Partnership between CNCP and National Nuclear Centre of the Republic of Kazakhstan

The difficulties involved in commercialisation and the lack of experience of NNC specialists already became apparent when the idea of the Technopark emerged. Just at that point, and in a very timely manner, the opportunity arose for NNC to take part in the CNCP Programme.

Collaboration developed at quite a rapid pace. It began with the signing of a memorandum of cooperation between CNCP and NNC in Almaty in October 2004. In May of the following year a working meeting of specialists from ŃNCP and NNC was held in Kurchatov. This coincided with the finalisation of the technical and economic assessment of the project to create the PNT. After this first meeting with the institutes in Kurchatov an evaluation of project proposals included in the development plan of the PNT was carried out by CNCP.

The basic aims of the collaboration between CNCP and PNT were defined as the training of NNC staff in methods for commercialising discoveries, carrying out market research, preparing business plans and other entrepreneurial skills, and, thereafter, direct assistance with the implementation of innovation projects.

CNCP used the mechanism of the International Science and Technology Centre (ISTC) for financing projects. Market research and business planning for the first three innovation projects began in 2006.

In all, grants were provided for market research and the preparation of business plans for 18 projects. Some of these were intended to be carried out within the institutes, some as spin out companies with state ownership (with state resources accounting for at least 33% of the founding capital) and some in the form of private spin out companies.

The research carried out showed that most of the projects had good prospects, but then we ran into difficulties. For both objective and subjective reasons a great deal of time was lost and at the time of writing, only one project, from the Institute of Radiological Safety and Ecology, is underway, with agreements for a further two projects from the Institute of Atomic Energy under preparation. Among the barriers encountered were a cautious, and at times negative, attitude towards the organisation of spin out companies, and the notorious human factor, mental inertia. Many specialists were not interested in the results of innovation activities, simply seeing it as extra work and nothing more. These people preferred to do what they were used to, to work on Government orders receiving stable, albeit modest, salaries for work which did not involve extra responsibilities.

But situations change. Interest in innovation and commercial activities has increased significantly, especially among young people, and this, in large part, is due precisely to the CNCP Programme. Here it is worth reminding ourselves of the second aim of collaboration with CNCP – the training of staff in skills relating to business management and the management of intellectual property. This area of CNCP activity includes a whole system of seminars, continuing exchange of experience, training in business English, the organization of meetings with Western specialists, and the establishment of new contacts. With support from the Programme, a significant number of members of staff of the institutes have taken British Open University courses: 42 individuals have taken the “Professional Management” course and 22 have completed the diploma course on “Change Management”. These people have become the promoters of a new relationship towards research, the exploitation of inventions and commercialisation - and this all generates optimism!