project reports within the

deadline agreed with the LP, the LP may refuse to report the costs of this PP to the programme,

in agreement with the JS/MA.

The LP is responsible for distributing the balance payments received from the MA to the PPs.

The PPs must provide access to the premises, documents and information, irrespective of the

medium in which they are stored, for verifications by the MA, the JS, the AA, relevant national

authorities, authorised representatives of the EC, the European Anti-Fraud Office, the European

Court of Auditors, the Group of Auditors and any external auditor authorised by these institutions

or bodies. These verifications may take place up to 5 years from 31 December of the year of the

last payment from the programme to the LP or PP. The PPs must ensure that all original

documents, or their certified copies, in line with the national legislation related to the

implementation of the project, are made available until the above final date of possible

verifications, and until any on-going audit, verification, appeal, litigation or pursuit of claim has

been completed.

Article 7: Recoveries

Should the MA, in accordance with the provisions of the respective articles of the co-financing

contract, demand repayment of programme funds already transferred, each PP must transfer to

the LP or relevant programme body any amounts paid to them in excess, according to the rules

and timeframe as set out by the programme in the programme manual and recovery documents.

In such cases, the LP must immediately forward to the PPs the recovery documents received from

the MA, by which the MA has asserted the repayment claim, and notify every PP of the amount

repayable.

If the recovery concerns the LP alone, then the LP must not stop payments to the other PPs.

Pe nn

eo d

ok um

en tn

yc ke

l: Q

9C J7

-U CL

J0 -6

3T G

X- 7T

IM L-

Y4 D

W L-

9R JL

V

Article 8: Modifications, withdrawal from obligations

The LP and each PP agree not to withdraw from the project unless there are unavoidable reasons

for doing so. Should this nonetheless happen, the LP and the remaining PPs must find a solution in

agreement with the rules and procedures as described in the programme manual.

Should a PP fail to comply with its obligations under this partnership agreement, the partnership

may decide as a last resort to remove this PP from the project and request modifications as

outlined in the programme manual.

The LP can, if necessary, request modifications of the project data to the JS/ MA or other relevant

programme body. Any modifications requested, including budget, partnership and operational

changes, must be agreed and authorised by the PPs beforehand, according to pre-agreed rules of

procedure or other decision-making mechanism established in the partnership.

The LP and PPs must strictly follow the provisions of the programme manual when requesting

and/or implementing modifications in the project.

Article 9: Information and communication, publicity and

branding

The LP and the PPs must comply with the EU publicity rules as well as the communication

requirements outlined in the programme manual, and provide any material developed during the

lifetime of the project that may be useful to publications at the programme level.

The LP and PPs ensure that any outcome and result produced during project implementation can

be used by all interested parties and organisations, and are in the public interest and publicly

available. Moreover, the PPs will support the LP and play an active role in any actions organised

by the programme to disseminate and capitalise on project results.

Article 10: Intellectual property rights, confidentiality

and conflict of interest

The LP and PPs must undertake to enforce all applicable national and EU law, including but not

limited to laws on intellectual property rights, especially copyright, regarding any output produced

as a result of project implementation.

Pe nn

eo d

ok um

en tn

yc ke

l: Q

9C J7

-U CL

J0 -6

3T G

X- 7T

IM L-

Y4 D

W L-

9R JL

V

The LP or PP shall ensure that it has all rights to use any pre-existing intellectual property rights,

if necessary for the implementation of the project.

The result of the joint activities covered by the agreement concerning reports, documents,

studies, electronic data and other outputs, are the joint property of the partnership, unless

specifically agreed otherwise.

The LP and PPs are obliged to take all necessary measures in order to avoid conflicts of interest,

and to keep each other informed without delay on any circumstances that have generated or may

generate such conflict.

The LP and PPs are obliged to inform the relevant programme bodies if there is any sensitive or

confidential information related to the project that may not be published or made publicly

available. This clause does not affect the LP and PPs obligation to make all results and outputs of

the project available to the public.

Article 11: dispute settlement

Disputes arising between PPs or between the LP and PP/PPs concerning their contractual

relationship and, more specifically, the interpretation, performance and termination of this

agreement should strive to be resolved amicably. Should this not be possible, the law of the

country of the LP shall apply.

Article 12: third party contracts, liability and

outsourcing

In the case of cooperation with third parties including but not limited to sub-contractors and in-

house bodies, with regard to the project, the relevant PP remains solely responsible towards the

other PPs concerning compliance with its obligations as set out in the programme manual. PPs

must inform each other about the scope of such contracts and the names of the contracted parties.

Should a PP not comply with its obligations, this PP must be solely responsible for damages and

costs resulting from this non-compliance.

Pe nn

eo d

ok um

en tn

yc ke

l: Q

9C J7

-U CL

J0 -6

3T G

X- 7T

IM L-

Y4 D

W L-

9R JL

V

Article 13: Assignment, legal succession

In the case of legal succession; e.g., where the LP or any PP changes its legal form, the LP or PP

is obliged to transfer all duties and obligations under this contract to its successor. Legal

succession shall be formalised according to the rules as set out in the programme manual.

Article 14: Amendment of the partnership agreement

Amendments to the partnership agreement must be properly documented. If applicable, in

accordance with the rules and procedures as set out in the programme manual, the LP presents

the amended partnership agreement to the relevant programme body without undue delay.

Article 15: Termination

The partnership agreement must be terminated as a consequence of termination of the co-

financing contract.

Following termination of the partnership agreement, the LP and PPs are still obliged to comply

with all the requirements after closure, such as recoveries or document retention for audit and

evaluation purposes.

Final Provisions The partnership agreement is written in English. If this document and its annexes are translated

into another language, the English version will be the binding one.

Should conflicting clauses or interpretation thereof between this agreement and the subsidy

contract arise, the subsidy contract takes precedence.

If any provision in this partnership agreement should be wholly or partly ineffective, the parties

to the partnership agreement undertake to replace the ineffective provision by an effective

provision which comes as close as possible to the purpose of the ineffective provision.

Amendments and supplements to the present agreement must be in written form. Consequently,

any changes to the present agreement will only be effective if they have been agreed on in writing.

Pe nn

eo d

ok um

en tn

yc ke

l: Q

9C J7

-U CL

J0 -6

3T G

X- 7T

IM L-

Y4 D

W L-

9R JL

V

Signatures All PPs must sign and date the partnership agreement.

- Lead Partner: Norrköping Science Park

- Partner 2: Tallinn Science Park Tehnopol

- Partner 3: Association CLEANTECH LATVIA

List of annexes

• Annex 1 – Subsidy contract

• Annex 2 – Detailed budget by categories and spending plan

• Annex 3 – Project application

Pe nn

eo d

ok um

en tn

yc ke

l: Q

9C J7

-U CL

J0 -6

3T G

X- 7T

IM L-

Y4 D

W L-

9R JL

V

Pe nn

eo d

ok um

en tn

yc ke

l: Q

9C J7

-U CL

J0 -6

3T G

X- 7T

IM L-

Y4 D

W L-

9R JL

V

Pe nn

eo d

ok um

en tn

yc ke

l: Q

9C J7

-U CL

J0 -6

3T G

X- 7T

IM L-

Y4 D

W L-

9R JL

V

Pe nn

eo d

ok um

en tn

yc ke

l: Q

9C J7

-U CL

J0 -6

3T G

X- 7T

IM L-

Y4 D

W L-

9R JL

V

Pe nn

eo d

ok um

en tn

yc ke

l: Q

9C J7

-U CL

J0 -6

3T G

X- 7T

IM L-

Y4 D

W L-

9R JL

V

Pe nn

eo d

ok um

en tn

yc ke

l: Q

9C J7

-U CL

J0 -6

3T G

X- 7T

IM L-

Y4 D

W L-

9R JL

V

Pe nn

eo d

ok um

en tn

yc ke

l: Q

9C J7

-U CL

J0 -6

3T G

X- 7T

IM L-

Y4 D

W L-

9R JL

V

Pe nn

eo d

ok um

en tn

yc ke

l: Q

9C J7

-U CL

J0 -6

3T G

X- 7T

IM L-

Y4 D

W L-

9R JL

V

Pe nn

eo d

ok um

en tn

yc ke

l: Q

9C J7

-U CL

J0 -6

3T G

X- 7T

IM L-

Y4 D

W L-

9R JL

V

Pe nn

eo d

ok um

en tn

yc ke

l: Q

9C J7

-U CL

J0 -6

3T G

X- 7T

IM L-

Y4 D

W L-

9R JL

V

Pe nn

eo d

ok um

en tn

yc ke

l: Q

9C J7

-U CL

J0 -6

3T G

X- 7T

IM L-

Y4 D

W L-

9R JL

V

Pe nn

eo d

ok um

en tn

yc ke

l: Q

9C J7

-U CL

J0 -6

3T G

X- 7T

IM L-

Y4 D

W L-

9R JL

V

Pe nn

eo d

ok um

en tn

yc ke

l: Q

9C J7

-U CL

J0 -6

3T G

X- 7T

IM L-

Y4 D

W L-

9R JL

V

Pe nn

eo d

ok um

en tn

yc ke

l: Q

9C J7

-U CL

J0 -6

3T G

X- 7T

IM L-

Y4 D

W L-

9R JL

V

Pe nn

eo d

ok um

en tn

yc ke

l: Q

9C J7

-U CL

J0 -6

3T G

X- 7T

IM L-

Y4 D

W L-

9R JL

V

Pe nn

eo d

ok um

en tn

yc ke

l: Q

9C J7

-U CL

J0 -6

3T G

X- 7T

IM L-

Y4 D

W L-

9R JL

V

Pe nn

eo d

ok um

en tn

yc ke

l: Q

9C J7

-U CL

J0 -6

3T G

X- 7T

IM L-

Y4 D

W L-

9R JL

V

Pe nn

eo d

ok um

en tn

yc ke

l: Q

9C J7

-U CL

J0 -6

3T G

X- 7T

IM L-

Y4 D

W L-

9R JL

V

Pe nn

eo d

ok um

en tn

yc ke

l: Q

9C J7

-U CL

J0 -6

3T G

X- 7T

IM L-

Y4 D

W L-

9R JL

V

Pe nn

eo d

ok um

en tn

yc ke

l: Q

9C J7

-U CL

J0 -6

3T G

X- 7T

IM L-

Y4 D

W L-

9R JL

V

Pe nn

eo d

ok um

en tn

yc ke

l: Q

9C J7

-U CL

J0 -6

3T G

X- 7T

IM L-

Y4 D

W L-

9R JL

V

Pe nn

eo d

ok um

en tn

yc ke

l: Q

9C J7

-U CL

J0 -6

3T G

X- 7T

IM L-

Y4 D

W L-

9R JL

V

Pe nn

eo d

ok um

en tn

yc ke

l: Q

9C J7

-U CL

J0 -6

3T G

X- 7T

IM L-

Y4 D

W L-

9R JL

V

Pe nn

eo d

ok um

en tn

yc ke

l: Q

9C J7

-U CL

J0 -6

3T G

X- 7T

IM L-

Y4 D

W L-

9R JL

V

Pe nn

eo d

ok um

en tn

yc ke

l: Q

9C J7

-U CL

J0 -6

3T G

X- 7T

IM L-

Y4 D

W L-

9R JL

V

Pe nn

eo d

ok um

en tn

yc ke

l: Q

9C J7

-U CL

J0 -6

3T G

X- 7T

IM L-

Y4 D

W L-

9R JL

V

Pe nn

eo d

ok um

en tn

yc ke

l: Q

9C J7

-U CL

J0 -6

3T G

X- 7T

IM L-

Y4 D

W L-

9R JL

V

Pe nn

eo d

ok um

en tn

yc ke

l: Q

9C J7

-U CL

J0 -6

3T G

X- 7T

IM L-

Y4 D

W L-

9R JL

V

Partner Organisation abbreviation Country ERDF ERDF % Rate

LP1 NOSP Sverige (SE) 336881,44 46,82%

PP2 Tehnopol Eesti (EE) 199179,20 27,68%

PP3 CL Latvija (LV) 183479,20 25,50%

719539,84 0,00%Total

Pe nn

eo d

ok um

en tn

yc ke

l: Q

9C J7

-U CL

J0 -6

3T G

X- 7T

IM L-

Y4 D

W L-

9R JL

V

ERDF % of total Public Contribution Auto Public Contribution Private Contribution

