103938/EU XXIV. GP Eingelangt am 18/01/13
COUNCIL OF Brussels, 18 January 2013 THE EUROPEAN UNION
5395/13
Interinstitutional File:
2011/0384 (COD)
RECH 6 COMPET 21
EDUC 12 CODEC 95
NOTE from: General Secretariat of the Council to: Delegations No. Cion prop.: 18090/11 RECH 418 COMPET 588 EDUC 285 CODEC 2305 (COM(2011) 817 final) No prev. doc. 17621/12 RECH 464 COMPET 771 EDUC 373 CODEC 3009 Subject: Proposal for a Decision of the European Parliament and of the Council on the Strategic Innovation Agenda of the European Institute of Innovation and Technology (EIT): the contribution of the EIT to a more innovative Europe - 4-column document
Following the vote in Parliament's ITRE committee on 28 November delegations will find attached a 4-column document on the proposal for the Strategic Innovation Agenda of the European Institute of Innovation and Technology (EIT).
In the column related to the position of the ITRE Committee, the changes to the Commission proposal are indicated in bold italics for additions and in strikeout for deletions.
In the column related to the position of the Council (partial general approach, doc. 17621/12), the changes to the Commission proposal are indicated in bold for additions and in strikethrough for deletions.
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5395/13 UM/nj 1 DG G III EN Proposal for a DECISION OF THE EUROPEAN PARLIAMENT AND OF THE COUNCIL on the Strategic Innovation Agenda of the European Institute of Innovation and Technology (EIT): the contribution of the EIT to a more innovative Europe (Text with EEA relevance) RECITALS
COMMISSION PROPOSAL EP PARLIAMENT ITRE VOTE COUNCIL PGA COMPROMISE TEXT (28.11.12) (ADOPTED ON 11.12.12)
THE EUROPEAN PARLIAMENT [no change] [no change] AND THE COUNCIL OF THE EUROPEAN UNION, Having regard to the Treaty on the Functioning of the European Union (TFEU) and in particular Article 173(3) thereof, Having regard to Regulation (EC) No [no change] [no change] 294/2008 of the European Parliament and of the Council of 11 March 2008 establishing the European Institute of Innovation and Technology1 ______1 OJ l 97, 9.4.2008, p. 1.
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Having regard to the proposal from the [no change] [no change] European Commission, After transmission of the draft legislative act to the national Parliaments, Having regard to the opinion of the European Economic and Social Committee2, Acting in accordance with the ordinary legislative procedure, ______2 OJ C, , p., Whereas: [no change] [no change] (1) Regulation (EC) No 294/2008 requires the Commission to submit a proposal for the first Strategic Innovation Agenda (hereinafter referred to as the SIA), on the basis of the draft provided by the European Institute of Innovation and Technology.
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AMD 1 [no change] (2) The SIA should define long-term (2) The SIA should define long-term priory fields for the European Institute priority fields for the European of Innovation and Technology ("the Institute of Innovation and EIT") and include an assessment of its Technology ("the EIT") promoting economic impact and capacity to excellence and wide participation generate best innovation added-value. across the EU, and include an The SIA should take into account the assessment of its economic and social results of the monitoring and impact and capacity to generate best evaluation of the EIT. innovation added-value. The SIA should take into account the results of the monitoring and evaluation of the EIT.
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AMD 2 (2a) Still too often, excellence in higher education, research and innovation, while clearly existing across the Union, remains fragmented. Europe needs to overcome this lack of strategic co- operation across boundaries – countries, sectors and disciplines – to create sufficient critical mass in the knowledge triangle, in order to contribute to attaining the Europe 2020 goals, making education, research and innovation greater than the sum of their parts. The EIT, ensuring greater integration of the components of the knowledge triangle, strengthening cooperation between education systems, the research and the business world, developing new curricula and doctoral programmes, involving all relevant actors in a context of globalisation and digitisation of the economy, will contribute to accelerating education, research and innovation as key tools both to attain a sustainable and competitive economic model and to generate and maintain future employment.
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By using a flexible concept of innovation, guided by the public interest and the Societal Challenges – that focuses on education, technological and product-oriented innovation and on its social impact –, leveraging and stimulating investments from the private sector, as well as a fruitful cooperation between education and research institutes, including research and technology organisations (RTOs), businesses, governments and citizens, the EIT will help to establish new collaborative platforms and tools such as open networks, open standards, clusters, sharing knowledge and ideas, at university level.
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The EIT is the effective Union body to cope with new, emerging needs, to find innovative solutions and to strengthen their impact on society. Widening participation to spread excellence across Europe, fostering strong synergies and complementarity with the structural funds, embracing flexibility and accountability and standing committed to openness, transparency and external engagement, the EIT can also actively promote the take-up and acceptance of innovations by society at large.
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(3) The first SIA should include [no change] [no change] detailed specifications and terms of reference concerning the operation of the EIT, the modalities for co- operation between the Governing Board and the Knowledge and Innovation Communities (hereinafter referred to as the KICs) and the modalities for the funding of the KICs, HAVE ADOPTED THIS DECISION: AMD 3 Article 1 Article 1 Subject matter The Strategic Innovation Agenda of This decision establishes the Strategic [no change] the European Institute of Innovation Innovation Agenda ("SIA") of the and Technology as set out in the annex European Institute of Innovation and is hereby adopted. Technology ("EIT") as set out in the annex is hereby adopted for the period from 2014 to 2020. Article 1a Subject to a positive result of the review of the EIT foreseen in Article 26(1) of the Regulation XX [Horizon 2020 main Regulation], the Commission may submit a proposal to amend this Decision so as to define the themes of the KICs that will be launched after 2017.
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AMD 4 Article 1a Objectives of the Strategic Innovation Agenda 1. The SIA outlines the priorities for the EIT over the period 2014-2020 as well as the modalities for its operation. It is therefore a key tool to steer the strategic direction of the EIT, while leaving it with considerable autonomy in defining the ways and means to achieve the set goals. Innovation guided by the Societal Challenges – that focuses on education, technological and product-oriented innovation, and flexibility – stands at the centre of the EIT. 2. The SIA shall facilitate the coordination of policies and coherence among their different instruments and create synergies with regard to innovation policy by adopting a truly holistic approach focused on the major societal challenges, making EIT act as an "innovation catalyst", helping create open and inclusive innovation models in Europe, building itself as an internationally recognised and acclaimed world-class innovation institution.
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3. The EIT is for these purposes the effective Union body to cope with new, emerging needs, to find innovative solutions and to strengthen their impact on society. By embracing flexibility and accountability and standing committed to openness, transparency and external engagement, according to its SIA, the EIT can actively promote the take-up and acceptance of new innovations by society at large, creating sustainable solutions for the dissemination and adoption of new technologies with end- consumers, citizens and society at large, taking particular care in incentivising new research and innovation accommodate for special needs in different entrepreneurial spaces. 4. The SIA is an EIT key tool for innovation policy, for job creation and sustainable development, for promoting the widening of participation to spread excellence across Europe, including the conditions to generate employment for young graduates on SIA projects.
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5. The SIA aims at fostering EIT potential to develop new financing models, such as innovation prizes, allowing to maximize the public returns of the financing of research, ensuring that innovation not only tackles the most urgent needs of society but also can bring benefits rapidly to European citizens by obtaining precise scientific and technical answers at short notice. 6. The SIA shall play a key role in providing answers in times of crisis, as it is essential to attract young people to the new types of jobs and to ensure that new and existing educational programmes promote access to the labour market for young people. 7. The SIA is to be implemented in accordance with the Regulation (EC) No 294/2008. AMD 5 Article 1a EIT headquarters The EIT headquarters shall be located in Budapest, Hungary.
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AMD 6 Article 1b General Priorities 1. The EIT shall contribute to the creation of a "science base of excellence" by fostering mobility across boundaries – between disciplines, sectors and countries – by adopting new principles and practices based, in particular, on open and inclusive research ensuring that research efforts are targeted, as a priority and effectively, at issues of major public interest and by embedding entrepreneurship and a risk-taking culture in innovative post- graduates degrees. Excellence shall be the main driver for EIT. The widening of participation shall be promoted in order to stimulate excellence across Europe, including the concept of "stairway to excellence" which will enable the creation of the conditions for the participation of small units of embryonic excellence, such as small research groups and highly innovative start-ups.
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2. The EIT and the KICs shall function as models for the implementation of the knowledge triangle in the EU and should, eventually, emerge as service providers for innovation capacity building across the EU in designing and implementing innovation policies and 'smart specialization' strategies. The strategic goal for the EIT is to become more than the sum of its parts, therefore cross-KIC coordination and cooperation should be exercised by the EIT in order to ensure synergies and added-value creation from the KICs and the numerous of partners within the EIT ecosystem.
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3. Overcoming fragmentation via long-term integrated partnerships and more strategic co-operation across countries, sectors and disciplines in order to create sufficient critical mass in the knowledge triangle, and achieving this critical mass through its European dimension, in a wide and balanced geographical coverage, the EIT shall act as a catalyst with flexibility to test out new innovation models, nurturing talent across borders and creating an internationally recognized brand of excellence. Through a smart human resource strategy, including systematic use of internal and external expertise, and internal management procedures, the EIT shall develop into a reference institution for innovative governance, developing new financing tools when needed.
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4. The EIT shall consolidate and further increase its role as an 'investor' that develops and enables existing centres of excellence at all levels in research, business and higher education in Europe to come together and foster their long- term systematic collaborations. The EIT shall encourage the creation of sustainable innovative start-ups and spin- offs and increase the number of post- graduate students in order to improve the delivery of its outputs. The EIT shall aim at boosting technology transfer and commercialisation and developing new ventures within existing business or creating new innovative businesses. 5. In close cooperation with the KICs, the EIT shall establish a "Regional Innovation Scheme" for the association of so called affiliated co- location centres in countries which do not host any co- location centre. These will primarily support KIC innovation activities through their high potential for innovation and access to first costumers and end users of KIC enabled technologies, by means of demonstration facilities, test sites, etc. as described in Annex, part 2, point 2.2..
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6. The EIT shall exploit its flexibility to push for simplification, implemented in a responsible and accountable manner, in order to achieve effective results, promote innovation breakthroughs and the involvement of the business community. AMD 7 Article 1c The Knowledge and Innovation Communities (KICs) 1. The EIT shall provide strategic orientation for the KICs and shall coordinate and monitor them with full respect for their autonomy and allowing room for bottom-up initiatives while ensuring transparency and accountability procedures. The EIT shall ensure that the KICs operate on a transparent basis and take into account the interests of all participants, both those already involved and newcomers. For additional KICs, allocated funds shall be provided on a competitive basis and taking into consideration the quality and potential of the projects.
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2. KICs are a key instrument for the EIT. Under Horizon 2020, and the EIT will develop the KIC concept further to support the development of European innovation culture in all member states. Through the KICs, the EIT helps to create multidisciplinary and interdisciplinary environments where open and inclusive innovation models are more likely to thrive. While always respecting the same principle of materializing the full integration of the knowledge triangle, and in line with objectives in Pillar 2 and 3 of Horizon 2020, a tailor-made approach towards the different KICs and their financial needs is necessary, as some become very big and have large financial needs, whereas other ones stay smaller and need less financing. KICs may also differ in duration, depending on the circumstances and the issues to be addressed.
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3. Critical mass is essential for the EIT to develop its full potential as a leading innovation institute. It shall be reflected in terms of support provided to the KICs, the intensity and coverage of its outreach, the capacity of dissemination and promotion of international activities and its ability to deliver simplified procedures. KIC coordination and cooperation, support and advice in administrative matters should be exercised by the EIT in order to develop a strategy to reduce administrative burden and create a best-practices guide that disseminates good practices and experiences of existing KICs to new KICs, accelerate innovation, combine sectorial and cross-sectoral innovation, ensure synergies and added-value creation from the numerous EIT partners and the cross-pollination of ideas within the EIT, incentivise cross-co-location work within each KIC and stimulate KICs to develop joint activities on cross-cutting issues.
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4. Currently the EIT, through the existing KICs and co-location centres, faces an issue of geographical concentration; which should be taken into consideration in the future, following the launch of future KICs and the expansion of the EIT's operations. A significant number of centres of excellence across the Member States often do not attain the critical mass for global competition individually. The same could happen with small KICs. Their integration in the EIT will have the effect of providing the support, background and critical mass needed for their success and to gain substantial size in order to be "world- class players" and to able to change the innovation landscape in the EU and to contribute significantly in their respective area towards tackling the societal challenges.
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SME participation and the involvement of smaller research organisations, as well as civil society organisations shall be ensured, drawing on the strengths of local communities that are already symbols of excellence, bearing in mind the distinctive features and the requirements of individual regions and facilitating the establishment and development of cultural districts in association with local industry. 5. The EIT will select, in a first wave, up to four initial KICs out of five selected themes, respecting the following order of priorities: 1. Raw materials and bio-based economy - sustainable exploration, extraction, processing, recycling, material development and substitution 2. Innovation for healthy living and active ageing 3. Urban mobility, smart and sustainable development 4. Food4future - sustainable supply chain from resources to consumers 5. Added-value manufacturing.
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The EIT may deviate from the above priority order by a duly justified decision and shall inform the European Parliament, the Council and the Commission of its decision to that effect. The first wave of KICs will be launched in 2014. A second wave of KICs follows in 2018 For this second wave, the themes suggested above that were not considered for the first wave will have priority. If the EIT has enough resources for creating additional KICs, the EIT Board will have the autonomy to suggest, select and gradually launch new themes, provided that their scope falls within the societal challenges, that they meet the minimum conditions of establishment as laid down in Regulation (EC) No 294/2008 and that they have been subjected to a broad consultation process with a wide range of stakeholders representing all three parts of the knowledge triangle.
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Certain indicative thematic areas that have been suggested by the Commission and different platforms can be considered, such as: Smart secure societies, Marine - Sustainable use of the seas, Water, Woods and forests, Biomimetism, Sustainable construction and zero- energy buildings, Health innovation and people empowerment. This list is, however, purely indicative in respect of the thematic areas which will finally be chosen, taking into account the new and unforeseen challenges which may arise in the future. On the basis of these themes, the EIT will have the autonomy to organise the future KICs selection process. The success of future calls for KICs will depend largely on clear guidance as regards expectations and requirements, as well as a timeframe allowing KIC applicants to get organised both legally and financially before submitting a proposal. KICs will be selected against detailed criteria defined in the EIT Regulation, based on the overarching principles of excellence and innovation relevance.
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Any KIC selected will need to demonstrate how it will create maximum impact in the given area and prove the viability of its strategy. The selection is based on the quality, viability, and potential of the proposals, while the assessment of the evolution of research potentials and the possible emergence of new innovation dynamics should be regularly taken into account for considering future KICs. This will be done through the consultation of stakeholders and following a competitive and open application selection of new thematic areas and corresponding KICs, through a rigorous, transparent and competitive process that takes into consideration bottom-up approaches and the evolving societal challenges landscape in the EU, yet providing clarity and predictability for potential participants.
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6. The KICs shall be subjected to a mid-term review which will take into account the European added value of the KICs, and take appropriate measures in case of underperformance. If a KIC does not deliver on the criteria set up for the KICs, the EIT can interrupt its funding, after a certain explicit period of time defined in the agreement with the KICs. 7. The EIT shall be a partner to the KICs until it decides the KICs sufficiently self- supportive after an indicative period of 7 to 15 years. When this period expires, and in the case the KIC decides to go on without EIT funding, or to transform itself into one or several companies to develop the business dealt with by the former KIC, the EIT may decide to be a full business partner to the new entity.
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8. Returns on EIT investment in KICs shall be measured in terms of tangible benefits for the European economy and society at large, such as the creation of new businesses, products and services in existing and future markets, better skilled entrepreneurial people, new and more attractive job opportunities and the attraction and retention of talent from across the Union and abroad. AMD 8 Article 1d Educational programmes and activities 1. The EIT is the single instrument within the Horizon 2020 framework that has a strong emphasis on education. The EIT should emerge as a world-class provider of post- graduate education, as it combines high quality training, mobility, entrepreneurial experiences in a setting where actual innovation is taking place, and introduces a disruptive educational paradigm for higher education.
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A key point of SIA is promoting and implementing the EIT's educational mission. The objective is to educate and train talented people with the skills, knowledge and mindset needed in a global society and in a knowledge economy. In that sense, a Marie Skłodowska-Curie Scholarship Programme shall be developed as part of the EIT activities. 2. The EIT shall help develop the necessary human resources for an innovation society, educating key actors such as students, researchers and entrepreneurs, and identifying framework conditions and best practice on policy, regulatory or standardisation issues in their relevant sector. The EIT shall implement different level training programmes for a new generation of world-class students – Master programmes, PhD programmes, summer schools, specific training programmes –, providing the long term commitment needed to deliver sustainable changes in higher education, notably through these new, trans- and interdisciplinary EIT- labelled degrees.
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The EIT shall seek national and international recognition of such EIT labelled qualifications, through peer evaluation. The EIT and the KICs shall be encouraged to develop educational synergies with EU and Member States policies, in order to support the future availability of the necessary human capital that is essential for fulfilling Europe's path towards scientific, technological and innovation leadership. The EIT may organize – by itself or in cooperation with other European or third country universities or research centres – programmes or courses on fundamental and key innovation enabling disciplines. 3. In this context, and in order to expand the talent-base within the EU and to ensure the availability of sufficient numbers of skilled individuals that are necessary to actually deliver innovation, the EIT should participate in efforts to enhance the attractiveness of Science, Technology, Engineering, and Mathematics (STEM) Education.
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KICs could develop coaching programmes for young Europeans by means of internships, school visits, grants for top high-school students and university students in STEM fields, funded management or business school and/or entrepreneurship classes for top science students over the summer, the EIT and the KICs may also cater for a wider range of innovative professional development activities, involving executive education, tailor- made training courses, modules for undergraduate courses or packages targeted to school education, expanding its educational activities to a greater variety of study modes, enhancing the impact of educational activities and reaching out to a wider audience. The attractiveness of research in Europe could be further promoted by providing research grants to top science students, provided they commit to an R&D project in Europe or they establish an innovative start-up in Europe.
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4. The programmes mentioned above may be fully integrated in a KIC activity, may result from different cooperation between different KICs, or be organized by the EIT itself or in cooperation with its KICs. The EIT shall incentivise the KICs to engage in cross- KIC work in areas which offer a strong potential for synergies, e.g. via joint professional development courses, joint research activities, masters or PhDs degrees or cross-KIC mobility options between academia and business.
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5. The EIT shall put in place a specific people scheme - Regional Innovation Scheme (RIS) - to ensure that talent, such as students, researchers, teaching staff and entrepreneurs at all career levels, beyond the KICs and its co-location centres, will be connected to the EIT. Such a scheme shall not only provide top talents with the opportunity to benefit from the innovation environments created within the co- location centres, but shall also provide them with incentives to make full use of the knowledge and know- how acquired in areas beyond the KICs. Typically, the EIT Foundation could play a significant role in this area. As people are the actual carriers of innovation, provision could be made, where appropriate, to ensure the sufficient participation in EIT educational programmes of students coming from the periphery of the EU (e.g. through scholarships co-funded by Member States and the RIS).
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The EIT shall be encouraged to collaborate with Member States and regions to ensure that EIT graduates will find opportunities and the support needed in order to express their innovation and entrepreneurship potential within the EU. 6. The EIT Governing Board will organize, on a regular basis, European or international conferences on relevant subjects under its scope of activities, transforming the EIT into a true European crossroad for researchers, professionals, teachers and students from all over Europe and beyond. It will also set up/customise a web based tool to provide a platform for knowledge sharing and networking around the EIT, which will provide students, teachers and researchers who are not involved in existing KICs with easy access to information about ongoing work and the results of completed research. This will include, in particular, the development of a repository of open courseware from the EIT's and KICs' educational and training activities which is accessible to all.
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7. The EIT shall encourage the setting up of an EIT alumni network fostering by this knowledge sharing, mentoring and networking. AMD 9 Article 1g Union-wide and international cooperation 1. The EIT, as an instrument for Union- wide cooperation between all stakeholders of the knowledge triangle, shall work in a co-operative and complementary basis – and not in competition – with the research and education institutions of all Member States, namely associations of universities, business, clusters and research organisations. The EIT shall, in coordination with the Commission, help the KICs to engage with regional and local authorities, as they have an important role in bringing together businesses, specially SMEs, knowledge institutions, public authorities, thus serving as an intermediary between these various actors, the Member States and the Union.
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2. Regions and Member States which are the site for co-location centres will have opportunities to gain positive benefits through economies of agglomeration and the reaping of positive externalities. These opportunities will be fostered if a close cooperation is established between the KIC partners in the regions and the authorities and organisations involved in designing and delivering the Smart Specialisation Strategies (RIS3) as described in Annex IV in COM(2011) 615, 2011/0276 (COD), C7-0335/11. In contrast, regions which are excluded from these activities may experience risks of cumulative negative effects. This could reinforce existing inequalities, bringing positive benefits to regions which exhibit existing strengths in innovation capacity but adversely affecting those with existing weaknesses. These opportunities will also be fostered through Regional Innovation Schemes (RIS).
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3. In close cooperation with the KICs, the EIT shall develop a strong international strategy, identifying and liaising relevant interlocutors and potential partners from within and outside the Union. The EIT needs, in the long term, to cultivate a clear identity and a world-wide EIT brand name as being Europe's innovation and entrepreneurship engine and a world-class provider of education in this field. Forging strategic relations with key partners from around the globe, the EIT may be very attractive in itself and can add to the attractiveness of the partners within the KICs. The EIT can develop into the embodiment of the Union's innovation agenda, just as the ERC is the embodiment of European excellence and global leadership in science. Nurturing a strong global EIT brand may include actions to create a strong human and business network around the EIT community (students, alumni, educators, entrepreneurs, professionals etc) and foster a sense of identity and visibility. Such actions may include the organization of science and innovation conferences, annual events, competitions and awards, graduation ceremonies etc.
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4. The EIT shall set up a regular EIT Stakeholder Forum, to facilitate interaction and mutual learning with the wider innovation community from across the knowledge triangle, and including national and regional authorities. 5. The EIT shall make systematic use of existing associations of universities, business and research organisations and cluster organisations as platforms for the knowledge exchange and dissemination of results. 6. The EIT shall establish a mechanism to further facilitate synergies between the EIT, its KICs and other Union initiatives, such as an annual meeting between the EIT, the KICs and relevant services of the Commission. 7. The EIT shall be used as a key instrument of the European Union for global cooperation in the fields of technology and innovation.
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AMD 10 Article 1h EIT and other Union instruments 1. The EIT and KICs, as the only EU instruments which complete the knowledge triangle, shall take full advantage of existing initiatives in the area, such as EU research, education, training and youth programmes, providing additional opportunities in innovation, entrepreneurship and industrial environment to Marie Skłodowska- Curie researchers, 'Erasmus for all' students and participants in other mobility initiatives within the European Research Area.
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2. Drawing on its characteristics, the EIT shall provide the nucleus for the pan-European innovation policy. The KICs, among others, are an essential and unique element in this policy. Joint Technology Initiatives (JTIs), Public and Private Partnerships (PPPs), Joint Programming Initiatives (JPIs), European Innovation Partnerships (EIPs) and similar (future) platforms for promotion of large-scale industry- driven research are encouraged to coordinate with the EIT accordingly, or if they so decide, to join KICs as associated partners or in even more profound ways. Furthermore, also linkages to innovation activities within the Common Agriculture Policy (CAP) can be made. This multiple cooperation platform for large-scale research should be grounded in the same line as SIA in terms of the promotion of a sustainable, redistributive and competitive development policy.
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3. The EIT shall reinforce interaction with the Union's Cohesion Policy by fostering strong synergies and complementarity with the structural funds, addressing the linkages between the local and global aspects of innovation. Co- location centres shall provide for cross- border collaboration and are well positioned to capitalise on various funding schemes from their respective regions. The co-location centres shall play a major role in strengthening the local- global connectivity. Article 2 Article 2 This Decision shall enter into force on [no change] [no change] the twentieth day following that of its publication in the Official Journal of the European Union.
