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STRATEGIC RESEARCH AND INNOVATION AGENDA 2016-2021

1 STRATEGIC RESEARCH AND INNOVATION AGENDA 2016-2021 Table of contents

Executive Summary 3

Strategic Research & Innovation Agend 4

Introduction 5

1. Innovation in sport: an answer to various health issues 7

2. Innovation to meet the needs of the evolving sports market 11

3. Innovation in sport in line with sustainability goals 17

4. Using data, technology and innovation to drive change in the sports market 21

5. How technology is shaping the sports market 27

6. Innovation to meet the personalized demands of the customers 35

7. Strengthen the innovation and business creation capacity of the EU Sports sector with a clear focus on SME and Public Private alliance 38

Conclusion 44

Bibliography 46

2 STRATEGIC RESEARCH AND INNOVATION AGENDA 2016-2021 Executive Summary

The European Platform for Sport Innovation (EPSI) is a base-networking non-profit organisation within Europe that builds links between sport, industry and knowledge organisations in the area of sport and innovation. EPSI’s main activities include creating business opportunities among its members, coordinating and managing EU project developments and project execution. EPSI also informs its members on European calls for proposals and public tenders and organises brokerage events, conferences and workshops to foster innovation among its members.

3 STRATEGIC RESEARCH AND INNOVATION AGENDA 2016-2021 Strategic Research & Innovation Agenda

EPSI has developed the so-called Strategic Research and Innovation Agenda (SRIA) for the period 2016-2021, as a result of a strong cooperation and thorough consultation amongst its members. The basis of this work comes from a careful consideration and analysis of many publications, among which is “Building a future of European sports innovation” - the innovation roadmap resulting from the European project Innosport EU1.

The scope of the SRIA is to provide a guide to future actions for the European Sports Sector towards 2020, especially within the framework program H2020. It identifies opportunities for innovation and proposes a mission oriented towards R&D that will meet health, social, environmental, and market needs.

1 Innovation roadmap 2015: Building a future of European Sports Innovation, 2008, InnoSport.eu project, ETI-CT-2005-023416, publishing editors Paulien Kok and Lenneke de Voogd.

4 STRATEGIC RESEARCH AND INNOVATION AGENDA 2016-2021 Introduction

Sport is a dynamic and fast-growing sector with underestimated macro– economic impact.

The definition of sport, in terms of its Employment Employment sports related sports related contribution to economic growth, is the broad “Vilnius” definition, according to which sport includes all upstream industries that produce goods, services 7.3Million 3.5Percent and works needed for sport, and the downstream industries in which sport of total EU has a significant input — media, tourism, employment advertising, etc.

According to various studies, the share of sport-related gross value added (GVA) of the total EU GVA varies from 1.76% to 3 % across the broad sport sector. Total EU employment generated by sports activities is 7.3 million and is equivalent to 3.5% of total EU employment. These figures confirm that sport is an important economic sector in the EU and plays a significant role in national economies.

Furthermore, sport can play a major role in a number of big societal challenges, such as physical inactivity, sustainable development and educational gaps.

As outlined below, sport can become a big driver for facing H2020 societal challenges as:

• Health, demographic change and wellbeing;

• Secure, clean and efficient energy;

• Smart, green and integrated transport;

• Climate action, environment, resource efficiency and raw materials;

• Europe in a changing world - inclusive, innovative and reflective societies

5 STRATEGIC RESEARCH AND INNOVATION AGENDA 2016-2021 This role can be enhanced by innovation and knowledge sharing. Innovation is an important driver of productivity and competitiveness. Indeed, innovative and collaborative projects are the positive alternative to the isolationism that has marked the sport industry for far too long.

The sport industry is characterised by constant and rapid waves of innovation, often in close collaboration with other industries (textiles, electronics, aerospace, etc.). Innovations have made sport technology a leader in several fields of applied science: textile technology, mechanics of human motion, new materials, sensors, actuators, human-oriented design, automation and others.

Innovation in products and services related to physical activity can have a significant impact on:

• Improving and maintaining health in the elderly

• Reducing effects of a sedentary lifestyle, especially obesity in children

• Promoting health, fitness and wellbeing

• Enhancing training in top sports

• Providing fun on top of effort for exercising

• Encouraging social inclusion

Besides these opportunities, the vast possibilities and sustained need for innovation around current products for existing markets and target groups must be further developed. And considering the pressure from the industry on topics concerning waste management and use of natural resources, there is an obligation to take into account the trend towards a sustainable environment. This may be seen as a boundary condition in developing sports products from the industry point of view, but also as a market opportunity for innovations in the eco-optimisation of sports products.

6 STRATEGIC RESEARCH AND INNOVATION AGENDA 2016-2021 1. INNOVATION IN SPORT:

an answer to various health issues

7 STRATEGIC RESEARCH AND INNOVATION AGENDA 2016-2021 Ameliorates the development of the so-called “Non-communicable diseases” (NCDs)

Physical inactivity Indeed, physical inactivity is now identified as the fourth risk factor fourth leading risk factor for global mortality: of mortality: 6% of deaths globally.

Levels of physical inactivity are rising in many countries with major implications for the general health of people 6 worldwide and for the prevalence of NCDs such as Percent cardiovascular disease, diabetes and cancer and their risk factors - such as raised blood pressure, raised blood deaths globally sugar and overweight. Physical inactivity is estimated as being the principal cause for approximately 21–25% of breast and colon cancer burden, 27% of diabetes and approximately 30% of ischaemic heart disease burden2.

It has been shown that participation in regular physical activity reduces the risk of coronary heart disease and stroke, diabetes, hypertension, colon cancer, breast cancer and depression. Additionally, physical activity is a key determinant of energy expenditure, and thus is fundamental to energy balance and weight control. According to a French study (INSERM 2008), physical activity is also good for mental health, including perception of oneself, emotional well-being, physical wellbeing and quality of life.

The WHO Regional Office for Europe encourages governments and stakeholders of the European region to develop and implement policies aimed at increasing the level of physical activity among all citizens. In order to do so national governments will have to intervene across different sectors, including urban planning, transport, health and sports3.

