IDEX/I-SITE WAVE 2 CAP 20-25 CALL FOR PROPOSALS SELECTION PHASE AMENDED PROJECT
CAP 20-25 Université Clermont Auvergne
CAP I-SITE 20-25 CLERMONT Clermont Auvergne Project
To innovate, that's part of our nature
Confidential 1/69 IDEX/I-SITE WAVE 2 CAP 20-25 CALL FOR PROPOSALS SELECTION PHASE AMENDED PROJECT
Project acronym CAP 20-25
Titre du projet en français Clermont Auvergne Projet 20-25
Project title in English Clermont Auvergne Project 20-25 Name: Pierre SCHIANO Contact information: Principal investigator Tel.: +33 (0)4 73 34 67 57 E-mail: [email protected] Institution leading the project Name: Université Clermont Auvergne – Clermont Auvergne (Project leader) University (UCA)
Capital grant requested M€ 370 M€
Type of project I-SITE
LIST OF THE CONSORTIUM MEMBERS PARTICIPATING (PARTNERS) IN THE INITIATIVE (PROJECT LEADER EXCLUDED)
Higher education and research Research Others establishments organisations SIGMA Clermont CNRS CHU Clermont-Ferrand VetAgro Sup INRA Centre Jean Perrin AgroParisTech Irstea INSERM FERDI
LIST OF PARTNERS EXTERNAL TO THE CONSORTIUM LEADING THE INITIATIVE
Higher education and research establishments Socio-economic players Others and research organisations Ecole Nationale Supérieure Entreprise Michelin Clermont Communauté d'Architecture de Clermont- Ferrand Groupe Limagrain Conseil Régional Auvergne- Rhône-Alpes Institut de l’Elevage ADIV Céréales Vallée Fédération Santé Mobilité (including the Analgesia Partnership, InnovaTherm, Nutravita and ViaMéca Pharmabiotic Research Institute clusters) SATT Grand Centre
Confidential 2/69 IDEX/I-SITE WAVE 2 CAP 20-25 CALL FOR PROPOSALS SELECTION PHASE AMENDED PROJECT
Table of contents Executive Summary 4 Résumé Opérationnel 6 1. Attributes of the consortium 8 1.1. Presentation of the project leader and partners 9 1.2. Selected PIA (Investments of the Future) Programme projects 10 1.3. Strengths and weaknesses 16 1.4. Examples of partnerships 22 2. Ambition of the Initiative 25 2.1. A benchmark based on the German Excellence Initiative 26 2.2. CAP 20-25’s concept: models for sustainable production and living 28 2.3. International alliances 29 3. Implementation of the project 29 3.1. Strategic lines of action 29 3.2. Actions 30 3.3. Roadmap 45 3.4. Means 54 3.5. Human resources 55 3.6. Main commitments 59 3.7. Development of the partnerships 61 4. Governance, organisation and steering 63 Glossary 68
Confidential 3/69 IDEX/I-SITE WAVE 2 CAP 20-25 CALL FOR PROPOSALS SELECTION PHASE AMENDED PROJECT
EXECUTIVE SUMMARY In line with the jury's recommendations, the new CAP 20-25 project will bring about a profound transformation in the dynamics of the Clermont-Ferrand university site. The merging of the two universities in Clermont-Ferrand to create Clermont Auvergne University has already taken place (merger officialised by national state decree on 15th September 2016, with effective start date of 1st January 2017). Following in this same dynamic, the University will be further transformed in 2020 to include a National Polytechnic Institute (INP). This institute will bring together the SIGMA Clermont engineering school with the Polytech Clermont and ISIMA (the two internal engineering schools of the University), and will also involve other schools, the overall objective being to promote an integrated research policy and a training policy combining academic and socio-economic engineering strengths, resulting in mutual benefits. This new structure will cause major changes to the academic organization of the various components of Clermont- Ferrand, and makes it possible to set up a simplified and efficient CAP 20-25 governance project. The strategy (research, training, human resources, etc.), decisions and budget orientation will henceforward be taken by Clermont Auvergne University, CAP 20-25's leading institution. Moreover, this new structure is accompanied by unprecedented commitments to public-private partnerships. For example, the intensified cooperation with Michelin resulted in the creation of a shared laboratory - the first in the world for Michelin - between the company and the new university. Similarly, cooperation with Limagrain led to the joint creation of a Living Lab: the territorial innovation laboratory for field crops in the Auvergne (LIT). The CAP 20-25 project thus integrates the most advanced scientific skills of the site and contributes to the nature and increased strength of the Auvergne region's identity. In an environment which naturally favours an excellent quality of life, the project aims to make a major contribution to the scientific, technological, environmental, and behavioural changes essential to the conception of models for sustainable production and living which is the key goal of the project and contributes to the identity of the site. This objective can be translated into four strategic scientific challenges: • Firstly, sustainable agro-ecosystems in a context of global change: optimizing the integration of agricultural systems (cereals and livestock) in their environment and increasing their technical, environmental and societal performance • Secondly, innovative systems and services for production and transport: development of technological components in areas related to human-robot cooperation (autonomous robotic systems and new information / communication technologies) • Thirdly, personalized mobility as a key factor in health: formulating innovative and interdisciplinary solutions to promote, preventively or curatively, the mobility of people, which is an essential factor in their health, by the exploration of muscular function and factors affecting motor skills. • Fourthly: disaster risk and socio-economic vulnerability: study of the complex interactions between societies and natural disasters, in particular volcanic risks in developing countries and the path between research and political decision-making. These orientations are very much in line with the development of the Auvergne's economic sectors (agriculture, industry, health and environment). Moreover, they include excellence measures from the Investments for the Future programme. They are also consistent with the key areas of the S3 smart specialization strategy for the Auvergne and with the H2020 framework programme. These orientations will be implemented by the development of a “multimodal innovation” strategy combining, for each of the orientations, a multidisciplinary approach, multi-stakeholder partnerships and multiple performances (economic, societal and environmental). The human-scale of the site and the changes already achieved in the University, alongside an efficient governance which is highly responsive to the project's orientations, are all factors which will ensure the coherence of the project as it is deployed. The implementation of CAP 20-25 will be carried out in the following six areas: Research: the project will focus on the development of four strategic scientific orientations that benefit from strong links with major industrial players and address fundamental societal issues, such as adaptation to climate change and natural disasters, human quality of life and production system efficiency. Training: two main devices define de training. First, all the national diplomas awarded by the institutions involved in the project will be delivered under the single name of "Université Clermont Auvergne". Then, through the “LEARN’in Auvergne” programme and in line with the four strategic scientific challenges, will be setup a set of multidisciplinary Confidential 4/69 IDEX/I-SITE WAVE 2 CAP 20-25 CALL FOR PROPOSALS SELECTION PHASE AMENDED PROJECT modules (in being integrated into the various master, engineer and doctoral courses as well as in continuing training) which will aim at understand the scientific, technological, ethical, legal and behaviour challenges linked to the digital revolution. Indeed, it is crucial to prepare our students and socio-economic partners to master this new professional and personal environment so that they can adapt to the demands of tomorrow jobs. The integration of digital technology into training and pedagogical innovation and the links with research in computer science, artificial intelligence and cognition sciences give CAP 20-25 the means to achieve this ambition. Transfer: a structuring of support services for innovation and technology transfer through “Innovergne Hub” programme (creation of an innovative company, direct transfer and partnership research) will simplify the innovation process for all stakeholders on the site: students who have acquired an entrepreneurial vision, researchers who want to enhance the commercial applications of their inventions, and industrials looking for innovative solutions. International strategy: “WOW!” (Wide Open to the World) programme will rely on a set of devices for hosting, mobility and international project engineering as well as for the implementation of international alliances and international laboratories. Talent policy: an ambitious human resources policy will include: an excellence Chairs programme to recruit top researchers and post-docs, a tenure track programme for candidates who have demonstrated excellence during a probationary period and the implementation of CAP 20-25 “without walls” academy that will distinguish researchers or lecturers for their search for excellence, according to international recognition. Student life: the objective is to provide students with an attractive and fulfilling living environment. A collaborative approach between the city and the university will focus on the installation of multimodal logistics facilities in dedicated areas. These logistics facilities will serve to diversify practices linked to cultural, sports and other activities, encouraging individual and collective commitments. The interaction of the university and its students with the city will be a sign of intergenerational cooperation. Finally, CAP 20-25 is a project whose ambition is to integrate the selected diversity of excellence. It will make the Auvergne higher education ecosystem, in close collaboration with its world level industrial partners and small business networks, a national and international reference. This site, within its exceptional natural environment, will be a perfect place for those who wish to learn and carry out research at the highest level.
Confidential 5/69 IDEX/I-SITE WAVE 2 CAP 20-25 CALL FOR PROPOSALS SELECTION PHASE AMENDED PROJECT
RESUME OPERATIONNEL Dans la logique des recommandations du jury, le nouveau projet, CAP 20-25, met en œuvre une transformation profonde de la dynamique du site universitaire de Clermont-Ferrand. C’est ainsi que la fusion des deux universités clermontoises traduite dans la création de l’Université Clermont Auvergne est aujourd’hui une réalité (décret de création promulgué au journal officiel de la république française le 15 Septembre 2016 pour une université fonctionnelle au 1er Janvier 2017). Dans la même dynamique de transformation, l’université comprendra en son sein, et en 2020, un Institut National Polytechnique. Cet institut regroupera l’Ecole d’ingénieurs SIGMA Clermont les deux écoles d’ingénieurs interne à l’université, Polytech Clermont et ISIMA, et permettra l’implication des autres écoles pour promouvoir une politique de recherche plus intégrée et une politique de formation qui associe, au bénéfice de tous, les forces en ingénierie spécifiques du site tant académiques que socio-économiques. Cette nouvelle structuration, qui modifie de manière radicale l’organisation de la place universitaire de Clermont dans ses différentes composantes, permet d’installer une gouvernance du projet CAP 20-25 simple et efficace. En effet, la stratégie (recherche, formation, ressources humaines…), les décisions et orientations budgétaires seront prises par l’Université Clermont Auvergne, établissement porteur et responsable du projet CAP 20-25.
Par ailleurs, cette nouvelle structuration s’accompagne d’engagements inédits dans des partenariats public-privé. C’est ainsi, par exemple, que la coopération intensifiée avec la manufacture Michelin se traduit par la création d’un laboratoire partagé – le premier au monde pour Michelin – entre l’entreprise et la nouvelle université. De même la coopération avec l’entreprise Limagrain a conduit à la création conjointe d’un Living Lab: le laboratoire d’innovation territoriale pour les grandes cultures en Auvergne (LIT). Le projet CAP 20-25 intègre donc les compétences scientifiques les plus élaborées du site et participe à exprimer et à renforcer l’identité du territoire de l’Auvergne. Dans un environnement naturellement favorable à une indéniable qualité de vie, il porte l’ambition de contribuer de manière majeure aux évolutions scientifiques, technologiques, environnementales et comportementales indispensables à la conception de « modèles de vie et de productions durables », qui constituent le concept central du projet et participent à l’identité du site. Cette ambition se décline selon quatre orientations scientifiques stratégiques. • D’abord, celle des agro-écosystèmes durables dans un contexte de changement global : Optimiser l'intégration des systèmes agricoles (céréales et herbivores) dans leur environnement et augmenter leurs performances techniques, environnementales et sociétales ; • Ensuite, celle des systèmes et services innovants pour la production et les transports : Développer des briques technologiques sur les questions liées à la coopération homme-robot (systèmes robotiques autonomes et nouvelles technologies d’information/communication); • Encore, celle de la mobilité personnalisée comme facteur clé de la santé : formuler des solutions novatrices, interdisciplinaires, pour favoriser, préventivement ou de manière curative, la mobilité des personnes, facteur essentiel de leur santé, en explorant la fonction musculaire et des facteurs affectant les capacités motrices. • Enfin, celle des risques catastrophiques et la vulnérabilité socio-économique : Etudier les interactions complexes entre sociétés et catastrophes naturelles, notamment les risques volcaniques dans les pays en voie de développement et le trajet entre recherche et décision politique.
Ces orientations sont en étroite correspondance avec le développement des filières économiques du territoire d’Auvergne (agriculture, industrie, santé et environnement). Par ailleurs, elles incluent naturellement les dispositifs d’excellence issus des appels à projets du premier Programme des Investissements d’Avenir, et sont en cohérence avec les domaines clés de la stratégie de spécialisation intelligente S3 pour l’Auvergne et leur articulation avec le programme cadre H2020. Ces orientations seront mises en œuvre en développant une stratégie d’innovation multimodale associant, pour chacune, la pluralité disciplinaire, de partenariats et de performances (économiques, sociétales et environnementales). La taille (humaine) du site, la transformation universitaire réalisée, qui rend efficace une gouvernance au plus près des orientations, sont autant de facteurs favorables pour assurer la cohérence du projet au fur et à mesure de son déploiement.
La mise en œuvre de CAP 20-25 se réalisera dans les six domaines suivants:
Confidential 6/69 IDEX/I-SITE WAVE 2 CAP 20-25 CALL FOR PROPOSALS SELECTION PHASE AMENDED PROJECT
Recherche : Le projet portera sur le développement de quatre orientations scientifiques stratégiques, qui bénéficient de liens privilégiés avec les industriels majeurs et concernent des enjeux sociétaux fondamentaux, tels que l'adaptation aux changements climatiques et aux catastrophes naturelles, la qualité de vie des personnes et l’efficacité des systèmes de production.