80,00% 84220,36 0,00 0,00

80,00% 49794,80 0,00 0,00

80,00% 0,00 0,00 45869,80

80,00% 134015,16 0,00 45869,80

Pe nn

eo d

ok um

en tn

yc ke

l: Q

9C J7

-U CL

J0 -6

3T G

X- 7T

IM L-

Y4 D

W L-

9R JL

V

Total partner contribution Total eligible budget % of Total eligible budget

84220,36 421101,80 46,82%

49794,80 248974,00 27,68%

45869,80 229349,00 25,50%

179884,96 899424,80 100,00%

Pe nn

eo d

ok um

en tn

yc ke

l: Q

9C J7

-U CL

J0 -6

3T G

X- 7T

IM L-

Y4 D

W L-

9R JL

V

CB1000678

Advance4Growth

Application Form Export

Downloaded on 2026.06.10 - 06:59:02

Version 2.0

Form language: EN

Input language: EN

Currency: EUR

Pe nn

eo d

ok um

en tn

yc ke

l: Q

9C J7

-U CL

J0 -6

3T G

X- 7T

IM L-

Y4 D

W L-

9R JL

V

Central Baltic Programme 2021-2027 CB1000678 - Advance4Growth Version 2.0, 2026.06.10

2

A - Project identification

A.1 Project identification

Project id (automatically created) CB1000678

Name of the lead partner organisation Norrköping Science Park

Name of the lead partner organisation in English

Norrkoping Science Park

Project title Bridging regional export connections to help Central Baltic SMEs grow and expand in the UK market

Project acronym Advance4Growth

Programme priority Innovative Business Development

Programme objective PO1: More exports by SMEs

Project duration in months 30

Pe nn

eo d

ok um

en tn

yc ke

l: Q

9C J7

-U CL

J0 -6

3T G

X- 7T

IM L-

Y4 D

W L-

9R JL

V

Central Baltic Programme 2021-2027 CB1000678 - Advance4Growth Version 2.0, 2026.06.10

3

A.2 Project summary Give a brief overview of the project. The information written here will be used to produce content for various platforms, such as the project webspace, booklets etc. Make sure that the information provided in the project summary field is coherent, well-structured, catchy, and understandable for an external reader considering all the points mentioned below. For a first step application, please include the indicative budget of your project (total budget and budget per partner) to the end of the summary.

the common challenge of the programme area you are jointly tackling in your project the overall objective of the project and the expected change your project will make to the current situation the main outputs you will produce and those who will benefit from them the approach you plan to take and why a cross-border approach is needed what is new/original about the project

Advance4Growth will support SMEs in the Central Baltic region(CBR) to create new business opportunities and overcome obstacles they face expanding into the UK market, Golden Triangle. The project will focus on the Golden Triangle in UK, as strategic gateways, due to their high growth potential and demand for innovation and research which aligns with the strengths of our CB SMEs and their expressed export interest. Targeted SMEs are within deep-tech.

The project will secure 10 sales contracts in the UK by creating a pool of 60 companies from 3 partnering countries(Estonia, Latvia and Sweden). The second goal is to foster cross-border collaborations between the countries for on-boarded SMEs, partners, and local organizations.

Actions Supported: Conduct market analysis to identify and support SMEs to find new business opportunities in the UK. Develop support networks through collaborations between 3 partnering countries, business support organisations, industry experts, and regional authorities both on target markets and in the CBR. Create value propositions and offer selected SMEs up to 25 hours of mentoring to support their entry to the UK.. Organise regular seminars/webinars on market-specific challenges and opportunities in CBR. Organise inbound delegation to the CBR from UK market as well as creating delegations to the UK market, into Golden Triangle area (London, Cambridge, Oxford).

Pe nn

eo d

ok um

en tn

yc ke

l: Q

9C J7

-U CL

J0 -6

3T G

X- 7T

IM L-

Y4 D

W L-

9R JL

V

Central Baltic Programme 2021-2027 CB1000678 - Advance4Growth Version 2.0, 2026.06.10

4

A.3 Project budget overview

Programme funding Contribution

TotalFunding source

Funding amount

Co-financing rate (%)

Automatic public contribution

Other public contribution

Total public contribution

Private contribution

Total contribution

ERDF 719.539,84 80,00% 0,00 134.015,16 134.015,16 45.869,80 179.884,96 899.424,80

Total EU funds

719.539,84 80,00% 0,00 134.015,16 134.015,16 45.869,80 179.884,96 899.424,80

Total 719.539,84 80,00% 0,00 134.015,16 134.015,16 45.869,80 179.884,96 899.424,80

Pe nn

eo d

ok um

en tn

yc ke

l: Q

9C J7

-U CL

J0 -6

3T G

X- 7T

IM L-

Y4 D

W L-

9R JL

V

Central Baltic Programme 2021-2027 CB1000678 - Advance4Growth Version 2.0, 2026.06.10

5

A.4 Project outputs and result overview

Programme Output Indicator

Aggregated value per

Programme output

indicator

Measurement Unit

Output Output Title Output target

value

Programme result indicator

Baseline Result

indicator target value

Measurement unit

Enterprises with non- financial support

60,00 Company Output 1.1

SMEs participated in project activities

60,00

RCR04 SMEs introducing marketing or organisational innovation

20,00 Company Output 1.2

Companies participated in export activities to achieve marketing or organisational innovation

20,00

PSR1 Companies with achieved sales and contracts to new markets

0,00 10,00 Company

Pe nn

eo d

ok um

en tn

yc ke

l: Q

9C J7

-U CL

J0 -6

3T G

X- 7T

IM L-

Y4 D

W L-

9R JL

V

Central Baltic Programme 2021-2027 CB1000678 - Advance4Growth Version 2.0, 2026.06.10

6

B - Project partners

Partners overview

Number Status Name of the Organization in english Country Organisation abbreviation Partner role Partner total eligible budget

1 Active Norrkoping Science Park Sverige (SE) NOSP LP 421.101,80

2 Active Tallinn Science Park Tehnopol Eesti (EE) Tehnopol PP 248.974,00

3 Active CLEANTECH LATVIA Latvija (LV) CL PP 229.349,00

Pe nn

eo d

ok um

en tn

yc ke

l: Q

9C J7

-U CL

J0 -6

3T G

X- 7T

IM L-

Y4 D

W L-

9R JL

V

Central Baltic Programme 2021-2027 CB1000678 - Advance4Growth Version 2.0, 2026.06.10

7

B.1 Lead partner

Partner number 1

Partner role LP

Name of the Organization in original language Norrköping Science Park

Name of the Organization in english Norrkoping Science Park

Organisation abbreviation NOSP

Department / unit / division

Partner main address

Country Sverige (SE)

NUTS 2 Östra Mellansverige (SE12)

NUTS 3 Östergötlands län (SE123)

Street, House number, Postal code, City Laxholmstorget 3

60221 Norrköping

Homepage www.nosp.se

Address of department / unit / division (if applicable)

Country

NUTS 2

NUTS 3

Street, House number, Postal code, City

Legal and financial information

Type of partner Business support organisation

Legal status Public

VAT number (if applicable) 556415-1404

Is your organisation entitled to recover VAT based on national legislation for the activities implemented in the project?

Yes

Contact

Legal representative CEO Jonas Nilson

Contact person Project Manager Klara Ewald

Pe nn

eo d

ok um

en tn

yc ke

l: Q

9C J7

-U CL

J0 -6

3T G

X- 7T

IM L-

Y4 D

W L-

9R JL

V

Central Baltic Programme 2021-2027 CB1000678 - Advance4Growth Version 2.0, 2026.06.10

8

Contact

Email [email protected]

Telephone no. +46765345477

Motivation

Describe the organisation's thematic competences and experiences that are relevant for the project. Avoid providing general information about the partner organisation. Indicate the relevant and concrete know-how which will be used to implement project activities.

Norrköping Science Park (NOSP) is strategically located near Norrköping Campus and Linköping University, serving as a dynamic hub for innovation, business development and world-known research. With over two decades of experience, NOSP has specialised in nurturing startups and scale-ups, particularly in deep tech sectors such as advanced materials, visualization and AI.

NOSP's participation in EU-funded initiatives like Bridging4Growth and Leap4Growth, has sharpened our focus on fostering international business growth and innovation. This includes expertise in emerging technologies and regulatory frameworks essential for expanding SMEs into new markets. These competencies make NOSP exceptionally well-suited to lead the Advance4Growth project, bringing a wealth of knowledge and strategic insight that aligns directly with the project's objectives.

Describe the main role (main activities and responsibilities) of the organisation in the project. Focus on why the partner organisation is optimal to fulfil the specific role and implement the specific tasks in the project.

As the lead partner in Advance4Growth, NOSP will lead the efforts to enhance the export capabilities of SMEs in the Central Baltic region. NOSP also has a tight partnership with the extensive research done at Linköping Univeristy Campus Norrköping. Which makes NOSP suitable partners working towards a market with universities working with world-known deep tech research.

The role will encompass organising comprehensive market analysis workshops, mentoring programs, and targeted training sessions tailored to the specific needs of SMEs preparing for international expansion. As well as coordinating network oppertunities for CBR SMEs both in the UK but as well as in the CB region.

NOSP will also leverage its extensive network and experience from past projects to facilitate cross- border collaborations, ensuring that SMEs benefit from a unified approach to market entry. This includes managing demonstration projects and pilot tests that align with the project’s innovative market entry strategies, providing tangible benefits and real-world applications for SMEs. Besides as the project focuses on deeptech companies, NOSP has exquisite knowledge in the areas of smart manufacturing, electronics, visualization, logistics, semiconductors, and value chain development. This would be the knowledge and experience to be shared with other partnering countries' and their companies.

Describe the organisation's experience in participating in and/or managing EU co-financed projects or other international projects. Instead of providing a long list of projects the organisation has participated in, mention the most relevant experience of the partner organisation from the relevant field: thematic experience, experience in management of and participation in international projects. Indicate if you are planning to bring in relevant expertise for the project to the partner organisation(s).