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ANNEX THE EIT STRATEGIC INNOVATION AGENDA
COMMISSION PROPOSAL EP PARLIAMENT ITRE VOTE COUNCIL PGA COMPROMISE TEXT (28.11.12) (ADOPTED ON 11.12.12)
1. THE EUROPEAN 1. THE EUROPEAN INSTITUTE OF INNOVATION INSTITUTE OF INNOVATION AND TECHNOLOGY: AN EU AND TECHNOLOGY: AN EU INNOVATION PLAYER: INNOVATION PLAYER: The Strategic Innovation Agenda [no change] The Strategic Innovation Agenda (SIA) outlines the priorities for the (SIA) outlines the priorities for the European Institute of Innovation and European Institute of Innovation and technology (EIT) over the period Technology (EIT) over the period 2014-2020 as well as the modalities 2014-2020 as well as the modalities for its operation. It is therefore a key for its operation. It is therefore a key tool of European policy makers to tool of European policy makers to steer the strategic direction of the EIT, steer the strategic direction of the EIT, while leaving considerable autonomy while leaving considerable autonomy to the Institute in defining the ways to the Institute in defining the ways and means to achieve the set goals. and means to achieve the set goals.
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The SIA is the result of an in-depth [no change] [no change] process that has sought to take stock of the EIT experience so far, and to fully reflect the reality of the European innovation landscape. It is based on a first SIA draft from the EIT Governing Board submitted to the European Commission on 15 June 2011, in conformity with the requirements of the EIT Regulation. It also builds on the results of an independent evaluation of the EIT's initial period as well as on a consultation process open to all those having a current or potential stake in the EIT's activities, including businesses, higher education institutions, and research organisations, as well as national and regional authorities.
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1.1. EIT: Addressing societal 1.1. EIT: Addressing societal 1.1. EIT: Addressing societal challenges via innovation in the challenges via innovation in the challenges via innovation in the knowledge triangle knowledge triangle knowledge triangle AMD 11 In a rapidly changing world, Europe's In a rapidly changing world, Europe's In a rapidly changing world, Europe's pathway to the future rests on growth pathway to the future rests on growth pathway to the future rests on growth which is smart, sustainable and which is smart, sustainable and which is smart, sustainable and inclusive. To achieve this goal and to inclusive. To achieve this goal and to inclusive. To achieve this goal and to remain competitive in the global remain competitive in the global remain competitive in the global knowledge economy, the 'knowledge knowledge economy and society, the knowledge economy, the 'knowledge triangle' of research, education and ‘knowledge triangle’ of research, triangle' of research, higher education innovation and the interaction between education and innovation and the and innovation and the interaction these three sides have been recognised interaction between these three sides between these three sides have been as key driving forces. The European have been recognised as key driving recognised as key driving forces. The Union has acted accordingly and forces. The European Union has acted European Union has acted accordingly identified these fields as policy accordingly and identified these fields and identified these fields as policy priorities in its Europe 2020 strategy. as policy priorities in its Europe 2020 priorities in its Europe 2020 strategy. These priorities are notably strategy. These priorities are notably These priorities are notably implemented through the flagship implemented through the flagship implemented through the flagship initiatives 'Innovation Union' and initiatives ‘Innovation Union’ and initiatives 'Innovation Union' and 'Youth on the Move', which form the ‘Youth on the Move’, which form the 'Youth on the Move', which form the overarching policy framework for EU overarching policy framework for EU overarching policy framework for EU actions in these fields. They are actions in these fields. They are actions in these fields. They are complemented by the flagship complemented by the flagship complemented by the other flagship initiatives on an 'Integrated Industrial initiatives on an ‘Integrated Industrial initiatives e.g. on an 'Integrated Policy for the Globalisation Era' and Policy for the Globalisation Era’ and Industrial Policy for the Globalisation on a 'Resource-Efficient Europe'. The on a ‘'Resource-Efficient Europe’. The Era', ‘Digital Agenda for Europe’ European Institute of Innovation and European Institute of Innovation and and on a 'Resource-Efficient Europe'. Technology will fully contribute to Technology will fully contribute to The European Institute of Innovation achieving the goals of these flagship achieving the goals of these flagship and Technology will fully contribute initiatives. initiatives. to achieving the goals of these flagship initiatives.
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The reasons for putting research, The reasons for putting research, The reasons for putting research, education and innovation at centre education and innovation at centre higher education and innovation at stage are straightforward. In a context stage are straightforward. In a the centre stage are straightforward. In a of increasing global competition and context of the knowledge economy context of increasing global facing a demographic challenge at and increasing global competition and competition and facing a demographic home, Europe's future economic facing a demographic challenge at challenge at home, Europe's future growth and jobs will increasingly home, Europe's future economic economic growth and jobs will come from innovation breakthroughs growth and jobs will increasingly increasingly come from innovation in products, services and business come from innovation breakthroughs breakthroughs in products, services models as well as from its ability to in products, services and business and business models as well as from nurture, attract and retain talent. While models as well as from its ability to its ability to nurture, attract and retain there are individual success stories nurture, attract and retain talent, while talent. While there are individual across Europe, EU Member States on allowing European citizens not only success stories across Europe, EU average underperform in comparison to benefit from these innovations but Member States on average with global innovation leaders. also to contribute, particularly by underperform in comparison the EU Moreover, the EU is facing increased means of new technologies, to their needs to catch up with global competition for talent from new emergence. While there are individual innovation leaders. Moreover, the EU centres of excellence in emerging success stories across Europe, EU it is facing increased competition for economies. Member States on average talent from new centres of excellence underperform in comparison with in emerging economies. global innovation leaders. Moreover, the EU is facing increased competition for talent from new centres of excellence in emerging economies, with the brain drain being a significant problem for the EU.
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COMMISSION PROPOSAL EP PARLIAMENT ITRE VOTE COUNCIL PGA COMPROMISE TEXT (28.11.12)
A genuine change in our innovation A genuine change in EU innovation A genuine change in our innovation systems and paradigms is therefore systems and paradigms is therefore systems and paradigms is therefore necessary. Still too often, excellence in necessary, which requires the necessary. Still too often, excellence in higher education, research and adoption of new principles and higher education, research and innovation, while clearly existing practices based, in particular, on innovation, while clearly existing across the EU, remains fragmented. open and inclusive research. Still too across the EU, remains fragmented. Europe needs to overcome this lack of often, excellence in higher education, Europe needs to overcome this lack of strategic co-operation across research and innovation, while clearly strategic co-operation across boundaries – countries, sectors and existing across the EU, remains boundaries – countries, sectors and disciplines. Moreover, Europe needs fragmented. Europe needs to disciplines. Moreover, Europe needs to embrace a true entrepreneurial overcome this lack of strategic co- to further strengthen its efforts in culture, which is essential for operation across boundaries – higher education, research and capturing the value of research and countries, sectors and disciplines. innovation and to embrace a true innovation, for setting-up new Moreover, Europe needs to embrace a entrepreneurial culture, which is ventures and actual market has a strong, open and true essential for capturing the value of deployment of innovations in potential entrepreneurial culture, with large research and innovation, for setting-up high-growth sectors. Europe needs to diversity of small and medium-size new ventures and actual market foster the role of higher education enterprises, which is essential for to deployment of innovations in potential institutions as engines of innovation, nurture and support to capturing the high-growth sectors. Europe needs to as talented people need to be equipped value of research and innovation, for foster the role of higher education with the right skills, knowledge and setting-up new ventures and achieve institutions as engines of innovation, attitudes in order to drive innovation actual market deployment of as talented people need to be equipped forward. innovations in potential high-growth with the right skills, knowledge and sectors. Europe needs to foster the role attitudes in order to drive innovation of higher education institutions as forward. engines of innovation, as talented people need to be equipped with the right skills, knowledge and attitudes in order to drive innovation forward.
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The EIT has been set up precisely to The EIT has been set up precisely to The EIT has been set up precisely to this end – to contribute to sustainable this end – to contribute to sustainable this end – to contribute to sustainable economic growth and competitiveness economic growth and competitiveness economic growth and competitiveness by reinforcing the innovation capacity by reinforcing and accelerating the by reinforcing the innovation capacity of the Union and its Member States. innovation capacity of the Union and of the Union and its Member States By fully integrating the knowledge its Member States. By fully integrating and boost its capacity to convert triangle of higher education, research the knowledge triangle of higher outputs from research into high and innovation, the Institute will education, research and innovation, value products and services. By fully strongly contribute to tackling societal the Institute will strongly contribute to integrating the knowledge triangle of challenges under Horizon 2020 and tackling the major societal challenges higher education, research and bring about systemic change in the under Horizon 2020 and bring about innovation, the Institute will strongly way European innovation players systemic change in the way European contribute to tackling in particular collaborate innovation players collaborate to societal challenges under Horizon promote open and inclusive models, 2020 and bring about systemic change thereby tackling the European in the way European innovation paradox. players collaborate. The EIT is the single instrument within the Horizon 2020 framework that has a strong emphasis on education . The EIT should emerge as a world-class provider of post- graduate education, as it combines high quality training, mobility, entrepreneurial experiences in a setting where actual innovation is taking place, and introduces a disruptive educational paradigm for higher education.
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To achieve this goal, the EIT To achieve this goal, the EIT To achieve this goal, the EIT combines strategic orientation at EIT combines strategic orientation at EIT combines strategic orientation at EIT level with a bottom up approach level with a bottom up approach level with a bottom up approach through its Knowledge and Innovation through its Knowledge and Innovation through within the thematic remits Communities (KICs). KICs are highly Communities (KICs). KICs are highly of its Knowledge and Innovation integrated partnerships, bringing integrated partnerships, bringing Communities (KICs). KICs are highly together excellent universities, together excellent universities, integrated pan-European research centres, small and large research centres, small and large partnerships, bringing together companies and other innovation actors companies and other innovation actors excellent universities, research centres, on a long-term basis around specific on a long-term basis around specific small and large companies and other societal challenges. Each KIC is societal challenges. Each KIC is innovation actors on a long-term basis organized around a small number of organized around a small number of around specific societal challenges. interconnected co-location centres interconnected co-location centres Each KIC is organized around a small where partners work closely together where partners work closely together number of interconnected co-location on a daily basis and with an on a daily basis and with an centres where partners work closely unprecedented degree of common unprecedented degree of common together on a daily basis and with an strategic objectives. Co-location strategic objectives. Co-location unprecedented degree of sharing centres build on existing centres of centres build on existing centres of common strategic objectives. Co- excellence, developing them further excellence, developing them further location centres build on existing into local innovation ecosystems and into local innovation ecosystems and centres of excellence, developing them linking them together into a broader linking them together into a broader further into local innovation network of innovation nodes across network of innovation nodes across ecosystems and linking them together Europe. Europe. into a broader network of innovation nodes across Europe.
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Within the EIT framework , the Within the EIT framework, the Within the EIT framework , the individual KICs have been given a individual KICs have been given a individual KICs have been given a large degree of autonomy in defining large degree of autonomy in defining large degree of autonomy in defining their internal organisation, their internal organisation, their internal organisation, composition, agenda and working composition, agenda and working composition, agenda and working methods, allowing them to choose the methods, allowing them to choose the methods, allowing them to choose the approach that is best suited to meet approach that is best suited to meet approach that is best suited to meet their objectives. At strategic level, the their objectives. At strategic level, the their objectives. The EIT should act EIT organizes the selection process of EIT organizes the selection process of as a role model across Europe by KICs, coordinates them with a flexible KICs, coordinates them with a flexible showing effective and light touch framework and disseminates their best framework, supports and advises governance. At strategic level, the governance and funding models. them in administrative matters, EIT organizes the selection process of stimulates collaboration between KICs, according to the thematic them and disseminates their best areas determined by the European governance and funding models. Parliament and the Council, and Cross-KIC coordination and coordinates them with a flexible cooperation should be exercised by framework and disseminates their best the EIT in order to ensure synergies governance and funding models. and added-value creation from the numerous EIT partners and the cross-pollination of ideas within the EIT.
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Through the KICs, the EIT helps to Through the KICs, the EIT helps to [no change] create environments where innovation tries to accelerate innovation and to is more likely to thrive and to generate help create multidisciplinary and breakthroughs in the way higher interdisciplinary environments where education, research and business innovation is more likely to thrive and collaborate. This approach helps to generate breakthroughs in the way addressing the increasingly complex higher education, research and societal challenges set out in Horizon business collaborate. This approach 2020 in a holistic way, bringing helps addressing the increasingly together excellent people from complex and interlinked societal different sectors, backgrounds and challenges set out in Horizon 2020 in a disciplines – who otherwise would not holistic way, combining sectorial and necessarily meet – to jointly find cross-sectoral innovation and solutions to the challenge. bringing together excellent people from different sectors, backgrounds and disciplines – who otherwise would not necessarily meet – to jointly find solutions to the challenge.
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Achievements [no change] Achievements The EIT has completed its initial The EIT has completed its initial phase, which was dedicated to phase, which was dedicated to launching its operations through the launching its operations through the KICs and to put in place the EIT first KICs and to put in place the EIT decision making and executive decision making and executive functions – Governing Board and functions – Governing Board and headquarters. The EIT has also been headquarters. The EIT has also been successful in reaching its main successful in reaching its main objective - the full integration of the objective - the full integration of the entire innovation chain, bringing entire innovation chain, bringing together higher education institutions, together higher education institutions, research organisations and businesses research organisations and businesses via three initial Knowledge and via three initial Knowledge and Innovation Communities, established Innovation Communities, established in 2010 in areas identified by Council in 2010 in areas identified by Council and Parliament as essential to Europe's and Parliament as essential to Europe's future development. These are future development. These are sustainable energy ('KIC InnoEnergy'), sustainable energy ('KIC InnoEnergy'), climate change adaptation and climate change adaptation and mitigation ('ClimateKIC') and future mitigation ('ClimateKIC') and future information and communication information and communication society ('EIT ICT Labs'). society ('EIT ICT Labs'). Moreover, the EIT is now [no change] [no change] consolidating itself as an innovation institution through the headquarters in Budapest. It has also set up the EIT Foundation, a legally independent organisation dedicated to promoting and supporting the work and activities of the EIT, and to enhancing the EIT's societal impact.
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KICs on their way to world class [no change] KICs on their way to world class integrated partnerships integrated partnerships The current three KICs have Established in 2010, the first three succeeded in achieving critical mass in KICs have realised their first their respective areas, including a activities in 2011. In spite of their balanced participation from the still short experience, they The different components of the current three KICs have succeeded in knowledge triangle. The combined achieving critical mass in their strength of partners in a KIC – both in respective areas, including a balanced number and in the weight they participation from the different represent in their respective fields – components of the knowledge triangle. gives them the potential to be world The combined strength of partners in a class. KIC – both in number and in the weight they represent in their respective fields – gives them the potential to be world class. Graph 1- KICs co-location Graph 1- KICs co-location The KICs have followed differentiated [no change] [no change] approaches in building up their strategies and governance structures, reflecting different thematic fields. One KIC has been set up as a company while two others are non profit associations. All are structured around approximately 30 core partners and five to six co-location centres, which are usually flanked by a varying number of additional affiliate partners, including small and medium sized enterprises (SMEs).
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The set-up of the KICs as single legal The set-up of the KICs as single legal The set-up of the KICs as single legal entities led by a Chief Executive entities led by a Chief Executive entities led by a Chief Executive Officer (CEO) provides a clear Officer (CEO) provides a clear Officer (CEO) provides a clear departure from a traditional multi- departure from a traditional multi- departure from a traditional multi- beneficiaries approach. Moreover, all beneficiaries approach. Moreover, all beneficiaries approach. Moreover, all KICs follow business logic for the KICs follow business logic for the KICs follow business logic for the strategic planning of their activities, strategic planning of their activities, strategic planning of their activities, and all KICs have implemented the and all KICs have implemented the and all KICs have implemented the co-location concept: bringing diverse co-location concept: bringing diverse co-location concept: bringing diverse teams together in one physical place, teams together in one physical place, teams together in one physical place, acting as a clearing house for many acting as a clearing house for many acting as a clearing house for many KIC activities, and combining KIC activities, and combining KIC activities, and combining competences and skills developed in competences and skills developed in competences and skills developed in different areas of specialisation at pan- different areas of specialisation at pan- different areas of specialisation at pan- European level. European level. KICs should be able European level. Business in to mobilise investments and long term particular will play a strong role in commitments from the private, public realising the KICs activities and and tertiary sectors. KICs should be able to mobilise investment and long term commitment from the business sector.
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KICs activities span the entire [no change] [no change] innovation chain and include among others the setting up of EIT labelled Master and PhD programmes which combine excellent science with entrepreneurship education, business creation services, and mobility schemes. With the KICs' initial activities focused on talent and people, first results have been achieved on education and entrepreneurship, including the setting up of Masters and PhD programmes. Two KICs have joined forces and co-operate in a joint Master programme in Smart Grids Currently the EIT, through the existing KICs and co-location centres, faces an issue of geographical concentration; this should be taken into consideration in the future, following the launch of future KICs and the expansion of EIT's operations.
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The KICs' achievements in their first [no change] [no change] year (2010-2011) are promising: Nearly 500 students completed their [no change] [no change] training on summer courses and more than 200 students are presently enrolled in specific KIC-branded Master courses. And demand from talented people is high: KIC InnoEnergy for example received 950 applications for their Master course with 155 students who could be admitted. Students which graduated from ClimateKIC courses in 2010 and 2011 have formed an alumni association with the aim to maintain long-term involvement with the KIC. Six start-ups have already been [no change] [no change] created with seed money from prizes and awards or with support from the KICs. More than 50 start-ups are presently undergoing incubation activities. EIT ICTLabs is supporting 18 small companies with business coaches. Links within the knowledge triangle [no change] [no change] were established at regional level via cross-disciplinary professional development programmes, such as Climate KICs' 'Pioneers in practice' programme (59 individuals have attended this mobility scheme so far).
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New Intellectual Property (IP) rules [no change] [no change] were established stipulating sharing the profits from IPR between companies involved and the KIC legal entity. Graph 2 -KIC partners 2011 Graph 2 -KIC partners 2011 (Business, HE, Research) (Business, HE, Research) AMD 12 1.2 EIT added value: distinguishing 1.2 EIT added value: distinguishing 1.2 EIT added value: distinguishing features features features The EIT approach is characterized by The EIT approach is characterized by [no change] a number of elements by which it a number of elements by which it brings true added value at Union level: brings true added value at Union level: • Overcoming fragmentation via • Overcoming fragmentation via long-term integrated partnerships long-term integrated partnerships and achieving critical mass and achieving critical mass through through its European dimension: its European dimension: Building Building on existing cooperation on existing cooperation initiatives, initiatives, the EIT brings the the EIT brings the selected selected partnerships in the KICs to partnerships in the KICs to a more a more permanent and strategic permanent and strategic level. level. KICs allow world-class KICs allow world-class partners to partners to unite in new unite in new configurations, configurations, optimize existing optimize existing resources and resources, access new business develop open and inclusive opportunities via new value chains innovation models, access new addressing higher risk, and larger business opportunities via new scale challenges. value chains addressing higher risk, and larger scale challenges.
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Moreover, while there are a [no change] [no change] significant number of centres of excellence across EU Member States, they often do not attain the critical mass for global competition individually. The KICs' co-location centres offer strong local actors the opportunity to closely connect to other excellent partners across borders, thereby allowing them to act and be recognized globally. AMD 13 [no change] • Enhancing the impact of • Enhancing the impact of investments on education, research investments on education, research and innovation and testing new and innovation and testing new ways for innovation governance: ways for innovation governance: The EIT acts as a catalyst, adding The EIT acts as a an " innovation value to the existing research base, catalyst", adding value to the by accelerating the take-up and existing research base, by exploitation of technologies and accelerating the take-up and research outcomes. Innovation exploitation of technologies and activities contribute in turn to align research outcomes and by and leverage research investments transferring research results to all and to make education and training levels of education. Innovation activities more responsive to activities contribute in turn to align business needs. and leverage research investments and to make education and training activities more responsive to business needs.
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To this end, the EIT has been [no change] [no change] equipped with a substantial degree of flexibility to test out new innovation models, allowing for true differentiation in the KICs' governance and funding models and quick adaptation to better cope with emerging opportunities. The EIT also has the potential to develop new financing models, such as innovation prizes, allowing to maximize the public returns from the financing of research, ensuring that innovation not only tackles the most urgent needs of society but also can bring benefit rapidly to European citizens.
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AMD 14 • Nurturing talent across borders • Nurturing talent across borders and • Nurturing talent across borders and fostering entrepreneurship fostering entrepreneurship through and fostering entrepreneurship through knowledge triangle knowledge triangle integration: through knowledge triangle integration: The EIT nurtures The EIT nurtures people-driven integration: The EIT nurtures people-driven innovation and puts innovation and puts students, people-driven innovation and puts students, researchers, and researchers, and entrepreneurs at students, researchers, and entrepreneurs at the heart of its the heart of its efforts. It provides entrepreneurs at the heart of its efforts. It provides new career new career paths and mobility efforts. It provides new career paths between academia and the options between academia and the paths between academia and the private sector, and innovative private sector, and innovative private sector, and innovative schemes for professional schemes for professional schemes for professional development. The EIT label development. The EIT label development. The EIT label attached to innovative KICs' attached to innovative KICs' attached to innovative KICs' Masters and PhD programmes will Masters and PhD programmes will Masters and PhD programmes will contribute to creating an contribute to creating an is expected to contribute to internationally recognized brand of internationally recognized brand of creating an internationally excellence helping to attract talent excellence helping to attract talent recognized brand of excellence from Europe and abroad. from Europe and abroad, bearing helping to attract talent from Entrepreneurship is fostered in mind the distinctive features Europe and abroad. through a new generation of world- and the requirements of Entrepreneurship is fostered class students, equipped with the individual regions and facilitating through a new generation of world- knowledge and attitudes to turn the establishment and class students, equipped with the ideas into new business development of cultural districts knowledge and attitudes to turn opportunities. in association with local industry. ideas into new business Entrepreneurship is fostered opportunities.These students have through a new generation of world- a key role in the integration of class students, equipped with the the Knowledge Triangle. knowledge and attitudes to turn ideas into new business opportunities
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AMD 15 • Smart funding through leverage • Smart funding through leverage • Smart funding through leverage combined with a results- and combined with a results- and combined with a results- and business-oriented approach: The business-oriented approach: The business-oriented approach: The EIT provides up to 25% of the EIT provides up to 25% of the EIT provides up to 25% of the KICs budget and catalyzes 75% of KICs budget and catalyzes 75% of KICs budget and catalyzes 75% of financial resources from a wide financial resources from a wide financial resources from a wide range of public and private range of public and private range of public and private partners, creating a significant partners, creating a significant partners, creating a significant leverage effect by pooling large– leverage effect by pooling large– leverage effect by pooling large– scale investment and streamlining scale investment and streamlining scale investment and streamlining different sources of public and different sources of public and different sources of public and private towards jointly agreed private towards jointly agreed private towards jointly agreed strategies. strategies. With the significant 1- strategies. KICs will make to-3 leveraging effect, the total internal provisions to avoid budget allocated to the EIT of double funding of activities at 3,3% of the total Horizon 2020 national and EIT level. budget, manages to leverage an additional more than 10% of the Horizon 2020 budget, from public and private funds, towards achieving the EU's research and innovation agenda.
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Moreover, by focussing on both Moreover, by focussing on both Moreover, by focussing on both market and societal impact, the EIT market and societal impact, the EIT market and societal impact, the EIT follows a results-oriented approach. follows a results-oriented approach. follows a results-oriented approach. KICs operate according to a EIT should act as an investor, KICs operate according to a business logic, on the basis of following an entrepreneurial business logic, on the basis of annual business plans, including an logic, and its investments should annual business plans, including an ambitious portfolio of activities be acting as leverage for other ambitious portfolio of activities from education to business sources of private or public from education to business creation, with clear targets, funding. KICs operate according to creation, with clear targets, deliverables and key performance a business logic, on the basis of deliverables and key performance indicators (KPIs) against which annual business plans, including an indicators (KPIs) against which they are measured. ambitious portfolio of activities they are measured. from education to business creation, with clear targets, deliverables and key performance indicators (KPIs) against which they are measured.
