9:00 AM
Opening Ceremony
Opening Ceremony - Streaming
Relaxation Zone
Zen Room
9:30 AM
Rising Leaders: RMA Stories That Show How We Create Impact
Research management is becoming a key pillar of strong research systems. This session brings together four professionals at different career stages to share their journeys, challenges and impact. From enabling research to shaping institutional strategy, the discussion will highlight diverse career paths and reflect on how to better support the next generation of research managers.
Rising Leaders: RMA Stories That Show How We Create Impact - Streaming
Research management is becoming a key pillar of strong research systems. This session brings together four professionals at different career stages to share their journeys, challenges and impact. From enabling research to shaping institutional strategy, the discussion will highlight diverse career paths and reflect on how to better support the next generation of research managers.
10:30 AM
Coffee Break
11:00 AM
Charging and Working room
EARMA Academy Launch
Speaker: Nik Claesen, Managing Director EARMA
From 3 to 30: (R)evolutionary Growing Pains Towards a Professional Powerhouse Team
In just a few years, the Research Support Office (RSO) at UMC Utrecht has grown from a modest team of three into a thriving powerhouse of over thirty research management professionals. Together, we’ve built a solid foundation—brick by brick—for a user-friendly ecosystem that helps researchers and innovators secure funding and deliver impactful research projects. This growth is more than numbers—it marked a strategic shift in how research support is embedded, valued, and delivered in. Like constructing a house that’s sturdy, welcoming, and future-proof, we enforced a foundation for equal and multidisciplinary collaboration (within our organization). Shifting from research support to research management professionals. Scaling up meant more than hiring. It required cultural transformation, new governance, and a redefinition of roles. We invested in training, built communities of practice, and developed tailored services spanning the full proposal and project life cycle—from grant advice and project management to science communication and impact support. Growth came with challenges. Welcoming new colleagues into our evolving house meant navigating ambiguity, managing expectations, and maintaining cohesion. We faced resistance and the occasional crisis—but these became opportunities to reinforce our foundation. Through transparency, co-creation, and iterative development, we turned setbacks into stepping stones. At the heart of our team lies a shared set of values and a strong commitment to supporting one another. We don’t just work together—we build together, we excel together.
From Skills to Impact: Professionalising RMAs in REGIC, the Spanish Network of Clinical Research Management Entities
How can research managers drive real societal, economical and research impact beyond traditional metrics? At REGIC, we believe RMAs play a crucial role as impact enablers — ensuring that biomedical research not only advances scientifically but also reaches patients, society and policy-makers efficiently. REGIC (Red de Entidades Gestoras de Investigación Clínica) is a national volunteer-driven network of more than 58 Spanish institutions managing clinical and translational research. Through our 4-year Strategic Plan, we professionalise and empower RMAs across multiple dimensions: - Training & Mobility: A structured annual training programme and an innovative mobility scheme help RMAs gain cross-institutional experience and leadership skills. - Community-building: Thematic interest groups (e.g. clinical research, HR, (inter)national projects management…) foster peer-learning and strategic collaboration across organisations. - Dialogue for impact: We engage with funders and stakeholders in open forums, making the case for the strategic role of RMAs in maximising research’s societal return. This presentation will share practical lessons from REGIC’s experience: how a volunteer-led network can professionalise research management, strengthen RMA careers, and catalyse impact at the organisational and societal level. Learning outcomes: Participants will gain: - Practical ideas for designing cross-institutional training and mobility programmes. - Strategies to build engaged RMA communities that influence policy and practice. - Insights into framing the RMA role as a driver of societal impact, aligned with the conference theme “Empowering RMAs as leaders for impact.” Join us to explore how empowering RMAs ultimately means empowering research itself — ensuring it truly makes a difference where it matters most: in society.
From vision to reality: the pivotal role of Research Managers in establishing the SEA-EU Alliance Joint Research Office
In the context of the SEA-EU Alliance, a long-term cooperation between nine European universities, research plays a vital role in fostering collaboration, innovation, and societal impact. The establishment of a Joint Research Office (JRO) is a key strategic initiative aimed at advancing high-quality, cross-border research and innovation. Research managers are crucial in designing and implementing the JRO, ensuring its success and sustainability. This work will discuss the role of research managers in creating a collaborative research environment, identifying funding opportunities, and supporting joint research initiatives. The JRO's structure and services, including training and development, research support, and cross-institutional synergies, will be presented. The study will also highlight the importance of research managers in facilitating knowledge sharing, consortium building, and the dissemination of research results. The SEA-EU Alliance's experience in promoting researcher mobility, capacity development, and research support will be shared, with a focus on the role of research managers in enabling these processes. The analysis will also explore the potential of the JRO to strengthen collaborative research and networks, and to support shared access to infrastructure, expertise, and resources among partner universities. The contribution will conclude by highlighting the key lessons learned and best practices in designing and implementing a JRO, with a focus on the pivotal role of research managers in driving research collaboration and innovation.
From Zero to Strategy: Building Pre-Award Support for Engineering Research Centers
Four years ago, two small engineering research centers (~35-60 PhD holders) at Instituto Superior Técnico (IST), Portugal, had no dedicated pre-award support. Awareness of European and international funding opportunities was low, applications were sporadic, and success rates remained limited. To address this gap and leverage complementary strengths between the centers, both Executive Boards endorsed the establishment of a shared Pre-Award office, led by a senior research manager with 15 years of research experience and over 5 years in research management. Working closely with each Board, the office defined an initial pre-award strategy tailored to the centers’ needs and gradually expanded the team with two junior officers by the second year. This structured approach provided researchers with targeted dissemination of opportunities, annotated templates, CV building, information and clarification sessions, personalized meetings, support in consortium building, proposal writing and revision, submission processes, guidance on grant award stages, and career development through grant applications. The impact has been substantial. Between 2021 and 2025, the centers went from almost no ERC or MSCA-PF applications to 12 ERC and 19 MSCA-PF submissions. Critically, the number of Horizon Europe consortium proposals submitted with our centers as coordinators increased from a baseline of 1 to 24 submissions. This reflects not only growth in application volume but also a qualitative shift—from limited participation to visible leadership in competitive European funding. This presentation will share this joint case study, highlight key factors behind the successful development of the Pre-Award office, and reflect on strategies to further strengthen the role and visibility of RMAs within institutional governance. It will also invite discussion on how similar models can be adapted to support research units of different sizes and disciplinary profiles.
Inclusive by Design: Simplifying Research Management for All
Click the Session tab below to see all the information and timings. Please note: the Discussions will be 50 minutes long with a 10 minutes break in between.
Looking for Impact Across Europe: How University Research Is Taken Up by Policy, and How European Evidence Travels Globally
Overton Partner Session Despite growing expectations for research managers and administrators to evidence societal impact, policy influence remains difficult to define, trace and document. In Europe, where research and policy systems operate across national, regional and supranational levels, including IGOs, each with distinct impact pathways, evaluative frameworks, and norms of evidence use, this presents a particular challenge. Using Overton Index, the world’s largest database of policy documents and their citations to research, this study analyses policy engagement with research from universities across Europe, drawing on citation patterns from over 25 million policy documents issued by governments and policy actors in 193 countries. We examine where, how and by whom European research is cited in policy, highlighting differences across countries, policy domains and institutional actors. We also explore how European research travels beyond the region, informing policy debates and decision-making globally. We identify distinct patterns in how evidence is mobilised across European policy contexts,including the roles of universities, research institutes, intermediaries, and evidence-synthesis organisations. We highlight opportunities for applying policy citation data across the research lifecycle, from identifying emerging priorities and evidence gaps to providing documented, comparable evidence of research influence for diverse impact requirements and evaluative frameworks. By making visible the often-hidden connections between European research and policy, this work demonstrates how European research contributes to evidence-informed governance both within Europe and worldwide, while equipping research managers and administrators with actionable insights to lead on impact strategy, policy engagement, and institutional positioning.
Morning Discussion Tables Room 411
Click the Session tab below to see all the information and timings. Please note: Each round lasts 25 minutes. Then, after each round, speakers rotate to a new table.
Morning Sessions - Room 412
Click the Session tab below to see all the information and timings. Please note: Each round lasts 25 minutes. Then, after each round, speakers rotate to a new table.
Morning Sessions - Room 416
Click the Session tab below to see all the information and timings. Please note: Each round lasts 25 minutes. Then, after each round, speakers rotate to a new table.
Open Science Thematic Group Community Gathering
RADIANCE: Bright Ideas for MSCA
Every institution has its own challenges when it comes to supporting researchers in Marie Skłodowska-Curie Actions (MSCA). Some struggle with navigating the ever-changing call requirements, others with motivating researchers to submit to these calls or with finding the right fellow candidates. RADIANCE (Research Advisors in Action, NCPs Cooperation for Excellence, the EU funded MSCA NCP project) provides a toolbox designed to meet those needs—resources that Research Managers and Administrators (RMAs) can adapt directly for their own context. The project’s handbooks (e.g. ‘How to write a competitive PF proposal’) and submission guides can become your in-house reference manuals for supporting proposal writing. The Q&A blog is a living knowledge base you can point researchers to when questions pile up. The matchmaking platform is ready to support your next consortium-building exercise. Digital innovations—like AI analysis of evaluation reports and gamified online learning—offer new ways to strengthen training and capacity building. The guiding question is simple: how can these resources help you most, here and now, in your institution? This session will walk through concrete examples of how RMAs can integrate RADIANCE tools into daily practice to support researchers better, reduce stress around MSCA deadlines, and increase institutional success in Horizon Europe. Take-away: Practical strategies to tailor RADIANCE outputs to your institution’s needs—so you can stop firefighting and start empowering. How can you use the RADIANCE resources best for supporting MSCA applications in your institution?
Reframing Research Assessment: Cultivating Research Impact together with RISE
For fifteen years, the University of Antwerp conducted research assessment exercises using a model inspired by the Dutch SEP protocol. Although aligned with international standards for responsible research assessment (RRA), the model gradually lost effectiveness. Recognising the need for change, the university developed RISE (Research & Impact in a Sustainable Environment) in 2025. This formative framework shifts the focus from top-down evaluation of research performance to bottom-up assessment of the processes and environment that foster qualitative and impactful research. RISE promotes strategic reflection and dialogue among research groups from diverse disciplines, encouraging them to share insights and address systemic challenges collaboratively. The outcomes of these discussions are shared with central university management to tackle institutional barriers together. In this way, RISE empowers research groups to reflect, collaborate, and improve their practices, while enabling the university to build a more cohesive, strategically aligned, and impact-oriented research ecosystem. It’s not about measuring excellence—it’s about cultivating it. We aim to inspire others to develop new or adapted models for research assessment by explaining why RISE was created, how it works, and what it seeks to achieve. An oral presentation at the EARMA conference is the ideal format to reach participants interested in practical examples of assessment mechanisms aligned with CoARA and RRA principles. The Q&A session will allow for exchange of experiences and insights into the development of such practices. Take-away messages: This presentation will demonstrate that research assessment exercises can: - adopt a bottom-up approach that empowers research groups to shape their own path to impact; - foster collaboration and strategic alignment in research governance through internal dialogue; - embrace a formative, future-oriented approach to enhance both the research environment and research quality and impact.
Relaxation Zone
Showcasing Research Impact Through Sentiment-Informed Metrics
Demonstrating research impact increasingly depends on providing evidence not only of how widely work is shared, but also of how it is received. Sentiment analysis addresses this need by combining attention metrics with qualitative insights into the tone of online engagement. Our presentation will focus on the below aspects as important reasons why sentiment analysis is essential as a consideration of the impact of research in todays world: 1. Beyond volume: understanding tone and context A paper with hundreds of mentions might look impactful, but are those mentions positive (endorsing findings), neutral (just citing), or negative (criticizing flaws)? Sentiment analysis helps distinguish supportive engagement from controversy or critique, giving a truer picture of impact. 2. Tracking societal and policy influence When research is cited in policy documents, news, or social media, sentiment analysis helps gauge whether it is shaping debates constructively or being contested. This is especially useful in fields like climate science, health, or AI ethics, where research can be politicized. 3. Measuring reputation and trust For universities, research groups, or individual scholars, sentiment analysis offers insights into public and stakeholder perception. Positive sentiment in media or industry discussions can signal credibility and readiness for collaboration. 4. Early detection of controversy or misinformation Negative sentiment spikes can reveal when findings are being misinterpreted or weaponized in public discourse. This enables quicker responses to safeguard scientific integrity. 5. Enhancing research evaluation frameworks Traditional metrics (citations, h-index, funding) focus on academic visibility. Sentiment analysis captures societal reception, helping funders and institutions assess the broader impact of research in line with knowledge valorisation and responsible research frameworks.
Zen Room
11:30 AM
Building a Community of Practice: ABS Compliance Support in Research Institutions
As international regulations like the Nagoya Protocol and related Access and Benefit-Sharing frameworks become increasingly relevant to global research, institutions face mounting responsibilities in ensuring legal compliance when accessing genetic resources. Yet many research institutions, particularly in Europe, still lack robust, formalized structures to support researchers in navigating these requirements. In Germany, an emerging community of compliance officers has started to close this gap—not through top-down mandates, but through grassroots collaboration, peer exchange, and a strong "learning-by-doing" ethos. This presentation highlights how such informal networks have begun to form among German universities and research institutions. By exchanging practical knowledge, interpretations of country-specific regulations, workflow templates, and shared communication strategies, these officers are building a decentralized but effective support system that helps institutions stay ahead of legal developments and ensure responsible research practices. The talk also discusses the role of the German Nagoya Protocol HuB in facilitating dialogues with Competent National Authorities, National Focal Points, and other national and international stakeholders. Attendees will gain insight into how such a network can be formed and sustained even in the absence of a fully mature institutional ecosystem. Emphasis will be placed on peer learning, building trust, and developing scalable approaches to researcher support. The session invites others to reflect on their own institutional context and consider how research managers can lead similar initiatives—positioning themselves not just as administrators, but as proactive enablers of ethical, internationally compliant research.
Global Challenges, Local Leadership: Empowering RMAs for Institutional Impact
In an era of political volatility, economic pressures, and shifting geopolitical priorities, research and innovation (R&I) agendas are being reshaped. Research Management and Administration (RMA) professionals are no longer solely facilitators of research—they are strategic leaders, policy shapers, and institutional change agents. The discussion will address the impact of funding cuts, geopolitical developments—including lessons from Brexit and US federal funding shifts—and political changes on research agendas. Brexit underscored the importance of resilience in managing cross-border collaborations, emphasising trust-based relationships to advance research amidst uncertainty. These lessons offer valuable insights for US and international partners navigating evolving federal funding landscapes. The panel will examine how RMAs can foster positive outcomes despite political challenges. Key themes include the role of global networks like EARAM and SARIMA in enabling transnational collaboration and knowledge sharing. The discussion will emphasise building relationships through consistent communication, equitable resource sharing, and aligned institutional goals to sustain research excellence. Additionally, the session will explore how these shifts impact research support within knowledge organisations and R&D institutions. As research funding becomes more politicised, RMAs must develop new skills and governance models to ensure institutional success. The panel will provide insights into best practices for adapting to these changes and discuss the future trajectory of RMA careers. By sharing global perspectives, this panel aims to foster dialogue on how RMAs can drive impact amid uncertainty and ensure that research and innovation continue to thrive as essential drivers of societal progress.
