Research and Development (R&D) tax incentives are among the most widely used policy tools to stimulate corporate investment in research, technological development, and innovation. Alongside grants and public financing programmes, these incentives play a decisive role in helping companies remain competitive in an increasingly globalised economy.
Over the past decades, R&D incentives have evolved from supplementary support mechanisms into essential drivers of technological progress. They enable companies to develop new products, services, and processes while fostering a more continuous and predictable pace of innovation than in previous eras.
According to the Global Innovation Index (GII), global R&D expenditure approached US$3 trillion in 2025, reflecting nearly 3% growth over the previous year and almost triple the real value recorded 25 years ago. The global average R&D-to-GDP ratio has reached 2.0%, compared with 1.48% in 2000, underscoring the growing economic dependence on research.
As innovation ecosystems mature, governments around the world continue to review and update their R&D incentive frameworks. These updates aim to align policies with current technological realities and shift expectations around the type of evidence companies must provide when claiming incentives.
This raises an essential question for businesses:
Many recent reforms reflect a clear intent: to ensure that companies can demonstrate, substantiate, and document the activities and expenditures they report. While some organisations view these expectations as additional administrative burdens, others recognise them as opportunities to improve traceability, data accuracy, compliance, and risk management. More importantly, enhanced documentation can help companies better understand the true impact and value of their R&D efforts.
Although each country’s incentive programme has its own rules, many eligibility criteria share similarities. Common requirements include:
While these obligations may appear administrative, they help build a reliable and consistent innovation ecosystem. They also reduce subjective interpretations and prevent unequal access to incentives.
Between 2024 and 2025, the IRS introduced significant updates to Form 6765 (Credit for Increasing Research Activities), including requirements to:
Describe project objectives and associated technological uncertainties.
In November 2025, Brazil introduced MCTI Ordinance No. 9,563/2025, establishing:
These examples reflect a wider global trend: governments are introducing more robust evaluation standards, especially those aligned with the OECD’s Frascati Manual. Companies unable to adapt risk losing competitiveness and access to key incentives.
Recent court decisions across jurisdictions underscore a consistent message:
Proactive documentation and traceability significantly improve the likelihood of successful R&D claims.
Cases such as:
Demonstrate that structured documentation and evidence of technological uncertainty enable companies to defend claims effectively. Tribunals reiterated that a contract alone does not constitute “subsidised expenditure” or “contracted-out R&D”; a clear link between payment and R&D activity must be demonstrated.
In George v Commissioner, the court denied most R&D claims due to the lack of contemporaneous records. Only projects supported by real-time documentation of experimentation were deemed eligible.
In 2026, the Corte di Giustizia Tributaria del Lazio affirmed eligibility (Sentence No. 435/2026) where the company demonstrated:
The court emphasised that eligibility depends on the solidity of technical evidence—not generic business descriptions.
Across all jurisdictions, the conclusion is clear: stronger documentation leads to stronger eligibility.
Regulatory changes are not merely compliance hurdles. Companies that adopt strong governance and documentation practices gain:
Enhanced documentation provides companies with unprecedented visibility over their innovation activities. The benefits include:
A Canadian manufacturer investing $22M per year in R&D implemented real-time, compliance-aligned project tracking. Within one year:
Outcome: Compliance improvements became catalysts for better decision-making, increased productivity, and stronger innovation performance.
New eligibility and evaluation criteria for R&D tax incentives do not represent additional bureaucracy but a shift towards more reliable, transparent, and evidence-based innovation practices. Companies that embrace these changes position themselves to:
Speak with our specialists at FI Group by EPSA to safely and strategically leverage R&D tax incentives and maximise the value of your innovation activities.
Funding innovation in 2026 is no longer a “local” exercise. For global businesses, the fastest route to better cashflow, reduced risk and accelerated scale is a joined-up strategy that blends grants, tax incentives and country-by-country delivery, without losing control of compliance.
At FI Group by EPSA, we see the same pattern across sectors: where R&D is genuinely global, the funding approach must be global too.
Innovation funding is expanding in both complexity and scrutiny. Tax authorities want better evidence, funders want clearer impact, and many schemes now include location rules, collaboration requirements and stricter reporting.
In the UK alone, the latest published HMRC statistics show £7.6bn of support claimed under R&D tax credits in 2023 to 2024. That scale explains why governance, documentation and “right first time” submission have become non-negotiable.
Meanwhile, businesses are increasingly expected to “stack” support intelligently, not just chase the biggest headline scheme.
“The finance edge comes from stacking non-dilutive funding from local and international schemes, making innovation risk manageable and more profitable.”
Fawzi Abou-Chahine, Funding Director, FI Group by EPSA UK
That is the mindset behind a global innovation funding operating model.
A global innovation funding strategy is a coordinated plan that matches your R&D roadmap to the best available support in each territory, then governs delivery so claims and applications work together rather than collide.
Two core building blocks:
The strategic aim is to combine both, where permitted, while managing interactions such as state aid, “double funding” restrictions and differing definitions of eligible costs.
FI Group’s approach is deliberately practical: align the funding plan to how the business actually runs, then execute locally with global coordination. Our teams support companies to identify and secure optimal financing conditions for R&D and innovation, from local tax incentives to national and international grants and loans.
1) Map the R&D footprint and funding “right to claim”
We start with a clear view of:
This matters because many regimes apply overseas restrictions or location tests. For example, the UK’s merged scheme notes restrictions on some overseas expenditure.
2) Define the “global project narrative”, then localise it
Your technical story must be consistent globally, but written to local tests.
A strong model is:
This becomes vital where administrations require extra disclosure. In the UK, HMRC introduced an Additional Information Form requirement for claims from 8 August 2023.
3) Build the funding stack by work package
We split the R&D plan into work packages, then assign the right funding pathway:
This is where funding innovation in 2026 becomes a portfolio discipline, not a one-off application.
