Practical guides on cybersecurity funding, EU grants, national support programmes and financial incentives for companies that want to improve cyber resilience, comply with NIS2, DORA or CRA, secure digital products, train employees or implement cybersecurity controls. We explain who can apply, what can be funded, how to prepare a cybersecurity project and how to connect funding with a practical security roadmap.
Cybersecure Water Utilities: How to Deliver the Grant Project and Secure IT/OT?
Cybersecure Water Utilities is not only a grant programme for buying IT equipment or services. It is an opportunity to significantly improve the resilience of the water and wastewater sector, which provides one of the most important services to residents: access to water and wastewater management. A good project should connect four areas: organizational, competency, technical IT and technical OT. The greatest value appears when the grant leads to an ISMS, risk management, secure remote access, IT/OT segmentation, backup, monitoring, training, incident procedures and recovery testing. The biggest mistake is treating the grant as a one-time purchase without a process, owner, tests and post-project maintenance.
Prepared by: CCyber Editorial Team
Cybersecure Water Utilities is a programme designed to strengthen the digital resilience of entities responsible for water and wastewater services. Funding should be used not only to buy tools, but to build an operating IT and OT security system. The best project covers four layers: organization, skills, technical IT safeguards and technical OT safeguards. In practice, this means an ISMS, risk register, asset register, secure remote access, MFA, IT/OT segmentation, backup, recovery tests, monitoring, incident procedures, training, supplier assessment and delivery evidence. Water utilities should not ask only what can be bought with the grant. They should ask what must continue to operate so residents have continuity of water supply and safe wastewater services despite a cyberattack.
July 2026
Cybersecure Water Utilities is financed from Poland’s National Recovery and Resilience Plan under investment C3.1.1. The programme is implemented by the Centre for Digital Poland Projects in cooperation with NASK National Research Institute.
The purpose is to increase digital resilience of national cybersecurity system entities responsible for water and wastewater services and units performing public utility tasks. In practice, this means protecting IT systems, OT systems, data, technological processes, remote access, suppliers and employee skills.
The ranking list shows the scale of needs in the water and wastewater sector. Hundreds of applications were assessed, and projects received funding worth hundreds of millions of PLN. Such high interest means the sector understands the importance of cybersecurity, but it also shows the investment gap in IT, OT, procedures, training and security management.
This is not only statistical information. For water utility boards and local governments, it means that cybersecurity in the water and wastewater sector is becoming a management standard, not an exception.
Access to water and wastewater services are basic services for residents, public health, businesses, schools, hospitals and administration. Disruption of water utilities or wastewater treatment is not an ordinary IT outage. It can lead to water supply interruption, service quality deterioration, sanitary issues, communication chaos and loss of trust in local government.
Water utility cybersecurity must cover all three areas. Securing email alone is not enough. Securing SCADA alone is also not enough if a supplier has uncontrolled remote access or backup has not been tested.
One of the most serious risks is direct or weakly secured remote access to control systems, operator panels, visualization systems, industrial routers, GSM modems, VNC, RDP or technical support tools.
Industrial devices exposed to the internet can be targeted by activists, cybercriminals or random scanners. Even if the system does not seem financially attractive, it may be attacked for publicity or service disruption.
Ransomware may start from a workstation, email or file server and then affect billing, documentation, customer service, operational data and technical coordination.
If the office network is connected to OT without proper segmentation and control, an IT incident may move into the technological environment.
Integrators, automation service providers, domain system providers and external IT companies often have access to the environment. Lack of MFA, named accounts, logging and just-in-time access procedures increases risk.
Backup without restore testing does not prove that the water utility can recover after ransomware, configuration error or hardware failure.
During an incident, there is no time to decide who makes decisions, who reports to CSIRT, who contacts the supplier, who informs the municipality and who communicates with residents.
A good grant project does not end with signing the agreement and buying solutions. It should change how the organization operates. Every cost should lead to a specific effect: lower exposure, shorter detection time, better backup, stronger access control, ready procedure or higher employee competence.
The organizational area is often underestimated because it does not look as attractive as a new tool. In practice, this area decides whether the project will work after funding ends. Without policies, roles, risks, procedures and reporting, tools quickly become unused or misconfigured.
Water utility cybersecurity depends not only on IT staff. Automation engineers, dispatchers, field technicians, customer service employees, accounting, shift managers, board members and suppliers all matter.
The IT environment is often the attacker’s entry point. The project should cover email, identity, workstations, servers, backup, finance systems, billing, customer systems, documentation and remote access.
OT requires a different approach than classic IT. Technological systems must operate reliably, often for many years, and misconfiguration may have physical consequences. OT safeguards must therefore be designed carefully, with automation and operations teams involved.
Remote access is needed because automation providers, service teams and technical duty staff must respond quickly. But uncontrolled remote access is one of the most serious risks. The grant should help move from informal access to a controlled model.
Backup in water utilities is not only a copy of office files. The organization must know which data and configurations are needed to restore operations.
The most important evidence is not that backup exists. The most important evidence is a critical system restore test and a protocol showing what was restored, how long it took, who participated and what problems were found.
Monitoring makes sense when it is clear what will be monitored, who responds to the alert, how escalation works and what happens after hours. Many water and wastewater entities do not have their own SOC, so SOC as a Service, MDR or shared monitoring for several units may be a good model.
Positive assessment and funding award are only the beginning. The greatest risk appears during delivery: procurement, acceptance, integrations, tests, evidence, deadlines, suppliers and outcome maintenance.
The grant should leave behind measurable improvement in cyber resilience. That is why KPIs should be defined at the beginning, understandable for the board, municipality, auditor and technical team.
The organization buys many solutions but does not know how they will connect with existing IT, OT, monitoring, backup and procedures.
The project strengthens only office computers, while control systems, remote access and field devices remain uncontrolled.
OT cybersecurity should not be designed without people responsible for the technological process.
Tools are implemented, but nobody tests restore, alert escalation, remote access or incident procedure.
The project is technically completed, but there are no reports, protocols, attendance lists, baseline configurations or acceptance confirmations.
After the grant ends, there is no money for licences, monitoring, service, training and regular tests.
Automation and IT suppliers still use broad remote access, shared accounts or unlogged connections.
The board does not see risks, delays, scope changes and project outcomes. Without reporting, accountability and continuity after the project are hard to maintain.
Water and wastewater entities in the national cybersecurity system should treat the grant as part of preparation for wider obligations. The project should support not only technology, but also formal organizational readiness.