Innovating grants management: Strategic leadership and institutional engagement from Institut Pasteur’s grants office
In today’s complex research funding ecosystem, Grants Offices are evolving beyond traditional administrative roles toward becoming strategic leaders shaping institutional priorities. Since 2024, the Grants Office at Institut Pasteur has deepened its transformative journey by actively engaging in institutional decision-making processes. As the head of the Grants Office at Institut Pasteur, I lead a dedicated team of 25 talented professionals and have recently been appointed to the Institute’s Board of Directors, enabling meaningful influence over research strategy and resource allocation decisions. This presentation will share how the Grants Office continues to innovate its operations - through implementing a custom Grant Manager Tool, geographic segmentation for specialized funder expertise, dedicated grant writers, and enhanced ethics and compliance capacities - while assuming a new role as a strategic advisor in institutional governance. Key achievements include improved grant success, increased researcher satisfaction, and strategic alignment of institutional funding strategies with evolving global priorities. Capacity building, targeted communication, and collaborative leadership are core to this progress. Participants will gain insights into: - Leveraging institutional governance participation by Grants Offices to amplify their impact; - Best practices for embedding grants management expertise in strategic decision-making; - Frameworks to manage complex funding landscapes while influencing institutional policy; - Transferable strategies to strengthen RMAs visibility and leadership. While the journey has presented challenges and learning opportunities, I look forward to openly sharing our experiences and insights.
Long-Term Leave and Special Needs for Enhancing Inclusivity and Continuity in MSCA Projects
Marie Skłodowska-Curie Actions (MSCA) have key expectations such as Full-time, Mobility and Exclusively. To better reflect the realities of the diverse research community, Horizon Europe introduced two novel principles, Long-Term Leave and Special Needs, both supported by a financial mechanism. But are RMAs and institutional processes prepared to implement these changes and towards providing continuity of research? This session will explore these principles, present concrete examples and offer pragmatic do’s, don’ts and tools for both pre- and post-award phases. What happens if a researcher is unable to conduct research activities for more than 30-consecutive days due to maternity, paternity, parental, sick, or special leave? The Long-Term-Leave Allowance reduces personnel costs incurred by beneficiaries ensuring they maintain financial stability and project momentum during the period of absence of the researcher, while protecting the rights and career advancement of the researcher. What if a researcher requires non-standard support to conduct research? The Special-Needs Allowance provides beneficiaries funding to support the participation of researchers with long-term physical, mental, intellectual, or sensory impairments. Eligibility includes third-party assistance, adapted work environments, and additional travel or transportation costs enabling researchers with disabilities to participate in MSCA projects and contribute to a more inclusive and diverse research community. MSCA funding is becoming more responsive to real-life challenges faced by researchers. Implementation remains a challenge. This session will showcase examples at University of Twente and Tampere and we aim to empower you, the RMA, to act as a leader for diversity, equity, inclusion while balancing pragmatism and reducing overhead in changing financial and political times. We will show the process from identifying the issue all the way through to implementing solutions. Join us to gain practical, implementable strategies that will position your institution as a forerunner in inclusive research support. From policy to practice: let’s make it work.
Measuring what matters: views of researchers and research offices on measuring the societal impact of research
Presented by Dmytro Filchenko
Preparing for the Future of AI in Research Management
Artificial Intelligence (AI) is rapidly transforming research ecosystems, including research management and administration. The question is no longer if AI will reshape our work but how RMAs can prepare to thrive in radically different futures. In this 25-minute oral presentation, members of the EARMA Thematic Group on Research Management and AI Tools will present three provocative five-minute scenarios designed to inspire debate and reflection: AI Everywhere: Fully democratized access shifts RMAs from process managers to strategic advisors and AI trainers, curating outputs and guiding responsible use. The AI Divide: Advanced AI becomes a competitive advantage of well-resourced institutions, pushing smaller players to seek alliances or risk falling behind. Human-in-the-Loop Future: Hyper-automation handles most transactional work, leaving RMAs to focus on governance, ethics, policy development, and institutional change management. For each scenario, we highlight the skills and competencies RMAs will need — from data literacy and AI evaluation to partnership brokering and AI governance. The session concludes with a 10-minute interactive Q&A and discussion, inviting attendees to explore which futures seem most plausible, which they would prefer to build, and what steps they can take to prepare themselves and their institutions. Learning outcomes: Explore three distinct AI-driven futures for research management. Identify emerging skills and competencies needed for each scenario. Reflect on personal readiness and institutional strategies to navigate disruption. This session combines bold foresight with practical inspiration, empowering RMAs to move from passive adopters to proactive shapers of the AI future.
Transforming research assessment: Balancing quality, inclusion, and efficiency
Research assessment is increasingly recognized as a cornerstone of academic management, as it provides a comprehensive understanding of institutional performance and informs strategies to enhance the quality, relevance, and societal impact of knowledge. International initiatives such as CoARA and the San Francisco Declaration on Research Assessment (DORA) have highlighted not only the importance of evaluating research, but also the need to do so responsibly, inclusively, and beyond traditional bibliometric indicators. In response to this global call, Universidad del Rosario (Colombia) has developed a comprehensive research assessment strategy designed to evaluate institutional performance while generating approaches to manage and position research nationally and internationally. Given the University’s disciplinary diversity—ranging from medicine and engineering to social sciences, humanities, natural sciences, creative studies—the strategy adopts a broad perspective that encompasses dimensions such as research-creation, science communication, societal engagement, and innovation. The model fosters interdisciplinary collaboration and acknowledges the plurality of knowledge production practices. A distinctive feature of this strategy is its capacity to analyze research performance in relation to the time and resources invested in its development. This approach not only measures academic output but also assesses efficiency and sustainability, providing essential evidence to support institutional decision-making and long-term planning. The strategy also strengthens policy design by aligning institutional data with national and international benchmarks, rankings, and trends, enabling the identification of opportunities to increase the quality and impact of scientific output. This presentation will share the University’s experience in designing and implementing the model, highlighting practical lessons, challenges, and opportunities for replication across institutional contexts. Participants will gain concrete insights into how responsible, inclusive, and innovative approaches to research assessment can be applied in ways that align with international debates while remaining sensitive to local needs and priorities.
Trust in Action: RMAs as Strategic Bridges Between Funders and Researchers
Research Managers and Administrators (RMAs) are uniquely positioned to act as architects of trust between research organizations and funding bodies. They know funders policies well and can navigate call texts and requirements with ease. At the same time, RMAs are aware of the needs of the researchers they support, and see the struggles these researchers face when applying for competitive funding. The voice of a single RMA from a single research organization can raise concerns, but will always be biased towards representing their own institution. The combined voices of RMAs from multiple organizations, however, can open the discussion on behalf of the field. NLLO Health is a Dutch national network of pre-award RMAs from general and technical universities, and academic and non-academic hospitals in the Netherlands. Those RMAs are active in supporting grant applications in the health domain and set out to build a trust-based relationship with Netherlands’ main health research funder: ZonMw. Drawing on the experience of NLLO Health, this session explores how RMAs can develop sustainable, multi-organization networks that foster open dialogue, mutual understanding, and knowledge exchange with funders. The discussion will highlight how collective engagement provides funders with broad, system-level insights while simultaneously strengthening the strategic positioning of research organizations. Panelists from Dutch RMA networks and major Dutch funding bodies will share their experiences of co-creating trust-based, forward-looking structures that support strategic alignment and long-term collaboration. By examining the evolving role of RMAs as strategic pillars in policy engagement, cross-funding synergies, and international partnerships, this panel will demonstrate how RMAs can act as effective mediators, ensuring that research funding strategies are inclusive, responsive, and impactful.
12:00 PM
Beyond the Proposal: Steering Research Trajectories Through Integrated RMA Models
Ghent University and KU Leuven both have developed a targeted strategy to improve success rates in high-profile funding channels, particularly within Horizon Europe. Their approach centres on intensive, individualised pre- and post-award support for high-potential applicants, focusing on funding schemes identified for strategic growth. Researchers either self-identify as eligible or receive targeted nudges for specific funding opportunities, triggering tailored central support that includes partner matchmaking, alignment with EU priorities, and refinement of research conceptualisation and presentation. This central expertise enables faculties to wrap discipline-specific peer review, coaching, and interview preparation around a shared core offer. While this model has led to measurable success and the development of transferable best practices, it also raises a strategic question: how can research managers evolve from supporting researcher-initiated proposals to proactively shaping researchers’ funding trajectories? How can we integrate central and faculty-level services to guide researchers toward their most ambitious next funding opportunities, leveraging RMA expertise to align individual success with institutional talent development? This open panel discussion will present experience and lessons learned at both universities, followed by a dialogue on the future of strategic RMA leadership. Panelists from central and faculty services will share insights into the challenges and opportunities of scaling this model. The session will conclude with an “empty chair” segment, inviting audience members to join the panel and contribute their own perspectives on integrating RMA support across funding channels and institutional levels. The goal is to foster a participatory exchange on how RMAs can move beyond operational support to become strategic leaders in shaping research careers and institutional success.
Building a Research support community: a comparative study on how we made it happen
Research Support Offices (RSOs) at universities employ diverse organizational models, from centralized teams to distributed experts across faculties. Regardless of structure, Research Managers and Administrators (RMAs) consistently benefit from peer interaction, through collaboration, best practice exchange and professional growth, thus gaining raised awareness and recognition. This has driven many universities to establish a Research Support Community (RSC) that facilitates these vital connections. This panel discussion presents a comparative study of different Dutch universities, examining how they have been successfully building and maintaining RSCs for their RMAs. Acknowledging different working models and other factors that influence the communities’ structures, the study is particularly focused on foundational parameters and implementation strategies of such communities. Potential panelists are: Demitriana Minassian (also moderator), UTwente; Servaas Duterloo, TU Delft; Eugenia Engelenhoven, LeidenU and Paul Merkus, TU/e. The panel discussion is the chosen format as it allows the presentation of the study’s findings while engaging the audience in a lively discussion and in such way, enabling the effective achievement of the session’s goals: 1. Knowledge Transfer - Share insights and lessons learned from our comparative study, detailing critical aspects for building effective RSCs. 2. Practical Guidance - Provide actionable principles for establishing and maintaining communities. 3. Community Engagement - Inspire other institutions to develop their own RSCs while identifying potential gaps and blind spots. 4. Experience Exchange - Connect with institutions having similar experiences to expand RMA networks and visibility. By providing a broad understanding of the demonstrated benefits at individual, organizational and systemic level RSCs, the essential elements to establish such communities and actionable guiding principles from real cases, this session is for: RMAs seeking to establish or join communities within their institutions, Research Support Leaders evaluating organizational development strategies, University Administrators interested in optimizing research support structures, Professional Development Coordinators exploring network-building approaches.
Building capacity for knowledge valorisation - experiences from two systems.
In all entrepreneurship there is an ‘economic valley of death’. But in valorisation of research there is first the ‘cultural valley of death’ - particularly in traditional academic universities - where results are published but not developed further to lead to the technical and economic impact promised in the proposal. Successful valorisation depends on both academia and an ecosystem ready to collaborate; but in this talk we focus on the academia side. In our experience valorisation needs key 3 factors: culture, competence, and capacity - and building institutional capacity requires addressing all three. In this talk, we present two new approaches in two very different systems, both using external RM capacity, both centered around valorisation of real ideas, and both achieving promising results so far. At University of Bergen, the “TI LT academic entrepreneurship programme” is an year-long entrepreneurship program specifically targeting academic researchers, investing TTO capacity in creating and connecting ‘bubbles’ of valorisation competence and motivation that can act as lighthouses for others and slowly change the culture from within. The widerAdvance Facility, in contrast, is a big EU-funded competence mechanism aiming to provide valorisation support services and training to institutions lacking in-house capacity in Widening countries - and by doing so they create a new regional competence ecosystem, with academia mature to develop effective collaboration.
[EARMA] Ethics Review in Horizon Europe: The need for operationalizing AI Ethics principles
As artificial intelligence becomes increasingly embedded in research and innovation projects funded under Horizon Europe, ensuring robust ethical oversight is more critical than ever. While high-level AI ethics principles are widely endorsed, translating these principles into concrete, operational requirements remain a significant challenge. This session will explore how AI ethics principles can be effectively operationalised within the Horizon Europe Ethics Review process, ensuring both compliance and meaningful ethical reflection in EU-funded research. Moderator: Dorian Karatzas Speakers: Mihalis Kritikos
EARMA’s Policy & Representation Committee Horizon Europe Simplification: Results, Dialogue with the Commission, and Future Priorities
This interactive session involves a short presentation by members of the EARMA Policy & Representation Committee on the recent work of the Committee on a Horizon Europe Simplification paper - why we did it, who we asked for input and what were the key messages. This will be followed by an engaging panel discussion focussing on the opportunities and pitfalls of simplification, the presentation of the Paper to the European Commission, and their response. Finally, we will ask you, the audience, to let us know which current and future policy issues are important to you and how the PRC can proactively engage with the EARMA Community to provide advice to policy-makers and be key opinion leaders for our community.
ERION Thematic Group Community Gathering
Developing a coherent and coordinated framework for a European approach to integrity and ethics - Discussion session
From skills gaps to impact cultures: Enabling transversal skills and impact through research support
Supporting researchers to develop impact-oriented skills is increasingly recognised as a shared responsibility between individual researchers and the institutions that employ them. For research managers and administrators (RMAs), this creates both opportunities and challenges: how to identify skills gaps, align training with institutional strategies, and support career pathways that extend beyond traditional academic boundaries. This presentation will introduce insights from UIIN’s Impactful Researchers programme and the Horizon Europe project ReSkillSpan, showcasing how both initiatives address transversal skill development and researcher career support. While Impactful Researchers offers a structured six-week training programme to equip academics with an impact mindset, entrepreneurial skills, and effective communication strategies, ReSkillSpan expands this vision through a European-wide approach. By leveraging the ResearchComp framework, ReSkillSpan maps existing practices, identifies gaps in researcher training, and pilots modular courses and micro-credentials to support intersectoral mobility. For RMAs, these initiatives highlight practical approaches to embedding skills development into institutional research support, enabling researchers to be more impactful and avoiding the risk of their institutions producing excellent science with little social relevance. We will share lessons from engaging over 150 academics and present results from the ReSkillSpan mapping exercise of good practices across Europe and 14 expert interviews with researchers with industry experience and HR professionals, as well as targeted input from 9 global industry representatives. Participants will gain insights into: - How transversal skills frameworks (e.g. ResearchComp) can guide institutional training and career development strategies;- Approaches to aligning researcher development programmes with external engagement, valorisation, and impact agendas;- Opportunities for RMAs to act as enablers of systemic change, bridging institutional support services with researcher career aspirations. By situating these projects within the broader research management context, we aim to demonstrate how RMAs can play a pivotal role in fostering impact-oriented research cultures.
