Who am I…?

• Eötvös Loránd University, Chartered chemist, 1976• Comprehensive radiation protection exam (2005)• Official public procurement counsellor (2006-)

• University doctoral degree (Ph.D.), (1980) organic chemistry• candidate of biological sciences, 1989 (Ph.D. 1998), biochemistry• Habilitation (2008), pharmaceutical research, molecular

biology

• Semmelweis Medical University Institute of Medical Chemistry – Pathobiochemistry (1976-), Leader of research topic (1992-)

• Semmelweis Medical University - Director of Centre of Theoretical Medicine, (2008-2011)

• President of NIH (17 March 2011 - )

• Research• Chairman then strategic and educational director (2003-

2007) of Rational Drug Design Laboratory (1999- 2003),• I won the right for PhD accreditation (1994), and became

leader of 3 subprogrammes

Who am I…?

• Economic functions⁻ President of Pharmafontana Pharmaceuticals Holding (1990-95) ⁻ Member of Supervisory Board Gasworks of the Capital Corp. (1990-92) ⁻ Chairman of Supervisory Board of Buda Hegyvidék Ltd. (1990-91) ⁻ Chairman of Supervisory Board of Capital Communal Corp. (1993-94) ) ⁻ Member of Supervisory Board of Ferroglobus Trade House Corp. (1994-97)⁻ Member of Supervisory Board Budapest Chemical Factory Corp. (1994-98)⁻ Member of Board of Directors of the Educational Hospital of Semmelweis University

(1995-1997) ⁻ Expert in projects of seversal institutes in the field of their adaptation in Hungary, green

field investments, preparation of expert material and analyses (1994-)⁻ Member of Expert Committee of the Minister of Defence, Honvéd Hospital (1998-2002)⁻ Consultant and participant in the projects of the International Training Center for Bankers

(1996-2003 and 2008-2009) ⁻ Member of Supervisory Board of Hungarian Privatisation and State Holding Company

(Delegate of the Governments) (1998-2000) ⁻ Member of the Board of Hungarian Privatisation and State Holding Company (2000-2002)⁻ Member of Supervisory Board of Hungarian Electric Company (1999-2002)⁻ Chairman of Board of Paks Nuclear Power Plant (2000-2002 )⁻ Participant in the projects of Rational Drug Design Laboratory R&D Cooperative Research

Center (1999-2003) and Business Incubation (2003-2005) (ceased to exist due to financial difficulties)

⁻ Writer and evaluator of studies, analyses, energy concepts, counseling in energy projects, preparation of strategies and materials (1997-)

⁻ Strategic advisor of health reconstruction projects (2002-)⁻ Strategic Management of Semmelweis Medical University Public Procurement (2004-)⁻ Semmelweis University, Director of Centre of Theoretical Medicine(2008-)

Who am I…?

Think tank concepts

Dr. György Mészáros, NIH

NIH & RDI

R&D in development policy

Resources

Strategy breakdown

Timing

Coordination

NIH in details

I. R&D in Development Policy

• Emphasised area– Great added value– Great stimulating effect• Education & training• SME• Industrial policy• Development of economy and infrastructure

– Knowledge-base – social, economic and political benefits– Complex development area complex instruments

– (+ Exceptions from regulations of competition law … SME & EU)

R&D in Development Policy

Resources

Strategy breakdown

Timing

Coordination

NIH in details

II. Resources

– Hungarian Budget… Increasing (?) funding

– EU resources• Direct : New Széchenyi Plan• Indirect: EU programmes

– Market & other resources

– Other opportunities e.g. industrial partners & attracting innovation

R&D in the development policy

Resources

Strategy breakdown

Timing

Coordination

NIH in details

III. 1. Coordination

• Until now: NKTH (MAG, NFÜ…)• Future: NGM: NIH and NFM : NFÜ -

MAG

– Complex RDI policy– Unified system– Transparency– Feedback– Increasing efficiency

New strategies

• Government economic policies

• Political intention

• Industrial innovation

• RDI

• In the past 2 election cycles NKTH was heavily critisized (R&D expenditures / GDP ratio below 1%)

• The Széchenyi Plan, which was operating smoothy and efficiently by 2002, was de facto terminated

• … despite passing the Innovation Law and the establishment of the Innovation Fund – measures based on wide Parliamentary consensus – that should have helped NKTH.