4) Execute locally, govern globally
Local execution protects eligibility. Global governance protects consistency.
In practice this means:
This “local delivery, global control” model is central to successful cross-border R&D funding.
Snapshot: grants and R&D tax incentives across key jurisdictions
Below is a practical snapshot of major grant pools and headline R&D tax incentive rates, using the latest publicly available figures as at January 2026. Funding volumes and effective benefit vary by company profile, sector and project design.
Grant landscape, recent indicators
R&D tax incentive headline (2026 rules)
Grant landscape, latest published programme data
R&D tax incentive headline (2026 update)
Grant landscape
Grant landscape
R&D tax incentive headline
Grant and public R&D investment landscape
R&D tax incentive headline
Grant landscape
R&D tax incentive headline
Brazil offers both grant-style support (varying by call and agency) and tax incentives. One widely used incentive is Lei do Bem, which provides an additional deduction of 60% to 100% on eligible R&D spend, equating to a tax reduction of 20.4% to 34%. Activities must be carried out in Brazil.
Scenario (illustrative): A global industrial software company has:
A structured funding plan could look like this:
Define work packages that match each jurisdiction’s strengths
Align each work package to the right support
Create one evidence pack, three compliant outputs
Add a “global bet”
Where the innovation is truly collaborative and scalable, consider an EU route (EIC Accelerator or Horizon Europe consortia), especially where the Spanish entity can lead EU engagement.
The strategy improves cash runway, reduces reliance on a single funding source and increases certainty of delivery, because funding is attached to defined work packages rather than vague “innovation spending”.
Common CFO challenges in 2026 and how to mitigate them
FI Group by EPSA operates internationally with a dedicated incentives and grants capability, supporting businesses to access funding across geographies and industries. Our international team includes over 1,400 experts across 13 countries, supporting 15,000 clients worldwide and securing over €1.7bn in funding annually, which is why many multinational groups use FI Group to coordinate multi-country innovation funding strategies with consistent governance and local compliance.
Actionable steps for funding innovation in 2026
1) Can we combine grants and R&D tax relief on the same project?
Often yes, but you must manage interaction rules, particularly whether the grant is considered state aid or restricts claiming on the same cost base.
2) Which countries are best for innovation hubs in 2026?
It depends on your footprint and sector. The UK, Ireland, Spain, Singapore and the US each offer distinct mixes of grants and tax incentives.
3) What is the biggest failure mode in cross-border funding?
Treating each application or claim as a standalone activity, rather than as part of one governed portfolio.
4) How do we avoid double funding issues?
Separate work packages, track funding sources per cost line, and maintain auditable links between technical deliverables and financial records.
5) What should we do first if we have never built a global funding strategy?
Start with a footprint map and a shortlist of projects, then design a two-track plan: quick wins (tax incentives) and strategic bids (grants).
As 2026 approaches, it becomes increasingly clear that this year will not simply mark another chronological milestone in corporate planning. For many organisations, it represents the moment when trends accumulated over the past decade cease to be scattered signals and begin to shape concrete decisions. The future is no longer distant enough to allow strategic postponements, and choices made now, on investment, innovation, location and operational models, will begin to have a direct impact within a few months.
The context in which these decisions will be taken is particularly demanding. The global economy has entered a phase where instability is no longer episodic but structural. According to IMF projections, global growth is expected to reach around 3.1%, signalling economic resilience despite persistent geopolitical tensions and headwinds in international trade. At the same time, we are witnessing unprecedented technological acceleration, climate urgency and growing state intervention in investment direction, trends converging within the same decision-making space.
In 2026, companies will no longer compete solely with other market players but within economic systems shaped by industrial policies, regulatory frameworks and increasingly explicit public agendas.
Strategic neutrality, as understood in the past, is no longer a viable option.
This transformation profoundly alters the nature of corporate strategy. For years, it was possible to separate business decisions from political or regulatory domains. That separation is rapidly disappearing. What is emerging for 2026 is a scenario where strategy, innovation and financing cease to be parallel dimensions and instead form a single axis of competitiveness. Organisations that recognise this interdependence early will be better positioned to turn complexity into advantage.
One of the clearest signs of this new phase is the way the global economy is reorganising. Value chains will remain international but will no longer be governed exclusively by cost and efficiency. In 2026, decisions on where to produce, research or scale will increasingly be influenced by considerations of supply security, industrial resilience and technological autonomy. This trend does not merely reflect recent shocks; it signals a deeper shift in how states and economic blocs perceive their position in a more fragmented world.
As a result, we will see intensified policies for selective reindustrialisation and investment attraction in sectors deemed strategic. Clean energy, advanced digital technologies, semiconductors, smart mobility, healthcare and critical materials will continue to attract significant public effort, with growing emphasis on defence and security.
According to Reuters, demand for semiconductor manufacturing equipment is expected to rise by 9% in 2026, reaching approximately $126 billion, driven by the growing need for AI applications and advanced technologies.
For businesses, this means investment geography will no longer be neutral. The presence, or absence, of incentives and support mechanisms will weigh decisively in the viability analysis of many projects.
The question of “where to invest” will become as strategic as “what to invest in”.
This context helps explain why innovation will assume an even more central role in 2026, not as a buzzword or generic aspiration, but as a practical response to a more demanding environment. Innovation will increasingly be the way to manage rising costs, regulatory pressure and global competition. At the same time, it will become more expensive and complex. Digital transformation, AI adoption, industrial decarbonisation and infrastructure modernisation require significant investments, often with uncertain return horizons.
Here lies a recurring strategic dilemma: the need to invest will be evident, but the associated risk will tend to increase. Capital costs will remain under pressure; investors will become more selective and margins for error will shrink. The challenge will not only be deciding where to innovate but also how to make that innovation financially sustainable over time.