Morning Session - Room 412
Morning Session - Room 416
Morning Sessions - 411 Room
MSCA-PF Seal of Excellence: attracting research talents with an institutional incentive program
What can a non-granted MSCA-Postdoctoral Fellowship applicant do with a Seal-of-Excellence (SoE), if there is no national SoE-funding scheme available? This question was my starting point in 2018 for an institutional incentive scheme for MSCA-PF SoE at Leiden University Medical Center. After approval by the Executive Board, we have been able to offer the SoE-program for four rounds now, resulting in the international recruitment / funding of seven extra postdoctoral researchers. LUMC is the first and single academic institution with a SoE-scheme in The Netherlands and one of the few (10-15) in Europe. This paper will present the institutional strategy/goals of the SoE-incentive scheme (e.g. talent and internationalization policies), the criteria set including adjustments after the pilot year, funding conditions and implementation of the program. As a basis, the MSCA-guidelines were used as much as possible. The impact of the program in terms of scientific output from these projects, additional grants obtain by the fellows and their current positions have been analyzed. All fellows are still active as scientists, of which half of them matured into senior research positions at LUMC. Also the reasons why some departments and candidate postdocs did not make use of the offered scheme will be discussed. This RMA-driven SoE-scheme has passed all stages and required multiple skills, from fit with the institutional strategic research policy, availability of budget and launch of the SoE-scheme, to the post-award ‘funders-like role’ including check of career development plans and evaluation of progress reports. In conclusion, the SoE-incentive scheme at LUMC is a success. It adds to the institutional research strategy, with recruitment of / funding for seven talented postdoctoral researchers with already positively-evaluated project proposals. Moreover, impact is high for the career of the fellows. Recommendations will be provided for institutions who consider to implement their own SoE-incentive scheme.
Rethinking the relationship between funders and applicants: The Cancer Mission Lab funding program as a case
The Cancer Mission Lab, developed by the LBG Open Innovation in Science Center, is a pilot funding program that supports transdisciplinary research as part of Austria’s contribution to the EU Cancer Mission. The funding program was designed as an open, multi-stage process where funders and applicants strongly engage with each other. Not only researchers were invited to apply, but any person that has relevant knowledge and expertise relating to cancer care, such as patient (advocates), nurses, doctors, therapists, NGO representatives, etc. Thirty people were invited to participate in a three-day Ideas Lab where they got to know each other, formed teams and developed a project idea. Our involvement experts designed, guided and facilitated the Ideas Lab. At the end, a transdisciplinary jury selected three teams to develop a full proposal. The full proposal was developed based on a Theory of Change (ToC), the creation of which was facilitated by one of our impact experts. After a final review of the jury, the three projects were awarded 500.000€ each for a duration of three years (2025-2027). During runtime, the project teams update their ToC together with the impact expert twice a year. The Cancer Mission Lab funding program is a case that exemplifies how we can rethink the relationship between funders and applicants/funded projects. From the start, the focus lies on direct engagement with people of diverse backgrounds. Our role as a funder was not solely to process in-going applications from pre-established consortia and administer interim and end-term reports and budgets. The idea is to form new connections, build a new community as well as a relationship of trust with all relevant stakeholders. In this presentation, we want to present our experiences, discuss opportunities and challenges, and consider how the role of research and funding administrators can be expanded.
Spending RMA time better (?) - using generative AI for proposal review, the case of MSCA post-doctoral proposals
This presentation will detail the direct and indirect practicalities and outcomes of working with closed and personalized generative artificial intelligence (GenAI) assistants in the application review process. In 2024, Copenhagen Business School’s (CBS) Research Support Office embarked on the first AI project at the organization. The aim of the project was to investigate whether GenAI could be used to streamline proposal review processes - using the Mare Curie postdoctoral fellowship applications as a case study. Working with the local IT support and an external company (Private GPT), we developed and trained three specially designed AI assistants for each of the proposal sections of a Marie Curie application (Excellence, Impact and Implementation). We submitted 16 Marie Curie post doc proposals, that all received 3 reviews supported by the AI assistants. We found that designing, training and implementing AI assistants takes time, consideration, and — in our case — funding. Furthermore, training the assistants to provide similar comments to those of an RMA was a complex and iterative process. We found the GenAI assistants to be a useful tool for the review process that worked especially well in dialogue. We also found ourselves asking broader questions: Does using GenAI free up RMA time to offer better services to applicants or to focus or other tasks? Will long-term use of AI lead to RMA up-skilling or and are there risks of RMA de-skilling? Will RMAs eventually become redundant in the application review process? Hear about our experience at the Research Support Office at Copenhagen Business School (CBS) and the CBS IT team and whether we think the benefits of GenAI outweigh the costs!
Strengthening RMAs’ Role in WIDERA Programme: Lessons from Pre-award and Post-award Challenges
The funding opportunities under Horizon Europe’s WIDERA programme play a crucial role in fostering research excellence in widening countries. Research Managers and Administrators (RMAs) play central roles in the success of these initiatives, yet they face distinct challenges at various project phases. This presentation addresses RMAs’ support in two specific WIDERA schemes, emphasising separate phases of the funding lifecycle: (1) Hop-on facility (pre-award); (2) Twinning projects (post-award). For the Hop-on Facility, which enables widening country researchers to join ongoing Horizon Europe projects, we focus on pre-award challenges, including eligibility criteria, coordinator identification, and consortium engagement. Drawing on a survey involving 14 applicants, including four successful cases, we provide practical recommendations and proven strategies for navigating these hurdles and facilitating a smoother pre-award process. For Twinning projects, which focus on widening institutions’ capacity building through collaborations, we examined post-award operational challenges. Building on comprehensive insights from 17 sister projects, we developed a best practice guide that focuses on (i) clarifying communication and dissemination distinctions to avoid redundant reporting and foster efficient assessment through the definition of relevant KPIs; (ii) consistently and coherently defining a comprehensive framework of capacitation activities for RMA and researchers, spanning from advanced courses and workshops to exchanges, embedding sustainable knowledge transfer and formal recognition. By sharing these insights, we aim to equip RMAs and institutions in widening countries to overcome phase-specific barriers more effectively, strengthen managerial and research capacities, and maximise the impact and visibility of WIDERA-funded initiatives.
12:30 PM
Empowered RMAs, Sustainable Futures: Connecting Personal, Professional and Planetary Wellbeing for RMAs
Professional development in RMAs is often framed around technical skills - funding instruments, grant writing, support and policy. In reality, RMAs and the Academics face highly competitive funding landscapes, career unpredictability, digital overload, and expanding accountability, which are often overlooked. These pressures contribute to stress and burnout, threatening both well-being, empowerment and sustainability of the research ecosystem. Our programme, developed based upon the SWEPPP Project (Sustainable Well-being - Education for Personal, Professional, and Planetary Well-being) and the Wellbeing4Sustainability programme concept, reframes well-being as a key component within professional development. We argue that cultivating well-being, emotional regulation, and digital balance promotes empowerment and resilience, necessary for an effective and sustainable research support service, not to mention boosting the level of happiness, job satisfaction and morale of its team members. Drawing on evidence-based practices from positive psychology and energy psychology, the programme introduces tools including good well-being habits, for example gratitude, nutrition and mindfulness, digital practices, a digital self assessment tool; and Emotional Regulation through Emotional Freedom Techniques (EFT). These approaches are designed to strengthen personal well-being, enhance professional effectiveness, and build capacity for authentic engagement with researchers, institutions, stakeholders and the planet. This contribution, delivered as an oral presentation, will share insights from pilots to be delivered at the ERA Shuttle Gdańsk Summer School and at the University of Malta. Results highlight how well-being-focused training can be embedded into professional development structures, creating recognition pathways where well-being is equally valued alongside technical expertise. By integrating personal, professional, and planetary well-being into research management, the participants will be equipped with the tools they need to prioritize their own wellbeing and emotional intelligence, thrive in their roles, foster resilient career trajectories, and contribute to more sustainable, ethical and inclusive research cultures. Keywords: Professional Development, Wellbeing, RMAs, Positive Psychology, Emotional Regulation, Sustainable Careers
Lump sum projects: Practical tips from early proposal development to completed project
Lump sum funding accounts for a growing share of Horizon Europe funding, and the EC plans to increase this share further. While there is continued debate on the advantages and disadvantages of lump sum funding and opinions are divided, applying procedures, methods and tools that fit the particular characteristics of this funding scheme may help improve quality and efficiency at different stages of the project life cycle. This presentation will highlight key considerations regarding project structure, consortium composition, funding timeline, the need for dynamic budget simulations and budget quality, project monitoring, and risk management. Practical tips concerning aimed at improving proposal quality and project implementation while enhancing efficiency at each stage will be presented. The presentation will draw on recognized project management techniques and demonstrate how these may be employed within a risk management framework. Tips for the proposal development as well as the project development stages will be presented. Practical tips for dynamic budget simulations and streamlining the transition to the EU lump sum budget will be presented. Tips concerning internal project monitoring and EU project reviews and controls for lump sum projects will be presented for discussion. The primary objective of the presentation is to provide actionable tips addressing key characteristics of lump sum projects for research managers, financial staff and other professionals who are tasked with supporting researchers in designing project implementation structure, deciding consortium composition, developing project risk assessment and risk management, budgeting, consortium agreement negotiations, internal project monitoring for consortia, and preparations for technical project reviews and controls conducted by the EU.
Pre-Award Process for Supporting MSCA-PF Applications
The Marie Sklodowska-Curie Actions (MSCA) Postdoctoral Fellowships program is designed to support researchers who have completed their PhD and are looking to develop new skills through advanced training, international collaboration, interdisciplinary work, and mobility across different sectors. The objective is to enhance the creativity and innovative potential of these researchers. This fellowship is open to researchers from around the world. Since this award is highly prestigious for both the fellows and the host organizations, universities and research institutions compete to attract the best candidates. Various strategies are used to both attract and support candidates throughout the application process. In this presentation, I will provide information on the strategies employed by the TU Dublin pre-award office to attract MSCA-PF candidates, as well as the management of the MSCA-PF application processes from start to submission. I will discuss what we learned during the process from the call for candidates to supervisor matching, including information webinars and proposal review support. My presentation aims to offer insights and guidance for pre-award staff on: · Effective strategies for a call for candidates · Pre-evaluation and selection of candidates · Pre-award supports for candidates and supervisors · Overall pre-award management of the MSCA-PF call · Lessons learned and recommendations for Pre-award RMAs Additionally, I'll share the findings from the evaluation questionnaires we conducted after submitting the 2024 and 2025 MSCA-PF proposals. These questionnaires aimed to assess candidates' satisfaction with the pre-award support provided. Overall, the expected outcome for the audience is a better understanding of how a post-doctoral fellowship funding call can be managed by focusing on the role of pre-award.
Revamp of the Irish Research Impact Toolkit
The Research Impact Toolkit was developed in 2020, led by University College Dublin (UCD) in collaboration with higher education institutions and funding authorities across Ireland. Funded by the Irish Higher Education Authority and the Irish Research Council, the initiative responded to growing national and international emphasis on research impact, as reflected in policy agendas such as Innovation 2020 (Ireland) and the EU’s Horizon 2020 programme. The online toolkit provides a suite of resources to support researchers and research managers in developing impact across four priority areas: planning, capturing, communicating, and monitoring impact. Five years on, the Irish Research Impact Network Ireland, formed during the toolkit’s original development and chaired by UCD, has strengthened its role as a national working group by adopting formal terms of reference and a defined set of tasks aimed at further developing and promoting research impact at national level. The priority task for 2025 was a comprehensive review and update of the existing Research Impact Toolkit, in light of emerging research impact resources (nationally and internationally) and evolving policy frameworks including Impact 2030 Ireland’s Research and Innovation Strategy. The review process involved building a repository of national and international research impact resources and toolkits, assessing the latest best-practice materials, and identifying where updates to the existing toolkit were needed. The aim is to ensure Ireland’s higher education sector provides consistent, high-quality guidance to researchers and research managers, fully aligned with current policy and funders requirements. The network's revision of the toolkit seeks to align core principles and collaborative efforts across higher education, while simultaneously preserving the autonomy of individual institutions to customise its deployment based on localised requirements. In sharing this process with the international research management community, we aim to offer practical insights into sustaining and evolving impact resources over time.
Shaping Research Ecosystems: Enhancing the Strategic Role of RMAs
Research Managers and Administrators (RMAs) are increasingly recognised as strategic actors, constantly evolving from traditional operational roles, to actively shaping competitive research and innovation ecosystems. Established collaboration between CIT UPC (Technology Center of Universitat Politècnica de Catalunya) and University of Maribor (Faculty of Electrical Engineering and Computer Science), have addressed this pathway by leveraging European collaborative projects as living laboratories for professional development, co-creation, international collaboration and networking. Over the past years, CIT UPC and UM have engaged in initiatives such as Science2Society (enhancing university-industry-society interaction and innovation capacity), INDUSAC (industry-academia co-creation collaborations), HybridNeuro (a lighthouse approach for strengthening RMAs in widening countries) and most recently EU.FFICIENT (strengthening the evolution of RMA profiles into effective facilitators). EU.FFICIENT is a pioneering EU project focused on building Communities of Expert Facilitators (CEFs), within four core domains (Advanced manufacturing, Mobility, HealthTech & AI/DIGITAL). The engagement in EU.FFICEINT gives RMAs direct experience in applying co-creation techniques, strengthens capacity to facilitate complex multi-stakeholder partnerships within international dimension, and helps articulate soft and technical skills in co-creation that are often undervalued. Its programme includes: tailored training on both technical and soft co-creation methodologies (including SSH perspectives); a dedicated online platform with matchmaking tools, resource libraries, workshops and peer supporting network. This presentation will demonstrate how collaborative projects can act as powerful vehicles for RMA growth. It will also reflect on lessons learned at CIT UPC/UM in positioning RMAs as drivers of institutional change, and provide practical take-aways for participants seeking to enhance their careers in their own contexts and within their own focused field.
Strengthening RMA Services through AI-Driven Research Mapping & Consortium Building at UCC
In a competitive European funding landscape, RMA services must evolve to support diverse research communities and maximise impact. At University College Cork (UCC), we have adopted the AI-powered Global Campus (GC) platform to streamline strategic funding mapping and consortium building. This centralised, data-driven approach has enabled us to identify relevant Horizon Europe calls and match to individual researchers, including those new to EU funding and/or lacking established networks. Initially, mapping was manually done and more reactive to researchers most engaged with Horizon Europe. Now, with GC, we can rapidly align all UCC researchers with Pillar II Clusters and the EU MISSIONS, enabling more proactive, inclusive engagement. This has been pivotal in initiatives like SCALE—a collaboration with Irish Universities (University of Limerick, University of Galway), the Scottish Universities Life Sciences Alliance (SULSA) and EU Funding experts FundToInnovate — where GC mapping data is used to drive bespoke brokerage events and workshops designed to build competitive consortia for Pillar II calls related to the field of Life Sciences. This project has been funded under the Horizon Europe large scale initiatives fund by Enterprise Ireland. By sharing our strategy, we will highlight how AI can unlock new creative freedom in RMA: not just in mapping, but in what comes next. Once mapping is streamlined, institutions can take a more proactive role in shaping consortia, designing targeted interventions, and supporting underrepresented researchers (those who need the answer ‘to what’ next?) after mapping data has been shared. The impact is tangible—more strategic applications, broader participation, and stronger institutional visibility. We believe that this strategic approach can be adopted by any institution. Indeed, embedding AI tools like GC into institutional planning enhances agility, fosters diversity, and empowers RMA teams to drive meaningful change. This is not just about efficiency—it’s about enabling a more inclusive, impactful research ecosystem.