A medium-sized water and wastewater company has SCADA, several pumping stations, a wastewater treatment plant, telemetry network, billing system, Microsoft 365, file server and external automation and IT suppliers. An audit shows that some remote access uses old VPN, service accounts are shared, backup has not been tested and OT devices are not fully inventoried.
The grant project is divided into four packages. In the organizational area, an ISMS, risk register and incident procedure are created. In the competency area, training is delivered for the board, IT, automation staff and dispatchers. In the IT area, MFA, EDR, backup and restore testing are implemented. In the OT area, inventory, segmentation, remote access control and anomaly monitoring are implemented.
After the project, the organization has not only new safeguards, but also evidence: audit report, asset register, MFA report, restore test report, segmentation protocol, incident procedure, tabletop results and board report. This is real cyber resilience, not only a settled purchase.
This topic can be connected with further reading and CCyber services to move from ranking list and grant agreement to safe project delivery.
ccyber.io helps water and wastewater companies, local governments and municipal companies turn the Cybersecure Water Utilities grant into real IT and OT security improvement. We combine financing, cybersecurity, OT, national cybersecurity rules, NIS2, IT projects, suppliers and delivery evidence.
We can support your organization with:
The best first step is a Cybersecure Water Utilities Delivery Workshop. In a short workshop, the organization can review project scope, IT/OT risks, required evidence, timeline, suppliers, outcome maintenance and alignment with national cybersecurity rules and NIS2.
No. The programme covers four areas: organizational, competency, technical IT and technical OT. Tool purchases make sense only when they support a process, procedure, risk and measurable outcome.
Not every cost must relate to OT, but OT is a key risk area in the water and wastewater sector. Control systems, telemetry, SCADA, PLCs and supplier remote access should be analyzed.
The most important actions are appointing the project owner, confirming scope, preparing timeline, securing evidence, defining acceptance criteria and connecting purchases with real security outcomes.
Backup is very important, but not enough. It must be tested, backup accounts must be protected, RTO and RPO must be defined and backup must be connected with a ransomware recovery procedure.
Not always in the same scope. Every entity should have detection and escalation capability. This may be an internal process, MSSP service, SOC as a Service or shared model.
It should be inventoried, limited, secured with VPN and MFA, moved to named accounts, logged and preferably implemented as just-in-time access where possible.
MFA report, backup and restore test report, risk register, IT/OT asset register, incident procedure, training report, OT audit report, supplier access review and board report.
Start with critical services, risks, owners, remote access, backup, MFA, OT and evidence timeline. Only then finalize purchases and deployments.
Cybersecure Water Utilities is one of the most important programmes strengthening the cyber resilience of the water and wastewater sector. Its importance goes beyond buying equipment and services. It protects a public service directly connected with health, safety and everyday life of residents.
The best projects will connect organization, skills, IT and OT. They will include ISMS, risks, remote access, segmentation, MFA, backup, monitoring, training, suppliers, incident procedures and tests. This turns the grant into an investment in resilience, not only a settled expense.
The best rule is: do not first ask what to buy. Ask which technological process and which resident service must operate after a cyberattack, then plan safeguards, people, procedures and evidence around that answer.
Cybersecurity Grants from the Digital Europe Programme: How to Prepare and Deliver a Successful Project?
A cybersecurity grant is not only a way to buy a tool. It is a project that needs a clear objective, business justification, compliance with the call rules, measurable outcomes, realistic budget, timeline, competent team, delivery evidence and a plan to sustain results after funding ends. The Digital Europe Programme and NCC-PL initiatives show that funding can support SMEs, NIS2 and CRA projects, AI-based cybersecurity solutions, preparedness testing, penetration testing, vulnerability assessment, training, platforms, services and tools that increase cyber resilience. The biggest risk for beneficiaries is not only a weak idea, but poor scope, unrealistic budget, missing owners, weak documentation and failure to deliver outcomes.
Prepared by: CCyber Editorial Team
Cybersecurity funding from the Digital Europe Programme, NCC-PL, ECCC or similar instruments can accelerate the development of products, services, skills and organizational resilience. However, it should not be treated as “free money for cyber”. A grant is a project that must be planned, justified, delivered, documented and reported. The best projects have a clear problem, well-defined beneficiaries, measurable outcomes, realistic budget, strong team, solid timeline, delivery evidence, risk management plan and a sustainability plan after funding ends. The most common mistakes are overly broad scope, missing owner, unrealistic timeline, weak cost justification, poor alignment with the call objective, underestimating reporting work and missing evidence.
July 2026
Cybersecurity is becoming more expensive and more necessary. Companies must invest in MFA, backup, EDR, monitoring, training, supplier assessment, penetration testing, compliance with NIS2, CRA, DORA, AI Act, ISO 27001 and cyber insurance. At the same time, SMEs, startups, healthcare entities, local governments and smaller technology providers often do not have the budget to implement everything quickly and independently.
Grants can reduce the entry barrier. They can help develop Polish cyber products, strengthen SMEs, test organizational resilience, fund training, create compliance tools, develop AI-based solutions, support healthcare, digital infrastructure and supplier resilience.
The Digital Europe Programme supports the development and deployment of advanced digital technologies in the economy and public administration. In cybersecurity, an important role is played by the ECCC, the European Cybersecurity Competence Centre, and the network of National Coordination Centres. In Poland, this role is performed by NCC-PL.
From the perspective of companies and institutions, the key point is that such programmes do not fund “cybersecurity in general”. They fund specific objectives: deployment of innovative solutions, tool development, testing, vulnerability assessment, regulatory readiness, critical sector resilience, skills, AI, cloud, infrastructure and response capabilities.
Digital Europe Programme and related calls show which directions matter for the EU and the Polish cyber ecosystem. Some of the calls mentioned had deadlines in the first half of 2026, so they should be treated as examples and a preparation pattern for future competitions.
Calls focused on uptake of innovative cyber tools for SMEs show that regulations such as NIS2 and CRA create a real need for practical solutions. It is not enough to say that SMEs must be secure. They need tools, platforms, services, training, hotlines and processes that can be implemented in small organizations.
AI-based cyber solutions can support threat detection, alert analysis, incident response, automation and data analysis. Such projects must also address the security of AI itself, data quality, AI Act compliance, GDPR and risk of wrong decisions.