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AMD 16 1.3 Synergies and complementarities 1.3 Synergies and complementarities 1.3 Synergies and complementarities with other policy and funding with other policy and funding with other policy and funding initiatives initiatives initiatives The inter-relationships between The inter-relationships between The inter-relationships between research, innovation and education are research, innovation and education are research, innovation and higher increasingly being recognised within increasingly being recognised within education are increasingly being EU initiatives and programmes. There EU initiatives and programmes. There recognised within EU initiatives and is great potential for mutually is great potential for mutually programmes. There is great potential reinforcing actions at European, reinforcing actions at European, for mutually reinforcing actions at national and regional level. At EU national and regional level. At EU European, national and regional level. level, the strategic framework level, the strategic framework At EU level, the strategic framework provided by Horizon 2020 – the provided by Horizon 2020 – the provided by Horizon 2020 – the Framework Programme for Research Framework Programme for Research Framework Programme for Research and Innovation (2014-2020) – will and Innovation (2014-2020) – will and Innovation (2014-2020) – will further ensure these synergies are fully further ensure these synergies are fully further ensure these synergies are fully exploited. exploited. The EIT and its KICs have exploited. to complement the totality of EU research and innovation funding, rather than duplicate them.
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AMD 17 The EIT will strongly contribute to the The EIT will strongly contribute to the The EIT will strongly contribute to the objectives set out in Horizon 2020, in objectives set out in Horizon 2020, in objectives set out in Horizon 2020, in particular by addressing societal particular by addressing societal particular by addressing societal challenges in a complementary way to challenges in a complementary way to challenges in a complementary way to other initiatives in these areas. Within other initiatives in these areas. Within other initiatives in these areas. Within Horizon 2020, the EIT will be part of Horizon 2020, the EIT will be part of Horizon 2020, the EIT will be part of the "tackling societal challenges" the ‘tackling societal challenges’ the "tackling societal challenges" objective but following the approach objective but following the approach objective but following the approach of seamless interaction across of seamless interaction across of seamless interaction across objectives, it will also contribute to objectives, it will also contribute to objectives, it will also contribute to "industrial leadership and competitive ‘industrial leadership and competitive the "industrial leadership and frameworks" by stimulating results- frameworks’ by stimulating results- competitive frameworks" objective by driven research and fostering the driven research and fostering the stimulating results-driven research and creation of high growth innovative creation of open and inclusive fostering the creation of high growth SMEs. innovation models among high innovative SMEs. growth innovative SMEs.
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Finally, it will contribute to the Finally, it will contribute to the Finally, it will contribute to the creation of an "excellent science base" creation of an ‘excellent science base’ creation of an "excellent science base" by fostering mobility across by fostering mobility across objective by fostering mobility across boundaries – of disciplines, sectors boundaries – of disciplines, sectors boundaries – of disciplines, sectors and countries – and by embedding and countries – and by embedding and countries – and by embedding entrepreneurship and a risk-taking entrepreneurship and a risk-taking entrepreneurship and a risk-taking culture in innovative post-graduates culture in innovative post-graduates culture in innovative post-graduates degrees. degrees. The EIT must support cross- degrees. border and cross-sector cooperation and mobility in research and innovation between academia, research institutes and business. The EIT will create a joint innovation and knowledge sharing platform that will help support areas which are not directly participating in KICs and, in the longer term, help achieve the priorities of the Horizon 2020 framework programme. A separate priority needs to be established to define the specific scope within which the EIT will operate in the context of cooperation on research and innovation with third countries and international organisations, thus helping to disseminate good community practices.
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The EIT will thereby significantly The EIT will thereby significantly The EIT will thereby significantly contribute to promoting the framework contribute to promoting the framework contribute to promoting the framework conditions that are needed to realise conditions that are needed to realise conditions that are needed to realise the innovative potential of EU the innovative potential of EU the innovative potential of EU research and to promote the research and to promote the research and to promote the completion of the European Research completion of the European Research completion of the European Research Area (ERA). Area (ERA). A coordination Area (ERA). mechanism between the EIT and the other activities under Horizon 2020 shall be proposed by the European Commission in consultation with the EIT, to be implemented by the EIT. AMD 18 Moreover, the EIT brings a fully Moreover, the EIT brings a fully Moreover, the EIT brings a fully fledged education dimension to the fledged education dimension to the fledged and necessary education EU's research and innovation policy. EU's research and innovation policy, dimension to the EU's research and Via innovative, entrepreneurial including through open access to innovation policy. Via innovative, education it plays an important research publications. Via innovative, entrepreneurial education it plays an bridging role between the research and entrepreneurial education it plays an important bridging role between the innovation framework and education important bridging role between the research and innovation framework policies and programmes and provides research and innovation framework and education policies and the long term commitment needed to and education policies and programmes and provides the long deliver sustainable changes in higher programmes and provides the long term commitment needed to deliver education. term commitment needed to deliver sustainable changes in higher sustainable changes in higher education. education.
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Notably through new, trans and [no change] Notably through new, trans and interdisciplinary EIT-labelled degrees interdisciplinary EIT-labelled degrees, the EIT is leading a collaborative awarded by participating higher effort towards education for education institutions in accordance innovation with clear spill over effects with national rules and on the broader European agenda for accreditation procedures, the EIT is the modernisation of higher education leading a collaborative effort towards institutions thereby promoting the education for innovation with clear European Higher Education Area. spill over effects on linkage to the broader European agenda for the modernisation of higher education institutions thereby promoting the European Higher Education Area.
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[no change] [no change] Moreover, there are opportunities for mutually reinforcing interaction with the Union's Cohesion Policy by addressing the linkages between the local and global aspects of innovation. Co-location centres provide for cross- border collaboration and are well positioned to capitalise on various funding schemes from their respective regions. The co-location centres play a major role in strengthening the local- global connectivity of the KIC as a whole, including through close co- operation with regional authorities, in particular those involved in designing and delivering the Regional Innovation Strategies for Smart Specialisation (RIS3).
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AMD 19 Regions and Member States which are the site for co-location centres will have opportunities to gain positive benefits through economies of agglomeration and the reaping of positive externalities. These opportunities will be fostered if a close cooperation is established between the KIC partners in the regions and the authorities and organisations involved in designing and delivering the Smart Specialisation Strategies (RIS3) as described in Annex IV in COM(2011) 615, 2011/0276 (COD), C7-0335/11 . In contrast, regions which are excluded from these activities may experience risks of cumulative negative effects. This could reinforce existing inequalities, bringing positive benefits to regions which exhibit existing strengths in innovation capacity but adversely affecting those with existing weaknesses.
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These risks could be avoided through the RIS Scheme, and if the regions which are not a site for co-location centres adopt Smart Specialisation (RIS3) including partnership with regions hosting existing and potential co-location centres, such as Regional Implementation and Innovation Communities (RICs). Furthermore, linkages between KICs Furthermore, linkages between KICs, [no change] and local cluster organisations could SMEs and local cluster organisations, be strengthened to increase the such the Climate KIC´s existing involvement of SMEs in the activities Regional Innovation and of the KICS. While opportunities for Implementation Communities, could synergies differ depending on the be strengthened to increase the their thematic area of a KIC, a number of involvement of SMEs in the activities initiatives and programmes at EU level of the KICs. While opportunities for seem particularly prone to offering synergies differ depending on the benefits from cooperation and thematic area of a KIC, a number of coordination. As the very concept of initiatives and programmes at EU level the EIT/KICs rests on adding value to seem particularly prone to offering existing European excellence, the benefits from cooperation and KICs – present and future – will by coordination. As the very concept of definition seek to explore these the EIT / KICs rests on adding value synergies to a maximum. to existing European excellence, the KICs – present and future – and RICs will by definition seek to explore these synergies to a maximum.
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KICs will add value to initiatives that [no change] KICs will are expected to add value may exist in the relevant areas, to initiatives that may exist in the including Joint Programming relevant areas, including Joint Initiatives (JPIs), European Innovation Programming Initiatives (JPIs), Partnerships (EIPs) and Public Private European Innovation Partnerships Partnerships (PPPs). (EIPs) and Public Private Partnerships (PPPs). Safeguards shall be created in order to avoid double funding (75% of funding derives from private, public and regional funding, including from other European programmes and Cohesion Policy). Any reduction in funding of other education-related programmes should be avoided. Joint Programming Initiatives, a key [no change] Joint Programming Initiatives, a key instrument for addressing instrument for addressing fragmentation in research, should fragmentation in research, should provide the nucleus of the pan- provide the nucleus of the pan- European KIC research base. In turn, European KIC research base, when KICs can speed up and foster the and where appropriate. In turn, KICs exploitation of excellent public can speed up and foster the research pooled together by the JPIs, exploitation of excellent public thereby addressing fragmentation in research pooled together by the JPIs, innovation. The Joint Technology thereby addressing fragmentation in Initiatives (JTIs) and the newly innovation. The Joint Technology established Public and Private Initiatives (JTIs) and the newly Partnerships provide platforms for established Public and Private promotion of large-scale industry- Partnerships provide platforms for driven research and enhance the promotion of large-scale industry- development of major technologies. driven research and enhance the development of major technologies.
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AMD 20 KICs can help catalysing these major KICs can help catalysing to catalyse [no change] research investments to boost these major research investments to technology transfer and boost technology transfer and commercialisation and to develop new commercialisation and to develop new ventures within existing business via ventures within existing business via entrepreneurial talent. Through its entrepreneurial talent. Through its knowledge triangle approach, the EIT knowledge triangle approach, the EIT will complement investment of the will complement investment of the European Research Council (ERC) on European Research Council (ERC) on world-class frontier research by world-class frontier research by addressing the whole innovation chain addressing the whole innovation chain from ideas to application and from ideas to application and exploitation and provide additional exploitation and provide additional opportunities in innovation and opportunities guarantee the exposure to entrepreneurship to 'Marie development of the European Curie' researchers and 'Erasmus for all' Research Area, providing new students. opportunities for researchers in the context of Maria Skłodowska-Curie activities. The EIT will take advantage of Europe’s intellectual capital with a view to acquiring new skills in innovation and exposure to entrepreneurship to 'Marie Curie' researchers and thanks to the correlation with the ‘Erasmus for all’ students programme.
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AMD 21 The upcoming European Innovation The upcoming European Innovation The upcoming European Innovation Partnerships will provide overarching Partnerships will provide overarching Partnerships will provide overarching frameworks to facilitate alignment and frameworks to facilitate alignment and frameworks to facilitate alignment and synergies among supply and demand- synergies among supply and demand- smart synergies among supply and driven research and innovation driven research and innovation demand-driven research and instruments and policies. The KICs instruments and policies. The EIP can innovation instruments and policies. can contribute to the EIPs through be the link between the societal The KICs can contribute to the EIPs their distributed nature and on the challenges and the EIT, playing the through their distributed nature and on ground experience, and in particular role of agenda setter and looking into the ground experience, and in by developing the necessary human the need of establishing a KIC particular by developing the necessary capital, educating key actors such as regarding certain themes. The KICs human capital, educating key actors entrepreneurs and researchers, and can contribute to the EIPs through such as entrepreneurs and researchers, identifying framework conditions and their distributed nature and on the and identifying framework conditions best practise on policy, regulatory or ground experience, and in particular and best practise on policy, regulatory standardisation issues in their relevant by developing the necessary human or standardisation issues in their sector. capital, educating key actors such as relevant sector. entrepreneurs and researchers, and identifying framework conditions and best practise on policy, regulatory or standardisation issues in their relevant sector.
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AMD 22 In practice, opportunities for synergies In practice, opportunities for synergies In practice, opportunities for synergies will materialise in different ways, will materialise in different ways, will materialise in different ways, from KIC to KIC and challenge to from KIC to KIC and challenge to from KIC to KIC and challenge to challenge. Today, linkages are being challenge. Today, linkages are being challenge. Today, linkages are being developed at KIC level with other developed at KIC level with other developed at KIC level with other initiatives, varying according to the initiatives, varying according to the initiatives, varying according to the specificities of each KIC and its specificities of each KIC and its specificities of each KIC and its thematic area. In addition, the EIT thematic area. thematic area. In addition, the EIT should foster synergies and should foster synergies and interaction of the KICs across the interaction of the KICs across the pillars in Horizon 2020 and with pillars in Horizon 2020 and with other relevant initiatives, while other initiatives, while taking due taking due note of the risk of note of the risk of overlaps. overlaps.
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Examples of synergies between KICs [no change] Examples of synergies between KICs and other initiatives in practice (as of and other initiatives in practice (as of 09/2011) 09/2011) • EIT ICT Labs liaises and works • EIT ICT Labs liaises and works closely with the future Internet closely with the future Internet Public Private Partnership, the Public Private Partnership, the Artemis Joint Technology Initiative Artemis Joint Technology and EUREKA initiatives such as Initiative and EUREKA initiatives ITEA (Information Technology for such as ITEA2 (Information European Advancement), and the Technology for European Trust in Digital Life partnership. Advancement), and the Trust in By applying KIC "catalysts" such Digital Life partnership. By as the Innovation Radar, the Patent applying KIC "catalysts" such as Booster and the Technology the Innovation Radar, the Patent Transfer along the lifecycle of EU Booster and the Technology funded research projects, EIT ICT Transfer along the lifecycle of EU Labs boosts their market impact. funded research projects, EIT ICT By offering access to its co- Labs boosts their market impact. location centres it can enhance the By offering access to its co- mobility of people and ideas across location centres it can enhance the Europe. mobility of people and ideas across Europe.
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• KIC InnoEnergy contributes to the [no change] • KIC InnoEnergy contributes to the delivery of the EU's Strategic delivery of the EU's Strategic Energy Technology Plan (SET Energy Technology Plan (SET Plan), through inter alia, its Plan), through inter alia, its participation in the SETIS platform participation in the SETIS on technology watch and mapping. platform on technology watch and It also currently interacts with the mapping and its input to the Commission's Joint Research European Industrial Initiatives. Centre (JRC) for the simulation It also currently interacts with the capabilities in building scenarios. Commission's Joint Research Centre (JRC) for the simulation capabilities in building scenarios. • Climate KIC is actively providing [no change] [no change] synergies with Joint Programming Initiatives (JPIs) in the area, as the innovation agenda and implementation plan of Climate KIC will be partially based on the common strategic agenda identified in the JPI climate (climate services and adaptation). Climate KIC Regional Innovation and Implementation Communities (RICs) provide an original pan-European regional innovation model, which uses regions as test beds, linking up the development of managerial capability and regional strengths to global challenges.
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COMMISSION PROPOSAL EP PARLIAMENT ITRE VOTE COUNCIL PGA COMPROMISE TEXT (28.11.12) (ADOPTED ON 11.12.12)
2. Deepening the role of the EIT 2. Deepening the role of the EIT 2. Deepening the role of the EIT after 2013: priorities after 2013: priorities after 2013: priorities 2.1 Incentivizing growth, impact 2.1 Incentivizing growth, impact 2.1 Incentivizing growth, impact and sustainability through the EIT and sustainability through the EIT and sustainability through the EIT
Lessons from the set up phase Lessons from the set up phase Lessons from the set up phase The process of setting up the initial [no change] [no change] KICs has involved a substantial 'learning by doing'. It has shown that KICs are novel concepts and the challenge of getting legally organised as a KIC and forming contractual relationships with KICs and their partners was underestimated by all parties involved in the process. A lack of awareness of the suitability of different forms of legal entity did not help smoothing the set-up process.
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AMD 23 While the bottom-up approach, which While the bottom-up approach, which While the bottom-up approach, which gives substantial leeway to each KIC gives substantial leeway to each KIC gives substantial leeway to each KIC to organise their partnerships is to be to organise their partnerships is to be to organise their partnerships is to be maintained, further guidance should be maintained, further guidance should be maintained, further guidance and given to identify suitable legal set-ups. given to identify suitable legal set-ups. support should be given to identify Moreover, the challenge of bringing Moreover, the challenge of bringing suitable legal set-ups. Moreover, the different academic and business different academic and business challenge of bringing different cultures together into one legal entity cultures together into one legal entity academic and business cultures should not be underestimated; hence should not be underestimated; hence together into one legal entity should the importance of sharing common the importance of sharing common not be underestimated; hence the values at both KIC and EIT level. values at both KIC and EIT level. importance of sharing common values Furthermore, KICs are large scale Furthermore, KICs are large scale at both KIC and EIT level. institutional innovations, and no two institutional innovations, and no two Furthermore, KICs are large scale KICs are the same. This offers a rich KICs are the same. This offers a rich institutional innovations, and no two array of innovation models, but also array of innovation models, but also KICs are the same. This offers a rich renders the overall coordination and renders the overall coordination and array of innovation models, but also monitoring of KICs more challenging. monitoring of KICs more challenging. renders the overall coordination and Therefore a tailor-made approach monitoring of KICs more challenging. towards the different KICs is necessary. In the future, clearer guidance should [no change] In the future, EIT should give clearer be given upstream since the selection guidance should be given upstream process to ensure that essential since from the selection process to strategic features are shared by all ensure that essential strategic features KICs, while allowing for differentiated are shared by all KICs, while allowing approaches in KICs organisation, for differentiated approaches in KICs delivery and funding approaches. organisation, delivery and funding approaches..
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AMD 24 The EIT has to play a more active role in advising and supporting the KICs in administrative matters. For that purpose, the EIT has to develop a strategy to reduce administrative burdens and create a best-practices guide that disseminates good practices and experiences of existing KICs to new KICs. Finally, the current total number of [no change] [no change] three KICs does not yet provide the critical mass for the EIT to develop its full potential as a leading innovation Institute. With only three KICs there are limited With only three KICs there are limited With only three KICs there are limited opportunities to achieve cross-KIC opportunities to achieve cross-KIC opportunities to achieve cross-KIC benefits of adjacent innovation benefits of adjacent innovation benefits of adjacent innovation opportunities as well as to reap opportunities as well as to reap opportunities as well as to reap economies of scale in administration economies of scale in administration economies of scale in administration and dissemination. It also means that and dissemination. It also means that and dissemination. It also means that the EIT is not of a sufficient scale to the EIT is not yet of a sufficient scale the EIT is not of a sufficient scale to truly act as a European institution in to truly act as a European institution in truly act as a European institution in its own right. its own right. its own right.
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The EIT as a real institute The EIT must be more than simply the 'sum of its parts', which the KICs currently are. The EU needs an excellence label regarding innovation, to be internationally recognizable, and this can be achieved by giving EIT a broad and inclusive field of action. In this respect additional KICs are In this respect additional KICs are In this respect additional KICs are required in order for the EIT to gain required in order for the EIT to gain required in order for the EIT to gain the critical mass for being more than the critical mass for being more than the critical mass for being more than simply the ‘sum of its parts’. If the simply the ‘sum of its parts’. If the simply the ‘sum of its parts’. If the EIT is to explore new innovation EIT is to explore new innovation EIT is to explore new innovation governance and management models governance and management models governance and management models through the KICs, a limited number of through the KICs, a limited number of through the KICs, a limited number of additional partnerships need to be set additional partnerships need to be set additional partnerships need to be set up in order to enlarge the sample on up in order to enlarge the sample on up in order to enlarge the sample on which the EIT experience is based which the EIT experience is based which the EIT experience is based upon. upon. upon.
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EIT aims to consolidate and further develop its role as an 'investor' which nurtures and enables existing centres of excellence in research, business and higher education in Europe to come together and foster their long- term systematic collaborations. However, the EU can not afford to lose or to waste knowledge. In this regard, the EIT needs also to include universities networks, besides the ones already participating in the KICs, as well as Marie Curie grants for innovation, and work in close cooperation and articulation with JTIs, RICs, and other innovative forms of doing or promoting research that can emerge, including smaller KICs. Even though the object of research is not at the heart of the existing KICs, the EIT shall promote multi-disciplinary approaches to innovation, and support development of non-technological, organisational, systems innovation and public sector innovation as a necessary complement to the existing innovation activities, as well as to the possible future ones.
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AMD 25 The EIT needs, in the long term, to cultivate a clear identity and a world- wide EIT brand name as being Europe's innovation and entrepreneurship engine and a world- class provider of education in this field. The EIT can develop into the embodiment of the Union's innovation agenda, just as the ERC is the embodiment of European excellence and global leadership in science. Nurturing a strong EIT brand may include actions to create a strong human and business network around the EIT community (students, alumni, educators, entrepreneurs, professionals etc) and foster a sense of identity and visibility. Such actions may include the organization of science and innovation conferences, annual events, competitions and awards, graduation ceremonies etc.
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AMD 26 The EIT as an investor in the The EIT as an investor in the The EIT as an investor in the knowledge triangle knowledge triangle knowledge triangle Building on these lessons the EIT aims Building on these lessons the EIT aims [no change] to consolidate and further develop its to consolidate and further develop its role as an 'investor' which nurtures and role as an 'investor' which nurtures in enables existing centres of excellence nurturing and enables enabling in research, business and higher existing centres of excellence in education in Europe to come together research, business and higher and foster their long-term systematic education in Europe to come together collaborations through the KICs. and foster their long-term systematic collaborations through the KICs. With this in mind, information campaigns, making use of all relevant means and avenues of communication, should be launched to ensure that both universities and students have sufficient access to information on the functioning and the scope of the EIT and the KICs.
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AMD 27 The 'EIT investor' approach stands for The 'EIT investor' approach stands for [no change] a focus on identifying best strategic a focus on identifying best strategic opportunities and selecting a portfolio opportunities and selecting a portfolio of world-class partnerships – the KICs of world-class partnerships – the KICs – to deliver on these. As part of this – to deliver on these. As part of this approach, the EIT awards the annual approach, the EIT awards the annual grants to the KICs based on their past grants to the KICs based on their past performance and proposed activities in performance and proposed activities in their business plan. The assessment of their business plan, following a clear, the business plans will be supported public and transparent procedure. by external, independent experts. In The assessment of the business plans this perspective, the EIT should not will be supported by external, only set out broad directions and independent experts. In this visions, but needs to provide KICs perspective, the EIT should not only with an appropriate level of support set out broad directions and visions, and monitor their performance. At the but needs to provide KICs with an same time, KICs are given a appropriate level of support and substantial degree of leeway to define monitor their performance. At the their internal strategies and same time, KICs are given a organisation as well as to deliver their substantial degree of leeway to define activities and mobilise the talent and their agenda, internal strategies and resources needed. organisation as well as to deliver their activities and mobilise the talent and resources needed.
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AMD 28 [no change] Returns on EIT investment in KICs Returns on EIT investment in KICs will be measured in terms of tangible will be measured in terms of tangible benefits for the European economy benefits for the European economy and society at large, such as creation and society at large, such as creation of new business, products and services of new business, products and services in existing and future markets, better in existing and future markets, better skilled entrepreneurial people, new skilled entrepreneurial people, new and more attractive job opportunities and more attractive job opportunities, and the attraction and retention of as well as by drawing on the talent from across the EU and abroad. strengths of local communities that are already symbols of excellence, and the attraction and retention of talent from across the EU and abroad. However, also qualitative performance indicators will be set out to assess the KICs.