The Research Cockpit: a portal to manage your research project
The Research Cockpit is a new central interface for researchers at Eindhoven University of Technology that helps them navigate Research Data Management (RDM) support, Responsible Research Practices, and integrated Research Data IT Infrastructure. The Research Cockpit service from the researcher's perspective is experienced as the central interface where researchers can navigate RDM & related processes and discover/access relevant and appropriate Research Data Infrastructure (RDI) systems and services. The Research Cockpit service from the support staff perspective provides ways to organize their engagements with researchers in integrated chained processes that span multiple teams. The system facilitates researchers with, among other things: creating their Data Management Plan in collaboration with Data Stewards, initiating relevant documents such as data sharing agreements, getting Ethical approval from the Ethical Review Board, gaining access to and support on systems to store and share their research data, and creating an archival package of their published results for research integrity purposes. The first version of the system was built and continues to grow in a collaborative effort by a growing group of teams across IT and Research Support. In this session, the team lead of the Data Stewards at the TU/e, the Product Owner of the Research Cockpit, and the Product Owner of Research Data Management tools within the Research Data Infrastructure Lab will present how the system came together via collaboration. We will share how it is experienced from both the researcher's perspective and support staff perspective since the system went live in September 2024.
1:00 PM
Lunch & Poster Session
2:30 PM
Afternoon Sessions - Room 411
Click the Session tab below to see all the information and timings. Please note: Each round lasts 25 minutes. Then, after each round, speakers rotate to a new table.
Afternoon Sessions - Room 412
Click the Session tab below to see all the information and timings. Please note: Each round lasts 25 minutes. Then, after each round, speakers rotate to a new table.
Afternoon Sessions - Room 416
Click the Session tab below to see all the information and timings. Please note: Each round lasts 25 minutes. Then, after each round, speakers rotate to a new table.
Building bridges between RM Networks: Sharing practices for collective impact
As European’s research and innovation ecosystem becomes increasingly complex, empowering Research Managers (RMs) through strong interconnected networks is essential for driving RM leadership and impact. Networks and associations for RMs -whether global, European, national, regional or thematic- play a vital role in advancing excellent and impactful research & innovation. They strengthen the RM profession by fostering collaboration, facilitating networking and professional development, enabling knowledge exchange and community representation. This 25-minute discussion table offers a safe and inclusive space to share concrete experiences, identify common challenges and explore opportunities for long-term collaboration and sharing best practices between RM networks, with a view to enhancing leadership capacity and impact across the EU. The session builds on developments like the ERA action on RM, RM Roadmap and its Ambassadors group, RM Framework, Leiden Group, INORMS and RM Roadmap Best Practices Guide for RM Networks (Aug 2025). It will explore how EARMA, INORMS, and national associations can complement each other and align with broader European efforts to elevate Research Management. Participants will co-develop ideas for sustainable and active sharing of best practices across RM communities. The potential for an EARMA thematic group dedicated to RM networks will also be discussed. Key elements: · Sharing practical insights on RM network setup, sustainability and collaboration · Exploring complementarities and synergies between RM networks · Identifying barriers and enablers for cross-network engagement · Mapping future steps for RM networks’ capacity building and collective impact Learning outcomes: · Understand the dynamics and needs of RM networks to empower RMAs as leaders · Gain practical knowledge for building and sustaining RM associations · Discover possibilities for a European “network of networks” · Contribute to shaping future strategies for sharing best practices Session outcomes will be shared with EARMA, INORMS, Leiden Group and ERA stakeholders to inform future initiatives.
Charging and Working room
Designing Impact Pathways: A Workshop Approach for Research Managers
Funders increasingly expect publicly funded research to deliver tangible impacts for society and the economy. While Horizon2020 first elevated the importance of impact, Horizon Europe has embedded it at the core of proposal design and project implementation through Impact Pathways and a stronger focus on achieving meaningful outcomes. Yet, many researchers still struggle with this part of proposals. Describing potential impacts, identifying results and target users, and mapping credible pathways to quantified outcomes can be daunting. These tasks often fall to research managers or external consultants, who can no longer rely solely on standardised templates. As requirements evolve, so too does the need for innovative methods to support research teams. This presentation introduces our Impact Pathway Workshop methodology, a structured and collaborative approach that research managers can apply with consortium partners to co-create credible impact pathways. The presentation will recreate a workshop, starting from a hypothetical proposal. The audience will participate to the workshop through Slido playing the role of the project partners. This practical experience will give RMAs the tools to carry out similar exercises with their researchers/consortia supporting them to conceptualise a stronger impact section for their proposals. By the end of the session, participants will have hands-on experience with the methodology and a clear framework they can apply in their daily practice to strengthen impact sections in Horizon Europe proposals.
From Policy to Practice: FP10 and its Impact on Research Management
FP10 will set the course for Europe’s research and innovation system in the years ahead. As priorities evolve — from competitiveness and open strategic autonomy to mission-oriented approaches — research managers and administrators will play a central role in turning high-level policy into effective institutional action. This session brings together perspectives from EU policy, national advocacy, institutional strategy, and professional practice. Panellists will explore how FP10’s ambitions translate into programme design, how national stakeholders influence negotiations, and how universities can strengthen their preparedness for upcoming changes. Through an interactive discussion, the session will address the gaps between policy and implementation, practical steps institutions can take to be FP10-ready, and the skills RMAs will need to operate in a more complex funding landscape. Participants will gain a clear understanding of FP10’s direction and what it means for research management at all levels. Panel Speakers: Mr Anastasios KENTARCHOS Advisor to the Director of the DG RTD Common Policy Centre, European Commission Ms Doris ALEXANDER Associate Director of European Engagement, Trinity College Dublin Mr Joep ROET Deputy Director Neth-ER, Brussels Moderator: Ms Andreja Zulim de Swarte EU Liaison officer UMC Utrecht and Utrecht University Life Sciences
From Projects to Persistence
One of the most persistent challenges in European research and innovation (R&I) is ensuring that project results continue to generate value once European funding ends. Sustained access, application, and development of outputs are crucial to achieving long-term societal and economic impact. Drawing on Horizon Europe projects from diverse domains, we will illustrate three continuation pathways: (1) setting up a dedicated legal entity (e.g. a foundation or company) to manage and scale results; (2) initiating follow-up funding trajectories; and (3) building long-term collaborations within and beyond the original consortium. Each pathway offers a distinct route to lasting impact. The presentation will share actionable strategies for embedding continuation and valorisation directly into project design and execution. Key takeaways include: establishing a sustainability taskforce early; engaging end-users and securing stakeholder commitment early; developing open access materials and leveraging existing networks for dissemination; and collaborating with relevant organisations to embed results within broader ecosystems. By sharing critical success factors and lessons learned, this presentation provides guidance for research managers, project coordinators and policymakers in developing actionable valorisation strategies that help ensure that promising research continues to thrive long after project funding ends.
From self-evaluations to strategic actions - Insights from the University of Helsinki’s enhancement-led research assessment
In 2025, the University of Helsinki completed a comprehensive research assessment (RAUH 2025) using an enhancement-led evaluation approach. This method emphasizes participation, impact, and a positive, trust-based process that values the contributions of the academic community. Designed to foster learning and shared understanding, enhancement-led evaluation encourages institutions to reflect on their own activities through self-assessment, identifying strengths and development areas in relation to their strategic goals. RAUH 2025 relied exclusively on qualitative feedback - strengths, development needs, and recommendations - provided through both unit-level and university-level self-assessments. A key component was a new narrative self-assessment with a focus on interdisciplinarity, which invited broad participation and encouraged to reflect on the university’s research activities in relation to its strategic goals. This inclusive process strengthened transparency and ownership of the assessment outcomes. Our presentation focuses on the strategic usability of the qualitative feedback received during RAUH 2025. We reflect on how the insights from the international assessment panel, and the self-assessments can be harnessed to guide future development, support institutional learning, and inform responsible research management. We also reflect on how enhancement-led evaluation approach aligns with the spirit of the CoARA Agreement, particularly in promoting responsible, inclusive, and context-sensitive research assessment practices. With this case study, we contribute to the broader discussion on how research assessment frameworks can be designed and implemented to foster inclusivity and transparency and support long-term strategic development in academic institutions.
How to transform an international large-scale research facility from construction to successful operation in times of permacrisis
European XFEL is a multinational non-profit company. It employs X-rays of unique quality for studies in physics, chemistry, the life sciences, materials research, and other disciplines. The facility comprises scientific instruments for a wide range of experimental techniques, supported by around 750 scientific, technical, and administrative staff members. After 10 years of construction and 1.54 billion euros of investment, user operation started in September 2017. Since then, administrative processes were continuously adjusted and improved. In addition, this young company needed support in shaping its culture—including the development of its vision and mission as well as the definition of its company values—to facilitate the identification of staff members and scientific users with this unique research location. Today, thanks to a set of coordinated managerial and administrative actions, the European XFEL facility is operating very well, satisfying users and staff members alike. Since 2021, the company has been working on its “Strategy 2030” plan, including a major extension to its administrative and scientific capabilities. Session aims: - Better understand the challenges and opportunities of leading and coordinating a company transition from founding/construction into operation. This includes recommended administrative and managerial steps to take during the first years of operation and missteps to avoid. - Gain insight into the different administrative and managerial core processes, such as company-wide restructuring, including the implementation of new hierarchical levels, the development of a mission statement, and a bottom-up culture and values process that shapes the company’s unique selling point and individual character as a model employer. - Aspects of science diplomacy will play a pivotal role: We identified the most relevant measures to keep a trustful relation to our shareholder in times their political governments follow different strategies and describe the impact of dealing with geopolitical crises while keeping the facility running is paramount.
Realising the Fifth Freedom: Embedding Open Science in the Next EU Framework Programme (FP10)
Although the Horizon Europe programme currently enshrines open science as the “modus operandi” of the programme, Open Science implementation remains uneven and under pressure from geopolitical instability, digital transformation, and widening research inequalities. Building on the paper “Open Science in FP10” and the EARMA TG’s in person event on the same topic in October 2025, this session will discuss a number of issues related to the anchoring of open science topics in the next framework programme: ● Reconciling openness and research security / strategic autonomy ● Responsible research assessment ● Widening, Equity and Infrastructure dimension of open science ● AI and open science ● Open Science and Simplification In this interactive panel the speakers will together with the audience reflect on how research managers can contribute to shaping and enabling the next generation of Open Science policies at the EU level. This session will appeal to those involved in policy design, research support, proposal development, and strategic management of Horizon Europe and FP10 projects. It aims to spark collective discussion on how to ensure that openness is not just a compliance box, but a cultural and operational shift that underpins excellence and trust in science.
Relaxation Zone
Simple Tools, Big Impact: Databases for Project Monitoring and Proposal Building
Managing MSCA Doctoral Networks or other large EU-funded projects requires structure and clarity to maintain an overview, and institutions are now dealing with budgetary and time restrictions. Many RMAs and coordinators struggle with overly complex systems. In this session, we present two simple, effective tools that support project monitoring (post-award) and potentially proposal development (pre-award), without the need for expensive software or steep learning curves, and reflect on their impact on all the people involved. Our approach is not to start with tasks and deadlines but with structured project data, using Excel and Airtable. This approach has multiple advantages: it helps to create an easy-to-grasp overview; reduces information requests; and reduces copying errors when preparing reports. The immediate result is that the RMA has more time and headspace to contribute to what matters most: research, training activities and people. Both tools help track key data: participants, deliverables, milestones, risks, activities and results. Originally designed to avoid the limitations of the EU Portal. It is now also used in pre-award for structuring the proposal. In the post-award phase, they improve the quality of reporting and daily management. The approach used is not tool-specific and can be transferred to any database. Using tools for project-related data is not just about speed and efficiency. Building your own database contributes to structured thinking and enables better grasping of the project’s complexity, which enables easier progress monitoring for the consortium. Ultimately, it empowers the RMA to create more impact for the consortium not only by freeing up time but also by giving them the clarity of vision. Both tools are low-threshold, adaptable, and implementable across funding schemes. Participants will gain insights into how they are used in real projects and are invited to share their practices. Let’s automate the data and focus on the people.
The Steps in Lero’s Journey Towards the Promotion of Open Science
Researchers may know about open research practices, but they mostly lack the experience or support to integrate them into their workflows. This realization led Lero, the Research Ireland Centre for Software Research, to bring together a handful of Open Science enthusiasts to form Lero’s Open Science Committee in 2022. The first order of business was to establish the Lero Open Source and Open Science Programme Office (Lero-OSPO). The OSPO built an Open Source roadmap for members and interacts with the international open source software (OSS) community. The committee published Lero’s Open Science Charter formulated in line with the EU's Open Science policy. We hope to see other organizations using it as a blueprint to develop their open science practices. In recognition of this work, Lero was awarded a Young European Research Universities Network (YERUN) Open Science Award in 2022 which gave us great encouragement to continue our journey towards Open Science. The next step was to feed into the Irish National Action Plan for Open Research. We formally endorsed the plan and are listed on the National Open Research Forum website as a signatory. To take our activities from the voluntary actions of a bunch of committed individuals, project teams were formed and collaborators approached to expand the network and secure funding for training initiatives. This led to three successful projects from Ireland’s Open Research Fund with three new hires on the TROPIC, MOSS-I and TROPIC II projects. To better connect with individuals from government, enterprise, and academia Lero joined Open Ireland Network, a social enterprise dedicated to fostering open source innovation across the island of Ireland which has significantly expanded our Open Science network. Our most recent activity has been contributing to the EOSC position paper ‘ Implementing the European Open Science Cloud (EOSC) in Ireland’ coordinated by HEANet.
Zen Room
3:00 PM
Building Awareness and Practice for Impact: Research Managers as Drivers of Valorisation in an Institutional Pilot
The reform of research assessment, driven by international movements advocating for more inclusive, transparent, and impact-oriented evaluation practices, underlines the urgency of moving beyond traditional bibliometric indicators. Yet, for institutions dedicated to fundamental research, articulating “impact outside academia” remains a challenge: societal benefits often emerge indirectly, through complex pathways and over long timeframes. Increasingly, the responsibility to evidence, track, and report on this impact falls on research managers, positioning them at the forefront of change. At the Centre for Genomic Regulation (CRG), we are addressing this challenge through INCAS (Impact Narratives for fundamental research: a Co-creation Approach to fair implementation), a pilot project supported by CoARA cascade funding. INCAS has three interlinked goals: (1) raising awareness about current trends in assessment reform; (2) piloting a participatory workflow for developing impact narratives, including the establishment of an Impact Taskforce and an Open Call; (3) advocating for a more inclusive and realistic definition of impact. Our approach situates Research Managers and Administrators (RMAs) at the center of this transformation. By co-developing new indicators, facilitating community engagement, and translating narratives into institutional and policy dialogues, RMAs act as leaders in shaping how impact is defined, measured, and recognised. This not only strengthens knowledge valorisation—by showcasing diverse pathways through which research benefits society—but also expands the professional capacity of RMAs, embedding impact assessment as a core area of expertise and leadership development. At EARMA 2026, we will share lessons from this ongoing institutional pilot: strategies to engage researchers across career stages, methods to document and validate impact narratives, and approaches to ensure sustainability and scalability across local and international networks. By reflecting on CRG’s experience, we aim to spark a conversation on the professionalisation of RMAs as drivers for impact, particularly in the context of fundamental research where impact is profound but often hidden.