This acceleration of strategic timing will directly affect how decisions are made within organisations. Many companies will realise that their internal decision-making processes are not aligned with the new pace of external context. Projects requiring months of analysis or excessively long approval chains will lose relevance before they are even executed. The challenge will shift from choosing well to choosing in time.
This pressure will be particularly visible in investment management. As the economic environment becomes more competitive, available resources will be allocated with greater selectivity. Instead of single large bets, many organisations will move towards more diversified project portfolios, combining short and medium term initiatives with more exploratory ventures. This logic brings innovation management closer to financial investment principles, where risk distribution becomes an integral part of strategy.
In this context, the ability to reduce risk without compromising ambition will gain strategic value. Grants and Tax Incentives will begin to influence decisions that, at first glance, seem purely internal.
When a project can be partially funded through public support or benefit from tax incentives, the equation changes. Risk no longer falls entirely on the company, creating room to move earlier, test solutions at scale or accelerate the transition from pilots to implementation.
This effect will be particularly relevant in sectors where initial investment is high and returns materialise in the medium term. In 2026, many industrial, technological and energy companies will face decisions requiring long-term vision in a short-term environment. Intelligent integration of incentives does not eliminate the need for rigour but aligns financial horizons with strategic horizons, making viable what would otherwise be postponed.
What for years was treated as a financial optimisation mechanism will now be recognised as a true strategic lever. Instead of appearing at the end of the process, these instruments will influence decisions from project conception. They act as non-dilutive capital, reducing risk exposure and enabling higher technological and industrial ambition. In many cases, they will be the factor that transforms a strategic intention into a concrete investment.
In practice, similar projects may have very different outcomes depending on a company’s ability to structure its financing. In 2026, two organisations with the same technological vision may advance at different speeds simply because one integrated incentives from the outset and the other did not.
Competitive advantage will no longer depend solely on idea quality or technical execution but also on the intelligence with which the project is financed.
Europe will continue to be a particularly relevant laboratory for this dynamic. Programmes such as Horizon Europe, the Innovation Fund and national instruments linked to competitiveness and energy transition will reinforce their focus on impact, scalability and execution capacity. Public funding will be increasingly intolerant of projects disconnected from industrial reality. Conversely, it will reward companies capable of demonstrating strategic vision, solid governance and clear contribution to broader economic priorities.
Artificial Intelligence deserves special attention in this context. In 2026, it will no longer be regarded as an emerging technology but treated as strategic infrastructure.
Gartner estimates global AI spending could exceed $2 trillion in 2026, reinforcing the centrality of this technology in corporate investment decisions.
Its impact will be transversal, affecting internal processes, value chains and decision-making models. However, real gains will not come from simply adopting tools but from integrating AI consistently into strategy and operations. This will require investment in data, skills and internal reorganisation, areas where public incentives will play a growing role, supporting responsible and scalable adoption.
Talent will also become more critical. As 2026 approaches, it is evident that the shortage of qualified profiles will remain one of the main constraints on strategic execution. Companies dependent on digital, scientific or advanced engineering skills will need to invest deliberately in capacity building. Training programmes, reskilling and collaboration with universities and technology centres will gain weight, often supported by public mechanisms designed to strengthen the economy’s skills base.
Sustainability will no longer be treated as a peripheral issue. In 2026, it will be integrated into the economic logic of companies. Energy efficiency, emissions reduction and resource management will influence operational costs, access to financing and competitive positioning. Regulations such as the CBAM (Carbon Border Adjustment Mechanism) and stricter reporting requirements will alter the relative profitability of many investments. At the same time, incentives linked to the green transition will continue to shorten payback periods for projects that would otherwise be difficult to justify. Regulation and financing will act complementarily, creating both pressure and opportunity.
As this new cycle takes hold, the difference between reactive companies and those adopting an anticipatory approach will become more evident. The former adjust strategies when pressure has already materialised. The latter work with scenarios, observe early signals and prepare decisions before urgency sets in. In 2026, this difference will be particularly visible in how companies handle innovation and financing. Reactive organisations tend to discover support opportunities too late, when projects are already defined and adaptation margins are limited.
Truly prepared organisations design their plans with awareness of incentive frameworks, public priorities and funding cycles.
This anticipation is not opportunism, as is often wrongly suggested. It is strategic planning in an environment where the state plays an active role in guiding investment. For companies with an international presence, complexity will be even greater. Different geographies will present distinct incentive regimes, specific sector priorities and varied implementation timelines. Therefore, in 2026, the decision on where to invest will become an integrated strategic decision, considering financial impact, regulatory framework and available public support. Global competitiveness will partly depend on the ability to compare these scenarios intelligently.
In this context, reading the market in isolation will prove insufficient. Strategy must also involve understanding public policies, industrial agendas and funding mechanisms, not to follow trends but to make the most robust decisions. Companies that articulate these plans clearly will be better positioned to grow sustainably in a demanding environment. This is precisely where the role of specialised partners becomes critical. Integrating innovation, strategy and financing require deep knowledge of existing instruments, anticipation capability and experience in structuring robust projects.
FI GROUP operates at this intersection, supporting companies in transforming public policies into concrete strategic decisions. Our role goes beyond helping secure funding; it is increasingly strategic in supporting organisational decision-making, enabling better thinking, informed choices and lower-risk execution.
As this year unfolds, it will become increasingly clear that the difference between leading companies and those falling behind lies in how ambitions are financed and executed. The convergence of strategy, innovation and public incentives will be one of the main determinants of global competitiveness in the new economic cycle.
The question for business leaders now is whether they can afford to delay this alignment. In a rapidly changing context, advantage will belong to those who anticipate, structure and act.