Pe nn

eo d

ok um

en tn

yc ke

l: Q

9C J7

-U CL

J0 -6

3T G

X- 7T

IM L-

Y4 D

W L-

9R JL

V

Central Baltic Programme 2021-2027 CB1000678 - Advance4Growth Version 2.0, 2026.06.10

9

Motivation

NOSP has a strong track record of leadership and active participation in major EU-funded initiatives. We serve as Lead Partner for Leap4Growth and contributed as a partner to projects such as Bridging4Growth and Scaleup Launchpad, where we developed tailored support mechanisms to advance SME internationalisation.

Our extensive experience in managing complex, multinational projects has equipped us with the expertise required to effectively lead Advance4Growth, ensuring compliance with EU standards while driving the achievement of the project’s ambitious objectives.

Through Advance4Growth, Norrköping Science Park is positioned to play a central role in accelerating SME internationalisation within the Central Baltic region. By leveraging our institutional knowledge and proven capacity in international project management, we aim to foster sustainable economic growth, competitiveness, and long-term development across the region.

Co-financing

Source Amount Percentage

ERDF 336.881,44 80,00%

Partner contribution 84.220,36 20,00%

Partner total eligible budget 421.101,80 100,00%

Origin of partner contribution

Source of contribution Legal status of contribution Amount % of total partner budget

NOSP Public 84.220,36 20,00%

Total

Sub-total public contribution 84.220,36 20,00%

Sub-total automatic public contribution 0,00 0,00%

Sub-total private contribution 0,00 0,00%

Total 84.220,36 20,00%

Pe nn

eo d

ok um

en tn

yc ke

l: Q

9C J7

-U CL

J0 -6

3T G

X- 7T

IM L-

Y4 D

W L-

9R JL

V

Central Baltic Programme 2021-2027 CB1000678 - Advance4Growth Version 2.0, 2026.06.10

10

B.1 Project Partner 2

Partner number 2

Partner role PP

Name of the Organization in original language Tallinna Teaduspark Tehnopol SA

Name of the Organization in english Tallinn Science Park Tehnopol

Organisation abbreviation Tehnopol

Department / unit / division Business Development Unit

Partner main address

Country Eesti (EE)

NUTS 2 Eesti (EE00)

NUTS 3 Lõuna-Eesti (EE008)

Street, House number, Postal code, City Mäealuse 2/4

12618 Tallinn

Homepage www.tehnopol.ee

Address of department / unit / division (if applicable)

Country

NUTS 2

NUTS 3

Street, House number, Postal code, City

Legal and financial information

Type of partner Business support organisation

Legal status Public

VAT number (if applicable) EE100855346

Is your organisation entitled to recover VAT based on national legislation for the activities implemented in the project?

Yes

Contact

Legal representative Mrs Agnes Roos

Contact person Ms Anu Puusaag

Pe nn

eo d

ok um

en tn

yc ke

l: Q

9C J7

-U CL

J0 -6

3T G

X- 7T

IM L-

Y4 D

W L-

9R JL

V

Central Baltic Programme 2021-2027 CB1000678 - Advance4Growth Version 2.0, 2026.06.10

11

Contact

Email [email protected]

Telephone no. +3725090541

Motivation

Describe the organisation's thematic competences and experiences that are relevant for the project. Avoid providing general information about the partner organisation. Indicate the relevant and concrete know-how which will be used to implement project activities.

Tehnopol Science and Business Park is Estonia's largest hub for high-tech entrepreneurship, aimed at making the Estonian economy more sustainable through rapid growth of startups and SMEs. For over 20 years, Tehnopol has been offering a comprehensive range of services to foster development and expansion into global markets. These services include modern office spaces, business counseling, startup accelerating and facilities for innovation testing.

According to Tehnopol's strategy, starting from fall 2025, it specializes on five main areas: health-tech, defence-tech / dual-use, AI, deep tech and digital technologies (smart city for instance). Tehnopol provides services both to early stage startups by providing focus areas based accelerations and aprox to 100 companies annually will benefit from direct support like support by mentors/experts, have testing opportunities, recieve grants or will be guided in to get investments and will be supported for their export activities. Due to several changes and for the need to find new unicorns in Estonia, Estonian governement have now focused both on defencetech and deeptech companies acceleration. Thus, Tehnopol has updated its strategy and added deeptech as one of the focus areas and its' activities and services will be aligned for it as well. Task created for Tehnopol, is to support deeptech companies growth both on early stage and scale-up level. Thus, Tehnopol has created additional experts/mentors and also investors pool for deeptech companies and is actively looking for and promoting initiatives that support companies with specific needs (risky, needs specific testing, long runway, science based team etc). Besides, Tehnopol facilitates business matchmaking, mentoring, collaborations with universities and government entities to provide the supportive network to deeptech companies as well. Closeness to Taltech university is the key element here, but close connections are made also to other universities in Estonia.

Describe the main role (main activities and responsibilities) of the organisation in the project. Focus on why the partner organisation is optimal to fulfil the specific role and implement the specific tasks in the project.

Pe nn

eo d

ok um

en tn

yc ke

l: Q

9C J7

-U CL

J0 -6

3T G

X- 7T

IM L-

Y4 D

W L-

9R JL

V

Central Baltic Programme 2021-2027 CB1000678 - Advance4Growth Version 2.0, 2026.06.10

12

Motivation

Tehnopol´s main role is to represent deeptech companies from Estonia throughout the project. As refered earlier, Tehnopol is now focused on deeptech sector, thus the pipeline of deeptech companies is generated and accessible for Tehnopol. Besides, it has very close collaboration with Taltech and Tartu university, that most probably will have important role in creating deeptech startups. Besides startups, Tehnopol will focus on deeptech scale up companies and UKś Golden Triangle will probably provide best opportunity to either test the solutions, find new collaboration opportunities for the solution or new team members and last but not least, match with potential business partners as the area is open for innovation. Besides being the main host for deeptech companies in Estonia for the project, Tehnopol will conduct the events and matches made with Estonian companies and partners. As the project focuses on creating crossborder linkages, Tehnopol has very good reach to deeptech area network including universities, investors, public and private organisations and other tech companies. In more specifics, the areas of focus would be AI, defence-tech/dual-use, healthtech and digitalisation in different environments (incl smart city, greentech for example). Besides, as Tehnopol has partnered up with the same consortia previously in several 4Growth initiatives and as Advance4Growth focuses on providing new market access to deeptech companies, Tehnopol has the experience, knowledge and connections to run the project in cooperation with the partners. Previously created connections in term of healthtech from project Health-3-2-1 will be analysed and added if needed besides of the national support system that is provided by Estonian Government to Estonian companies. Last but not least, Tehnopol will be again responsible for mentors procurement, by using the experience and legal aspects.

Describe the organisation's experience in participating in and/or managing EU co-financed projects or other international projects. Instead of providing a long list of projects the organisation has participated in, mention the most relevant experience of the partner organisation from the relevant field: thematic experience, experience in management of and participation in international projects. Indicate if you are planning to bring in relevant expertise for the project to the partner organisation(s).

Pe nn

eo d

ok um

en tn

yc ke

l: Q

9C J7

-U CL

J0 -6

3T G

X- 7T

IM L-

Y4 D

W L-

9R JL

V

Central Baltic Programme 2021-2027 CB1000678 - Advance4Growth Version 2.0, 2026.06.10

13

Motivation

Tehnopol has a long history of involvement in EU co-financed and other international and national projects, establishing itself as an essential partner for Estonia. It has participated in numerous projects funded by Interreg Central Baltic, Horizon programs and also I3 initiatives, which play a significant role in its funding strategy. Mostly Tehnopol has consistently demonstrated its ability to comply with project regulations, manage finances effectively, meet reporting deadlines, and deliver expected outcomes without significant difficulties. Among the projects with Interreg Central Baltic, Tehnopol has participated in the Leap4Growth, Bridging4Growth, Health-3-2-1, 4SmartGrowth, Scale-Able etc projects that were all committed to support the export growth to Estonian tech companies. Several projects are still running, but the outcomes of these projects confirm that Estonian tech companies are capable of finding new business partners abroad and although being small, are very flexible and agile and have capacity to create sales outside of EU markets. Each of the project has its specifics, but key lessons learned from these initiatives are the importance of creating online connections and focus on these maintainance later, creating new network with the help of partners and their national networks, and managing costs efficiently, due to long experience in similar projects. Tehnopol has also created a lot of knowledge from international mentors´ procurement processes held together with official partners. Not less important is the companies´ pool that have had access to several export projects, who are now doing sales markets, but share important feedback of their market entrance processes. Last but not least important is the cooperation among partners of the project. Consortia for A4G have long history and has gained a lot of trust. Thus, the tasks divided by partners are always delivered in its full volume and thus the project outcomes are actually approachable.

Co-financing

Source Amount Percentage

ERDF 199.179,20 80,00%

Partner contribution 49.794,80 20,00%

Partner total eligible budget 248.974,00 100,00%

Origin of partner contribution

Source of contribution Legal status of contribution Amount % of total partner budget

Tehnopol Public 49.794,80 20,00%

Total

Sub-total public contribution 49.794,80 20,00%

Sub-total automatic public contribution 0,00 0,00%

Sub-total private contribution 0,00 0,00%

Total 49.794,80 20,00%

Pe nn

eo d

ok um

en tn

yc ke

l: Q

9C J7

-U CL

J0 -6

3T G

X- 7T

IM L-

Y4 D

W L-

9R JL

V

Central Baltic Programme 2021-2027 CB1000678 - Advance4Growth Version 2.0, 2026.06.10

14

B.1 Project Partner 3

Partner number 3

Partner role PP

Name of the Organization in original language CLEANTECH LATVIA

Name of the Organization in english CLEANTECH LATVIA

Organisation abbreviation CL

Department / unit / division N/A

Partner main address

Country Latvija (LV)

NUTS 2 Latvija (LV00)

NUTS 3 Rīga (LV006)

Street, House number, Postal code, City Dzerbenes 27

LV1006 Riga

Homepage www.cleantechlatvia.com

Address of department / unit / division (if applicable)

Country Latvija (LV)

NUTS 2 Latvija (LV00)

NUTS 3 Rīga (LV006)

Street, House number, Postal code, City Valmieras 31

LV1009 Riga

Legal and financial information

Type of partner Business support organisation

Legal status Private

VAT number (if applicable) 50008104111

Is your organisation entitled to recover VAT based on national legislation for the activities implemented in the project?

No

Contact

Legal representative Mrs. Evija Pudane

Pe nn

eo d

ok um

en tn

yc ke

l: Q

9C J7

-U CL

J0 -6

3T G

X- 7T

IM L-

Y4 D

W L-

9R JL

V

Central Baltic Programme 2021-2027 CB1000678 - Advance4Growth Version 2.0, 2026.06.10

15

Contact

Contact person Mrs. Evija Pudane

Email [email protected]

Telephone no. +37129560650

Motivation

Describe the organisation's thematic competences and experiences that are relevant for the project. Avoid providing general information about the partner organisation. Indicate the relevant and concrete know-how which will be used to implement project activities.