EARMAimpact Thematic Group Gathering
Connect with the EARMAimpact Thematic Group
From policy to practice: building common ground for open science at University of Helsinki
In November 2022, the University of Helsinki established a new institutional working group with a three-year mandate to coordinate and advance open science. The group was tasked with developing a shared understanding of the state of open science at the university, identifying development needs, coordinating initiatives, and preparing institutional policies. Operating under the University’s Scientific Council, it brought together researchers from all campuses alongside central service units, including the University Library, IT Center, and Research Services. During its term, the open science coordination group served as a university-wide forum for dialogue and development. Its activities included drafting institutional policies, mapping development needs across disciplines, prioritizing university-wide actions, and facilitating joint meetings with academic units. It also acted as a platform for interpreting national and EU-level policies in the local context. The group’s work culminated in identifying priority development areas for 2026-2028 (RDM skills and support, data storage and preservation, and open science training). This presentation will reflect on the group’s work from 2022 to 2025—its achievements, challenges, and lessons learned. Key themes include balancing diverse perspectives among researchers and service providers, fostering a common institutional understanding, and clarifying the role of research services in enabling cross-functional collaboration. The presentation will also consider the legacy of the group: how its work informed institutional priorities, strengthened collaboration between units, and provided a reference point for future developments in responsible and open research.
From Research Support to National Strategy: RMA as a Driver of Botswana’s Research and Innovation Agenda
In response to Botswana’s urgent imperative to transition to a knowledge-based economy by 2036, the University of Botswana is reimagining its Research Management and Administration (RMA) services as a strategic driver of national innovation. Rather than positioning research support as a set of back-office functions, we have embedded it within a whole-of-institution research, innovation, and entrepreneurship agenda. This shift has led to the creation of a “one-stop shop” that empowers staff and students to co-create solutions with external partners, supported by incubator services that foster interdisciplinary, challenge-based learning and team development. Our approach reflects a core belief: universities must serve as active vectors of national transformation. To ensure visibility and durability at the governance level, these services are anchored in our institutional Research and Innovation Strategy (2023-2029), backed by leadership commitment, faculty incentives, and a monitoring framework that tracks outputs and medium-term outcomes. We are aligning enabling conditions—promotion and reward systems, alumni and partner engagement, and space for low-risk experimentation—while advocating for quality assurance models that support, rather than constrain, interdisciplinary innovation. Together, these elements give our RMA systems a clear mandate, metrics, and voice in institutional decision-making. This presentation will share lessons learned, practical strategies, and emerging insights from our journey to strengthen RMA services as a cornerstone of Botswana’s research and innovation ecosystem.
From Support to Strategy: How Research Managers Can Drive Impact in CSA Projects through Smart Platforms and AI
In Horizon Europe’s complex landscape, RMAs are stepping beyond classical pre-award/post-award positions into strategic, cross-project leadership roles, especially in Coordination and Support Actions (CSAs). Here we explore how digital platforms, data science, and AI are enabling RMAs to support researchers and research in new ways, by curating and sharing knowledge, aligning stakeholders, and delivering greater impact across projects. To illustrate the potential of RMAs’ expanding roles, we present WaveLinks.eu, an online platform supporting three interlinked CSA projects under Mission Ocean. Co-designed with shareholders and led by RMAs, WaveLinks delivers on CSAs goals of driving stakeholder engagement, clustering relevant themes, and facilitating knowledge sharing and reuse across EU-funded initiatives. This is technically achieved though structured databases, data harmonization, and AI-powered similarity detection applied to interlinked data on projects, projects, organization, engagement methods, and solutions. While much of the data is obtained from existing sources via web APIs and data scraping, we create added value through curation, categorization, linking, and integrating stakeholder input. This presentation is part case study, part strategic reflection, offering a replicable model for how RMAs can co-develop digital tools and position themselves as innovation enablers. We showcase both the platform itself and its development journey, including challenges of working with diverse stakeholders and disparate data. We share practical steps on effectively engaging topic experts, driving platform design, and aligning tools with project goals. By combining their fundamental expertise in EU programs and projects with data skills, RMAs are in a unique position to extract, share and exploit past results for future use, a core goal of CSA projects. Whether you are an RMA new to CSAs or seeking to expand your influence in cross-cutting projects, this session offers concrete takeaways on how digital platforms, data science, and AI can empower RMAs to lead for impact.
Hidden Leaders in action - Reimagining RMA Leadership: Power, Purpose and Bravery
Research Management and Administration (RMA) professionals play a critical yet often under-recognized role in enabling research success. By navigating complex institutional structures, they support innovation, foster collaboration, and ensure compliance with funding, ethics, legal regulations, and institutional obligations. This session invites RMAs to explore their potential as hidden leaders, those who can influence change through courage, purpose, and relational power, even without formal authority. Drawing inspiration from the books Humanocracy, Dare to Lead, Power for All, and Alive at Work, the session introduces and combines four guiding principles for rethinking leadership in RMA contexts. 1. Humanocracy challenges traditional bureaucratic rigidity, advocating for flatter, people-centered systems that support rather than hinder innovation. 2. Dare to Lead emphasizes the power of vulnerability, courage, and trust as foundations for authentic leadership. 3. Power for All reframes power as relational and accessible, encouraging influence without hierarchy. 4. Alive at Work highlights the importance of purpose and emotional engagement in creating vibrant, meaningful work environments. Together, these principles offer a lens which RMAs can reflect on their leadership potential and systems they operate within. The session is structured as an oral presentation to deliver key ideas, practical examples, and tools in a clear and accessible way. It aims to inspire reflection and spark new perspectives on the RMA role; as one of leadership, inclusion, and cultural change. Participants will gain insights in - understanding, shifting and mobilizing power within their institutions, - reimagining bureaucratic systems to be more inclusive, human centered and agile, - cultivating purpose-driven environments that support engagement and innovation - discovering how vulnerability and bravery can become strategic assets in their leadership toolkit. Rather than offering a prescriptive model, this session invites RMAs to consider new possibilities for leadership, grounded in their lived experience and institutional context.
Implementing Distributed Peer Review: Lessons from NordForsk’s Exploratory Network Call
How can the evaluation of research proposals be reformed? What new approaches could be implemented to enhance both the effectiveness and the quality of the evaluation process? These are questions that research funding bodies around the world are considering today - including NordForsk, the joint research funder of the Nordic countries. In autumn 2025, NordForsk decided to introduce the Distributed Peer Review (DPR) approach in one of its calls. Under this model, applications submitted to the SSH-oriented Exploratory Network Call were evaluated by the applicants themselves, rather than through the traditional panel-based peer review process. To date, very few research funding organisations have practical experience with DPR. At NordForsk, careful consideration was given to whether this method of proposal evaluation would be suitable for the Exploratory Network Call. The decision to employ DPR was motivated by its potential to address challenges in traditional proposal evaluation, to democratize the review process through broader participation, and to provide training opportunities for early-career researchers. In addition, DPR offers economic advantages by reducing evaluation costs, thereby enabling more projects to be funded, and by shortening the review process through reduced reliance on external review panels. This presentation focuses on NordForsk’s experiences with Distributed Peer Review. It discusses the reasons behind the decision to adopt the approach, the expectations - both positive and negative - that accompanied it, and the way in which DPR was implemented in the Exploratory Network Call.
Ready. Set. Report! How a Free Reporting Tool Empowers RMAs Across Europe
Research managers and administrators (RMAs) are the backbone of EU-funded research, frequently facing complex financial reporting and compliance challenges under EU programmes, e.g., Horizon Europe. These difficulties are especially pronounced in smaller or decentralised organisations, where evolving regulations, inconsistent cost calculation methods, and limited peer support often lead to administrative overload. Our session highlights two interconnected pillars of transformative RMA leadership: A pioneering, open-access Excel tool for Horizon Europe personnel cost reporting, co-developed by a cross-institutional network of German RMAs. This tool addresses the urgent need for an efficient, standardised, yet adaptable solution for universities and research institutes. With over 15,000 downloads since 2024, it exemplifies grassroots innovation that enhances efficiency, ensures compliance, and reduces errors. The power of genuine national collaboration among RMAs from diverse institutions, who share experiences and jointly develop solutions beyond institutional boundaries. This trust-based cooperation created not only a practical tool but also opportunities for personal and professional growth. We aim to inspire other RMAs to embrace collaboration, take full advantage of the empowerment and new professional opportunities it provides, and actively shape their own development as well as the future of the profession. Aligned with EARMA 2026’s theme our session includes: A live demonstration of the reporting tool, showcasing how RMAs at all experience levels can improve accuracy, efficiency, and compliance in their daily workflows. The personal insights of four RMAs from University of Cologne, Technische Universitaet Dresden, KoWi and Otto von Guericke University Magdeburg exemplifying how national collaboration builds trust, fosters innovation, and empowers both personal and professional growth. Participants will be invited to reflect on their own challenges in financial reporting and consider how grassroots collaboration can lead to scalable, impactful solutions. The session will conclude with practical takeaways and an invitation to adopt and adapt the tool to local needs.
Shaping the Future: A pilot initiative to Promote and support access to EIC Funding
With the transition to FP10 stronger focus on innovation is expected: Competitiveness Fund and EIC will bring a revolution in R&I landscape, also thanks to the introduction of an ARPA-style model, focused on high-risk deep tech challenges, which will be tested in the EIC 2026 work program. This requires to be ready to shift the usual approaches in the way of doing and supporting research. In this context, the presentation will outline the pilot action provided by Politecnico di Milano’s Research Service to increase awareness, participation and success in EIC funding schemes through a targeted path to support grant application in 2024-2025 and it will showcase key results, as an increased participation rate of+ 80% of proposals on Transition and + 130% of proposals on Pathfinder. The main goal is to understand how a closer cooperation among Research support services, TTOs and other key actors of the University goverance, is a turning point to create impactful research and in addressing new funding mechanisms. Moreover, the presentation will underline how closer collaboration among key players of innovation ecosystem of the Universities, besides stimulating the participation in innovation programs, is able to empower the staff involved, strengthening their skills in tech transfer, innovation and Impact. Take away message is that RMA are key actors to enable the institutional change in the route towards innovation, working closely with researchers and helping them to “think impactful” when building new proposals. Structured, multi-level support (from awareness to advanced coaching) in innovation schemes, integrating Research service, TTO and other key actors, significantly increases participation and competitiveness. Then, the contribution will be coherent with the topic of “Empowering Research Managers and Administrators as Leaders for Impact”, providing a case study for the pre-award and useful insights for knowledge valorization in the perspective of Strengthening RMA Services.
3:30 PM
AI for Strategic Research Intelligence: Connecting Funding, Emerging Topics and Institutional Strategy
Research management increasingly relies on complex datasets to understand institutional strengths, anticipate emerging research areas, and align scientific activity with funding opportunities. Many bibliometric tools, however, remain difficult to interpret outside specialist teams and often analyse publications, funding, and innovation data separately. This session introduces Web of Science Research Intelligence (WoSRI), an AI-enabled platform that provides research managers with an integrated view of institutional research activity. By combining publication data from Web of Science with funding, patent, and clinical trial information, WoSRI creates a digital representation of an institution’s research ecosystem.
Building a Successful Funding Ecosystem: The University of Tartu Case Study
In 2017, the University of Tartu (UT) undertook a strategic transformation of its Research and Development Office into a dedicated Grant Office (GO). The transformation was necessary because despite high research competence, the foreign funding levels were stagnating.[1] [2] This presentation outlines the key elements that contributed to the successful revitalization of UT’s funding ecosystem, resulting in a sixfold increase in foreign funding—from €5 million in 2016 to €33 million in 2024[3] and 11 new ERC grants from 2020 - 2025[4]. The transformation was anchored in three pillars: people, tools, and processes. First, experienced and open-minded research managers, administrators (RMAs) and grant-writers were empowered to lead the change, leveraging their institutional knowledge and relationships with researchers. Second, UT invested in both external and internal platforms to match funding opportunities with researcher profiles, enhancing accessibility and relevance. Third, the GO streamlined its communication and engagement processes about research funding, including the launch of a weekly funding newsletter and event series to foster dialogue between RMAs and researchers. This presentation will explore how professional development, recognition of RMA expertise, and strategic pre-award service design can drive institutional success, using UTs ERC success as an example. It will also highlight how UT’s approach to internal tool development and process innovation can serve as a model for other institutions aiming to strengthen their research support services.
Co-designing a National resource on the responsible use of research metrics
Culture Change Needed: The mechanisms used to assess research have significant influence over the behaviours and attitudes of researchers which consequently links research evaluation practice to research culture as affirmed by Science Europe in 2023. To meet the priority for mainstreaming open science practices there must be an evaluation system that appropriately recognises the broad range of outputs and transparent practices which are integral to an open research environment and the responsible use of research metrics (RURM). Quality training is key to advancing knowledge of RURM; Research Managers need practical resources to enable an RURM culture. The Research Culture Team at University College Dublin led a coalition of partners to develop a National open educational resource (OER) on RURM, co-designed with the research community. It is intended to raise awareness within the Irish research system of RURM and to guide evaluators involved in recruitment, research assessment and career progression. Presentation: This oral presentation offers a timely description of the co-design methods used to identify the needs and priorities of the research audiences across Ireland, preferred delivery methods, and practical tools for effective engagement on this topic. A series of five focus group workshops were held with members of the research communities (n=124) across Ireland. Participants (n=92) across the four partner institutions beta-tested the draft module. Quantitative and qualitative feedback on relevance to discipline areas, knowledge confirmation activities, and mechanisms for content delivery was collected on a voluntary basis (n=57). Takeaways: Discussion will share project learnings on the range of understanding in the research community about research metrics and where there are gaps in knowledge. The presentation will also discuss the types of tools and guidance the research community indicated would be most effective to apply research metrics appropriately in consideration of discipline, career stage, and diversity of output / contribution.
EARMA Academy
Speakers: -Teodora Konach, Head of Professional Development EARMA
[EARMA] Board Session
From Idea to Impact: Supporting Research Managers with a Structured Project Preparation Process
At Turku University of Applied Sciences (Turku UAS), project preparation is increasingly recognized as a critical leadership function for research managers and administrators. This presentation offers a practical look at how our internal process, combined with our portfolio tool, supports strategic alignment, resource efficiency, and empowers staff to lead preparation processes with greater confidence and clarity. Turku UAS idea management and proposal preparation is a structured process, where project ideas are entered, developed, and moved through key internal processes: funding alignment, feasibility evaluation, resourcing, approval workflows, and documentation. The process together with portfolio tool facilitates transparency, consistency, and early collaboration across research groups, the Heads of Education and Research, and the Project Management Office (PMO). The system helps staff navigate timelines, access PMO expertise, and meet funder requirements. Rather than relying on ad-hoc proposal development, Turku UAS’ proposal management process embeds these responsibilities into a shared system, giving research managers a clearer role and more control over the preparation phase, while providing a holistic view of the proposals to the management. This session will reflect on what’s worked (and what hasn’t), offering lessons for institutions looking to introduce processes and tools that support strategic project development. We'll discuss how clarity in roles, early engagement, and transparent processes can enable research managers and administrators to act as connectors and enablers of impact, especially in complex, multi-partner environments.
