xCEN/TC 389

Date: 2025-04

prEN XXXXX:2025

Secretariat: UNE

Innovation management professionals — Competence requirements

CCMC will prepare and attach the official title page.

Contents Page

European foreword 3

Introduction 4

1 Scope 5

2 Normative references 5

3 Terms and definitions 5

4 Tasks and activities of professional profiles 9

4.1 General 9

4.2 General tasks of professional profiles 10

4.3 Tasks of the Chief Innovation Officer 11

4.4 Tasks of the Innovation Manager 13

4.5 Tasks of the Innovation Specialist 14

4.6 Tasks of the Innovation Technician 15

4.7 Tasks of the Innovation Assistant 16

4.8 Summary of tasks and activities of professional profiles 17

4.9 Continuing professional development 18

5 Knowledge, skills, autonomy and responsibility 18

5.1 General 18

5.2 Knowledge, skills, autonomy and responsibility of the Chief Information Officer 19

5.3 Knowledge, skills, autonomy and responsibility of the Innovation Manager 24

5.4 Knowledge, skills, autonomy and responsibility of the Innovation Specialist 28

5.5 Knowledge, skills, autonomy and responsibility of the Innovation Technician 32

5.6 Knowledge, skills, autonomy and responsibility of the Innovation Assistant 35

Annex A (normative) Elements for the evaluation and validation of learning outcomes 37

A.1 General 37

A.2 Elements for accessing the evaluation and validation process 37

A.3 Assessment methods of competence and specific experience of the professionals operating in the field of innovation management 37

A.4 Elements for permanent professional update 38

Annex B (informative) Professional ethics and code of conduct 39

B.1 General 39

B.2 Infrastructure of integrity culture 39

B.3 The professional integrity charter 40

B.4 The professional ethics charter 40

B.5 The professional deontological charter 41

Annex C (informative) Specialized roles in innovation management 44

Bibliography 45

European foreword

This document (prEN 18215:2025) has been prepared by Technical Committee CEN/TC 389 “Innovation Management”, the secretariat of which is held by UNE.

This document is currently submitted to the CEN Enquiry.

Introduction

Defining the requirements for professional profiles in the field of innovation management is crucial for identifying the core knowledge, skills, and competencies that define these roles.

This document applies to professional profiles in this domain, irrespective of working methods or types of employment relationships. The tasks and activities associated with these roles are described based on the actual functions carried out by professionals across diverse work environments.

The profiles outlined in this document are not intended to be exhaustive but serve as a flexible framework applicable to various organizational contexts within the innovation management sector.

The document is primarily targeted at professionals seeking career development guidance, organizations designing their internal innovation management structures and recruitment strategies, and entities involved in training, accreditation, or certification services.

From a methodological perspective, the following key aspects were established:

— Basic terms and definitions (Clause 3): The terms and definitions adopted are primarily derived from the European Qualifications Framework (EQF) and relevant EU terminology.

— Tasks and activities identification (Clause 4): To describe the requirements related to knowledge, skills, autonomy, and responsibility for the specific professional profile, it is essential to first identify the tasks and specific activities associated with the profession.

— Professional requirements (Clause 5): The requirements for the professional profile are defined in terms of knowledge, skills, autonomy, and responsibility. Where applicable, expected personal capabilities are also specified. The level of autonomy and responsibility associated with the professional activities is indicated, using the EQF descriptors as a reference.

— Elements for the evaluation and validation of learning outcomes (Annex A – normative): This annex provides useful elements for the objective evaluation and validation of learning outcomes for professional profiles operating in the field of innovation management, with reference to the competence elements defined in Clause 5.

— Ethical and deontological aspects (Annex B - informative): This annex includes guidance on applicable ethical and deontological principles, alongside a general framework for fostering a culture of professional integrity. This framework is particularly relevant for protecting consumers, users, and other stakeholders.

— Specialized roles in Innovation Management (Annex C – informative): This annex presents a set of specialized roles reflecting emerging practices in innovation management, which may complement the general professional profiles defined in this document.

— Bibliography: A comprehensive list of applicable European references and other relevant documents is provided to support the accurate understanding and application of this document.

Where relevant, the guidelines specified in the CEN Guide 14:2010 are also followed.

This document defines the requirements related to the professional activity of individuals active in the innovation management field at different levels of complexity for all types of organizations, regardless of type, sector, maturity-level or size.

The competence requirements contained in this document are specified based on the identified tasks and activities in terms of knowledge, skills, autonomy and responsibility. The different professional profiles align to the European Qualifications Framework (EQF) to facilitate harmonization to the evaluation and validation of learning outcomes. This document can be used in relation to conformity assessment processes.

There are no normative references in this document.

For the purposes of this document, the following terms and definitions apply.

ISO and IEC maintain terminology databases for use in standardization at the following addresses:

— ISO Online browsing platform: available at https://www.iso.org/obp/

— IEC Electropedia: available at https://www.electropedia.org/

3.1

innovation

new or changed entity, realizing or redistributing value

Note 1 to entry: Novelty and value are relative to, and determined by, the perception of the organization and relevant interested parties.

Note 2 to entry: An innovation can be a product, service, process, model, method, etc.

Note 3 to entry: Innovation is an outcome. The word “innovation” sometimes refers to activities or processes resulting in, or aiming for, innovation. When “innovation” is used in this sense, it should always be used with some form of qualifier, e.g. “innovation activities”.