2 World Health Organization 3 WHO Regional Office for Europe

8 STRATEGIC RESEARCH AND INNOVATION AGENDA 2016-2021 In the last decade, while the public authorities of some Member States have managed to increase the number of citizens who meet the minimum level of physical activity, many others have made none or limited progress4. In order to improve these levels Member States should establish efficient surveillance and health monitoring systems that include population-based measures of physical activity. In this sense the use of agreed monitoring technology could be a useful mean to track physical activity levels, including frequency, duration and intensity of physical activity, across different socioeconomic groups and to address young people, adults and older adults in each country.

Assists the aging and sedentary population The European population is ageing fast, with improved health and longevity leading to a fall in the mortality rate. This means that there are growing audiences for new and innovative products and services Out of targeting the elderly, whose specific sporting needs include activities with 3 low intensity and low risk of injury. do not engage in half an hour of moderated exercise a week Also, engaging elderly people in sports practice delivers challenges and opportunities for the sports According to WHO, the worldwide industry. percentage of sedentary adults is between 60% and 85%5. Two out of Helping the elder sport people to three European adults do not even continue practising engage in half an hour of moderated However, there is a growing number exercise a week, and 25% do no of people maintaining sports exercise at all. In Spain, a 2005 National involvement at an advanced age. It Health Survey has revealed that almost is not strange finding people over 70 55% of the population do no physical yr climbing Everest; Tom Watson, for exercise in their spare time, and 38% of instance, forced a tiebreak playoff young people are sedentary. with Stewart Cink at the British Open golf at 60 yr.

4 Council recommendation on promoting health-enhancing physical activity across sectors 5 WHO: Physical inactivity a leading cause of disease and disability

9 STRATEGIC RESEARCH AND INNOVATION AGENDA 2016-2021 Elderly people have specific needs which present sound prospects for new products and services to assist them. For example, elderly cyclists are starting to use small electric engines to climb the steepest ramps so to keep on practising route cycling.

A new lifestyle Healthier lifestyles have increasingly become trendier as more information on the effects of inappropriate lifestyle on health becomes available. The “feel good” factor of today is the “stay fit” of yesterday.

As a consequence, there has been a rise in special ultra-healthy diets, such as veganism, vegetarianism, and the paleo-diet, as well as an uptake in activities such as yoga, meditation, jogging, cycling, and niche activities like Zumba and Bikram yoga.

The healthy lifestyle trend is linked to the use of technology, healthy living apps via smartphones or tablets, including pedometers, distance tracking apps, diet handbooks and sleeping aids.

Reduces safety issues One of the negative aspects of performing sports is the risk of sustaining injury. Since prevention is important for health in sport activities, amateur sport and performance, it is crucial to research how to prevent injuries, to improve the technical aspects of sports and to research materials as (textiles, etc.) or components (shoes, etc) which could prevent injuries. In high risk sports, security means active and passive protection against accidents, and this involves a high level of technology. With the growing trend towards ‘adventure’ and higher-risk sports, it is clear that the technological demand for developing security aspects in sports practice will continue to rise in the future.

A big issue comes from strenuous sports like ultramarathon, trails, triathlon, etc. In Spain there have been several victims due to heart failure in popular events, which is becoming a major concern for the Sports Federations and Authorities.

10 STRATEGIC RESEARCH AND INNOVATION AGENDA 2016-2021 2. INNOVATION TO MEET THE NEEDS OF THE EVOLVING SPORTS MARKET

11 STRATEGIC RESEARCH AND INNOVATION AGENDA 2016-2021 Diversification and changing characteristics of the global sports market

Sport has been growing in prominence in recent years: ‘sport’ incorporates many industrial sectors and services and is a growing area for companies of all sizes.

Increasing participation in sports activities, growing consumer awareness about health and fitness, and emergence of e-commerce are some of the main drivers determining the growth of this market.

The sports market comprises a number of sub-markets ranging from accommodation building and nutrition to tourism and multifunctional sportswear. Production of the wide range of specialised sports equipment is controlled by a large number of small manufacturers in the various EU countries. The larger companies and brand names cover part of this market, which is often regarded as “the sports market”, mainly due to the huge marketing budgets these parties invest in branding their name and image.

However, these big companies account for only half of the turnover of the market, allowing the rest of it to be exploitable by high functional products and services for the sportsmen and sportswomen. In this market, proximity to customer and understanding of their wishes is the key factor to success. This part of the market provides many challenges for European SMEs.

12 STRATEGIC RESEARCH AND INNOVATION AGENDA 2016-2021 The sports market is an early adopting and global market in which one element is the high volume production of relatively simple labour-intensive sports goods (bulk products). This type of product is produced mainly in the Far East and in Eastern Europe.

Another key element is an emerging sports market which is related to more intelligent and functional products that are open to the introduction of new technologies:

• Use of Smart materials

• New design and creativity methods

• Customised production techniques

• Integration of ICT

• Internet of Things and added services

These intelligent and functional products are partly produced in Europe and partly in the Far East, and seem to be a very challenging investment area for European industry. Interestingly, Europe provides excellent conditions for these types of innovative sports equipment.

Servitization, sharing systems and participatory economics Servitization is the innovation of organisation’s capabilities and processes to better create mutual value through a shift from selling product to selling Product-Service Systems. A Product-Service System is an integrated product and service delivering value in use. A Servitized Organisation designs, builds and delivers an integrated product and service delivering value through its use. Selling solutions rather than products can be seen in many other industries, such as accommodation and transport. To make this transformation requires significant change inside many traditional manufacturers. They have to recognise that the product is a platform to deliver a service. They have to build solutions that deliver the outcomes their customers want and value. In essence these solutions are often capturing in product- service systems, combinations of products and services. Customers only realise value from these when they actually receive the service - hence the concept of

13 STRATEGIC RESEARCH AND INNOVATION AGENDA 2016-2021 value in use. Nowadays, sharing systems are more popular and are used in different sectors, such as carpooling, renting golf clubs, ski equipment, bicycle sharing systems, etc. The latter have become very common around the world and have the potential to increase the visibility of people cycling in everyday clothing. This may in turn help normalise the image of cycling, and reduce perceptions that cycling is ‘risky’ or ‘only for sporty people’. An observational study of London cyclists by Anna Goodman, Judith Green and James Woodcock has underlined that bicycle sharing systems may encourage cycling directly, by providing bicycles to rent, but also indirectly, by increasing the number and diversity of cycling ‘role models’ visible6.