Formation : La formation est dominée par deux éléments. D’abord, l’ensemble des diplômes nationaux portés par les établissements impliqués dans le projet seront délivrés sous le sceau unique « Université Clermont Auvergne ». Ensuite, au travers du programme “LEARN’in Auvergne” et en lien avec les quatre orientations scientifiques stratégiques, sera mis en place un ensemble de modules pluridisciplinaires (intégrables dans les différentes formations de niveau master, ingénieur et doctorat et aussi en formation continue) qui visera à appréhender les enjeux scientifiques, technologiques, éthiques, juridiques, comportementaux de la révolution technologique numérique. Il est en effet essentiel de préparer nos étudiants et acteurs du monde socio-économique à la maitrise de ce nouvel univers professionnel et personnel pour leur permettre de s’adapter aux exigences des métiers de demain. L’intégration du numérique dans l’enseignement et l’innovation pédagogique et les liens avec la recherche en informatique, en Intelligence artificielle, en sciences de la cognition fournissent au projet CAP 20-25 les moyens de cette ambition.
Transfert : Une structuration des services supports à l'innovation et au transfert technologique par le programme "Hub Innovergne" (création d’entreprise innovante, transfert direct et recherche partenariale), simplifiera les processus d'innovation pour tous les acteurs du site : les étudiants ayant acquis un esprit entrepreneurial, les chercheurs qui souhaitent concrétiser leurs inventions dans des applications commerciales, et les industriels en quête de solutions innovantes.
Stratégie internationale : Le programme “WOW!” (Wide Open to the World) s’appuiera sur un ensemble de dispositifs d’accueil, de mobilité et d’ingénierie de projets internationaux, et sur la mise en œuvre de réseaux- alliances et de laboratoires internationaux.
Politique des talents : Une politique ambitieuse de ressources humaines inclura : un programme de chaires d’excellence pour recruter des chercheurs et post-doctorants de haut niveau; un processus de titularisation (programme « tenure track ») pour des candidats ayant démontré leur excellence durant une période de probation et la mise en place d’une académie CAP 20-25 “sans murs”, qui distinguera des chercheurs et enseignants-chercheurs pour l’excellence de leur recherche, selon une reconnaissance internationale.
Vie étudiante : l’objectif est d’offrir aux étudiants un cadre de vie attractif et épanouissant. Une démarche collaborative Ville-Université s’attachera à installer dans des espaces dédiés les moyens logistiques multimodaux pour des pratiques diversifiées liées à la culture, aux activités sportives, aux engagements individuels et collectifs. L’université et les étudiants dans la ville sont comme la marque du partage entre générations.
Ainsi CAP 20-25 est un projet dont l’ambition s’attache à intégrer la diversité d’excellences choisies, pour faire du territoire universitaire d’Auvergne, en relation étroite avec ses partenaires industriels de niveau mondial comme avec les réseaux de PME, une référence nationale et internationale, dans un environnement naturel d’exception, pour qui souhaite se former et faire de la recherche au meilleur niveau.
Confidential 7/69 IDEX/I-SITE WAVE 2 CAP 20-25 CALL FOR PROPOSALS SELECTION PHASE AMENDED PROJECT
1. ATTRIBUTES OF THE CONSORTIUM Clermont Auvergne University has a rich and eventful past, with academic roots dating back to the 12th century. A long period containing many historical events intervened before the emergence of until a stable and official university in Clermont-Ferrand in 1854. The 20th century has also seen several evolutions, notably the division of Clermont- Ferrand University into two separate universities in 1976 (Université d’Auvergne – Clermont-Ferrand I and Université Blaise Pascal – Clermont-Ferrand II). Both are multidisciplinary universities, with the former having a strong focus on Law, Economy, Management, Medicine, Pharmacy, Dentistry and Technology, and the latter on Literature, Social Science, Formal, Natural and Technological Sciences (earth sciences, life and environmental science, physics, chemistry, mathematics, information and communication technologies).
In parallel, the courses offered by the universities have been greatly improved to respond to the needs of the local socio-economic stakeholders. This led to several schools being created between 1908 and 2010: the Superior National School of Chemistry of Clermont-Ferrand (ENSCCF); the Clermont-Ferrand Architecture School (ENSACF); the French Institute for Advanced Mechanics (IFMA); the Institute of higher education in food science, animal health, agricultural and environmental sciences (VetAgro Sup), which is the result of a merger between the National Veterinary School of Lyon and the National School of Engineers in Agricultural Techniques of Clermont-Ferrand (Enita Clermont); and AgroParisTech (Institute for Life, Food and Environmental Sciences), a multi-campus higher education, training and research institute. Two other schools were created within the Université Blaise Pascal: the Higher Institute for Computing, Modelling and Applications (ISIMA) and the University Centre for Sciences and Technology (Polytech Clermont-, established in 1993 and 1969, respectively. In addition, the French National Institute for Agricultural Research (INRA) set up one of its biggest regional research centres in Clermont-Ferrand – Theix in 1964. This centre has an interdisciplinary approach to plant biology; product and territory based breeding, human nutrition, etc. Based on these higher education and research facilities, the Clermont Auvergne site initiated a proactive policy to structure and to strengthen its potential, efficiency and international visibility. This led to the creation of the Clermont Université Higher Education and Research Alliance (PRES) combining the two universities and three engineering schools, and this structure has rapidly evolved towards the UCAA (Université Clermont Auvergne & Associés) association, integrating the Clermont Ferrand Architecture School and the national research organisations (CNRS, INSERM, Irstea and INRA) in addition, while reinforcing pooled resources and cooperative agreements between the higher education and research stakeholders.
As a result of this willingness to cooperate, all the UCAA members have requested an audit of Clermont-Ferrand academic research in 2009 and a collaborative working has been carried out by a dedicated committee (CAP3S – Comité d’Animation et de Suivi de la Politique Scientifique de Site) involving also hospitals representatives. The work performed by CAP3S was a major element for the structuring of the site and the convergence of the actors. In the same way, in the field of training, joint masters were created for a long time between IFMA, ENSCCF, VetAgro Sup and UBP; joint masters between the two universities; five graduate schools are common to all higher education organisations from the site.
After adoption of the text founding the single university by the boards of the Université Blaise Pascal and Université d’Auvergne at the end of 2013, operational steps for their merger were set in motion. These steps encompass the overall strategy, research policy, a new framework for training programmes. In July 2016, the statutes of the newly formed Clermont Auvergne University were adopted by the boards of the two universities and the merger was formalised by the adoption of the government decree N° #1217-2016 on 15th September 2016. On 1st January 2017, the unified Clermont Auvergne University will be officially operational with the newly elected Clermont Auvergne University Council, all key appointed or elected executives and the internal governing bodies. In parallel, two years after formal approval by their respective boards, IFMA and ENSCCF merged on 1st January 2016, to form a new Engineering School for advanced technologies called SIGMA Clermont. The strategic purpose of the merger is to develop new courses which combine chemistry and mechanical engineering in response to current challenges faced by the industrial members of the board.
The strong willingness to cooperate shown by all of the site’s stakeholders involved in higher education and research, together with the establishment of structures to provide effective support for this shared ambition, will be central to the success of the implementation of the CAP 20-25 project. Building on these foundations, we intend to provide a consistent roadmap placing Clermont-Ferrand high up in the national higher education and research university Confidential 8/69 IDEX/I-SITE WAVE 2 CAP 20-25 CALL FOR PROPOSALS SELECTION PHASE AMENDED PROJECT landscape, and emphasising its great potential. CAP 20-25 will enable the growth of a new university within the new Auvergne-Rhône-Alpes region, with a high-level international profile, together with the setting up of a global and sustainable partnership between the higher education and research communities and socio-economic partners, including large companies such as Michelin and Limagrain as well as smaller local businesses. 1.1. PRESENTATION OF THE PROJECT LEADER AND PARTNERS As described above, the CAP 20-25 project results from the ambition - shared by major academic partners, private companies, and territorial authorities - to achieve a greater national and international legibility and visibility of the academic site. The members of the CAP 20-25 initiative are: Higher Education Target University Engineering School Architecture School Budget: €16.5 M Budget: €2.3 M Students: 937 Students: 600
Engineering School Budget: €313 M Engineering School Budget: €10.7 M Students: 34,300 Budget: €1.5 M Students: 350 Staff: 3,223 Research organisations
Local Budget: €70 M World leading companies Local Staff: 620
Local Budget: €26.5 M Local Staff: 232 Healthcare institutions
Local Budget: €9 M Local Staff: 100
Local Budget: €3.1 M Local Staff: 41 Competitiveness clusters
Cereal value chain Foundation for and technologies Research and Studies on Int. Development Budget: €1.9 M Engineering Health and mobility federation activities
Pain Food related institutes management Livestock Institute Thermal therapies Technical institute for meat products Nutrition and health impact Auvergne territory
Development of probiotics
Figure 1: CAP 20-25 Partners Confidential 9/69 IDEX/I-SITE WAVE 2 CAP 20-25 CALL FOR PROPOSALS SELECTION PHASE AMENDED PROJECT
These organisations provide a financial support for the project and are strongly involved in its implementation: the major companies (Michelin, Limagrain), the health clusters, university hospitals and regional and local authorities collaborated with academic partners to design the overall concept of the project and the associated strategic actions. A territorial pact was signed by territorial authorities (national, regional councils and local authorities - see Annex); it will ensure the integration of the CAP 20-25 project into the development policies for the Auvergne territory. The regional Chamber of Trade and Industry and the CROUS (the regional centre of student social services) also support CAP 20-25 notably for strategic actions related to innovation and student life. Long lasting collaborations, in both teaching and research, amongst academic structures and between them and private companies resulted, without a doubt, contributed to the site's appeal, with 3.3% of the population of the Auvergne being students (ranked 9th of the French regions).
Concerning the research, according to STRATER1, OST2 and AERES HCERES3 evaluations and a study from the Observatory on the economic strategy of the French regions4, the site’s research is characterized by a high density of research employees from public and private sectors (7325 employees - 13th region) representing 1.3% of the total employees in Auvergne (7th region), and research expenses structured towards private R&D investments. Gross domestic spending on research and development (GERD) reached 772 M€ in 2011 (12th region) with 76% of expenses covered by private companies. This classes the Auvergne region as an “industrial region structured on private R&D investments”. This classification of the Auvergne territory is illustrated by its two major economic stakeholders, Michelin and Limagrain. More than half of the French employees of the world-leading tire company, Michelin, are located in the Auvergne (12,000 out of 23,000). The company has also invested 270 M€ in a new R&D campus inaugurated in 2016, which concentrates three quarters of its research group worldwide and will be particularly suitable for collaborative projects with external partners. The goal of Michelin in CAP 20-25 is to enhance partnership with local research and training organisations, as this will enhance the local appeal for internal researchers at the Michelin R&D centre and will stimulate their potential for innovation. The Auvergne is also at the heart of the international group Limagrain (4th largest world seed company, 1427 employees in the Auvergne) since it hosts the Limagrain co-op members' farms (45,000 hectares of cultivated land contracted out to 2000 farmers in the region) and the group's head offices. Limagrain’s R&D strategy has identified precision agriculture as a major trend, prompting Limagrain to develop new skills, internally or via partnerships with academic teams, in particular in agronomy, engineering and data science.
1.2. SELECTED PIA (INVESTMENTS OF THE FUTURE) PROGRAMME PROJECTS 1.2.1 Selected LabEx managed by the Initiative
Project acronym Project summary
CLERVOLC Research centre in the fields of volcanic processes and hazards Innovative Mobility including Smart and Sustainable Solutions (Robotics, Materials and IMobS3 Bioprocesses) Initiative for Development and Global Governance (new international development policies from IDGM+ research outcomes)