Note 4 to entry: For the purpose of statistical measurement, refer to the Oslo Manual by OECD/Eurostat [XX].

[SOURCE: ISO 56000:2025, 3.1.1]

3.2

Chief Innovation Officer

professional working in the field of innovation management at a political strategic level with a leading role

Note 1 to entry: The professional in question is associated with an EQF level of autonomy and responsibility equal to 8 (see 5.2).

3.3

Innovation Manager

professional working in the field of innovation management at a political-strategic level

Note 1 to entry: The professional in question is associated with an EQF level of autonomy and responsibility equal to 7 (see 5.3).

3.4

Innovation Specialist

professional working in the field of innovation management at a tactical-managerial level

Note 1 to entry: The professional in question is associated with an EQF level of autonomy and responsibility equal to 6 (see 5.4).

3.5

Innovation Technician

professional working in the field of innovation management at an operational level

Note 1 to entry: The professional in question is associated with an EQF level of autonomy and responsibility equal to 5 (see 5.5).

3.6

Innovation Assistant

professional working in the field of innovation management at an operational level, under supervision

Note 1 to entry: The professional in question is associated with an EQF level of autonomy and responsibility equal to 4 (see 5.6).

3.7

innovation management

management with regard to innovation

Note 1 to entry: Innovation management can include establishing an innovation policy, innovation vision, innovation strategy, and innovation objectives, and organizational structures and innovation processes to achieve those objectives through planning, support, operations, performance evaluation and improvement.

[SOURCE: ISO 56000:2025, 3.1.2.1]

3.8

innovation management system

management system with regard to innovation

Note 1 to entry: An innovation management system can be part of a general or integrated management system of an organization.

[SOURCE: ISO 56000:2025, 3.1.3.3]

3.9

innovation ecosystem

system of interdependent persons or organizations collectively or collaboratively developing or enabling innovation

Note 1 to entry: Ecosystem participants can include private and public organizations.

Note 2 to entry: The scope of an innovation ecosystem can be defined in terms of a platform, set of technologies, knowledge area, set of skills, sector, community or geographic area.

Note 3 to entry: An innovation ecosystem can range from being an arbitrary group of participants to an orchestrated, multi-party community based on collaborative innovation partnerships.

[SOURCE: ISO 56000:2025, 3.1.3.4]

3.10

innovation activity

activity with regard to innovation

Note 1 to entry: Innovation activities can be planned or unplanned and are normally conducted in the context of uncertainty.

Note 2 to entry: Innovation activities are directly or indirectly aiming for innovation. Not all innovation activities result in innovation.

[SOURCE: ISO 56000:2025, 3.1.4]

3.11

culture

shared pattern of beliefs, values and behaviours of an organization or community over time

[SOURCE: ISO 56000:2025, 3.2.3]

3.12

uncertainty

state of deficiency of information, understanding, or knowledge

Note 1 to entry: Uncertainty can be related to the consequences or likelihood of an event, or the characteristics of an entity.

Note 2 to entry: Uncertainties can be managed by systematically addressing assumptions regarding the consequences, likelihood or characteristics of events and entities, to gain information, understanding and knowledge.

[SOURCE: ISO 56000:2025, 3.2.12]

3.13

risk

effect of uncertainty (3.12)

Note 1 to entry: An effect is a deviation from the expected — positive or negative.

Note 2 to entry: Uncertainty is the state, even partial, of deficiency of information related to, understanding or knowledge of, an event, its consequence, or likelihood.

Note 3 to entry: Risk is often characterized by reference to potential events and consequences, or a combination of these.

Note 4 to entry: Risk is often expressed in terms of a combination of the consequences of an event (including changes in circumstances) and the associated likelihood of occurrence.

[SOURCE: ISO 56000:2025, 3.2.13]

3.14

antifragile

ability to gain from stressors, uncertainty (3.12) and risk (3.13)

Note 1 to entry: Stressors can be shocks, failures, disruptions, emergencies, crises, etc.

Note 2 to entry: An antifragile entity can thrive and/or evolve from unexpected stressors, take advantage of uncertainty and positively assume risk.

[SOURCE: ISO 56000:2025, 3.2.14]

3.15

value

gains from satisfying needs and expectations, in relation to the resources used

EXAMPLE Revenues, savings, productivity, sustainability, satisfaction, empowerment, engagement, experience, trust.

Note 1 to entry: Value is relative to, and determined by the perception of, the organization and interested parties.

Note 2 to entry: Value can be financial or non-financial.

Note 3 to entry: Value can be created, realized, acquired, redistributed, shared, lost or destroyed.

Note 4 to entry: The value of an entity is generally determined in terms of the amount of other entities for which it can be exchanged.

Note 5 to entry: The word “value” sometimes refers to a (numerical) unit of data, e.g. the output from measurement, and “values” sometimes refers to principles or standards of behaviour, e.g. included in the concept of culture (3.11). When “value” is used in these senses, it should always be used with some form of qualifier, e.g. “numerical value” or the meaning should be obvious from the context.

[SOURCE: ISO 56000:2025, 3.7.7]

3.16

knowledge

result of the assimilation of information through learning

Note 1 to entry: Knowledge can be acquired through, for example, research, experience, education and user feedback.

Note 2 to entry: Knowledge includes information, facts, principles, theories and practices that is related to a field of work or study.

Note 3 to entry: Knowledge can be individual or collective. Collective knowledge is gained from people collaborating and releasing their tacit and subconscious knowledge.

