Understanding RIA, IA, and CSA projects in Horizon Europe

Horizon Europe, the European Union’s flagship funding programme for research and innovation (2021–2027), is a key instrument for realising the EU’s ambitions in science, technology, and policy. With a budget exceeding €95 billion, it supports a wide array of EU projects, ranging from frontier research to industrial innovation and policy coordination. For stakeholders involved in EU research and EU-funded projects, understanding the types of actions available —Research and Innovation Actions (RIA), Innovation Actions (IA), and Coordination and Support Actions (CSA)— is critical for designing successful proposals.

This article provides a structured overview of these three project types. It is intended for experienced European project management professionals and researchers who seek to align their collaborative project initiatives with the appropriate funding instruments. We explore the specific objectives, funding structures, expected outcomes, and strategic implications of each action type, while highlighting the role of digital project management tools in navigating the complexities of Horizon Europe.

The Horizon Europe Framework: Goals and Architecture

Strategic Objectives and Funding Architecture

Horizon Europe builds upon the legacy of Horizon 2020 and supports the EU’s overarching policy priorities: the European Green Deal, digital transition, and sustainable development. Structured across three pillars —Excellent Science, Global Challenges and European Industrial Competitiveness, and Innovative Europe— the programme fosters EU research through bottom-up and mission-oriented calls.

Pillar I promotes scientific excellence through the European Research Council (ERC) and Marie Skłodowska-Curie Actions (MSCA). Pillar II addresses societal challenges via thematic clusters such as health, culture, climate, and mobility. Pillar III focuses on stimulating disruptive innovation through the European Innovation Council (EIC) and the European Institute of Innovation and Technology (EIT).

RIA, IA, and CSA projects fall under Pillar II (Global Challenges), targeting technology readiness and strategic deployment and managed by the Research Executive Agency (REA). However, some exceptional calls within Pillars I, III, or cross-cutting missions also follow this structure.

Action Types in Horizon Europe Pillar II

• Research and Innovation Actions (RIA) support collaborative project consortia in developing new knowledge or exploring the feasibility of novel technologies.
• Innovation Actions (IA) aim to produce innovative products, services, or processes nearing market readiness.
• Coordination and Support Actions (CSA) provide structural support to research and innovation ecosystems through coordination, policy alignment, and communication.

Each action type responds to different stages of the research and innovation lifecycle, which is critical for strategic alignment when applying for an EU grant.

Research and Innovation Actions (RIA): Generating Foundational Knowledge

Scope and Objectives

RIA projects support collaborative project consortia in conducting applied and fundamental research. Typically situated at lower Technology Readiness Levels (TRL 2–5/6), these EU projects aim to develop proof-of-concept results, generate new knowledge, and explore technological feasibility. This makes them well-suited for universities, research institutions, and scientific consortia focusing on early-stage ideas.

The primary objectives of RIA projects include advancing the state of the art, testing conceptual approaches, and providing a foundation for future innovation activities. Outputs often comprise academic publications, patents, early-stage software tools, and preliminary models.

Funding and Participation

RIAs receive up to 100% of eligible direct costs for all beneficiaries, plus 25% for indirect costs. This flat rate simplifies budget planning and incentivises participation from non-profit and for-profit actors. Consortia must include at least three legal entities from different EU Member States or Horizon Europe Associated Countries. Academic and research institutions frequently coordinate RIAs.

Specific calls may target international cooperation or specific thematic challenges, requiring the inclusion of additional partners or addressing global challenges such as pandemics, biodiversity loss, or digital sovereignty.

Project Management Insights

Given their scientific complexity, RIA projects benefit significantly from robust project planning. A dedicated project management tool, such as EMDESK —provided by default to all GIA’s clients running a Horizon Europe project— enables teams to manage work packages, timelines, and deliverables effectively. Additionally, comprehensive risk assessments and innovation management plans are highly recommended to anticipate project uncertainties.

Innovation Actions (IA): Driving Market-Ready Solutions

Purpose and Application

IA projects represent a step closer to deployment, focusing on prototyping, piloting, and demonstrating technologies in operational settings. Targeting higher TRLs (typically TRL 5–8), these EU-funded projects aim to bridge the gap between lab and market. The focus is on validation in real-life conditions and preparing the solution for commercial uptake or public implementation.

Activities may include scale-up of pilot lines, field validation, market replication, and preparation for regulatory certification. By funding these later-stage innovations, Horizon Europe helps mitigate the “valley of death” that often separates promising research from market success.

In a typical IA project, the consortium is strategically composed to reflect the action’s emphasis on market-oriented development and real-world deployment. The coordinator is often a private-sector entity —such as a small or medium-sized enterprise (SME), industrial firm, or technology provider— with a strong interest in commercialising the final output. These partners bring expertise in product development, scale-up, and market strategy. Complementing them are research institutions or universities responsible for refining technical aspects and ensuring scientific and technical robustness. Public authorities, municipalities, and end-user representatives may participate, mainly when the project targets societal challenges or public service innovation.

Additionally, IA consortia commonly include partners responsible for regulatory compliance, certification, and standardisation, as these aspects are often prerequisites for market entry. Dissemination and exploitation specialists support outreach and business development, such as innovation consultancies, clusters, or communication agencies. The consortium structure is deliberately multidisciplinary and cross-sectoral, ensuring a feasible business model, strong stakeholder engagement, and pathways to technological innovation adoption. This integrated approach increases the likelihood of successful project outcomes and maximises the societal and economic impact anticipated by Horizon Europe.