Key Insights:
Urban mobility in Europe is currently undergoing a significant transformation, driven by the need to reduce carbon emissions and make cities more sustainable, efficient, and inclusive. With increasing congestion, pollution, and accessibility challenges, technological innovation and public policies are crucial to creating solutions that promote a greener future.
Mobility is essential for the European economy, connecting people, services, and goods, and fostering opportunities, tourism, and cohesion. The transport sector plays a central role in Europe’s competitiveness, also driving ecological and digital transitions. The European Commission is committed to making transport more competitive, sustainable, and prepared for future challenges, ensuring safe, accessible, and affordable systems for all EU citizens.
Key Figures:
Given this scenario of transformation and investment, several European cities and regions stand out for implementing innovative solutions that are redefining how populations move.
Sustainable urban mobility is a fundamental pillar for the future of European cities. Through innovation, cross-sector collaboration, and citizen engagement, it is possible to build more resilient, inclusive, and ecological urban environments.
At FI Group, we remain committed to supporting companies and public entities in securing funding for projects that accelerate this transformation.
Key Findings:
In a world shaped by rapid technological change, global challenges, and shifting economic landscapes, STEM (science, technology, engineering, and mathematics) has become more than a set of academic disciplines. It is the backbone of innovation, the engine of productivity, and a strategic lever for sustainable development.
As we mark this day, it’s worth asking: what role does STEM really play in shaping our future? And how can we ensure that its benefits are accessible, impactful, and inclusive?
However, despite their transformative power, STEM fields continue to be marked by persistent gender and social disparities that limit their full potential.
Key Insights:
Despite its critical importance, STEM faces a global challenge: the demand for skilled professionals far exceeds supply. According to the World Economic Forum, over 85 million jobs may go unfilled by 2030 due to a lack of STEM skills. This gap threatens not only innovation but also economic resilience, especially in regions where education systems and industry are misaligned.
Moreover, access to quality STEM education and careers remains uneven. Socioeconomic disparities, geographic limitations, and systemic barriers prevent many individuals, regardless of gender, ethnicity or background, from entering or thriving in STEM fields. This imbalance limits the diversity of thought and innovation needed to solve complex global problems.
According to research by UNESCO, women represent only 28% of the STEM workforce and only 35% of STEM graduates, a figure that has remained stagnant for over a decade. In regions such as the European Union and Japan, female representation in STEM falls to 17% and 16%, respectively. Even in research and development, women represent only 31.7% of researchers worldwide, with significant regional disparities.
The numbers reflect systemic barriers, from early educational biases and a lack of role models to work cultures that hinder progress. Gender stereotypes and social expectations continue to discourage from pursuing careers in STEM, for example, despite equal or superior academic performance in many cases.
STEM’s potential is vast, but several structural issues persist:
These challenges are interconnected and require coordinated action across education, industry and policy.
STEM is not just a driver of technological progress, it is a cornerstone of global economic development. Countries that invest strategically in STEM education and research consistently outperform others in productivity, innovation capacity, and GDP growth. For example, South Korea allocates over 4.8% of its GDP to R&D, leveraging its strong STEM foundation to lead in electronics, robotics and AI. Germany’s Industry 4.0 strategy integrates STEM-based automation and manufacturing, boosting industrial competitiveness and exports. In the United States, STEM-intensive sectors like Silicon Valley have created entire ecosystems of entrepreneurship, high-paying jobs and global influence.
Beyond national economies, STEM is reshaping industries. The rise of renewable energy in countries like Denmark and Germany is powered by STEM-trained engineers and scientists developing wind, solar and smart grid technologies. In biotechnology, nations like China and Singapore are investing heavily in genomics and personalised medicine, creating new markets and improving public health outcomes.
As we look ahead, STEM will continue to be the foundation for solving global challenges, from climate change and food security to digital transformation and ethical AI. The future belongs to those who can innovate responsibly, adapt quickly and collaborate across disciplines.
As we look to the future, STEM will remain the cornerstone of innovation, economic resilience and global problem-solving. Its influence spans industries, borders and generations, from powering green technologies and personalised healthcare to securing digital infrastructure and exploring deep space. The nations and organisations that invest in STEM today are not only preparing for tomorrow’s challenges; they are actively shaping the solutions.
To unlock its full potential, we must continue to align education with industry needs, foster inclusive ecosystems, and promote lifelong learning. STEM is not just about science and technology, it’s about building smarter economies, more equitable societies and a future defined by purpose-driven innovation.
Space-based technology has become one of the most powerful tools in tackling the global challenge of climate change and decarbonisation. From Earth observation satellites that monitor greenhouse gas emissions to advanced propulsion systems that reduce launch footprints, innovation in space technology is critical to achieving net-zero targets.
For SMEs and scale-ups in Europe and the UK, this sector offers a dual opportunity: driving technological breakthroughs while accessing substantial public and private funding. Yet navigating this landscape requires strategic insight. Each scheme has unique compliance demands, funding structures, and cross-border implications, and CFOs face increasing pressure to align innovation spend with decarbonisation goals while ensuring strong ROI.