[SOURCE: ISO 56000:2025, 3.4.1]

3.17

skill

ability to perform a task or activity

Note 1 to entry: Skills can be acquired through education, training, experience or other means.

[SOURCE: ISO 56000:2025, 3.4.4]

3.18

competence

competency

ability to apply knowledge (3.16) and skills (3.17) to achieve intended results

[SOURCE: ISO 56000:2025, 3.4.2]

3.19

autonomy and responsibility

ability of the individual to apply knowledge (3.16) and skills (3.17) autonomously and with responsibility

[SOURCE: EQF, Annex I, definition h), modified - the term “learner” has been replaced by the term “individual”]

3.20

formal learning

learning process deriving from training activities, intentional and structured, carried out by entities/institutions of education and training recognized by a competent authority

Note 1 to entry: Formal learning can involve the issues of certificate with legal value.

3.21

informal learning

learning process deriving from work experiences, from family life and also from leisure time

Note 1 to entry: Informal learning is not a deliberately structured activity and sometimes learning is not intentional.

3.22

non-formal learning

learning process resulting from training activities, intentional and structured, implemented in any field other than formal

Note 1 to entry: Such a training does not issue a certificate with legal value.

This document defines five distinct professional levels, the related tasks and specific activities of which are described in the following subclauses:

— Chief Innovation Officer: 4.3,

— Innovation Manager: 4.4,

— Innovation Specialist: 4.5,

— Innovation Technician: 4.6,

— Innovation Assistant: 4.7.

The tasks and specific activities attributed to each level reflect the intention to identify the different organizational levels at which these professionals are expected to operate, in accordance with the corresponding definitions (see 3.2, 3.3, 3.4, 3.5, and 3.6). These levels are identified as:

— political-strategic,

— tactical-managerial, and

— operational.

This approach is consistent with both the characterization of the EQF descriptors (see 5.2 to 5.6), as well as with the HS-based approach used in management systems.

Annex C provides examples of specialized roles that may be assumed in addition to the general professional profiles, depending on the organizational context.

The formulation of the tasks presented in the following clauses is based on the following methodological considerations:

— some tasks are common to all professional levels, but are performed with different degrees of autonomy and responsibility, in accordance with the respective EQF level;

— other tasks are exclusive to higher professional levels, as they require advanced competence and the capacity to act with strategic and organizational impact;

— professionals at a higher EQF level perform additional and distinctive tasks;

— the performance of such additional and distinctive tasks requires the acquisition and application of additional or advanced knowledge and skills (see 5.1).

In light of these considerations, subclause 4.2 defines the general tasks, which are subsequently detailed through the specific activities corresponding to each professional level in 4.3 to 4.7.

The following set of general tasks outlines the key activities carried out by professionals involved in the field of innovation management.

These tasks follow a logical sequence and cover the key activity areas of innovation management, from building relationships and gathering information to defining strategy, managing initiatives, and, where applicable, integrating innovation into organizational systems.

Each task is performed with a corresponding degree of knowledge, skills, and autonomy and responsibility appropriate to each profile, according to the related EQF level also.

The tasks are defined as follows, together with brief descriptions which are intended to support understanding and implementation:

• T1 – Manage relationships with relevant people and functions within and outside the organization in the innovation field of the organization

Initiating and maintaining relationships within the organization and with the external innovation ecosystem to enable information flow, cooperation, and alignment.

• T2 – Gather, structure, interpret, and manage data, information and knowledge within the innovation field of the organization

Developing a robust knowledge base to support strategic and operational innovation decisions.

• T3 – Establish and implement the innovation strategy and related objectives

Formulating strategic directions and innovation goals based on contextual analysis and organizational ambition.

• T4 – Take decisions about innovation initiatives and assess their impact

Selecting, prioritizing and committing to specific innovation actions, in line with strategic intent.

• T5 – Undertake innovation paths according to the ISO Standard 5600X family (where appropriate).

Undertaking innovation paths with reference to the ISO 5600X standards, which provide guidance for structured and coherent approaches to innovation.

• T6 – Apply Innovation Management Principles (IMPs) within the organization's management system

Integrate Innovation Management Principles (IMPs) into the organization and its processes to support and align innovation activities with strategic objectives.

• T7 – Adopt an HS-Based (Harmonized Structure) approach to manage the organization's innovation initiatives

Structuring innovation processes using a consistent and integrated management framework.

• T8 – Make a strategic decision to have an IMS (where applicable)

Formally committing to the establishment of an Innovation Management System to structure and manage innovation processes within the organization

• T9 – Implement, maintain, and improve the IMS (where applicable)

Implementing, managing, and continuously improving the Innovation Management System to ensure its effectiveness and alignment with organizational goals.

• T10 – Integrate the IMS with other management systems (where applicable)

Creating synergies by aligning the IMS with other existing management systems, such as those for quality or environment.

• T11 – Communicate information, train, and advise on Innovation Management

Fostering innovation capabilities and culture through targeted internal communication, training, and advisory support on Innovation Management.

The tasks and specific activities of the Chief Innovation Officer are defined as follows:

• T1 – Manage relationships with relevant people and functions within and outside the organization in the innovation field of the organization

Provide strategic leadership in managing key relationships within the organization's innovation field, ensuring alignment with its innovation strategy and fostering active engagement with external stakeholders within the innovation ecosystem.

• T2 – Gather, structure, interpret, and manage data, information and knowledge within the innovation field of organization

Oversee the strategic governance of data and knowledge, ensuring alignment with strategic foresight and decision-making within the innovation field of the organization.