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This requires the set-up of a robust [no change] [no change] monitoring and evaluation system for the EIT, focusing on achievements, outputs and generation of both economic and societal impact to be benchmarked against best international practices. Setting up a balanced performance monitoring system to assess the EIT impact via the KIC, the EIT own performance as an organisation and the EIT contribution to Horizon 2020 is a priority in this direction. AMD 29 An important element in this regard is An important element in this regard is [no change] also the development, together with also the development, together with the KICs, of a true EIT 'corporate the KICs, of a true EIT ‘corporate identity' around a set of shared values. identity’ around a set of shared values. While all KICs and their individual While all KICs and their individual partners do have their own corporate partners do have their own corporate identities and values, they all share identities and values, they all share values that bring the EIT/KICs values that bring the EIT/KICs community together. They are: community together. They are: excellence across the knowledge excellence across the knowledge triangle; skilled and entrepreneurial triangle; opportunities for people; long-term collaboration across involvement of all Members States; borders, disciplines and sectors; and highly-skilled and entrepreneurial the focus on societal and economic people; long-term collaboration across impact. Such an identity will also borders, disciplines and sectors; and enhance the external visibility and the focus on societal and economic reputation of the EIT and KICs. impact. Such an identity will also enhance the external visibility and reputation of the EIT and KICs.
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AMD 30 2.1.1 Consolidating and fostering 2.1.1 Consolidating and fostering 2.1.1 Consolidating and fostering growth and impact of the existing growth and impact of the existing growth and impact of the existing KICs KICs KICs The EIT will actively support the The EIT will actively support the [no change] initial three KICs to enhance their initial three KICs to enhance their potential and impact and their potential and impact and their contribution to the objectives of contribution to the objectives of Horizon 2020. Over time, the KICs Horizon 2020. Over time, the KICs will expand their initial portfolio of will expand their initial portfolio of activities in order to seize new market activities in order to seize new market or societal opportunities. To support or societal opportunities and adapt to these developments, the EIT will a changing global environment. To advise and define, in close co- support these developments, the EIT operation with each individual KIC, will advise and define, - in a clear, tailor-made co-financing strategies, transparent and publicly accountable which at the same time underpin way – in close co-operation with each strategic activities from an EIT individual KIC, tailor-made co- perspective. financing strategies, which at the same time underpin strategic activities from an EIT perspective.
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KICs should remain dynamic [no change] KICs should remain dynamic partnerships and hence be open to new partnerships and hence be open to new partners but also to discontinue partners across the whole of Europe existing ones if appropriate. The KIC on the basis of excellence, but also to should tap into new sources of existing discontinue existing ones if and potential excellence whenever appropriate. The KIC should tap into they bring added value, through new sources of existing and potential participation of new partners in the excellence whenever they bring added existing co-location centres, enhanced value, through participation of new cross-co-location work within each partners in the existing co-location KIC or even, the set-up of a new co- centres, enhanced cross-co-location location centre, while keeping their work within each KIC or even, the set- KIC partnership focused, robust and up of a new co-location centre, while manageable. keeping their KIC partnership focused, robust and manageable.
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AMD 31 Funding EU funding for Research and Innovation is of key significance and should be exploited for leverage. Leverage effect is one of the main goals of the EIT's use of Union funds, attracting private and public additional financing, promoting a multifund approach and strengthening the bridges that link EIT with the structural funds. The EIT and the KICs seek synergies with relevant Union initiatives, as well as with potential and emerging centres of excellence, communities or innovative regions within less innovation performing Member States.
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A good balance between co-operation [no change] [no change] and competition is equally important for bringing KICs to maximum performance. The EIT will incentivize KICs to engage in cross-KIC work in areas which offer a strong potential for synergies, e.g. via joint professional development courses, joint research activities, masters or PhDs degrees or cross-KIC mobility between academia and business. At the same time, the EIT will provide incentives for a certain degree of competition to encourage KICs to stay focused on results and impact and take appropriate measures in case of underperformance. AMD 32 As people are the actual carriers of innovation, provision could be made, where appropriate, to ensure the sufficient participation in EIT educational programmes of students coming from the periphery of the EU (e.g. through scholarships co-funded by Member States and the Fellowship scheme). The EIT is encouraged to collaborate with Member States and regions to ensure that EIT graduates will find opportunities and the support needed in order to express their innovation and entrepreneurship potential within the EU.
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AMD 33 KICs not only build on their partners' KICs not only build on their partners' KICs not only build on their partners' existing excellent research base, but existing excellent research base, but existing excellent research base, but are also the frontrunners for promoting are also the frontrunners for promoting are also the frontrunners for promoting and implementing the EIT's and implementing the EIT's and implementing the EIT's educational mission. The objective is educational mission. The objective is educational mission. The objective is to educate and train talented people to educate and train talented people to educate and train talented people with the skills, knowledge and mindset with the skills, knowledge and mindset with the skills, knowledge and needed in a global knowledge needed in a global knowledge entrepreneurial mindset needed in a economy. To this end, the EIT actively economy and society. To this end, the global knowledge economy. To this promotes, inter alia, the EIT-labelled EIT actively promotes, inter alia, the end, the EIT actively promotes, inter degrees by monitoring their quality EIT-labelled degrees by monitoring alia, the EIT-labelled degrees by and coherent implementation across their quality and coherent monitoring their quality and coherent KICs. implementation across KICs. implementation across KICs.
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In this endeavour they will make In this endeavour a series of quality [no change] extensive use of peer and expert criteria will be applied by KICs for evaluations, and establish a dialogue EIT- labelled degrees, to ensure the with national and quality assurance upholding of high academic bodies. This will enhance the national standards and the reputation of and international recognition of the European universities. They will also EIT labelled qualifications and raise make extensive use of peer and expert their attractiveness globally, while evaluations, and establish a dialogue providing a platform for collaboration with national and quality assurance at international level. bodies. This will enhance the national and international recognition and reputation of the EIT labelled qualifications and raise their attractiveness globally, while providing a platform for collaboration at international level.
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In the future, KICs will be encouraged In the future, KICs will be encouraged [no change] to expand their educational activities to expand their educational activities beyond post-graduate education to a beyond post-graduate education to a greater variety of study modes to cater greater variety of study modes to cater for a wider range of innovative, for a wider range of innovative, professional development activities, professional development activities, involving executive education, tailor- involving executive education, tailor- made training courses and summer made training courses (including schools. To enhance the impact of professional training courses) and KICs' educational activities and to summer schools, as well as reach out to a wider audience, KICs internships within the KICs and their may envisage the design, on an partners. To enhance the impact of experimental basis, of modules for KICs' educational activities and to undergraduate courses or packages reach out to a wider audience, KICs targeted to school education. may envisage the design, on an experimental basis, of distant and e- learning modules and degrees, as well as modules for undergraduate courses or packages targeted to school education.
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AMD 34 In this context, and in order to expand the talent-base within the EU and to ensure the availability of sufficient numbers of skilled individuals that are necessary to actually deliver innovation, the EIT should participate in efforts to enhance the attractiveness of Science, Technology, Engineering, and Mathematics (STEM) Education. KICs could develop coaching programs for young Europeans by means of internships, school visits, grants for top high-school students and university students in STEM fields, funded management or business school and/or entrepreneurship classes for top science students over the summer. The EIT will: [no change] The EIT will: • Encourage KICs to develop a greater variety of and provide advice on educational and training activities.
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[no change] [no change] • Gradually set-up competitive review mechanisms for the allocation of a percentage of the KICs grant, which will take into account that KICs grow at different speeds. AMD 35 [no change] • Incentivise KICs to develop joint • Incentivise cross-co-location work activities on cross-cutting issues . within each KIC and stimulate KICs to develop joint activities on cross-cutting issues. AMD 36 • Establish criteria for the EIT- labelled degrees, in order to guarantee their academic validity and high standards. AMD 37 [no change] • Set up a system of peer evaluations • Set Actively ensure consistency for EIT labelled qualifications and and equivalence across the EIT by engage in dialogue with national setting up a system of peer and international quality assurance evaluations reviews for EIT bodies. labelled qualifications and engage in dialogue with national and international quality assurance bodies.
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AMD 38 • Encourage KICs to develop a • Encourage KICs to develop a • Encourage KICs to develop a greater variety of educational and greater variety of educational and greater variety of educational and training activities. training activities, in particular, training activities activities designed to give the KICs the opportunity to share [see first bullet] their knowledge with institutions which may be interested in participating in future KICs, and to raise awareness about the existence of these educational programmes. AMD 39 • Invite KICs to provide students with relevant information as pertains to the recognition of degrees obtained in another Member State. AMD 40 • Identify common accreditation processes for diplomas and degrees on a European level.
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AMD 41 2.1.2. Creating new KICs 2.1.2. Creating new KICs 2.1.2. Creating new KICs In order to further enhance impact and In order to further enhance impact and In order to further enhance impact and to incentivise innovation in new areas to incentivise innovation in new areas to incentivise innovation in new areas of societal challenges, the EIT will of societal challenges, the EIT will of societal challenges, the EIT will gradually expand its portfolio of KICs. gradually expand its portfolio of KICs, gradually expand its portfolio of KICs. By following an incremental as stipulated in article 1C, through By following an incremental development path in establishing new an open tender process, in development path in establishing new KICs, the EIT will ensure that lessons accordance with the priorities and KICs, the EIT will ensure that lessons learned from previous rounds are duly objectives within the scope of learned from previous rounds are duly taken into consideration, and that "societal challenges" and taken into consideration, and that KICs are set up only in areas where "leadership in key industrial KICs are set up only in areas where there is a clear innovation potential technologies". By following an there is a clear innovation potential and top-class excellence to build on. In incremental development path in and top-class excellence to build on. In the period 2014-2020, new KICs will establishing new KICs, the EIT will the period 2014-2020, new KICs will therefore be set up in two waves, i.e. ensure that lessons learned from therefore be set up in two waves, i.e. three new KICs each in 2014 and previous rounds are duly taken into three [x] new KICs each in 2014 and 2018, leading up to a portfolio of nine consideration, and that KICs are set up 2018 [x] new KICs after 2017, KICs in the period 2014-2020 only in areas where there is a clear leading up to a portfolio of nine[x] (equalling the set-up of 40-50 co- innovation potential and top-class KICs in the period 2014-2020 location centres across the EU). excellence to build on. In the period (equalling the set-up of 40-50 co- 2014-2020, new KICs will therefore location centres across the EU). be set up in two waves, i.e. three new KICs each in 2014 and 2018, leading up to a portfolio of nine KICs in the period 2014-2020 (equalling the set-up of 40-50 co-location centres across the EU). The qualified proposals will be selected to start in 2014, and then, after the evaluation of Horizon 2020, the EIT and the KICS, there will be a new open tender process to select the new KICs to start in 2018.
5395/13 UM/nj 93 ANNEX DG G III EN A potential new selection process for [no change] A potential new selection process for KICs in 2018 shall strongly build on KICs in 2018 shall strongly build on the results of a thorough external the positive results of lessons-learned evaluation of the EIT and existing from the process for the first-round KICs, including an assessment of KICs and a thorough external KICs' economic and societal impact evaluation of the EIT and existing and the contribution of the EIT to KICs, including an assessment of strengthening the innovation capacity KICs' economic and societal impact of the EU and Member States, as well and the contribution of the EIT to as on the results from the evaluations strengthening the innovation capacity of Horizon 2020. of the EU and Member States, as well as on the results from the evaluations of Horizon 2020. New KICs will be set up in areas of [no change] New KICs will be set up in areas of large societal challenges which offer a large societal challenges which offer a true innovation potential. The EIT true innovation potential. The EIT thereby fully contributes to the goals thereby fully contributes to the goals of the larger EU policy agenda and in of the larger EU policy agenda and in particular to the objectives of Horizon particular to the objectives of Horizon 2020, which identifies a number of 2020, which identifies a number of large societal challenges, and enabling large societal challenges, and enabling and industrial technologies. The and industrial technologies. The objective is to set up KICs in thematic objective is to set up KICs in thematic areas which, due to their magnitude areas which, due to their magnitude and complex nature, can only be and complex nature, can only be addressed through a cross-disciplinary, addressed through a cross-disciplinary, cross-border, and cross-sectoral cross-border, and cross-sectoral approach. The selection of the approach. The selection of the thematic fields therefore needs to be thematic fields therefore needs to be based on a careful analysis as to based on a careful analysis as to whether a KIC can bring true added whether a KIC can bring true added value and have a positive impact on value and have a positive impact on economy and society. economy and society.
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Special attention should be also paid to the role of the humanities in higher education, as they significantly contribute both to economic life and to the furtherance of European culture and heritage. In this regard, the humanities must not be overlooked or forgotten when selecting thematic areas for future KICs. Allocation of funds for new KICs shall be provided on a competitive basis and taking into consideration the quality and potential of the projects, while ensuring enough funding for each KIC to actually deliver innovation.
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The European Commission has carried [no change] [no change] out this analysis through a process designed to objectively assess the potential of future KIC themes. One starting point was the draft SIA which the EIT Governing Board submitted to the Commission in June 2011. In parallel, a set of robust criteria was developed to allow for an objective assessment of the innovation potential offered by each future theme. The validity of these criteria was checked with the wider innovation community from across the knowledge triangle through an open public consultation. This process resulted in the following list of criteria. • Address major economic and [no change] [no change] societal challenges Europe faces, and contribute to the delivery of the Europe 2020 Agenda; • Align and co-ordinate with relevant [no change] [no change] EU policies as well as with existing initiatives under Horizon 2020 and Erasmus for All. • Be able to mobilize investment and [no change] [no change] long-term commitment from the business sector; have an existing market for its products or be able to create new ones;
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• Create sustainable and systemic • Create sustainable and systemic [no change] impact, measured in terms of new impact, measured in terms of new educated entrepreneurial people, educated entrepreneurial people, new technologies and new new technologies and new business business; and high-skilled jobs ; • Bring together a critical mass of [no change] • Bring together a critical mass of world-class research, education and world-class research, education and innovation stakeholders, which innovation stakeholders across the would otherwise not unite; whole of Europe, which would otherwise not unite, including cooperation with partners from outside Europe; • Require trans-disciplinary • Require trans-disciplinary [no change] approaches and the development of approaches and the development of new types of education across the encourage the universities to boundaries of disciplines; develop new types of education across the discipline boundaries of disciplines; • Address major innovation gaps [no change] [no change] such as the European paradox, i.e. themes where Europe has a strong research base but a weak innovation performance.
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The assessment of the themes [no change] [no change] proposed in the EIT draft as well as by the wider stakeholder community clearly showed a certain degree of variation regarding potential impact the establishment of a KIC would offer. As a result, a number of themes were discarded entirely; others were redefined in order to better respond to the specificities of the European and global context in this area. The following thematic areas have The following thematic areas have The following indicative and non- been identified as those where the been identified as those where the exclusive thematic areas have been establishment of a new KIC has establishment of a new KIC has identified as those where the greatest potential to add value to greatest potential to add value to establishment of a new KIC has existing activities and bring about a existing activities and bring about a greatest potential to add value to real boost to innovation: real boost to innovation: existing activities and bring about a real boost to innovation: • Added-value manufacturing [delete, cf. Art. 1.c.5] [no change] • Food4future - sustainable supply chain from resources to consumers • Innovation for healthy living and active ageing • Raw materials – sustainable exploration, extraction, processing, recycling and substitution • Smart secure societies • Urban mobility
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More details on the individual themes [no change] are provided in the factsheets at the end of the document3 ______3 The factsheets provide a synthesis of the analysis carried out on the relevance and added value of creating a KIC in the proposed themes. They give indicative information on what a KIC in the specific area could do, but do not prescribe future KICs' activities and working methods". Based on these themes, the EIT will [delete, cf. Art. 1.c.5] [no change] have the autonomy to organise the future KICs selection process. The success of future calls for KICs will depend largely on clear guidance as regards the expectations and requirements, as well as a timeframe allowing KIC applicants to get solidly organised both legally and financially before submitting a proposal. KICs will be selected against detailed criteria defined in the EIT Regulation, based on the overarching principles of excellence and innovation relevance. Any KIC selected will need to demonstrate how it will create maximum impact in the given area and prove the viability of its strategy.
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In view of the two waves of KIC [delete, cf. Art. 1.c.5] In view of the two waves of KIC selections foreseen in 2014 and 2018, selections foreseen in 2014 and 2018 three themes have been identified for after 2017, [three x] themes have been the first wave. Reflecting the need for identified for the first wave of new a gradual approach in establishing new KICs in 2014. Reflecting the need for KICs, the selection of the first three a gradual approach in establishing new themes has been based on the maturity KICs, the selection of the first [three of the field, the potential societal and x] themes has been based on the economic impact, as well as the maturity of the field, the potential opportunities for synergies with other societal and economic impact, as well initiatives. They are: as the opportunities for synergies with other initiatives. They are: • Innovation for healthy living [delete, cf. Art. 1.c.5] • 4[Innovation for healthy living and active ageing and active ageing • Raw materials – sustainable • Raw materials – sustainable exploration, extraction, exploration, extraction, processing, recycling and processing, recycling and substitution substitution • Food4future - sustainable • Food4future - sustainable supply chain from resources to supply chain from resources to consumers consumers] ______4The list of themes for the first wave of new KICs in 2014 is a closed list. The number of themes to be actually selected from this closed list will depend on the outcome of the MFF negotiations and will be decided later.
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For the second wave in 2018, the [delete, cf. Art. 1.c.5] For the second wave in 2018 after remaining themes (urban mobility, 2017, the remaining themes (urban added-value manufacturing and smart mobility, added-value manufacturing secure societies) will be considered, and smart secure societies) will be while taking into account new and considered, while taking into account unforeseen challenges which may new and unforeseen challenges which arise in the future. may arise in the future. Subject to the positive result of the review of the EIT in 2017, the themes of the new KICs will be defined according to Article 1a of the present Decision. The regular assessment of the evolution of research potentials and the possible emergence of new innovation dynamics should be taken into consideration for future KICs in sectors that are not yet considered but fulfil the given criteria. The EIT will [no change] The EIT will • Timely prepare a selection • Timely prepare a selection procedure for a second wave of procedure for a second the first KICs in 2014 and – after the wave of new KICs in 2014 and – evaluation of Horizon 2020, after the evaluation of Horizon including its specific programme 2020, including its specific and the EIT – for a third wave in programme and subject to a 2018 positive result of the review of the EIT – for a thirdsecond wave in 2018after 2017.
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• Consult fully with all interested stakeholders, including - alongside universities, businesses, entrepreneurs and research centres - civil society, local government and relevant NGOs, before deciding upon the thematic areas to be covered by the third wave of KICs in 2018. • Make every effort to ensure that as many potential interested parties as possible are made aware of the future KIC selection procedures. Potential interested parties shall be provided with all the necessary information to allow them to properly consider what, if any, particular contribution they can make. In that regard, attention can be paid to those areas and regions which have not yet provided any participants in existing KICs. • Ensure that the social aspect is an overriding criterion within the KICs and visible in every societal challenge.
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• Ensure that framework conditions [no change] [no change] of future KIC selection procedures are conducive to an optimal outcome, notably by providing clear guidance concerning requirements and processes, and by allowing sufficient time for proposers to organise the partnership
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AMD 42 2.2 Enhancing EIT's impact 2.2 Enhancing EIT's impact 2.2 Enhancing EIT's impact Fostering innovation across the Fostering innovation across the Fostering innovation across the Union Union Union In the initial period, the EIT has In the During its initial period, the [no change] mainly focused its efforts on EIT has mainly focused its efforts on establishing the KICs. While it is a establishing the KICs. While it is a clear goal for the EIT to strengthen clear goal for the EIT to strengthen existing centres of excellence, the EIT existing - or encourage the creation will need to ensure it also delivers of new - centres of excellence in a benefits to areas of the Union which wide participation of Member States, are not directly participating in KICs. the EIT will need to ensure it also It is therefore mission critical for the delivers benefits to areas of the Union EIT to actively promote the which are not directly participating in dissemination of good practices for the KICs. It is therefore mission critical integration of the knowledge triangle for the EIT to actively promote the in order to develop a common dissemination of good practices for the innovation and knowledge sharing integration of the knowledge triangle culture. in order to develop a common innovation and knowledge sharing culture. The EIT and the KICs shall function as model implementations of the knowledge triangle in the EU and should, eventually, emerge as service providers for innovation capacity building across the EU in designing and implementing innovation policies and 'smart specialization' strategies.
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In the future, the EIT must work to In the future, the EIT must work to [no change] make the KIC experience make the KIC experience understandable and replicable and understandable and replicable and build it into a culture that can act as a build it into a culture that can act as a role model in Europe and beyond. By role model in Europe and beyond. identifying, analysing and sharing Under Horizon 2020, EIT will good practices, as well as new develop the KIC concept further to governance and funding models from support the development of European the KICs, the EIT seeks to ensure that innovation culture in all member knowledge generated within the EIT states. By identifying, analysing and and its KICs is disseminated and sharing good practices, as well as new capitalised upon for the benefit of governance and funding models from people and institutions, including the KICs, the EIT seeks to ensure that those not directly participating in the knowledge generated within the EIT KICs. and its KICs is disseminated and capitalised upon for the benefit of people the citizens - the general public, private entities and institutions, including those not directly participating in the KICs. Furthermore, it is essential for the EIT to enhance its visibility to Member States not yet involved in KICs, and principally those that are less experienced in these forms of joint ventures. The criterion of excellence as well as the subsidiarity principle shall always apply.
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The EIT can play the decisive role in The EIT can play the decisive role in [no change] synthesising the diversity of synthesising the diversity of approaches applied by the KICs and in approaches applied by the KICs and in making them transferable in areas making them transferable in thematic where innovation capacity is weak, areas where innovation capacity is and which would otherwise not be weak, and which would otherwise not able to benefit from the experience be able to benefit from the experience gained by the EIT. Such outreach will gained by the EIT. Such outreach will ensure that the benefits of the EIT ensure that the benefits of the EIT experience promote the development experience promote the development of innovation capacity in these areas. of innovation capacity in these areas. This activity is able to generate strong This activity is able to generate strong returns in so far as it builds on the returns in so far as it builds on the work of the KICs. work of the KICs. (In this regard, it is of great importance that the concept of innovation should be also applied to academic areas, which may produce ideas and concepts or new material evidence relating to the cultural past and present of Europe.) As a measure to support this process, the EIT will develop a Regional Innovation Scheme (RIS). RIS participants should have the ambition and potential to become full members of a KIC and to develop into ecosystems mirroring the main traits of co-location centres.
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RIS participants should be structured partnerships of business, educational and research institutions, and have a clear thematic alignment with existing KICs and regional innovation plans, such as Smart Specialization Strategies. The KICs will encourage RIS participants to gain expertise and facilitate interactions with the KICs enabling KICs to access the untapped potential of emerging centres of excellence. The identification of suitable candidates should be made through an open and transparent call procedure, managed by the individual KICs with the assistance of the EIT. Candidates are selected by the KIC based on their proposals and high potential for innovation, by means of demonstration facilities, test sites, technology parks, incubators, etc. The EIT Dissemination and Outreach budget could be used for allowing the participant to participate in specific projects, to learn best practices or to become first costumers of KIC enabled technologies which facilitate access to end users. In this fashion, they may also attract start- ups from the KICs as investment of risk capital.
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After the initial two years RIS participants can be funded through regional and national funding sources, Structural funds such as the European Regional Development Fund (ERDF). Through this association scheme the EIT will enhance its pan-European impact and relevance with the objective that the EIT will develop at least two RIS participants during the period 2014- 2020. The EIT will regularly report to the European Parliament and the Council on the performance of the RIS in its Annual Activity Report.
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Main drivers of learning at EIT level Main drivers of learning at EIT level Main drivers of learning at EIT level may be: innovation-driven research for may be: innovation-driven research for may be: innovation-driven excellent the creation of new businesses and the creation of new businesses and research for the creation of new new business models, management of new business models, management of businesses and new business models, IP portfolios and new approaches to IP IP portfolios and new approaches to IP management of IP portfolios and new sharing, entrepreneurship and new sharing including the possibility for approaches to IP sharing, integrated forms of multi-disciplinary SMEs and public institutions to entrepreneurship and new integrated education; innovative governance and participate more actively in forms of multi-disciplinary education; financial models based in the concept innovation, entrepreneurship and new innovative governance and financial of open innovation or involving public integrated forms of multi-disciplinary models based in the concept of open authorities. This will help the EIT to education; innovative governance and innovation or involving public be a role model and to act as a 'game financial models based on the concept authorities. This will help the EIT to shifter' in the European innovation of open innovation or involving public be a role model and to act as a 'game landscape and to become an authorities, particularly for targeting shifter' in the European innovation internationally recognised innovation research at the priority needs of landscape and to become an institution. society. This will help the EIT to be a internationally recognised innovation role model and to act as a 'game institution. shifter' in the European innovation landscape and to become an internationally recognised and acclaimed world-class innovation institution.