From projects to practice: EU projects to enhance knowledge valorisation and RMs’ skills.
In 2025, the European Union proposed the union of skills as an overarching strategy to reinforce the competitiveness compass, the Clean Industrial Deal, and the preparedness union strategy (COM (2025)90 final, 5/03/2025). In this European framework, the author aims to present three different tools to enhance knowledge valorisation and some particular skills among professionals. The interactive outputs are the results of 3 European projects involving the Department of Management (University of Bologna): KT Soft Skills project, Kaleidos project and ESG4PM project. Those tools refer to: a training programme with a particular focus on KT managers to improve the soft skills they need to sustain fruitful collaboration between academia and the business world; a self-assessment tool for research institutions and universities to diagnose their current configuration and evaluate their readiness for Knowledge Valorisation (KV) strategies and activities; a syllabus for Bachelor's, Master's, and Short Course for strengthening knowledge on Environmental, Social and Governance aspects applied to the Project Management. The upgrading of those skills is relevant for the RMs community, on one side for their own cognitive abilities/personal attributes (RM Comp project) and thus for their career development; on the other side, enriching those skills enables the development of a cross-sectoral approach, transversal skills to better support researchers in translating their research into real-world impact. Learning outcome: participants will get acquainted with new tools, focusing on soft skills and ESG competencies to improve their own knowledge valorisation and better support researchers.
Highlights from BESTPRAC: Building the future of RM together
The BESTPRAC community, part of EARMA’s Thematic Groups, continues to provide a trusted and dynamic space for Research Managers and Administrators (RMAs) across Europe to exchange best practices and tackle emerging challenges in research support. Following our in-person meeting at the Barcelona Biomedical Research Park (PRBB) (28-29 October 2025), this session in Utrecht, apart from showcasing the BESTPRAC mission, will bring the latest insights and discussions directly to the wider EARMA community. Updates will cover both Working Group 1 (Administration, Management & Legal) and Working Group 2 (Finance). Topics range from navigating GenAI in research management, developing effective career pathways and mentoring strategies, and reflecting on the often unseen emotional labour in our profession, to highly practical matters such as collaborative Financial Reporting Environment, lump sum projects, and overhead optimisation. Special attention will be given to sessions that explore the professionalisation of RMAs, career development, leadership succession planning, and wellbeing at work. We will emphasize topics which, in our opinion, deserve additional attention and will be crucial for future RMAs. By presenting highlights from the Barcelona meeting, this talk will not only share concrete tools and lessons learned but also invite EARMA colleagues to connect with the BESTPRAC network, engage in peer-driven knowledge exchange, and continue building a strong and supportive European RMA community. We will also of course present key information linked with the upcoming BESTPRAC meeting in fall 2026.
Leadership in Practice: The CORE Approach to Empowering Research Managers
Have you ever experienced moments when the demands of your work seem overwhelming? Focusing so intensely on reaching SMART goals that you risked losing sight of what truly matters: the people, the relationships, and the culture that give the work meaning. At the Research Services of TU Braunschweig, effective leadership is about creating a lasting impact by balancing three dimensions: being, acting, and reflecting. This balance is the foundation of a culture that is both productive and human-centered. Our guiding framework is the CORE approach: Cooperation, Openness, Reflection, and Excellence. These four principles serve as cornerstones for individual growth and collective achievement. They enable us to support the development of each team member, strengthen our unity as a team, and align our contributions with the mission of the university. The CORE approach also invites us to step outside conventional boundaries, encouraging creativity, experimentation, and renewal. Learning Outcomes: By the end of the session, participants will have: i. Gained insight into a principle-based approach to leadership within the RMA context. ii. Learnt how to thrive in a structure that fosters both high personal responsibility and psychological safety. iii. Reflected on their own leadership practice.
Supporting Mental Health in Research: The Role of Research Managers
Mental health challenges among researchers are increasingly recognized across Europe and beyond, with studies highlighting elevated rates of stress, burnout, and isolation. The competitive funding environments, short-term contracts, and academic precarity amplify these pressures. Research managers have an influential role within the research ecosystem the support the well-being of researchers. Yet their own mental health is frequently overlooked, despite their exposure to high workloads, tight deadlines, and a stressful work environment This presentation examines the pivotal role of research managers in fostering mentally healthy research environments while safeguarding their own well-being. Drawing on feedback from research managers, it explores practical strategies for building resilience at both individual and systemic levels. Key points include: Creating supportive cultures: How research managers can advocate for fair workloads, transparent communication, and policies that respect work-life balance. Practical interventions: Broadening definitions of research success, promoting social safety and integrity, valuing diverse contributions, implementing clear conduct policies, offering integrity training, and creating opportunities for peer support and belonging. Providing access ti professional and mental health resources, supervisor training, robust career development support, and comprehensive data collection to drive evidence-based policy change. Self-care for managers: Recognizing emotional labor, setting boundaries, and using professional associations such as EARMA for mentoring and mutual support. Institutional and policy advocacy: Encouraging universities and funding bodies to implement structural changes, such as realistic timelines and adequate staffing, that benefit both researchers and support staff. By positioning research managers as catalysts for positive change, this session underscores that mental health is a shared responsibility across the research ecosystem. Attendees will leave with actionable strategies to support researchers more effectively, protect their own well-being, and engage their institutions in creating a healthier, more sustainable research culture. The discussion invites participants to share experiences and to strengthen community-driven approaches within the EARMA network.
4:00 PM
Coffee Break
4:30 PM
A new DC superhero on the block: the creation of an expert dissemination and communication role embedded in a post-award service
At UMC Utrecht we have introduced a new organizational superhero, the Research Communication Officer (RCO), to deliver dissemination and communication (DC) as a new post award service. It is time to fight injustice for DC in grant-funded projects everywhere! DC work in projects tends to fall to a project manager or research team member, when their expertise and priorities lie elsewhere. This leaves a missed opportunity to maximize the impact of research project results. Additionally, funding agency expectations have shifted from a reactional, one-way approach of DC (think website, social media) to a pro-active, co-creational one (think workshops, stakeholder evaluations). To address this, the UMC Utrecht Funding and Support Team, in collaboration with the Marketing and Communications Directorate, has embedded DC as a new dedicated service. The service brings DC to a higher level with expertise and experience in science communication via the RCO role. By formulating clear communication goals, putting the audience first, and using a strategic, creative and iterative approach, we move beyond standard DC and truly connect science with society. In this session we will cover challenges we faced in building the service (e.g. budget), present the new RCO role, and share our plans for the development and further integration of DC within our centralized pre- and post-award services. We are in the early days of harnessing our superpowers. In this interactive session we also hope to connect to other DC superheroes in the RMA community, share best practices, and maybe even form the beginnings of an RMA DC league. Learning outcomes: 1) steps and tips for establishing DC as a service 2) strategies and evaluation measures for DC efforts 3) exchange of experiences with the community via live sharing
A research innovation toolkit for proposal development
Researchers who are applying for funding are expected to demonstrate that their projects are innovative: innovation is an evaluation criterion for both national and European research funding. However, our experience in grant support shows that researchers can have difficulty convincing evaluators that their projects are innovative, especially when it comes to the content and methodology. In this session we will present a set of simple tools that the Tilburg University Grant Support office has been developing to help researchers better identify and position the innovative aspects of their research when writing proposals. Our research innovation toolkit consists of tools that can be used to help researchers identify and communicate the innovative aspects of their research. The kit consists of three simple tools. First, a matrix to help researchers decide how their research question and methodology are innovative. Second, a tool to help researchers identify innovative aspects of data collection and analysis. Third, a tool to help researchers identify innovative ways to present their data and findings. The tools are intended to help researchers identify innovative aspects of their projects at an early stage of proposal writing and development, so that they can better respond to funders’ and evaluators’ expectations. To ensure uptake of the tool, we explain how it will be integrated into existing in- person training and support and into the annotated application examples we provide to grant applicants. We also look at how the tool can be used to structure feedback by the grant support team and by academics who support their fellow researchers. During the presentation, we will provide an overview of the tools and the process of developing them. We will also describe some case studies in which we applied the tools in practice during the proposal development process, and discuss researchers’ response to using them.
Building an Engaged Research Function: A University‐Wide Approach to Incentivise and Enable Research Impact
Universities are increasingly required to evidence the societal value of their research. At University College Dublin (UCD), we addressed this challenge by developing an institutional engaged research function designed to support and incentivise knowledge valorisation. The initiative was informed by a three-phase process: (i) desk research and review of international best practice, (ii) a comprehensive needs analysis including consultations with researchers of varying experience levels across 33 different Schools, and (iii) the synthesis of findings into practical guidelines for implementation. The resulting engaged research function rests on three core pillars. First, the creation of the UCD Engaged Research website (www.ucd.ie/engagedresearch/) provides a central portal offering resources, case studies, and guidance to researchers. Second, the establishment of the Impact through Engaged Research Case Study Prize has incentivised and rewarded exemplary practice, fostering visibility and peer learning across disciplines. Third, targeted training and grant review support have been delivered to embed engagement strategies at the earliest stages of project design. Early outcomes indicate increased awareness and adoption of engaged research practices, enhanced researcher confidence in designing for impact, and stronger integration of engagement elements within funding proposals. The prize competition has surfaced a diverse range of case studies, highlighting both disciplinary variation and shared challenges in achieving impact. Researchers have reported that the new resources and peer support mechanisms reduce barriers and make engaged research more accessible. This work demonstrates that building an engaged research function requires institutional commitment, alignment with researcher needs, and sustained incentives. Key lessons learned include the importance of tailoring supports to disciplinary contexts, ensuring continuity of recognition and training opportunities, and embedding engaged research principles within institutional reward systems. Our experience offers transferable insights for other universities seeking to valorise knowledge and strengthen the societal impact of research.
Building impact literacy from within: the case of impact stories
As expectations around research impact grow across European funding frameworks, the process, skills, and knowledge required to create, assess, and communicate that impact —what we call “impact literacy” —are becoming essential. But how can RMAs, and Impact Officers in particular, actively lead this cultural shift within institutions? At ISGlobal, the recently created Impact Unit— composed of the Impact Coordinator and the Impact Officer—has launched an initiative to encourage impact literacy through the development of “impact stories” , or narratives that document how specific projects have contributed to societal change. Drawing inspiration from the case studies from UK REF and CERCA (the Catalan Research Ecosystem), this process involves working with researchers to identify past impactful projects, guiding them through structured reflection, and translating outcomes into compelling, evidence-based stories. More than a communication tool, these stories have served as a catalyst: several of the researchers with whom we built these stories are now more attuned to impact pathways, proactively tracking relevant activities and outcomes, and approaching new projects with impact in mind from the outset. Similarly, some researchers are also using the impact stories to communicate with wider audiences and showcase their teams’ impact as well as their own. Developing these impact stories requires not only narrative skills but also the ability to identify appropriate evidence. While the process has been rewarding, it has also revealed challenges, such as the lack of resources and the difficulty of tracking long-term or indirect impact. Looking ahead, the Impact Unit aims to integrate impact storytelling more systematically into project lifecycles and to share lessons learned with other institutions engaged in this cultural shift. This presentation will explore the role of ISGlobal’s Impact RMAs in shaping this change—what strategies worked, what challenges emerged, and how this work is gradually shifting ISGlobal’s internal research culture.
Charging and Working room
European Universities Initiative Thematic Group Gathering
European Universities Initiative Thematic Group Gathering
Evening Sessions - Room 411
Click the Session tab below to see all the information and timings. Please note: Each round lasts 25 minutes. Then, after each round, speakers rotate to a new table.
Evening Sessions - Room 412
Click the Session tab below to see all the information and timings. Please note: Each round lasts 25 minutes. Then, after each round, speakers rotate to a new table.
Evening sessions - Room 416
Click the Session tab below to see all the information and timings. Please note: Each round lasts 25 minutes. Then, after each round, speakers rotate to a new table.
“IGLO in Action” - Empowering Research Managers to Shape Horizon Europe´s implementation
“IGLO in Action” is an event format developed by the IGLO network (Informal Group of RTD Liaison Offices) to amplify the voices of research managers across Europe. Held regularly in Brussels and online, these events tackle pressing implementation challenges within Horizon Europe, offering a unique platform where practitioners share their hands-on experiences with each other and with EU decision-makers. Each event brings together research managers from diverse institutions and countries, fostering a rich exchange of practical insights. Representatives from the European Commission and executive agencies are invited not only to present their views but—crucially—to listen. The practitioner-driven discussions are distilled into comprehensive reports that are widely disseminated and often spark broader dialogue, including media coverage (e.g., Science|Business). Recent editions, such as those focused on lump sum funding, have demonstrated the format’s impact: they attracted significant attention and provided valuable, politically neutral feedback that was highly appreciated by the Commission. The latest session on simplification, held in June, is currently being evaluated, with results to be published in early October. At the upcoming EARMA conference, we aim to highlight the importance of giving research managers a seat at the table in Brussels. We will showcase “IGLO in Action” as a best practice model for how practitioner expertise can effectively inform and influence policy-making in Horizon Europe´s implementation.
ReACT Web-Based Program: Advancing Responsible and Psychologically Inclusive Research Environments
Researcher well-being is increasingly recognized as a cornerstone of responsible and sustainable research management. High rates of stress, burnout, and mental health challenges undermine not only individual careers but also the quality and inclusivity of research environments. Addressing these challenges requires interventions that are both evidence-based and scalable across diverse academic contexts. The Erasmus+ ReACT project (2024-2027) responds to this need by developing a multilingual, web-based psychoeducational program grounded in the psychological flexibility model from the acceptance and commitments therapy (ACT). Unlike many existing self-paced initiatives that have a narrower focus, ReACT integrates eight structured modules that combine psychoeducational content, experiential learning, and guided self-reflection.The program strengthens key psychological flexibility skills, including values-based action, acceptance of discomfort, cognitive defusion, and present-moment awareness. These skills have been shown to buffer against stress, increase resilience, and sustain performance in demanding environments such as academia. Beyond supporting individual researchers, ReACT is designed as a tool for institutions and research managers. It offers a flexible and accessible resource that can be integrated into researcher development services, early-career training, mentorship programs, and institutional well-being strategies. Its open access, digital delivery, and multilingual design enhance inclusivity by reaching researchers across disciplines, career stages, and cultural contexts. In this way, ReACT contributes to building responsible and psychologically inclusive research environments, enabling research managers and institutions to address well-being as part of their governance and support systems.