• T3 – Establish and implement the innovation strategy and related objectives

Lead the formulation and implementation of the innovation strategy, aligning it with the organization’s long-term goals and vision. Ensure that innovation objectives are clearly defined, communicated, and integrated into organizational planning and decision-making processes.

• T4 - Take decisions about innovation initiatives and assessing their impact

Provide visionary guidance and thought leadership at the highest organizational level, shaping policies and frameworks for innovation initiatives, making high-level strategic decisions, and evaluating their impact on the organization and its ecosystem.

• T5 – Undertake innovation paths according to the ISO Standard 5600X family (where appropriate)

Provide strategic direction and influence policies to shape and enhance innovation paths in alignment with the ISO 5600X standards at both organizational and industry levels.

• T6 – Apply Innovation Management Principles (IMPs) within the organization's management system

Provide strategic leadership in embedding Innovation Management Principles (IMPs) across the organization, ensuring their integration into organization’s governance, business strategy, and decision-making processes, while generating value and fostering a culture of innovation at all levels.

• T7 – Adopt an HS-Based (Harmonized Structure) approach to manage organization's innovation initiatives

Provide strategic direction and influence policies to advance the adoption of an HS-based approach at both organizational and industry levels in innovation initiatives.

• T8 – Make a strategic decision to have an IMS (where applicable)

Provide strategic leadership in the decision-making process regarding the adoption of an IMS, ensuring alignment with organization’s objectives, and long-term sustainability.

• T9 – Implement, maintain, and improve the IMS (where applicable)

Provide strategic leadership in the implementation, maintenance, and continuous improvement of an IMS, ensuring alignment with organization governance, regulatory frameworks, and principles of sustainability, social responsibility, and integrity.

• T10 – Integrate the IMS with other management systems (where applicable)

Provide strategic oversight and governance for the integration of the IMS with other management systems, ensuring alignment with organization’s policies, regulatory requirements, and global best practices.

• T11 – Communicate information, train, and advise on Innovation Management

Provide strategic leadership in the communication of information and training on innovation management, while acting as a key advisor to top management in shaping innovation strategies and initiatives.

The tasks and specific activities of the Innovation Manager are defined as follows:

• T1 – Manage relationships with relevant people and functions within and outside the organization in the innovation field of the organization

Manage key relationships within the organization's innovation field, ensuring alignment with its innovation strategy and fostering active engagement with external stakeholders within the innovation ecosystem.

• T2 – Gather, structure, interpret, and manage data, information and knowledge within the innovation field of organization

Lead the gathering, structuring, interpretation, and continuous management of innovation-related data and knowledge within the innovation field of the organization, ensuring they support decision-making and strategic foresight.

• T3 – Establish and implement the innovation strategy and related objectives

Assume a leadership role in developing and implementing the innovation strategy by defining actionable objectives. Ensure these objectives align with the organization’s operational goals, and coordinate innovation initiatives across the organization and track progress towards achieving strategic outcomes.

• T4 – Take decisions about innovation initiatives and assessing their impact

Provide leadership within the organization, including at top management levels, in making strategic decisions regarding innovation initiatives, and assessing their impact on the organization’s performance and alignment with long-term goals.

• T5 – Undertake innovation paths according to the ISO Standard 5600X family (where appropriate)

Assume a leadership role within the organization and act as an advisor to top management in making strategic decisions for innovation paths, in line with ISO 5600X standards, to drive organizational innovation maturity.

• T6 – Apply Innovation Management Principles (IMPs) within the organization's management system

Lead and advise top management on the application of Innovation Management Principles (IMPs) to generate value and foster a culture of innovation within the organization’s management system, ensuring alignment with strategic goals.

• T7 – Adopt an HS-Based (Harmonized Structure) approach to manage organization's innovation initiatives

Lead and advise top management in adopting a Harmonized Structure (HS)-based approach to manage and optimize the organization's innovation initiatives, ensuring consistency and integration across processes.

• T8 – Make a strategic decision to have an IMS (where applicable)

Advise top management on the strategic decision to adopt an Innovation Management System (IMS), ensuring alignment with the organization’s objectives, innovation goals, and long-term sustainability.

• T9 – Implement, maintain, and improve the IMS (where applicable)

Assume a leadership role within the organization and act as an advisor to top management to implement, maintain, and improve an IMS, according to principles of sustainability, social responsibility, and integrity.

• T10 – Integrate the IMS with other management systems (where applicable)

Assume a leadership role within the organization and act as an advisor to top management to guide the integration of the IMS with other relevant management systems, ensuring alignment with organizational policies, regulatory requirements, and other industry best practices.

• T11 – Communicate information, train, and advise on Innovation Management

Assume a leadership role to support key people and functions within the organization, including top management, by providing information, training, and advisory in the field of innovation management of the organization.

The tasks and specific activities of the Innovation Specialist are defined as follows:

• T1 – Manage relationships with relevant people and functions within and outside the organization in the innovation field of the organization

Manage relationships with relevant people and functions within the organization, including top management, in its specific innovation field, as well as with external stakeholders.

• T2 – Gather, structure, interpret, and manage data, information and knowledge within the innovation field of organization

Gather, structure, interpret, manage innovation-related data and knowledge and ensure continuous updating within the organization’s innovation field.

• T3 – Establish and implement the innovation strategy and related objectives

Support the implementation of the innovation strategy by contributing to the definition of specific objectives, supporting the development of action plans, and executing innovation-related tasks within the defined scope of responsibility.