1.2.2 Selected Idefis managed by the Initiative Non applicable.
1 Diagnostic on Higher education – Research – Innovation in Auvergne, French Ministry of Education and Research, 2014 2 French Observatory on Science and Technologies 3 French authority in charge of evaluating universities and laboratories 4 L’enseignement supérieur, la recherche et l’innovation en Auvergne - Study from OSE Clermont (observatory on economic strategies), December 2013 Confidential 10/69 IDEX/I-SITE WAVE 2 CAP 20-25 CALL FOR PROPOSALS SELECTION PHASE AMENDED PROJECT
1.2.3 Selected Investments of the Future projects, other than LABEX and IDEFI, contributing to the scientific and results exploitation policy of the Initiative Selected Investments of the Future projects, other than LABEX and IDEFI, managed directly by the Initiative and contributing to its scientific and results exploitation policy
Call for proposals Project acronym Project summary concerned Biotechnologies and bio- BREEDWHEAT New wheat varieties for sustainable agriculture resources Accelerating technological transfer from inventions to Technology transfer SATT Grand Centre successful innovations
Selected Investments of the Future projects, including LABEX and IDEFI, not managed by the Initiative but in which it is a partner through the participation of one of its members, and which contribute to its scientific and results capitalisation policy Call for proposals Project acronym Project summary concerned Enhancing the attractiveness of engineering degrees delivered by IDEFI AVOSTTI universities EQUIPEX RESIF-CORE National equipment for the observation of the solid Earth EQUIPEX ROBOTEX National network gathering 15 robotic platforms Biotechnologies and bio- Genome Engineering Improvement for Useful crops of a Sustainable GENIUS resources agriculture National infrastructures in National platforms for phenotyping plants in different environmental PHENOME biology and health scenarios National infrastructures in METABOHUB National infrastructure of excellence in metabolomics and fluxomics biology and health National infrastructures in Innovative platform on genetic mechanisms (including muscular TEFOR biology and health activity)
Confidential 11/69 IDEX/I-SITE WAVE 2 CAP 20-25 CALL FOR PROPOSALS SELECTION PHASE AMENDED PROJECT
1.2.4 Strategic projects of the Initiative Synergies with the partners external Other contributions of the project to Any enhancement of the project PIA1 projects Key developmental impacts to the Initiative the Initiative potential by the Initiative ANR 2015 Mid-Term Report on ClerVolc (which includes six laboratories): “…ClerVolc is reaching Strategic research challenge of CAP Within the CAP 20-25 Initiative, into new and uncharted territory The French geological survey BRGM 20-25 dedicated to risk analysis will ClerVolc will benefit from a leverage regarding the frontier fields of physical on infrastructural vulnerability of cities benefit from ClerVolc research effect on the scientific aims by evolving volcanology and volcanic hazards, and subjected to volcanic hazard; Industrial programmes devoted to the from a hazard based analysis to a risk ClerVolc the structure and deep origin of partnerships in the field of geothermal quantification of three types of based analysis, taking the socio- volcanic systems on earth. The energy through the Géothermia associated vulnerability: physical economic dimension (impact on ClerVolc consortium appears to have consortium (buildings, infrastructure, lifelines), populations and territories) more into catalysed the local geosciences scene psychological, and systemic. account. in the Auvergne to support strongly the activities in the areas of research…”. ANR 2015 Mid-Term Report on IMobS3 (which includes seven laboratories): “…The IMobS3 global scientific objective (development of CAP 20-25 will benefit from IMobS3 Within CAP 20-25, IMobS3 will mainly novel, efficient and environmentally Network of cooperation with industrial through scientific results on efficient benefit from the application of the work friendly components for mobility of and scientific partners at national and and smart systems that will create a carried out on the mobility topic to people and goods in natural and European levels; Participation in the sound basis for a more ambitious production systems and Agro- IMobS3 artificial environments) has been competitiveness cluster ViaMéca has strategic research challenges and the technology, and from the reinforcement carried out by developing and made it possible to interact with a large development of best practices, notably of the innovation chain thanks to the implementing a scientific policy that number of industries. in the establishment of international setting up of the shared laboratory with helped in identifying the principal networks. MICHELIN. scientific themes and in establishing, by a bottom-up approach, a roadmap for each of them…”. ANR 2015 Mid-Term Report on International collaboration with foreign IDGM+ will benefit from synergies with CAP 20-25 will benefit from the IDGM+: “…The IDGM+ LabEx, unifying and French research centres, ClerVolc within the disaster risk and international recognition of IDGM+ in the complementary strengths of two development institutions and non- socio-economically vulnerable areas. the area of sustainable development IDGM+ think-thank partners and one research governmental organizations; IDGM+ Collaborations between earth and and will structure new interfaces centre, has established itself as a informed policy decisions at the United social scientists will prove particularly notably in the field of volcanic risks and leading French think tank in the area of Nations, the European Commissions, useful to enable IDGM+ to achieve their impact on society. sustainable development. It has used and the G20 under the French breakthroughs in research on the Confidential 12/69 IDEX/I-SITE WAVE 2 CAP 20-25 CALL FOR PROPOSALS SELECTION PHASE AMENDED PROJECT
the badge of excellence to develop its presidency” vulnerability of developing countries. network and to leverage LabEx funding into a position of public policy influence…” Along with the development of BreedWheat had a major structuring BreedWheat comprises 28 partners at genotyping and databases, effect on wheat research in Auvergne the national level; collaboration with BreedWheat focuses on adaptation to The projected CAP 20-25 Industrial by developing tools to help breed several applied projects funded by the drought, high temperature, nitrogen Chair and Living Lab will be unique economically and environmentally Fond de Soutien à l’Obtention Végétale deficiency and fungal diseases that are opportunities to validate BreedWheat BREEDWHEAT sustainable wheat varieties. It is (FSOV) and with several international major components of global change, developments in effective breeding coordinated by INRA and all the work initiatives such as the International thus in direct relation to CAP 20-25 programmes and accelerate their is carried out by local actors: INRA Wheat Genome Sequencing strategic research challenge aiming to transfer to cereal production systems. research units, Biogemma, Limagrain Consortium and the UK WISP project. design and manage sustainable agro- and Céréales Vallée. ecosystems Partnership agreement with the Auvergne Region and BPI France (a SATT GC activity and effectiveness will public investment bank), including key benefit from the proximity between SATT GC translates results from public domains of the European Smart Due to its contacts, SATT GC will research into competitive innovations Specialization Strategy; connections the academic and economic world SATT Grand promote partnerships and bidirectional for companies (with a focus on with the Auvergne competitiveness To favour an efficient integration, SATT Centre relationships between public activities in the Clermont Auvergne clusters and Urban Community of GC will include the CAP 20-25 laboratories and industry. territory but also nationwide). Clermont-Ferrand, and collaborations “Innovergne Hub” and will thus benefit with additional companies, SMEs and from partner’s knowledge and business networks within the expertise. Auvergne. AVOSTTI put measures in place to enhance attractiveness for engineering By overseeing the structure of all degrees delivered by universities, by AVOSTTI comprises 13 universities in engineering training courses in the encouraging the transfer of excellent Specific tools for distance learning and France, each of them including an territory, CAP 20-25 will consolidate AVOSTTI students with a technological a specific web-based platform for the engineering school integrated in the these best practices and extend them baccalaureate or those doing health- enrolment of foreign students French Polytech network. to other engineering training related studies, and by facilitating programmes. onward mobility and providing distance learning.
Confidential 13/69 IDEX/I-SITE WAVE 2 CAP 20-25 CALL FOR PROPOSALS SELECTION PHASE AMENDED PROJECT
RESIF is a unique tool for the study of RESIF, coordinated by INSU-CNRS, is natural hazards. However, to provide The RESIF national network comprises RESIF is a consortium of French dedicated to observing deformations of key input for the assessment of risks, it a variety of geophysical equipment for research bodies and academic the Earth. It will thus provide key input is necessary to combine the causal the observation of the solid Earth. RESIF-CORE establishments. At the national level, for the assessment of risks and factors of hazards with an estimation of RESIF is a major French contribution RESIF has 3 overseeing bodies and 18 resources as well as for the the vulnerability of populations and to the European Plate Observing consortium members. management of sustainable countries. This can be done using the System – EPOS. development. planned CAP 20-25 Clermont Risk Centre RobotEx project brings together the 15 The CAP20-25 initiative will amplify the best national academic laboratories The EquipEx RobotEx provided "up to EquipEx RobotEx, the national network impact of EquipEx RobotEx by working in the field of robotics. For the date" resources in terms of production of robotics platforms, unites three integration of its new concepts in the Clermont-Ferrand site, strong links robotics and of mobile robotics, which RobotEx laboratories in Clermont-Ferrand innovation platform PRINSYP and the have been created across a range of are used to address relevant scientific involved in the manufacture of robotics shared laboratory with Michelin, and different sized companies (Apojée, obstacles especially for "handling of and mobile robotics. their application to production systems Effidence, Ligier Group, Michelin, soft bodies" and "autonomous driving". and agro-technology issues. Renault, SAFE Metal, etc.). GENIUS has assembled a consortium GENIUS' objective is to provide French The projected CAP 20-25 Industrial GENIUS is dedicated to plant of 10 public and 5 private research researchers and plant breeders with Chair and Living Lab will provide the biotechnology improvements in a partners on a national level. The the know-how for precise genome GENIUS project with the opportunity to GENIUS variety of crop species and includes project is endorsed by four modifications in crop species, pass from the proof of concept to the local private-public research teams: competitiveness clusters and by the establishing the basis for high application of developed technologies INRA GDEC, Biogemma and Vilmorin. national GIS-BV (scientific group of throughput functional genomics and and innovations in effective breeding interest “plant biotechnology”). efficient plant breeding. programmes and agricultural systems. Along with INRA, Arvalis-Institut-du- Phenome aims to phenotype plants in The Clermont-Ferrand Pheno3C Végétal and Terres Inovia are major different environmental scenarios. It platform is one of the platforms actors in crop (cereals, oil crops and focuses on high throughput Phenome funds the development of developed within the national Phenome legumes) development in relation to phenotyping to screen for adaptation to platforms to attract research projects in PHENOME project. Its aim is to study the effects farmers and industries. Several small drought, high temperature, nitrogen the very fast-growing field of high under semi-controlled conditions of key businesses participate in the deficiency and CO elevation, which throughput phenotyping. climate change variables on arable 2 development of the platforms and the are major components of climate crops in the field. sensors. change. MetaboHUB is a national infrastructure MetaboHUB involves 10 partners Metabolomics is a tool to study Within CAP 20-25, new research in metabolomics and fluxomics. The distributed across 4 sites including interactions between the environment, subjects based on metabolomics will MetaboHUB platform in Clermont-Ferrand is Clermont-Ferrand. External partners cereals and herbivores. It will thus play be developed, at relatively un-explored concerned with nutrition and the are: CEA (Paris), University Paul an important role in the establishment interfaces (environment/cereals; environment. Sabatier (Toulouse), University UPMC of an environmental database for the environment/herbivores) and other Confidential 14/69 IDEX/I-SITE WAVE 2 CAP 20-25 CALL FOR PROPOSALS SELECTION PHASE AMENDED PROJECT
(Paris), University of Bordeaux and benefit of agriculture, one of the related topics (nutritional and/or INSA (Toulouse). deliverables of CAP 20-25. pharmaceutical metabolism). TEFOR is a consortium of 10 public TEFOR focuses on and promotes two national partners including the non-mammalian model organisms: CAP 20-25 will play a key role in TEFOR is a national Infrastructure zebrafish platform "AMAGEN" (Gif-sur- zebrafish and Drosophila. Application sustaining platform activities developed dedicated to technological research Yvette), the Drosophila platform "Fly- of TEFOR-funded genome editing within TEFOR and in driving human TEFOR and development in transgenesis, Facility" (GReD - Clermont-Ferrand), developments such as CRISPR/Cas9 mobility-oriented applications of genome editing and innovative "TACgene" genome editing platform technologies is crucial for attaining the fundamental research using the imaging. (Paris) and the imaging TCF platform research objectives of CAP 20-25 in Drosophila model. (Gif-sur-Yvette). the domain of health
Confidential 15/69 IDEX/I-SITE WAVE 2 CAP 20-25 CALL FOR PROPOSALS SELECTION PHASE AMENDED PROJECT
1.3. STRENGTHS AND WEAKNESSES 1.3.1 Governance: a strong basis for a more integrative steering The CAP 20-25 application is the result of a joint desire on the part of all the key players of the Clermont-Auvergne academic site to propose a step change in the structuring and steering of the academic site, leading to greater recognition and attractiveness on an international level. This process, while ongoing, has already achieved a number of major milestones: Defining associative and mutualisation mechanisms, for a common strategy across the whole academic site: • The Clermont Université Higher Education and Research Alliance (PRES), established in 2008, which unites all the major universities and research schools, has evolved towards a formal association called UCAA (Université Clermont Auvergne & Associés – created in May 2015). During this evolutionary phase, further collaborative agreements were concluded: with the regional centre of student social services CROUS (2013 – reinforcing the link with the students), the Clermont-Ferrand Architecture School (2011), the University Hospital CHU (2013), and national research organisations (with Irstea, CNRS, INSERM and INRA from 2013). The UCAA has now adopted the following strategic orientations: • Common identity under the brand “Université Clermont Auvergne/Clermont Auvergne University” • Structuring of the overall training offer (including pedagogic innovation); • Mutualisation of support services (academic library, European services, sports activities, culture and student entrepreneurship). For example, from 2011 all Clermont Auvergne students possess the same student card, allowing equal access to numerous activities including cultural, sports, health and food services.
Setting up of a common scientific policy Universities and research schools, along with regional representatives of the national research organisations and representatives of the local healthcare institutions defined a joint scientific policy in 2013, which has been adopted by all stakeholders of the Clermont-Auvergne academic site. This is notably enforced by a single official address (namely « Clermont Auvergne University ») for all scientific publications from the academic site.
Engineering school merger and university merger that constitute a strong basis for a target university with high international status The opening of SIGMA Clermont in January 2016 constituted an important and critical step in the structuring of the training offer for engineering degrees. The creation of Clermont Auvergne University, by the merger of Université Blaise Pascal and Université d’Auvergne, was enacted in 2016. From 1st January 2017, it will offer a broad interdisciplinary spectrum in research and training centred around 5 collegia: Law, Management & Economics; Life Science Health & Environment; Literature, Languages, Social Sciences & Humanities; Technological & Engineering Science; and Fundamental Sciences. As the Target University of the CAP 20-25 project, Clermont Auvergne University aims to set up a new governance model compatible with the integration of an INP (Institut National Polytechnique – National Polytechnic Institute) combining all the engineering schools of the site.