This article provides a comprehensive roadmap of the funding available across Europe and the UK, from the European Space Agency (ESA) to Horizon Europe and national schemes. It also highlights the CFO pain points in financing innovation, and explains how FI Group’s “Global Reach. Local Expertise.” approach enables clients to maximise returns while reducing compliance risks.
| Programme | Budget (2021–2027) | Focus Areas | Typical Funding Size | Relevance to Space Decarbonisation |
| Horizon Europe | €95.5bn | Climate, Energy, Digital, Space | €500k–€15m | Collaborative R&D, space-enabled sustainability |
| EIC Accelerator | €10bn (subset of Horizon) | Deep-tech, disruptive innovation | Up to €2.5m grant + €15m equity | Hardware/software scale-ups in climate & space |
| ESA Clean Space | €180m+ since 2010 | Green design, debris mitigation | €50k–multi-million | Clean propulsion, eco-satellites, reusability |
| LIFE Programme | €5.43bn | Environment & climate action | €1m–€10m | Climate services, space-enabled adaptation |
| UK Space Agency | £100m+ annual calls | Space science, sustainability | £50k–£15m | National missions (e.g. CO₂ monitoring) |
| Innovate UK Net Zero | £1bn+ portfolio | Clean energy, mobility, data | £50k–£2m | Satellite data for net-zero mobility, energy |
Space technology for decarbonisation refers to the application of space-based tools and services to reduce carbon emissions, improve resource efficiency, and accelerate the transition to net-zero economies. Examples include:
This convergence of space, sustainability, and digital technology creates new commercial opportunities but requires significant upfront investment, hence the growing importance of grant funding and R&D tax incentives.
CFOs in innovation-driven SMEs face three recurring challenges:
In a climate where venture capital funding has declined year on year since 2021, grants and tax incentives are becoming the most reliable growth levers for high-tech firms.
The ESA runs multiple programmes aligned with sustainability and space innovation:
ESA grants often require international collaboration, making FI Group’s network across 13 countries a decisive advantage in forming and managing consortia.
With a €95.5 billion budget (2021–2027), Horizon Europe is the EU’s largest funding programme for research and innovation. For space decarbonisation, key clusters include:
The European Innovation Council (EIC) Accelerator within Horizon Europe also offers up to €2.5 million in grants plus blended finance, particularly relevant for scale-ups in green and space technologies.
The UK’s national innovation agency Innovate UK regularly opens competitions relevant to space and decarbonisation, such as:
Through targeted calls, the UK Space Agency co-funds ESA projects and runs initiatives on space debris mitigation and low-carbon satellite technologies.
For UK SMEs, R&D tax relief remains a crucial complementary mechanism. Costs not covered by grants can often be claimed under the merged R&D Expenditure Credit (RDEC) scheme, offering a ~20% taxable credit on qualifying costs. CFOs must carefully structure projects to avoid “double-dipping”, where the same cost is claimed twice under different schemes, a compliance risk that FI Group’s integrated advisory model helps mitigate.
While venture capital remains the largest pool of growth finance, the market has cooled significantly since 2021. UK deal volumes have fallen, though average deal sizes remain larger than a decade ago, with deep-tech and life sciences attracting outsized interest.
For space decarbonisation, this means CFOs should see public funding as a hedge against VC volatility. Grants de-risk early-stage projects, making companies more attractive to private investors down the line.
For SMEs considering entry into the space decarbonisation ecosystem, a structured roadmap is critical:
At FI Group, we turn complexity into clarity for innovation leaders. With over 1,400 experts across 20 countries, we support more than 15,000 clients annually, securing over €1.7bn in funding.
Our advisory goes beyond funding applications. We help CFOs and executives:
As Dr. Fawzi Abou-Chahine, Funding Director at FI Group UK, explains:
“We support clients to navigate the most competitive EU and UK schemes. Our role is not just to write applications, but to align funding with strategic goals, whether that’s scaling internationally, strengthening IP portfolios, or accelerating net-zero innovation.”
Innovation does not stop at borders. Space and decarbonisation projects often require cross-continental collaboration, from launch facilities in South America to data analytics hubs in Europe and Singapore.
FI Group’s model ensures that:
This capability is critical during M&A, supply chain shifts, and expansions where funding incentives vary widely across jurisdictions.
The European Space Agency and Horizon Europe are the leading sources, with additional opportunities under LIFE, Clean Hydrogen JU, and Digital Europe.
Yes, but careful structuring is needed to avoid claiming the same cost twice (“double-dipping”). FI Group helps ensure compliance with HMRC and EU rules.
Horizon Europe success rates average 10–15%, but consortium-based applications led by SMEs with strong partners see higher success.
CFOs struggle with fragmented regulations, audit risk, and inconsistent reporting across jurisdictions. Integrated advisory support mitigates these challenges.
Because we combine global scale with local expertise, securing over €1.7bn in funding annually and offering tailored support for space and decarbonisation innovators.
IT innovation isn’t limited to the digital sphere. Increasingly, industrial applications of technology are pushing the boundaries of what’s considered R&D.
When businesses use technology to solve operational, logistical, or energy challenges in new ways, they’re often venturing into innovative territory.
Some examples might include:
In these cases, the technology isn’t just supporting the business, it’s reshaping how the business operates, opening the door to R&D qualification.
At its core, R&D is about creating value through new knowledge or novel applications of existing knowledge.
Projects generally fall into one of three key categories:
While these categories may sound academic, the reality is that many IT and digital transformation projects can fall within their scope.
Digital innovation is a fast-moving field, and many solutions that tackle complex challenges could meet the criteria for R&D recognition.
For instance:
These aren’t just examples of digital progress, they’re potential R&D projects with real business impact and tangible fiscal benefits.
In a world where innovation drives competitive advantage, research and development (R&D) is no longer a luxury, it’s a strategic position.
Around the globe, companies are investing in knowledge-based growth to stay ahead of the curve. In Peru, this global trend is taking on a particularly promising form: tax incentives designed to encourage and reward innovation.
But how do you know if your project qualifies?
Could your next technology initiative not only advance your operations but also reduce your tax burden?
The power of innovation to shape sustainable economic development must be recognised, and in the case of Peru, for example, a specific tax incentive has been introduced:
This innovative regulation offers additional income tax deductions to companies that invest in scientific research, technological development or technological innovation.
It’s not just about rewarding great science or complex engineering, it’s about promoting a culture of innovation in which experimentation, development and improvement are actively supported.
Do you have questions about whether your project can qualify for the R&D criteria?