• T4 – Take decisions about innovation initiatives and assessing their impact

Assume a proactive role within the organization, including collaboration with top management, in supporting decision-making processes and assessing the impact of innovation initiatives.

• T5 – Undertake innovation paths according to the ISO Standard 5600X family (where appropriate)

Assume a proactive role within the organization, including interactions with top management, in undertaking innovation paths according to the ISO 5600X standards.

• T6 – Apply Innovation Management Principles (IMPs) within the organization's management system

Assume a proactive role within the organization, including top management, to facilitate the application of Innovation Management Principles (IMPs) with the purpose of generating value and promoting a culture of innovation, within the organization's management system.

• T7 – Adopt an HS-Based (Harmonized Structure) approach to manage organization's innovation initiatives

Assume a proactive role within the organization, including interactions with top management, in facilitating the adoption of an HS-based approach in (its) innovation initiatives.

• T8 – Make a strategic decision to have an IMS (where applicable)

Assume a proactive role in supporting top management in making the strategic decision to adopt an IMS, ensuring consistency with the organization’s objectives and long-term sustainability.

• T9 – Implement, maintain, and improve the IMS (where applicable)

Take a proactive role within the organization, including interactions with top management, to implement, maintain, and improve an IMS, according to principles of sustainability, social responsibility, and integrity.

• T10 – Integrate the IMS with other management systems (where applicable)

Assume a proactive role within the organization, including interactions with top management, in facilitating the integration of the IMS with other management systems.

• T11 – Communicate information, train, and advise on Innovation Management

Support relevant people and functions within the organization by providing information and training on innovation management.

The tasks and specific activities of the Innovation Technician are defined as follows:

• T1 – Manage relationships with relevant people and functions within and outside the organization in the innovation field of the organization

Support the management of relationships within the organization in the specific innovation field, facilitating communication and collaboration across departments. Assist in fostering engagement with external stakeholders within the innovation ecosystem.

• T2 – Gather, structure, interpret, and manage data, information and knowledge within the innovation field of organization

Support in gathering, structuring, and interpreting innovation-related data and information. Support the management of knowledge within the organization, ensuring the data collected is organized and accessible to relevant teams.

• T4 – Take decisions about innovation initiatives and assessing their impact

Support in evaluating the impact of innovation initiatives. Provide support for decision-making by analysing relevant data, helping assess the outcomes of innovation activities in alignment with organizational objectives.

• T5 – Undertake innovation paths according to the ISO Standard 5600X family (where appropriate)

Support the implementation of innovation paths in alignment with the ISO 5600X standards. Assist in the operational execution of innovation initiatives, ensuring they are conducted in accordance with established best practices and standards.

• T7 –- Adopt an HS-Based (Harmonized Structure) approach to manage organization's innovation initiatives

Support the adoption of an HS-Based (Harmonized Structure) approach within the organization’s innovation initiatives. Assist in ensuring the consistency and integration of innovation processes across the organization.

• T9 – Implement, maintain, and improve the IMS (where applicable)

Support in the implementation, maintenance, and improvement of the Innovation Management System (IMS). Ensure that the system aligns with organizational needs and helps monitor innovation performance, contributing to ongoing improvements in the system.

• T10 – Integrate the IMS with other management systems (where applicable)

Support the integration of the IMS with other management systems, ensuring that innovation processes are aligned with the organization’s overall management structure and regulatory requirements.

The tasks and specific activities of the Innovation Assistant are defined as follows:

• T1 – Manage relationships with relevant people and functions within and outside the organization in the innovation field of the organization

Assist in establishing and maintaining relationships within the organization in its specific innovation field, supporting communication and collaboration activities under supervision, and contributing to the circulation of information between relevant functions.

• T2 – Gather, structure, interpret, and manage data, information and knowledge within the innovation field of organization

Assist in collecting, organizing, and updating data and information related to innovation activities under supervision, ensuring that records are clear, accessible, and available to support team activities.

• T5 – Undertake innovation paths according to the ISO Standard 5600X family (where appropriate)

Assist in collecting and organizing information to support the adoption of innovation paths in accordance with the ISO 5600X standards under supervision, contributing to the documentation and basic tracking of related activities.

• T7 – Adopt an HS-Based (Harmonized Structure) approach to manage organization's innovation initiatives

Assist in collecting and organizing information to support the adoption of an HS-based approach in the innovation initiatives of the organization, under supervision, contributing to consistency in documentation and basic reporting.

• T9 – Implement, maintain, and improve the IMS (where applicable)

Assist in collecting, organizing, and updating information to support the implementation, maintenance, and improvement of the Innovation Management System (IMS) under supervision, contributing to documentation and administrative follow-up.

• T10 – Integrate the IMS with other management systems (where applicable)

Assist in collecting and organizing information to support the integration of the IMS with other management systems under supervision, contributing to the alignment of basic procedures and documentation.

The following Table 1 illustrates and summarizes, in matrix form, the correlation between the general tasks and specific activities according to the level of professional covered by this document.

Table 1 — Summary of tasks and activities of professional profiles

At the time of publication of this document, the maintenance, updating, and development of the competences required for the professional profiles described herein are not subject to a specific or mandatory training program.

Nevertheless, professionals are expected to engage in continuing professional development activities, either autonomously or through guided learning pathways (see also Clause A.4, Table A.2).

