Understanding the differences between RIA, IA, and CSA projects in Horizon Europe

1. Introduction

Horizon Europe is the European Union’s flagship funding program for research and innovation, running from 2021 to 2027 with a significant budget aimed at tackling major societal challenges, enhancing Europe’s competitiveness, and fostering scientific excellence. Building on the experiences from previous framework programs, such as Horizon 2020, Horizon Europe continues to finance a wide range of activities that span fundamental research, technology development, market-oriented innovation, and policy coordination. Within this broad scope, participants encounter different project types or “actions,” each designed to support particular activities and objectives.

Three of the most common types of actions in Horizon Europe are Research and Innovation Actions (RIA), Innovation Actions (IA), and Coordination and Support Actions (CSA). Although they share overarching objectives of advancing knowledge, fostering innovation, and strengthening collaborations across Europe and beyond, they differ in focus, funding rates, Technology Readiness Levels (TRLs), and expected outcomes. Understanding these differences is vital for prospective applicants, whether universities, research institutes, private companies, public authorities, or non-governmental organizations. A sound appreciation of each action’s unique characteristics helps ensure that organizations submit proposals under the most suitable action type, enhancing the chances of success in what can be a highly competitive selection process.

This document provides a detailed examination of RIA, IA, and CSA projects. It begins with a general overview of Horizon Europe to set the broader context and explain how the framework program fits into the European Union’s research and innovation strategy. It then delves into the specifics of each action, discussing key elements such as objectives, eligible activities, TRL focus, project outcomes, funding rules, and selection criteria. Later sections compare these actions more directly, highlighting their core differences to guide potential applicants in making informed decisions. Finally, the document addresses practical considerations that prospective applicants should keep in mind when planning a Horizon Europe proposal.

By offering a neutral, in-depth exploration of these action types, this text aims to clarify the complexities of Horizon Europe’s funding landscape. It is intended to serve as a comprehensive resource for anyone interested in understanding whether a particular idea or consortium structure is best suited for an RIA, an IA, or a CSA. While it does not replace official documentation from the European Commission, nor the specific requirements laid out in individual call texts, it does consolidate essential information and best practices that can help applicants navigate the preliminary stages of proposal development.

2. Overview of Horizon Europe

2.1 Background and Strategic Objectives

Horizon Europe stems from the European Union’s commitment to research and innovation as pivotal drivers of economic growth, sustainability, and societal well-being. The program seeks to address global challenges in areas such as climate change, public health, digital transformation, and resource efficiency, while at the same time reinforcing the EU’s competitiveness on the world stage. It has three pillars:

1. Excellent Science: Encompasses funding streams like the European Research Council (ERC) and Marie Skłodowska-Curie Actions (MSCA), which promote high-level frontier research and career development.
2. Global Challenges and European Industrial Competitiveness: Focuses on research and innovation in specific thematic clusters (for example, Health, Culture, Civil Security, Digital, Climate, Energy, and Mobility) to spur technological advances and tackle pressing societal problems.
3. Innovative Europe: Fosters market-creating innovations through the European Innovation Council (EIC) and supports the European Institute of Innovation and Technology (EIT).

RIA, IA, and CSA projects primarily fall within the second pillar, although some calls under other pillars might also employ these action types. The calls for proposals specify which action type is expected, guiding applicants to tailor their project concepts and partnerships accordingly.

2.2 Key Principles of Participation

Horizon Europe builds on the same fundamental principles used in previous framework programs, namely:

• Excellence: Proposals should demonstrate a high level of scientific, technological, and/or innovation excellence.
• Impact: Projects must show potential to generate significant benefits for society, the economy, or specific stakeholder groups.
• Quality and Efficiency of Implementation: The work plan, consortium composition, and management structures must be coherent and feasible, ensuring effective project execution.
• Open Science and Dissemination: Beneficiaries are encouraged to adopt open science practices, disseminate results broadly, and foster knowledge transfer.
• International Collaboration: In principle, the program is open to international participation, subject to certain conditions, particularly in calls aiming for global cooperation.

Each action type reflects these principles in different ways, based on the scope and activities expected.

2.3 Calls and Work Programmes

The European Commission publishes work programmes that detail specific topics, objectives, and budgets for each thematic area. These documents also indicate the type of action (RIA, IA, or CSA) appropriate for each topic, along with the Technology Readiness Level (TRL) targets, funding rates, deadlines, and evaluation criteria. Applicants thus know in advance which funding instrument they should prepare for and align their proposals with the text of the relevant call.