Reimagining Research Governance: Insights from the Shadow Committees Project
The Reimagining Governance for a Flourishing Research Culture programme explores inclusive and adaptive governance models within academic and research institutions. The Shadow Committees Project is a key strand of this work which has piloted alternative governance structures for three research committees to surface hidden dynamics, challenge traditional practice, and foster equitable decision-making. Shadow committees were formed through an open and inclusive recruitment process, bringing in engaged staff typically under-represented in traditional committees and decision-making. Participants described the process as "Intentionally accessible, and oriented towards supporting authentic diversity." Once established, they were also given strong support mechanisms including a comprehensive induction, independent coaching, mutual mentoring and responsive ongoing training and development. They were also given flexibility to adapt processes, agendas and practice for their context, continually striving to be more accessible for colleagues and strategically oriented for the benefit of the organisation. This approach created space for experimentation, reflection, and the emergence of innovative new governance practices. The project revealed how shadow structures can act as incubators for cultural change, offering insights into power-sharing, trust-building, and inclusive leadership. This session will share practical lessons from the shadow committees, including: - Mechanisms for embedding inclusive governance in research environments - Strategies for engaging underrepresented perspectives in decision-making - Key reflections and recommendations for the broader sector The presentation will offer attendees actionable insights into how research managers and administrators can lead governance innovation and contribute to fairer, more inclusive, and more sustainable research cultures. We will share our report and toolkit with all attendees.
Relaxation Zone
So what can AI do for Research Proposal Development? Practical Insights
Over the past year, our research office has been exploring how AI can support proposal development workflows. We started with curiosity (and a little fear), asking: What can AI actually do for us? What will our researcher think? What will the University say? What if we just bury our heads and hope it goes away? From there, we moved into practical territory testing tools, crafting prompts, and building a toolkit that research managers can use to make proposal development faster, smarter, and maybe even a little less painful. This session shares our journey featuring real use cases: the wins, the weird moments, and the real questions AI raises about how we work and what we value. We’ll show how AI can help with tasks like idea generation, structuring proposals, aligning with funder requirements, and even improving clarity without replacing the human insight that research managers bring. We’ll also reflect on the deeper impact: What does it mean to introduce AI into a process built on trust, judgement, and experience? How do we keep our core values while embracing new tools? And how do we stop researchers from asking AI to write the whole thing? Attendees will leave with: A practical AI toolkit of Prompt examples that research managers can use immediately in their every day work. A clear understanding that AI is a new tool but the rules are still the same, our integrity is still the most important factor.
Stepping into the lab: An experiential approach to elevating RMA visibility in scientific training
Research Managers and Administrators (RMAs) are essential to research success, yet their contributions often remain undervalued in training and institutional culture across European research organizations. To tackle this challenge, Institut Pasteur embedded RMA visibility into its Biology for Non-Biologists (BNB) program, which since 2017 has trained over 450 administrative staff in scientific literacy, research careers and laboratory operations. Within this program, the 'From Experiment to Publication' session has been instrumental in highlighting RMA roles since 2017. Co-delivered with a researcher, this 90-minute interactive simulation I developed takes participants through the full research lifecycle - from hypothesis formation to journal publication - while identifying the critical touchpoints where administrative expertise is essential. Funding strategy, ethics review, legal compliance, intellectual property, and project management are presented not as bureaucratic obstacles but as strategic drivers of success. This unique co-facilitation format positions RMAs visibility alongside scientists, modelling the collaborative ecosystem required for impactful research. Participant feedback highlights its value: 87% of participants reported that the session fundamentally reshaped their perception of administrative roles, shifting from procedural to strategic. Attendees will leave this presentation with: A tested and replicable framework for embedding RMA visibility into training programs Interactive methods adaptable to institutions of varying size and context across Europe Evidence-based insights on strengthening for strengthening researcher-administrator collaboration Practical templates to support implementation in their institutions By reframing research administration as a co-driver of scientific progress, this initiative responds directly to a European-wide need: strengthening RMA recognition and status across the research ecosystem. Beyond Institut Pasteur, it offers a scalable model for how RMAs can lead educational initiatives that transform institutional culture, enhancing visibility, partnership and long-term impact.
We need much more investment in #RMAs!
How can we evidence research management as pivotal to excellent and sound research? This interactive panel will introduce the Joint Statement that emerged from INORMS 2025 Post-Conference Study Tour, where RMAs from multiple continents had the opportunity to came together to reflect on recognition, visibility and the future of our profession. The Statement sets out eight actionable priorities for strengthening the professionalization of Research Managers and Administrators (RMAs), from recognition in national frameworks to leadership in funding schemes. Rather than simply presenting the Statement, still in development, this session will invite the audience to co-create its legacy. After a short introduction, participants will split into parallel debates and interactive exchanges (world café rounds, live polling or sticky-note clustering). Groups will explore one or more priorities, challenge assumptions and share their institutional and national perspectives. Facilitators will capture ideas in real time, ensuring inclusivity of voices across regions, career stages and institutional types. To foster cross-learning, each group will report back a top insight or practical example to the full audience. These contributions will feed directly into the further sustaining of the Joint Statement. The session will close with a collective moment: unveiling the endurability plan, inviting participants becoming creative partakers of an international manifesto to be shared at future global events. The panel will be led by experienced RMAs with strong international profiles, ensuring a high quality, engaging and well-facilitated discussion. Learning outcomes: Understand the global landscape of RMA professionalisation and recognition. Contribute tangible ideas, challenges and case studies to shape an international Joint Statement. Take away practical strategies (frameworks, tools, advocacy arguments) transferable to their own contexts. Take-away message: This is a call to action panel. By uniting diverse voices across borders, we can turn the recognition of RMAs into a global priority and a driver of research excellence
Zen Room
5:00 PM
An array of sponsors: the research funding ecosystem
In today’s dynamic and increasingly competitive research funding landscape, Research Management and Administration (RMA) professionals play a pivotal role in enabling institutional success. As the diversity of funding sources expands—from local, regional, and national government agencies to private foundations, public charities, professional associations, universities, international organizations, and industry partners, RMAs must be equipped to strategically navigate this complex ecosystem. Each funder brings distinct priorities, compliance requirements, and administrative expectations, which can significantly impact proposal development, budgeting, contracting, and post-award management. For example: • International funders can present challenges around currency exchange, cross-border taxation, due diligence and data protection compliance (e.g., GDPR). • Private foundations often impose bespoke reporting formats, restrictions on indirect costs, and limitations on subcontracting. • Industry partners may introduce complex intellectual property negotiations, publication restrictions, and milestone-based payment structures. • Federal agencies may require strict adherence to e.g. Uniform Guidance (2 CFR 200) for US federal funding, detailed effort reporting, and audit readiness. This session provides a strategic overview of the multifaceted research funding ecosystem, offering insights into the motivations and operational norms of various sponsor categories. It will explore how RMAs can tailor their support models, risk assessments, and internal processes to align with sponsor-specific demands, thereby enhancing institutional agility and competitiveness. By strengthening their understanding of sponsor typologies and funding practices, RMAs will be better positioned to develop resilient, sponsor-aware strategies that support researchers effectively and ensure institutional compliance and sustainability.
Beyond Compliance: Embedding Inclusivity and Responsibility in Research Management
Research managers and administrators (RMAs) play a central role in shaping research culture by embedding responsibility, openness, and inclusivity across the research lifecycle. Funders such as Horizon Europe require strong frameworks for ethics, open science, and equity, but translating these requirements into meaningful practice can be challenging. This session shares a journey across three initiatives that collectively transformed how PPIE and inclusivity are embedded in research at South East Technological University. The ORBITAL MSCA-ITN provided the first opportunity to integrate Public and Patient Involvement and Engagement (PPIE) into a large, multi-partner doctoral network, generating valuable lessons and highlighting the need for a structured approach. These insights led to the NO TEARS project, a nationally funded initiative through which we developed a formal PPIE framework, training modules, and guidance for researchers and RMAs. This framework now underpins INNOVISION, a €3.1M MSCA COFUND programme recruiting 12 postdoctoral researchers across Europe, where it is being implemented at scale. A key focus will be on how RMAs worked with researchers at each stage of this evolution to build understanding and enthusiasm for responsible and inclusive research practices. This included co-developing ethics protocols, embedding PPIE training in researcher development plans, and creating spaces for dialogue between researchers and patient contributors. These steps moved engagement from a compliance exercise to a driver of stronger science and impact. Participants will explore governance models, strategies for researcher buy-in, and ways to strengthen institutional capacity by embedding RMAs within departments and schools. Learning outcomes: Practical frameworks for embedding responsibility and inclusivity in research management. Strategies to engage researchers as active partners. Approaches to strengthen institutional capacity and culture through RMA leadership.
Citizen science as a tool for impact in research proposals
The demand for societal impact in research is growing, and universities are increasingly expected to address pressing societal challenges. Many researchers wish to engage citizens in their work but often lack the time, skills, or experience to do so effectively. Citizen science offers a practical approach to bridge this gap, making research more relevant, inclusive, and impactful from the earliest stages of project design. This presentation shares experiences from the Citizen Science Knowledge Center at the University of Southern Denmark and our collaboration with SDU Health Research Support (RMA). We present concrete strategies, tips and lessons learned for integrating citizen science into proposal development, including stakeholder mapping, co-created engagement plans, and approaches that support researchers in embedding societal impact. Drawing on examples from our strategic health research portfolio addressing health inequalities, we demonstrate how citizen engagement can shape research priorities, inform policy, and strengthen real-world outcomes. Learning outcomes Participants will: - Gain practical insights into how citizen science can be used to strengthen impact in research proposals. - Learn specific methods and tools for planning citizen engagement from the pre-award phase. - Reflect on challenges and opportunities for implementing citizen science in their own institutional contexts. The session includes real project examples and time for questions and dialogue.
CURA: Building a Culture of Wellbeing in Research
The research profession - and vocation - is widely recognized as highly vulnerable to psychological distress. Long working hours, blurred work-life boundaries, precarious contracts, and fierce competition for limited resources foster a culture where extreme dedication is often considered the norm. While this environment can stimulate performance, it also undermines mental health, inclusivity, and career sustainability. Research managers and administrators (RMAs) are not only exposed to similar pressures but also uniquely positioned to support a change towards a healthier workplace. Our institution has recently launched project CURA, designed as a collaborative effort between RMAs and researchers. Rather than denying the structural characteristics of the research ecosystem, the initiative seeks to understand them and reconcile them with principles of psychological wellbeing and healthy work environments. CURA begins with a joint institutional diagnosis that captures the lived realities of both researchers and RMAs. Building on these findings, we are co-developing a wellbeing plan that includes targeted interventions, cultural transformation strategies, and leadership development actions. By working hand in hand, RMAs and researchers ensure that proposed solutions resonate with actual needs and have the potential to generate lasting cultural change. This initiative positions wellbeing not as an add-on, but as a strategic dimension of institutional governance and leadership, aligned with evolving generational expectations of healthier and more inclusive workplaces. Beyond direct benefits for staff, the project highlights the indirect impact of wellbeing on research quality, innovation, and talent retention. Participants will gain insights into collaborative diagnostic tools, strategies for embedding wellbeing into governance, and practical steps for co-creating sustainable and supportive environments within their own institutions.
From Administrators to Impact Architects: RMAs as Strategic Leaders of Impact, Evidence and Policy
The role of RMAs is changing quickly. RMAs are no longer only supporting proposals and reporting - they are becoming strategic leaders who help shape research agendas, build collaborations, and ensure that research creates real benefits for society, policy, and the economy. This presentation will show how RMAs can move from support to impact leadership. Funders now expect projects to show not only excellent science but also clear and measurable impact. RMAs are in a strong position to design the frameworks that make this possible. Using the Theory-of-Change (ToC) and PESTEL approaches, RMAs can connect project activities to wider outcomes, explain how impact happens, and provide the evidence needed to demonstrate progress and value. Based on experience from large, international, mission-driven projects, we will discuss how RMAs: 1) Maximise impact at project level by applying ToC logic to set clear objectives, indicators, and engagement strategies from the start. 2) Develop monitoring and assessment frameworks that combine ToC and contribution analysis to track progress across projects, programmes, and institutions. 3) Strengthen links with policy and funders, using ToC narratives to show how research contributes to societal goals and long-term investment priorities. 4) Support international collaboration by coordinating diverse stakeholders and creating shared impact pathways across borders and disciplines. Examples will include joint project workshops, impact dashboards for institutions, and practical ways for projects to engage with policy and stakeholders. These cases show how RMAs can turn fragmented activities into a shared strategy with clear pathways to impact and stronger accountability. We will give participants practical insights into how RMAs can position themselves as architects of impact in their own organisations, not just supporting researchers, but leading strategic-change, aligning institutional priorities with external opportunities, and embedding a culture of evidence and impact. We will use slido to engage with the audience.
From Literacy to Leadership: Equipping Research Managers with Tools for Responsible Societal Impact Assessment
This session, led by members of the INORMS Research Evaluation Group (REG), will explore how Research Managers and Administrators (RMAs) can take a leadership role in advancing institutional capacity for responsible societal impact assessment. Aligned with the EARMA Conference 2026 theme, “Empowering Research Managers and Administrators as Leaders for Impact,” the session will introduce tools and strategies to support RMAs in fostering impact literacy and embedding ethical, evidence-informed approaches into everyday research assessment. Societal impact (sometimes termed ‘non-academic impact’) is increasingly prioritized in global research strategies, with growing expectations from funders, governments, and institutions to demonstrate public value. Yet assessing impact responsibly is complex: approaches must reflect regional, disciplinary, and community contexts while avoiding short-term thinking and overreliance on narrow metrics. One way to address these challenges is through ‘impact literacy’—a shared institutional understanding of what impact means, how it is achieved and evidenced, and how contributions across research ecosystems can support it. Building such literacy requires leadership, critical reflection, and the integration of robust frameworks into research management. The session will showcase a new application of the SCOPE framework, developed by INORMS REG, specifically adapted for societal impact assessment. SCOPE is a globally recognized, flexible tool offering step-by-step guidance for planning, evidencing, and assessing research in ways that are responsible, meaningful, and context-sensitive. Participants will engage in demonstrations and real-world examples to apply SCOPE in their own contexts. They will leave with practical strategies, frameworks, and tools to lead and embed responsible impact practices in their organizations, including: Guidance on using SCOPE for responsible impact planning and evaluation Tools to lead institutional change and build capacity for impact literacy Strategies for supporting researchers and stakeholders in evidence-informed impact work This session will empower RMAs to champion approaches to societal impact that drive real-world change.
Hello human! Empowering scientists to communicate their research
Teagasc is a Research Performing Organisation that supports the Irish agriculture and food industries through research, education, and advice. Over the last 20 years, the organisation has streamlined its research communications focusing on proven practical communication initiatives. This presentation will demonstrate how this evolved, by keeping on top of current trends and putting scientists to the forefront. One of Teagasc’s main research communication outputs is a science magazine aimed at stakeholders and the public. A strategic decision was made to change the approach of the magazine to put the scientists to the forefront rather than focussing on the science. A new set of guidelines were devised and a full suite of communications resources for scientists have been developed and published on the organisation’s intranet. Given the new digital era we live in, the magazine has expanded its online presence, incorporating podcasts and video content in individual articles for deeper value-added communications. A social media campaign runs when each issue is published, promoting the scientists and their work and analytics show that this has increased the reach of the magazine.