1.3.2 Research: a shared policy on leading themes, the basis for progress As mentioned earlier, the setting up of the CAP3S committee was an important milestone in the structuring of the site. The objective of this committee is to define a common policy to be adopted by all stakeholders. In addition, it aims to promote interdisciplinary and collaborative research while supporting the pooling of scientific equipment between laboratories. The CAP3S's summary report, published in March 2013, established the strategic directions of public research at the site with the various partners: local and particularly regional authorities, the state and companies. This structuring process identified leading themes that have been used to define the Clermont Auvergne research specialities (Biology, Technology & Health; Environment, Agronomy and Territory; Complex systems, mobility, materials and instruments; Human and societal development). This work forms the basis for the Smart Specialisation Strategy (S3) conducted by the Auvergne region to set out strategic themes in terms of innovation and economic development. This connection ensures an optimised continuum between research and innovation (notably in the fields of preventive healthcare and healthy living, advanced manufacturing systems, and sustainable agricultural systems). The scientific policies set out by CAP3S were also involved, in 2014, in the definition of both a regional scheme for research, training and innovation (SRESRI), and strategic axes supported by the French state and the region in the Confidential 16/69 IDEX/I-SITE WAVE 2 CAP 20-25 CALL FOR PROPOSALS SELECTION PHASE AMENDED PROJECT
State-Regional Plan Contracts (CPER) framework for the 2015-2020 period. This structuring process strengthens the joint understanding between academia, regional authorities and the socio-economic sphere.
In parallel, the PIA1 application enabled the Clermont Auvergne site to showcase the excellence of its scientific projects, which have achieved international recognition, and the structuring potential at the site level. Among them, three scientific LabEx have a great impact on the international recognition of the Clermont Auvergne Site: ClerVolc, dedicated to volcanic processes and hazards; ImobS3, dedicated to the mobility of persons, manufactured goods and machines; and IDGM+, dedicated to the design of new international development policies. Other projects of excellence were also funded under the last PIA1 call, the most notable being the BreedWheat, Genius and Phenome projects rewarding outstanding research in agronomy, and ResifCore and Robotex Equipex supporting ClerVolc and IMobS3 LabEx, respectively.
The choice of scientific challenges spearheaded by CAP 20-25 results from a synthesis of all the strategic reflections described above. They also took into consideration aspects that could be further enhanced to ensure a higher and more homogeneous level of scientific excellence within the site, in particular: • Increased amount of coordinated international projects (Horizon 2020 EU Research and Innovation programme, global initiatives); • Reinforcement of international collaboration and associated scientific publications (notably for SSH, biology and health); • Better exploitation of scientific results and transfer towards the socio-economic sphere (notably for fundamental science and SSH).
1.3.3 Technology Transfer: a major and historical interest that merits being structured Since the 90s, multiple organisations with various roles and interaction levels have been created to support innovation and technology transfer at the Clermont Auvergne site. Due to this complexity it became difficult for researchers and socio-economic partners to find adequate contact points for their needs. Therefore the Innovergne Committee was created, with the aim of uniting all the funding bodies (the state, regional and local authorities, a public investment bank and local agencies) along with the existing supporting structures (business incubators, the Auvergne Chamber of Commerce and Industry, Auvergne technology transfer structures). The Innovergne Committee covers all critical steps of start-up creations (project maturing, incubation, business launch).
In 2012, this integrative logic was carried further with the creation a unified portal aimed at supporting innovation projects from entrepreneurs, laboratories and companies. It also aims to reinforce links between academia and means of practical application to ensure a quicker time to market and more successful start-up creations. Since then, the Maison Innovergne has been gradually expanded by additional partners and services, in particular: • The Pepite PEEA, a service dedicated to providing specific training in terms of entrepreneurial practices for students and helping them to create their own start-ups. • The SATT Grand Centre (Technology Transfer Company), a simplified joint stock company created by the CAP 20-25 partners (in partnership with other Universities) and funded through the PIA1 programme. • The ADEME (French Environment and Energy Agency), which implements public policy in the areas of the environment, energy and sustainable development locally.
Today, the territorial innovation framework comprises a broad but intricate network of innovation and valorisation structures: incubators, Carnot Institutes (Irstea, Qualiment and Plant2Pro INRA institutes), technology platforms, competitiveness clusters, all related to the SATT Grand Centre. Moreover, despite significant efforts to adopt a market pull approach for some scientific areas (notably engineering, applied biology and health), there is still a bias towards technology push innovations. Due to the different levels of hierarchy (government, regional and local bodies) and different legal structures steering the services, a structured and integrated governance able to set up a market-pull-oriented strategy, as promoted by the European Commission through the S3 and H2020 frameworks is clearly lacking.
Confidential 17/69 IDEX/I-SITE WAVE 2 CAP 20-25 CALL FOR PROPOSALS SELECTION PHASE AMENDED PROJECT
1.3.4 Training: International attractiveness and a great student life Over the last decade, the student numbers in higher education at the Clermont Auvergne site have risen significantly (+14% between 2004 and 2014). This continuous growth is supported by an important stream of students coming from outside the Auvergne and neighbouring departments (44.8%: it is ranked 8thout of the 30 largest urban sites in France, excluding Paris). Moreover, 4400 students come from foreign countries, representing 12.6% of all students on the site, including 130 international jointly supervised thesis students and 700 bilateral agreements (67% Erasmus agreements). This long-distance attractiveness serves to dispel common misconceptions about a supposedly unattractive or inaccessible region. Its appeal is based on several factors, including: a) A broad and omni-disciplinary range of courses, coupled with a high rate of student success and good professional integration • According to the latest AERES-HCERES assessment, 74% of the student population are following very good and excellent (A/A+) courses in exact and natural Sciences at a master’s degree level and doctoral schools have been noted as excellent (Engineering Science) and “very good” (Life science, Agronomy and Environment; Fundamental Science; Literature, Social Science and Humanities; Economic, Legal and Management Science). Quality management of tuition programmes and services provided by higher education institutions is also attested by ISO 9001 certifications (for SIGMA Clermont) and dedicated quality service (e.g., Université Blaise Pascal and VetAgro Sup). In addition, continuing education is proposed by all higher education institutions on two levels: degree credit courses received by persons already practising a professional activity, and specific non-degree career training proposed to socio-economic partners on a case-by-case basis. • A unique national device, in operation since 2006, which unites all the higher education institutions of the site under a revolving chairmanship, manages an annual total of €300K in student mobility grants. • All institutions display a high level of professional integration: the integration rate is generally higher than 90% 30 months after graduation for bachelor and graduate degrees (Université d’Auvergne was the top French university in terms of professional integration at the master’s degree level in 2014). Each institution has also created links with local socio-economic companies to ensure relevance between academic degrees and professional needs, for instance through their respective foundations for Université d’Auvergne and SIGMA Clermont. The aim is to ensure a partnership piloting of the training programmes, at both masters and bachelor level, before launch and during its implementation. In addition, interdisciplinary training programmes with a strong link to territorial development and socio-economic needs have already been successfully experimented on the site by the Auvergne Training Institute in Territorial Development (IADT), created in 2011. This institute concentrates expertise in territorial development with the aim of training highly skilled territorial agents. • Pedagogic innovation is also an important asset of Clermont Auvergne University: the Superior School of Teaching and Education (ESPE) Clermont Auvergne proposes dedicated training for future teachers with a strong focus on pedagogic engineering. Pedagogical innovation is also the core of the “University Pedagogy Days”, a set of 8 conferences organised during the 2015-2016 period at which international experts were invited to speak. In addition, the “Language and Multimedia Centre” provides shared language training and digital resources notably for distance learning. b) True appeal of student life on the site, based on contextual elements of the site and a proactive policy of incoming mobility. • Clermont-Ferrand was nominated as the best place to study (Big City category) in 2015-2016 by the French magazine L’Etudiant. • Clermont-Ferrand is the geographical centre of a number of major cities, which makes it highly attractive. Within the city there are many positive contextual factors such as a particularly favourable market for student housing, good public transport with specific student deals for each network, and a wide range of sports and cultural activities and associations. All of the higher education institutions are fully involved in student life (sports, cultural activities, handicap and health issues) and have enacted their measures through the site association. Future measures concerning students have been defined under a framework agreement between higher education institutions and the regional centre of student social services (CROUS). • Specific measures are in place to ease the accommodation and administrative procedures for foreign students. This includes specific mobility management procedures accompanied by courses in French civilization and language within the FLEURA (“French as a foreign language in Auvergne”) centre. The Maison Internationale Universitaire (MIU), which opened in September 2007 in the centre of Clermont-Ferrand, houses the university’s international reception centre and offers personalised assistance for all the administrative formalities associated Confidential 18/69 IDEX/I-SITE WAVE 2 CAP 20-25 CALL FOR PROPOSALS SELECTION PHASE AMENDED PROJECT
with staying in France. It also operates as a hotel to respond to the needs of the academic world of the Auvergne region to host lecturers, researchers and administrative staff from elsewhere in France and abroad in the best conditions possible.
Despite the quality of the current situation, we need to further enhance the attractiveness of the site and the quality of life for students. To maximize the impact, we must harmonize and disseminate best practices to all schools, establish a consistent disciplinary and geographical training offer, and develop a regional policy for coherence issues in terms of the training offer and its relevance at the site level. We must also promote a managed mobility policy for foreign students to improve accommodation, and increase professionalization of courses with the aim of a « virtuous circle » whereby local companies would be involved in the design of the training offer and its implementation. Finally, we must enhance access to digital resources, coordinated training strategies and encourage outgoing mobility.
1.3.5 An international development policy for promoting CAP 20-25 The Clermont-Ferrand site has for many years pursued a dynamic policy of international development with respect to higher education and research. This internationalization of the site has been recently recognized by the “Times Higher Education World University Ranking 2015-2016”, which classified Université Blaise Pascal 195th in the world for its international impact. This strong international component is clear in the 53% of publications co-authored by international partners, the 700 bilateral conventions, of which 67% are Erasmus+ agreements, and strong and long lasting scientific collaborations developed within the research units of the Initiative. The site’s 5 international joint research units5 are another indication of this dynamic international approach.
In terms of partnerships at an educational level, 28 master’s degree courses have an international dimension (i.e., associated with at least one foreign university). Notably, the site’s oldest partnership, involving 5 local institutions and Oklahoma University (Norman, USA, which is twinned with Clermont-Ferrand), has enabled us to set up several summer schools and student exchanges between the sites. Some conventions are also noteworthy as they include higher education establishments as well as partnership companies, such as our collaboration with the National University of Sao Paulo (UNESP), set up in 2014, which includes Limagrain and enables graduate level student exchanges. Limagrain also provides educational programmes with long-duration international internships for specific professional profiles (agronomy, human resources, innovation, and management).
The following figure gives an overview of the ongoing international partnerships of the site.
Amount of recurring partnerships: • <2 • 2 ≤ X <6 • ≥ 8
Figure 2: International partnerships with Clermont Auvergne University site
5 France-China Laboratory on Smart Computing for Sustainable; France-China Particle Physics Laboratory; France Korea Particle Physics Laboratory; Euro-Maghreb Laboratory on Mathematics; France-Ecuador Laboratory on Earthquakes and Volcanoes in the northern Andes Confidential 19/69 IDEX/I-SITE WAVE 2 CAP 20-25 CALL FOR PROPOSALS SELECTION PHASE AMENDED PROJECT
Besides Europe and the USA (main partners for numerous laboratories of the academic site), CAP 20-25 members have developed extensive partnerships in Central and South America, thanks to, for example, international cooperation programmes on agronomy and engineering science, and with China, especially in the field of economic sciences.
For the last few years, the Initiative members have been working towards a common international policy, with close cooperation from territorial institutions (Community of Clermont-Ferrand, Regional Council), socio-economic partners (Michelin, Limagrain, Almerys) and research organisations (INRA, CNRS, Irstea). Within CAP 20-25, this common international development strategy will pursue two main objectives, through the creation of specific programmes: firstly to reinforce the site’s international appeal so as to attract top international students and researchers; secondly to acquire international prominence in the primary scientific topics of the project.
1.3.6 Human Resources Management: from national regimes to local needs French academia is centralised, with obstacles to entry and advancement, but at the same time a very high level of job security. The human resources management of an academic site is rather complex due to a combination of procedures that are applied both at national and territorial levels. For example: • Permanent tenure lecturer-researcher positions are civil servants employed via open application within the academic institution, but recruitment has to follow a national procedure. The remuneration policy is set by the relevant supervising ministry, with additional bonus policies, whose rates are fixed by decree. • Permanent tenure researchers and their support staff positions are civil servants managed by national research organisations (CNRS, INRA, Irstea and INSERM for the Auvergne territory) and recruitment decisions and procedures are centrally managed on a national level. • Non-permanent staff (PhD students, post-docs, invited professors, support staff) are locally managed by research units, national research organisations and higher education establishments. There is greater freedom to adapt the remuneration policy in order to attract high profile applicants.
This mixed framework for recruitment necessitates good links between national research organisations and local higher education establishments. This situation can be very beneficial as it ensures a shared vision of the scientific priorities, generally expressed through scientific cooperation agreements with all the stakeholders. At a regional level, the Auvergne Regional Council has defined specific conditions for the recruitment of profiles of excellence, with emphasis on the attraction of foreign talent through specific funding of chairs of excellence and the recruitment of doctoral students and post-docs.
In addition, the Auvergne LabEx have successfully, within their own fields, experimented specific recruitment procedures to attract top quality doctoral students, post-docs and invited professors at an international level. Each year candidates are selected for pre-determined postdoctoral projects, but they also invite applications for postdoctoral fellowships on independent research of the applicant’s choosing. This open procedure creates opportunities for emerging and disruptive topics.
However, this recruitment policy is limited by the fact that there is currently no guarantee that these contracts will be followed up by a permanent tenure position. In addition to this, high quality post-docs attracted by high pay packages would not be interested in applying for permanent positions since the national remuneration policy is less favourable than their salary at post-doc level.