CLEANTECH LATVIA is cluster organizations which since it's establishment is oriented to support SME’ s export and innovation activities. For more than 12 years we are assisting our members in their business development and strategic partnerships establishment, to develop and implement clean and environmentally friendly technologies, to promote a circular economy and industrial symbiosis as a new generation business model, to enhance the competitiveness of enterprises, oriented towards sustainability, to cooperate for entering new markets, creating new value chains, developing innovative products and services. The focus of the deeptech section would be everything that has connection with the clean- or greentechnologies as described above. Export promotion is our key competence and offer to enterprises. We attract financing to support companies activities abroad and we have been organized: export visits to 30+countries; 60+ export events: 500+ companies participated 90% of which were SMEs. As some of the markets are emerging economies, we have not only offered new products and services, but also improved the knowledge of the stakeholders in this market about environmental technologies, smart urban solutions and digital opportunities. Innovation support over 10+ years helps to identify new exportable, global products. Collaboration with universities and R&D centers is a base for tech development.

Describe the main role (main activities and responsibilities) of the organisation in the project. Focus on why the partner organisation is optimal to fulfil the specific role and implement the specific tasks in the project.

Based on the previous experience, gained in various export-related projects as well as ongoing projects Bridging4Growth and Leap4Growth, we will provide Latvian SME's with comprehensive information on the development of the targeted markets, business environment, investment policy and available funding opportunities as well as development projects in the direction of sustainable and smart development. Based on our many years of experience, we will not only provide general advice but also provide support in business negotiations as far as is acceptable to businesses and pay close attention to explaining differences in culture and business environment. For successful Latvian SME's involvment local partner with experience in export promotion is crutial. Last but not least are important the focus areas - clean and sustainable tech, renewable energy, resource efficiency, industrial symbiosis, bioeconomy, and smart infrastructure - that would be the specific knowledge and experience to be shared within the project activities.

Pe nn

eo d

ok um

en tn

yc ke

l: Q

9C J7

-U CL

J0 -6

3T G

X- 7T

IM L-

Y4 D

W L-

9R JL

V

Central Baltic Programme 2021-2027 CB1000678 - Advance4Growth Version 2.0, 2026.06.10

16

Motivation

Describe the organisation's experience in participating in and/or managing EU co-financed projects or other international projects. Instead of providing a long list of projects the organisation has participated in, mention the most relevant experience of the partner organisation from the relevant field: thematic experience, experience in management of and participation in international projects. Indicate if you are planning to bring in relevant expertise for the project to the partner organisation(s).

Most of CLEANTECH LATVIA projects were focused on export promotion and the development of new products to meet export markets needs. With our experience and knowledge, we have not only participated in various EU-funded projects but also become an important partner in the project applications of our members, providing our knowledge and experience throughout the project. One of the most important sources of our funding is the ERDF-financed project "Cluster CLEANTEACH LATVIA", the purpose of which is to continue to strengthen and develop the operation of the CLEANTECH LATVIA cluster and promote the development of circular economy, export, and competitiveness of our members and partners - clean technology industry merchants and research and educational institutions, the introduction of innovations and cooperation in the creation of new products, techn ologies, and services. New similar project is in the implementation phase - one is from 2024-2026, 2nd 2026-2029 (project is confirmed with some conditions). To get better knowledge of export markets CLEANTECH LATVIA's runned as lead partner export-related project ENGINE (Capacity building of industry associations serving engineering companies in Kazakhstan and Uzbekistan). Over this project we opened doors to target market through knowledge transfer events and networking events.

Co-financing

Source Amount Percentage

ERDF 183.479,20 80,00%

Partner contribution 45.869,80 20,00%

Partner total eligible budget 229.349,00 100,00%

Origin of partner contribution

Source of contribution Legal status of contribution Amount % of total partner budget

CL Private 45.869,80 20,00%

Total

Sub-total public contribution 0,00 0,00%

Sub-total automatic public contribution 0,00 0,00%

Sub-total private contribution 45.869,80 20,00%

Total 45.869,80 20,00%

Pe nn

eo d

ok um

en tn

yc ke

l: Q

9C J7

-U CL

J0 -6

3T G

X- 7T

IM L-

Y4 D

W L-

9R JL

V

Central Baltic Programme 2021-2027 CB1000678 - Advance4Growth Version 2.0, 2026.06.10

17

C - Project description

C.2 Project relevance and context C.2.1 What are the common territorial challenge(s) within the scope of your Programme Objective that will be tackled by the project?

Please indicate what is the joint cross-border challenge that you and your partners will address in your project.

Deep-tech SMEs in the Central Baltic Region (CBR) – Sweden, Estonia, and Latvia – face common barriers when scaling internationally, particularly in competitive markets like the UK. Their challenges are systemic, cross-border, and require joint approaches.

The first challenge stems from the nature of deep-tech itself. These firms build on advanced scientific or engineering discoveries, often IP-based, requiring long development cycles, extensive prototyping, and rigorous testing. This results in high financial and technological risks, limited resources due to small teams, and weak commercial capacity. While their solutions are often of high quality, many struggle to define and adapt go-to-market strategies and to gain visibility abroad.

The second challenge relates to the UK and especially the Golden Triangle (London–Oxford– Cambridge). This ecosystem offers world-class research, investors, and early-adopter networks, but it is also closed, competitive, and highly relationship-driven. For small deep-tech firms, entering such an environment individually is nearly impossible.

Third, scaling capacity and knowledge are limited. Many SMEs lack awareness of regulatory frameworks, especially post-Brexit, and struggle to tailor value propositions to sector needs. Peer-to- peer learning is scarce, meaning companies often repeat mistakes instead of refining approaches collectively.

Finally, there is the issue of visibility. Alone, CBR SMEs cannot achieve the critical mass required to stand out internationally. By pooling resources, linking complementary solutions across borders, and leveraging both local and UK expertise, they can strengthen their position, build trust with stakeholders, and access value chains that remain otherwise out of reach.

Pe nn

eo d

ok um

en tn

yc ke

l: Q

9C J7

-U CL

J0 -6

3T G

X- 7T

IM L-

Y4 D

W L-

9R JL

V

Central Baltic Programme 2021-2027 CB1000678 - Advance4Growth Version 2.0, 2026.06.10

18

C.2.2 How does the project tackle the identified common challenges and/or opportunities? Describe the approach the project takes.

Describe the approach the project will take in addressing the common cross-border challenges and/or joint assets, e.g., describe main project activities to achieve project results. Please describe the cross- border elements in your project approach. Explain how activities will be organised in the project (e.g., how they will be structured, what will be their sequence, what specific methods will be applied, etc.).

The project addresses cross-border challenges through a structured approach that combines SME selection, tailored support, knowledge sharing, expert mentoring, and direct exposure to the UK market. Activities ensure that participating firms are well-prepared to engage in the Golden Triangle. 1. Company selection and preparation. Each partner will use a personalised approach to identify SMEs with product readiness (at least pilot /testing stage), ambition, and resources. Selected firms will receive targeted training to refine market- specific value propositions and prepare for UK entry. 2. Knowledge sharing and collaboration. Three thematic events—one per partner country—will gather SMEs around technology areas aligned with partner strengths: NOSP (Sweden): smart manufacturing, electronics, visualization, logistics, semiconductors, and value chain development. Cleantech Latvia (Latvia): clean and sustainable tech, renewable energy, resource efficiency, industrial symbiosis, bioeconomy, and smart infrastructure. Tehnopol (Estonia): digitalisation, AI, healthtech, smart cities, green tech, and defence/dual-use tech. This setup enables peer learning and cross-border solutions with stronger market potential. 3. Expert mentoring. UK-based experts will be recruited to provide up to 25 hours of guidance per SME, including sales leads, feedback on strategies, introductions, and piloting/testing opportunities. 4. Business missions. Two joint missions to the Golden Triangle will connect SMEs with clients, investors, academia, and partners. In return, UK delegations will visit CBR countries to expand cooperation. 5. Scaling support. By covering expert costs, pooling resources, and linking SMEs to UK networks, the project enhances visibility, credibility, and access to contracts and investments. Through this cross-border model, partners create value no single country could achieve alone, boosting the competitiveness of CBR deep-tech SMEs and their ability to grow in the UK market. Pe

nn eo

d ok

um en

tn yc

ke l:

Q 9C

J7 -U

CL J0

-6 3T

G X-

7T IM

L- Y4

D W

L- 9R

JL V

Central Baltic Programme 2021-2027 CB1000678 - Advance4Growth Version 2.0, 2026.06.10

19

C.2.3 Why is cross-border cooperation needed to achieve the project’s objectives and results?

Provide a concrete and specific description of the cross-border challenges and opportunities that will be tackled by the project (in relation to the needs of project target groups). Explain why your project is necessary for the involved regions/countries in terms of common challenges and/or joint assets addressed. Explain also why working on the Central Baltic scale is optimal for achieving the project results.

For Northern European SMEs, the UK has long been a natural first step into global markets: English- speaking, innovation-friendly, and home to top universities and investors. Brexit, however, has reshaped this entry landscape. Regulatory complexity, reduced EU support, and uncertainty around standards now make solo entry harder and costlier. For deep-tech SMEs—facing long development cycles and high capital needs—these barriers can be insurmountable without collective support. Cross-border cooperation is essential. By joining forces across Sweden, Estonia, and Latvia, SMEs gain scale, credibility, and resources. Instead of fragmented efforts, the project builds a unified Central Baltic platform with stronger UK visibility. This shared identity draws on the “New Nordic” reputation for quality, sustainability, and trust—offering immediate advantages in investor and customer discussions. Collaboration creates synergies. A Swedish imaging sensor SME combined with Estonian AI can deliver integrated Industry 4.0 solutions. Latvian hydrogen innovation paired with Estonian cleantech can address global sustainability challenges. These joint offerings are more attractive to UK corporates and investors than isolated technologies. Brexit also disrupted informal networks and EU-level cooperation. Pooling networks across three countries restores and expands access—connecting SMEs to mentors, corporates, research, and investors in the UK’s Golden Triangle. Group trade missions and matchmaking, unaffordable for individual SMEs, become accessible and strategically targeted. Finally, cooperation reduces risk. Deep-tech firms need repeated testing and validation. Sharing networks, costs, and knowledge makes this process more manageable. SMEs learn from each other, co-develop solutions, and avoid costly missteps. In short: Brexit raised barriers. Cross-border collaboration lowers them. The Central Baltic approach is not just optimal—it is necessary.

Pe nn

eo d

ok um

en tn

yc ke

l: Q

9C J7

-U CL

J0 -6

3T G

X- 7T

IM L-

Y4 D

W L-

9R JL

V

Central Baltic Programme 2021-2027 CB1000678 - Advance4Growth Version 2.0, 2026.06.10

20

C.2.4 Who will benefit from your project?

In the first column of each row, please select one of the pre-defined target groups from the drop-down list. Do not just categorically choose most or all the target groups but focus on and choose only the most relevant ones.