Supporting Impact with Care: Coaching Researchers in the Pre-award Phase
At Tampere University, I work as an impact coach within research and innovation services, supporting the development of impact in funding proposals. My role combines collaboration with pre-award and innovation teams to provide holistic, timely support. My motivation comes from a genuine desire to help researchers to learn and evolve. I approach impact coaching with care, aiming to gently grow researchers’ understanding and confidence so impact becomes a meaningful part of their research journey - not just a requirement. I will share practical experiences from proposal preparation, including: - Working either as part of proposal teams or offering targeted, just-in-time impact support. - Facilitating participatory workshops using visual tools and peer dialogue to co-create impact. Time pressure is a key challenge. My writing support offers relief: experienced researchers adapt structured drafts, while early-career researchers often use them as-is. Both groups value clarity and say it deepens their understanding of impact. To make the session interactive, I will use participatory methods such as the 'me-we-us' and 'four-square matrix' models, alongside digital tools like Microsoft Forms and Whiteboard. For example, we will discuss and share the biggest challenges involved in supporting impact and collect, and share insights from participants on their current approaches to supporting impact within their organisations. Learning outcomes and key takeaways: a) Understand how impact coaching can be embedded in pre-award services. b) Explore practical examples and tools (workshop -concept) to support researchers in impact preparing. c) Recognize the value of impact support and care-driven coaching in building impact literacy. d) Gain ideas for supporting both experienced and early-career researchers effectively. This contribution is especially relevant for RMAs working in proposal preparation, offering insights into how coaching with care can empower researchers and strengthen institutional impact capacity.
TeamUp4Success: A Collaborative Framework for Efficient Grant Proposal Development
In today’s highly competitive funding landscape, developing a successful grant proposal requires more than strong scientific content—it demands coordinated teamwork and structured project management. The TeamUp4Success approach offers a practical framework for strategic collaboration between the principal investigator (PI), the grant writer, and the project officer to ensure both quality and efficiency in proposal development. Rather than working in silos, these three roles function as an integrated team: the PI provides scientific vision and leadership; the grant writer helps to craft compelling, funder-aligned narratives; and the project officer manages administrative, budgetary, and compliance aspects. This structured collaboration allows each professional to contribute their expertise while maintaining alignment on goals, timelines, and funders requirements. The project officer acts as the central coordinator — facilitating communication, organizing documentation, tracking deadlines, and ensuring adherence to funder guidelines. Their continuous involvement allows the PI and grant writer to focus on developing content without being overwhelmed by administrative complexity, while also ensuring the grant writer receives clear, timely input from both the PI and project officer. Since Implementing this model at our institute, we have observed measurable improvements: higher submission quality, reduced last-minute stress, and increased funding success rates. Beyond proposal development, this collaborative model also paves the way for smoother post-award project management and reporting. Participants will gain - A practical framework for building effective pre-award teams, - Tips for structuring workflows, communication, and role division, - Strategies to improve proposal quality and team satisfaction In conclusion, TeamUp4Success is more than a workflow—it is a mindset that recognizes the value of intentional collaboration. By fostering teamwork among the PI, grant writer, and project officer from the outset, research teams can develop stronger, more competitive proposals with lasting impact.
5:30 PM
From Metrics to Meaning: Cultivating Research Impact Culture in Nursing through Capacity Building
Over the past decade, the discourse on healthcare research—and the ways in which it is evaluated—has undergone a marked shift. Alongside growing calls for research to inform healthcare policy and practice, there is increasing emphasis on ensuring that researchers and their work achieve tangible impact. This chapter examines the role of capacity development in fostering research impact literacy within tertiary healthcare education, with a particular focus on nursing. As a discipline committed to improving population health and quality of life, nursing places evidence-based practice—and thus research impact—at the core of its ethos. Drawing on a case study from the School of Nursing and Midwifery, Trinity College Dublin, the chapter shares lessons from a Research Impact Case Study Competition designed to strengthen research impact capacity. The initiative was structured using a logic model to illustrate how targeted capacity development can build multiple sources of impact leadership within a school setting. Many research impact assessments combine logic models with case studies to capture the complex processes and interactions through which knowledge is generated, interpreted, and applied. While labour-intensive, this approach avoids the oversimplification of relying solely on bibliometrics and underscores the need to embed research impact literacy across all roles in a research project—from investigators and administrators to external collaborators. The competition laid important groundwork for cultivating an enabling culture for research impact. However, institutional policies remain largely aligned with external funders’ agendas and are not yet systematically adapted to reflect the school’s and university’s own contexts and values. To advance sustainable capacity development, both academics and research managers must intentionally and transparently consider whose values shape research decisions. Rooting impact planning in principles of mutuality, respect, and inclusivity can help surface biases and ensure that academic and non-academic voices are valued equally.
From Outsourcing to Ownership: How In-House Grant Writers Ensure Aligned and Sustainable Proposals
Faced with increasing competition for external funding, many researchers today turn to external consultants to support them in project proposal writing. While this outsourcing can be beneficial, it also means that large budgets are leaving universities towards these consultancy services. Additionally, it can also result in proposals that are misaligned with institutional realities and promise more than can be delivered. To address these challenges UMC Utrecht and KU Leuven have both established in-house grant writing services, that support researchers from within. These services combine individual coaching, writing support, and capacity building to lower the threshold for participation in competitive funding schemes. By working alongside applicants, the grant writers ensure that what is written can be implemented, while also equipping researchers with the confidence and skills to take ownership of future submissions. Beyond improving success rates, these initiatives foster a sustainable culture of proposal development that matches ambition with institutional capability. This approach has resulted not only in proposals that are better aligned and more sustainable, but also in improved success rates for in-house-supported projects. Our presentation will showcase perspectives from two different RMA ecosystems: UMC Utrecht, which has a longer tradition of embedded grant writing support in the health domain, and KU Leuven, which is rolling out a broader interdisciplinary model. We will reflect on the advantages and disadvantages encountered, and present initial findings related to the impact of the service on proposal success, researcher satisfaction, and post-award project execution. By comparing experiences, and reflecting with the audience, we aim to provide learning outcomes focused on practical insights into the benefits and challenges of introducing in-house writing support and a transferable blueprint for institutions considering the move from outsourcing to ownership.
From Support to Strategy: RMAs and the Pre-Pre-Award Paradigm
Every successful research project begins well before the proposal is drafted. While the research management community traditionally distinguishes between the pre-award and post-award stages, there is an earlier, often overlooked phase that critically shapes success: the pre-pre-award stage. This stage focuses less on the practical steps involved in preparing a single proposal and more on the broader process of Research Development (RD). It involves cultivating institutional capacity, integrating funding strategies, fostering partnerships, and embedding research ambitions within a strategic framework. In our presentation we will introduce the concept of the pre-pre-award stage as a paradigmatic shift in how we understand research support. Drawing on literature review, an exploratory survey of fellow RMAs, we propose to define this stage as an institutional lens through which RMAs serve as drivers of institutional strategy - shaping policy, fostering international collaboration, and advancing cultural transformation within higher education and research organisations. The presentation will also highlight best practices identified through the survey. Our aim is not to provide fixed answers but to go beyond and open a dialogue on how acknowledging and strengthening the pre-pre-award stage can help reshape research practices and empower RMAs to fully inhabit their leadership potential. We see this as both a professional reflection and a personal story: colleagues from diverse European contexts, brought together through the EURESTMA training course, inspired to conceptualise this idea and share it with the broader community. By framing research management as a strategic endeavour embedded within institutional missions, we hope to strengthen our community of practice and invite others to co-develop a richer understanding of Research Development and the evolving role of RMAs within it.
From tame to blunt: Unlocking ChatGPT’s Real Potential for Grant Proposals
Securing funding under Horizon Europe, including highly competitive schemes such as the ERC and EIC, requires more than well-written proposals: it demands strategic positioning, critical evaluation, and persuasive interview preparation. While ChatGPT has become a widely accessible tool, its default outputs are often overly polite, generic, and optimistic—lacking the sharpness and contextual insight required for successful grant applications. This presentation will critically examine the limitations of ChatGPT in proposal development. Unlike human reviewers, ChatGPT has no benchmark of successful versus unsuccessful applications, no access to Evaluation Summary Reports (ESRs), and no insider understanding of panel dynamics. Left unprompted, the tool relies exclusively on public work programmes and formal evaluation criteria, resulting in superficial or overly positive feedback. What makes this contribution distinct is its grounding in real grant support practice rather than abstract AI commentary. Drawing on anonymised ERC and EIC proposals and actual coaching sessions, the talk will show how prompt design can mirror evaluator reasoning and recreate realistic panel dynamics. This practice-based perspective bridges the gap between theoretical discussions about AI in research management and the day-to-day challenges faced by grant officers across Europe. When combined with human expertise, ChatGPT can add genuine value. By applying intelligent prompt engineering, research managers can transform ChatGPT from a “tame assistant” into a practical co-pilot. Attendees will learn how to design prompts that elicit sharper insights, integrate domain knowledge, and use iterative prompting to simulate reviews or rehearse interviews. Through concrete ERC and EIC examples, the session will demonstrate how to harness ChatGPT effectively—while keeping the human firmly in the driver’s seat. Participants will leave with actionable strategies for integrating ChatGPT into their workflows, not as a substitute for expertise, but as an amplifier of it.
Indirect leadership - A tool for introducing impact capacities in strong research environments
While societal impact is central to many research applications, researchers often struggle to identify and articulate it. This difficulty partly stems from limited practical knowledge about impact concepts, which are frequently associated with “applied” rather than “basic” or “theoretical” research. Research management can address this by building capacity ahead of funding applications, spreading knowledge and tools to support researchers on their pathway to impact. Although many researchers attend “impact seminars” or workshops, surveys reveal that they still find it hard to recall key information and language for identifying and formulating impact and communication plans tailored to their projects. Even highly accomplished researchers can struggle to reach audiences beyond academia. Coordinated support is also challenged by limited resources and the busy schedules of established researchers who must balance free inquiry with external benefits and maintain their motivation. We tested an “indirect leadership” approach to strengthen impact knowledge, build capacity, and enhance skills within a strong research environment. Through a holistic campaign and multi-step writing support for MSCA Postdoctoral Fellowships, we reached nearly all newly recruited postdocs and their supervisors often representing strong research environments. The program combined information sessions, a seminar, and a two-day workshop where postdocs were trained in impact concepts and tasked with preparing advanced drafts of their applications. In individual feedback sessions with both postdocs and supervisors, these drafts became a practical tool for teaching impact identification, audience analysis, and communication planning. This approach allowed teams to practice and internalize key skills while producing stronger proposals. We propose this model of indirect leadership as an effective way to guide impact where hands-on work with one’s own projects not only improves specific applications but also builds institutional capacity for securing diverse research funding.
Kidnap the researchers! The ‘Proposal Bootcamp’ method
Once upon a time, we kidnapped a group of researchers and took them deep into the woods. And they loved it. In a fast-paced research environment, it can be hard to find the time to craft a grant proposal. For researchers, the funding application process is often demanding and can feel like an isolating experience. In this presentation, we introduce our ‘Proposal Bootcamp’ approach, where researchers seeking to apply for project funding are whisked away from their daily tasks to focus on developing competitive proposals. Since 2024, our annual Bootcamps have had a focus on ERC grants, but the approach can easily be applied to proposals aimed at other funding mechanisms. Over the course of three days, the researchers are subjected to a host of gruelling bootcamp conditions, including pep talks from successful ERC grantees, intense writing sessions, one-on-one coaching, campfire discussions and outdoor running (muddy obstacle courses: optional). During this session, we’ll present the Proposal Bootcamp method, including the idea behind it, the goals of the bootcamp, and the outcomes and success rates for hopeful applicants at our research institute. We share researcher testimonials, lessons learned, and practical tips for how to put the method to use. We hope to inspire other RMAs to try out new ways of motivating their researchers to dream up, hone and submit cutting-edge project proposals. Georgina Berry (Senior Proposal Advisor) and Anne Duquenne (Senior EU Advisor) are RMAs at the Peace Research Institute Oslo (PRIO), an international and multidisciplinary institute working across the social sciences. When we’re not kidnapping researchers, we are supporting them in pre-award and post-award project management.
Supporting Neurodiverse Researchers: Inclusive Practices for Research Managers
The number of scholars with neurodiversity in higher education is increasingly acknowledged. Institutional measures tend to focus primarily on students. Yet, experienced researchers identifying as neurodiverse face similar challenges. Neurodiversity is an umbrella term referring to the natural variation in human brain functioning, encompassing differences in sociability, learning, attention, mood, and other mental functions. Neurodiversity movements recognizes that neurological differences—such as autism spectrum disorder (ASD), attention-deficit/hyperactivity disorder (ADHD), dyslexia, dyspraxia, and others—are part of normal variation within the human population. Despite innovative research strengths, neurodiverse researchers may face challenges in navigating administrative processes, grant applications, and institutional communication that are not designed with neurodiversity in mind. This session, co-delivered by a research manager and a researcher specialised in autism and neurodiversity, highlights how research managers and administrators can play a key role in building more inclusive and accessible academic environments. Drawing on real-life examples, the concept of neurodiversity and its relevance for research culture and support structures will be introduced. Emphasis will be placed on how everyday administrative practices —such as communication practices and service design—can either hinder or facilitate the effective participation of neurodivergent researchers. For research managers, learning to better recognise and respond to neurodiverse needs not only improves the researcher experience but also makes support services more efficient and effective. By adopting such practices, research managers can foster excellence and support the full participation of neurodiverse researchers in academia. Learning outcomes: Understand the concept and relevance of neurodiversity in research contexts Recognise challenges neurodiverse researchers may face in interacting with academic services Gain practical ideas for adapting communication and processes to be more inclusive Reflect on the strategic role of research managers and administrators in shaping inclusive environments
The Proof Was in the Pudding: Lessons learnt from establishing a QA framework for Applied Research
Since 2020, HOGENT has provided program-based funding for interdisciplinary research centers that co-develop their agendas in close collaboration with stakeholders. This innovative approach to research also calls for a fundamentally different framework for quality assurance of HOGENTs practice-based research. So, in close alignment with the deployment of the new and impact-driven research policy, a robust quality assurance framework was established. Four key-elements make this framework innovative in a Flemish context: 1) it does not aim to evaluate or rank research activities, but instead fosters reflection and a culture of quality through an appreciative approach, 2) the framework was shaped by the input of stakeholders on various levels of involvement and best practices of partner institutions, 3) the framework does not look at quality of the research on a technical standardized level alone but also aims to measure and maximize societal impact of the research activities, and 4) the framework not only targets individual research projects, but also the more encompassing level of research units which is not a common practice. Now that the framework has completed a full implementation cycle (i.e. 6 years), this paper reflects on its design and co-creation process, its application across departments, and the insights gained from the first round. We also take a look at the evaluation process itself. We share concrete lessons learnt regarding what works well, where adjustments are needed, and how the framework contributes to a shared understanding of quality in practice-based research.