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Fostering and attracting talent Fostering and attracting talent Fostering and attracting talent Talented people are at the heart of Talented people, when given the [no change] successful innovation. It is one of the appropriate education and offered to EIT's foremost roles to give talented work in inspiring conditions, are at people the opportunity to use their the heart of successful research and potential to the full and to create open to innovation. It is one of the environments where they can thrive. EIT's foremost roles to give talented Through the KICs, the EIT is people the opportunity to use their generating such environments, but potential to the full and to create needs to complement them with environments where they can thrive. strategies for attracting and including Through the KICs, the EIT is top talent from beyond the KICs. generating such environments, but needs to complement them with strategies for attracting and including top talent from beyond the KICs. The EIT will therefore put in place a The EIT will therefore through the The EIT will therefore put in place a specific people scheme to ensure that RIS, put in place a specific people specific people scheme to ensure that talent – students, researchers, teaching scheme to ensure that talent – students, talent – students, researchers, teaching staff and entrepreneurs at all career researchers, teaching staff and staff and entrepreneurs of any age and levels – beyond the co-location centres entrepreneurs at all career levels – gender and at all career levels – will be fully connected to the beyond the co-location centres will be beyond the co-location centres will be initiative. Such a scheme will not only fully connected to the initiative. Such fully connected to the initiative. Such provide top talents from beyond the a scheme will not only provide top a scheme will not only provide top KICs with the opportunity to benefit talents from beyond the KICs with the talents from beyond the KICs with the from the innovation environments opportunity to benefit from the opportunity to benefit from the created within the co-location centres, innovation environments created innovation environments created but will also provide them with within the co-location centres, but will within the co-location centres, but will incentives to make full use of the also provide them with incentives to also provide them with incentives to knowledge and know-how acquired in make full use of the knowledge and make full use of the knowledge and areas beyond the KICs. Typically, the know-how acquired in areas beyond know-how acquired in areas beyond EIT Foundation could play a the KICs. Typically, the EIT the KICs. Typically, the EIT significant role in this area. Foundation could play a significant Foundation could play a significant role in this area. role in this area.
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Moreover, the EIT has a clear role to Moreover, the EIT has a clear role to [no change] play in attracting talent from outside play in attracting talent from outside the EU. By creating a strong brand and the EU international cooperation in forging strategic relations with key the field of knowledge and innovation partners from around the globe, the by creating a strong brand and forging EIT can add to the attractiveness of the strategic relations with key partners partners within the KICs. In close from around the globe, the EIT can cooperation with the KICs, the EIT add to the attractiveness of the should develop a strong international partners within the KICs, or to any strategy, identifying and liaising other of its activities or fields of relevant interlocutors and potential action. In close cooperation with the partners. In this context the EIT and its KICs, the EIT should develop a strong KICs should take full advantage of international strategy, identifying and existing EU initiatives in the area, liaising relevant interlocutors and such as the 'Erasmus for all' potential partners. In this context the programme and the Marie Curie EIT and its KICs should take full Actions. In addition, the EIT can advantage of existing EU initiatives in foster knowledge sharing, mentoring the area, such as EU research, and networking by encouraging the education, training and youth setting up of an EIT alumni network. programmes, including the 'Erasmus for all' programme and the Marie Skłodowska-Curie Actions and other mobility initiatives within the European Research Area. In addition, the EIT can foster knowledge sharing, mentoring and networking by encouraging the setting up of an EIT alumni network, among others.
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The EIT and the KICs are encouraged to develop educational synergies with EU and Member States policies, in order to support the future availability of the necessary human capital that is essential for fulfilling Europe's path towards scientific, technological and innovation leadership. To this end, Science, Technology, Engineering, and Mathematics (STEM) Education should be promoted, and entrepreneurial coaching, internships and grants for young Europeans and top high-school and university students should be created. In order to improve the delivery of the EIT outputs, the activities performed by the KICs should have a measurable impact on the creation of sustainable innovative start ups and spin-offs, notably by means of supporting the networking and entrepreneurial activities of the receivers of EIT degrees and trainings.
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The EIT will complement its efforts to [no change] [no change] promote talented people and brilliant ideas by other measures, such as the organisation of competitions for ideas or awarding of prizes, either as an own initiative or in cooperation with leading global partners The EIT and its KICs could use scientific results and their applications, deriving from Master or PhD studies, as well as those achieved under their aegis and they could be published accordingly, in order to contribute to international academic dialogue.
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The EIT will The EIT will The EIT will • In close cooperation with the KICs, • In close cooperation with the KICs, • In close cooperation with the KICs, establish a scheme ('EIT fellows') establish a ('EIT fellows') RIS taking full advantage of existing allowing high talent people from scheme allowing a diverse cross- EU initiatives in the area, establish across the EU and beyond to get section of students, researchers, a scheme ('EIT fellows') allowing involved in the activities of KIC co- academics, teaching staff and high talent people from across the location centres for a limited entrepreneurs from all fields of EU and beyond to get involved in period of time, thereby creating study and business across the the activities of KIC co-location mutual benefits for the participant Union, who are not currently centres for a limited period of time, as well as for the KIC. involved in existing KICs, high thereby creating mutual benefits for talent people from across the EU the participant as well as for the and beyond to get involved in the KIC. activities of KIC co-location centres for a limited period of time, thereby creating mutual benefits for the participant as well as for the KIC and helping to raise awareness of the activities of the KICs and the visibility of the EIT more generally.
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• In close cooperation with the KICs, establish a scheme for association of so called affiliated co-location centres in countries which do not host any co-location centre. These will primarily support KIC innovation activities through their high potential for innovation and access to first customers and end users of KIC enabled technologies, by means of demonstration facilities, test sites, etc. • Provide a platform for fostering excellence, cooperation and common projects for universities throughout the Union. • Set up/customise a web based tool • Set up/customise a web based tool [no change] to provide a platform for to provide a platform for knowledge sharing and networking knowledge sharing and networking around the EIT. around the EIT, providing easy access to information about ongoing work and the results of completed research. This tool shall be used to encourage students, researchers, academics, teaching staff and entrepreneurs not currently involved in existing KICs to learn about, and from, current work being carried out by existing KICs and the plans for future waves of KICs.
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• Build and support a functional and [no change] [no change] strong network of graduates from EIT/KIC educational and training activities ('EIT alumni') • Make lessons learned and • Make lessons learned and [no change] successes from KICs systematically successes from KICs accessible to the wider EU systematically accessible to the innovation community and beyond. wider EU innovation community This may include the development and beyond. This may include the of a repository of open course ware development of a repository of from the EIT's and KICs' open course ware from the EIT's educational and training activities. and KICs' educational and training activities which is accessible to all, namely to universities and higher education institutes throughout the Union • Ensure strong participation of the private sector, especially SMEs in the knowledge triangle.
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2.3. New delivery mechanisms and 2.3. New delivery mechanisms and 2.3. New delivery mechanisms and results-oriented monitoring results-oriented monitoring results-oriented monitoring Simplification, implemented in a [no change] [no change] responsible and accountable manner, is a must for the EIT to achieve effective results, promote innovation breakthroughs and the involvement of the business community. There is still room for the EIT to exploit its flexibility to a full, in order to push simplification further. As an 'investor' in KICs, the EIT [no change] [no change] considers simplification as a dynamic process, embedded in the EIT operation and an integral part of its supporting function towards the KICs. To this end, the EIT will strive to adapt, improve and streamline its monitoring, reporting and funding processes and constantly seek for simplified approaches that can help the KICs to cope with new, emerging needs and foster their impact
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AMD 43 The KICs will provide an ideal testing The KICs will provide an ideal testing [no change] ground for new approaches to funding ground for new approaches to funding and management of innovation. and management of innovation. The Through KICs' experimentation and establishment of innovation prizes experience, the EIT will deliver a associated with specific licensing simplification agenda in key areas arrangements can accelerate such as contractual agreements, research in areas of key social simplified reporting, lumps sums and importance with a view to obtaining flat rates. precise scientific and technical answers at short notice. Through KICs' experimentation and experience, the EIT will deliver a simplification agenda in key areas such as contractual agreements, simplified reporting, lumps sums and flat rates in order to reduce the administrative burden for the KICs.
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The Commission will closely monitor [no change] [no change] the EIT's ability to deliver the simplest possible agreements and principles for the funding and management of KICs activities, based on the EIT's own simplification agenda. Insights gained – including failures – will be shared with future KICs and EU programmes and schemes under Horizon 2020. AMD 44 The Commission has reinforced its The Commission has reinforced its The Commission has reinforced its efforts in supporting the EIT towards efforts in supporting the EIT towards efforts in supporting the EIT towards establishing a sound and solid results- establishing a sound and solid results- establishing a sound and solid results- oriented monitoring system. This oriented monitoring system. This oriented monitoring system. This monitoring system will ensure full monitoring system will ensure full monitoring system will ensure full accountability of the EIT and the accountability of the EIT and the accountability of the EIT and the KICs, quality of the deliverables, the KICs, quality of the deliverables, the KICs, quality of the deliverables, the contribution to Horizon 2020 contribution to Horizon 2020 contribution to Horizon 2020 priorities, and at the same time allow priorities, and at the same time allow priorities, and at the same time allow for sufficient flexibility in the KICs' for sufficient flexibility in the KICs' for sufficient flexibility in the KICs' business dynamics. It will allow the research and business dynamics and business dynamics and openness to EIT to develop a solid capacity for openness to new ideas and partners. new ideas and partners. It will allow gathering and analysing the input from It will allow the EIT to develop a solid the EIT to develop a solid capacity for the KICs, to measure the performance capacity for gathering and analysing gathering and analysing the input from of the EIT against its own objectives the input from the KICs, to measure the KICs, to measure the performance and to benchmark EIT and KICs the performance of the EIT against its of the EIT against its own objectives against best practices at European and own objectives and to benchmark EIT and to benchmark EIT and KICs global level. and KICs against best practices at against best practices at European and European and global level. global level.
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The system will be designed in a [no change] [no change] flexible manner and if needed adjusted to take into account the EIT's and KICs' evolving and growing portfolio of activities. Following the recommendation of the independent external evaluation and the overarching monitoring provisions under Horizon 2020, the Commission has proposed, in association with the EIT and the KICs, the establishment of a results-orientated performance monitoring system for the EIT, addressing four activity levels: • Horizon 2020 level: to regularly [no change] [no change] monitor the EIT and KICs' contribution to achieving the objectives of Horizon 2020
• EIT level: to assess the • EIT level: to assess the performance of the EIT as an performance of the EIT as an efficient and effective EU body; efficient and effective EU body; this will be measured in terms of this will be measured in terms of support provided to the KICs, the support provided to the KICs, the intensity and coverage of its intensity and coverage of its outreach, dissemination and outreach, dissemination and international activities and its international activities and its ability to deliver simplified ability to deliver simplified procedures. procedures, as well as in terms of encouraging the creation of centres of excellence, as a means to expand research and innovation throughout the Union.
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• Cross-KIC level:, to monitor the • Cross-KIC level: to monitor the [no change] contribution of all KICs to contribution of all KICs to achieving the EIT strategic achieving the EIT strategic objectives, as identified in a objectives, as identified in a dedicated instrument such as an dedicated instrument such as an EIT Scoreboard. EIT Scoreboard, as well as in encouraging inter-disciplinary research, as a means to strengthen and sustain the creation of new fields of research and innovation. • Individual KIC level: to monitor • Individual KIC level: to monitor individual KIC performance based individual KIC performance based on individual targets and key on individual targets and key performance indicators (KPIs) as performance indicators (KPIs) as laid down in the individual KIC laid down in the individual KIC business plans. KIC have different business plans. KIC have different business models and markets and business models and markets and thus different industrial KPIs which thus different industrial KPIs are central for the successful which are central for the successful management of the individual KIC. management of the individual KIC. Furthermore, the creation of co- location centres, as a means to expand their activities and promote the idea of collaboration in local, regional, or national level, as a contribution to the EIT scopes shall be encouraged.
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The EIT will [no change] [no change] • Set up a simplification agenda, including benchmarks to assess progress, and report to the Commission on its implementation progress through the Annual Activity Report;ensure that new models of simplification are disseminated across the EU and inform other EU initiatives. AMD 45 [no change] • Establish, in cooperation with • Establish, in cooperation with the the Commission and the KICs, a Commission and the KICs, a comprehensive system to comprehensive system to monitor: monitor:the EIT's contribution the EIT's contribution to Horizon to Horizon 2020; the EIT's 2020; the EIT's impact via its own impact via its own and KIC and KIC activities; and KIC activities; and KIC results. The results. The EIT will report on all EIT will report on all its its monitoring activities in the its monitoring activities in the annual activity report to be sent to annual activity report the European Parliament and to the Council
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COMMISSION PROPOSAL EP PARLIAMENT ITRE VOTE COUNCIL PGA COMPROMISE TEXT (28.11.12) (ADOPTED ON 11.12.12)
3. Effective decision making and 3. Effective decision making and 3. Effective decision making and working arrangements working arrangements working arrangements The EIT’s governance structure [no change] [no change] combines the bottom-up approach of the KICs with strategic guidance from the EIT level. Decision-making at the EIT level therefore needs to be characterised by a truly strategic outlook, combined with efficient implementing mechanisms and a systematic involvement of knowledge triangle actors across Europe. The governance model of the EIT has [no change] [no change] proven its overall value. However, experiences from the initial period show that further efforts can be made to enhance the effectiveness of the EIT's decision-making and implementing mechanisms.
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AMD 46 The relationship between the EIT The relationship between the EIT The relationship between the EIT Governing Board, responsible for Governing Board, responsible for Governing Board, responsible for strategic decisions, and the EIT strategic decisions, and the EIT strategic decisions, and the EIT headquarters, responsible for headquarters, responsible for headquarters, responsible for implementation, has to be more clearly implementation, has to be more clearly implementation, has to be more clearly defined and streamlined. The EIT defined and streamlined. The EIT defined and streamlined. The EIT headquarters will have to define the headquarters will have to define the headquarters will have to define the critical domains where the EIT should critical domains where the EIT should critical domains where the EIT should provide support to the KICs, striking provide support to the KICs, striking provide support to the KICs, striking an appropriate balance between an appropriate balance between an appropriate balance between supporting and monitoring functions. supporting and monitoring functions. supporting and monitoring functions. Finally, the Governing Board needs to Finally, the Governing Board needs to Finally, tThe Governing Board needs better ensure that strategic decisions better ensure that strategic decisions to better ensure that strategic decisions are properly informed by the are properly informed by the are properly informed by the experiences from the KICs and the experiences from the KICs and the experiences from the KICs and the wider innovation community. wider innovation community. The wider innovation community. Finally, strategic goal for the EIT is to the EIT should continue to be become more than the sum of its accountable to the Council and parts, therefore cross-KIC Member States. coordination and cooperation should be exercised by the EIT in order to ensure synergies and added-value creation from the KICs and the multitude of partners within the EIT ecosystem.
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3.1. Streamlining and clarifying EIT 3.1. Streamlining and clarifying EIT 3.1. Streamlining and clarifying EIT decision-making decision-making decision-making The EIT Governing Board sets the [no change] [no change] strategic direction of the EIT and the framework conditions for the KICs, and through its members connects the EIT with the various stakeholder communities in the field. In line with the EIT's business-orientated approach, decision-making needs to be efficient, quick, and focused. Determining factors in this regard are [no change] [no change] size, composition and procedures of the Governing Board. The principle of independent members, combined with a limited number of elected members representing the KIC community, has proven its value and allows gathering of expertise from across the knowledge triangle.
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AMD 47 [no change] The initial model with 18 elected Within the Board there should be a members plus, more recently, four good balance between members of the additional KIC representatives has, stakeholders in the innovation however, shown its limitations. A process, business, government and Board scaled down in size will lead to science. The initial model with 18 more efficient decision-making and elected members plus, more recently, reduce administrative overheads. four additional KIC representatives Finally, further efficiency can be has, however, shown its limitations. A gained by re-focusing the EIT Board scaled down in size will lead to Governing Board towards its core role more efficient decision-making and of providing strategic guidance. reduce administrative overheads. Moreover, coherence with other EU Finally, further efficiency can be initiatives will be further strengthened gained by re-focusing the EIT via reinforced consultation with the Governing Board towards its core role European Commission on the EIT of providing strategic guidance. For Triennial Work Programme. this purpose a Committee of academic experts providing valuable assistance and consultancy to the Governing Board could be more than useful on issues related mostly to the academic strategy and the educational practices of the KICs' whose role will be to provide oversight on the content of the programmes, their quality criteria and their social and cultural aspects. Moreover, coherence with other EU initiatives will be further strengthened via reinforced consultation with the European Commission on the EIT Triennial Work Programme.
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The information on EIT and KICs [no change] [no change] from the EIT Triennal Work Programme will enable to assess and ensure complementarity with the other parts of Horizon 2020 and other Union Policies and instruments. All these changes have been incorporated in the modified EIT regulation accompanying the SIA. AMD 48 [no change] The decisions of the EIT Governing The decisions of the EIT Governing Board are implemented by the EIT Board are implemented by the EIT headquarters under the leadership of headquarters under the leadership of the Director who is accountable for the the Director who is accountable to the EIT’s actions. In doing so, the Commission, Parliament and the headquarters mirror the results- Council for the EIT’s actions. In doing oriented nature of the EIT and its KICs so, the headquarters mirror the results- and are the driving force behind oriented nature of the EIT and its KICs simplification of procedures. At the and are the driving force behind same time, the EIT headquarters simplification of procedures. At the develop the capacity to systematically same time, the EIT headquarters digest the learning from the KICs and develop the capacity to systematically make these findings available for the digest the learning from the KICs and benefit of the wider innovation make these findings available for the community. Over time, the EIT benefit of the wider innovation headquarters will become a community. Over time, the EIT resourceful repository of good practice headquarters will become a and a real knowledge partner for resourceful repository of good practice policy makers. and a real knowledge partner for policy makers.
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Attraction and retention of talented [no change] [no change] professionals is a challenge for the EIT headquarters. To equip the EIT office with the best talent and skills, it will define a clear human resource strategy, including options beyond direct employment such as secondments or temporary attachments, promoting regular exchanges of staff and internships with excellent innovation, research and education institutions from the EU and the rest of the world. The EIT will [no change] [no change] • Ensure through a smart human resource strategy, including systematic use of internal and external expertise, and internal management procedures that the EIT will develop into a reference institution for innovative governance. • Take concrete measures to further promote a culture of openness and transparency.
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AMD 49 3.2. Investing in KICs: EIT-KICs 3.2. Investing in KICs: EIT-KICs 3.2. Investing in KICs: EIT-KICs relations relations relations Interactions between the EIT and the Interactions between the EIT and the Interactions between the EIT and the KICs not only provide the framework KICs not only provide the framework KICs not only provide the framework for KICs to operate successfully, but for KICs to operate successfully, but for KICs to operate successfully, but are also at the core of the mutual are also at the core of the mutual are also at the core of the mutual learning process enabling the EIT to learning process enabling the EIT to learning process enabling the EIT to play its role as a test bed for new play its role as a test bed for new play its role as a test bed for new innovation models. In order to provide innovation models. In order to provide innovation models. In order to provide KICs with appropriate framework KICs with appropriate framework KICs with appropriate framework conditions, clear and coherent conditions, clear and coherent conditions, clear and coherent guidance must be given by the EIT at guidance must be given by the EIT at guidance must be given by the EIT at all stages of the process without at the all stages of the process without at the all stages of the process without at the same time being overly prescriptive. same time being overly prescriptive. same time being overly prescriptive. Interactions between EIT headquarters This guidance could in particular This guidance would include in and the KICs need to be systematic cover management of KICs and particular management of a KIC and trust-based in order to achieve cooperation with their partners. and how to involve core and non- maximum efficiency. Both the Interactions between EIT headquarters core partners. Interactions between contractual relations between the EIT and the KICs need to be systematic, EIT headquarters and the KICs need to and the KICs as well as the and regular as well as clear, be systematic and trust-based in order organisational arrangements of the transparent and trust-based in order to to achieve maximum efficiency. Both EIT headquarters should contribute achieve maximum efficiency. Both the the contractual relations between the thereto. contractual relations between the EIT EIT and the KICs as well as the and the KICs as well as the organisational arrangements of the organisational arrangements of the EIT headquarters should contribute EIT headquarters should contribute thereto. thereto.
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Moving away from a merely [no change] [no change] administrator role, the EIT headquarters will optimise their operational functions to steer the KICs to maximum performance and make good results widely available. There are efficiency gains to be achieved from providing a number of centralised services and functions, rather than at individual KIC level.
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AMD 50 [no change] While all KICs work on specific While all KICs work on specific themes, a number of elements are of a themes, a number of elements and cross-cutting nature and it is precisely challenges are of a cross-cutting there where the EIT can provide nature and it is precisely there where tangible added value. Such knowledge the EIT can provide tangible added provider functions can relate notably value. Such knowledge provider to the EIT headquarters becoming an functions can relate notably to the EIT information broker and resourceful headquarters becoming an information interlocutor, e.g. in fostering cross- broker and resourceful interlocutor, KIC exchange and mutual learning, e.g. in fostering cross colocation and facilitating relations with the EU cross-KIC exchange and mutual institutions and other key learning, promoting the exchange of organisations, such as the Organisation knowledge between the KICs and for Economic Co-operation and university networks, RICs, smaller Development (OECD), or on specific KICs, and other research activities cross-cutting issues, such as conducted with EIT funding, counselling on IP, technology and facilitating relations with the EU knowledge transfer, benchmarking institutions and other key against international best practices, or organisations, such as the Organisation undertaking anticipation and foresight for Economic Co-operation and studies to identify future directions for Development (OECD), or on specific the EIT and the KICs. cross-cutting issues, such as counselling on IP, technology and knowledge transfer, benchmarking against international best practices, or undertaking anticipation and foresight studies to identify future directions for the EIT and the KICs.
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The EIT and KICs should decide [no change] [no change] together where these tasks can be most effectively dealt with. In this regard, it will be of crucial importance for the EIT and the KICs to establish viable mechanisms for systematic collaboration around cross-cutting issues. The EIT will [no change] [no change] • Provide clear and coherent guidance on the expectations, obligations and responsibilities throughout the entire life cycle of the KICs. • Develop in close cooperation [no change] [no change] with the KICs a capacity within EIT headquarters to facilitate cross-KIC exchange and learning AMD 51 • Provide guidance for management of KICs and cooperation with their partners. • Provide a number of services to [no change] [no change] KICs on horizontal issues where efficiency gains can be achieved, as well as implement other corporate policies to the same end
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• Provide guidance on affiliation and association of partners which are not able to become fully fledged investors and partners of a KIC. 3.3. Engaging with stakeholders 3.3. Engaging with stakeholders 3.3. Engaging with stakeholders Active exchange and mutual learning [no change] [no change] with other initiatives should be a cornerstone of the EIT's efforts in testing out new innovation models. The EIT therefore needs to tap into existing good practices and external expertise in order to become the reference body for innovation it aspires to. It is therefore indispensable for the Governing Board to take its decisions informed by the insights and needs of the innovation actors on the ground, and in the context of the wider European framework. By embracing a culture of openness and external engagement, the EIT can actively promote the take-up and acceptance of new innovations by society at large.
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To this end, the EIT will directly [no change] [no change] engage with Member States and other stakeholders from across the innovation chain, generating beneficial effects on both sides. In order to render such dialogue and exchange more systematic, the setting up of an EIT Stakeholder Forum, bringing together the wider community of stakeholders around cross-cutting issues could be an appropriate tool to facilitate a two-way, interactive communication. Stakeholders will include representatives of national and regional authorities, organized interests and individual entities from business, higher education, and research, cluster organisations, as well as other interested parties from across the knowledge triangle.
