SARAS’ management structure is designed to be lean, flexible and consensual, to ensure that all the consortium members work together as a team to undertake the project. We make a distinction between general project policy and strategic decisions, made at General Assembly (GA) level, and day-to-day operational decisions, which will be the responsibility of the Project Management Team (PMT).
Also, to facilitate the smooth running of the project, a Scientific Officer (SO) assists the Project Coordinator (PC) when it comes to the monitoring of the actual scientific and technological objectives.

The structure

The overall structure is composed by:

  • a Project Coordinator (PC)
  • the Scientific Officer (SO)
  • a General Assembly (GA)
  • a Project Management Team (PMT)
  • the Work Package Leaders (WPLs)
  • Industrial and an Ethics Advisory Boards
  • an Innovation and Dissemination Manager (IDM)

ManagementStructure

Roles:

The Project Coordinator (PC) is responsible for the overall general management of the project, including financial and administrative management, liaison with the EC and external advisory boards, internal communications management, performance and quality monitoring, overall risk management, and steering the project in case of any deviations.

The General Assembly (GA) is the ultimate decision making body of the consortium. Its role is to oversee the general management and direction of the project and to advise and decide on policy and strategy. The GA provides a monitoring body for administrative and financial aspects, communication and exploitation activities, technical decisions that may impact the project’s objectives or in case the PMT cannot reach a consensus. Each participant in the GA has one vote, and two thirds of the components of the GA constitute a quorum. The PC has one additional decisional vote.

The Project Management Team (PMT) oversees the effective coordination of the project. The PMT applies the decision of the GA and checks they do not overlap into nondelegated GA competences and are taken in the interest of the project. The PMT can also manage any issues that do not require GA approval and that imply or require interaction or agreement among WPs.

Work Package Leaders (WPL) will have responsibility for the individual work packages. They will also liaise with other WP Leaders to ensure dependencies and interrelationships are efficiently managed.

The Industrial Advisory Board (IAB) will be comprised of industrial experts as well as the representatives of the investment community to help with dissemination, exploitation and fund acquisition. The Industrial Advisory Board will be selected at the kick-off meeting and appointed within 6 months from the start of the project.

The Innovation and Dissemination Manager (IDM) is responsible for the management of all activities related to understanding the needs of the stakeholders, with the objective of successfully exploiting, developing and promoting innovations based on the project outputs.

The Scientific Officer (SO) is in charge of monitoring the scientific and technological aspects of the project, in order to relieve the burden on the Project Coordinator.

The Ethical Advisory Board (EAB) will oversee the ethical aspects of the project ensuring the strict application of the H2020 ethical guidelines, the ethical assessment in Section 5 and Deliverable 9.2.