Target Group Specification

SME

The Advance4Growth project targets deep-tech SMEs, defined by products or services based on scientific or engineering discoveries, protected by IP, often groundbreaking, high-risk, capital-intensive, and with significant but sometimes undefined market potential. Advance4Growth supports these SMEs by providing expertise, resources, and tailored market entry support to expand into the UK. This includes sales, testing, piloting, investment opportunities, or new development and research projects. Partners collaborate with national clusters, networks, researchers, and industry organisations to identify relevant SMEs and deliver targeted, practical support for successful international growth.

National public authority

All partners will contribute to project activities with national public authorities and business support organisations. Both within the CBR and the target market, including the network of specific deep-tech areas covered in the project. There is an extensive network in the UK to collaborate from all partner countries such as Business Sweden, Swedish Chamber of commerce, representative office of Investment and Development agency of Latvia, embassies and honorary councils, international research institutes, including a network of universities of both regions and also network of investors etc. By working with these entities, Advance4Growth ensures that the project aligns with national policies and export strategies while providing SMEs with access to the resources they need to enter new markets and scale their companies. The project engages these authorities through regular consultations, joint events, and collaboration on export promotion strategies.

C.2.5 How does the project contribute to wider strategies and policies?

Please indicate to which strategies and policies on international and national level your project will directly link and contribute to and describe in what way you will contribute to them. Focus on the most relevant ones. .

Strategy Contribution

Pe nn

eo d

ok um

en tn

yc ke

l: Q

9C J7

-U CL

J0 -6

3T G

X- 7T

IM L-

Y4 D

W L-

9R JL

V

Central Baltic Programme 2021-2027 CB1000678 - Advance4Growth Version 2.0, 2026.06.10

21

Strategy Contribution

EU Strategy for the Baltic Sea Region

EU Strategy for the Baltic Sea Region – The project advances the objectives of the EUSBSR Policy Area Innovation by strengthening the Baltic Sea Region’ s (BSR) global competitiveness in innovation, fostering sustainable economic growth, and enhancing the region’s visibility and appeal as a preferred partner for international innovation collaboration. In particular, the project contributes to Policy Area Innovation, Action 3: Co-creative Innovation, by connecting innovation ecosystems across the BSR and piloting structured models and practices that actively engage SMEs in collaborative and co-creation activities.

By leveraging clusters and networks built on regional strengths and smart specialization, the project reinforces the BSR’s innovation and entrepreneurship ecosystem. It creates new international market opportunities for companies in the region and encourages cross-border consortia, aligning with EUSBSR goals to enhance cooperation, connectivity, and knowledge exchange. Moreover, the project supports EUSBSR sustainability objectives by promoting SMEs addressing climate-related challenges and advancing the transition to a greener, more resource-efficient economy at regional and global levels.

Other

Estonian Research and Development, Innovation and Entrepreneurship Strategy 2021-2035. The project improves the competitiveness of the companies representing the national smart specialization strategy verticals, including digital solutions across all areas of life, health technologies, smart and sustainable energy solutions. Also, the project encourages the verticals related to exports and investments in the respected verticals. According to the Strategy, several deep-tech oriented regulations are confirmed

Other

Latvia's Sustainable Development Strategy until 2030 (Latvija 2030) - Priority: Innovative and eco-efficient economy The strategy emphasizes the need to develop export-capable sectors, especially high-tech and knowledge-intensive services. - Exports are considered a key driver of Latvia's competitiveness and sustainable growth.

Other

Latvia: National Development Plan 2021–2027 (NDP2027) - Export is one of the main directions of economic development. - The plan provides for: - Support for strengthening the export capacity of SMEs, especially in the fields of innovation and high technology. - Participation in international exhibitions, trade missions, contact exchanges, etc. - Increase in export volume by 20% per year as one of the goals.

Pe nn

eo d

ok um

en tn

yc ke

l: Q

9C J7

-U CL

J0 -6

3T G

X- 7T

IM L-

Y4 D

W L-

9R JL

V

Central Baltic Programme 2021-2027 CB1000678 - Advance4Growth Version 2.0, 2026.06.10

22

Strategy Contribution

Other

Utilizing Export Promotion Strategies in the Central Baltic regions:

Advance4Growth leverages national and regional export promotion initiatives, such as: - Latvia (LIAA - Investment and Development Agency of Latvia): Leap4Growth collaborates with LIAA to enhance SMEs' export capabilities by connecting them with resources for foreign market success and innovation. - Estonia (Enterprise Estonia - EAS): The project aligns with EAS's mission to foster international growth by offering Estonian SMEs access to services that drive innovation and competitiveness in foreign markets. - Sweden (Business Sweden): Leap4Growth partners with Business Sweden to support Swedish SMEs in their international growth, providing them with strategic advice and practical tools for entering global markets. These collaborations ensure that participating SMEs benefit from the comprehensive support structures already in place in their respective countries, enhancing the regional capacity for international trade.

Other

Impact Innovation Programme

This new initiative is led by Vinnova, Formas, and the Swedish Energy Agency and aims to foster long-term national competitiveness. Launched fully in 2024, it focuses on three primary areas: sustainable production and value chains, public health, and creating resilient communities. The programme’s goal is to address these challenges by supporting ecosystem-wide collaboration between public and private sectors​.

C.2.6 Which synergies with past or current EU and other projects or initiatives will the project make use of?

Project or Initiative

Synergy

Pe nn

eo d

ok um

en tn

yc ke

l: Q

9C J7

-U CL

J0 -6

3T G

X- 7T

IM L-

Y4 D

W L-

9R JL

V

Central Baltic Programme 2021-2027 CB1000678 - Advance4Growth Version 2.0, 2026.06.10

23

Project or Initiative

Synergy

Bridging4Growth

Advance4Growth will adopt and refine the successful strategies implemented in Bridging4Growth (B4G), especially in the areas of SME mentoring and cross-border collaboration. B4G's methodology for creating international business growth will be enhanced within Advance4Growth to offer more targeted support systems and export strategies. Partnerships from B4G will give Advance4Growth participants established channels for collaboration, reducing the time needed to form market connections and ensuring access to trusted partners. This collaboration enables target-market activities (like missions and expert networks) to be organized quickly, with each partner bringing valuable connections. The base of companies involved in B4G will also be useful for Advance4Growth. Established communication channels set up during B4G are adapted for this as well project, although the target audience differs. Finally, the well-organized, trusted B4G team will carry over to Advance4Growth. After 3 years, each partner’s strengths and areas for improvement are well understood, allowing the project team to begin immediately without needing additional onboarding. Key B4G practices, such as effective mentoring, shared trade missions, and an established SME community, will be crucial values to continue in Advance4Growth.

Leap4Growth

Advance4Growth will adopt the same pattern as B4G and Leap4Growth. The extensive knowledge and enormous network the project partners gain from L4G, Advance4Growth can use greatly. Not only will they run simultaneously making it easier for the well-working project team, it will also affect the companies approached, the communication channels that are used and the strategies that are implemented. The L4G project will provide effectiveness in hiring experts and approaching international potential partners. It will provide tools to evaluate the companies ready for A4G project and give a much better starting point for the A4G team to emphasize the necessity of cross-border collaboration among deep-tech companies in creating holistic solutions for potential partners.

SCALE-ABLE

The cross-border matchmaking tools and methodologies developed in SCALE-able for assessing scale-up readiness will be adapted for Advance4Growth. This will ensure that SMEs are well-prepared for international matchmaking events in CBR and in UK. By integrating SCALE-able’s methodologies, Advance4Growth will offer SMEs a proven structure for readiness assessment, although the target audience differs from regular export market project, the methodology of matchmaking and readiness assessment, is still crucial

Health 3-2-1

Healthtech oriented project for UK market, will provide necessary network and connections already reached and gained in Health 3-2-1 project. As Advance4Growth will focus also on deep-tech companies within the healthtech sector, the network of the Health3-2-1 is highly valuable. Experts of the H3-2-1 project will be met and added to A4G project according to the specific deep-tech companies needs.

Pe nn

eo d

ok um

en tn

yc ke

l: Q

9C J7

-U CL

J0 -6

3T G

X- 7T

IM L-

Y4 D

W L-

9R JL

V

Central Baltic Programme 2021-2027 CB1000678 - Advance4Growth Version 2.0, 2026.06.10

24

Project or Initiative

Synergy

CLEANTECH LATVIA izaugsme (CLEANTECH LATVIA growth)

CLEANTECH LATVIA growth project (2026-2029) is oriented to members export promotion and new product development initiatives. Funding from this project will be available for additional trips to UK or market research activities that won't be covered by A4G. CL will assure that there is no double funding for same activities.

Pe nn

eo d

ok um

en tn

yc ke

l: Q

9C J7

-U CL

J0 -6

3T G

X- 7T

IM L-

Y4 D

W L-

9R JL

V

Central Baltic Programme 2021-2027 CB1000678 - Advance4Growth Version 2.0, 2026.06.10

25

C.3 Project partnership Describe the structure of your partnership as a whole and explain why these partners are needed to implement the project and to achieve project objectives. Describe the main role, tasks, activities, and contribution to the project results of each partner in the project, and why the partners are best to fulfil the specific roles and implement the tasks. Describe the partner’s relevant key competences for that. Indicate the concrete know-how and tell what statutory mandate the partners have to implement the project and to confirm the durability and sustainability of its results.

The Advance4Growth partnership is built on long-standing trust, strong communication, and equality, with all partners sharing responsibility for project activities. Previous successful collaborations provide a solid foundation for effective teamwork. Focused on deep-tech SMEs, roles are assigned according to each partner’s expertise and networks, making the consortium stronger together than any single organisation alone. Partners will support SMEs locally and host UK delegations in each Central Baltic country, combining visits with international and regional events. Matchmaking sessions will connect UK stakeholders with local companies, ensuring visibility on high-profile platforms and direct business opportunities. NOSP brings deep international experience from Central Baltic and other EU projects, with strong connections across public and private sectors. It will organise matchmaking during major Swedish events such as TechArena and Almedalen, linking UK delegations with Nordic innovators. Tehnopol has extensive experience in EU projects (Interreg, Horizon, I3) and a strong presence in Estonia’s startup and scaleup scene. With a strategic focus on AI, defence/dual-use, healthtech, and digital technologies, it will host delegations at events like Latitude59 or Startup Day at Tartu, facilitating matchmaking for Estonian and Central Baltic deep-tech firms. Cleantech Latvia has strong export promotion experience. It connects companies, research, and public institutions in clean energy, green transition, and sustainability. It will link UK delegations with local players at Riga TechWeek, Deep Tech Atelier, TechChill and the European Hydrogen Valleys Investment Forum.