Participatory economics is a form of decentralized economic planning and socialism involving the common ownership of the means of production. Participatory economics sustains economic life that is classless and self-managed by workers and consumers, that generates solidarity and diversity, and that cares for the ecology. For example, Parkrun is a collection of five-kilometre running events that take place every Saturday morning in several countries. These events are organised and performed by runners; they are open to all, safe and easy to take part in7.

The sport market can benefit from cross-fertilization with other sectors Sport is known as an early adopting market, which provides interesting cross- sectoral innovation opportunities to/from other markets. In recent years this resulted in the development of a cross-sectoral consumer goods platform (with e.g. textiles, clothing…) but also of cross-sectoral collaborations with other technical platforms like EPoSS.

In order to exploit these cross links For instance, research and further we need to share strategic appurtenant results into coatings for research agendas but also need drag reduction in swimming, rowing, projects that will pave the way for and sailing are also applicable in more cross-sectoral alliances. We other industries as oil/gas and the also need the development of tools shipping industry. Moreover, results and methods for collaborative and from research in the field of comfort cross-sectoral product development in clothing can be applied to the (such as textiles, clothing, mechanical health and military sectors. equipment and electronics).

6 The role of bicycle sharing systems in normalising the image of cycling 7 Free weekly timed runs all over the world.: Parkrun

14 STRATEGIC RESEARCH AND INNOVATION AGENDA 2016-2021 BUILDING A FUTURE OF EUROPEAN SPORTS INNOVATION

15 STRATEGIC RESEARCH AND INNOVATION AGENDA 2016-2021 Design and manufacturing techniques Modern design, creation and manufacturing techniques, like 3D printing, have evolved largely in the last decade. These developments have led to the creation of innovative products and business cases in smaller series with a maximized added value for the end-users. Some of the materials and techniques used in the highest ranges of cycling equipment, for example, are on a par with those used in F1, and concepts such as biomechanics and ergonomics have made impressive strides.

Other manufacturing techniques have been imported directly from the aerospace industry, with the very latest developments in Computer Assisted Design that is now a major component of the design process. These techniques elevate the standard of the final product features, such as flexibility, lightness, solidness, adherence and control. Examples include crossed laminations, sandwich-like materials, micro pores and strategic material placement.

The new shopping experience. New retail technologies Purchasing sports products requires making more technical decisions since the fitting is highly relevant for performance, comfort and health, etc. Also, the role of the shop assistant has become more relevant. In this context, new retailing channels and models open opportunities for developing new business models, products, services and technology. For example, the IBV has developed a technology that can use a minimum of two pictures taken with a smartphone to build a 3d model of any part of the body. This model can produce different things, such as customized insoles for running.

16 STRATEGIC RESEARCH AND INNOVATION AGENDA 2016-2021 3. INNOVATION IN SPORT IN LINE WITH SUSTAINABILITY GOALS

17 STRATEGIC RESEARCH AND INNOVATION AGENDA 2016-2021 (Smart) accommodations and events/built environments

Sustainability is a major driver for the sport market on accommodation/ event and product levels.

Positive spill-over effects can be created by investing in the construction of new facilities and sustainable infrastructures that welcome sport events or in the maintenance/upgrading of energy saving of existing buildings. For instance, the Union of European Football Associations (UEFA) has developed an environmental sustainability program in cooperation with the organisation Climate Friendly. Some of the activities comprised in this program include selling eco-tickets to matches and the building of an energy efficient headquarters in Nyon8. Moreover, recent years have seen a small but growing interest in low-carbon emission stadiums, as the efforts to green the London Olympic (Queen Elizabeth) Park testify.

Sustainability of sports accommodations is also a large challenge for public authorities. In order to make these accommodations more sustainable, it is important to develop innovations both in the technical field as well in the social/ exploitation field. In other words, it is essential to maintain the level of sports facilities on an acceptable level by containing the cost involved in the use of these infrastructures.

8 UEFA: innovative approaches for travel emisions

18 STRATEGIC RESEARCH AND INNOVATION AGENDA 2016-2021 According to Ian Christie, research fellow at the University of Surrey’s Sustainable Lifestyles Research Group: people are gathered in one place, which makes messaging easier; fans enjoy “congregational associations”, which provides strength in numbers; and they enjoy competition, which is often used to promote “friendly pressure” to drive improvement patterns9.

Built environments The built environment can significantly influence people’s lifestyles and physical activity. Different health organizations, including the World Health Organization and the National Institute for Health and Clinical Excellence, have defined the built environment as an important way to address weight-related problems. They strongly recommend the promotion of active transportation and mixed land use, and the improvement of access to sport facilities and infrastructure. Therefore, cities should revitalise industrial or living areas by focusing on city development for sports and physical activity. As the Designed to Move report emphasises, cities that are designed for physical activity have experienced a number of economic, safety, environmental, health and social benefits. For instance, they have increased retail activity, business revenue and economic development and have lowered health care costs, crime rates and pollution10.

Sustainable Sport products Production of sustainable sports products is becoming increasingly important. In the last decades leading sports apparel brands, including Nike, Adidas and Puma, have advertised the use of sustainable manufacturing practices and recycled materials. The creation of sport products with sustainable design principles aims at meeting environmental challenges and delivering superior products. The sportswear industry’s focus on merging ecologically- sensitive innovation with higher performance has initiated a change that is making sustainable apparel mainstream. More generally, the outdoor industry is becoming more sensitive to the concerns of nature protection. For instance, the European Outdoor Conservation Association, launched by the European Outdoor Group, has gathered a large number of outdoor companies around environmental issues.