Confidential 20/69 IDEX/I-SITE WAVE 2 CAP 20-25 CALL FOR PROPOSALS SELECTION PHASE AMENDED PROJECT
1.3.7 Overall SWOT of the Initiative Strengths Weaknesses Governance Research • Collaboration of the core group partners since 2008 • Limited commitment of INSERM on the Clermont site through formal associations • Research initiatives do not fully integrate all the Research scientific strengths of the site (limited amount of • Definition and implementation of the CAP3S projects linking several research units in different (scientific policy of the Clermont site) scientific areas) • Internationally recognised scientific excellence in Socio-economic link several areas, as expressed by LabEx and other PIA • The link between initial training and the socio- projects economic sphere relies strongly on specific • Very strong commitment of INRA, CNRS and Irstea personnel having their own networks and needs to • Specific research equipment available on the site be more institutionalised (e.g., largest experimental site in Europe for • Apart from the presence of major industrial groups, agronomy, internationally recognised measurement the Auvergne region lacks high-tech companies platform for the atmosphere, CNRS national Training instrument for high pressure and temperature large • Continuing and lifelong training is not well-enough volume experiments) structured to ensure adequate links with the socio- Socio-economic link economic sphere • Socio-economic stakeholders with worldwide International reputation (Michelin, Limagrain), which have recently • Global international partnerships still not fully strengthened their R&D structures in Auvergne. structured and operational • Two major Competitiveness Clusters (Céréales Human Resources Management Vallée and ViaMéca) • To attract top quality profiles in specific domains In Training Auvergne suffers from competition with other • A high proportion of students from foreign countries academic sites from neighbouring regions with • A high attractiveness of Clermont-Ferrand based on stronger attractiveness many positive contextual factors. • Problems with motivating excellent young Human Resources Management researchers to apply for permanent positions, mainly • CNRS, INRA and Irstea have highly recognised due to financial reasons scientific domains in Auvergne, capable of attracting excellent profiles • Strong involvement of the Regional Council to support the recruitment of high quality candidates Opportunities Threats Governance Socio-economic link • Constitution of the Clermont Auvergne University • Limited R&D investment from SMEs opens new frontiers for structuring the relationship with engineering schools Human Resources Management Research • Discrepancies between territorial and national • Scientific fields of excellence which comply with the strategies can lead to difficulties in the recruitment European strategic roadmaps (EU Cohesion policy procedures (profile definition, criteria for selection) 2014-2020, National/Regional Innovation Strategies and remuneration policies (national wages) for for Smart Specialisation (S3)) permanent positions • Integration in the Auvergne Rhône-Alpes region is an • New funding rules for research by the Auvergne- opportunity in terms of regional balance due to the Rhône-Alpes region that could be less favourable to complementarity of scientific and socio-economic the site priorities, orientations. It will enable the development of existing or new collaborations. • The Auvergne-Rhône-Alpes region can open new international opportunities for the Auvergne’s main scientific strengths as well as reinforced cooperation Confidential 21/69 IDEX/I-SITE WAVE 2 CAP 20-25 CALL FOR PROPOSALS SELECTION PHASE AMENDED PROJECT
with Grenoble-Alpes and Lyon-St Etienne campuses. Socio-economic link • A hitherto unattained level and willingness of cooperation between the stakeholders of the project • Establishment of an integrated strategy for all health clusters thanks to the new Clermont Auvergne Health Federation Human Resources Management • Common scientific committees as well as scientific cooperation agreements at the site-scale between national research organisations and higher education establishments facilitate a shared view on recruitment policies • LabEx projects have set up procedures to recruit excellent profiles, which should be applied to the whole Initiative
1.4. EXAMPLES OF PARTNERSHIPS 1.4.1 Financial contributions of the socio-economic partners Three socio-economic sectors have been selected for this analysis, in accordance with the CAP 20-25 strategic research challenges and their socio-economic support: • Agronomy & Agribusiness (including Environmental Management); • Industrial Engineering (Design, production and deployment of smart mechanical systems); • Healthcare and Pharmaceuticals.
Socio-economic sector Agronomy & Agribusiness (including Environmental Management)
Animal nutrition; Genetic improvement of cereals; Control of greenhouse gas emissions; Quality of animal products; Optimisation of manufacturing processes; Research themes Reduction in musculoskeletal disorders in manufacturing units; Management of involved sustainable farming businesses and agro-ecology (notably precision farming and digital agriculture) Forms of partnership Names of the partners (framework agreement, Age of the partnerships within this sector contract, common laboratory, etc.) National framework conventions (INRA- LIMAGRAIN, GNIS, Limagrain, CNRS-Bayer), ARVALIS, IDELE, Partners joint technological units DANONE, BIOPLANTE, (INRA-IDELE, SIGMA LALLEMAND, AGRI More than 5 years for Clermont), provision of OBTENTIONS, all the main partners. researchers (INRA- APISGENE, BAYER, LALLEMAND), bilateral ADIV, SYNGENTA, contracts (all), and joint ROQUETTE FRERES participation in multi- partner projects (all). • Creation of new cereal varieties (5 new varieties with patents of up to 4 years); Example of flagship • Software for ruminants (2000 licences sold); results or achievements • Evaluation method of methane production by dairy cows and reduction of this output (patent); Confidential 22/69 IDEX/I-SITE WAVE 2 CAP 20-25 CALL FOR PROPOSALS SELECTION PHASE AMENDED PROJECT
• Food analysis by Gas chromatography : Accquisniff (patent); • Platform for meat quality analysis (with ADIV) ; • Animal Welfare assessment programme (with DANONE). • New robotics concepts for meat handling (heterogeneous material characteristics). • Bioprocesses using microorganisms followed by a start-up creation (NeoBioSys); • Wastewater sludge processing (patent); • Anticoagulants from macro algae (patent). • Proof of concept and serious gaming tools for the implementation of management strategies in farming businesses (novel sustainability approaches).
Funding (including IP 2012 2013 2014 2015 revenues) received from companies under these collaborations 1 965 K€ 2 175 K€ 2 590 K€ 2 933 K€
Industrial Engineering (Design, production and deployment of smart Socio-economic sector mechanical systems) New machining modes and machine tool productivity; Process engineering for Research themes elastomer manufacturing; Non-probabilistic and Bayesian approaches, inverse involved problem theories applied to smart systems; Development of smart machinery for agricultural systems Forms of partnership Names of the partners (framework agreement, Age of the within this sector contract, common partnerships laboratory, etc.) MICHELIN, AIRBUS, ARCELOR MITTAL, National framework Partners ARKEMA, DASSAULT conventions (Irstea, AVIATION, CNRS-Michelin), bilateral More than 4 years on EUROCOPTER, contracts (all), and joint average. HUTCHINSON, PSA, participation in multi- RENAULT, VOLVO partner projects (all). TRUCKS, SNCF, THALES • Demonstration of a new granular fertiliser protected by patent and licensed to 3 companies in Europe. • Novel models on elastomer behaviour in process phases; • Novel problem solving approaches for high dimensional stochastics; • Novel probabilistic approaches for complex manufacturing systems. • Decision-making aid for the maintenance and exploitation of road Example of flagship infrastructure followed by a start-up creation (Logiroad, patent); results or achievements • Rapid prototyping for robotics followed by a start-up creation (4D-Virtualiz, patent); • Image processing and artificial vision applications followed by a start-up creation (Wisip, patent); • A high yield inverter for hybrid cars (patent); • An efficient material used in battery electrodes (patent); • A high speed tree-planting machine (patent).
Confidential 23/69 IDEX/I-SITE WAVE 2 CAP 20-25 CALL FOR PROPOSALS SELECTION PHASE AMENDED PROJECT
Funding (including IP 2012 2013 2014 2015 revenues) received from companies under these collaborations 1 184 K€ 1 140 K€ 1 879 K€ 700 K€
Socio-economic sector Healthcare and Pharmaceuticals
Preventive human nutrition; Pain management; Bone substitutes; Degradation Research themes involved and toxicity of phytosanitary products Forms of partnership Names of the partners (framework agreement, Age of the within this sector contract, common partnerships laboratory, etc.) ALMERYS, NESTEC, SANOFI, SERVIER, BIOGEMMA, DEPUY National framework Partners FRANCE, GREENTECH, convention (INRA- More than 5 years for LESCUYER, NOVOCIB, Nestec, SIGMA- all the main partners, ASTRAZENECA, SANOFI), bilateral except ALMERYS (3 DANONE, contracts (all), and joint years) CYCLOPHARMA, participation in multi- MERCK, LACTALIS, partner projects (all). BAYER, CREAPHARM , LALLEMAND • Accelerating muscle recovery after immobilization-induced muscle atrophy (patent); • E-Mouv tool: assessment of physical activity (400 users in 2014). • New robotic concepts for meat processing (handling of heterogeneous materials). • Novel understanding of pain mechanisms (Trek/Traak channels) and associated patents (Innopain start-up). Example of flagship results • Class candidate-drugs aiding neural repair in order to treat traumatic or severe degenerative disorders of the central nervous system (Neuronax or achievements start-up); • Innovative analgesics assessment with an emphasis on unmet medical needs (Ans Biotech start-up); • Innovative panoramic projection device (Catopsys start-up); • Creation of the Analgesia Institute. • Bone substitution with versatile porosity (patent); • Treatment of type 2 diabetes by dietary complements (patent); • An active substance in cancer treatment (patent) Funding (including IP 2012 2013 2014 2015 revenues) received from companies under these collaborations 2 004 K€ 2 682 K€ 3 231 K€ 1 725 K€
Confidential 24/69 IDEX/I-SITE WAVE 2 CAP 20-25 CALL FOR PROPOSALS SELECTION PHASE AMENDED PROJECT
1.4.2 Shares of contributions from the socio-economic partners Year 2012 2013 2014 2015
Share of total 48,7% 51,5% 57,9% 53,0% funding received
Share of consolidated 1,2% 1,4% 1,8% 1,6% budget
2. AMBITION OF THE INITIATIVE As set out by the PIA excellence programme, the CAP 20-25 initiative embodies the site's ambition in terms of its profile within the national and international higher education and research system, by means of a self-contained and coherent project. CAP-20-25 is thus the key factor in this policy of excellence, specialisation and visibility, based on its high-profile scientific fields, a simplified and clarified organisation of the higher education and research system on a regional level, as well as the establishment of sustainable cooperation between the higher education and research communities and socio-economic stakeholders.
Clermont Auvergne University, the CAP 20-25 target university, will officially open on 1st January 2017. It is aiming high to become a truly interdisciplinary university over the next few years, ranking amongst the best of similar size, and constituting an example to the next generation of academia by combining the best of university and engineering school strategies. To achieve that, Clermont Auvergne University will adopt: • A unique structuring approach that will alleviate current bottlenecks in the French system; • An excellence concept that will create a distinctive and shared identity.
The status of the Clermont Auvergne academic site, located in a mid-sized urban area with a high student population (14%), is critical for the overall territorial dynamism. Thus the strategic alliance already created between CAP 20-25 partners for research, innovation, socio-economic development and culture, is a crucial advance and stimulates them to go even further, with a further step change in all strategic areas. In this way Clermont Auvergne University aims at being recognised as a new reference academic model with broad interdisciplinary and synergistic structuring of the engineering degrees.
The definition of a novel target university has been motivated by the need to combine the higher education institutions of the site in a consistent structuration and to create agile and fluid governance between Clermont Auvergne University and a new National Polytechnic Institute that will be created within the University in 2018 and will federate all major engineering training activities on the academic site. This unique mode of governance (see section 3.2.1) will strengthen the attractiveness of the academic site per se as well as facilitating a firm relationship between academia and the socio-economic sphere. The aim is for Clermont Auvergne University to be the French equivalent of the elite German technical universities that have been transformed over the last few years and are now leading research universities with a very high level of international recognition. Two of these elite universities have been looked at in more detail because they have distinctive strategies concepts that will shape their long term strategy and come up with answers for future societal challenges (see benchmark in the next section).
The Clermont Auvergne territory is defined by specific characteristics (the human dimension, quality of life, preserved natural ecosystems, etc.) which make up the territorial identity and need to be taken into account while formulating answers for the socio-economic challenges of the 21st century. This is particularly critical with respect to human and environmental values (important factors include well-being and quality of life) and should ensure the complete adoption and mobilisation of all stakeholders in the territory.
Based on this analysis, the CAP 20-25 philosophy is to promote an excellence concept focused on the design of models for sustainable production and living to adopt a distinctive methodology based on “multimodal innovation” including multidisciplinary, multi stakeholder and multi performance approaches. As a result, CAP 20-25 ambitions to develop its excellence concept to highlight and mobilise the very best of the site's potential, thereby ensuring national and international visibility for Clermont Auvergne University.