• „undead” condition is unacceptable for several reasons

III. 2. NKTH – 1.

R&D in the development policy

Resources

Strategy breakdown

Timing

Coordination

NIH in details

RDI Governance Systems

RDI in NGM and NIH

Instead of fragmented government support policies

• Strategic planning of different programs should be held in one hand

• Stimulation of RDI and innovation opportunities (adaptive innovation included) should be prioritized, including SME

• Simplicity, increasing efficiency, termination of parallel and duplicated tasks (not to mention bureaucracy)

• Instead of the present chaotic system one bipolar system should be established– National Development Agency (NFÜ-MAG)– National Innovation Office (Former NKTH)

• RDI processes can be sub-divided:– NIH: development of innovation strategy, preparation of

programmes/calls, institutional background for these– ?????? Where is the limit…– NFÜ-MAG: implementation of calls for proposals, handling of

projects, financing, financial reporting & monitoring, audits

Eddig az NKTH IV. 1. NIH

• Ministry for National Economy Ministry of National Development

National Development Agency Hungarian Economic Development Centre

NIH in between

Functionality: • Ministry for National Economy – strategy = what?• NIH – strategy breakdown = how?• Ministry of National Development / National Development

Agency / Hungarian Economic Development Centre = implementation…

how should we implement?

Eddig az NKTH Funkcionális szétválasztásIV. 2. Separation of functions

Responsibilities of the Ministry for National Economy, and specifically those of its organisation, NIH:

•Providing innovation based strategic support to the economic policy decisions of the Government– Széchenyi plan;

•Elaborating strategy and boundary conditions of progammes/calls;

•Selecting innovative topics and shaping them into programmes/calls;

•Planning a fair and controllable allocation of resources, measurable by successful projects (?????)

•Monitoring and controlling strategic decisions, registering data;

•Providing services to SMEs and R&D&I processes;

•Attracting national and foreign industrial and other capital into Hungarian R&D&I processes, and the realisation of these processes in Hungary;

•Operating an Economic/Innovation Analysis Centre and Observatory;

•Taking care of the smooth continuation of former international relations of NKTH, repesenting Hungary at the EU and other organisations, setting up and operating offices abroad.

IV. 3. NIH

• Data collection, sorting• Instruments product-development

– Calls for proposals– Capital– Loans– Provision of advice (soft…)

• Scheduling• Monitoring• Control feedback• Planning, coordination• 9…., but we have to stand up

Eddig az NKTH Funkcionális szétválasztásIV. 4. Functional separation (2.)

Provides services to:high authorities & partner institutions

Eddig az NKTH Funkcionális szétválasztásIV. 5. „Love” triangle of NIH

Serves the Ministry for National Economy

NIH

Services provided:National Development Agency, Hungarian Economic Development Centre

Formulates recommendations to the National Research, Innovation &Science Policy Council, who decides

List of List of changeschanges

R&D&I R&D&I programme/call

programme/call strategy, programme

strategy, programme

planning, allocation of resources

planning, allocation of resources Monitoring, ObservatoryMonitoring, Observatory

Agency, incubator

Attracting and managing industrial R&D&I

International relations, EU and non-EU

Fund managem

ent shifted

Fund managem

ent shifted

to the Ministry of

to the Ministry of National

National

Development, except

Development, except …

…

New R&D&I system - NIHNew R&D&I system - NIH

OOperational

perational support, programme /

support, programme /

call budgets

call budgets & other resources…

& other resources…

Renewal and unification of R&D&I call system strategy

Competent and responsible STI management, expectations…

Defining preferred topics

Support of academic – university

sector, cooperation

R&D&I – cooperation with industry -

innovation

Core conditions of implementation…

R&D in the development policy

Resources

Strategy breakdown

Timing

Coordination

NIH in details

• NIH will accumulate information/best practices on• political actors• economy• development policy instruments• development policy partners (Hungarian Academy of

Sciences and the academic sector (universities, research institutes), funds, retail banks, multinationals, SMEs, industrial partners of economic development (industrial parks, incubators etc…)

• the international environment – influences, ideas and connections

Conceptual preparation, elaboration quadrations

Eddig az NKTH Funkcionális szétválasztásV. 1. Timing

NGM –et kiszolgálja

• ?????

• Start building from scratch

• Stabilisation

• Meeting new requirements

• New office organisation

• New HR

• Cooperation, common goals, common achievements…

• Hopefully common success as well…

V. 2. Timing

R&D in the development policy

Resources

Strategy breakdown

Timing

Coordination

NIH in details

Akár így is lehet… VI. 1. A model – yet to be finalised

Thank you Thank you

for your kind attention.for your kind attention.