Together, the consortium provides sector-specific expertise and ensures SMEs gain direct exposure to international markets. By aligning UK delegations with top events in each country, Advance4Growth creates a cost-effective platform for cross-border collaboration, visibility, and market entry. Pe

nn eo

d ok

um en

tn yc

ke l:

Q 9C

J7 -U

CL J0

-6 3T

G X-

7T IM

L- Y4

D W

L- 9R

JL V

Central Baltic Programme 2021-2027 CB1000678 - Advance4Growth Version 2.0, 2026.06.10

26

C.4 Project work plan

Number Work package name

1 Cross-border activities to engage deeptech companies and create shared knowledge and network in CBR

2 Preparation and support of sales and scaling opportunities in Golden Triangle area, UK.

Pe nn

eo d

ok um

en tn

yc ke

l: Q

9C J7

-U CL

J0 -6

3T G

X- 7T

IM L-

Y4 D

W L-

9R JL

V

Central Baltic Programme 2021-2027 CB1000678 - Advance4Growth Version 2.0, 2026.06.10

27

Work package 1

Work package title

Cross-border activities to engage deeptech companies and create shared knowledge and network in CBR

Objectives

Your objectives should be:

realistic and achievable by the end of the project specific (who needs project outputs delivered in this work package, and in which territory) measurable – indicate the change you are aiming for

Define one project specific objective that will be achieved when all activities in this work package are implemented and outputs delivered.

To target and attract 60 deeptech defined companies from 3 partnering countries to join the project and provide them a knowledge and connections to widen their network, identify potential customers, build their export strategies and provide opportunities to scale their companies.

Think about the communication objective that will contribute to the achievement of the specific objective. Communication objectives aim at changes in a target audience's behaviour, knowledge or belief.

Advance4Growth targets deep-tech companies, requiring a personalised communication approach. While general activities include a project website on Interreg CB and a LinkedIn page, each partner implements tailored outreach in their local language using the most effective channels. Norrköping Science Park coordinates overall communication, but partners attract local SMEs and promote the project through newsletters, social media, and official media. Tehnopol will use Startup Estonia, Enterprise Estonia, and university networks. NOSP will leverage networks like the Östergötland Chamber of Commerce, Business Sweden, RISE, Almi, and Linköping University’s UK connections. Cleantech Latvia will coordinate with universities, R&D institutions, the Latvian Cluster Network, and the Investment and Development Agency of Latvia, including its UK office, to maximise project visibility.

Activities

Activity 1.1

Title Launching the project and attracting deep-tech companies to join

Start period Period 1, 1 - 6

End period Period 2, 7 - 12

Pe nn

eo d

ok um

en tn

yc ke

l: Q

9C J7

-U CL

J0 -6

3T G

X- 7T

IM L-

Y4 D

W L-

9R JL

V

Central Baltic Programme 2021-2027 CB1000678 - Advance4Growth Version 2.0, 2026.06.10

28

Activity 1.1

Description

The value proposition for the deep-tech SMEs will be created. All project partners use their access to the target SMEs and deliver the value proposition to them via different communication channels (CB website, social media etc.) or by personal approach. A launch event will be organised by the project partners and is joint for the whole project. The event will attract SMEs to receive information of what the project can offer and encourage them to apply to the project.

Deliverables 1.1

Running number

Deliverable title Description Delivery period

D.1.1.1 Project launch and value proposition

The value proposition and publicity clearly states what is the beneft for the Central Baltic SMEs to take part in the project.

Period 2 , 7 - 12

Activity 1.2

Title Application process and SME-s evaluation process for their scaling opportunities

Start period Period 1, 1 - 6

End period Period 5, 25 - 30

Pe nn

eo d

ok um

en tn

yc ke

l: Q

9C J7

-U CL

J0 -6

3T G

X- 7T

IM L-

Y4 D

W L-

9R JL

V

Central Baltic Programme 2021-2027 CB1000678 - Advance4Growth Version 2.0, 2026.06.10

29

Activity 1.2

Description

Consortia will create application procedures to confirm companies joining the project. Partners agree on selection criteria and for this project also crucial readiness evaluation method for selecting the SMEs applying to attend the project. As the readiness level for deep-tech companies vary a lot, the specific evaluation criteria and procedure will be confirmed. Selection will be done based on the SME´s market readiness level, ambition, resources availability, export potential and previous experience, existing product or service and/or technology readiness. An application form is developed for applying to the project. All partners disseminate the link to the application via their channels and display it on their chosen social media platforms. Application rounds will be open during the whole project period. Among the submitted applications, the pool of SMEs will be selected. 60 SMEs are expected in total for the whole project to be selected and each of them will be evaluated for their market readiness level

Deliverables 1.2

Running number

Deliverable title

Description Delivery period

D.1.2.1

Application form for the SMEs and selection criteria

An application form is an online template that SMEs who wish to attend the project, will fill in and submit. Partners select the most potential and promising SMEs to further participate in the project activities.

Period 1 , 1 - 6

D.1.2.2

Pool of 60 SMEs to attend project activities

60 companies will be selected among submitted applications to further proceed on the path towards scaling and export activities

Period 5 , 25 - 30

Activity 1.3

Title Cross-border cooperation and coaching for CBR companies

Start period Period 2, 7 - 12

End period Period 4, 19 - 24

Pe nn

eo d

ok um

en tn

yc ke

l: Q

9C J7

-U CL

J0 -6

3T G

X- 7T

IM L-

Y4 D

W L-

9R JL

V

Central Baltic Programme 2021-2027 CB1000678 - Advance4Growth Version 2.0, 2026.06.10

30

Activity 1.3

Description

As Advance4Growth will focus on not just creating sales on the UK market, but providing scaling opportunities for CBR companies. The project will provide on spot networking events on specific topics within deep tech areas and deep tech research. Thus, each partner will host at least 1 event on specific deep tech topic (like Tehnopol either on AI, defencetech/dual-use, Cleantech Latvia on energy, hydrogen, envirotech, NOSP on smart manufacturing or other) that will be agreed during the project and according the interest or potential of participating companies. Besides hosting the event, it will be merged either with incoming delegation or guests from UK, Golden Triangle area. From both business and research. Or other bigger or smaller event, that gather the audience of this specific area (like Tehnopol can use Latitude59 event for specific gathering, NOSP as Techarena, or Cleantech Latvia Deep Tech Atelier Riga or similar). Hosting events will focus on specifics of deep-tech areas, provide high level speakers and knowledge sharing, but most importantly will accept companies of each CB region and prepare them for matchmaking on spot. The aim of the matchmaking is to create and provide scaling opportunities for participating companies. It can thus turn out to find possibilities in some development projects, research, testing, piloting or combining different solutions and technologies into more holistic solutions. Delegations and or guests from the UK and/or Golden Triangle area are requested to provide on spot coaching sessions for participating companies. The coaching sessions will be primarily done by experts hired in WP2 activities, but can also be as guest coaches relevant to the topics in discussion. All the partners are responsible for the activity and will host at least 1 event during the project period.

Deliverables 1.3

Running number

Deliverable title Description Delivery period

D.1.3.1 Agendas of event days and participating companies lists of CBR market events

Participants from the UK market and CBR

Period 4, 19 - 24

Outputs

Pe nn

eo d

ok um

en tn

yc ke

l: Q

9C J7

-U CL

J0 -6

3T G

X- 7T

IM L-

Y4 D

W L-

9R JL

V

Central Baltic Programme 2021-2027 CB1000678 - Advance4Growth Version 2.0, 2026.06.10

31

Output 1.1

Output Title SMEs participated in project activities

Programme Output Indicator PO1O1: Enterprises with non-financial support

Measurement Unit Company

Target Value 60,00

Delivery period Period 5, 25 - 30

Output Description

SMEs will engage in project activities, which will include application rounds, assessment for the project activities, cross-border cooperation and technology focused approach to combine and reach the best holistic solutions

Output 1.2

Output Title Companies participated in export activities to achieve marketing or organisational innovation

Programme Output Indicator PO1O2: RCR04 SMEs introducing marketing or organisational innovation

Measurement Unit Company

Target Value 20,00

Delivery period Period 5, 25 - 30

Output Description

Participating companies will achieve organisational innovation and marketing outcomes through matchmaking sessions, export missions, and ongoing support.

Investments Pe

nn eo

d ok

um en

tn yc

ke l:

Q 9C

J7 -U

CL J0

-6 3T

G X-

7T IM

L- Y4

D W

L- 9R

JL V

Central Baltic Programme 2021-2027 CB1000678 - Advance4Growth Version 2.0, 2026.06.10

32

Work package 2

Work package title

Preparation and support of sales and scaling opportunities in Golden Triangle area, UK.

Objectives

Your objectives should be:

realistic and achievable by the end of the project specific (who needs project outputs delivered in this work package, and in which territory) measurable – indicate the change you are aiming for

Define one project specific objective that will be achieved when all activities in this work package are implemented and outputs delivered.

The objective of this WP is to support and boost deep-tech companies' official agreements settlements within the Golden Triangle area and in the UK. Measurable objective will be 10sales deals created during or shortly after the project. In addition to sales, the project will support companies in any other deal making process regarding either gaining investments, receiving testing or piloting opportunities, finding research partners or additional team members important for their technology or any other deal that supports their growth and their journey on reaching the market. The project team will keep records on participating companies and their achievements, confirming the achievements on written forms and sharing the outcomes publicly.

Think about the communication objective that will contribute to the achievement of the specific objective. Communication objectives aim at changes in a target audience's behaviour, knowledge or belief.

Advance4Growth targets deep-tech companies, requiring a personalised communication approach. While general activities include a project website on Interreg CB and a LinkedIn page, each partner implements tailored outreach in their local language using the most effective channels. Norrköping Science Park coordinates overall communication, but partners attract local SMEs and promote the project through newsletters, social media, and official media. Tehnopol will use Startup Estonia, Enterprise Estonia, and university networks. NOSP will leverage networks like the Östergötland Chamber of Commerce, Business Sweden, RISE, Almi, and Linköping University’s UK connections. Cleantech Latvia will coordinate with universities, R&D institutions, the Latvian Cluster Network, and the Investment and Development Agency of Latvia, including its UK office, to maximise project visibility.

Activities

Activity 2.1

Title Procurement of the local market expert for UK market

Start period Period 2, 7 - 12

Pe nn

eo d

ok um

en tn

yc ke

l: Q

9C J7

-U CL

J0 -6

3T G

X- 7T

IM L-

Y4 D

W L-

9R JL

V

Central Baltic Programme 2021-2027 CB1000678 - Advance4Growth Version 2.0, 2026.06.10

33

Activity 2.1

End period Period 5, 25 - 30

Description

Responsible for the UK market and Golden Triangle area activities, Tehnopol will implement appropriate procurement procedures to hire competent local market experts for the UK to support the project activities. Responsible partner Tehnopol prepares the tender documentation and agrees with other partners on the main selection criteria of the experts. After implementation of the procurement, an expert contract will be signed with the selected experts. The experts will assist the project to: Identify business opportunities in specific deep-tech areas in specific regions at UK Golden Triangle and support the entry of the CB SMEs into the target market Evaluate CB SMEs and find counterparts from the local businesses, facilitate the matchmaking that might include both business partnership, but also research partnership, investor relations, testing, piloting or other similar opportunities important for deep tech company growth Hold market introduction and/or technology based seminars and webinars for the companies Together with the project partners prepare and implement a high-quality export mission program for CB SMEs Assist the SMEs and project partners in any other way that is needed to ensure smooth entry to the UK market.

Deliverables 2.1

Running number

Deliverable title Description Delivery period

D.2.1.1 Tender documentation for the UK market expert

Procurement procedures, correct documentation and archiving process will be implemented. Two seperate procurmenets with distinct ToRs.