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The organisation of the Stakeholder [no change] Member States' representatives Forum has been incorporated in the shall meet in a special configuration, modified EIT regulation within the Stakeholder Forum, to accompanying the SIA . guarantee an appropriate communication and flow of information with the EIT, and be informed of the achievements, give advice to, and share experiences with the EIT and the KICs. The special configuration of Member States' representatives within the Stakeholder Forum shall also ensure appropriate synergies and complementarities between EIT and KIC activities with national programmes and initiatives, including the potential national co- financing of KIC activities. The organisation of the Stakeholder Forum has been incorporated in the modified EIT regulation accompanying the SIA AMD 52 The EIT will also develop a communication campaign for universities, local authorities and national parliaments with a view to providing the best possible information to stakeholders in the innovation chain, in the mutual interest of all parties. That communication campaign will highlight European Union action through the EIT.
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AMD 53 [no change] Moreover, active consultation with Moreover, active consultation with other EU institutions, in particular other EU institutions in particular with with relevant services of the relevant services of the Commission Commission, from early on in the from early on in the process will help process will help to maximise to maximise synergies and mutual synergies and mutual learning with learning with other EU initiatives. The other EU initiatives. EIT will engage into a regular dialogue with the European Parliament and with the relevant services of the Commission. The EIT will [no change] The EIT will • Set up a regular EIT Stakeholder • Set up a regular EIT Stakeholder Forum, to facilitate interaction and Forum and its special mutual learning with the wider configuration of Member States' innovation community from across representatives, to facilitate the knowledge triangle, and interaction and mutual learning including national and regional with the wider innovation authorities. In this context, the community from across the web-based platform can further knowledge triangle, and including help fostering interactions between national and regional authorities. participants. In this context, the web-based platform can further help fostering interactions between participants. • Make systematic use of existing [no change] [no change] associations of universities, business and research organisations and cluster organisations as platforms for the knowledge exchange and dissemination of results.
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• Establish a mechanism to further [no change] [no change] facilitate synergies between the EIT/KICs and other EU initiatives, such as an annual meeting between the EIT, the KICs and relevant services of the European Commission.
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COMMISSION PROPOSAL EP PARLIAMENT ITRE VOTE COUNCIL PGA COMPROMISE TEXT (28.11.12) (ADOPTED ON 11.12.12)
4. Estimate of financial needs and 4. Estimate of financial needs and 4. Estimate of financial needs and sources of funding 2014-2020 sources of funding 2014-2020 sources of funding 2014-2020 4.1. Consolidating a smart funding 4.1. Consolidating a smart funding 4.1. Consolidating a smart funding model towards KICs model towards KICs model towards KICs The EIT designed an original funding [no change] The EIT designed an original funding model which builds on joint strengths model which builds on joint strengths and resources of existing excellent and resources of existing excellent organisations; EIT funding acts as a organisations; EIT funding acts as a catalyst to leverage and pool together catalyst to leverage and pool together supplementary financial resources supplementary financial resources from a wide range of public and from a wide range of public and private partners. On this basis, the EIT private partners. On this basis, the EIT provides on average up to 25% of the provides on average up to 25% of the total KIC funding, while the remaining total KIC funding, while the remaining minimum 75% should come from non- minimum 75% of a KICs overall EIT sources. This includes KIC budget should come from non-EIT partners' own revenues and resources, sources. This includes KIC partners' but also public funding at national, own revenues and resources, but also regional and EU level, in particular the public funding at national, regional – current and future – Structural Funds and EU level, in particular the – and the Framework Programme for current and future – Structural Funds Research and Innovation. and the Framework Programme for Research and Innovation.
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AMD 54 [no change] In the latter case the KICs (or some of In the latter case the KICs (or some of their partners) apply for funding in their partners) apply for funding in accordance with the respective rules of accordance with the respective rules of the programmes and on an equal the programmes and on an equal footing with other applicants. The footing with other applicants. The contribution from KIC partners is not contribution from KIC partners is not a classic grant "co-financing" a classic grant ‘co-financing’ requirement, but a pre-requisite for a requirement, but a pre-requisite for a minimum level of involvement of minimum level of involvement of existing organisations and their existing organisations and their financial commitment to the KIC. This financial commitment to the KIC. This bottom-up approach guarantees strong bottom-up approach guarantees strong commitment from KIC partners, commitment from KIC partners, incentivizes investment and stimulates incentivizes investment and stimulates structural and organizational change structural and organizational change among KIC partners and beyond. The among KIC partners and beyond. experience of the initial KICs shows However a top-down construction that industry is financially committed should not be excluded, especially in to the delivery of the KIC business research initiatives that are already plans and that the share of the KIC based on such a construction. The budget from industrial partners experience of the initial KICs shows amounts between 20%-30% of the that industry is financially committed total KIC annual budget. to the delivery of the KIC business plans and that the share of the KIC budget from industrial partners amounts between 20%-30% of the total KIC annual budget.
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Furthermore, KICs have managed to [no change] Furthermore, KICs have managed to align and pool additional streams of align and pool additional streams of national funding, which would not national funding, which would not have been available otherwise (by way have been available otherwise (by way of illustration, the German of illustration, the German Government has decided to entrust the Government has decided to entrust the management of the "Software management of the "Software Campus" education initiative to ICT Campus" education initiative to ICT Labs, with a budget of 50 million € Labs, with a budget of 50 million € over a 5-year period, coming from over a 5-year period, coming from both public and private sources). both public and private sources). The EIT funding is foreseen only for [no change] The EIT funding is foreseen only for "KIC added value activities", namely "KIC added value activities", namely activities that allow the integration of activities that allow the integration of knowledge triangle (education, knowledge triangle (higher education, research and innovation) policies and research and innovation) policies and partners within and across the KIC, in partners within and across the KIC, in accordance with the objectives and accordance with the objectives and priorities laid down in the KIC priorities laid down in the KIC business plans. It includes in particular business plans. It includes in particular education, entrepreneurship and basic and applied research, business creation projects of the KICs, innovation, education, which top up investment in well- entrepreneurship and business creation established activities (eg. existing projects of the KICs, which top up research projects). The administration, investment in well-established management and coordination activities (eg. existing research activities of the KIC should also be projects). The administration, covered by the EIT contribution. management and coordination activities of the KIC should also be covered by the EIT contribution.
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AMD 55 [no change] KICs go through various development KICs go through various development phases with different characteristics of phases with different characteristics of their total budgets before reaching their total budgets before reaching cruising speed. The absorption cruising speed. The absorption capacity of a KIC is relatively limited capacity of a KIC is relatively limited at the very beginning, but develops at the very beginning, but develops substantially over the following years. substantially over the following years. However, business sectors can be very different from one another and ask for a different approach. Some KICs become very big and have large financial needs, whereas other ones stay small and need less financing. The EIT should therefore apply a tailor-made approach towards the KICs and their specific funding needs. After an initial set-up phase of two [no change] After an initial set-up phase of two years, KIC budgets grow years, KIC budgets should grow exponentially and can mobilise a exponentially substantially and KICs significant level of new resources from can mobilise a significant level of new existing and new partners in a resources from existing and new relatively short time. To reach a partners in a relatively short time. To sufficient critical mass and to achieve reach a sufficient critical mass and to impact at European level, KIC annual achieve impact at European level, KIC budgets will be between 250-450 annual budgets will be between 250- million euro at cruising speed, 450 million euro at cruising speed, depending on the strategy, partnership depending on the strategy, partnership and market potential of each and market potential of each individual KICs. individual KICs.
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While KICs will not be fully [no change] While KICs will not be fully financially independent from the EIT, financially independent from the EIT they will be encouraged to become during the first years of operation, sustainable in the medium-term; i.e. they will be encouraged to become reduce their dependency from EIT sustainable in the medium-term; i.e. funding- for their further consolidation gradually reduce their dependency and further expansion. EIT funding from EIT funding- for their further will continue to be provided for consolidation and further expansion. certain KIC added value activities EIT funding will continue to be where EIT investment brings provided for certain KIC added value substantial returns, such as education, activities where EIT investment brings business creation, co-location, substantial returns, such as education, outreach and dissemination business creation, co-location, outreach and dissemination
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Currently, the EIT funding to the KICs [no change] Currently, the EIT funding to the KICs is carried out solely via grants. In the is carried out solely via grants. In the next Multiannual Financial next Multiannual Financial Framework (MFF 2014-2020) new Framework (MFF 2014-2020) new financial mechanisms may well be financial mechanisms may well be established via debt or equity established via debt or equity instruments. As an 'investor' in KICs, instruments. As an 'investor' in KICs, the EIT will follow these the EIT will follow these developments closely, and will developments closely, and will encourage KICs access to make full encourage KICs access to make full use of them, facilitating and use of them, facilitating and coordinating access if appropriate. coordinating access if appropriate. AMD 56 4.2. EIT budget needs 4.2. EIT budget needs 4.2. EIT budget needs The EIT's budget needs in the period The EIT's budget needs in for the [the whole paragraph is in square 2014-2020 are 3,1 billion euro and are period 2014-2020 are is 3,1 billion brackets pending MFF] based on three main components: the EUR and are is based on three main necessary expenditure for components: the necessary consolidation of the existing three expenditure for consolidation of the KICs, gradual development towards existing three KICs, gradual new KICs in 2014 and 2018 development towards new KICs in respectively, and dissemination and 2014 and 2018 respectively, and outreach activities and administrative dissemination and outreach activities expenditure. and administrative expenditure.
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Around 1,69 billion euro (53,15% of [no change] the total EIT budget) is envisaged to fund the KICs designated in 2009 and already operating at the cruising speed; 1,01 billion euro (31,81%) is envisaged for the second wave of KICs (at that time during the start up and development phases) and 259,75 million euro (8,16%) for KICs established as a result of the third wave. AMD 57 Therefore, the projected EIT budget Therefore The projected EIT budget for the KICs in the period 2014-2020 for the KICs in the period 2014-2020 equals to 2,9 billion euro (93,13% of equals to 2,9 billion euro (93,13% of the EIT total budget for the period the EIT total budget for the period 2014/2020). Through the EIT's strong 2014/2020). Through the EIT's strong leverage effect, the KICs are expected leverage effect, the KICs are expected to mobilise a further 8,890 billion euro to mobilise a further 8,890 billion euro of other public and private sources. of other public and private sources.
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AMD 58 The EIT will also engage in a number The EIT will also engage in a number of dissemination and outreach of dissemination and outreach activities, such as the EIT fellowship activities, such as the EIT fellowship programme which will significantly programme which will significantly enhance the impact of its operations enhance the impact of its operations across Europe. Moreover, a number of across Europe. Moreover, a number of cross-cutting supporting and cross-cutting supporting and monitoring services will provide monitoring services will provide added value and efficiency gains for added value and efficiency gains for KIC activities. In implementing and KIC activities. In implementing and developing these activities, the EIT developing these activities, the EIT will need to follow a strategy aimed at will need to follow a strategy aimed at a high efficiency ratio, i.e. a maximum a high efficiency ratio, i.e. a maximum of impact to be achieved through light- of impact to be achieved through light- touch mechanisms. Around 141,76 touch mechanisms. Around 141,76 million (4,4%) of the EIT budget is million (4,4%) of the EIT budget is needed to implement these activities. needed to implement these activities.
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AMD 59 If the EIT is to pioneer new models of If tThe EIT is to pioneer new models open innovation and simplification, of open innovation and simplification. this should be reflected in its approach This should be reflected in its to administration. The EIT approach to administration. The EIT headquarters needs to be a lean headquarters needs to be a lean organisation, which follows a strategic organisation, which follows a strategic approach towards tapping into approach towards tapping into expertise whenever needed, but expertise whenever needed, but without creating unnecessarily heavy without creating unnecessarily heavy and permanent structures. The costs of and permanent structures. The costs of administrative expenditure, covering administrative expenditure, covering necessary staff, administrative, necessary staff, administrative, infrastructure and operational infrastructure and operational expenses, will over time not exceed expenses, will over time not exceed 2,4% of the EIT budget. Part of the 2,4% of the EIT budget. Part of the administrative expenditure is covered administrative expenditure is covered by the host country Hungary through by the host country Hungary through provision of free of charge office provision of free of charge office space until the end of 2030, as well as space until the end of 2030, as well as an annual contribution of 1.5 million an annual contribution of 1.5 million euro to the staff cost until the end of euro to the staff cost until the end of 2015. On this basis, administrative 2015. On this basis, administrative expenditure will therefore be expenditure will therefore be approximately 77 million euro for approximately 77 million euro for 2014-2020. 2014-2020.
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Graph 3: Breakdown of the budget Graph 3: Breakdown of the budget Graph 3: Breakdown of the budget needs needs needs The precise breakdown is provided in [no change] the financial statement attached to the proposal for amendment of the EIT Regulation. The EIT during the next MFF will [no change] primarily be funded through a contribution from Horizon 2020, of which an amount of 2.8 billion euro is envisaged. In addition the EIT will receive a contribution equalling around 2.5% of the total EIT budget from Norway, Island and Liechtenstein who are participating states by means of a European Economic Area decision.
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COMMISSION PROPOSAL EP PARLIAMENT ITRE VOTE COUNCIL PGA COMPROMISE TEXT (28.11.12)
[The factsheets have not yet been examined and appear in square brackets in the PGA] Factsheet 1: Added-value Factsheet 1: Added-value Factsheet 1: Added-value Manufacturing Manufacturing Manufacturing 1. THE CHALLENGE 1. THE CHALLENGE 1. THE CHALLENGE One of the major challenges defined in [no change] the European Innovation Agenda and which also has to be addressed within the framework of Horizon 2020 is the competitiveness of EU Member States on the global market. One of the sectors where the problem is particularly urgent is manufacturing. Manufacturing in European countries [no change] is under considerable strain: increased competition from other developed economies, low cost production in developing countries, and scarcity of raw materials are putting pressure on the European manufacturing companies. Parallel to this, there are further factors driving change in the manufacturing sector: new market and societal needs, rapid advances in science and technology, environmental and sustainability requirements.
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One possible answer to address these [no change] challenges is the development of a "high value (or added-value) manufacturing" industry. This concept defines an integrated system including the whole cycle of production, distribution and end-of-life treatment of goods and products/services applying a customer/user driven innovation system. Rather than competing primarily on [no change] cost, added value manufacturers deliver value by delivering product/service innovation, establishing process excellence, achieving high brand recognition and/or contributing to a sustainable society4. ______4 Concept presented at Sainsbury Review: The Race to the Top – Lord Sainsbury’s review of the UK Government’s Science and Innovation Policies, 5 October 2007.
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The manufacturing sector is of [no change] considerable economic, social and environmental significance. In 2010 the manufacturing sector accounted for 15.4% of EU GDP and over 33 million jobs5. This figure increases to 37% if power generation, construction, and associated business services are included. At the same time, manufacturing also contributed to about 25% of the waste, 23% of greenhouse gases and 26% of NOx generated in Europe. ______5 Eurostat. Bearing this in mind, it is quite clear [no change] that the overall objectives in the field of manufacturing must be increased competitiveness of Europe within the global market as well as the development of more sustainable and environment-friendly manufacturing processes.
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AMD 60 2. RELEVANCE AND IMPACT 2. RELEVANCE AND IMPACT 2. RELEVANCE AND IMPACT A KIC on added-value A KIC on added-value manufacturing manufacturing will help meeting will help meeting Horizon 2020 Horizon 2020 priorities in terms of priorities in terms of advanced advanced manufacturing and manufacturing and processing, and its processing, and its specific objective specific objective of ‘transforming of "transforming today's industrial today's industrial forms of production forms of production towards more towards more knowledge intensive, knowledge intensive, sustainable, low- sustainable, low-carbon low-emission, carbon, trans-sectoral manufacturing trans-sectoral manufacturing and and processing technologies, to realise processing technologies, to realise innovative products, processes and innovative products, processes and services". services’ It will be able to mobilise investment [no change] and long-term commitment from the business sector, and to expand and create new markets. It could have in particular a function in supporting the actions defined in the Strategic Research Agenda of the European Technology Platform (ETP) "Manufuture": AMD 61 • Eco-design • Development of added-value [no change] products and services;
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• Development of new business [no change] models; • Development of advanced manufacturing engineering processes; • New emerging manufacturing engineering processes; • Transformation of existing research and education infrastructures to support world-class manufacturing. Whilst supporting the development of [no change] new products, services, business models and manufacturing processes, emphasis should be put on sustainability, with the reduction of resource and energy inefficiencies, maximising positive environmental impacts, but also contributing to strengthening positive economic and social impacts. Concretely, such clean approach will imply energy and material efficient processes and machinery, the use of renewable power sources, and/or the employment of smart energy management, leading thus to significant reductions of waste and emissions.
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By contributing to the development [no change] and deployment of more sustainable, resource-efficient and competitive manufacturing, a KIC would be able to trigger industry and consumers behavioural change and to create systemic impact. A KIC on added-value [no change] manufacturing could also have a very important role and impact at regional level: Fostering the creation of interconnected regional clusters with local transfers and collaboration, developing competences in high-end manufacturing technologies, and developing excellence in manufacturing technologies would be the key missions of a KIC at regional level. In this connection, specific attention could be given to those regions more affected by declining manufacturing capacity as well as to SMEs. One of the major challenges for [no change] reaching the above aims is the availability of a highly qualified workforce which is sufficient in quality as well as in numbers. A KIC would therefore have a very important role to play in re-shaping the education landscape in this field.
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By creating closer links between skills [no change] demanders and education providers, a KIC would promote joint post- graduate degrees, post-graduate professional training and industrial "real-life" courses. Capacity-building will be also a [no change] central element of a KIC in added- value manufacturing. This concerns not only the supply of high qualified work force, but also the possibility of establishing the KIC as a forum for interaction and promotion of transdisciplinary skills and competences, particularly for the combination of multiple key enabling technologies as proposed by the High- Level Group on Key Enabling Technologies (KETs)6 ______6 http://ec.europa.eu/enterprise/sectors ict/files/kets/hlg_report_final_en.pdf A KIC on this area will have the [no change] potential to bring together different actors and stakeholders in this very transdisciplinary sector, including key upstream and downstream parts of the value chain. This includes processing industries (e.g. steel or chemicals) which are immediately linked with the value chain for added-value manufacturing.
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3. SYNERGIES AND 3. SYNERGIES AND 3. SYNERGIES AND COMPLEMENTARITIES WITH COMPLEMENTARITIES WITH COMPLEMENTARITIES WITH EXISTING INITIATIVES EXISTING INITIATIVES EXISTING INITIATIVES A KIC as described above would be [no change] complementary to a number of other EU initiatives, as well as at the level of Member States and industry associations. In addition to the already mentioned [no change] ETP "Manufuture", it could also establish links with the ETPs on Smart Systems Integration and the Joint Technology Initiative (JTI) on Embedded Computing Systems. The Public Private Partnership (PPP) on Factories of the Future as well as a number of Framework Programmes (FP) projects would also be natural co- operation partners. The KIC would take into account the research priorities and action plans defined in the framework of the ETPs and the research work carried out so far by the JTI, PPP and FP projects in this area.
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Similarly, it would also liaise with the [no change] CIP (Competitiveness and Innovation Programme) eco-innovation market replication projects, where experience in the area of more sustainable manufacturing has been developed. Such experience will continue with Horizon 2020 namely in the context of the Climate action, Resource efficiency and Raw Materials societal challenges. Synergies may also be considered with the Environmental Technologies Verification (ETV) pilot programme, which aims at promoting high value environmental technologies by providing a third-party validation of their performance. An added-value manufacturing KIC [no change] could be also a connection point for synergy effects with the European Technology Research Council, which the High-Level Group on Key Enabling Technologies recommends for promoting excellence in technological research and innovation. A KIC in this area would be [no change] complementary to these activities since it would focus on transdisciplinary activities within the knowledge triangle with a strong focus on entrepreneurial education.
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4. CONCLUSION 4. CONCLUSION A KIC which focuses on the [no change] integration of all stakeholders concerned with manufacturing and which puts a strong focus on re- shaping the education agenda in this field would be well-suited to address the challenges outlined above. It also meets the criteria put forward for the selection of KIC themes in the SIA: • It addresses a major economic [no change] and societal relevant challenge Europe is facing (to increase the competitiveness of EU Member States on the global market and contribute to the development of a more sustainable and environmentally-friendly manufacturing process), and contributes to the delivery of the Europe 2020 agenda of smart and sustainable growth. • This KIC focus is aligned with the priorities defined in Horizon 2020 and complementary with other EU activities in the area. • It can build on a solid industrial sector which will be attracted by a KIC.
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• It offers possibilities for various [no change] emerging products, services and business models, and – above all – it will be well-suited to address the urgent need for qualified people in this sector. • It takes a systemic approach and thus requires transdisciplinary work and the development of new education across the boundaries of disciplines. • It will bring together a critical mass of excellent research, innovation, education and training stakeholders along the value chain, which would otherwise not unite. • It will address the European paradox, since it will capitilise EU's strong research base and find new innovative approaches to ensure a more competitive, sustainable and resource- efficient manufacturing sector.
5395/13 UM/nj 158 ANNEX DG G III EN Factsheet 2
COMMISSION PROPOSAL EP PARLIAMENT ITRE VOTE COUNCIL PGA COMPROMISE TEXT (28.11.12)
Factsheet 2: Food4Future – Factsheet 2: Food4Future – Factsheet 2: Food4Future – Sustainable supply chain from Sustainable supply chain from Sustainable supply chain from resources to consumers resources to consumers resources to consumers 1. THE CHALLENGE 1. THE CHALLENGE 1. THE CHALLENGE The global food supply chain is facing [no change] a complex set of challenges. On the demand side, the situation is [no change] characterised by an increasing world population, by an increasing standard of living (especially in the new emerging countries) creating demand for a more varied, high-quality diet requiring additional food production. As a result the UN has predicted that food demand will rise by around 70% by 20507.At the same time, the fast expansion of the bioenergy sector further accentuates the demand for by- products derived from the food production process. ______7 Food and Agriculture Organisation of the United Nations (FAO). 2009. Global agriculture towards 2050.
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On the supply side, global climate [no change] change will aggravate pressures on food production and food supply. In addition, a number of food production systems in the world are unsustainable. Without change, the global food system will continue to degrade the environment and compromise the world’s capacity to produce food in the future. These problems in particular have to [no change] be seen in connection with consumers' attitudes and concerns, as production is driven by consumers and markets. During the last two decades the complexity of food consumption has increased dramatically. Consumers demand affordable, diversified, high quality and convenient food products responding to their tastes and needs. Concerns regarding various issues, ranging from food safety and environmental protection to ethical considerations, such as fair trading practices or animal welfare, are continuously increasing and result in growing demands by consumer groups for political action.
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Finally, food consumption habits [no change] (including food wastage) can have strong impacts on consumer health and well-being, as well as on primary production and on the environment. Horizon 2020 addresses this [no change] complexity and defines the challenges relating to this sector: "The challenge is to secure supplies of safe and high quality food and bio-based products and to ensure sustainable management of biological resources, contributing to both rural and coastal development and to competitiveness of the European biobased industries, while preserving terrestrial and marine eco- systems, reducing fossil-dependency, mitigating and adapting to climate change and promoting zero-waste." 2. RELEVANCE AND IMPACT 2. RELEVANCE AND IMPACT 2. RELEVANCE AND IMPACT A KIC on sustainable supply chain [no change] will help meeting Horizon 2020 priorities, namely those defined in the context of the societal challenge "Food Security, Sustainable Agriculture and the Bio-Economy". This thematic field is in addition [no change] highly relevant in terms of economic and societal impact. Questions of food safety and security have a bearing on nearly all sectors of our economy and society, and very often call for regulatory action.