Once the call is open, the consortium of beneficiaries—or a single beneficiary for certain instruments—prepares and submits a proposal via the Funding & Tenders Portal. After a rigorous evaluation process, successful applicants sign a grant agreement with the European Commission or an appointed Executive Agency, marking the official launch of their Horizon Europe project.

With this general framework in mind, the following sections explore the distinctive attributes of the three major action types: RIA, IA, and CSA.

3. Research and Innovation Actions (RIA)

3.1 Definition and Focus

Research and Innovation Actions (RIA) under Horizon Europe are designed to support collaborative research aimed at establishing or further developing foundational knowledge and exploring new or improved technological possibilities. The typical end results of RIAs may include proofs of concept, laboratory prototypes, or early-stage validation of technologies and methodologies. This action type often targets lower to mid-range Technology Readiness Levels (typically TRL 2 to TRL 5 or 6), although the exact TRL scope can vary depending on the call topic.

The overarching goal of RIA projects is to expand the frontiers of knowledge and create scientifically validated foundations for subsequent industrial, societal, or commercial developments. RIA projects may incorporate feasibility studies, bench-scale experiments, data collection, and initial pilot activities. Given their exploratory nature, they are more research-intensive and less focused on direct market application compared to Innovation Actions (IA).

3.2 Typical Activities in RIA Projects

Common activities in RIA projects include:

1. Fundamental or Applied Research: Conducting experiments, analyses, or simulations to deepen understanding of particular phenomena.
2. Technology Proofs of Concept: Developing early-stage prototypes that demonstrate the viability of a concept or approach.
3. Methodological Advancements: Designing new methodologies or refining existing ones in areas such as data processing, measurement techniques, and software development.
4. Validation in Laboratory or Simulated Environments: Testing proposed solutions under controlled conditions to verify performance, reliability, and scalability.
5. Dissemination of Results: Sharing findings through publications, conferences, workshops, or open-access platforms.
6. Stakeholder Involvement: Engaging relevant end users, policymakers, or industry representatives, if appropriate for the research scope.

3.3 Funding Rate and Consortia Requirements

Under Horizon Europe, RIA projects typically receive up to 100 percent reimbursement of eligible direct costs, plus an additional 25 percent of indirect costs (calculated as a flat rate on eligible direct costs). This high funding rate applies to all beneficiaries, including both non-profit entities (such as universities and research institutes) and for-profit companies. The exact budget allocation and reimbursement details might depend on the specific call, but the principle for RIA remains full cost coverage for eligible direct expenses.

In terms of consortia composition, most RIA calls require at least three legal entities from three different EU Member States or Associated Countries, though calls can stipulate more restrictive or more flexible conditions. Generally, the consortium brings together a balance of research-focused organizations and stakeholders from various sectors. The coordinator is often a research-intensive organization (for instance, a university or research center), but this is not mandatory unless the call text specifies a particular coordinating profile.

3.4 Expected Outcomes and Evaluation

The primary outcomes of RIA projects typically include knowledge generation, conceptual breakthroughs, or foundational technologies that can inform future developments. While an initial prototype or a pilot might be delivered, the action itself usually does not extend to full commercial deployment.

During the evaluation, proposals are primarily assessed on:

• Excellence: Scientific and technological merit of the approach.
• Impact: Potential to influence further research, innovation, and long-term societal or economic benefits.
• Implementation: Quality of the consortium, project management, and alignment with call objectives.

Because RIA projects are often foundational, reviewers pay particular attention to how convincingly the consortium demonstrates originality, feasibility, and potential to progress from lower TRL levels to more robust proof of concepts.

4. Innovation Actions (IA)

4.1 Definition and Focus

Innovation Actions (IA) are designed to support projects that focus more directly on producing innovative outcomes and solutions poised for market uptake or societal deployment. These projects typically start at a higher Technology Readiness Level (e.g., TRL 5 or 6) and aim to advance the technology to near-commercial readiness (e.g., TRL 7 or 8). Thus, IA projects often include large-scale demonstrators, prototypes tested in real-life operating environments, or pilot lines close to industrial-scale production.

The core mission of IAs is to bridge the gap between research and market. They build upon earlier research results—possibly from RIA projects—and move these results toward tangible products, processes, or services that can be rapidly introduced to the market or implemented by public authorities and stakeholders. Consequently, IA projects frequently involve industrial partners, start-ups, SMEs, or public bodies well-positioned to adopt or commercialize the final results.