Preparedness tests, exercises, penetration tests and risk assessments matter because they show whether organizations are ready for real incidents. A well-designed testing project does not end with a report. It should lead to remediation and retesting.
Grants for organizations specializing in cybersecurity show that the market needs practical services: penetration testing, vulnerability assessment, technical recommendations and support for entities in scope of NIS2.
Calls related to submarine cables show that cybersecurity is connected with physical infrastructure, international communications and strategic resilience. This is a good example of a project where cyber, infrastructure, AI, data analysis and operational security must work together.
Eligible entities depend on the specific call. In practice, cybersecurity projects include various groups of beneficiaries and partners.
A consortium makes sense when the project requires combining skills: technology, research, deployment, access to end users, regulation, testing, training and commercialization. A consortium should not be created only to look better in the application. Every partner must have a real role, budget, tasks and accountability.
The best chance belongs to projects that fit the call objective and can show why their outcome is needed, feasible and sustainable.
The biggest mistake is starting with “how much can we get?”. The more important question is: which problem does the programme want to solve and does our project really address it?
A project for SMEs affected by CRA and NIS2 will be different from a project for hospitals, CSIRTs, digital infrastructure entities or cyber providers. The more precisely the beneficiary is defined, the easier it is to justify scope.
The outcome should be specific: tool, platform, service, testing methodology, training, module, report, pilot, deployment, recommendations, ready product or tested procedure.
Check whether the organization can apply, whether a consortium is required, whether an EU or EEA establishment is needed, what the funding rate is, what co-financing is required and which costs are eligible.
The budget should follow tasks. Each cost should have a justification, owner and link to the project outcome.
The timeline must include time for procurement, contracts, testing, acceptance, corrections, reporting, partners, risks and delays. A cyber project often needs more time for integration and testing than the first plan assumes.
Already at the application stage, you should know which evidence will prove project delivery: acceptance protocols, test reports, logs, technical documentation, participant lists, training reports, scan results, materials, repositories and financial reports.
Every call has its own rules, but cybersecurity projects may cover many types of activities. The list below helps prepare scope, but it must always be compared with the documentation of the specific competition.
The budget should be understandable for evaluators and defensible during reporting. It should not look like a wish list. It should follow work packages and outcomes.
A grant project must have measurable outcomes. In cybersecurity, it is easy to fall into generic language such as “improving security”. That is not enough. The project must show exactly what will change.
Awarding the grant is not the end. It is the moment when the project moves from promise to execution. This is where the most common problems appear: delays, missing documentation, partner disputes, unclear roles, missing evidence, procurement errors and reporting left until the last moment.
The project should have a sponsor, project manager, work package owners, finance owner, compliance owner, technical owner and evidence owner.
A steady rhythm works best: weekly operational meeting, monthly management review, quarterly risk review and evidence review before every report.
In a publicly funded project, decisions should be recorded. This applies to scope changes, supplier selection, timeline shifts, risks, acceptance and approvals.
A cyber project almost always changes. New vulnerabilities, technology changes, supplier delays, regulatory changes and new user needs appear. What matters is that changes are controlled and documented.
The most expensive mistake is trying to recreate documentation at the end of the project. Evidence should be created when the task is completed.
The project is interesting, but it does not solve the problem described in the competition. Evaluators see weak alignment and scoring drops.
AI, NIS2, CRA, resilience and innovation matter, but slogans are not enough. The application must show what exactly will be done.
The project talks about the market, but does not show who will actually use the solution, how it will be deployed and how it will be maintained.
The budget is too low to perform the tasks or too high without justification. Both situations weaken credibility.
The team declares advanced cyber activities, but does not show experience, roles, certifications, projects or partners.
Evaluators want to know what happens after funding ends. Will the product be maintained? Will the service be available? Will the results be used?
Everyone runs part of the project, so nobody controls timeline, budget, partners, reports and evidence.
Documentation created at the last minute is incomplete, inconsistent and hard to defend.
The team adds features, changes technology or moves tasks without a formal decision and without assessing budget impact.
Partners work separately, do not understand dependencies and do not provide evidence on time.
A cyber project is not only technical work. Reporting, meetings, acceptance, coordination, documentation and settlement require real time.
The beneficiary does not prepare documents for control and later has to search for evidence in emails, chats and folders.
Do not rely only on the competition summary. Eligibility, reporting, changes, subcontracting and evidence rules come from the call documents and agreement.
Every task should have a folder or record: description, owner, outcome, evidence, date, status and link to costs.
If a cost relates to penetration testing, there should be a test report, scope, acceptance protocol and budget link.
In a consortium, every partner must provide evidence of its tasks, while the coordinator should control completeness.
Supplier delay, technical problem, lack of resources or scope change should go into the risk register, not remain an informal conversation.
The best grant project increases the cyber resilience of beneficiaries. This means that after the project ends, the organization should be better prepared for threats, not only richer by one document or one-time report.
A Polish cybersecurity company develops a tool helping SMEs prepare for NIS2 and CRA. The tool supports asset inventory, supplier assessment, risk register, training and compliance evidence. The company sees a Digital Europe call and wants to apply.
The first version of the application is too generic. It describes a “cyber platform for SMEs”, but does not identify a specific beneficiary group, KPIs, pilot, sustainability model and evidence. After a workshop, the scope is narrowed: the project includes a platform, training module, expert hotline, pilot in 50 SMEs and impact report. The budget is assigned to work packages, while a research partner owns the maturity assessment methodology.
After receiving the grant, the company launches an evidence repository, meeting cycle, risk register, progress reporting and acceptance protocols. It does not wait with documentation until the end of the project. After several months, it can show which SMEs used the tool, which gaps were identified, which training was completed and which outcomes were deployed.
This topic can be connected with further reading and CCyber services to move from funding idea to a well-prepared project and secure implementation.
ccyber.io helps organizations prepare cybersecurity project scope, plan budgets, define outcomes, collect evidence, implement solutions and translate funding into a real increase in cyber resilience. We can support both organizations applying for grants and beneficiaries that already received funding and must deliver the project properly.
We can support your organization with:
The best first step is a Cyber Grant Readiness Workshop. In a short workshop, the company can determine whether the idea fits the funding programme, which outcomes should be planned, which costs are logical and which evidence should be collected from the first day of the project.
Sometimes yes, but it depends on the rules of the specific call. The purchase must be part of a project with a clear objective, outcome, beneficiary and justification, not only a shopping list.