Here are some questions we suggest you ask yourself:
– Are you solving a technical problem with no clear solution at the outset?
– Does it involve a significant advance in either what is being done or how it is being done?
– Are you experimenting with untested ideas or developing new methodologies?
– Is there a measurable element of uncertainty or technical risk?
– Will you generate knowledge that did not previously exist in your company, sector or region?
– Are you applying existing technologies in innovative ways?
If you can confidently answer ‘yes’ to several of these questions, there’s a good chance your project will qualify, and it may be time to explore your eligibility for R&D tax benefits or other innovation-centred incentives.
With a global vision and clients around the world, FI Group specialises in the technical and legal criteria of R&D classification, monitoring the entire process. Our teams of experts combine technical knowledge and strategic vision to ensure that your projects meet the necessary standards and have the best chance of success.
Remember: your innovation today can generate tax benefits tomorrow.
While it may sound futuristic, it has become an integral part of our daily lives, whether in health, leisure, or work.
Smartwatches were the gateway to a broader ecosystem of wearable devices designed to act as constant companions to our bodies. These include health-monitoring bracelets, smart rings, and fitness trackers, all aimed at tracking vital signs in real time. Users can monitor their cardiovascular health during workouts and daily activities with ease.
Many wearables also analyse sleep patterns, offering insights into sleep quality by measuring duration, sleep stages (light, deep, and REM), and disturbances. This data helps users make informed adjustments to improve rest. Additionally, blood pressure monitoring features support the management of hypertension and overall heart health.
Equipped with accelerometers and gyroscopes, these devices accurately track physical activity—counting steps, estimating calories burned, and monitoring various types of exercise. Built-in GPS functionality allows users to map routes and track distances during outdoor activities such as running, cycling, or hiking.
Modern wearables also include stress management tools, such as guided breathing exercises and mindfulness reminders. Hydration and movement alerts further encourage healthy daily habits.
As public awareness of health and wellness grows, wearable technology has evolved into a vital tool for personal health management. These devices empower users to set and achieve fitness goals, gain real-time health insights, and adopt healthier lifestyles.
With ongoing advancements, wearable technology will continue to shape the future, becoming more secure, efficient, and accessible for all.
Key Takeaways
The global food system is undergoing a profound transformation. As urbanisation and industrialisation have distanced populations from food production, the environmental and social consequences have become increasingly evident.
Today, the agri-food sector is responsible for a significant share of greenhouse gas emissions, water consumption, and deforestation. In response, governments, businesses, and consumers are embracing sustainable practices and technologies to reshape the future of food.
Modern food systems contribute to:
Additionally, over 735 million people face food insecurity, a number exacerbated by recent global crises such as the COVID-19 pandemic and geopolitical conflicts. These figures highlight the urgent need for a more resilient and sustainable food model.
To address these challenges, a range of sustainable practices is being adopted:
According to the FAO, food production must increase by over 50% by 2050. Achieving this requires producing more with fewer resources, reducing waste, and promoting healthier, plant-forward diets.
Consumer awareness is shifting towards more responsible consumption. Key trends include:
These behavioural changes are essential to supporting a sustainable food transition.
Foodtech, the intersection of food and technology is revolutionising the agri-food sector. Start-ups and established companies are leveraging:
These technologies are being used to optimise food production, reduce waste, and develop alternative proteins such as lab-grown meat. Companies like Beyond Meat, backed by investors such as Bill Gates and Leonardo DiCaprio, exemplify the potential of food-tech to scale sustainable solutions.
The WWF and Knorr have identified 50 “future foods” that are nutritious, climate-resilient, and resource-efficient. These include:
ncorporating these foods into mainstream diets can significantly reduce environmental impact while improving global nutrition.
Transitioning to a sustainable food system is not only an environmental imperative but also a social and economic opportunity. By embracing innovation, supporting responsible consumption, and promoting future foods, we can build a more equitable and resilient global food system.
Change begins with small actions and conscientious choices that, collectively, can transform the world.
The European Union is at the forefront of the global transition towards renewable energy. With ambitious targets set under the European Green Deal, the EU aims to become the first climate-neutral continent by 2050. This drive is supported by various grant funding initiatives, innovative projects, and the integration of advanced technologies. FI Group plays a crucial role in helping companies access these funding opportunities to achieve their renewable energy goals.
The EU has established several funding mechanisms to support renewable energy projects:
Several projects have benefited from EU grants. For instance, in 2025, the Innovation Fund supported 77 decarbonisation projects across 18 European countries. These projects aim to reduce emissions by approximately 397.6 million tonnes of CO2 equivalent over their first ten years of operation. Horizon Europe has funded numerous projects under its Cluster 5 ‘Climate, Energy and Mobility’ to support the REPowerEU initiative.
The EU also provides grants to households to adopt green energy initiatives:
Digital technologies are increasingly important in the renewable energy sector. Smart grids, for example, use digital communication technology to detect and react to local changes in usage, improving the efficiency and reliability of electricity distribution. Additionally, the Internet of Things (IoT) enables better energy management by connecting devices and systems, allowing for real-time monitoring and optimisation of energy use.
At FI Group, we help companies navigate the complex landscape of funding opportunities. We provide expert consultation, analysing company projects, developing strategies, assisting in application submissions, and managing projects to ensure successful disbursement of funds. Our comprehensive International Grants Guide helps companies uncover public funding opportunities tailored to their needs, enhancing their projects and achieving their objectives.
The European drive towards renewable energy is supported by robust funding initiatives, innovative projects, and advanced technologies. FI Group’s expertise in accessing these funding opportunities ensures that companies can successfully contribute to Europe’s renewable energy goals, fostering a sustainable and climate-neutral future.