Confidential 25/69 IDEX/I-SITE WAVE 2 CAP 20-25 CALL FOR PROPOSALS SELECTION PHASE AMENDED PROJECT
The CAP 20-25 excellence concept will be applied to 4 scientific challenges with high potential and knock-on effects. They all contribute to the development of new models for production and living and they naturally adopt this multimodal approach in order to overcome complex new challenges and to provide a qualitative leap in terms of scientific production. These four challenges are the following: • Designing and managing sustainable agroecosystems within a context of global change, with a focus on cereals and herbivores • Smart systems and services for production and transportation, with a focus on autonomous robotic and new information/communication technologies • Human mobility for better health, with a focus on the musculoskeletal system and various intervening factors affecting muscular function and locomotor capacities • Disaster risk reduction, with a focus on volcanic risks in developing countries
These challenges, which are reflected in the development of major sectors of the Auvergne economy, namely agriculture, industry, health and environment, are also fully in line with the territorial strategic orientations set out in the Regional Plan for Higher Education, Research. They integrate the excellence project outlined in the PIA1 framework and also comply with the European Smart Specialisation Strategy to boost continuity and relationships between research and innovation. Furthermore, these challenges are structured around major deliverables that will showcase the tight partnership between the academic site and its socio-economic partners, with the potential for further expansion in CAP 20-25. These deliverables will constitute a unique set of structures and public-private facilities: the shared laboratory with Michelin will be the first of its kind for such a large industrial group; the living on field crops will be the first of its kind in the world (in terms of the target scale and impact on territory); city-wide experimental set-ups will be developed for human mobility (preventive actions and training on prevention through hospitals, retirement homes, etc.); and volcanic risk reduction (focus on urban areas near active volcanoes to explore the links between volcanic risks and public policies in developing countries).
2.1. A BENCHMARK BASED ON THE GERMAN EXCELLENCE INITIATIVE Benchmarking activities have quickly converged towards the German Excellence Initiative, due to similar features to the IDEX/ISITE spirit. More specifically, the laureates from this excellence programme have been benchmarked because they benefited from a significant boost to their international stature, research excellence, as well as income from research contracts with the industry. Also, as based in Europe, they have comparable governing models. Based on the eleven winners of the most recent proposals (German Excellence Initiative - Future Concept 2012), we created a set of criteria to select model universities relevant to our current status and ambition: • Size: comparable number of students to the total student population currently enrolled in the CAP 20-25 site; • Profile: technical universities that provide both engineering and academic diplomas, and that defined an excellence concept that reflects their identity within the German and international landscape; • Ranking/excellence: universities which rank in the top 200-300 of the ARWU (Academic Ranking of World Universities), in which is equivalent to the top 15 of the French Universities. These criteria identified two German technical universities that have benefited from the German Excellence Initiative for the period 2012-2017 both on the grounds of their Institutional Strategy and their Clusters of Excellence. This profile of excellence matches the aims of the CAP 20-25 as it covers a restricted number of strategic topics, a strong and distinctive identity, and major changes in the governance to build up a coherent institutional strategy. The following table summarizes the features of the selected universities:
Ranking6 Number QS CWTS ARWU Nobel Name of World Clusters of Excellence 2016 Leiden Prizes students 2016 2015 TU Dresden 35 961 151-200 210 217 2 (advanced electronics and cellular regeneration) 0
6 Academic Ranking of World Universities (ARWU), also known as Shanghai Ranking is an annual publication of university rankings by Shanghai Ranking Consultancy ; The QS World University Rankings highlights more than 800 of the top universities in the world, based on six key performance indicators ; The CWTS Leiden Ranking is an annual global university ranking based exclusively on bibliometric indicators Confidential 26/69 IDEX/I-SITE WAVE 2 CAP 20-25 CALL FOR PROPOSALS SELECTION PHASE AMENDED PROJECT
5 (structure of the universe, protein science, advanced TU München 39 081 47 60 107 13 photonics, nanosystems and neuroscience)
In terms of international visibility, TU Dresden would be an attainable target for CAP 20-25 within 10 years. TU München is a much more ambitious target but can serve as a model for the structuring and evolution of CAP 20-25. Moreover, by using both technical universities as models, CAP 20-25 has a broader scope of comparison and a greater diversity of best practices since these two universities have distinctive strategies.
TU Dresden has been remodelled on the concept of a “Synergetic University”, for which the university’s functioning has been significantly reorganised in order to be more efficient, more adaptable, and able to attract the most promising profiles in Germany and at an international level. It is worth noting that the university has recently made its appearance in the 151-200 ARWU ranking, whereas it had been in the 200/300 group for the previous five years. TU Dresden has successfully implemented an internal restructuring process, regrouping 14 faculties into 5 schools, bringing about a higher visibility at an international level and more efficient governing processes. This restructuring process will help CAP 20-25 to plan and execute its ambitious restructuring actions. In addition to this, TU Dresden has developed a strong research network of research institutes (Fraunhofer, Max Plank, Leibniz, Helmholtz-Zentrum Dresden-Rossendorf) and socio-economic partners (the region in and around Dresden is the largest hub for microelectronics and organic electronics in Europe, represented by their Silicon Saxony and Organic Electronics Saxony networks, respectively). This aspect meets the current spirit of the CAP 20-25 whose strategic lines have been co-constructed with the national research institutes and local industrial stakeholders. Moreover, discussions with Prof. Bernhard Ganter (former Dean of Science) have highlighted several aspects of the restructuring that can be taken as inspirations for the CAP 20-25 Initiative: • Beneficial synergies have been sought between the TU Dresden and the local research Institute for more excellence and efficiency (sharing of personnel, pooling of instruments). This aspect is directly in line with the CAP 20-25 strategy and its strong ties with the local representatives of national research institutes. • The objectives of the governance restructuring (decision-making processes, budget allocation and professionalization of the administrative unit) were very high and have been difficult to implement. This aspect should be taken into account in the CAP 20-25 governance trajectory.
TU München is now known as the “Entrepreneurial University”; it has an industry-oriented excellence profile with a strong emphasis on entrepreneurship. This strategic orientation is shown by the numerous partnerships with large industrial stakeholders. For example, within the framework of the Science Centre for Electromobility, Allianz, Audi, BMW, Bosch, Daimler, E.ON, Infineon, MAN and Siemens are very close partners as they are members of the Industry Advisory Board. As a result TUM’s third-party research funding has increased from €147.4 M (2005) to €260 M (2011). Given the strong industrial backing of the CAP 20-25 Initiative, we anticipate similar returns in terms of the socio-economic partnerships.
Moreover these universities have strongly links with their respective territories (i.e. Bundesland). More precisely, in the German federal constitution, states are responsible for the smooth running of universities and are also involved in the strategic orientation of research. The Clermont Auvergne site shows similarities with its German counterparts where the local authorities (regional council and urban communities) are heavily involved in the definition of the scientific strategy. In addition to this, their role is not only limited to the research aspects but they also provide support for the transfer of technology and international outreach.
This benchmark stresses the importance, for mid-sized universities, to put forward a clear identity to ensure powerful international recognition. A concept of excellence based on this identity will drive the way research and education and related activities are organised. However, the identity choice of an excellence concept is extremely important because it has a strong impact at several levels on the academic site: scientific policy, HR policy, relationship with the socio-economic sphere, students’ sense of belonging, etc.
Confidential 27/69 IDEX/I-SITE WAVE 2 CAP 20-25 CALL FOR PROPOSALS SELECTION PHASE AMENDED PROJECT
2.2. CAP 20-25’S CONCEPT: MODELS FOR SUSTAINABLE PRODUCTION AND LIVING Universities and research schools from Clermont-Ferrand provide both engineering and academic diplomas. In addition, the academic research, economic actors, and local policy-makers are tightly bound. This set-up facilitates the continuum from results derived from research through to their concrete application (and dissemination via training), and vice versa, including the identification of bottlenecks in practice as well as the research carried out to overcome them. Such a continuum is at the core of innovation, allowing societies to ensure their further development.
The Clermont Auvergne territory is renowned for its great living conditions for workers, students and families. It is surrounded by remarkable landscapes, contributing to the quality of life of its population, attracting tourists (the Auvergne ranked 6 in the Top regions to be visited in the world according to the “Lonely Planet”), and providing unique models for environment sciences (e.g., the Chaîne des Puys volcanic complex, grazing of herbivores to maintain open spaces). In a survey from 2010, the local population expressed its attachment to values such as a simpler and more nature-centred lifestyle7. From our perspective, research and innovation are meaningful only if they contribute to the well-being of humans while taking into account the preservation of natural areas. Thanks to its human scale, its exceptional surroundings and, importantly, the nature of the local businesses (e.g. Michelin, Limagrain, companies involved in health clusters) Clermont-Ferrand appears to be a unique site to address this goal of designing models for sustainable production and living.
The topics we want to target, such as sustainable production and development, the quality of life of human populations, the preservation of the environment, the adaptation to natural hazards, are complex in nature. Solving them involves a number of issues and a variety of viewpoints to be taken into account. More specifically, it requires: • Multi-disciplinary approaches: For instance, projects aimed at improving human quality of life require skills in biology (physiology, nutrition, medicine) which address health issues to be combined with social sciences to analyse the perceived quality of life. Rather than merely adding separate input from various disciplines, these projects will include joint tasks, allowing in-depth discussion in an interdisciplinary approach (a key goal for understanding or solving problems whose solutions are beyond the scope of a single discipline or area of research practice). The moderate size of the Clermont-Ferrand academic site facilitates interaction between disciplines, as research groups are within easy reach of each other. At the moment, several major projects on the site combine expertise from different disciplines (e.g. economics with plant or animal sciences, engineering with social science). The step change will be to speed up this interdisciplinary approach. • Multi-stakeholder approaches: Establishing bonds between small entities (research groups, businesses, associations, etc.) to work towards the same goals proved to be especially efficient to adapt to variable environments (for example new environmental or economic constraints, or new societal expectations). Besides, complex issues cannot be solved by a scientific approach alone, but require a multi-stakeholder approach involving pooling of scientific and non-scientific knowledge. Living labs (i.e., user-centred, open-innovation ecosystems) offer opportunities for such exchanges. CAP 20-25 will build on existing partnerships with the main economic actors of the region to explore new forms of partnerships such as shared private-public structures, consortiums between SMEs and research groups, and living labs. • Multi-performance approaches: As mentioned above, complex problems combine many issues so that any solution to overcome problems should take into account various outputs, which are not necessarily linked to each other. Thus our concept for sustainable production and living requires not only a scientific dimension but also economic, environmental and societal ones. These are the three pillars of sustainability that all of our project deliverables must meet. For instance, the sustainable development of agriculture requires that we consider not only the net production, but also the impact of, for example, chemical inputs on the environment and the extent to which the production systems meet societal requirements such as the quality of products, the farmers’ income, or animal welfare. A step change is needed to address complex problems by means of multicriterion assessment methodologies.
7 Survey conducted in 2010 by Comanaging (a company specialized in territorial marketing) and involving more than 2000 people from Auvergne. Confidential 28/69 IDEX/I-SITE WAVE 2 CAP 20-25 CALL FOR PROPOSALS SELECTION PHASE AMENDED PROJECT
2.3. INTERNATIONAL ALLIANCES CAP 20-25's ambition for excellence concept will be translated into high level international alliances between Clermont Auvergne University and targeted international universities. Our international alliance strategy and the choice of strategic partners are based on existing collaborative agreements or strategic opportunities. Alliances will be based on one or several CAP 20-25 strategic lines (training, research, technology transfer, talent policy). The following is a summary of our international targets: • Oklahoma University, USA strategic institutional partner for the last 30 years) o Target within 4 years: To diversify training collaborations, notably for lifelong training with socio-economic stakeholders such as Michelin (recently established in the region). o Target within 10 years: To develop joint research programmes with local socio-economic stakeholders.
• Wuhan University, China (strategic research partner for the last 20 years, see Supporting letter in Annex) o Target within 4 years: To extend collaborative research within the CAP 20-25 profile, and to develop additional collaborative training. o Target within 10 years: To develop strategic partnership with local socio-economic stakeholders (boosting international technology transfer).
• Tsukuba University, Japan (strategic partnership with Michelin on autonomous robotics) o Target within 4 years: To establish a strategic research partnership via the FactoLab (shared laboratory set up in collaboration with Michelin, which is a structuring deliverable of CAP 20-25 – see section 3.2.2). o Target within 10 years: Overall cooperation on research and training. In addition to the universities mentioned above, Latin America will constitute a priority geographical area of cooperation for the CAP 20-25 project. Indeed, several strategic partnerships already exist in this area, in particular with: • São Paulo State University – UNESP, Brazil (2014 overall framework agreement with the Clermont Auvergne University and Associates – See supporting letter) o Target within 4 years: To extend research, training and socio-economic (notably with Limagrain) partnerships, with a primary focus on one of the CAP 20-25 challenges. o Target within 10 years: Overall cooperation on all CAP 20-25 research challenges.
• University of Buenos Aires, Argentina (strategic research partner on agronomy) o Target within 4 years: To create collaborative training while boosting cooperation in research. o Target within 10 years: Overall cooperation on research and training, as well as with local socio-economic stakeholders.