9 The Guardian: Sustainability and sports: a winning behaviour change combination? 10 Designed to move: active cities

19 STRATEGIC RESEARCH AND INNOVATION AGENDA 2016-2021 Example 1: How Adidas is Example 2: Mondo’s new pioneering open-source MDNK rubber granules for sustainability for sports artificial turf infill. In April 2015 the Adidas Group Mondo has recently launched announced a partnership with a new infill in collaboration with Parley for the Oceans, which has Nike. MDNK is the combination a primary goal of getting plastic of thermoplastic rubber out of the ocean. Together, the granules produced by Mondo Adidas Group and Parley for the and Nike grind vulcanized Oceans will implement a long- rubber granulates derived from term partnership programme the clippings of Nike shoes. that builds on three pillars: The new infill also addresses Communication and Education, environmental issues of other Research and Innovation as well infills and waste from footwear as Direct Actions against Ocean production. Plastic Pollution.

The partnership is an example of the Adidas Group’s open-source innovation approach, to engage with partners, crowd-source ideas and co-create the future of the industry. Among others, this collaboration will accelerate the integration of materials made of Ocean Plastic waste into innovative products. For instance, Adidas has created a shoe made entirely of yarns and filaments reclaimed and recycled from ocean waste and illegal 11 Adidas Group announces new partnership deep-sea gillnets11. with Parley for the Oceans and launches Sustainability Progress Report

20 STRATEGIC RESEARCH AND INNOVATION AGENDA 2016-2021 4. USING DATA, TECHNOLOGY AND INNOVATION TO DRIVE CHANGE IN THE SPORTS MARKET

21 STRATEGIC RESEARCH AND INNOVATION AGENDA 2016-2021 Data, technology and innovation add value to sport and serve several main functions:

1. Performance Consistent improvement in modern athletic It is expected that performance has been greatly aided by continuous innovation in equipment, training, innovation for nutrition and sports clothing. Over the years, sport has acquired high levels of professionalism and sport performance commercialisation, leading to a greater pressure to win. And it is this pressure that feeds the will be increasingly need for continued application and the search for new technologies that will assist the athlete driven by data/ in achieving even better results. It is difficult to imagine this trend changing in the future, given information and the relentless demands placed on athletes from competition, sponsors, trainers and the general that products will public. There are many examples of technology playing a role in helping professional athletes, become more amateur runners and armchair fans to improve their success and participation levels. According intelligent (Internet to the Telegraph, ‘Brands including BAE Systems and Nike are introducing performance-enhancing of Things). innovations, while start-ups like Fitbit and FanDuel are demonstrating technology’s potential to benefit supporters’ health and wealth12.

Practical chances London’s world athletics championships in 2017 provides some unusual opportunities. Defence group BAE Systems, for example, is UK Sport’s official research and innovation partner on the road to next year’s Olympic and Paralympic Games in Rio de Janeiro, Brazil. The group signed an £800,000 agreement in August 2013 to give 20 Olympics and Paralympic sports, including athletics, access to cutting-edge technology to apply scientific innovation to training, recovery, injury prevention and participation in

12 The Telegraph: Technology in sport: the speed of science

22 STRATEGIC RESEARCH AND INNOVATION AGENDA 2016-2021 competitions. Its innovations include a revolutionary advanced composite racing wheel that claims to be stronger, faster and lighter than previous designs, improving the acceleration of Britain’s wheelchair racers by up to 20pc by reducing friction with the track. BAE says that its partnership is aimed at demonstrating how engineering can be applied in many different areas and encouraging more young people to consider science, technology, engineering and maths careers.

British Athletics also has a seven-year kit deal believed to be worth more than £15m with US sports brand Nike, whose technological innovations include its Nike+ package of specially-designed running shoes with an iPod nano and sport kit featuring a sensor and receiver that connect the shoes with the Apple device. As people run, their iPod tells the distance, pace and calories burned via voice feedback that adjusts music volume as it plays. Likewise, Fitbit, the San Francisco company founded in 2007 to provide fitness tracking hardware and software and sensor gadgets that measure athletes’ steps, has seen its sales surge to £486m in 2014 from just £9.3m in 2011, as runners and walkers have taken up its technology. The company claims Fitbit users take 43 percent more steps with the device, creating increased health and fitness and higher energy and contentment levels. Its corporate wellness programme, meanwhile, works with clients including BP, Diageo and Adobe to increase employee productivity and staff retention and foster a culture of wellbeing. “We think the device is easy to use, gets people aware of how little they are walking and helps trigger people to get active,” says Karl Dalal, BP’s director of health and protection.

British Athletics has also signed up other commercial partners who recognise the value of sport, which combines both personal fitness and healthiness. Heart monitors group Polar has been a British Athletics commercial partner since 2006, providing its equipment to athletes including Jenny Meadows, Tasha Danvers and David Weir. Its devices offer customers fitness tests, training and nutrition advice and GPS tracking of speed, distance and altitude. Brands are also positioning themselves as healthy choices by backing athletics. Sainsbury’s, the supermarkets group whose slogan is “Live Well For Less” signed a new four-year deal with British Athletics in January 2014, extending a relationship that’s included staging the Sainsbury’s Anniversary Games in London’s Olympic Park. Unilever, whose products range includes the SlimFast brand, has also attracted athletics, acting as an advertising partner of Sainsbury’s “Summer Series” of top-level events. Developments in gaming technology, meanwhile, are leveraging the passion around key sports to create a whole new category of sporting engagement.’

23 STRATEGIC RESEARCH AND INNOVATION AGENDA 2016-2021 2. Comfort The need for comfort in sports practice can be seen to a large extent in all categories and disciplines. This need is directly related to the characteristics of the given sport and the degree to which it is practiced.

Thus, higher levels of comfort are needed in:

• Sports demanding intense and extended efforts

• Sports demanding protection against the weather

• Sport demanding research of technical innovations to make the difference between gold and silver medal

The search for comfort and wellness is not exclusive to athletes; they are important factors for every consumer of sports goods. The growing demand for improved quality of life and enhanced performance suggest that future consumers will expect even higher levels of product comfort.