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The food industry is the largest [no change] manufacturing sector in Europe and plays an essential role in Europe's wider economic development. Despite its relevant role, the competitiveness of the European food and drink industry is being challenged. Over the last decade, Europe's share of the global market has declined from 25% to 21% in the face of competition from emerging economies, such as China, India and Brazil. Increasingly unable to compete on cost alone, the European food industry needs to be able to add value by creating healthier, more sustainable and resource- efficient products if it is to reverse this decline. Action is needed to ensure a climate [no change] resilient and sustainable global food system while meeting the increasing food demand within the constraints of available land and declining fish stocks, protecting the natural environment and safeguarding human health. A KIC in this area will focus on the [no change] food supply chain. This focus lends itself particularly well to the holistic approach of a KIC.
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It comprises resource input in the very [no change] beginning of the chain (fertilisers, etc.), food production, processing, packaging and distribution; and it ends with the consumers which might be a specific priority of a KIC (reduction of food waste, healthy nutrition, etc.). The objective is to ensure a more efficient and effective food supply chain system, while improving the sustainability and traceability in all parts of this chain. Addressing the food supply chain via a [no change] KIC will thus give the possibility to address not only some of the major economic and societal relevant challenges Europe is facing, but also to mobilise investment and long- term commitment from the business sector – namely, in the deployment of new and innovative technologies, processes and knowledge to increase sustainable food production, processing, packaging and distribution, to reduce waste and promote better nutrition. Through its integrative approach, a KIC in this area will be able to influence the industry approach to focus more on consumer-driven innovation.
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This will go along with the potential of [no change] new business models and market strategies that focus on consumers' needs and trends and build upon enhanced awareness of the food chain, which can have potential to get innovations and technological possibilities in line with consumer interests and thus create new business opportunities. A KIC in this area will be very [no change] important to overcome the high level of fragmentation of the whole food supply chain. It will blend a critical mass of excellent research, innovation, education and training stakeholders along the whole chain. All elements of the chain (primary sector, food production, food processors, retailers, food service channels and – not least – the consumer) are inextricably linked to each other for the conception of future innovations. A KIC will provide the necessary systemic and transdiciplinary approach to tackle these issues. The major added value of a KIC in [no change] this area will be its role in addressing the current shortage of skills and human resources.
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Currently, probably as many as half of [no change] the European food and beverage manufacturing industries are facing a shortage in scientific and skilled personnel. This is a barrier to innovation in this sector. By integrating education with the other sectors of the knowledge triangle, a KIC will address this issue. It will at the same time offer the opportunity to stimulate new educated entrepreneurial people, capable of developing new innovative technologies and business. This focus on entrepreneurship would be particularly relevant in the food sector, which characterised by a high number of SMEs. The major risks associated to the [no change] success of a KIC under this theme are mainly related to the necessary accompanying innovation framework conditions, which KICs are not directly addressing. For increasing sustainability throughout the food supply chain, some changes in regulation may be needed in order, for example, to internalise food production costs. Therefore, the KICs need to liaise with ongoing EU and national innovation and policy activities on these matters (see next section).
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AMD 62 3. SYNERGIES AND 3. SYNERGIES AND 3. SYNERGIES AND COMPLEMENTARITIES WITH COMPLEMENTARITIES WITH COMPLEMENTARITIES WITH EXISTING INITIATIVES EXISTING INITIATIVES EXISTING INITIATIVES The EU is fully engaged in this field. The EU is fully engaged in this field. A KIC would contribute to address A KIC would contribute to address Horizon 2020 societal challenge "Food Horizon 2020 societal challenge ‘Food Security, Sustainable Agriculture and Security, Sustainable Agriculture, the Bio-Economy". It would in productive seas and oceans and the particular co-operate with the Bio-Economy’. It would in particular proposed European Innovation co-operate with the proposed Partnership (EIP) "Agricultural European Innovation Partnership (EIP) Productivity and Sustainability". ‘Agricultural Productivity and Whilst the latter will put emphasis on Sustainability’. Whilst the latter will building bridges between cutting-edge put emphasis on building bridges research and practical innovation, a between cutting-edge research and KIC would in particular create practical innovation, a KIC would in complementarity in educating key particular create complementarity in actors, such as entrepreneurs and educating key actors, such as consumers. Coordination is also entrepreneurs and consumers. needed, with the Joint Programming Coordination is also needed, with the Initiative "Agriculture, Food Security Joint Programming Initiative and Climate Change", which will pool ‘Agriculture, Food Security and national research efforts to integrate Climate Change’, which will pool adaptation, mitigation and food national research efforts to integrate security in the agriculture, forestry and adaptation, mitigation and food land use sectors. security in the agriculture, forestry and land use sectors.
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The European Maritime and Fisheries [no change] Fund will promoting environmental and social sustainability of fisheries and aquaculture, thus highlighting the need for technical developments coupled with new entrepreneurial skills in these fields, in line with the evolution of consumers' behaviour, providing possibilities for synergies. Likewise, coordination will also be possible with the recently launched JPI "Healthy Food for a Healthy Life" and "Connecting Climate Research in Europe", and with European Technology Platforms in relating areas (in particular, the Food for Life Platform) or numerous FP 7 projects. Similarly, it would also liaise with the CIP (Competitiveness and Innovation Programme) eco-innovation market replication projects, where food and drink is one of the priority areas. Such experience will continue with Horizon 2020 namely in the context of the Climate and Resource Efficiency societal challenge.
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A KIC in this area would be [no change] complementary to these activities since it would focus on transdisciplinary activities within the knowledge triangle with a strong focus on innovative products and services and entrepreneurial education as well as on consumer issues. 4. CONCLUSION 4. CONCLUSION A KIC which focuses on the food [no change] supply chain is most suited to address the challenges outlined above. It also meets the criteria put forward for the selection of KIC themes: • It addresses a major economic and societal relevant challenge (the need to ensure a resilient and sustainable food system while meeting the increasing food demand within the constraints of available land, protecting the natural environment and safeguarding human health), and contributes to the delivery of the Europe 2020 agenda and its objectives on climate and energy, employment, innovation and education.
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• This KIC focus is aligned with [no change] priorities defined in Horizon 2020 and complementary with other EU activities in the food sector, in particular with the EIP "Agricultural Productivity and Sustainability". • It is able to mobilise investment and long-term commitment from the businesses sector and offers possibilities for various emerging products and services – namely, in the deployment of new and innovative technologies, processes and knowledge to increase sustainable food production, processing, packaging and distribution, to reduce waste and promote better nutrition. • It creates sustainable and systemic impact, measured in terms of new educated entrepreneurial people, new technologies and new business. It will foster new technological developments and more efficient and sustainable production systems.
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• It aims at overcoming the high [no change] level of fragmentation of the whole food supply chain; favouring traceability; and will bring together a critical mass of excellent research, innovation, education and training stakeholders along the whole chain. • It thus requires transdisciplinary work involving different areas of knowledge, such as agronomy, ecology, biology, chemistry, nutrition, and socio-economy. • It will address the European paradox, since it will find new innovative approaches to ensure a more sustainable and efficient supply chain and to improve food security. AMD 63 • It promotes international development cooperation on improving food production and raising the level and quality of the food and nutrition sector.
5395/13 UM/nj 170 ANNEX DG G III EN Factsheet 3
COMMISSION PROPOSAL EP PARLIAMENT ITRE VOTE COUNCIL PGA COMPROMISE TEXT (28.11.12)
Factsheet 3: Innovation for Healthy Factsheet 3: Innovation for Healthy Factsheet 3: Innovation for Healthy Living and Active Ageing Living and Active Ageing Living and Active Ageing 1. THE CHALLENGE 1. THE CHALLENGE 1. THE CHALLENGE Health, demographic change and well- [no change] being have been identified as major societal challenges which will be addressed within the framework of Horizon 2020. The overarching aims of any action to address this challenge should be to improve the quality of life of European citizens of all ages and to maintain economic sustainability of the health and social care systems in the face of increasing costs, shrinking human resources and citizens' expectations for the best care possible.
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The challenges relating to the health [no change] and social care sector are numerous and closely interlinked. They range from chronic diseases (cardiovascular, cancer, diabetes) together with overweight and obesity, infectious (HIV/AIDS, tuberculosis) and neurodegenerative diseases (exacerbated by an increasingly ageing population) to social isolation, reduced wellbeing, increased dependency of patients on formal and informal care, and multiple exposure to environmental factors with unknown long-term health consequences. In addition, barriers for the application, exploitation and deployment of new findings, products and services prevent to effectively respond to those challenges.
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AMD 64 The response to these challenges has The response to these challenges has been defined in Horizon 2020 as aiming been defined in Horizon 2020 as "to provide better health, quality of life aiming ‘to provide better health, and general wellbeing for all by quality of life and general wellbeing supporting research and innovation for all by supporting research and activities. These activities will focus on innovation activities. These activities the maintenance and promotion of will focus on the maintenance and health throughout our lifetimes, and on promotion of health throughout our disease prevention; on improving our lifetimes, and on disease prevention; ability to cure, treat and manage disease on improving our ability to cure, treat and disability; supporting active ageing; and on contributing to the achievement and manage disease and disability; of a sustainable and efficient care supporting active ageing; and on sector." contributing to the achievement of a sustainable and efficient care sector.’ In addition, special importance should be given to local services and to the adaptation of cities and their facilities for an ageing population. 2. RELEVANCE AND IMPACT 2. RELEVANCE AND IMPACT 2. RELEVANCE AND IMPACT A KIC on innovation for Healthy [no change] Living and Active Ageing will help meeting Horizon 2020 priorities, namely those defined in the context of the societal challenge "Health, Demographic Change and Wellbeing".
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This thematic field is highly relevant [no change] from a societal and public policy point of view. Questions of healthy living and active ageing have a bearing on nearly all sectors of our lives and society, and very often call for regulatory action. The health and social care sector is also highly relevant from a socio-economic perspective, since it is one of the sectors on which most money is spent (public and private);8 and the sector does not only offer opportunities for economic and technological innovation, it also has a great potential for social innovation. ______8 Spending on health differs from country to country. Share in GDP ranges from 1.1 to 9.7% and from 4% to over 18% of total public spending. Health related sectors have a high R&D intensity: pharmaceuticals and biotechnology outnumber by far any other sector (15.9%); health care equipment and services are also very high (6.8 %).
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The socio-economic relevance can be [no change] further underlined by the fact that Europe benefits from the presence of a solid pharmaceutical sector and well- developed health and social care systems providing jobs to millions of people across the EU. The sector is also one of the biggest high-tech manufacturing sectors in the EU. The potential for growth in these areas is very high since an ageing society means an increase of aggregated demand for care and independent living products and services. AMD 65 Ageing population should be the objective of many projects and policies such as the development and improvement of local services and urban adaptation. Other sectors also come into play, [no change] such as tourism. The ageing population is formed to a large extent by a generation which is used to travel and still willing to travel, has high quality demands, and hence a growing need of accessible services (transport, hotels, entertainment etc). More accessible tourism services can boost the competitiveness of the whole sector and would promote further inclusion of the ageing population.
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Not least, the EU benefits from a [no change] world-class level of research and education in this area. In many EU countries excellent research infrastructures and institutions do exist which provide an attractive basis for industry involvement in the planned activities of the EIT. The challenges related to healthy [no change] living are valid across Europe. The responses, which can be provided by a KIC, require the intense co-operation between excellent, multidisciplinary and multi-sector teams with participants from all sectors of the knowledge triangle (research, business and education).
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A KIC on this theme would have the [no change] added value of linking the activities of innovation and higher education with the already existing excellent research base. In doing so, it will put particular emphasis on higher education curricula, new skills development (needed e.g. for technology development but also for elderly care), strengthening entrepreneurial aspects in order to foster the development of a highly entrepreneurial workforce in the area, to support the development of new products and services, and to strengthen existing value chains or even create new ones. Examples of potential products and services that could be created through a KIC go beyond technology applications (such as applications that treat, code, standardise and interpret data in areas like cancer, cardiovascular diseases; or tools for risk assessment and early detection), and could trigger social innovation with new concepts improving for example lifestyle management and nutrition, fostering active and independent living in an age-friendly environment, or maintaining economically sustainable care systems.
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Focusing on the systemic aspects of [no change] European health and social care systems and support to active ageing, a KIC on this thematic field would also include a stronger co-operation between large and smaller, more specialised, firms for greater knowledge circulation. In addition, a specific added value a KIC could provide in this area could be the creation of innovative partnerships at the local level which is of particular importance in the services sector. Through its integrative approach to the [no change] knowledge triangle, a KIC on healthy living and active ageing would be therefore a key contributor to addressing the 'European paradox': adding value to the excellent EU's position in scientific research, and transforming this asset into innovative products and services, and new business opportunities and markets.
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The major risks associated to the [no change] success of a KIC under this theme are mainly related to the necessary accompanying innovation and policy regulatory framework conditions, which could require some adaptations KICs are not directly aiming at addressing9. Therefore the need of KICs liaising with ongoing EU and national innovation and policy activities on these matters (see next section). ______9For example in terms of patient's access to high quality medicines, which is prolonged because of legislation for approving new drug products on the market with more time dedicated to tests and certification and for setting prices and reimbursement modalities.
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3. SYNERGIES AND 3. SYNERGIES AND 3. SYNERGIES AND COMPLEMENTARITIES WITH COMPLEMENTARITIES WITH COMPLEMENTARITIES WITH EXISTING INITIATIVES EXISTING INITIATIVES EXISTING INITIATIVES Health and active ageing related issues [no change] are strongly supported by many EU initiatives. Such initiatives encompass a broad range of policy domains in addition to the health sector, such as economy, security and the environment. They therefore indirectly contribute to such targets of Europe 2020 as R&D/Innovation, employment and social inclusion. A KIC on innovation for healthy [no change] living and active ageing will closely co-operate with the pilot European Innovation Partnership (EIP) on Active and Healthy Ageing. It will take into account the concrete actions presented in the EIP Strategic Innovation Plan and contribute to delivering its objectives.
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It will create complementarity in [no change] education and training key actors, but also in providing a unique structured network of practitioners well placed to identify framework conditions and best practise on policy, regulatory or standardisation issues having an impact in the sector. In the context of the EIP, a KIC in this area can also contribute to the Lead Market Initiative – eHealth which aims at stimulating the market for innovative eHealth solutions through its focus on policy instruments (standardisation, certification systems and public procurement). Coordination will be also fostered with [no change] the Joint Programming Initiative (JPI) to boost research on Alzheimer’s and other neurodegenerative diseases, and the JPI 'More Years, Better Lives' - the potential and challenges of demographic change. A KIC in this area will speed up and foster the exploitation of excellent public research pooled together by these JPIs, and thereby address fragmentation in the innovation landscape.
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A KIC will also strongly build on and [no change] capitalise the major research results of the Joint Technology Initiative on Innovative Medicines and of the numerous framework programme research projects addressing this thematic field (such as the health research programme or the ICT research activities on health and ageing) to boost technology transfer and commercialisation via entrepreneurial top talent. Likewise, it will coordinate with the work of the Ambient Assisted Living Joint Programme and the Competitiveness and Innovation Programme. In conclusion, a KIC in this area [no change] would be complementary to these activities since it would focus on transdisciplinary activities within the knowledge triangle with a strong focus on innovative products and services and entrepreneurial education. 4. CONCLUSION 4. CONCLUSION 4. CONCLUSION A KIC which focuses on the broader [no change] issue of innovation for healthy living and active ageing meets the criteria put forward for the selection of KIC themes:
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• It addresses a major economic [no change] and societal relevant challenge (lifelong health and wellbeing of all, while maintaining economically sustainable care systems), and contributes to the delivery of the Europe 2020 agenda and its objectives on employment, innovation, education and social inclusion. • This KIC focus is aligned with priorities defined in Horizon 2020 and complementary with other EU activities in the health and social care areas, in particular with the EIP on Active and Healthy Ageing. • It can build on a strong research base and on a solid industrial sector which will be attracted by a KIC. It is able to mobilise investment and long-term commitment from the businesses sector and offers possibilities for various emerging products and services.
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• It will address the European [no change] paradox, since it will capitalise EU's strong research base and find new innovative approaches to improve the quality of life of European citizens and to maintain economic sustainability of the health and social care systems. • It creates sustainable and systemic impact, measured in terms of new educated entrepreneurial people, new technologies and new business. It will foster new technological developments and social innovation. • It aims at overcoming the high level of fragmentation of the whole health and social care sector; and will bring together a critical mass of excellent research, innovation, education and training stakeholders along the sector. • It takes a systemic approach and thus requires transdisciplinary work involving different areas of knowledge, such as medicine, biology, psychology, economy, sociology, demography, ICT.
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AMD 66 Factsheet 4: Raw materials 10 – Factsheet 4: Raw materials 10 – Factsheet 4: Raw materials 10 – Sustainable exploration, extraction, Sustainable exploration, extraction, Sustainable exploration, extraction, processing, recycling and processing, recycling and processing, recycling and substitution substitution substitution 1. THE CHALLENGE 1. THE CHALLENGE 1. THE CHALLENGE Modern society is totally dependent Modern society is totally dependent upon access to raw materials. Access upon access to raw materials. Access to affordable materials is essential for to affordable materials is essential for the effective functioning of the EU the effective functioning of the EU economy. However, the triptych of economy. However, the triptych of decreasing finite natural resources, an decreasing finite natural resources, an ever increasing human population, and ever increasing human population, and rapidly increasing levels of rapidly increasing levels of consumption in the developing world consumption in the developing world are putting increasing demands on the are putting increasing demands on the planets' raw materials and natural planets' raw materials and natural resources. These factors are some of resources. These factors are some of those responsible for the predicted those responsible for the predicted increase in natural resource increase in natural resource consumption during the next decades. consumption during the next decades ______10In this document the narrower 10In this document the narrower definition of “non energy, non definition of “non energy, non agricultural raw materials” will be agricultural raw materials” will be used in order to reduce potential used in order to reduce potential overlap with existing Climate Change overlap with existing Climate Change and Energy KICs, as well as with and Energy KICs, as well as with other future KIC priority areas such as other future KIC priority areas such as food. food.
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AMD 67 As highlighted by the Resource- As highlighted by the Resource- Efficiency Roadmap and Horizon Efficiency Roadmap and Horizon 2020, we should aim to ensure 2020, we should aim to ensure accessibility and availability of raw accessibility and, availability and materials that is needed for the sustainable use of raw materials that European economy and for the is needed for the European economy satisfaction of our well being, whilst and for the satisfaction of our well achieving a resource efficient being, whilst achieving a resource economy that meets the needs of a efficient economy that meets the needs growing population within the of a growing population within the ecological limits of a finite planet. ecological limits of a finite planet. 2. RELEVANCE AND IMPACT 2. RELEVANCE AND IMPACT 2. RELEVANCE AND IMPACT This thematic field is highly relevant [no change] in terms of economic and societal impact. Raw materials are crucial for the world economy and quality of life; increasing resource efficiency will be key to securing growth and jobs for Europe. It will bring major economic opportunities, improve productivity, drive down costs and boost competitiveness. Whilst the EU does have an [no change] excellent research pedigree and various centres of excellence exist, much more could be done to capitalise on this within this priority area. A KIC would be particularly suited for this.
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AMD 68 Aligning with other EU activities, a Aligning with other EU activities, a KIC in this area should concentrate KIC in this area should concentrate on on fostering a knowledge hub and fostering a knowledge hub and centre centre of expertise on academic, of expertise on academic, technical technical and practical education and practical education and research in and research in sustainable surface, sustainable surface, subsurface and, subsurface and deep-sea mining, deep-sea, urban and landfill mining, material management, recycling material management, recycling technologies, material substitution and technologies, material substitution and geopolitical trade in raw materials. open geopolitical trade as well as This would act as a broker and global governance in raw materials. clearing house for European centres of This would act as a broker and excellence on these related topics and clearing house for European centres of manage a research programme of excellence on these related topics and strategic importance to EU industry. manage a research programme of For this reason and in order to strategic importance to EU industry. maximise the impact of the actions For this reason and in order to and avoid any duplication with EU maximise the impact of the actions activities, including the EIP on Raw and avoid any duplication with EU Materials, the KIC will provide the activities, including the EIP on Raw necessary complement in the areas of Materials, the KIC will provide the human capital (i.e. training, education) necessary complement in the areas of for the technology innovative pilot human capital (i.e. training, education) actions (e.g. demonstration plants) for for the technology innovative pilot land and marine exploration, actions (e.g. demonstration plants) for extraction and processing, collection land and marine exploration, and recycling. extraction and processing, resource efficient use, collection and, recycling and substitution.
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At the same time it could include At the same time it could include targets around becoming a technology targets around becoming a technology pioneer by creating pilot schemes and pioneer by creating pilot schemes and demonstrators of innovative processes demonstrators of innovative processes and solutions, involving for example and solutions, involving for example the use of economically attractive and the use of economically attractive and sustainable alternative materials of sustainable alternative materials of strategic importance to the EU. It can strategic importance to the EU. It can consequently trigger the expansion of consequently trigger the expansion of existing markets and creation of existing markets and creation of new new ones, namely in the areas of ones, namely in the areas of sustainable extraction and processing, sustainable extraction and processing, materials management, recycling resource efficient materials technologies, and materials management, recycling technologies, substitution. It will be necessary to and materials substitution. It will be assess impacts and develop innovative, necessary to assess impacts and cost-effective adaptation and risk develop innovative, cost-effective prevention measures for particularly adaptation and risk prevention sensitive habitats, such as the Arctic. measures for particularly sensitive habitats, such as the Arctic.
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A KIC in this area will be very [no change] important to overcome the barrier which lack of technology constitutes. Technical innovation is required to develop a host of complementary technologies that could change the shape of traditional mineral and raw material value chains. This is an area that requires further work to develop new processes and in order to optimise and commercialise existing knowledge in this area. The entrepreneurial approach of a KIC would be particularly suited to address this issue. Another added value element of a KIC [no change] on raw materials is its contribution to addressing the sector's limited networking opportunities. In fact, the disparate nature of the various involved research areas means that there are limited opportunities to meet researchers within different subject areas and benefit from the cross pollination of ideas and collaboration that will be required to foster cost effective low carbon, environmentally sound solutions. Networking within a KIC, bringing together stakeholders from the three strands of the knowledge triangle across the whole value chain would contribute to overcome this weakness.
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It will give the possibility for [no change] enhancing both technology, knowledge and know-how transfer, as well as to provide researchers, students and entrepreneurs the knowledge and skills necessary to deliver innovative solutions and to turn them into new business opportunities. AMD 69 3. SYNERGIES AND 3. SYNERGIES AND 3. SYNERGIES AND COMPLEMENTARITIES WITH COMPLEMENTARITIES WITH COMPLEMENTARITIES WITH EXISTING INITIATIVES EXISTING INITIATIVES EXISTING INITIATIVES The EU has identified this priority The EU has identified this priority field as one of the grand challenges. A field as one of the grand challenges. A KIC would contribute to Horizon KIC would contribute to Horizon 2020, namely to the societal challenge 2020, namely to the societal challenge related to the supply of raw materials related to the sustainable supply of and resource efficiency. It would raw materials and resource efficiency. contribute to the proposed EIP on Raw It would contribute to the proposed Materials. The EIP on Raw Materials EIP on Raw Materials. The EIP on will provide overarching frameworks Raw Materials will provide to facilitate alignment and synergies overarching frameworks to facilitate among existing supply and demand- alignment and synergies among driven research and innovation existing supply and demand-driven instruments and policies in the field. research and innovation instruments and policies in the field.
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This will cover technology-focused [no change] activities, but also the identification of framework conditions and best practise on policy, regulatory or standardisation issues having an impact on innovation in a given sector or challenge. A KIC in this area would create complementarity in educating key actors, but also in providing a unique structured network of practitioners. It would provide a solid basis for supporting other innovation- related actions which will be carried out in the framework of the EIP, and for the success of which human capital is an absolute necessity. It will also be well placed to support the EIP in the identification of framework conditions and best practise on policy, regulatory or standardisation issues having an impact on the sector. A KIC would also strongly build on and capitalise the results of the numerous research projects of the 7th Framework Programme addressing the topic, in particular those funded in the framework of the nanosciences, nanotechnologies, materials & new production technologies, and environment themes.