Period 5 , 25 - 30

D.2.1.2 Contract with expert(s) supporting activities towards UK market

Appropriate contract signed between the responsible partner and selected expert.

Period 5 , 25 - 30

Pe nn

eo d

ok um

en tn

yc ke

l: Q

9C J7

-U CL

J0 -6

3T G

X- 7T

IM L-

Y4 D

W L-

9R JL

V

Central Baltic Programme 2021-2027 CB1000678 - Advance4Growth Version 2.0, 2026.06.10

34

Activity 2.2

Title Digital matchmaking between SME and market expert, to initiate business relations

Start period Period 2, 7 - 12

End period Period 5, 25 - 30

Description

The local market experts and project partners will run ongoing digital discussions to matchmake and to prepare businesses and introduce relevant contacts. The local market experts play a central role in assessing the potential of the SMEs and its opportunities on the market in finding matching business interests. Digital matchmaking sessions take place online, one-on-one. Digital matchmaking sessions will be organised continuously as soon as a suitable match is identified for a SME.

Deliverables 2.2

Running number

Deliverable title Description Delivery period

D.2.2.1 Report on digital matchmaking sessions

Digital matchmaking sessions will be documented and compiled into the report

Period 5, 25 - 30

Activity 2.3

Title Export mission to the UK, Golden Triangle

Start period Period 2, 7 - 12

End period Period 5, 25 - 30

Pe nn

eo d

ok um

en tn

yc ke

l: Q

9C J7

-U CL

J0 -6

3T G

X- 7T

IM L-

Y4 D

W L-

9R JL

V

Central Baltic Programme 2021-2027 CB1000678 - Advance4Growth Version 2.0, 2026.06.10

35

Activity 2.3

Description

The project team will conduct two market missions combining different Golden Triangle areas. Thus, one export mission will be headed to London and Cambridge and the second one to London and Oxford. If there would be a chance to combine all three areas during one mission, the team will implement that. All the missions will have a fully prepared program. As two separate cities are involved, missions will last approximately 5 working days and include visits to the relevant industry event or mess, further training, meetings, company visits, visit to research centres, matchmaking etc. As the projects holds several deep-tech focused areas, the missions will be guided and divided by its specifics, thus the industry meetings, events and company visits will be actually beneficial to all participants. Experts, hired by the procurement, together with the partners will put together a program that is well suited to the SMEs needs. The main aim of these events is to create connections and network necessary for future sales deals as well as for research opportunities , investor deals, testing or piloting opportunities. Export missions will be organised twice during the project period. The delegations will be compiled from the participating SMEs that are either advanced and identified potential business lead during the digital matchmakings, or are otherwise well suited to address the needs of the target market. Delegations can be formed from up to 10 companies per mission. Each mission will also include communication material that is done prior and post delegation. All to make sure the companies receive as much information as possible prior. Every activity during the delegation will be well documented as well as post delegation, to display on the chosen social media channels for all project partners and companies to take part in.

Deliverables 2.3

Running number

Deliverable title Description Delivery period

D.2.3.1 Marketing materials prior of the export mission

Promoting the delegation and the participating SMEs via social media channels, the website and printing materials.

Period 4 , 19 - 24

Pe nn

eo d

ok um

en tn

yc ke

l: Q

9C J7

-U CL

J0 -6

3T G

X- 7T

IM L-

Y4 D

W L-

9R JL

V

Central Baltic Programme 2021-2027 CB1000678 - Advance4Growth Version 2.0, 2026.06.10

36

Deliverables 2.3

Running number

Deliverable title Description Delivery period

D.2.3.2 Agenda and report of the export mission

The program/agenda and reports of the missions, including the list of the participating SMEs.

Period 4 , 19 - 24

D.2.3.3 Video clips of companies

Video clips for the wider audience and other CB SMEs about the experiences and lessons learned from the point of view of the SMEs themselves.

Period 5 , 25 - 30

Investments

Pe nn

eo d

ok um

en tn

yc ke

l: Q

9C J7

-U CL

J0 -6

3T G

X- 7T

IM L-

Y4 D

W L-

9R JL

V

Central Baltic Programme 2021-2027 CB1000678 - Advance4Growth Version 2.0, 2026.06.10

37

C.5 Project Results Define one project main result. Choose the result indicator your result will contribute to. The measurement unit will be automatically added once the indicator is chosen. Define a target value for the contribution and indicate in which period the result will be delivered. Provide a description of the results. Explain their contribution to the programme result indicator and explain also how the target value was calculated.

Result 1

Programme result indicator PO1R1: PSR1 Companies with achieved sales and contracts to new markets

Measurement unit Company

Baseline 0,00

Target value 10,00

Delivery period Period 5, 25 - 30

Result description Increase in SME exports by achieving 10 new international sales contracts in the UK.

Pe nn

eo d

ok um

en tn

yc ke

l: Q

9C J7

-U CL

J0 -6

3T G

X- 7T

IM L-

Y4 D

W L-

9R JL

V

Central Baltic Programme 2021-2027 CB1000678 - Advance4Growth Version 2.0, 2026.06.10

38

C.6 Project Time Plan

Pe nn

eo d

ok um

en tn

yc ke

l: Q

9C J7

-U CL

J0 -6

3T G

X- 7T

IM L-

Y4 D

W L-

9R JL

V

Central Baltic Programme 2021-2027 CB1000678 - Advance4Growth Version 2.0, 2026.06.10

39

C.7 Project management In addition to the thematic work you will do in your project, you will need time and resources for coordination and internal communication. Please describe below how you plan to organise yourself to ensure the project work runs smoothly.

C.7.1 How will you coordinate your project?

Indicate who will be responsible for the coordination of your project. Tell what kind of management structures you will set up, and how the internal communication in the project will be organised.

The Lead partner (LP) - Norrköping Science Park (NOSP) will lead and coordinate overall activities of the project. The LP will appoint an administrative person to coordinate the reporting and administrative tasks, communication (incl.agreements, reports, meetings, liaise) with the Managing Authority (MA) and Joint Secretary (JS). LP will create shared and cloud based folder for each project’ activities and tasks. Weekly meetings: LP will plan, organise and led weekly online meetings to cover the actual topics following to the WP’s structure, outcomes, deliverables and marketing and communication in a line with EU visibility compliance. Memo of each meeting will be created. Kick-off will be organized by LP In period 1, to establish the work packages, discuss roles, tasks, meeting schedules, and reporting standards. Each partner leads activities in their local market and gives contribution to all project partners. A designated communication lead, LP will handle primary communication channels and ensure consistency. Partners are responsible for engaging with SMEs in their respective countries to support and create participation. Project period based face to face (F2F) meetings: At least once per period F2F meeting will be held, providing an opportunity for partners to assess project progress, strategise for upcoming periods and reinforce team cohesion. These F2F meetings will be combined with the activities and events implemented in each partnering country, providing the opportunity for team members to meet each countries’ companies as well, that provides opportunities to discuss potential cooperation opportunities with each company in person. The Steering Group (SG) will be established by appointing 1 person by each partner. LP will be responsible for organising and coordinating the SG meetings. Members will represent deep-tech sector companies and/or have experience in the UK market. MA will be invited to SG meetings. SG will meet at least once per year.

Pe nn

eo d

ok um

en tn

yc ke

l: Q

9C J7

-U CL

J0 -6

3T G

X- 7T

IM L-

Y4 D

W L-

9R JL

V

Central Baltic Programme 2021-2027 CB1000678 - Advance4Growth Version 2.0, 2026.06.10

40

C.7.2 Which measures will you take to mitigate the risks and ensure quality in your project?

Describe the specific approaches and processes of risk and quality management and identify the partners responsible for those. If you plan to have any type of project evaluation, please describe its purpose and scope. Plan measures to identify and monitor any risks for successful project implementation and plan respective activities to mitigate them.

Based on previous partnership, followings Risks (R) identified and Mitigation plan (M) defined. R1: Attracting the right deep tech focused companies. (ALL) M1: Have strict criteria (evaluated by the experts) for companies participating. R2: Keeping companies motivated and involved till the finish. (ALL) M2: Build a strong team-feeling, personal and long-lasting connection and provide continued dialog enriched by valuable events. R3: Expectation management (companies will not receive what they expecting) (ALL) M3: Clear value proposition, straight communication and close dialogue since beginnings. Evaluation of received services over the project. R4: Lack of experience and/or market or technology knowledge for deep-tech companies and relevance of market experts (ALL) M4: At least online meetings with the experts before contracting. Calls for experts till P5 to assure necessary competencies R5: Project team limited knowledge of specific deep-tech technologies or presence in the target area. (ALL) M5: Intense use of external partners and experts to mitigate this risk. In case of major changes which affect the implementation possibilities, the project will adjust the planned activities to meet the challenges in the most appropriate way. R6: Bad internal communication will lead to a risk of not reaching the goals. (ALL) M6: For effective communication partner meetings are held weekly and regular communication throught Whatsapp group. R7: Political or economical objectives may occur that affect project’s activities (ALL) M7: Weekly meetings ensure the team stays agile and responsive to political and economic shifts, ready to adapt the project plan when needed. R8: Several CB projects to run, risk of lack of resources M8: All partnering organisations and team members, with extensive experience in Interreg CB projects and strong existing relationships, are well-versed in administrative responsibilities and prepared to support each other to ensure smooth task delivery.

Pe nn

eo d

ok um

en tn

yc ke

l: Q

9C J7

-U CL

J0 -6

3T G

X- 7T

IM L-

Y4 D

W L-

9R JL

V

Central Baltic Programme 2021-2027 CB1000678 - Advance4Growth Version 2.0, 2026.06.10

41

C.7.3 What will be the general approach you will follow to communicate about your project?

Give information on how the project communication will be coordinated and how will the involvement of all partners be ensured. How will the communication activities contribute to disseminating your project results? Please note that all communication activities should be included in the work packages, as an integral part of your project. There is no need to repeat this information here.

The communication activities for the project are defined across two dedicated work packages, which detail all essential tasks and deliverables aimed at promoting the initiative. Norrköping Science Park will take the lead in managing the overall communication strategy. Although, all project partners will play an active role in the communication efforts to ensure a unified and collaborative approach. To keep the project team consistently informed, communication will be a standing item on the agenda during our weekly project meetings. A detailed and regularly updated communication schedule will be maintained to ensure alignment across all initiatives. Additionally, monthly coordination meetings will be held with a responsible communicator manager to assess progress, plan upcoming activities, and exchange ideas. For external outreach, we will utilize multiple channels to effectively engage our target audience. The existing 4Growth LinkedIn page, which has a strong international following, will be transitioned and rebranded to reflect Advance4Growth, main project activities will be promoted or consecutively planned to achieve organic reach to created publications. We will also actively contribute to the Central Baltic website by publishing project-related news, articles, and event updates. To strengthen our physical presence and provide accessible, tangible information to our stakeholders, we will produce printed promotional materials for relevant events. Moreover, targeted outreach will be carried out via personalized emails sent through the established networks and communities of each partner organization. To effectively engage key audiences in our target regions, we will partner with reputable business organizations—such as Business Sweden, Chamber of Commerce and equivalent institutions—and leverage their communication channels to amplify our message and strengthen our presence in the market.