Comfort is a very important concept in sport, due to the great influence it has on users during sports practice and in the buying decision. Comfort has been identified as one of the most important attributes in the purchasing decision (Blackwell et al., 2006; Kaplan and Okur, 2008), as well as their satisfaction before and after purchasing (Chae et al., 2006). It is therefore necessary to research the comfort in any sports equipment, and that will be the key to its success (Kaplan and Okur, 2008). Even if a product has positive functional aspects and increases the performance of the athlete, it will not be bought unless it is comfortable.

Comfort plays an important role also during sport practice. Different studies show evidence that comfort can affect performance in an important way (Luo et al, 2009; Mills et al., 2010). Moreover, it has been observed that more comfortable clothing allows greater freedom of movement, enhancing athletic performance (Mullet, 1996). Finally, a garment or equipment that causes discomfort can lead to alterations in the sport technique increasing the risk of injury (Cheung et al., 2003; Kinchington et al, 2012).

24 STRATEGIC RESEARCH AND INNOVATION AGENDA 2016-2021 A kind of comfort that is very present in sports is thermal comfort (Davis and Bishop, 2013). This is an aspect increasingly demanded by users in all sports products (Izquierdo, 2008). It is a key issue in the R&D&I of sport garments. Exercise increases body temperature and can lead to a situation of hyperthermia in the athlete, who will produce a significant decrease in performance (Eijsvogels et al., 2014). In addition, this can be a risk to the athlete’s health by increasing the risk of serious medical problems such as heat stroke (Shephard, 2007). On the other hand, exercise performance under extreme cold can also be dangerous; freeze amputations being well known in the high mountains (Morrison et al., 2014).

In order to reduce the risk of the aforementioned health problems while maintaining the performance of the athlete, the sports garment has different thermal properties that are related to thermoregulation and thermal comfort, such as thermal insulation and breathability (Davis and Bishop, 2013; Jintu Fan and Tsang, 2008; Kaplan and Okur, 2008), and that impact heavily on the overall comfort during the exercise (Jintu Fan and Tsang, 2008). Clothing, from its textile and other elements should provide an optimum thermal comfort. An example is a recent study that has found that breathable textile or more openings in key areas of the human body can help to improve heat transfer and thus the thermal comfort. All this makes the study of the effect of clothing on thermoregulation and associated thermal comfort, stand very important.

Comfort could mark the difference between gold and silver medal and can also avoid health risks, so RTD activities in technologies, materials (textiles, sport surfaces, shoes,…), etc. for improving comfort in clothing and equipment are completely necessary in this field.

25 STRATEGIC RESEARCH AND INNOVATION AGENDA 2016-2021 3. Sports (data) management There is an emerging market which is beginning to extend the reach of management software adapted for sports organisations. Increasingly, developers are exploring and exploiting the vast potential of technologies and ICTs to create data driven value in several areas of sports management. Technology in this field functions in a number of ways: data acquisition/ management (big data), communication, online interaction, race monitoring, results display, access control and adapted software. Increased use of technology in sports management is due largely to the growing professionalization of sports organisations and clubs, while the importance of sport broadcasting has contributed to improved monitoring and virtual representation of athletes. Technological advances have helped create management and communication solutions which have become increasingly commonplace in many of today’s sports-related fields. Given their increasing use and further potential, it is fair to predict that sports management will demand a growing range of innovations and technology in the future.

4. Sports fashion The combination of sport and fashion is more widespread than ever, which is why style and design in sports goods are just as important as functionality for the majority of market segments. In this case, technology in aesthetic is an integral part of the design that focuses on the sensation and the emotion that the product evokes. Sports fashion is a fast-growing segment that is set to continue expanding in the coming years. This trend is shown by the Adidas Originals, the brand’s urban fashion section, whose sales are expected to increase by 50% by 202013. Technology, sport and fashion have a long-standing and successful relation, which is destined to continue in the coming years.

13 Adidas Group details growth plan for Adidas categories football, running and originals

26 STRATEGIC RESEARCH AND INNOVATION AGENDA 2016-2021 5. HOW TECHNOLOGY IS SHAPING THE SPORTS MARKET

27 STRATEGIC RESEARCH AND INNOVATION AGENDA 2016-2021 1. Nanotechnologies: Nanotechnology is expected to have a huge development in sport.

Nanomaterial Sport Benefits

Carbon nanotubes Tennis and badminton Increase stiffness, consistency, durability, resiliency, impact, repulsion power and vibration control of racquets

Golf Reduce weight, lower torque/spin of clubs

Kayaking Enhance abrasion/crack resistance and easily paddling in kayaks

Archery Better vibration control in arrows

Silica nanoparticles Tennis and badminton Increase stability, power and durability of racquets

Skiing Decrease torsion index and facilitate transition in in skis

Fly-fishing Enhance hoop and flex strength of rods

Fullerenes Tennis and badminton Reduce weight and twisting of racquet frames

Golf Facilitate golf club whipping

Bowling Reduce chipping and cracking of balls

Nanomaterial Sport Benefits

28 STRATEGIC RESEARCH AND INNOVATION AGENDA 2016-2021 Nanomaterial Sport Benefits

Carbon nanofibers Cycling Reduce weight and increase stiffness of bicycles

Nano clay Tennis and golf Increase resiliency and bounce of balls

Watercraft Reduce weight and enhance speed of water-boats

Nano-titanium Tennis and badminton Resist deformation and increase strength and durability of racquets, transmit more powers to shuttlecock/ball, more accurate shots

Carbon nano Road racing Decrease rolling resistance, particles increase grip and mileage in tires

Nano-nickel Golf Increase moment of inertia and stability of clubs

Nano fibres Several sports Impertranspirable membranes for a significant increase of comfort combined with impermeable properties

Glass Nano-sphere Sport clothing Comfort improving

Nanotechnology is a set of sciences and technologies that allow the manufacturing and control of molecular structures and its atoms at the nanometre scale (1 billion nanometres = 1 metre).