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AMD 70 Similarly, it would also liaise with the Similarly, it would also liaise with the CIP (Competitiveness and Innovation CIP (Competitiveness and Innovation Programme) eco-innovation market Programme) eco-innovation market replication projects, where material replication projects, where material recycling is one of the priority areas. recycling is one of the priority areas. Such experience will continue with Such experience will continue with Horizon 2020, namely in the context Horizon 2020, namely in the context of the climate action, resource of societal challenges in the form of efficiency, and sustainable supply of climate action, resource efficiency, raw materials societal challenges. and the sustainable supply of raw materials societal challenges, encouraging the use of materials for cultural heritage that will better stand up to the effects of time AMD 71 In addition synergies with the European Rare Earth Competency Network set-up for the critical raw materials called rare earths shall be sought. International co-operation in the field of raw materials, such as the EU-Japan-US R&D trilateral on critical raw materials, is also of great importance, as is the work of the International Resource Panel and should be considered in this KIC.
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AMD 72 A KIC in this area would be A KIC in this area would be complementary to these activities complementary to these seek since it would focus on complementarities and synergies with transdisciplinary activities within the those activities since it would and knowledge triangle with a strong focus should focus on trans-disciplinary on innovative products and services activities within the knowledge and entrepreneurial education. triangle with a strong focus on innovative products and services and entrepreneurial education. 4. CONCLUSION 4. CONCLUSION 4. CONCLUSION A KIC in this area is most suited to address the challenges outlined above. It also meets the criteria put forward for the selection of KIC themes in the SIA:
AMD 73 • It addresses a major economic and • It addresses a major economic and societal relevant challenge Europe societal relevant challenge Europe is facing (the need to develop is facing (the need to develop innovative solutions for the cost- innovative solutions for the cost- effective, low carbon and effective, low carbon and environmentally friendly environmentally friendly exploration, extraction, processing exploration, extraction, processing, and recycling of raw materials), use, re-use and recycling of raw and contribute to the delivery of the materials), and contribute to the Europe 2020 agenda and its delivery of the Europe 2020 agenda objectives on climate and energy, and its objectives on climate and employment, innovation and energy, employment, innovation education. and education.
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• This KIC focus is aligned with [no change] priorities defined in Horizon 2020 and complementary with other EU activities in the raw materials area, in particular with the EIP on Raw Materials. AMD 74 • It is able to mobilise investment It is able to mobilise investment from from the businesses sector and the businesses sector and offers offers possibilities for various possibilities for various emerging emerging products and services – products and services – namely, in the namely, in the areas of sustainable areas of sustainable extraction and extraction and processing, processing, materials management, materials management, recycling recycling technologies and urban technologies, and materials mining, and materials substitution. substitution. • It creates sustainable and systemic [no change] impact, measured in terms of new educated entrepreneurial people, new technologies and new business. It offers, in particular, opportunities for social value creation by making efforts towards addressing the goal of sustainability of the whole product lifecycle: using raw material more efficiently and improving effectively recycling and recovering of raw materials.
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• It includes a strong education [no change] component which is lacking in other initiatives, and will bring together a critical mass of excellent research and innovation stakeholders. • It requires transdisciplinary work involving different areas of knowledge, such as geology, economics, environmental sciences, chemistry, mechanics and multiple industrial areas (construction, automotive, aerospace, machinery and equipment, and renewable energies). • It will address the European paradox, since Europe counts with a strong research base and a weak innovation performance on this area. It offers opportunities for innovation in sustainable mining and materials management. Substitution and recycling can promote further sector change and enhance investment activities through the creation of new products, services and supply chain approaches.
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Factsheet 5: Smart Secure Societies Factsheet 5: Smart Secure Societies Factsheet 5: Smart Secure Societies 1. THE CHALLENGE 1. THE CHALLENGE 1. THE CHALLENGE One of the major challenges to be [no change] addressed within the framework of Horizon 2020 is the need to foster secure European societies in the context of growing global interdependencies and the transition towards digital societies. Today's societies are facing serious [no change] security challenges that are growing in scale and sophistication. These challenges are triggered by developments ranging from organised crime, terrorism, to cross border illegal activity and natural and man-made disasters, which put at risk and destabilise the basic principles of our societies. Moreover, cyber attacks and breaches to privacy are putting at risk the whole operation of Internet and all the services running on it. In support of EU's policies to tackle these challenges, action is needed to deliver innovation in the security sector. Action is in particular necessary to exploit the information and communication technologies and related services' potential to tackle the security challenges.
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The objective is to address Europe's [no change] security gaps, through the development and deployment of innovative ICT solutions fighting, preventing and mitigating serious and organised crime (including cyber crime), terrorism, strengthening the management of our external land and sea borders, and building resilience to natural and man-made disasters, such as forest fires, earthquakes, floods and storms. This objective will also include the development of ICT technologies, devices and services for the prevention, management and recovery from cyber-attacks and breakdowns of ICT infrastructures, raising trust and security on-line and protecting privacy, identity and private data. As a transversal priority, these objectives should be met whilst respecting ethics, privacy, and citizens' fundamental rights. 2. RELEVANCE AND IMPACT 2. RELEVANCE AND IMPACT 2. RELEVANCE AND IMPACT Security is highly relevant from a Security is highly relevant from a Security is highly relevant from a policy and socio-economic point of policy and socio-economic point of policy and socio-economic point of view. view. view.
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From the public policy perspective, [no change] maintaining an adequate level of security within any society can be considered as a basic (pre-)requisite for establishing an environment in which individual and companies are motivated to carry out their activities. In particular, the expansion of the digital single market is dependent on user's trust in the security of transactions, integrity of their data and the protection of their privacy and identity. The events related to 'global terrorism' and the increased damages to human lives and assets produced by natural and man-made disasters have over the past years further increased the policy relevance of this field. On top of these public concerns, this [no change] field is also relevant from a socio- economic point of view. It is estimated that the world security market for security solutions (excluding defence) was of 45 billion Euro is 2009 and is expected to grow to more than 87 billion euro in 2020 (an average growth larger than 6%/year)11. ______11Data from European Organisation for Security.
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It employs about 250.000 workers at the [no change] world level and about 50.000 in Europe. Looking at indirect employment, EU security services market is constituted by more than 1.700.000 private guards12. In addition to the market size of IT security, some estimates indicated that the direct cost of cyber crime to be 350 billion euro per year worldwide, and around 80 billion euro in the EU. ______12Data from the Confederation of European Security Services. A KIC on smart secure societies will [no change] be able to mobilise investment and long-term commitment from the business sector, as well as to expand and create new markets for its products and services. Within the framework of a KIC, the business sector could be attracted by the market opportunities for innovative ICT products and services supporting, inter alia, more intelligent solutions for crime prevention, higher security standards through electronic identification and authentification, smarter borders, and warning systems to better protect critical infrastructures.
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Due to the transversal nature of [no change] security technologies, the activities of this KIC will impact not only the ICT security sector, but also the whole ICT market for equipment and access device manufacturers and service providers. The societal dimension of security [no change] could be further enhanced by the KIC integrative approach to innovation and its potential to promote social innovation. Building on a strong research and scientific base, a KIC in this area will be able to bring together education and innovation stakeholders which would otherwise not unite to develop new knowledge, concepts, business models, approaches and strategies to tackle societies' security challenges and promote citizens' well being. The objective is that these new innovative products, services, processes, models and approaches developed in the framework of the KIC meet the pressing needs for more secure European societies, where citizens feel secure in their daily lives (including those at more vulnerable positions).
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Attention could be paid to the [no change] protection of individual's privacy, protection of children in the internet and protections against abuses of identity and profiling, while increasing user friendliness and adoption. The societal dimension of a KIC on [no change] secure societies could be further reinforced by the KICs co-location model, through which regional actors work closely together whilst combining competences and skills developed in different areas of specialisation. A major added value element of a KIC [no change] on smart secure societies will be its contribution to helping overcome the current levels of fragmentation and compartmentalisation the sector faces across Europe. Through its integrative nature and transdisciplinary approach, it will create the opportunity to establish a closer cooperation between the knowledge triangle actors (business, research and universities), individuals and public authorities acting on different areas of knowledge, and thus ensure a better articulation between technological, societal, policy and regulatory considerations and the market potential.
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A KIC on smart secure societies will [no change] also help addressing the need for a qualified workforce. It will have a very important role to play in re- shaping the education landscape in this field. It will at the same time offer the opportunity to stimulate new educated entrepreneurial people, capable of developing new innovative technologies, services and business. This focus on entrepreneurship would be particularly relevant in this area, which has the potential to involve a high number of SMEs. In connection with the KIC innovation [no change] and educational objectives, a KIC can also indirectly trigger increased awareness of citizens, private sector, and institutional end-users' (civil protection, police forces, border guards,etc.) as well as affect their attitudes towards new innovative solutions. Whilst a KIC on smart secure societies [no change] has the potential to create sustainable and systemic impact measured in terms of new educated entrepreneurial people, new technologies, business, models and approaches, it also offers the possibility for impact at global level. Security challenges are global in nature and should be addressed in cooperation with third countries.
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The major risks for the success of a [no change] KIC in this area are mainly related to the lack of the required innovation framework conditions, such as clear regulatory conditions, standardisation and public procurement. In fact, in some European countries, the absence of a clear public policy and strategy towards security has been pointed out as a factor that reduces clarity in terms of demand and supply side developments. Another difficulty relating to the security sector is the definition of its boundaries to defence requirements. While defence will not be covered in the framework of a KIC on smart secure societies, there is a blurring of distinctions between security and defence in terms of the associated technology and system requirements. Finally, a pre-condition for the success of this KIC is to get the involvement of end-users and, in particular, public authorities. This is a difficult task and will require close cooperation with relevant Commission's policy initiatives in this field. These risks are expected to be tackled through KIC's liaison with ongoing EU and national innovation and policy activities on these matters (see next section).
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3. SYNERGIES AND 3. SYNERGIES AND 3. SYNERGIES AND COMPLEMENTARITIES WITH COMPLEMENTARITIES WITH COMPLEMENTARITIES WITH EXISTING INITIATIVES EXISTING INITIATIVES EXISTING INITIATIVES A KIC as described above would be [no change] complementary to a number of EU initiatives in this thematic area. A KIC on smart secure societies will [no change] contribute to Horizon 2020 objectives. It will build up on the results of the numerous FP research projects addressing the topic - in particular, those funded in the framework of security, ICT trust & security, future internet and socio-economic sciences and humanities. It will take into account relevant activities of the JRC. It will also liaise with the work of the [no change] relevant EU Agencies, such as FRONTEX (in the field of border security), Europol (in the fight against serious international crime and terrorism),ENISA (on network and information security), and CEPOL (the European Police College). A KIC in this area would be [no change] complementary to these activities since it would focus on transdisciplinary activities within the knowledge triangle with a strong focus on innovative products and services and entrepreneurial education.
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4. CONCLUSION 4. CONCLUSION 4. CONCLUSION A KIC which focuses on the role of [no change] ICT for delivering innovation to secure societies and puts a strong focus on re-shaping the education agenda in this field would be well- suited to address the challenges outlined above. It also meets the criteria put forward for the selection of KIC themes in the SIA: • It addresses a major economic [no change] and societal relevant challenge (the need to reduce security gaps and lead to prevention of security threats while integrating societal aspects), and contributes to the delivery of the Europe 2020 agenda and its objectives on employment, innovation, education and social inclusion. • This KIC focus is aligned with [no change] priorities defined in Horizon 2020 and complementary with other EU activities in the area. • It is able to mobilise investment [no change] and long-term commitment from the businesses sector and offers possibilities for various emerging products and services.
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• It creates sustainable and [no change] systemic impact, measured in terms of new educated entrepreneurial people, new technologies, business and services. It will foster new technological developments and social innovation. • It will build on a strong research [no change] and scientific base, and bring together education and innovation stakeholders which would otherwise not unite to develop new knowledge, concepts, business models, approaches and strategies to tackle societies' security challenges. • It contributes to overcoming the [no change] current levels of fragmentation and compartmentalisation the sector faces across Europe. • It takes a systemic approach and [no change] thus requires transdisciplinary work involving different areas of knowledge, such as ICT, socio-economic sciences and humanities, civil protection, health, transportation, energy among others.
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COMMISSION PROPOSAL EP PARLIAMENT ITRE VOTE COUNCIL PGA COMPROMISE TEXT (28.11.12) (ADOPTED ON 11.12.12)
AMD 75 Factsheet 6: Urban Mobility Factsheet 6: Urban Mobility, smart Factsheet 6: Urban Mobility and sustainable development. AMD 76 1. THE CHALLENGE 1. THE CHALLENGE The theme of smart, green and The theme of smart, green and integrated transport has been identified integrated transport has been identified as one of the major societal challenges as one of the major societal challenges which will be addressed within the which will be addressed within the framework of Horizon 2020. The 2011 framework of Horizon 2020. The 2011 Transport White Paper further Transport White Paper further reinforces the importance of taking reinforces the importance of taking action in this domain during the next action in this domain during the next decade. Urban mobility is a decade. Urban mobility is a particularly challenging task. particularly challenging task. It should be addressed through a truly integrated and holistic approach, taking explicitly into account the interaction with the other topics in a spatial context.
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It addresses a number of topics such as It addresses a number of topics such as transport (including new mobility transport (including new mobility concepts, transport organisation, concepts, transport organisation, logistics, transport systems safety and logistics, transport systems safety and security), environmental issues security), environmental issues (reduction of greenhouse gases, air (reduction of greenhouse gases, air pollution and noise) urban planning pollution and noise) urban planning, (new concepts for bringing work and urban and natural landscape (new living closer together), and has an concepts for bringing work and living important impact both at the economic closer together), cultural heritage and and social levels (new business has an important impact both at the creation, employment, social economic and social levels (new inclusion, housing and location business creation, employment, social strategies). inclusion, housing and location strategies). The overarching aim is to improve the [no change] quality of life of European citizens who – in increasing numbers – live in large urban conglomerations where much of Europe's economic performance is generated13 ______13More than 70% of Europeans live in urban areas, which represent more than 25% of the EU territory. Around 85% of the EU’s GDP is generated in urban areas. Urbanisation is expected to rise in Europe to some 83% by 2050.
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AMD 77 Since cities and urban mobility are within a complex system made of different variables, this KIC must integrate with territory, demography, social inclusion, economic dynamics, trade and with the adaptation , restoration and preservation of built resources and historical resources. The knowledge triangle will be coherent only if this is respected. Sustainable urban mobility can only be [no change] achieved if breakthrough innovations leading to greener, more inclusive, safer and smarter solutions are found. Failing to achieve this will – in the long run - result in high societal, ecological, and economic costs. However, new innovative mobility concepts – in particular when individual means of transportation are to be replaced by public and collective means of transport – should be accepted by citizens. Bringing about behavioural changes with no disadvantages for the quality of life and the cost of living in urban areas will be one of the great challenges to be addressed in this area.
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AMD 78 2. RELEVANCE AND IMPACT 2. RELEVANCE AND IMPACT The key objective of a KIC on urban The key objective of a KIC on urban mobility will be to ensure a greener, mobility and smart and sustainable more inclusive, safer and smarter development will be to ensure a urban mobility system. greener, more inclusive, safer and smarter urban mobility system. AMD 79 As already outlined above, the theme As already outlined above, the theme is highly relevant from a societal is highly relevant from a societal and and public policy point of view. It public policy point of view. It also is also is highly relevant from a socio- highly relevant from a socio-economic economic perspective since it involves perspective since it involves important important economic sectors in GDP economic sectors in GDP and and employment terms, such as the employment terms, such as the automotive or the construction sectors. automotive or the construction sectors. Urban mobility is, in addition, linked Urban mobility is, in addition, linked with environmental protection with environmental protection strategies and fully embedded in strategies and fully embedded in policies of social inclusion, location, policies of social inclusion, location, housing and urban design. housing and, urban design and revitalization of historical centres.
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AMD 80 A KIC on urban mobility is both in A KIC on urban mobility and smart line with the priorities defined in and sustainable development is both Horizon 2020 and with Europe 2020 in line with the priorities defined in strategy objectives of achieving a Horizon 2020 and with Europe 2020 smarter, more sustainable, low carbon strategy objectives of achieving a and inclusive urban development. A smarter, more sustainable, low carbon KIC in this thematic area could and inclusive urban development. A contribute to each of Europe 2020 KIC in this thematic area could strategy objectives by, for example, contribute to each of Europe 2020 the promotion of eco-efficient strategy objectives by, for example, solutions, intelligent ICT schemes for the promotion of eco-efficient traffic management, and provision of solutions, intelligent ICT schemes for more efficient and affordable transport traffic management, and provision of services. more efficient and affordable transport services. AMD 81 In fact, since urban mobility is by In fact, since Uurban mobility is and nature systemic, a KIC on this area accessibility are by nature systemic,. could offer many possibilities for Complexity of cities, coherence of the innovation along the innovation knowledge triangle, carrying out chain, such as the development of projects on the field requires an multi-modal transport systems, and integral approach. A KIC on this smarter and more sustainable transport board area could offer many solutions. possibilities for innovation along the innovation chain, such as the development of multi-modal transport systems, and smarter and more sustainable transport solutions.
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AMD 82 A KIC on urban mobility draws on a A KIC on urban mobility and smart solid technological and industrial and sustainable development draws base and offers a potential for new on a solid technological and industrial products and services14 in particular base and offers a potential for new in the fields of sustainable planning products and services, in particular in and eco-industries. the fields of sustainable planning and ______eco-industries. 14 Some examples of new potential markets: new services for travellers, maintenance, and management of traffic movements and road congestion; new applications in vehicles; immersive communication services to support communication and avoid travelling (JRC 65426 EN). Furthermore, the development of [no change] innovative urban mobility models will also benefit from the strong policy attention and support that this thematic priority profits from. In addition, these innovative urban models can have a global impact if they are transferred to the massively growing urban conglomerations in other parts of the world, especially in Africa, Asia and Latin America.
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A KIC in this area will put urban [no change] mobility and urban transport planning in the wider context of sustainable urban planning and spatial development at local and regional level. The KIC would thus have the advantage of working in a multi- disciplinary and cross-sectoral field and of contributing to overcome the current levels of organisational fragmentation the sector faces. It would create the opportunity to establish a closer cooperation between public authorities (mainly at local, regional levels), local associations, and the private sector (such as developers and infrastructure actors), research institutes and universities (integrating the knowledge triangle). Bringing together world-class partners in new configurations will give the KIC on urban mobility the possibility of optimising existing resources and exploit the business opportunities created through these new value- chains.
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AMD 83 The KIC on Urban Mobility will focus The KIC on Urban Mobility and on those activities of the innovation smart and Sustainable Development triangle which can benefit from will focus on those activities of the additional EU support specifically via innovation triangle which can benefit the EIT. from additional EU support specifically via the EIT. All the accessibility and mobility projects need to take into account the territory dimension, the economic dynamics, the demographic and population impact, the preservation of the urban landscape and the capacity of attraction of economic and cultural resources In reality, the major added value of [no change] a KIC in this area will be its role in integrating the three strands of the knowledge triangle and in bringing systemic change in the way the innovation players work together. Likewise, KIC focus on people- driven innovation, which puts students, researchers and entrepreneurs at the heart of KIC efforts, will be fundamental to address the challenges outlined above.
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Consequently, there will be a strong [no change] emphasis on education/training, entrepreneurship and deployment of results, e.g. developing skills and knowledge of urban transport professionals in local and regional administrations (life-long learning / staff exchange programmes / professional training), proposing specific higher education programmes in Urban Mobility (summer schools/exchange schemes), taking innovative transport concepts successfully to the market (support for spin-offs and start-ups from universities and research institutions, etc.). Moreover, the concept of co- location could be strengthened within a KIC focussing on this theme, since naturally this thematic area has a strong local and regional dimension. 3. SYNERGIES AND [no change] 3. SYNERGIES AND COMPLEMENTARITIES WITH COMPLEMENTARITIES WITH EXISTING INITIATIVES EXISTING INITIATIVES Mobility related issues are strongly supported by many EU initiatives. The EU is fully engaged in this field. Links with other EU activities exist [no change] and will be enhanced. A KIC on urban mobility will take into account the actions developed in the framework of the Action Plan on Urban Mobility and the Intelligent Transport System Action Plan.
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It will in particular co-operate with the [no change] planned European initiatives on smart cities and communities, encompassing energy efficiency, ICT and urban transport. A KIC would in particular create complementarity in educating key actors, but also in providing a structured network of practitioners well placed to identify framework conditions and best practise on policy and regulatory issues having an impact on the sector. Coordination is also needed with the [no change] Joint Programming Initiative "Urban Europe", which will pool national research efforts to transform urban areas to centres of innovation and technology, realise eco-friendly and intelligent intra-interurban transport logistic systems, reduce the ecological footprint and enhance climate neutrality. A KIC in this area will speed up and foster the exploitation of excellent public research pooled together by these JPIs, and thereby address fragmentation in the innovation landscape.
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The CIVITAS initiative which [no change] supports demonstration and research projects to implement innovative measures in clean urban transport, and the European Industrial Initiative on Smart Cities & Communities aiming at making the production and use of energy in cities more sustainable and efficient will also be natural cooperation initiatives of a KIC on urban mobility. A KIC in this area could also establish [no change] links with the transport and energy related European Technology Platforms (ETPs), the Public Private Partnership (PPP) on European Green Cars, and the numerous Framework Programme (FP) projects in this area. The KIC would take into account the research priorities and action plans defined in the framework of the ETPs and the research work carried out so far by the PPP and FP projects to enhance and accelerate the take up and exploitation of these research outcomes.
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Complementarities will be also sought [no change] with the "European Mobile and Mobility Industries Alliance". Co- funded under the Competitiveness and Innovation Programme, the European Mobile and Mobility Industries Alliance aims at bringing together regional and national policy makers supporting innovative service solutions in mobile and mobility industries in view to mobilise more and better support to innovative service SMEs in such industries. It will also coordinate with the [no change] Intelligent Energy Europe, the eco- innovation market replication, and the ICT based services and pilot projects for smart urban mobility under the Competitiveness and Innovation Programme (CIP). A KIC in this area would be [no change] complementary to these activities since it would focus on transdisciplinary activities within the knowledge triangle with a strong focus on innovative products and services and entrepreneurial education.
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A KIC focusing on urban mobility [no change] would also be complementary to some of the specific activities already pursued by two existing KICs. Namely, Climate KIC activities under the theme transitioning to low- carbon resilient cities, and EIT ICT Labs work under the focus areas of intelligent transportation systems and digital cities of the future. The KIC on urban mobility will take on board the work carried in the framework of these KICs and place it in the wider context of a greener, more inclusive, safer and smarter urban mobility system. 4. CONCLUSION [no change] A KIC focusing on urban mobility is most suited to address the challenges outlined above. It also meets the criteria put forward for the selection of KIC themes:
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• It addresses a major economic and [no change] societal relevant challenge (to achieve a European transport system that is resource-efficient, environmentally-friendly, safe and seamless for the benefit of the citizens, the economy and the society), and contributes to the delivery of the Europe 2020 agenda and its objectives on climate and energy, employment, innovation and education. • This KIC focus is aligned with [no change] priorities defined in Horizon 2020 and complementary with other EU activities in the transport, environmental and energy areas. • By strengthening entrepreneurial [no change] thinking it integrates emerging technologies with new value chains and supports the translation of academic research on into products and services.
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• It will thus address the European [no change] paradox, since it will capitilise EU's strong research base and find new innovative approaches to ensure a greener, more inclusive, safer and smarter urban mobility system. • It will blend a critical mass of [no change] excellent research, innovation, education and training stakeholders, which would otherwise not unite • It adopts a cross-sectoral approach [no change] and therefore connects the different levels of responsibility from private entities to public administration – in particular at local level - to the individual citizen. • It requires transdisciplinary work [no change] involving different areas of knowledge, and the development of new types of education across the boundaries of disciplines.
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