In some calls yes. In others, a consortium is recommended or practically useful. The call documentation and eligibility requirements must always be checked.
Not always, but many current cyber calls support solutions helping organizations meet regulatory requirements, including NIS2 and CRA. Alignment with regulations often strengthens project justification.
Both matter. A good idea can fail because of weak scope, budget and missing evidence. A good grant project must be needed, feasible and reportable.
No project manager, weak documentation, unclear partner roles, underestimating reporting, delays, missing evidence and uncontrolled scope changes.
It can improve project attractiveness if AI is justified and securely designed. Simply adding AI to an application without clear function, data, controls and AI Act compliance may weaken the project.
Through measurable outcomes: number of tests, deployments, trained people, closed vulnerabilities, reduced response time, improved maturity, technical reports, acceptance protocols and pilot results.
Start with alignment between the idea and the call objective. Then define beneficiary, outcome, budget, partners, KPIs, risks and evidence that will prove the project was delivered.
Cybersecurity grants from the Digital Europe Programme and NCC-PL initiatives can be an important accelerator for Polish companies, SMEs, cyber providers, the public sector, healthcare and organizations preparing for NIS2, CRA, DORA and AI Act. They can support tools, services, training, tests, platforms and new skills.
However, the grant should not be treated as one-time funding for a purchase. It should be a project with a real outcome, beneficiary, metrics, timeline, evidence and sustainability plan. A well-delivered project does not only end with successful reporting. It leaves behind stronger cyber resilience.
The best rule is: do not write a project for the money. Write it for a problem that truly needs to be solved, and treat funding as a tool to reach the outcome faster and with better documentation.
Cybersecurity Funding: What Polish Companies Should Pay Attention to in 2026
In 2026, Polish companies should look at cybersecurity funding more broadly than just as a “grant for a firewall”. The biggest opportunities appear where cybersecurity is part of digitalization, automation, Industry 4.0, NIS2 compliance, CRA product readiness, operational resilience, cloud, AI, backup, access management and security testing. The best-prepared projects include a risk diagnosis, technical scope, budget, schedule, evidence of need, regulatory links and measurable business outcomes.
Prepared by: CCyber Editorial Team
In 2026, Polish companies should look for cybersecurity funding not only in programmes explicitly called “cyber”. In practice, cybersecurity may be part of projects related to digitalization, automation, digital transformation, Industry 4.0, digital product development, NIS2 compliance, Cyber Resilience Act readiness, operational resilience, cloud, AI, backup, identity management, security testing and training. The key is proper project preparation: risk diagnosis, system list, business justification, budget, schedule, measurable outcomes, regulatory links and evidence that the company can implement and maintain the purchased solutions. A list of tools alone is rarely enough. Funding institutions want to see purpose, impact and sustainability.
July 2026
2026 is important because companies face several trends at the same time. Customer, insurer, auditor and regulatory requirements are increasing. NIS2 increases pressure on cyber risk and supplier management. The Cyber Resilience Act requires software and hardware producers to prepare for digital product security. DORA affects the financial sector and ICT providers. AI accelerates digitalization, but also creates new risks. Ransomware and phishing still cause real downtime and losses.
This means cybersecurity is no longer only an IT cost. It becomes part of competitiveness, operational resilience, regulatory compliance and access to larger customers. For this reason, cybersecurity funding should be planned not as a “security project”, but as a company development project.
Polish companies often search for programmes using the phrase “cybersecurity grant”. This is too narrow. In practice, cybersecurity costs may appear in projects related to digitalization, automation, IT system implementation, cloud, AI, Industry 4.0, e-services, product security, regulatory compliance or operational resilience.
A good funding strategy therefore starts by finding the right programme objective, and then showing why cybersecurity is necessary to achieve that objective.
The European Funds portal indicates that company digitalization may be supported through grants, subsidies and preferential loans. In practice, support may cover ready-made solutions, licenses, technologies, software development work and pre-implementation advisory. This is important because cybersecurity is often part of secure digitalization, not a separate product.
Dig.IT is an example of an instrument where cybersecurity may appear as part of modern digital technology implementation. The programme is addressed to micro, small and medium-sized enterprises from the manufacturing and production services sector. Its description includes big data, AI and cybersecurity.
For manufacturing companies, cybersecurity is often connected with automation, system integration, production data, cloud, IoT, MES, ERP or SCADA systems. If a digitalization project increases dependency on digital systems, security should be included in the scope.
Loan instruments may be a good option for larger projects where cybersecurity is part of broad digital modernization. Loans for digital and green transformation are available to companies across Poland, and the digital part may include transformation toward Industry 4.0, automation, robotization, cloud, data analytics and digital systems.
EDIH is an especially important path for SMEs that are not ready for a large investment project yet. EDIHs offer audits, advisory, test before invest, training, skills development, funding support, networking and access to the innovation ecosystem. Cybersecurity is also part of the Polish EDIH offer.
In 2026, regional programmes should be monitored closely because some support for digitalization and SME growth is available at voivodeship level. The European Funds portal lists examples of regional loans and instruments for company digitalization.
The Digital Europe Programme is an important source of funding for cybersecurity, AI, digital skills and digital infrastructure projects. For many companies, this path will be more difficult than national programmes because it often requires a consortium, international partners, larger scope and alignment with programme objectives.
Not every cybersecurity project must be grant-funded. Larger projects may use repayable funding, preferential loans, guarantees, technology leasing or investment financing. In 2026, it will be especially important to connect cybersecurity with business resilience, technology, automation and digital sovereignty.
The application should not start with “we want to buy a tool”. It should start with a problem: ransomware risk, lack of tested backup, broad access, customer requirements, NIS2, CRA, OT risk or lack of secure product update process.
Cybersecurity is easier to finance when it is connected to a specific business outcome.
Not every cyber cost is eligible in every programme. Check the rules, cost catalogue, state aid, limits, own contribution, timelines, payment mechanism and sustainability requirements.
Funding institutions want to see results. For cybersecurity, practical indicators are useful.
A one-time purchase is not enough. The company must show who will maintain the solution, who will respond to alerts, who will update procedures, who will perform tests and how results will be sustained after funding ends.
If the company wants to buy a tool but does not show risk, purpose and outcome, the project may look like an ordinary operating cost.
Replacing one tool with another may be difficult to justify if it does not show improved resilience, compliance or maturity.
Grant-funded cybersecurity should have an owner inside the company, not only a technology supplier.
If the company does not show who will maintain the solution after implementation, the project may be evaluated weaker.