4.2 Typical Activities in IA Projects

Innovation Actions may incorporate:

1. Design and Development of Prototypes: Working on near-final prototypes or demonstrators that are ready for field testing or industrial trials.
2. Scaling and Validation in Realistic Conditions: Conducting pilots in relevant operational environments (for example, deploying advanced energy systems in a city district or testing new machinery on a production line).
3. Business Model Development: Creating commercialization plans, market analyses, or go-to-market strategies for the proposed innovation.
4. Regulatory Compliance and Certification: Addressing certification requirements, safety standards, or legal frameworks that are critical for deployment.
5. Engaging End Users and Stakeholders: Involving potential customers, citizens, or policy actors to refine the technology or solution according to end-user needs.
6. Exploitation and Dissemination Activities: Protecting intellectual property (if relevant), disseminating results to target audiences, and preparing for wide-scale rollout.

4.3 Funding Rate and Consortia Requirements

In Innovation Actions, the funding rate for non-profit legal entities (such as universities, research organizations, or public authorities) is typically 100 percent of direct costs plus the flat rate for indirect costs. However, for-profit entities (including large enterprises and SMEs) usually receive up to 70 percent of direct costs under IA calls, plus the 25 percent flat rate for indirect costs. This difference in reimbursement rates reflects the market-oriented nature of IAs.

Similar to RIA, consortia must involve at least three independent legal entities from three different EU Member States or Associated Countries, unless otherwise specified. However, IA consortia often have a stronger industrial presence or end-user involvement. A typical IA consortium might be led by a company that intends to commercialize the final solution, collaborating with research partners for advanced expertise and with public authorities or civil society organizations for real-world testing.

4.4 Expected Outcomes and Evaluation

Innovation Actions typically culminate in tangible prototypes, piloted products, or demonstrated services that are nearly ready for commercial uptake or public-sector implementation. Proposals are evaluated on the same three criteria—Excellence, Impact, and Implementation—but with different emphasis:

• Excellence: The technological soundness and innovativeness of the proposed solution, including the readiness for large-scale demonstration.
• Impact: The project’s ability to generate economic growth, create jobs, enhance competitiveness, or provide societal benefits through rapid and broad deployment.
• Implementation: The strength of the partnership, the feasibility of the work plan, and the alignment with targeted markets or policy objectives.

Market prospects and the adoption potential for the proposed solution are often critical factors in an IA’s success. Thus, proposals should articulate a clear pathway from development to commercialization or exploitation.

5. Coordination and Support Actions (CSA)

5.1 Definition and Focus

Coordination and Support Actions (CSA) stand apart from RIAs and IAs by focusing on measures that facilitate cooperation, policy harmonization, capacity building, and the dissemination or exploitation of results. Instead of funding direct research or innovation activities, CSAs support work that coordinates existing initiatives, strengthens networks, or assists stakeholders in making better use of existing knowledge and research outcomes.

CSAs often center on activities such as networking, workshops, policy dialogues, stakeholder engagement, standardization efforts, training, and outreach. The emphasis is on improving research and innovation ecosystems, aligning diverse projects, or supporting the development of shared strategies among stakeholders. They may also help shape future research agendas or policy frameworks.

5.2 Typical Activities in CSA Projects

Because CSAs do not involve significant research or technology development, they instead concentrate on:

1. Coordination and Networking: Organizing conferences, workshops, or collaborative platforms that bring together researchers, industry, policymakers, and citizens.
2. Policy Support and Advice: Providing recommendations, guidelines, or methodologies to inform policymakers at national, regional, or EU levels.
3. Dissemination and Exploitation: Increasing the visibility and impact of research results, supporting knowledge transfer, promoting best practices, and fostering the uptake of innovations by targeted communities.
4. Capacity Building: Developing training materials or programs, advising on best practices, and building competencies among stakeholders.
5. Strategic Planning: Aligning or coordinating projects at a transnational level, identifying future research directions, or creating roadmaps for emerging technologies.

5.3 Funding Rate and Consortia Requirements

CSA projects are reimbursed at up to 100 percent of eligible direct costs, plus the 25 percent flat rate for indirect costs, regardless of the beneficiary type (whether for-profit or non-profit). Since these actions do not usually allocate budget to expensive research or innovation activities, their budgets can be smaller than those of IA projects or even RIA projects. However, there are still calls that might require complex coordination or policy-oriented tasks with budgets that can be significant.

The minimum consortium criteria generally require at least one legal entity from an EU Member State or Associated Country, though specific calls often mandate the involvement of multiple organizations. Some CSA calls also encourage or require the involvement of public authorities, European stakeholder networks, or other relevant bodies that can support broad coordination objectives.

