R&D Grants in Singapore: How A*STAR Joint Labs and EDB RIS(C) Can Work Together

Singapore companies looking for R&D grants often focus on the funding available directly to the company. But for larger or more strategic technology programmes, that can be only half the picture. A company may also be able to collaborate with A*STAR or an Institute of Higher Learning (IHL) through a joint lab or corporate laboratory, creating a second, parallel R&D engine around the same innovation roadmap.

This is especially relevant following Singapore's launch of SG Semiconductor in September 2026, which places public-sector R&D, industry partnerships and the commercialisation of semiconductor technologies at the centre of Singapore's strategy to strengthen its role in the global semiconductor ecosystem.

The key idea: two parallel R&D funding engines in Singapore

For the right company, Singapore's R&D support landscape can be understood as two complementary tracks rather than a single grant.

• Engine 1: company-side R&D support, where the company builds and funds its own Singapore R&D team, facilities and development activities and may seek support through programmes such as EDB's Research and Innovation Scheme for Companies, commonly referred to as RIS(C) or RISC.

• Engine 2: public-research collaboration, where A*STAR or an IHL carries out strategic R&D with the company through a joint lab, corporate laboratory or project supported by public research funding such as the Industry Alignment Fund – Industry Collaboration Projects (IAF-ICP).

The practical opportunity is not simply to ask, “What R&D grant can this company apply for?” It is also to ask, “Should part of this technology roadmap be developed together with Singapore's public research ecosystem?”

Engine 1: R&D grants and incentives for the company's own Singapore team

EDB's RIS(C) is designed to encourage companies to undertake technology development and innovation activities in Singapore. In practice, this is the company-side of the R&D equation: the business establishes or expands its own R&D capability, employs researchers and engineers, incurs project expenditure and develops products or processes from Singapore.

The exact support package and qualifying costs depend on the project and are subject to agency assessment. Companies should therefore avoid treating RIS(C) as a fixed-rate reimbursement scheme. The central question is whether the proposed R&D activity is sufficiently substantive, strategically relevant and anchored in Singapore.

Engine 2: A*STAR or IHL joint labs and IAF-ICP

A joint lab works differently. The company does not simply receive another grant cheque. Instead, it enters into a structured R&D collaboration with a Singapore public research performer such as an A*STAR research institute, NUS, NTU, SUTD or another eligible institution.

One important funding mechanism is IAF-ICP. Under A*STAR's published rules, companies are not eligible to apply directly for IAF-ICP and are not co-applicants. The application is submitted by the public research institution. The company participates as the industry partner and is expected to commit R&D spending, including cash and qualifying in-kind contributions, to the project.

A*STAR describes IAF-ICP as supporting strategic public-sector R&D with industry, with a clear line of sight to commercialisation, deployment and economic outcomes. See A*STAR's IAF-ICP guidance.

What does each party typically contribute?

• The company contributes commercial problem statements, product requirements, cash, engineers, equipment, materials, data, test environments and a route to market.

• A*STAR or the IHL contributes researchers, laboratories, specialised equipment, scientific expertise, research infrastructure and, where relevant, background intellectual property.

• Public research funding supports eligible work undertaken by the public research performer. The company remains responsible for its committed industry contribution and its own business-side expenditure.

This distinction matters. A company should not describe IAF-ICP as a grant paid directly to the company. It is better understood as public funding that can expand the R&D resources brought to a strategically aligned industry collaboration.

What about intellectual property?

IP arrangements are normally negotiated as part of the collaboration. Background IP typically remains with the party that brought it into the project, while ownership and commercial rights for newly created IP depend on the collaboration agreement, the parties' contributions and the applicable grant requirements.

For companies, the commercial rights matter as much as the research itself. A successful joint lab should have a credible path from technical work to product development, licensing, manufacturing, deployment or other measurable economic outcomes.

Why semiconductor companies should pay particular attention

Singapore's semiconductor sector shows how this model can work at scale. The new SG Semiconductor initiative brings together capabilities across R&D, advanced manufacturing, infrastructure, industry partnerships and talent. Its launch was accompanied by new and expanded collaborations involving companies such as Applied Materials, GlobalFoundries, KLA and STATS ChipPAC.