Pe nn

eo d

ok um

en tn

yc ke

l: Q

9C J7

-U CL

J0 -6

3T G

X- 7T

IM L-

Y4 D

W L-

9R JL

V

Central Baltic Programme 2021-2027 CB1000678 - Advance4Growth Version 2.0, 2026.06.10

42

C.7.4 How do you foresee the financial management of the project and reporting procedures for activities and budget (within the partnership and towards the programme)?

Define the responsibilities, deadlines in financial flows, reporting flows, project related transfers, etc.

The project will follow previous 4G project patterns as all the partners are already qualified in Interreg Central Baltic reporting system, the lead partner will make sure that all project partners fulfill the documents needed for reporting and keep an eye on timely reporting and due to all needs. Each partner will be responsible for their partner contribution and budget, and will have separate project-specific bookkeeping. The financial flows, management and reporting will follow the schedules and conditions defined by the CB program rules and instructions. Budgetary issues will be overseen at weeklies and also during physical meetings. Real-time financial tracking tools and a strong communication framework will ensure financial transparency and compliance throughout the project. By previous projects, project team members are already experienced in having a significant amount for external services provided to the companies both by services or covering direct costs. Each partner will follow procurement laws set for each partnering country or will follow more specific procurement rules created for each organisation separately (for travelling for example). By adhering to these procedures, Advance4Growth ensures that all financial operations are transparent, efficient, and fully compliant with the Central Baltic Programme’s requirements. Besides direct travel support, individual expert work for companies will be calculated and reported separately (22 000 euros per company according to GBER).

Pe nn

eo d

ok um

en tn

yc ke

l: Q

9C J7

-U CL

J0 -6

3T G

X- 7T

IM L-

Y4 D

W L-

9R JL

V

Central Baltic Programme 2021-2027 CB1000678 - Advance4Growth Version 2.0, 2026.06.10

43

C.7.6 Horizontal principles

You must define the impact of the project on each of these principles by choosing ‘neutral’, ‘negative effects’ or ‘positive effects’. In general projects are not expected to have negative effect on any of the principles. If there are some specific measures planned to make a positive contribution, then ‘positive impact’ must be chosen, and an explanation provided.

Horizontal principles

Type of contribution

Description of contribution

Sustainable development

positive effects

Sustainability is definitely a key element to any deep-tech company. As technologies focused for this project will be several, the new solutions should provide sustainability, directly contributing to eco-innovation and environmental sustainability, as well as sustainable wellbeing. The project encourages the adoption of smart sustainable business practices and technologies, also disruptive and new ones, which intend to lead to reduce environmental impact and foster long-term economic growth within the region and hopefully globally as well.Directions like Greentech, cleantech, smart cities, industrial symbiosis main role is to strengthen and develop sustainable, resource efficient and climate friendly solutions.

Equal opportunities and non- discrimination

neutral We will provide equal opportunities and non-discrimination to all potential participants, experts or interesents.

Equality between men and women

neutral Over the project we are open to both gender involvement and don't put any restrictions on that.

Pe nn

eo d

ok um

en tn

yc ke

l: Q

9C J7

-U CL

J0 -6

3T G

X- 7T

IM L-

Y4 D

W L-

9R JL

V

Central Baltic Programme 2021-2027 CB1000678 - Advance4Growth Version 2.0, 2026.06.10

44

C.8 Long-term plans As a programme, we would like to support projects that have a long-lasting effect on the Central Baltic region and for those who will benefit from them. Please describe what you will do to ensure this.

C.8.1 Ownership

Please describe who will ensure the financial and institutional support for the outputs/deliverables developed by the project (e.g., tools), and explain how these outputs/deliverables will be integrated in the work of the partner institutions.

All partnering organisations existing services includes extensive experience in export services, prior participation in EU-funded projects, and a history of collaboration with each other. Thus the project, provides a natural place to incorporate the project’s key deliverables seamlessly into the ongoing work of each partner institution. Each partner organization has the financial capacity to support the project within their respective budgets. Each partner has a network of deep-tech companies in their domain, supporting growth through investment, product development, and go-to-market strategies. Thus, the A4G project is another small, yet important part within the partner’s services provided to specific scale-able companies. Continuous Funding: The project partners are committed to seeking additional funding from EU programs, national grants, and private partnerships to maintain financial support for the project’s initiatives. Operational Integration: Project tools and methodologies will be incorporated into the regular operations of partner institutions, ensuring that the project’s deliverables continue to be effective and beneficial for each partner to the greatest extent possible. Staff Empowerment: Partners will prioritise training staff to effectively use and sustain the project's outputs, fostering self-reliance and ensuring skills retention over time. All organizations aim to continue their efforts in internationalisation and maintain collaboration even after the project is completed. Impact Assessment: Regular monitoring and evaluation will track the effectiveness of the project’s outputs, providing data-driven insights for future enhancements. The project outputs and tools, e.g new international collaboration networks, will be utilized in the future. The relevant public deliverables will be shared in the relevant clusters and channels. These strategies will enable project partners to sustain long-term support for SME growth and internationalisation.

Pe nn

eo d

ok um

en tn

yc ke

l: Q

9C J7

-U CL

J0 -6

3T G

X- 7T

IM L-

Y4 D

W L-

9R JL

V

Central Baltic Programme 2021-2027 CB1000678 - Advance4Growth Version 2.0, 2026.06.10

45

C.8.2 Durability

To have a lasting effect on the Central Baltic region and its population, outputs or deliverables should be used by relevant groups (project partners or others) also after the project lifetime. For example, new practices in urban transport need to be used by local authorities to have less CO2 emissions, and the whole population will benefit from this. Indicate how the project partners will ensure the durability and sustainability of project results and outputs.

The future likely lies in deep-tech companies and disruptive technologies that shape daily life and specific environments. Given the high quality and reputation of Northern European tech products and services, the project team strongly believes in the CB region’s market-ready solutions. Meanwhile, the Golden Triangle—home to six world-renowned universities and their ecosystems—is a major innovation hub with broad influence across various sectors. Now is the right time to enable CB region companies to play a vital role in shaping global future scenarios. Solutions accepted within the Golden Triangle will influence behavioral patterns across environments, and project activities will reflect this. Specific actions include: Institutional Integration: Core outputs—expert knowledge, training, and market strategies—will be embedded into each partner’s SME support services. Partners will leverage existing networks, and identified experts will remain available for ongoing guidance. Policy Influence: Targeting deep-tech and disruptive technologies, A4G’s consortium will share results and recommendations with local and regional governments to shape policies that support SME internationalization. Embedding these strategies into public policy will foster lasting export conditions. Long-term Financing: The consortium will seek long-term funding options to sustain project initiatives, including national subsidies and private-sector partnerships. Export Network: A key output is an export network of mentors, consultants, and business representatives in target markets. Managed by partner organizations, this network will support future SMEs with valuable connections and insights.

Pe nn

eo d

ok um

en tn

yc ke

l: Q

9C J7

-U CL

J0 -6

3T G

X- 7T

IM L-

Y4 D

W L-

9R JL

V

Central Baltic Programme 2021-2027 CB1000678 - Advance4Growth Version 2.0, 2026.06.10

46

C.8.3 Transferability

Some outputs/deliverables that you will deliver could be adapted or further developed to be used by other target groups or in other territories. What will you do to make sure that relevant groups are aware of your outputs/deliverables and are able to use them?

To ensure the transferability of our outputs, we will focus on four key elements: 1. Dissemination and Outreach: We will actively disseminate information about our outputs and deliverables to relevant groups through targeted outreach efforts. This may include organizing specific events like workshops, webinars, and conferences to share insights and tools developed by our project, but also creating articles, news and sharing the outputs by posting the insights on social media and other channels. Besides, as referred earlier, the engagement with important stakeholders is also a key element. 2. Engagement with Stakeholders and External Regions: We will actively engage with stakeholders, including development agencies, business support organizations, and policy-makers in other territories and EU regions, to ensure awareness of our outputs and facilitate their use. This may involve establishing collaborative partnerships and networks to promote knowledge exchange and sharing. 3. Capacity Building: We will support capacity building initiatives to empower target groups to utilize our outputs effectively. This may include providing training, guidance, and technical assistance to facilitate their adoption and implementation. 4. Documentation and Accessibility: We will thoroughly document our outputs and deliverables both during and after the project as lots of outcomes might not occur and be seen clearly, including methodologies, outcomes, and best practices. This documentation will be made readily accessible through various channels, such as online platforms, reports, and publications. By implementing these key elements by being flexible according to the needs of the audience or target groups, we aim to maximize the transferability and uptake of our outputs. This will enable other target groups or territories beyond our project's immediate scope to effectively use them. Pe

nn eo

d ok

um en

tn yc

ke l:

Q 9C

J7 -U

CL J0

-6 3T

G X-

7T IM

L- Y4

D W

L- 9R

JL V

Detta dokument är undertecknat digitalt via Penneo.com. De signerade uppgifternas integritet är validerad med hjälp av ett beräknat hashvärde för originaldokumentet. Alla kryptografiska bevis är inbäddade i denna PDF, vilket säkerställer både autenticitet och möjlighet till framtida validering.

Detta dokument är försett med ett kvalificerat elektroniskt sigill. För mer information om Penneos kvalificerade betrodda tjänster, se https://eutl.penneo.com.

Så här verifierar du dokumentets äkthet: När du öppnar dokumentet i Adobe Reader kan du se att det är certifierat av Penneo A/S. Detta bekräftar att dokumentets innehåll förblir oförändrat sedan tidpunkten för undertecknandet. Bevis för de enskilda undertecknarnas digitala signaturer bifogas dokumentet.

De kryptografiska bevisen kan kontrolleras med hjälp av Penneos validator, https://penneo.com/validator, eller andra validerings verktyg för digitala signaturer.

Signaturerna i detta dokument är juridiskt bindande. Dokumentet är signerat genom Penneo™ för säker digital signering. Tecknarnas identitet har lagrats, och visas nedan.

"Med min signatur bekräftar jag innehållet och alla datum i detta dokumentet."

Bo Åke Wass Chairman of the Board På uppdrag av: Norrköping Science Park Serienummer: b9c1ba754cd66c[…]6f6736b845995 IP: 94.255.xxx.xxx 2026-06-12 19:26:23 UTC

Evija Pudane Executive Director På uppdrag av: Association CLEANTECH LATVIA Serienummer: [email protected] IP: 86.63.xxx.xxx 2026-06-15 08:14:16 UTC

JONAS WILHELM NILSON Chief Executive Officer På uppdrag av: Norrköping Science Park Serienummer: f680f5870b13b3[…]a091b7d7f85a8 IP: 212.181.xxx.xxx 2026-06-15 08:53:34 UTC

Agnes Roos Chief Executive Officer På uppdrag av: Tallinn Science Park Tehnopol Serienummer: [email protected] IP: 84.50.xxx.xxx 2026-06-25 07:09:07 UTC

Pe nn

eo d

ok um

en tn

yc ke

l: Q

9C J7

-U CL

J0 -6

3T G

X- 7T

IM L-

Y4 D

W L-

9R JL

V