5.4 Expected Outcomes and Evaluation

In a CSA, success is measured by improved communication, collaboration, and strategic alignment among relevant actors, along with more effective exploitation of knowledge and the strengthening of research and innovation capacity. Evaluators often look for:

• Excellence: Clear objectives in terms of coordination, policy influence, or network-building.
• Impact: The potential to significantly enhance knowledge dissemination, facilitate standardization, or foster more efficient use of research results, both during and after the project.
• Implementation: The credibility of the consortium’s management plan, the practical feasibility of the proposed coordination tasks, and the project’s alignment with the call’s overarching goals.

Proposals should illustrate how the CSA will create added value beyond what could be achieved by individual organizations operating alone.

6. Key Differences among RIA, IA, and CSA

Given the detailed descriptions above, it is useful to summarize the principal differences that distinguish these three types of Horizon Europe actions:

1. Purpose and Scope:

   • RIA: Emphasizes exploratory research and knowledge generation, often at lower TRLs.
   • IA: Focuses on developing, demonstrating, and validating near-market solutions at higher TRLs, aiming for deployment and commercialization.
   • CSA: Concentrates on coordinating, supporting, and facilitating activities rather than conducting direct research or innovation.

2. Type of Activities:

   • RIA: Fundamental or applied research, concept proofs, early validation.
   • IA: Prototype refinement, demonstration in relevant environments, market preparation.
   • CSA: Networking, policy dialogue, dissemination, training, capacity building.

3. Funding Rates:

   • RIA: Up to 100 percent for direct costs for all beneficiaries, plus 25 percent indirect.
   • IA: Up to 70 percent for direct costs for for-profit entities, and up to 100 percent for non-profit entities, plus 25 percent indirect for all.
   • CSA: Up to 100 percent of direct costs for all beneficiaries, plus 25 percent indirect.

4. Technology Readiness Levels (TRLs):

   • RIA: Typically covers TRL 2 to TRL 5 or 6, depending on the topic.
   • IA: Usually addresses TRL 5 or 6 up to TRL 8 (or close to market introduction).
   • CSA: TRLs are not directly applicable as the action does not fund technology development.

5. Expected Impact:

   • RIA: Produces scientific knowledge, novel methods, or proof-of-concept technologies.
   • IA: Delivers near-market innovations and accelerates commercial or societal uptake.
   • CSA: Enhances coordination, policy alignment, or the exploitation of research results.

6. Consortium Composition:

   • RIA: Often led by universities or research institutes, involving diverse partners.
   • IA: Typically involves companies, often leading the project, with research institutions and end users as partners.
   • CSA: Led by organizations specialized in networking, policy, or coordination, such as industry associations, public authorities, or large research organizations.

7. Outputs and Deliverables:

   • RIA: Scientific papers, patents, prototypes, pilot demonstrations in controlled settings.
   • IA: Demonstration of advanced prototypes or products in operational environments, market analyses, business plans, and exploitation strategies.
   • CSA: Reports, policy recommendations, training modules, best practice guidelines, networking events, stakeholder platforms.

These distinctions help applicants select the action type that aligns with their project’s maturity, objectives, and resource needs. Submitting a proposal under the wrong action type—such as proposing a highly research-focused idea under an IA—can lead to unfavorable evaluation or even ineligibility.

7. Practical Considerations for Applicants

7.1 Aligning the Project Idea with the Call Text

Before drafting a proposal, it is essential to confirm that the project’s objectives match the action type specified by the call. Some calls explicitly state that the desired action is a Research and Innovation Action or an Innovation Action; others might accept both, providing flexible guidelines on the expected TRLs. In the case of CSA calls, the objectives tend to be focused on coordination, policy support, or networking tasks rather than direct research or development. Reading the work programme carefully is thus a crucial first step.

7.2 Consortium Building

Each action type has different expectations concerning consortium composition and leadership. For example, an IA often benefits from strong industrial or commercial partners ready to scale up a solution, whereas an RIA might require a consortium driven by academic excellence and specialized research infrastructure. Applicants should consider the following:

• Roles and Expertise: Identify partners able to address different aspects of the project, from scientific research to prototype development or stakeholder engagement.
• Geographical Balance: Horizon Europe encourages broad participation from across the EU and its associated countries, often requiring at least three different legal entities from three countries.
• Dissemination and Exploitation: Determine which partners will take the lead in communication, exploitation, and stakeholder engagement activities.