Not every programme finances everything. Even a good cyber project may not fit a programme if it does not meet its objective.
First check programme objective, cost eligibility and requirements. Only then define the technical scope.
Without an audit or risk assessment, it is difficult to justify why the project is needed.
“Improving cybersecurity” is too broad. It is better to identify specific risks, systems, controls and outcomes.
The project should show how the company will measure security improvement.
EDR, SIEM or backup implementation without people, processes and maintenance may not create lasting value.
A good budget requires time, option comparison and alignment between scope and programme rules.
NIS2, CRA, DORA, ISO 27001 and customer requirements may strongly justify a project. They should be shown.
A cybersecurity funding application requires technical, financial and business perspectives. One person rarely sees the full picture.
The company has ransomware risk, no tested backup, no MFA on critical accounts, customer requirements or regulatory duties.
Increase digital resilience, reduce downtime risk, meet NIS2 or CRA requirements, securely implement digital technologies.
Diagnosis, technology implementation, procedures, tests, training, documentation and evidence.
MFA on critical systems, restore test, shorter recovery time, closed vulnerabilities, more secure product, trained team.
Control owner, recurring tests, maintenance budget, procedures, board reporting.
For companies in scope of NIS2 or working with regulated entities, the project may cover risk management, incident response, backup, suppliers, training, logs, MFA, vulnerabilities and compliance evidence.
For software and hardware producers, the project may cover product security: SBOM, secure SDLC, testing, vulnerability management, update process, vulnerability disclosure and technical documentation.
For financial companies and ICT providers, the project may cover digital resilience, testing, supplier register, ICT contracts, incident reporting, backup, business continuity and auditability.
For companies preparing for certification, the project may cover risk register, policies, controls, audits, training, supplier management and evidence repository.
A manufacturing company has 120 employees. It plans to implement MES, ERP integration, automated production data collection and a B2B customer portal. Initially, the project is described as production digitalization. After analysis, however, it becomes clear that the new solution will increase dependency on cloud, industrial network, user accounts, API integrations and production data.
The company expands the project with cybersecurity: network segmentation, MFA for critical accounts, configuration backup, restore testing, monitoring, administrator training and incident procedure. The application does not describe cyber as an add-on, but as a condition of secure digital transformation.
This makes the project consistent: automation improves efficiency, while cybersecurity reduces downtime, data loss and operational error risk. The company also prepares indicators: number of systems covered by MFA, recovery time, number of trained people and restore test after implementation.
ccyber.io helps companies prepare cybersecurity projects for funding from grants, subsidies, loans and digitalization programmes. We combine security, regulatory, funding, technology and business perspectives.
We can support your organization with:
The best first step is a Cyber Funding Readiness Workshop. In a short workshop, the company can determine what it wants to finance, which funding sources fit the project, which costs may be problematic and how to prepare a project that makes business and technical sense.
It depends on the call. Often, cybersecurity is not a standalone objective, but it may be part of digitalization, digital transformation, Industry 4.0, regulatory compliance or digital product development.
It may be, but only if it fits the rules of the specific programme and is justified in the project. A tool purchase without diagnosis and outcome may be harder to defend.
Yes. EDIHs offer SMEs services related to digital transformation, including audits, advisory, test before invest, training, funding support and cybersecurity services.
Yes. ERP, MES, SCADA, IoT, AI, cloud and automation projects should include a security element because they increase the company’s dependency on digital technologies.
In many cases, elements of NIS2 readiness may be part of a digitalization, resilience, risk management, training, backup, incident or supplier project. The rules of the specific programme must be checked.
The most important elements are alignment with the programme objective, clear risk justification, measurable outcomes, realistic budget, schedule and sustainability of results.
Start with cybersecurity diagnosis, risk list, critical systems map and current call review. Then match the project to the funding source, not the other way around.
Yes. Calls are competitive and timelines change. The company should have a minimum plan funded from own resources, a loan or staged financing.
Cybersecurity funding in 2026 requires a broad view. Polish companies should look not only for programmes called “cyber”, but also for digitalization, transformation, Industry 4.0, EDIH, FENG, regional programmes, Digital Europe, loans and repayable financing.
The best cyber projects are specific: they come from diagnosis, address real risk, connect with business, regulations and technology, have measurable outcomes and a maintenance plan. The weakest projects are shopping lists without justification.
The best rule is: do not ask first “what grant is available?”. Ask which cyber risk you reduce, which business outcome you achieve and which funding source best fits that objective.
How to Prepare the Scope and Budget of a Cybersecurity Project for a Grant Application?
A strong cybersecurity project scope and budget for a grant application should be based on risk, gaps, business requirements, regulations and measurable outcomes. A list of tools or a generic “cybersecurity improvement” statement is not enough. You need work packages, actions, costs, schedule, suppliers, own contribution, eligibility, evidence and impact: lower risk, stronger resilience, safer product or audit readiness.
Prepared by: CCyber Editorial Team
The scope and budget of a cybersecurity project for a funding application should be prepared so that the evaluator, board and finance team immediately see the project logic: problem, risk, actions, costs, outcomes and evidence. The most common mistake is adding a random list of tools, training and audits without showing why they are needed and what they will change. A strong project starts with an assessment, gap map, risk register and priorities. It is then divided into work packages such as MFA, backup, monitoring, incident response, secure SDLC, SBOM, training, documentation and testing. Every cost should have an owner, justification, result, timeline, pricing basis and acceptance evidence.
July 2026
Project scope answers: what exactly the company will do, what the project does not include, which problems it solves, which results will be produced and who is responsible for them. In cybersecurity, scope should not be too general. “Improving company security” is not enough because it does not show which specific risk will be reduced.
A good scope should identify:
Simply put: scope explains what will change in the company after the project. If, after completion, the company does not have a new capability, process, control, documentation, skill or evidence, the scope is too weak.
The project budget is not only a sum of costs. It is a logical justification of how much it costs to achieve the project outcomes. The budget should show which costs are necessary, optional, potentially eligible, require own contribution and must be maintained after project completion.
A good budget should include:
The key rule: every budget item should answer “what will be created because of this cost?”.
Many companies start with: “how much funding can we get and what can we buy?”. This is the wrong approach. It leads to an artificial project that looks like a shopping list. A better process starts with risks and gaps.
The grant should fund a sensible project. The project should not pretend to be sensible only because a call appeared.