29 STRATEGIC RESEARCH AND INNOVATION AGENDA 2016-2021 Innovations in materials are endless. In sports with a high technological basis, almost every important brand has developed its own material and manufacturing techniques. A lot of these new materials come from the aerospace industry, and they greatly exceed the characteristics of traditional materials in terms of flexibility, durability, strength, resistance, thermobalance and sensation. Such materials include Kevlar, carbon, graphite, vulcanized rubber, glass fibre, elastomeric materials, thermoldable materials, to name but a few. Because it is still an emerging technology, its application to sports has not yet been significant.

However, because of the incredible properties of nanomaterials, it is expected that the number of applications will multiply in the coming years. Nanomaterials offer superior levels of light weight, hardness, resilience, flexibility, and many other characteristics. In cycling, for example, nanomaterials have been used in the production of new bikes, which are much lighter and with the same structural strength. In golf they are used to create lighter clubs and balls that fly straighter. And in winter sports, nanomaterials are used to produce more flexible skis with better grip and control.

2. Smart materials

Smart materials are materials with one or more properties (e.g. mechanical, thermal, optical, or electromagnetic properties) that can be varied in a predictable or controllable way in response to external stimuli, such as, for example, stress, temperature, moisture, pH and electric or magnetic fields. Over the past decade sporting goods and equipments have incorporated multiple examples of use of these materials to achieve certain functional properties. More and more these materials are also used as lower cost sensors and actuators, providing new opportunities in functional products for sports (appearal, equipment,..).

30 STRATEGIC RESEARCH AND INNOVATION AGENDA 2016-2021 Classification of smart materials

• Piezoelectric materials

• Electrostrictive materials

• Magnetostrictive materials

• Rheological materials

• Thermoresponsive materials

• Electrochromic materials

• Fullerences

• Biomimetric materials

• Smart gels

3. 3D printing is creating a new innovation opportunity for sports products

Over the last years 3D Printing has developed into a common technology in the design process and rapid prototyping and for aerodynamic optimisation in sports products. Companies have adapted 3D printing techniques also for wearables, shoes, and components. It is expected that these technologies will further penetrate the market allowing more personal design and shift of production locations to locations near the end user. The use for normal production of sports product for some sports gear is still limited for several reasons e.g. for strength reasons or cost reasons.

Clear benefits for 3D printing can be seen in those cases where e.g. functional specifications and fitting (size) are served with a better personalisation. New materials to be used in the printing techniques will allow to improve functionality of the 3D printing techniques and will allow also new products to be made in 3D printing.

14 Renishaw: First metal 3D printed bicycle frame

31 STRATEGIC RESEARCH AND INNOVATION AGENDA 2016-2021 3D Printing:

• Prototypes are made faster and cheaper (without tooling)

• Create objects with complicated internal features that cannot be manufactured by other means

• Produce parts of different geometry within the same batch

• Produce customized parts

• Produce anytime and anywhere

Examples of 3D Printing of commercial sports products: • The first tailor-made 3D printed seats for wheelchair basketball are being used by competitors at the London 2012 Paralympics. These are developed by Loughborough University’s Sports Technology Institute with UK Sport. The seats are individually moulded to each player’s body based on their 3D body scans that captured their movements and positions in their existing wheelchairs. (September, 2012); • MADE, a Chicago-based start-up, uses 3D printing to create “smart” surf boards (and others) that fit the exact specifications of the user. With the help of microchips embedded in the user’s ordinary surfboard, information on how a person surfs are collected and sent to a smartphone app that aggregates this data. Thus, a surfer will then be able to custom design a board based on his or her preferences and surfing behaviours (August, 2013); • Empire Cycles, a British bike designing and manufacturing company, has created an innovative 3D printed titanium alloy bike frame, which is 33% lighter than the original aluminium bike frame, corrosion resistant and long lasting14.

32 STRATEGIC RESEARCH AND INNOVATION AGENDA 2016-2021 3D techniques in cycling industry Due to strength issues there is no significant use for 3D-printed in e.g. cycling frames and larger parts. The (carbon nanofibers) technology brings not enough strength to stand all torque power performed by the riders. In a few cases laser sintering is used for small components but it stays on low volumes because of the extreme high cost (almost more than 2000% more expensive than regular ones). The big future for 3D printing in these cased is expected to come for the printing of very lightweight forms as a core that will be used for fully automated composites winding technologies by making use of composite filaments in stead of manual composite prepreg processing. The integration from robots in the bicycle industry thanks to the substantial price cuts can also bring back the composite manufacturing industry because the cost of fully automated manufacturing is equal in Europe, USA or the Far East.

Another huge advantage from composites winding technology lies in the opportunity to tailor 100 % the frame related to the physiognomy of the athlete. It is clear that the strategic economical position will change in the advantage for European and USA industries based on the “Quick response manufacturing” demand that will arise with the implementation of this new technologies.

4. Internet of Things Along with health-care and wellness, sports represent one of the most rapidly growing areas of personal and consumer-oriented Internet of Things technologies (IoT). These areas are in an early phase of development based on first generation technologies and infrastructures, but are destined to constantly advance due to rapid market expectations. Fans and athletes desire even more data now that sensors that measure speed, acceleration, direction, balance, distance, altitude, and stress levels have become more common, smaller and cheaper to manufacture. The technology to connect all these sensors and analyse the data they gather has also improved.

Sensors can be easily found in sports equipment, such as baseball bats, tennis rackets and basketballs. From these items, data can be collected to define how a player is performing and if he needs to be corrected in any specific way. Sensors can also be used to determine how hard a player is working and where injury risk is greater. Managers and trainers can then modify players’ training in order to maximise training time while reducing the risk of injury.

33 STRATEGIC RESEARCH AND INNOVATION AGENDA 2016-2021 5. Wearables and technology Technical textile is becoming increasingly vital and dynamic, generating around one-third of the EU textile industry’s overall turnover, with potential positive spill- over effects, including mass consumption products. Wearable technology is another subsector with big growth potential. Electronic sensors that interact with personal training programmes included in clothing/apparel, health control applications, and training equipment are specific examples of new applications of European products. In this context, the PROsumer.NET project under the 7th Framework Programme for Research and Technological Development is of utmost importance in strengthening and maintaining the competitiveness of the EU’s sporting consumer goods manufacturing sector.