7.3 Budget Planning

Though budgeting details vary, some overarching principles apply:

• Match Budget to Activities: In an RIA, emphasize research tasks, personnel costs, and equipment for early-stage experiments. In an IA, allocate more resources to demonstration activities and technology scale-up. In a CSA, focus on travel, workshops, policy activities, stakeholder engagement, and staff time for coordination.
• Funding Rate Implications: Remember that for-profit partners in IA projects typically receive up to 70 percent funding, which can affect the consortium’s internal cost-sharing arrangements.
• Indirect Costs: All action types include a 25 percent flat rate for indirect costs. Ensure that this percentage is consistently applied.

7.4 Work Plan Structuring

A clear and logical work plan is crucial for all Horizon Europe proposals. Applicants should craft a coherent sequence of work packages and tasks consistent with the action type:

• RIA: Work packages might be structured around basic research, validation, and initial demonstration, with strong emphasis on academic outputs.
• IA: Activities might include technology optimization, pilot testing, business planning, and stakeholder acceptance studies.
• CSA: The plan might revolve around coordination, outreach, event organization, policy advisory tasks, or standard-setting initiatives.

Each work package should have clear deliverables and milestones that reflect the project’s progress toward the expected outcomes.

7.5 Impact Pathways and Exploitation

Both RIAs and IAs require proposals to articulate the expected impact and the mechanisms through which that impact will be achieved. For IA proposals, the exploitation pathway often includes market analyses and business models, indicating how final results will be commercialized. RIA proposals, on the other hand, might focus on how the generated knowledge will feed into further research or serve as a basis for technology transfer.

For CSA proposals, the impact section should detail how the project’s coordination, networking, or support activities will lead to long-term improvements, such as better policy frameworks or heightened stakeholder collaboration. Plans for disseminating findings to relevant communities, including policymakers, industry networks, or the scientific community, are essential for demonstrating value.

7.6 Risk Management

Because of their unique nature, each action type has specific risk factors:

• RIA: Technological uncertainties, the possibility that a research avenue may fail to yield expected results, or that experiments might require more time or resources than anticipated.
• IA: Commercial risks, integration of solutions in real operational environments, and compliance with regulatory standards or certification processes.
• CSA: The risk that engagement activities or policy recommendations might not be accepted or implemented by the targeted stakeholders, leading to a shortfall in expected outcomes.

Including a robust risk assessment and contingency plan in the proposal can demonstrate the consortium’s ability to manage potential setbacks effectively.

8. Conclusion

Horizon Europe is a vital instrument for advancing science, technology, and innovation in Europe and beyond. Within its wide array of funding mechanisms, three of the most widely used action types are Research and Innovation Actions (RIA), Innovation Actions (IA), and Coordination and Support Actions (CSA). Each addresses different stages of the research and innovation pipeline, from fundamental exploration to near-market deployment, as well as activities that facilitate coordination, policy alignment, and capacity building.

• RIA projects concentrate on earlier-stage research and knowledge development, supporting new ideas, proofs of concept, and initial validations at relatively low to mid-level TRLs.
• IA projects move existing knowledge and technology toward market-ready products or solutions, involving large-scale pilots or demonstrations at higher TRLs, often with clear exploitation and commercialization paths.
• CSA initiatives focus on orchestrating networks, promoting best practices, facilitating policy dialogues, and disseminating research results, rather than conducting research or technology development themselves.

By understanding these distinctions, prospective participants in Horizon Europe can better identify where their ideas fit along the research-innovation-policy continuum. Selecting the appropriate action type is pivotal for a successful funding application, as each type aligns with specific call requirements, consortium compositions, funding rates, and evaluation criteria.

In preparing a proposal, applicants are strongly advised to review the relevant call text in detail, ensure their project objectives match the targeted action type, assemble a suitably skilled and representative consortium, and articulate a credible path to achieving measurable results. Whether one’s idea is the seed of a cutting-edge scientific hypothesis, a well-developed technology on the verge of industrial rollout, or a plan to orchestrate multi-stakeholder collaboration for maximum impact, Horizon Europe offers avenues for support. In each case, the choice between RIA, IA, and CSA is a strategic decision that can shape how the project is conducted, evaluated, and ultimately implemented.

Through informed selection and careful preparation, participants can leverage Horizon Europe to foster innovation that addresses pressing global challenges and contributes to the economic and societal prosperity of Europe. By doing so, they join a diverse community of researchers, innovators, policymakers, and citizens committed to harnessing knowledge and creativity for a sustainable and inclusive future.