A cybersecurity project should begin with a business problem, not technology. The evaluation committee and board must understand why the project matters.
Example problems:
Evidence to prepare: short business note: problem, impact, risk and urgency.
The project may follow from regulations, contracts, customer audits, cyber insurance, board strategy or a real incident. This should be named because requirements help justify scope.
Check whether the project concerns:
Evidence to prepare: map of requirements and business pressure sources.
Gap analysis shows the difference between the current state and target state. Without it, the project may be too broad or random.
Gap analysis should identify:
Evidence to prepare: gap table with priority, risk, action and cost.
Not every project can be funded in full. It is useful to prepare two scope levels: minimum and extended.
These are actions that must be done regardless of the grant because they reduce the most urgent risk.
Examples:
These actions build stronger capability and may be a good funded project scope.
Examples:
Evidence to prepare: project variants: minimum, extension and actions outside the project.
Work packages organize scope and budget. They prevent the project from looking like a random cost list.
Evidence to prepare: work package structure with objectives, results and costs.
Every package should end with a specific result. If a package has no result, its cost will be hard to justify.
Evidence to prepare: result list and acceptance method.
The application should show how the company will measure impact. Metrics do not need to be complicated, but they must be concrete.
Example metrics:
Evidence to prepare: baseline and target indicator table.
Do not enter one “cybersecurity” item. Split the cost into concrete actions and results.
Example:
Every cost should belong to the project structure. If a cost does not fit any package, it likely needs to be removed or the scope must be adjusted.
Example: an SCA tool should be in the secure SDLC and product security package, not in generic IT cost.
Different programmes treat cost types differently. First divide costs into categories.
Then check whether the category is eligible in the specific call.
The budget should be credible. Offers, market research, price lists, specifications or benchmarks are useful.
For each item, prepare:
In cybersecurity, many costs repeat after the project ends. They should be shown even when they are not funded.
Evidence to prepare: project budget and post-project maintenance budget.
The application must be financially consistent. Before submission, check with accounting or a grant advisor how VAT should be treated, what own contribution is required, whether state aid or de minimis applies and which limits are relevant.
Check:
The budget must match the schedule. Some costs may be incurred only after eligibility starts, after signing the agreement or after supplier selection is completed.
The cost schedule should show:
Every cost should have evidence that it was incurred and the result was produced. This matters for reporting, audit and the board.
Example evidence:
The structure below helps organize the project before preparing the application.
Work package: Incident response and business continuity.
Action: incident response plan preparation and ransomware tabletop exercise.
Risk: the company has not exercised ransomware response and does not know how quickly systems can be recovered.
Result: response plan, ransomware playbook, emergency contact list, exercise report and remediation action list.
Evidence: documents, participant list, exercise scenario, report and board decisions.
Cost name: Web application and API security test.
Description: test of SaaS application and API covering authentication, authorization, access control, application vulnerabilities and recommendation report.
Result: test report, vulnerability list, priorities, retest after fixes.
Acceptance evidence: test report, acceptance protocol, retest report.
Justification: action supports product security, B2B customer requirements, secure SDLC and readiness for CRA or audit.
The cost description should be concrete. Avoid generic names that do not say what will actually be done.
“Cybersecurity services”.
“Cybersecurity audit”.
“Cybersecurity gap analysis covering Microsoft 365, backup, access control, incident response, suppliers and evidence documentation, ending with a gap report, priorities and 12-month action roadmap”.
“Scanner purchase”.
“Purchase of a vulnerability scanning tool”.
“Implementation of a vulnerability management process with a tool, scan configuration, ticketing integration, triage rules, board reporting and process effectiveness test”.
In the budget, you do not sell a tool. You show the capability the company will build through the project.
Good scope:
Typical results:
Good scope:
Typical results:
Good scope:
Typical results:
Good scope:
Typical results:
Good scope:
Typical results:
Cost eligibility must be checked for the specific call. General knowledge that “a similar cost was funded before” is not enough.
If the answer is unclear, mark the cost as “to be verified” and do not build the whole project around that item.
The schedule should be realistic. Cyber projects often require a sequence: diagnosis, design, tool selection, implementation, testing, training and evidence.
Cybersecurity should not be described only in technical language. The application should show what the project gives the business.
A good description connects technology with risk and business outcome. Example: “backup implementation” is a technical action. “Tested ability to recover the sales system within a time acceptable to the business” is a business result.
Evidence must be planned before the project starts. If the company starts collecting it only during reporting, it will be too late.
The application should show that the company understands delivery risks. This increases project credibility.
Before submission, the board should approve not only the amount, but also the project logic. Otherwise, after receiving funding, the company may struggle with delivery.
The most important board question is: which actions will we perform even if we do not receive funding?
“Cybersecurity improvement” is not enough. Specific systems, processes, actions and results must be identified.
Tools must be linked to process, users, implementation, training, metrics and evidence.
If the result of a cost cannot be shown, the budget item is weak.
Not every necessary cost can be funded. The budget should mark what needs verification.
Licenses, monitoring, scanning, backup, testing and training must continue after the project. The board must understand those costs.
A budget without pricing evidence looks less credible and may be hard to defend.
Cyber projects require decisions, access, integrations, testing and acceptance. The schedule must be realistic.
A cyber project cannot sit only with IT. If it affects product, manufacturing, sales, customers or board risk, business owners must be involved.
A SaaS company wants to submit an application for cybersecurity funding. The first budget version has five items: vulnerability scanner, EDR, phishing training, penetration test and consulting. The project looks like a shopping list and it is hard to assess what exactly will change after delivery.
After scope cleanup, the company starts with risk. Enterprise customers require security evidence, the product will need CRA readiness, and the current development process has no SBOM, SCA or formal vulnerability management. The company also has no exercised incident response plan.
The new project scope has four packages: secure SDLC and SBOM, vulnerability management, incident response and customer evidence. The budget is linked to results: product SBOM, implemented SCA, API test report, vulnerability handling procedure, tabletop exercise, developer training and customer evidence pack.
The result: the project is no longer a tool purchase. It becomes a product security and B2B sales readiness programme. This scope is easier to justify to the board, customers and funding institution.
ccyber.io helps companies prepare the scope and budget of cybersecurity projects for funding applications, board decisions or investor discussions. We combine risk, technology, regulation, product, finance and audit evidence perspectives.