In recent years, the intersection of technology, medicine, and healthcare has created an environment ripe for innovations that transform how we manage our health and interact with medical services. Over time, the healthcare sector has increasingly absorbed technological advances and applied them within the field – and this relationship has opened the way for a powerful strategy known as cross-industry collaboration, where different sectors come together to share knowledge, experience, and technology, resulting in two distinct strands: HealthTech and MedTech.
In many cases, an innovative solution developed in one industry can serve as an effective remedy for challenges faced in another sector. This is the essence of the cross-industry approach: a strategic method that encourages the exploration of hybrid solutions by fostering collaboration between companies from diverse fields.
By leveraging unique insights and technologies from various industries, this approach aims to catalyse innovation, accelerate growth, and uncover a wide range of tailored solutions. These collaborations can create mutually beneficial opportunities, driving value for all parties involved while pushing the boundaries of what’s possible in their respective domains.
According to the World Health Organisation (WHO), healthcare can be defined as «the application of organised knowledge and skills in the form of devices, medicines, vaccines, procedures, and systems developed to address health problems and enhance the quality of lives.”
Even with the terms HealthTech and MedTech often used synonymously, they serve distinct purposes in the healthcare ecosystem. HealthTech solutions are more concerned with leveraging technology to augment the overall healthcare experience for patients, including innovations that enhance telehealth platforms, mobile health applications, and data analysis tools that allow patients to monitor their health in real time, thereby empowering them to take an active role in their health journey.
MedTech solutions, on the other hand, are focused on advancements in medical treatment and diagnostic processes. This encompasses improvements in diagnostic efficiency and accuracy, as well as the design and development of state-of-the-art medical devices, surgical tools, and patient monitoring systems. MedTech innovations particularly cater to healthcare professionals by providing them with the tools necessary for effective patient diagnosis and treatment.
A simplified distinction can thus be established: MedTech focuses on the development and application of technologies aimed at managing healthcare and enhancing diagnostic capabilities, while HealthTech prioritises the creation of tools and systems that enhance the patient experience and support consumer engagement in their own health management.
With these differences established, we can now cite some examples illustrating the impact of various technologies in the health sector that have affected – and revolutionised – medical practices and the general day-to-day lives of patients around the world:
Neurotechnology has existed in the medical realm for some time, yet continues to progress in astonishing ways. It includes both implantable and external devices, covering all elements designed to comprehend brain functions. With the aid of these technologies, we can visualise the workings of the human brain and control, repair, or enhance its operations.
Neurotechnology components can include computers, electrodes, and other devices that interpret electrical impulses. At this moment in time, neurotechnology is utilised for various processes such as:
Telemedicine has grown rapidly in recent years, and many health systems now use it. It benefits both patients and healthcare workers: for patients, telemedicine offers convenience, making it easier to access care, save money, avoid travel expenses – and the risk of missing work for in-person visits. For healthcare professionals, it lowers costs and limits their exposure to illness, while also allowing them to see more patients with greater flexibility.
Wearable technology, commonly referred to as wearable tech, encompasses a range of devices designed to track various health metrics, such as monitoring the heart rate in real-time, analysing sleep patterns to assess sleep quality, measuring blood pressure, and even tracking physical activity levels such as the number of steps taken and calories burned. On top of that, many models incorporate features like GPS tracking for outdoor activities, stress management tools, and reminders for hydration and movement. As health awareness grows, these devices have morphed from mere novelties into essential tools for many, aiding users in achieving their fitness goals and maintaining a healthy lifestyle.
These advanced technologies support surgeons in performing minimally invasive procedures with remarkable precision and agility. They not only simplify straightforward surgical procedures, but also enable the performance of more intricate operations, thus enhancing the overall effectiveness and outcomes of medical interventions. By providing a steady hand and clear visual field, they permit surgeons to navigate complex anatomical structures with confidence and skill.
As these technologies continue to evolve, collaboration across industries will become ever more crucial. This synergy will not only drive innovation but also create a more efficient, personalised, and patient-centric healthcare ecosystem. The success of this collaborative approach can lead to a future where healthcare is more accessible, effective, and tailored to individual needs, promoting lasting well-being for all.
The success of the 2030 Agenda depends on the active participation of the private sector. Companies actually have a crucial role to play for investments in sustainable projects, the adoption of responsible business practices, and collaboration with governments and organizations.
By embracing the Sustainable Development Goals (SDGs), businesses can enter new markets, enhance brand reputations, build customer loyalty, reduce costs, and position themselves for long-term success. Sustainability is not just an option, but imperative for companies eager to thrive in a changing market.
“Companies are a vital partner in achieving the Sustainable Development Goals. Companies can contribute through their activities, and we call on businesses around the world to assess their impacts, set ambitious goals and communicate the results transparently.” – Ban Ki-moon, Secretary-General of the United Nations at the launch of the SDGs.
In 2015, a historic pact brought the world together: the 2030 Agenda for Sustainable Development. This initiative, adopted by all UN member countries, came into force in 2016 and defines the priorities for a more sustainable future by 2030.
There are 17 Sustainable Development Goals (SDGs) altogether, as an urgent call to action for all countries – both developed and developing. The SDGs recognize that the eradication of poverty and social progress need to go hand in hand with healthcare, education, equality, economic growth, environmental protection and the fight against climate change.
Adopted by 193 nations, these goals aim to “leave no one behind”. With its common language for all stakeholders, sustainability targets in critical areas for humanity, and basis on 5 fundamental principles (Planet, People, Prosperity, Peace, and Partnerships), the 2030 Agenda forges a trail to a fairer, greener, and more prosperous future for all.
From 2015 to 2019, global progress in realizing the 17 SDGs merely amounted to 0.5% per year, far from enough if they are to be reached by 2030.
Then the COVID-19 pandemic made the situation even worse, with some indicators stagnating or even receding between 2020 and 2021, particularly in developing countries.