• National Polytechnic School of Quito, Ecuador (strategic research partner on natural risks since 2012) o Target within 4 years: To extend collaborative research and training on several scientific challenges. o Target within 10 years: Overall institutional alliance. 3. IMPLEMENTATION OF THE PROJECT 3.1. STRATEGIC LINES OF ACTION The overall CAP 20-25 strategy relies on a swift, durable implementation of the project concept to the Clermont Auvergne site, with significant impact on the key stakeholders linked to the institutions (students, researchers and lecturer-researchers, socio-economic sphere, local population through the involvement of territorial authorities, etc.). To satisfy this, the following strategic lines of action will be implemented: • Governance: At the level of the Clermont Auvergne site, a new concept for an integrated university comprising the existing engineering schools, will be launched, allowing close interactions between fundamental and applied sciences. It will prefigure a new academic model, agile enough to integrate multiple stakeholders in its strategic planning, while being more visible and attractive to students, researchers, lecturer-researchers, and socio- economic actors, as well as at the international level. This target University will be in charge of the CAP 20-25 project. It will thus directly supervise its governance, promoting transparency, agility and efficiency by means of a limited number of steering groups. • Research: Four scientific challenges have been identified to develop the concept of multimodal innovation to design models for sustainable production and living at the scale of the Clermont Auvergne site. The research carried out on these topics has already achieved a high level of international recognition, benefiting from strategic links with leading companies, and addressing future global challenges such as adaptation to climate change and other hazards, human quality of life and efficient production systems. These strategic research challenges will be Confidential 29/69 IDEX/I-SITE WAVE 2 CAP 20-25 CALL FOR PROPOSALS SELECTION PHASE AMENDED PROJECT
directed so as to enable the emergence of centres of excellence with a high international reputation and attractiveness. Specific measures aimed at following through on interdisciplinary projects and at exploring new forms of partnership with stakeholders have been defined. Supporting measures (namely the “Horizontal instrument development” and “Emergence” programmes) will also be implemented to boost the scientific ambition. • Technology transfer: Structuring of the groundwork for innovation will be carried out under the “Innovergne Hub”, which will be a critical and central node, interconnected with all the emerging tools and structures on the academic site. The “Innovergne Hub” will function as a central point of contact and of services, simplifying the innovation process for all actors: students with an entrepreneurial spirit, researchers seeking commercial and operational applications for their inventions, industries looking for innovative solutions. • Training: New ways of teaching will be explored through the “LEARN’in Auvergne” programme, based on a multi-skilled approach, interdisciplinary topics, and the contribution of economic actors. This will help anticipate future jobs to be created by the digital revolution while maintaining a focus on territorial development. • International: Pursuing the high level of attractiveness for students and being more visible at an international level will be triggered by the “WOW!” (Wide Open to the World) programme. “WOW!” has been conceived to promote our scientific objectives of designing models for sustainable production and living and our multimodal approach at an international level, enabling Clermont Auvergne University to take its place among the high- ranking universities, able to attract both students and researchers of excellence. • Talent policy: An ambitious talent programme attractive to young researchers and post-doctorate students will be pioneered. It will notably include a CAP 20-25 Excellency Chair programme of non-permanent positions, and will offer significant resources for the swift accomplishment of top quality research projects; a “tenure track”-like measure aimed at securing the job position; and the setting-up of the “CAP 20-25 Academy” programme that will recognise and reward each year a small number of professor-lecturers for their research excellence, as defined by their international profile. • Student life: Specific measures through the “Campus @uvergne” programme aimed at enhancing students’ life through a stronger relationship between the Clermont Auvergne University and the city. This with the aim of strengthening the Clermont Auvergne University’s involvement in the life of our fellow citizens.
3.2. ACTIONS 3.2.1 Combining the Clermont Auvergne academic site overall restructuring with an efficient CAP 20-25 steering Accelerating the transformation pace of the Clermont Auvergne University by special dispensation; leading to a status that overrides the university/school duality. As indicated before (see section 1) the progressive structuring of the academic site has resulted to level and willingness of cooperation between the stakeholders of the project never reached so far. This current momentum is key factor to pursue the structuring towards a Target University and achieving a real step change and better international visibility. From that basis and the recommendations of the Jury, the new version of the CAP 20-25 project, sustains a deeper and quicker transformation of the Clermont Auvergne site. As a result, the Clermont Auvergne University, created from the merger of the two Clermont-Ferrand universities, will be operational on January 1st 2017 and will comprise, by 2020, a National Polytechnic Institute (INP).
The INP will gather three Engineering Schools depending from the Ministry of National & Higher Education and Research (Polytech Clermont and ISIMA - both internal schools of the Clermont Auvergne University - and SIGMA Clermont) and will allow an alliance with VetAgro Sup and the Architecture School of Clermont-Ferrand to promote more integrated research and innovation policies while defining a coordinated training policy. These policies will take in account the assets of the academic site and the socio-economic sphere and will be beneficial for all. The INP will play a key interface between the Clermont Auvergne academia and the industrial sphere.
This new structuring scheme redefines drastically the interactions between all Clermont Auvergne stakeholders and enables an agile and efficient steering of the CAP 20-25 project. As a consequence, all decisions in terms of strategy (research, training, innovation, talent policy, student life, etc.) and the associated budgetary challenges will be enforced through the Clermont Auvergne University Board (as Leading Institution and coordinator of the CAP 20-25 project), involving all project partners.
Confidential 30/69 IDEX/I-SITE WAVE 2 CAP 20-25 CALL FOR PROPOSALS SELECTION PHASE AMENDED PROJECT
Create a strong link between the CAP 20-25 governance structure and the site: ensuring that all stakeholders take part in CAP 20-25 strategic choices CAP 20-25 steering has been defined in project mode, to ensure efficient and straightforward decision-making mechanisms. It relies on the following governing bodies (completed details on the bodies’ role and composition are given in section 4): • Clermont Auvergne University Board will be in charge of the allocation of means. In that respect and for full transparency on the decisions, the Clermont Auvergne University Board will be supplemented by representative from all CAP 20-25 core partners (all consortium and external partners as listed on the front page). This approach will enable two key aspects: o Engaging all relevant stakeholders in the strategic orientations of the CAP 20-25 project and decisions; o Ensuring continued relevance of the CAP 20-25 with the overall territorial/academic site policies. • A project management team (the Operational Committee), which will ensure operational monitoring of the CAP 20-25 activities and will gather 12 members including the project leader, the Administrative Services Officer, and the heads of the four scientific challenges and strategic programmes. • CAP 20-25 governance will be supported by two advisory bodies: the International Advisory Council, which will evaluate with an international perspective the project outcomes and impacts, and an Independent Audit Committee that will assess the financial management of the project and the match between implemented actions and mobilised resources.
3.2.2 Four strategic research challenges addressing models for sustainable production and living Four strategic research challenges applied across the whole site of excellence aim at offering models for sustainable production and living, using the “multimodal innovation” approach. These models share a human-centred approach e.g. to production processes, and highlight the importance of the strong resilience of ecosystems, human beings, or societies towards the achievement of progress. All these challenges are organised into pillars addressing a specific challenge (a knowledge gap, a scientific or organisational bottleneck, etc.) which will result in a significant qualitative step forward when resolved: • Strategic Research Challenge 1 - Designing and managing sustainable agroecosystems in a context of global changes • Strategic Research Challenge 2 - Smart systems and services for production and transportation • Strategic Research Challenge 3 - Human mobility for better health • Strategic Research Challenge 4 - Disaster risk reduction
The “multimodal innovation” approach will drive these four challenges. It will also be used to address cross-cutting issues between the challenges, as well as two transversal measures with a strong leverage effect on the whole academic site: an horizontal instrument development programme and a yearly call for tenders aiming at supporting ground-breaking topics (the “Emergence” programme).
Strategic Research Challenge 1: Designing and managing sustainable agroecosystems in a context of global changes Agroecosystems are subject to many challenges: climate change, reduction in biodiversity, planned limitation of inputs needed for production, the need for regular and quality procurement from agrifood chains, changes in nutritional habits and in the perception of agriculture by citizens, etc. Production models need to be adapted to meet the three-fold challenge of sustainability: economic, social, and environmental. We will address two emblematic production systems in the Auvergne region: cereals (predominant in the Limagne plain) and herbivore livestock (predominant in semi-mountains areas), with key economic partners such as Limagrain and ARIAA8. The ultimate goal of the project is to optimize the integration of the agricultural systems into their environment. This involves increasing their resilience and sustainability, thereby addressing their performances in terms of production, protection of the environment, and meeting societal expectations (quality of products, animal welfare, etc.).
At present, the project benefits from high-quality research units in the fields of plant, animal, and environmental sciences, together with engineering and social sciences, as well as collaborative projects and platforms within the PIA1 programme (BreedWheat, Genius, MetaboHUB and Phenome). The continuum from research to innovation is
8 Association Régionale des Industries de l’Agro Alimentaire - Association of Regional Food Industry Companies Confidential 31/69 IDEX/I-SITE WAVE 2 CAP 20-25 CALL FOR PROPOSALS SELECTION PHASE AMENDED PROJECT well structured in the crop sector thanks to close collaborations between academic partners (University, INRA, and VetAgro Sup) and economic actors (Limagrain, Biogemma, and the competitiveness cluster Céréales Vallée). More recently collaborations between public and private partners, and institutional actors have also been strengthened in the livestock and the environmental sectors (e.g. grant agreement between INRA and the regional agricultural chamber, E2IA cluster of excellence for eco-business in Auvergne). Interactions between the three components (crops, livestock, and environment) are facilitated by the regional Federation of Environmental Research acknowledged by the CNRS, Clermont Auvergne University, INRA and VetAgro Sup. The Living lab LIT9 on field crops in Auvergne, part of the action-plan ‘Agriculture-Innovation 2025’ issued by the French Government and with supervision of a pilot project by the Ministry of Agriculture, will be a prime channel for transdisciplinary approaches (bringing together scientific disciplines, economic actors, and end-users) and will ease the transfer from research to innovation.
International benchmark: The research groups involved in the project are highly recognized internationally, especially in the fields of: i) Genetic and genomics of cereals, through their involvement in international consortiums (e.g., the Wheat Imitative and the consortium Whealbi). The main competitors in this field are found in the level-equivalent US consortium Triticae CAP (e.g. USDA, Cornell University, UC Davis…). ii) Ruminant farming, being for instance part of the reference Welfare Quality Network. The main competitors are found out of Europe boundaries with for example ILRI institute in Kenya (network with Asia, African and South America), AgResearch Grasslands in New Zealand (Oceania network) and Du Pont de Nemours in US that have the highest amount of patent in the field (as well as for genetic and genomics of cereals)” iii) Environmental systems, through strong involvement in European projects. In this field, the expertise is clearly in China (China Agriculture University and Chinese Academy of Science) and US (UC Davis and Ohio State University). Few initiatives exist in Europe, but at a smaller scale (e.g. Wageningen UR or Scotland rural college).
Within 4 years, “Innovergne Hub” programme will be used to strengthen public-private partnership, especially the Innovation crosslinking programme to explore new partnerships. We will build on the model of partnerships established in the crop sector to reinforce that of the livestock sector: a consortium for livestock meat - led by ARIA, the regional chamber for agriculture, and INRA - will unite researchers, technical institutes, and economic actors (producers and processors) to create collaborative projects which increase knowledge and innovation potential to improve the competitiveness of the livestock meat chain. Based on the experience from LIT crops in Auvergne, we will propose a second living lab for livestock farming (LIT mountain livestock) with the aim of improving the resilience and sustainability of grass-based systems in semi-mountain regions and to optimise their products and services.
The Pheno3C platform for phenotyping cereals will be fully operational. A new facility for fattening up bulls is going to be built at Herbipole, the INRA infrastructure dedicated to livestock research. An environmental cloud will be formed combining current structures (e.g. the Puy de Dôme atmospheric observatory) with new observatories (on precipitation and links with atmospheric composition, and on impacts of agriculture on water and soil). The challenge will be to assemble diverse environmental indicators for use in the management of agricultural systems (as input and output variables) into harmonised and easily accessible databases. The cloud will rely on close collaboration between academic partners and socio-economic partners (including farmers).
The “WOW!” programme will be used to increase the international visibility thanks to co-supervision of PhD theses by world-class researchers, outgoing mobility to increase the potential of researchers from the site, and incoming mobility to attract high quality talent. “WOW!” and Talent policy instruments will be combined to invite international researchers (objective: 4 during the first 4 years) and to set up an industrial chair combining Limagrain, Céréales Vallée, INRA and Clermont University (led by an international researcher and attracting PhD students and postdocs). The “WOW!” and “LEARN’in Auvergne” programmes will be used to set up two international masters, one on plant science and one on global quality in livestock farming, both combining different forms of active learning (use of numerical resources, contribution of economic actors, balance between theory and practice, etc.).
These partnerships and infrastructure will allow research on (i) the adaptation of plants and cereal-based agricultural systems towards sustainable and resilient production (research into new cereal ideotypes, tree and crop ideotypes
9 Laboratoire d’innovation territorial - territorial innovation laboratory (living lab) Confidential 32/69 IDEX/I-SITE WAVE 2 CAP 20-25 CALL FOR PROPOSALS SELECTION PHASE AMENDED PROJECT for crop-tree associations, and adaptation of cereal-based agricultural systems), (ii) livestock breeding systems with the aim of reducing inputs (energy, synthetic fertilizers, and concentrates) and to maximise benefit from local resources including grassland (research into low input farming systems and the production of meat from herbivores), (iii) the prediction of precipitation, hydrodynamic mechanisms, and the transformation of phytosanitaries in order to improve integration of agricultural products into their environment. In addition, interdisciplinary and cross-cutting approaches will be further accelerated thanks to support for emerging issues and multidisciplinary PhD theses.