We can support your organization with:
The best first step is a Cybersecurity Project Scope and Budget Workshop. In a short workshop, the company can define what should enter the project, what should stay outside, which costs are critical, which results must be shown and how to prepare a budget that is credible from both business and technical perspectives.
No. First define risks, gaps and results. Tools should follow from the scope, not be the starting point.
Detailed enough to assess cost reasonableness, eligibility, result and acceptance evidence. One item named “cybersecurity” is too general.
Yes, even if they will not be funded. The board and funding institution should see that the company understands project sustainability and post-funding costs.
It depends on the call and company readiness. Often, one coherent programme with work packages works well, but some actions such as training may have a separate funding path.
Yes, but it increases the risk of weak scope and poor budgeting. Gap analysis helps show why the project is needed and which actions are priorities.
Do not justify the purchase alone. Justify the process the tool enables: vulnerability detection, monitoring, access control, backup, incident response or audit evidence.
Implementation, configuration, team training, integrations, testing, license maintenance, log retention, acceptance, documentation and remediation actions after tests.
Start with a short assessment, risk list, minimum scope, work packages and high-level budget. Then check the specific call and cost eligibility.
A strong cybersecurity project scope and budget for a funding application must show the logic: problem, risk, gap, action, cost, result, metric and evidence. Without this, the project looks like a shopping list or compliance formality.
The best cyber projects are divided into work packages and build real company capability: better access control, more effective backup, faster incident response, safer product, secure development, vulnerability management, monitoring, training and audit evidence.
The key rule is: the budget should follow the scope, the scope should follow risk, and risk should follow the company’s real business. Then the project is easier to defend to the board, funding institution, auditor and customer.
What Can Be Funded with Cybersecurity Grants?
Cybersecurity grants may often fund assessments, advisory work, training, security testing, security control implementation, backup, monitoring, vulnerability management, secure development, SBOM, documentation and readiness for NIS2, CRA, ISO 27001 or cyber insurance. However, not every cost is eligible in every call, so the project must always be matched to the rules, programme objective and required results.
Prepared by: CCyber Editorial Team
Cybersecurity grants can potentially fund many actions: gap analysis, risk assessment, security audit, penetration testing, secure development, SBOM, vulnerability management, MFA, IAM, PAM, EDR, backup, monitoring, employee training, board training, incident response procedures, tabletop exercises, documentation for NIS2, CRA, ISO 27001 or customer requirements. The key caveat is that not every cost is eligible in every programme. Eligibility depends on the specific call rules, programme objective, company type, eligible costs, innovation level, own contribution and required outcomes. The best project is not “we want to buy cybersecurity”, but “we want to increase resilience, product security, response capability and compliance with customer and regulatory requirements”.
July 2026
A cybersecurity grant is public funding or co-financing that may support actions improving the digital security of a company, products, services, processes, data, skills or infrastructure. In practice, there is not always a call named “cybersecurity”. Sometimes cyber actions can be included in digitization, innovation, R&D, product security, digital transformation, skills development, operational resilience or advanced technology implementation projects.
Therefore, the company should not only ask: “is there a grant for cyber?”. A better question is:
Which business and security problem are we solving, and which funding programme best fits this project?
It is not possible to honestly say that a given cost will always be funded. It depends on the specific call, rules, programme, company type, company size, location, project objective, cost type and timing of expenditure.
Example: cybersecurity training may be a good cost in a skills programme, but may not fit a purely investment-focused project. A SAST tool may fit a secure product development project, but may not fit a call that funds only advisory work. Penetration testing may be eligible as product validation or system security validation, but in another call it may be treated as an operating cost.
Before entering a cost into the budget, check:
An assessment is a starting point. It helps identify gaps and define which actions should enter the project.
It may include:
Good project result: gap report, priorities, roadmap, action budget and implementation plan.
Risk assessment helps show why the project is needed. For the board, audit and funding application, it is one of the most important documents.
It may include:
Good project result: cyber risk register with owners, priorities, actions and costs.
If a company is or may be subject to regulation, some actions may be described as a resilience and risk management improvement project. The key is not to limit the project to documentation only.
Funding may be considered for:
Good project result: practical NIS2 readiness programme, not just a folder of procedures.
For software, hardware, IoT, firmware and digital product manufacturers, CRA can create a concrete list of fundable actions, especially if the project concerns product security.
Funding may be considered for:
Good project result: a digital product with organized security process, documentation and evidence of CRA readiness.
Secure SDLC is one of the best areas to describe as a development, product or quality project. Especially for software houses, SaaS companies and digital product manufacturers.
It may include:
Good project result: implemented secure development process with tools, roles, metrics and evidence.
SBOM helps the company know what its software product consists of. It matters for CRA, vulnerability management, open source, supply chain and customer audits.
It may include:
Good project result: SBOM for key products and a process for responding to component vulnerabilities.
Vulnerability management is a practical and measurable cybersecurity area. It may apply to infrastructure, applications, cloud, digital products and components.
It may include:
Good project result: a process showing how the company detects, assesses, remediates and documents vulnerabilities.
Testing is a good cost when linked to product, deployment, audit, control validation or assessment of security effectiveness.
Consider:
Good project result: test report, risks, recommendations and evidence of closed gaps.
This is a very practical area, especially for SMEs. Identity and access control reduce the risk of account takeover, data leakage and ransomware.
It may include:
Good project result: fewer accounts without MFA, fewer administrators, recurring access review and audit evidence.
PAM is especially important if the company has many administrators, IT suppliers, production access, cloud, critical systems or OT environments.
Consider:
Good project result: fewer standing administrator privileges and better control of high-risk access.
Backup is often purchased, but rarely tested properly. A funded project may include not only the tool, but also process, testing, documentation and ransomware readiness.
It may include:
Good project result: tested recovery capability, not only backup ownership.
Incident detection matters, but it should be designed realistically. The company should start with logs and high-risk alerts, then choose tools.
It may include:
Good project result: the company knows which events it monitors, who responds and which evidence is created.
An incident response plan is a strong project element because it combines people, process, technology and the board.
It may include:
Good project result: the company exercised an incident, knows roles and has readiness evidence.
Cybersecurity should connect with business continuity. This is especially important for ransomware, cloud outage, data loss, supplier incident or production downtime.
It may include:
Good project result: the company knows how to operate when systems are unavailable for hours or days.
Cloud is often central to company operations. A grant may fit modernization, environment security or control implementation projects.
Consider:
Good project result: safer cloud configuration, fewer high-risk permissions and better event visibility.