Against this scenario, the European Commission has taken a lead in promoting sustainability. The Commission’s ambitious political programme, with the SDGs at the heart of its guidelines, seeks to accelerate progress in all sectors, both within the EU and on a global scale.
The full implementation of the United Nations 2030 Agenda is essential to strengthen global resilience and prepare the world for future challenges. The green and digital transitions shaping the future of society call for an unwavering commitment to the SDGs.
Small and medium-sized enterprises (SME) have a crucial role to play in building a more sustainable and prosperous future in line with the Sustainable Development Goals of the 2030 Agenda.
By integrating the SDGs into their business strategies, SMEs can stand out in the market, generate new opportunities, and contribute to positive changes in society and the environment.
Sustainable financing is vital for achieving the sustainability goals, as it funnels private investments into a carbon-neutral, fair, resilient, and resource-efficient economy.
Investors are increasingly seeking to align their portfolios with the SDGs, channelling resources to companies that demonstrate an active contribution to the 2030 Agenda’s objectives. As a consequence, companies with a strong performance in ESG (environmental, social and governance) aspects are held to be more resilient and competitive, thus attracting investment and reducing capital costs.
In a scenario of growing environmental and social challenges, businesses that fail to adapt run the risk of suffering major setbacks. Whereas alignment with the SDGs offers them tools for a more effective risk management.
Supply chains, for example, are particularly exposed to the effects of climate change and the depletion of natural resources. Which means in other words that prioritizing and managing these risks enables companies to secure their operating licence for the long term.
As the 2030 Agenda approaches its deadline, many governments may introduce new policies to ensure its achievement. Stricter regulations for unsustainable practices could lead to costs for businesses that fail to adapt, while tax incentives and subsidies support those that invest in sustainability.
Evaluating a company’s environmental and social impact, identifying opportunities for reducing resource consumption and greenhouse gas emissions, investing in sustainable technologies and practices, involving stakeholders and adopting a clear and transparent sustainability policy are all now essential for achieving long-term success.
The Sustainable Development Goals serve as a global strategic map for companies to shape, guide, communicate and report on their strategies, objectives, and activities. They are a unique opportunity for businesses to ensure their competitiveness but, above all, take the lead in building a more sustainable and prosperous future for all.
The development of new technologies has changed our perceptions and how we grow businesses of late, bringing a range of new concepts and routines to our daily lives. Web 3.0 and metaverses, for example, are two emerging technologies that are expected to revolutionize the way we do business in the years to come, and continually scrutinized and evaluated at this point in time.
Web 3.0, which may also be known as the semantic web, is a concept developed for the next generation of the world wide web, using artificial intelligence (IA) and learning algorithms as well as blockchain technologies to understand data in their sharing, and facilitate the search for information and its storage in a decentralized computer network, based on the context.
Blockchain is a method of storing information – i.e. a database – that is shared among a network of computers and duplicates and distributes transactions and information, making it difficult or impossible for the system to be manipulated and hacked.
Compared to the current internet network – referred to as Web 2.0 – a decentralized web would offer greater security and privacy, along with more data ownership, as it allows users to manage and control their personal information, rather than relying on the architecture of a central server and its relationship with the client, as is the case today.
“Metaverse” is a term referring to virtual worlds that allow online social interaction using digital avatars, embracing virtual reality (VR) or augmented reality (AR) technologies to create an immersive experience. Within the space created, aspects of the physical world are simulated and reinforced through resources such as social media and digital currencies, as well as avatars, events, online activity centres, etc., elements that vary from one platform to the next.
In the last two decades, the emergence and proliferation of games promoting popular metaverses, such as Minecraft and Second Life, have engendered attempts to create ever more platforms aiming to integrate virtual and physical spaces in metaverse interactions.
According to Citi, metaverse businesses are expected to contribute between $ 8 and $13 trillion to the global economy by 2030, with an estimated five billion users. But what is more important to start with is to consider the users likely to go for these new technologies, and what they are looking for.
In the most popular metaverses such as Roblox and Minecraft, people in general and generation Z (born between 1997 and 2010) in particular are increasingly spending their money on virtual items and accessories, many of them exclusive to the respective metaverse. Which indicates that, apart from creating virtual versions of existing physical products, there are also development potentials for unique virtual products and experiences.
Marketing can play a key role in this, too. In 2022, major brands like Disney and Nike announced strategies or projects that embraced metaverses as a new means of engaging with customers, of broadening the understanding and study of online consumer behaviour, and enabling even more personalized and precisely focused experiences tailored to the interests and needs of each target audience.
Web 3.0 could likewise enhance customer relationships. Trust-building between businesses and their customers is eased given the transparency ensured by the «immutability» of data stored in blockchain technologies, infusing the latter with greater confidence in the information’s authenticity. Better legal compliance is another benefit, with immutable transaction records that are transparent to all parties helping businesses meet governance requirements.
As Web 3.0 is designed to be decentralized, applications are unlikely to require expensive servers and data centres, and can be run on computer networks provided by end users, eliminating the need for third-party service providers. Another cost-saving benefit is the potentially easier supply chain monitoring, enabling possible issues to be identified with greater agility and better time management.
Web 3.0 and metaverses are highly networked in their focus on sharing content and experiences online, and both based on advanced technologies such as the AI employed in their development and blockchains, a concept undergoing constant evaluation as an integral element of Web 3.0, set to power metaverse services.
Although adjustments may be necessary, the future potential of these two technologies is huge and highly promising, offering countless opportunities for innovation in a new digital wave able to change the way we do business in all kinds of ways. Potential challenges do exist – such as the incorporation of Web 3.0 in the metaverse, potentially leading to a virtual world that is fully integrated with the internet, or the availability of resources that support these new tools – but they can be overcome with time, promising a new era of access and change.