The project brought together relevant industry associations, five European technology platforms from the consumer goods industries (textiles and clothing, footwear, sports goods, wood-based products and manufacturing technology platforms), as well as research and technology organisations. From mid-2011 to mid-2013, the European PROsumer.NET research project extensively investigated the prevailing market and innovation trends in the European design-based consumer goods industries. It analysed in depth the state-of-the-art technology, using extensive research coupled with several rounds of expert consultations involving industry, technology and research experts in many sectors. As a result, a rich research roadmap was drawn up and can serve as a comprehensive plan for developing research and technology priorities in the design-based consumer goods industry up to 2020. In addition, two actions financed under COSME have been proposed to support the development of new business concepts related to fashion and other consumer goods industries: (i) market replication projects to promote the adoption of new business models and (ii) measures to integrate knowledge and competences.

6. Connectivity and digitalisation; data as driver for sports Competitive athletes and trainers are responsible for achieving results and improving performance, making them most receptive to the use of new technologies. The functionality and benefits that a trainer gains from technology are most useful for planning and monitoring training cycles, where the ICTs are very useful. For elite athletes, new technologies have the additional benefit of an opportunity to be a trendsetter, thereby helping to popularise the technology with the general public.

34 STRATEGIC RESEARCH AND INNOVATION AGENDA 2016-2021 The future of sports is characterised by Examples include low-cost a new approach in exercise and training motion capturing systems that in which an athlete or coach measures measure an athlete’s motion physical and physiological responses, then and posture in relation to speed processes and analyses the data in order to or materials in clothing that monitor progress in personal performance automatically adapt to provide and to obtain real-time feedback in visual, the necessary support. Not only audio or tactile form. It is already technically top athletes may benefit from possible to do this in a laboratory situation, such innovations. Amateurs but ideally the athlete will be monitored of all ages will also be able to in real practice situations by means of use monitoring and feedback unobtrusive performance measurement devices for physical and mental techniques on or around the body. This motivation. calls for small, lightweight sensors, actuator systems, and innovative technologies to develop these micro-electronic devices in sportswear and equipment.

35 STRATEGIC RESEARCH AND INNOVATION AGENDA 2016-2021 6. INNOVATION TO MEET THE PERSONALIZED DEMANDS OF THE CUSTOMER

36 STRATEGIC RESEARCH AND INNOVATION AGENDA 2016-2021 In order to develop high performance sports products that are successfully adopted in the sports market, a thorough knowledge and understanding of the needs of the end-users must be gained.

Research into biological factors of individuals and specific target groups is necessary in the field of biomechanics, physiology, anthropometrics and motivational strategies. This will make it possible to realise innovations, such as smart fitness devices with personal training programmes and technologies that are easily usable by the elderly. Opportunities for innovations may be seen in the area of modelling and simulation of the (dynamic) interaction of the body with its surroundings. This will enable the development of clothing systems for thermal management. Additionally, models simulating mechanical and physical loading of the body in interaction with sports equipment (impact modelling) will give rise to innovations in high performance protective clothing, footwear and equipment.

The vast majority of sporting goods are designed to meet the requirements of a large group of people. As a consequence, manufacturers and retailers constantly need to estimate demands in terms of consumer preferences (such as colour and style) as well as function and sizing. The fact that every customer is different and desires individualised products and services poses many opportunities for innovation in intelligent production processes for sports apparel, footwear and equipment. An athlete’s safety, in particular, will benefit from individualised protective gear. The development of advanced design tools for human product and user-interface interaction will make innovations in the area of intelligent feedback systems possible. It will also enable the redesign of products for simplification to meet the required skills of a specific target group, such as amateurs, children or certain patient groups.

37 STRATEGIC RESEARCH AND INNOVATION AGENDA 2016-2021 Customization and co-creation, data driven design Customization involves using technology to accommodate the differences between individuals. Customization allows individuals to benefit from a product that specifically fits their needs in term of sizing, modelling, etc as well as preferences, such as colour, design etc.

Co-creation is a management initiative, or form of economic strategy, that brings different parties together (for instance, a company and a group of customers) in order to jointly produce a mutually valued outcome. Co-created value arises in the form of personalized, unique experiences for the customer (value-in-use) as well as on-going revenue and enhanced market performance drivers for the firm (loyalty, relationships, customer word of mouth). Value is co-created with customers if and when a customer is able to personalize his or her experience using a firm’s product-service proposition to a level that is best suited to get his or her job(s)/ tasks done and which allows the firm to derive greater value from its product- service investment in the form of new knowledge, higher revenues/profitability and/ or superior brand value/loyalty. The so-called field labs can play an interesting role in co-creation, which should be developed in the coming years.

If on the one hand customisation and co-creation opportunities are becoming more important, on the other hand there is the need to have a better insight in what is right for the individual. Models are in fact required to achieve the optimal fit between product/service and end users.

Technification of users Users nowadays tend to individualise their sports practices: many now prefer competing against their own abilities. For example, people use a stopwatch for timed trials or constantly try to improve the number of repetitions in a gym situation. Social media have also had a profound impact on the behaviour of sporty people. In fact, sharing results on Facebook or apps, like Strava, pushes people to train even harder in order to achieve better results. People get motivated and feel as a part of a virtual community. The trend towards the so-called ‘individual sports’ is therefore increasing, demanding for users to be more aware of the technical methods.

38 STRATEGIC RESEARCH AND INNOVATION AGENDA 2016-2021 Start-ups and SME are important drivers for innovations in the sports sectors but the innovation capacity of the SMEs can be improved.

In the past years we have established a network of sports (innovation) clusters throughout the EU that can be an interesting backbone for speeding up the process from innovation to market exploitation.

Furthermore, the (local) governments are important investors in the sports sector and are hugely involved in the societal challenges. This fact provides excellent opportunities for public- private innovation actions and projects.