For manufacturing, energy, transport, water utilities and critical infrastructure, OT cybersecurity may be part of a resilience, continuity or modernization project.
It may include:
Good project result: the plant knows critical assets, dependencies, risks and post-incident action plan.
More companies implement AI, copilots, chatbots and AI agents. Funding may fit AI governance, AI security, data, testing and risk control projects.
Consider:
Good project result: the company uses AI faster, but with control of data, access, risk and accountability.
Training may be funded through skills programmes, regional programmes, KFS, BUR or as part of a larger implementation project. The rules of the mechanism must be checked.
It may include:
Good project result: employees gain concrete skills and the company has training evidence.
Documentation itself should not be the only project objective, but it is an important result of security actions. Especially for NIS2, CRA, ISO 27001, SOC 2, cyber insurance and customer requirements.
It may include:
Good project result: documentation reflects actually implemented controls, not only formal paperwork.
Some projects may include cyber insurance readiness, especially if the objective is to reduce risk and prepare evidence for the insurer.
Consider:
Good project result: the company has real controls and evidence, not only a completed questionnaire.
“We will buy a cyber tool” is a weak project. A better project explains which problem the tool solves, how it will be implemented, who will use it, which processes will be created and how the effect will be measured.
An audit is a good start, but the report itself does not reduce risk if the company does not plan remediation actions.
Documentation is needed, but it is best when it describes real controls, processes and evidence. Writing procedures without implementation may have low business value.
Training matters, but better results come from combining training with phishing reporting, MFA, incident playbooks and effectiveness measurement.
Grants usually fit projects that create lasting capability: process, tool, skill, documentation, control or product. Pure ongoing maintenance may be harder to justify.
“Purchase of cybersecurity software”.
“Implementation of a vulnerability management tool”.
“Implementation of a vulnerability management process with a tool, ticketing integration, risk prioritization, board reporting, team training and process effectiveness testing”.
Grants like projects with clear logic: problem, action, result, metric, business impact. Cybersecurity should be described not as a shopping list, but as organizational capability.
The best cost set is often MFA, backup, Microsoft 365 security review, training, phishing, incident plan, access review, basic logs and cyber insurance readiness.
The most important costs are secure SDLC, SAST, DAST, SCA, SBOM, vulnerability management, security testing, product technical documentation, CRA readiness and developer training.
Consider application security, cloud security, IAM, logs, monitoring, incident response, SOC 2 readiness, secure SDLC, SBOM, backup, API testing and documentation for enterprise customers.
The most important costs are OT risk assessment, IT/OT map, OT configuration backup, supplier remote access, ransomware readiness, segmentation, emergency work procedures and tabletop exercises.
Consider CRA readiness, product security testing, firmware security, SBOM, component management, security update process, technical documentation and conformity assessment readiness.
The most important costs are risk management, incident response, supplier management, monitoring, logs, BCM, board training, compliance evidence and recurring risk reporting.
The fact that a cost is needed does not automatically mean it is eligible. Check the call rules first.
A grant should not be a list of tools. It should be a project with objective, result, metrics, implementation and sustainability.
If a cost does not follow from risk, gap or customer requirement, it will be harder to justify.
A tool without owner, configuration, procedure, training and monitoring often does not reduce risk.
Licenses, monitoring, scanners, EDR, backup and processes must be maintained after project completion.
If the company does not collect evidence from day one, it becomes hard to report the project, pass audits or prove the effect.
MFA, backup, access review, incident plan and board training are often worth starting regardless of funding.
Sometimes it is better to split actions: training through KFS or BUR, product through a development project, and baseline controls through the company’s own budget.
A SaaS company wants to obtain funding for cybersecurity. Initially, it plans to include several licenses in the application: vulnerability scanner, EDR, backup tool and phishing training. But this looks like a shopping list.
After a short assessment, the company changes the project. The new objective is: “increasing SaaS platform resilience and readiness for enterprise customer requirements through secure SDLC, vulnerability management, SBOM, monitoring, backup, incident response and training”.
The budget is divided into packages: diagnosis, secure SDLC, tools, testing, backup, monitoring, training and documentation. Each package has a result: report, procedure, implemented control, test, training or audit evidence.
The result: the project is no longer a “cyber purchase”. It becomes an investment in product security, operational resilience, sales to larger customers and audit readiness.
ccyber.io helps companies determine what is actually worth trying to fund through cybersecurity grants. We do not start from the application form. We start from risk, gaps, costs, regulations, products, processes and customer requirements.
We can support your organization with:
The best first step is a Cybersecurity Funding Scope Workshop. In a short workshop, the company can define which cyber actions make business sense, which costs should be checked for funding eligibility, which actions must be done regardless of grants and how to describe the project so it is concrete, measurable and credible.
Often it can be considered, but it depends on the programme. It is best when the audit is part of a larger project that includes remediation actions, control implementation, testing and measurable results.
Yes, training may fit skills programmes, KFS, BUR or larger implementation projects. Check whether the call funds training and under which conditions.
It may be possible, but the tool purchase usually must be justified as part of a process or implementation. The tool should have purpose, owner, configuration, training, metrics and evidence of operation.
It may be possible, especially when tests validate a product, application, deployment or system security. The call rules must be checked and the test should be linked to project results.
Potentially yes, but it is better to describe the project as improving cyber resilience, risk management, incidents, suppliers, business continuity and compliance evidence, not only formal compliance.
Potentially yes, especially if the project concerns product security, secure SDLC, SBOM, vulnerability management, testing, technical documentation and security updates.
The insurance premium itself may be hard to justify as a project cost, but readiness assessment, implementation of required controls and evidence pack for the insurer may be more reasonable project elements. Always check the call rules.
Start with the list of risks, gaps and costs. Then check which actions may fit current calls, KFS, BUR, Digital Europe, FENG, regional programmes or other funding sources.
Cybersecurity grants can potentially finance assessments, advisory work, training, testing, tools, implementation, documentation, secure SDLC, SBOM, vulnerability management, backup, monitoring, incident response, cloud security, OT, AI and regulatory readiness. However, there is no universal list of eligible costs for all programmes.
The best projects are not shopping lists. They are plans to build a specific capability: ransomware resilience, product security, vulnerability management, audit readiness, cloud security, access control, incident response or team skills.
The key rule is: first define risk, objective, results and costs. Only then choose the funding source. This way, the grant does not become the goal itself, but a tool to fund actions that actually strengthen the company.
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