The following subclauses (5.2 to 5.6) present the EQF descriptor tables for the five professional profiles defined in this document.

Below are some methodological considerations regarding the definition of the descriptor sets:

— For the higher professional levels, namely the Chief Innovation Officer (see 5.2) and the Innovation Manager (see 5.3), the descriptors include not only a broader or more specific scope of tasks, but also more advanced knowledge and skills. These advanced elements are both additional and distinctive, reflecting the complexity and level of responsibility associated with the professional profile.

— With regard the Innovation Assistant (EQF 4, see 5.6), the descriptors are intended to represent an entry-level role in the profession, emphasizing fundamental knowledge and operational skills performed under supervision.

The definition of skills refers to the practical and cognitive ability to apply knowledge—that is, the effective use of know-how—in order to perform tasks and solve problems. Accordingly, skills vary depending on the complexity and autonomy required at each level:

— at lower levels (e.g. EQF 4), skills typically concern well-defined, routine tasks performed under supervision;

— at intermediate levels (e.g. EQF 5‑6), skills involve problem-solving and the ability to adapt known procedures to new or changing contexts;

— at higher levels (e.g. EQF 7‑8), skills include managing complexity, exercising autonomy and judgment, and — at level 8 in particular — applying a systemic perspective and strategic approach to decision-making and innovation management across organizational and inter-organizational settings.

Expressions that indicate the level of proficiency are clearly identifiable in the articulation of each “advanced” knowledge or skill. For instance, in the case of knowledge:

— “basic” refers to an initial understanding of the rudiments of a subject;

— “in-depth” refers to more structured learning of the core aspects of the subject;

— “in-depth and consolidated” refers to structured learning enriched by practical experience, typically acquired through the implementation of specific initiatives, projects, etc. At the highest level, this may also include a “systemic vision”, enabling the strategic integration of innovation in complex environments.

The descriptors for each profile are developed in full coherence with the associated Tasks. Each set of Tasks defines the expected scope of activity for the professional profile and serves as a reference for identifying the corresponding knowledge and skills in a structured and consistent manner.

The aforementioned advanced knowledge and skills are marked with superscripts “+”, “++”, or “+++” to indicate their increasing level of complexity and integration.

In order to carry out the tasks referred to in 4.3, the Chief Innovation Officer shall possess the knowledge, skills, and the level of autonomy and responsibility specified below and summarized in Table 2.

In light of the descriptors set out in Table 2, it is assumed that the indicative level of autonomy and responsibility required for the Chief Innovation Officer corresponds to Level 8 of the European Qualifications Framework (EQF), as defined in Recommendation 2017/C189/03, Annex II.

The knowledges of this professional profile are defined as follows:

The skills of this professional profile are defined as follows:

Table 2 — Chief Innovation Officer — Relationship between tasks, knowledges and skills

In order to carry out the tasks referred to in 4.4, the Innovation Manager shall possess the knowledge, skills, and the level of autonomy and responsibility specified below and summarized in Table 3.

In light of the descriptors set out in Table 3, it is assumed that the indicative level of autonomy and responsibility required for the Innovation Manager corresponds to Level 7 of the European Qualifications Framework (EQF), as defined in Recommendation 2017/C189/03, Annex II.

The knowledges of this professional profile are defined as follows:

The skills of this professional profile are defined as follows:

Table 3 — Innovation Manager — Relationship between tasks, knowledges and skills

In order to carry out the tasks referred to in 4.5, the Innovation Specialist shall possess the knowledge, skills, and the level of autonomy and responsibility specified below and summarized in Table 4.

In light of the descriptors set out in Table 4, it is assumed that the indicative level of autonomy and responsibility required for the Innovation Specialist corresponds to Level 6 of the European Qualifications Framework (EQF), as defined in Recommendation 2017/C189/03, Annex II.

The knowledges of this professional profile are defined as follows:

The skills of this professional profile are defined as follows:

Table 4 — Innovation Specialist — Relationship between tasks, knowledges and skills

In order to carry out the tasks referred to in 4.6, the Innovation Technician shall possess the knowledge, skills, and the level of autonomy and responsibility specified below and summarized in Table 5.

In light of the descriptors set out in Table 5, it is assumed that the indicative level of autonomy and responsibility required for the Innovation Technician corresponds to Level 5 of the European Qualifications Framework (EQF), as defined in Recommendation 2017/C189/03, Annex II.

The knowledges of this professional profile are defined as follows:

The skills of this professional profile are defined as follows:

Table 5 — Innovation Technician — Relationship between tasks, knowledges and skills

In order to carry out the tasks referred to in 4.7, the Innovation Assistant shall possess the knowledge, skills, and the level of autonomy and responsibility specified below and summarized in Table 6.

In light of the descriptors set out in Table 6, it is assumed that the indicative level of autonomy and responsibility required for the Innovation Assistant corresponds to Level 4 of the European Qualifications Framework (EQF), as defined in Recommendation 2017/C189/03, Annex II.

The knowledges of this professional profile are defined as follows:

The skills of this professional profile are defined as follows:

Table 6 — Innovation Assistant — Relationship between tasks, knowledges and skills

1. 
   (normative)
   
   Elements for the evaluation and validation of learning outcomes
   1. General

This annex provides methods for the evaluation and validation of learning outcomes which aim to provide repeatable and reproducible results of this process.

The methodologies and subjects responsible for the evaluation of formal learning are established by legislative means and do not fall within the scope of this annex.