Applied Materials is a useful illustration. Its collaboration with A*STAR's Institute of Microelectronics began more than a decade ago and has expanded through multiple phases. Singapore government statements have highlighted the resulting innovation jobs, industry collaborations and product-development outcomes, showing that a joint lab can become part of a company's long-term global R&D and manufacturing footprint rather than a one-off research project.

The broader policy direction is also significant: Singapore has committed major public resources to semiconductor research and translation under RIE2030, reinforcing the role of public-private R&D collaboration in areas such as advanced packaging, silicon photonics and other next-generation semiconductor technologies. Read the SG Semiconductor announcement.

What could a combined R&D structure look like?

Consider a hypothetical deep-tech or semiconductor company planning a significant Singapore R&D programme.

• Its own Singapore team could undertake core product development, engineering and commercialisation activities, potentially supported through an EDB incentive such as RIS(C), subject to assessment.

• A complementary research workstream could be undertaken with A*STAR or an IHL, for example around advanced materials, packaging, photonics, process optimisation, simulation or specialised prototyping.

• The public research institution could seek IAF-ICP support for the eligible public-sector R&D component, while the company commits cash and in-kind R&D expenditure to the collaboration.

The result is not 'double dipping'. The two tracks support different cost bases and different participants. Properly structured, they can form a larger and more ambitious innovation programme than either party could execute alone.

Who is a strong candidate for this approach?

This model is generally more relevant to companies with a genuine technology roadmap than to businesses looking for a small, generic innovation subsidy. Strong candidates tend to have several of the following characteristics:

• A meaningful R&D budget and willingness to commit resources in Singapore.

• A technology problem that benefits from capabilities not readily available in-house.

• A credible pathway to product development, manufacturing, licensing or deployment.

• Potential to anchor high-value R&D, engineering, manufacturing or other economic activity in Singapore.

• A multi-year roadmap rather than a short consulting or proof-of-concept exercise.

How companies should approach a Singapore R&D funding strategy

Companies should avoid starting with a grant form. Start with the technology and investment roadmap. Identify which R&D activities belong inside the company, which require external scientific capabilities, what IP needs to be protected, and where commercialisation or manufacturing will ultimately take place.

Only after that should the funding architecture be designed. This is where the distinction between company-side incentives and public-research funding becomes important.

For a serious technology investor, the better question is not “Which Singapore R&D grant gives me the highest percentage?” It is “How do I structure the overall R&D programme so that Singapore's company incentives, public research capabilities and commercialisation ecosystem reinforce one another?”

How Real Inbound Consulting can help

Real Inbound Consulting (RIC) works with companies assessing Singapore grants and incentive pathways, including technology and R&D projects. For larger R&D programmes, the work may involve evaluating not only company-side funding opportunities but also whether the technology roadmap warrants engagement with agencies, A*STAR research institutes or IHLs.

If your company is considering establishing or expanding R&D in Singapore, especially in deep tech, advanced manufacturing or semiconductors, the useful starting point is a structured assessment of the project, investment commitments, Singapore activities and potential public-research collaboration model.

Frequently asked questions

Does the company receive IAF-ICP funding directly?

No. Under the published IAF-ICP rules, eligible Singapore public research institutions apply for the grant. Companies participate as industry partners and commit qualifying R&D spending to the project.

Can a company receive RIS(C) support and also participate in an A*STAR or IHL joint lab?

Potentially, yes, provided the arrangements concern distinct eligible activities and costs and are structured in accordance with the relevant programme requirements. The schemes serve different purposes and the final structure remains subject to agency assessment.

Are joint labs only for semiconductor companies?

No. Singapore has used joint labs and corporate laboratories across sectors including aerospace, digital technology, food and nutrition, sustainability, advanced manufacturing and other research-intensive industries.

Is a joint lab suitable for an early-stage startup?

It can be, but the bar is higher than simply having an interesting idea. The project needs a credible industry partner commitment, a strong research rationale and a path to economic or commercial outcomes. Larger corporate lab structures are generally more appropriate for substantial multi-year programmes.