Funding and Structure

Non-profit entities in IA projects are eligible for 100% funding, whereas for-profit participants may receive up to 70% of direct costs, plus 25% for indirect costs. This co-funding model incentivises private sector engagement and risk-sharing, which is vital for market-oriented outcomes.

Consortia are often led by industrial actors, SMEs, or public authorities and are typically larger and more heterogeneous than in RIAs. Calls may specify expected outcomes such as uptake by public procurers or readiness for EIC Transition support.

Project Management Considerations

The complexity of IA projects necessitates precise coordination among partners. Employing a project management software like EMDESK ensures transparency across tasks, stakeholder communication, and timely reporting, which is key to meeting Horizon Europe requirements.

IA projects should also include business modelling, regulatory alignment, and intellectual property protection as integral components of the proposal. Furthermore, dissemination and exploitation activities must target specific market segments, societal groups, or public sector actors.

Real-World Impact

IA projects are evaluated for their tangible contribution to EU competitiveness and strategic autonomy. Success is often measured through key performance indicators such as job creation, investment leverage, public adoption, and environmental benefits.

Coordination and Support Actions (CSA): Enhancing Ecosystems and Policy Impact

Scope and Characteristics

CSA projects are distinct from RIA and IA in that they do not fund research or innovation per se. Instead, they facilitate cooperation, capacity building, knowledge dissemination, and policy support. Their function is often strategic, aiming to strengthen the research and innovation landscape, create synergies, and promote best practices across Member States.

Typical CSA activities include stakeholder workshops, standardisation efforts, strategy development, and alignment of national and European priorities. Examples include roadmaps for emerging technologies, training platforms, and awareness-raising campaigns.

Funding and Consortium Requirements

CSA projects are funded at 100% of eligible direct costs, plus 25% for indirect costs, for all types of organisations. Consortium requirements vary by call, but often encourage the inclusion of policymakers, industry associations, and civil society actors. Some CSA calls may be open to single applicants, especially when targeting a particular region or community.

Strategic Role in European Project Management

CSAs are crucial for amplifying the impact of EU research outcomes. Effective collaborative project management in CSA contexts focuses on stakeholder engagement and dissemination planning. This includes organising events, developing publication strategies, and developing platforms for long-term knowledge exchange.

Advanced digital platforms help monitor communication KPIs, streamline workflows, and demonstrate compliance with open science and dissemination obligations. EMDESK, for instance, allows users to track engagement metrics and align tasks with deliverables transparently.

Selecting and Managing the Right Action Type: Strategic and Operational Guidance

Matching Project Objectives with Action Type

Choosing the appropriate action type is vital to securing EU funding. For example:

• Select RIA for novel, exploratory concepts or scientific breakthroughs.
• Choose IA when aiming to validate technologies in real-world contexts.
• Opt for CSA if the goal is to coordinate existing initiatives or inform policy.

Misalignment with the action type specified in the call topic can result in ineligibility or a lower evaluation score. GIA’s recommendation and general practice before entering into any agreement with our clients is to analyse the Work Programme thoroughly, and the specific call text is essential.

Proposal Design and Evaluation Criteria

All Horizon Europe proposals are assessed on three core criteria:

• Excellence (scientific or technical quality)
• Impact (societal, economic, and policy outcomes)
• Implementation (project plan, risk management, consortium strength)

Successful proposals clearly link objectives, methodology, and expected results. A professional European project management approach enhances the proposal's coherence and increases the chance of securing an EU grant.

Leveraging Digital Tools for EU Project Success

Given Horizon Europe's administrative and operational complexities, digital solutions like EMDESK are essential for streamlining workflows. From budgeting and resource planning to reporting and compliance, integrated project management software ensures consistency and audit readiness.

Features like version control, multi-partner editing, and budget tracking significantly reduce human error and increase transparency, even during the proposal preparation phase.

Risk Management and Sustainability Planning

Robust risk management is vital across all action types. RIA projects face scientific uncertainties, IA projects encounter commercial and regulatory risks, and CSAs must navigate stakeholder alignment and policy impact challenges. Proposals should include mitigation strategies and contingency plans tailored to the project's scope.

Moreover, sustainability plans should extend beyond the project lifecycle. Whether by exploiting RIA results in follow-up calls, commercialising IA outcomes, or institutionalising CSA networks, long-term viability is a mark of a mature project design.

Conclusion: A Strategic Approach to Horizon Europe Project Types

Navigating the Horizon Europe landscape requires technical insight and strategic foresight. Understanding the distinctions between RIA, IA, and CSA projects empowers applicants to align their ideas with the EU’s funding instruments effectively.

• RIA projects are best suited for foundational research and technology exploration.
• IA projects facilitate the advancement of solutions ready for commercial or public uptake.
• CSA projects strengthen collaboration, policy integration, and dissemination.

Each project type entails different funding rules, consortium expectations, and evaluation standards. Choosing the correct type and managing it with a robust project management tool increases the likelihood of funding success and enhances project outcomes and long-term impact.

For EU research stakeholders, mastering the nuances of Horizon Europe action types is not merely a technical necessity but a strategic advantage in a highly competitive environment. Adopting advanced project management software such as EMDESK ensures that collaborative projects are executed with precision, transparency, and compliance —hallmarks of excellence in European project management.

By leveraging EU funding opportunities and aligning them with institutional priorities, experienced applicants can translate ambitious ideas into impactful EU projects. Whether the objective is scientific discovery, technological transformation, or policy support, Horizon Europe offers the tools, structure, and financial backing to turn vision into reality.