The evaluation of the competence and results of non-formal and informal learning shall be carried out evaluating in an objective and direct way the professionals’ competence and specific experiences, with reference to the knowledge, skills, autonomy and responsibility specified in 5.2 to 5.6, respectively.

• 1. Elements for accessing the evaluation and validation process

Table A.1 below reports a set of guidelines regarding elements for accessing the evaluation and validation process, in line with what is specified in Clause A.1.

Table A.1 — Elements for accessing the evaluation and validation process

• 1. Assessment methods of competence and specific experience of the professionals operating in the field of innovation management

In the evaluation of competence and specific experience of professionals operating in the field of innovation management, for all the professional profiles specified in Clause 5, the following elements may apply:

1) analysis and evaluation of the "curriculum vitae", integrated with documents proving the work activity and education and training undertaken by the candidate (see Clause A.2);

2) written exam for the evaluation of knowledge. This exam may consist of:

— a test with closed-answer questions: for example, a set of 40 questions, each offering four possible answers, of which only one is correct. ("true/false" type questions should be excluded); and/or

— a test with open-ended questions: for example, for each question the candidate shall provide an appropriate answer.

3) oral examination: required to verify any uncertainties reported in the written tests and/or to further verify the candidate's level of knowledge.

It is furthermore possible to consider the following additional assessment methods:

1) written exam on "case studies": the candidate is presented with a real situation relating to the specific profession. They must provide an appropriate response. This test, supplemented, if appropriate, by role-plays, makes it possible to assess the candidate's skills;

2) role plays of real operational situations: to assess personal abilities (for example, interpersonal skills, expected personal behaviors) as well as skills;

3) analysis and evaluation of works carried out: this method typically includes a comparison, in the candidate's presence, to further assess their skills, knowledge and interpersonal abilities. In this sense, the production of a minimal volume of work activities should be considered, such as, for example: innovation initiatives and projects carried out (documented with declarations of the customers, declarations of the employer(s), etc., over a period of 3 to 5 years), teaching at universities and/or in other relevant fields, studies and publications, organization of and/or participation in events concerning innovation management (for example, conferences, webinars, workshops, etc.).

• 1. Elements for permanent professional update

Professionals who comply with the professional profiles specified in this document shall follow a path of permanent professional update to maintain this conformity, and shall be able to demonstrate such ongoing development.

Table A.2 below reports a set of guidelines concerning the elements for permanent professional update to maintain the conformity to the requirements illustrated in this document, in accordance with what is specified in Clause A.1.

Table A.2 — Elements for maintaining conformity to the requirements specified in this document

1. 
   (informative)
   
   Professional ethics and code of conduct
   1. General

This annex provides a general framework for creating an infrastructure of professional integrity culture, with the aim of defining and managing the professional integrity of the professional(s) covered by this document.

This framework is particularly relevant for protecting consumers, users, other stakeholders, and contributing to the common good.

In line with this infrastructure, the following are provided:

— professional integrity charter;

— professional ethics charter;

— professional deontological charter.

• 1. Infrastructure of integrity culture

The infrastructure of professional integrity culture integrates a “rules-based” system (deontological aspects) and a system “based on principles and values” (ethical aspects) relating to the profession, into internal relationships between professionals and relations with relevant stakeholders.

In particular, the infrastructure includes the definition of the following elements:

1) The professional integrity charter: clarifies the rationale of the infrastructure of integrity culture and indicates the cultural, theoretical and regulatory benchmarks, as well as the relevant stakeholders attributable to the professional.

2) The professional ethics charter: indicates the Principles and Values identified as an ethical benchmark for the profession and provides a clear guideline for realistic and effective management of professional “ethical dilemmas”. The Principles indicate the ultimate goal of the profession and represent the foundation and criterion for thinking, decision-making and behaviours and, as such, are inviolable and non-negotiable. The Values indicate what is commendable and significant for the profession and which is therefore worthy of recognition and promotion. The Values are organized into a hierarchy ordered according to significant criteria and, as such, they can be “negotiated”, i.e. are subject to compromise and balancing, so as to ensure that the hierarchically most important value prevails, it also being understood that a Principle prevails over this value.

3) Code of Ethics: this is an articulated tool containing a set of ethical dilemmas relating to the Principles and Values. These dilemmas can arise in professional situations of uncertainty, in which choices shall be made, and where it is important to identify the reasons on which the decision is based. The creation of the Code of Ethics is entrusted to the association or organization that represents the professionals, involving the professionals themselves in its creation.

4) The professional deontological charter: this is a tool aimed at preventing inappropriate professional behaviours, which reports the set of rules and behaviours to be implemented in defined situations. It establishes the minimum level of acceptable professional conduct, highlighting specific obligations and responsibilities that can be expressed both in negative terms (what shall not be done) and in affirmative terms (what shall be done), as well as classified by types of violations in relation to each relevant stakeholder.

5) The Deontological Code: this details rules of conduct, indicating situations and behaviours by means of cases and examples, with a view to developing the ability to understand and interpret specific professional situations, providing an unequivocal answer about the conduct to be followed. The creation of the Deontological Code is entrusted to the association or organization that represents the professionals, involving the professionals themselves in its creation.

Figure B.1 is a general diagram showing the infrastructure of professional integrity culture.

Figure B.1 — General diagram of the infrastructure of professional integrity culture

• 1. The professional integrity charter

The ethical-value reference framework within which to outline the elements of the infrastructure of professional integrity

the founding principle of the professional's activity is the “safeguarding of human dignity” and, consequently, of “human rights”, since they originate from human dignity itself.