7. STRENGTHEN THE INNOVATION AND BUSINESS CREATION CAPACITY OF THE EU SPORTS SECTOR with a clear focus on sme and public private alliance

39 STRATEGIC RESEARCH AND INNOVATION AGENDA 2016-2021 In the following table some lines for the near future are formulated:

Aspects Goals Needs Actions

Sports clusters • Collaboration Creating • Stimulate EPSI in EU networking / ESCP platform • Share ways of environment development; working • Exchange best practices

SME in clusters • Link SME to Easy access to • EU voucher system in sports and innovation innovations (vouchers for vitality (H2020 and actions & innovation and for others) support for IP protection); demonstration • Speed up actions • EU system for innovation innovation with clusters of SMEs

Business • Create new • EU boot camp; creation in start-ups in sports and domain sport • Business vitality acceleration program in sport;

• Incubator programs;

• Investment programs

40 STRATEGIC RESEARCH AND INNOVATION AGENDA 2016-2021 Aspects Goals Needs Actions

Business • Expanding Support for • Developing cross development: market access international- selling propositions Enhancing in and outside isation within Europe; business Europe growth • Missions to promising markets outside Europe;

• Support for umbrella actions at business fairs

Public Private • Stimulate new Reduce barriers • Procurement alliances collaboration for alliances improvement; between public Public Private and private • Set examples of Business cases parties on sports best practices for for vitality in business cases the community in public private collaboration

Field labs for • Expand the • Strengthen and • Stimulate sport and concept of field develop the development of field vitality (see labs in the EU fieldlab concept; labs www.fieldlabs.eu) as environments for innovation • Multiply the and business effect by sharing creation in close the concept collaboration throughout the with the EU end user

41 STRATEGIC RESEARCH AND INNOVATION AGENDA 2016-2021 “Quadruple Helix”: the perfect vehicle to result in “smart specialisation” & ecosystems Open Innovation is an important component of the foreseen European Innovation System, where all stakeholders need to be involved and create seamless interaction and mash-up for ideas in innovation ecosystems15 as the result of EU Vanguard “Smart Specialisation” strategy (Smart Specialisation and Europe’s Growth agenda, April 2014)16.

Open Innovation 2.0 (OI2) is a new paradigm based on a Quadruple Helix Model where government, industry, academia and civil participants work together to co-create the future and drive structural changes far beyond the scope of what any one organization or person could do alone. This model encompasses also user-oriented innovation models to take full advantage of ideas’ cross-fertilisation leading to experimentation and prototyping in real world setting. We talk about principles of integrated collaboration, co-created shared value, cultivated innovation ecosystems, unleashed exponential technologies, and extraordinarily rapid adoption. We believe that innovation can be a discipline practiced by many, rather than an art mastered by few.

There is much that needs to be done to properly establish OI2 in Europe. This is why policy makers must make serious efforts to strengthen the framework supporting open innovation approaches.

15 Henry Chesbrough, Open Innovation: The New Imperative for Creating and Profiting from Technology, 2003, and also Center for Open Innovation, Berkeley University

16 European Commission Smart Specialisation and Europe’s Growth Agenda Luxembourg: Publications Office of the European Union, 2014 2014 — 12 pp. — 21 x 21 cm ISBN 978-92-79-37222-3

42 STRATEGIC RESEARCH AND INNOVATION AGENDA 2016-2021 There are 5 key elements in the new Open Innovation process:

1. Networking;

2. Collaboration: involving partners, competitors, universities, and users;

3. Corporate Entrepreneurship: enhancing corporate venturing, start-ups and spin-offs;

4. Proactive Intellectual Property Management: creating new markets for technology;

5. Research and Development (R&D): achieving competitive advantages in the market.

This new generation of open innovation leads to stronger economic impact and better user experience in Europe.

Ecosystems are the result of a perfect working quadruple helix model.

The reality check of an ecosystem can be done in 5 steps:

1. Are the key actors available in the region and are they connected with each other?

2. Is there a blueprint for a strategy for structures, processes, and systems?

3. Are there enough “community builders” to work on interdependencies to strength the ecosystem?

4. Do they explore new growth opportunities with support programs?

5. What is the quality of the communication across the community in order to accelerate the development of the ecosystem?

43 STRATEGIC RESEARCH AND INNOVATION AGENDA 2016-2021 CONCLUSION

44 STRATEGIC RESEARCH AND INNOVATION AGENDA 2016-2021 In conclusion, sport has a wide impact on various aspects of our society, ranging from health to the social and economic fields.

It has been shown that the promotion of physical activity can positively influence mental health, emotional well-being and quality of life. Advancements in technology can be used to prevent and reduce security issues as well as tracking the levels of physical activity performance.

Innovation is also crucial to adequately respond to the needs of the evolving sports market, which is now related to different industrial sectors and services and more intelligent and functional products.

Innovation in sport has been carried out in line with sustainability goals. New sports facilities and infrastructures that maintain or upgrade energy savings have been built and new sustainable sports products have become more common.

Moreover, data, technology and innovation have led to significant improvements in the athletic performance and product comfort. They also add value to different areas of sports management, including online interaction, results display and race monitoring.

Finally, sporting goods are designed to meet the needs and personalized demands of the customers. Therefore, innovation in the sport sector is often driven by consumer preferences, needs and different skills.

The conclusions emphasise the need to promote cross-sectoral cooperation between universities, research centres, industries and sport bodies and to invest more on sports-based research and product development.

Let us work together in building the foundations for a successful future for the sports industry and make Europe the global centre of excellence in innovation.

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47 STRATEGIC RESEARCH AND INNOVATION AGENDA 2016-2021 Colophon

Publishing editors Alberto Bichi (EPSI/FESI) Rene Wijlens (EPSI/cluster Sports &Technology) Eric Wallace (Ulster University)

Editorial team Antonello Marega (EPSI) Alberto Bichi (EPSI/FESI) Rene Wijlens (EPSI/cluster Sports &Technology) Eric Wallace (Ulster University) Xavi Esteve (Indescat) Marc van der Zande (InnoSportNL) Anoek van Vlaardingen (TU Delft) Marc Hufkens (Flanders’ Bike Valley) Lucia Capalozza and Celine Fabrequette (EPSI)

Concept and graphic design www.vanorsouwdesign.nl