For these reasons, the professional is required to take inspiration from the European Convention on Human Rights and the Universal Declaration of Human Rights, expressing the universalist ethical positioning based on the respect and protection of human dignity and fundamental human rights.

• 1. The professional ethics charter

The professional ethical Principles define the universalist ethical positioning, specified in Clause B.3, which is based on the respect and protection of human dignity and fundamental human rights:

1) Principle of respect for human dignity: in every action and for every intention, for every objective and in every means, each human being is to be treated as an end and never as a means.

2) Principle of non-malevolence: in all professions, avoid harming people in any way.

3) Principle of benevolence: professions shall be aimed at promoting people's welfare.

4) Principle of integrity: maintain standards of personal conduct suitable for a professional in all circumstances, decisions and behaviours.

5) Principle of justice: treat others as human beings in an appropriate way, with fairness and equality.

6) Principle of usefulness: decisions and professions shall be aimed at achieving the maximum benefit for the greatest number of people, but without violating the rights and dignity of each person.

7) Principle of double effect: in decision-making and in the performance of the profession, foreseeable negative collateral effects that are in any case disproportionate to the potential benefit deriving from the main effect are to be avoided.

The professional Values represent the valid and functional modalities for correct expression of the profession with which the Principles are pursued and are defined and ordered according to a hierarchy of relevance:

a) Legality: act in accordance with existing laws and rules.

b) Sustainability: pursue development capable of ensuring that the needs of the present generation are met without compromising the possibility for future generations to meet their own needs.

c) Social justice: take action and commit towards the creation of a just and equitable society.

d) Honesty: act with sincerity and keep promises.

e) Incorruptibility: act while maintaining independence from private interests.

f) Impartiality: act without prejudice and with independence from specific group interests, avoiding any form of discrimination and identifying and managing any real or potential conflicts of interest.

g) transparency: act in a way that can be subjected to controls in order to justify and explain the actions to interested parties (stakeholders).

h) Competence: act with the necessary knowledge and skills, constantly attending to one's own training and continuing professional development, in order to guarantee high quality performance, in line with the most recent stages achieved by professional practice as well as analysis techniques and methodologies.

i) Service: act usefully and reliably, in accordance with customer preferences and with quality performance, achieving the desired objectives with the minimum resources necessary.

j) Dedication: act with diligence, enthusiasm and perseverance.

k) Innovation: act with imagination and creativity, invent or introduce new products, services or processes capable of generating value for the relevant stakeholders.

• 1. The professional deontological charter

The professional deontological charter contains the set of rules and behaviours that represent specific obligations and responsibilities relating to the professional's minimum level of acceptable conduct.

In general terms, the scope of the rules can be identified by crossing two dimensions:

1) type of relationship (professional-customer, professional-professional, professional-public);

2) characteristics of the professional service (loyalty, service, responsibility, independence, remuneration, advertising).

Table B.1 below provides a general reference framework within which further specific rules for the profession to which the professional deontological charter refers can be developed.

Table B.1 — General reference framework for the professional deontological charter

1. 
   (informative)
   
   Specialized roles in innovation management

This Annex presents a set of specialized roles reflecting emerging practices in innovation management, which may complement the general professional profiles defined in this document.

The general professional profiles defined in this document may, in certain contexts, also assume one or more specialized roles, depending on the size, structure, sector, and innovation maturity of the organization. These specialized roles reflect recurring configurations observed in organizations that adopt a structured approach to innovation management. They focus on specific aspects of innovation, such as systems, ecosystems, portfolios, or resilience—and often operate at a tactical level.

Specialized roles may be assigned individually or in combination, as they address different yet interconnected dimensions of innovation management. They are not exclusive, and their implementation can vary in depth and scope based on organizational priorities and capabilities.

The following examples are mapped to the corresponding EQF levels and serve as illustrative roles that support the application of this document in diverse organizational settings.

• Innovation System Manager (EQF 7) – Tactical role

Implements, maintains, and improves the innovation management system according to organizational needs and relevant standards. Ensures alignment between innovation processes and business objectives, facilitating continuous improvement and integration across departments.

• Innovation Ecosystem Manager (EQF 7) – Tactical role

Manages relationships with external organizations such as incubators, accelerators, corporate venture capital, and innovation networks. Facilitates collaboration and partnerships to drive innovation, expand market opportunities, and integrate external knowledge into the organization.

• Innovation Portfolio Manager (EQF 7) – Tactical role

Manages a balanced portfolio of innovation initiatives, ensuring alignment with strategic objectives and optimizing resource allocation. Monitors progress, assesses risks, and facilitates decision-making to maximize the value of innovation investments.

• Innovation Initiative Manager (EQF 6) – Tactical role

Leads individual innovation initiatives, managing their lifecycle to reduce uncertainty and ensure successful execution. Coordinates cross-functional teams, applies innovation methodologies, and adapts plans to evolving challenges. When applicable, aligns initiatives with the broader innovation management system.

• Innovation Antifragility Manager (EQF 7) – Tactical role

Manages innovation initiatives in complex and uncertain environments, turning challenges and shocks into opportunities for growth. Promotes predictive approaches to anticipate risks and dynamically adapt innovation strategies. Fosters a culture of continuous learning and experimentation to enhance the organization’s ability to benefit from uncertainty. Monitors the impact of volatility on innovation and optimizes resources to maximize value in unstable conditions.

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