Within 10 years, the ongoing “Innovergne Hub”, “WOW!”, “LEARN’in Auvergne”, and Talent policy programmes will be used towards becoming international leaders in the field of integration of agrosystems into their environments and territories. The projects on cereals, livestock, trees, and their production systems will be continued. Namely, after 4 years, the field tests (for innovative cropping and livestock system and their combination with agroforestry) will be extended and the sustainability and resilience of these systems will be assessed thanks to multicriterion evaluations. The environmental cloud will be fully operational so that projects studying small-scale interactions between agricultural systems and the environment (atmosphere, aquatic component, soil ecosystem) can be emphasised. Not only will the impact of environmental conditions on the agrosystems be studied but inversely the impact of the agrosystems on the environment (e.g. fate of phytosanitaries, impacts on biodiversity and on water quality). A chair of excellence (through “WOW!” and the Talent Policy programmes) will be set up to elaborate tools for a multiscale decision-making aid to help farmers ensure production levels, to advise policy-makers in land-planning, taking into account environmental and social factors, and to produce overall assessments of agricultural products. The challenges will be to integrate heterogeneous data, and to combine models of a different nature (e.g. biological mechanisms and organisation of farming systems). The two living labs (LIT crops in Auvergne and mountain livestock) will offer unique means to test these models at the level of crop plots or livestock workshops, for individual farms, or the territory as a whole. We expect the two living labs to combine their activities so that the contrasted landscape of the Auvergne (juxtaposing fertile valley land allowing intensive cropping with mountain areas with a high biodiversity and extensive livestock production) can serve as a model combining crops, forestry, and livestock to ensure their resilience and their integration into the environment (with support from the “Innovergne Hub” programme).
The ultimate goal of Strategic Scientific Challenge 1 is to set up an interdisciplinary research and training centre on the interactions between crops, livestock farming, environment and territories to achieve optimal agricultural multi- performance (production, protection of the environment, and social expectations). This centre will bring together academia, economic actors, policy-makers, and end-users to work on research or educational projects to foster innovation for sustainable ‘agro-environments’. A flagship device will be a ‘project hostel’ to host promising researchers and offer them transnational access to the resources (facilities, equipment, collaborations with in situ teams) thereby ensuring the convergence of disciplines, stakeholders' expectations, and resources (notably the data collected by the infrastructure linked to this challenge).
Strategic Research Challenge 2: Smart systems and services for production and transportation. The “Smart Systems and Services for Production and Transportation” challenge deals with the design and development of efficient and smart technological building blocks to satisfy high societal demands. The French Ministry for Industry has recently identified three strategic industrial sectors which should have national profiles: “tomorrow’s transportation systems”, “smart production systems”, and “agrotechnology innovations”, which will feed into growing markets. The project's aims and scope arise from the fact that the research activities already carried out within the framework of the LabEx IMobS3 can have a strong impact on these 3 sectors. It will also benefit from IMobS3 achievements, particularly on the relations with socio-economic actors. This is particularly the case for the topic related to autonomous robotics. Some innovations have already been put on the market, for example the Ligier EZ-10 autonomous shuttle. The scientific advances and technological solutions developed in the context of “transportation systems” by IMobS3 can also have a great effect on the “smart production systems” and “agro technologies” issues.
At present, among the skills of the involved laboratories, the major scientific and technological fields involved in the Strategic Research Challenge 2 projects are: i) smart materials and sensors; ii) multisensory perception; iii) robot design and control; iv) supervision and decision support; v) acceptability and acceptance of new technologies. The long-term security of this challenge is ensured by a local high-ranking research community, which is involved in Confidential 33/69 IDEX/I-SITE WAVE 2 CAP 20-25 CALL FOR PROPOSALS SELECTION PHASE AMENDED PROJECT developing future disruptive concepts for mechanical and robotic systems based on information and communication technologies: sensors, actuators, micro and nanosystems. This expertise is catalysed by the leadership of the LabEx IMobS3 and the Equipex Robotex.
International benchmark: Few European institutes appear in the top rankings (e.g. Shanghai) between U.S.A. and Asian actors. Best academic places for autonomous robotic in Europe are located in Germany (with leading TU Munich) and Switzerland (EPFL and ETH Zurich). Clermont-Ferrand is among top players in France with its Blaise Pascal University and Irstea that have a strong focus on autonomous robots related to transportation and agriculture purposes. Cobotics is a narrow field due to its recent advent. Behind Chinese universities, Europe is a promising area of leadership through various locations such as Germany (Fraunhofer-IPK), Portugal (Instituto Superior Tecnico), England (Imperial College of London) and even France where Clermont-Ferrand has great development opportunities in cobotics field, this in parallel of the national leader CEA which focus on the topic of cobots applied to health.
Within 4 years, benefiting from the CAP20-25 programmes (“WOW!”, “LEARN’in Auvergne”, and the talent policy programmes) and using already existing features such as the competitiveness cluster ViaMéca and those of the “Innovergne Hub” Hub (e.g., Pepite PEEA for student entrepreneurship, the Bivouac centre which is the focus for digital start-ups and the SATT Grand Centre), the main qualitative leaps which the actors involved in this challenge desire to see fulfilled and which will underlie their actions, are: i) to establish the undisputed scientific visibility of Clermont-Ferrand in the field of “autonomous robotics and new information/communication technologies”; ii) to improve the attractiveness for study and research into these topics; iii) to increase the portfolio of successful technology transfers to targeted markets: transportation systems, production systems, agrotechnologies; iv) to increase the link between the humanities and social sciences, engineering and fundamental sciences. To achieve these goals, the main scientific challenges of the project will address i) new technologies and methods for acquisition, transmission, treatment, exploitation and security of data; ii) increased robot autonomy in complex dynamic environments (cramped spaces, low adherence); iii) soft and highly scalable material manipulations; iv) design, reliability and control of complex systems; and v) evaluation and analysis of "human enhancements" for optimization and increased attractiveness of workplaces.
The major deliverables will be i) “FactoLab” – a shared laboratory with Michelin. It will be a contractual framework for discussing and working in partnership over the long term to address upstream scientific and technological barriers. The main topic is “smart production systems” and several themes have been identified as being strategic: collaborative robots, automatic guided vehicles, virtualisation of industrial production, and the role of man in advanced manufacturing; ii) Prinsyp – an innovative platform for optimising scientific results and technological innovations in response to complex industrial requirements and uses. The purpose is to bring together academic skills and start-ups or SMEs, who are members of ViaMéca, in order to develop a private integration platform offering services and complete solutions by smart systems for production. Prinsyp will also be a tool to professionalize academic platforms such PAVIN (Auvergne platform for smart vehicles) to increase links between public and private partnerships and optimize the use of available resources. This platform will be connected to the “Innovergne Hub”; iii) “AgroTechnoPôle” – creation of a European centre for agricultural innovation around mobility, robotics, security, agricultural inputs and numerical data. A close link will be drawn with the living lab LIT crops in Auvergne mentioned in Strategic Research Challenge 1 for co-design, tests and appropriation of innovations by end-users in a practical, real-life context; iv) a living-city lab (transportation systems) for intensive tests of automated shuttles will be created in connection with the Clermont-Ferrand urban public transport authority (SMTC) and “Clermont Métropole”.
Within 10 years, the long-term objective of the Strategic Scientific Challenge 2 is to build on the existing local structuring to create a research centre of excellence focussed on “smart systems and services for production and transportation”, with the aim of assuming a leadership position in the field of the development of technological components on issues related to human-robot cooperation. The development of this centre will enhance the transfer of technology to regional, national and European industry, including the establishment of public/private partnership structures. This will lead to: i) clear European recognition in terms of the Strategic Scientific Challenge 2 topics: robotics and ICT; ii) a leading role of participation in H2020 projects framework; iii) a fully operational innovation ecosystem from Technology Readiness Levels TRL 2 to TRL 8 (marketing of innovative systems and services in the 3 targeted strategic sectors of the project). Confidential 34/69 IDEX/I-SITE WAVE 2 CAP 20-25 CALL FOR PROPOSALS SELECTION PHASE AMENDED PROJECT
The long-term upstream scientific challenges will focus on: i) new technologies to collect, exploit and securely transfer massive data sets; ii) full autonomy for mobile robots (increased speed, obstacle avoidance, day / night transition, poor weather conditions, emergencies); iii) mobile, flexible and ergonomic cobots; iv) strategic, tactical and operational planning of production systems; v) fully operational modelling of acceptability and acceptance of new technologies. The major outcomes will be: i) operational and international network for technology transfer; ii) local innovative SME network for the integration and deployment of smart systems and services; iii) benefits in terms of jobs and competitiveness of key enterprises in the Auvergne (new products, new equipment, and recruitment of highly qualified people).
Strategic Research Challenge 3: Human mobility for better health Individual locomotion impacts autonomy, a key factor of human health and of special concern in the context of ageing. Preserving an active locomotor system as long as possible thus has a major influence on the quality of human life. It becomes even more critical with the increased life span and the gradual increase in elderly people suffering from chronic diseases, some of which affect their mobility. To address the issue of individual mobility we consider that an integrative approach combining exploration of both the muscular system and various intervening factors on locomotor apparatus and function needs to be considered. Topics developed by the Clermont-Ferrand joint research units working in the field of biology and health, whose support from national research organizations (INRA, CNRS, INSERM) has just been renewed, offer the opportunity to develop this approach with originality. Indeed these joint research units allow associating recognized skills on the study of the muscular development and metabolism on one hand and on factors likely to modify locomotor capacities (pain, nutrition, epigenetic and dysbiosis) on the other hand. This association confers thus a real specificity to the site and allows developing a distinctive research that should lead to innovative therapeutic perspectives. At present, 80 FTE people are clearly involved to develop research on the theme of mobility. Their involvement has already materialized through joint work between units and has led to the integration of other academic teams (e.g. physiologists of motor activity, chemists), hospitals and SME members of health clusters concerned by this subject. The will of these partners to develop this theme has resulted in the creation of the Health and Mobility Federation in which they find themselves. Thus, the Scientific Research Challenge 3 is based on multidisciplinary approaches, strong public-private partnerships and aims at completing complementary objectives at the medical, technical, economic and social levels, which will allow a deeper understanding of the musculoskeletal system involved in mobility in both normal and pathological situations. With such a multimodal approach, it will define new models for sustainable living in good health, will help to prevent sedentary lifestyle and will allow designing treatments tailored to each individual. Cutting-edge technological platforms [e.g., metabolomics, cellular, molecular, and in vivo imaging], continuously updated with the very latest technological developments, are already available on the site. Additional platforms, integrating new evaluation methods, particularly in relation to health, will also be quickly and effectively set up as needed, such as one to investigate muscle metabolism and function.
International benchmark: This strategic line is an original and unique project in Europe linking muscle development metabolism and function with a set of intervening factors influencing motor capacity. In this field, all the players are coming from northern America (medical centres and universities) but INSERM has an international visibility among these highly-funded institutes. European players in the field are limited to few universities (e.g. Groningen and Milano universities) and few institutes (e.g. NMRC in Finland, which involves academic and private partners). We have also in our perimeter of interest the Max Delbruck Centre (MDC) and Charité - University Medicine Berlin (e.g., Prof. C. Birchmeier, chair of MYOGRAD, a Myology-oriented international programme and Prof. S. Anker, chair of the Society on sarcopenia, cachexia and wasting disorders, SCWD).
Within 4 years, the project will be managed with three main objectives: i) coordinate all the actor’s initiatives (multidisciplinary, pluri-institutional, research-, education- and economy-oriented) through the implementation of a Health and Mobility Centre; ii) transfer the gained fundamental knowledge to clinical and biotech applications using the Health and Mobility Federation; iii) increase international visibility of this topic, through initiatives of the “WOW!” programme such as mobility-oriented international PhD programmes, competitive calls for new research groups
Confidential 35/69 IDEX/I-SITE WAVE 2 CAP 20-25 CALL FOR PROPOSALS SELECTION PHASE AMENDED PROJECT working on mobility, and international conferences and workshops on specific subjects to gather world-class experts in the field. Three main research actions will aim to acquire cutting-edge knowledge of the mechanisms driving or impeding individual mobility and to propose new therapeutic orientations: i) We will assess the metabolic responses to exercise and to nutritional and hormonal factors associated with reduced mobility in order to identify biomarkers of altered conditions of locomotion. Results will lead to the development of preventive and curative nutritional strategies with industrial partners, especially through links established with Strategic Scientific Challenge 1 regarding the quality of agricultural products. ii) Muscle development will be studied in both normal and pathological situations by means of genetic and epigenetic approaches, with a particular focus on programming stem cells for applications in regenerative medicine. iii) Pathophysiological mechanisms of pain and dysbiosis in inflammatory and painful diseases affecting mobility (chronic and metabolic diseases) will be assessed and new therapeutic targets will be identified and drugs and probiotics developed. Three molecules are currently under investigation as putative new treatments for pain conditions altering mobility.
For each of these projects, animal models (e.g. Drosophila mutants affected in their muscular development generated at Tefor, a local platform within the PIA1 programme, or rodent models for pain or dysbiosis) will be developed to enable accurate and sophisticated approaches that will be shared between all collaborating organizations. New companies will be launched to evaluate new biomarkers and drugs identified by research and to establish adapted therapeutic protocols.
In parallel, a health and social project will be designed to optimize mobility and locomotor capacities during care and throughout life: i) Because a better consideration of mobility is likely to reduce morbidity and mortality, evaluations of locomotor capacities will be carried out in the hospital setting with physiologists, and the Clermont-Ferrand University Hospital and the Jean Perrin Cancer Centre will further work to optimize long-term physical activity and capacities for in- and out-patients. In addition, surveys of patient mobility at home will be performed using adapted sensors developed in association with Strategic Scientific Challenge 2. ii) In collaboration with the local administrative authorities, we will develop preventive actions and monitor the social impact of Strategic Scientific Challenge 3.
For preventive actions, education on prevention and training will be proposed to volunteers and to targeted populations at school, at work as well as in specialized institutions like retirement homes. In addition, pro-mobility installations such as cycle paths, active transportation (with or without electric bicycles) will be launched to prevent sedentary lifestyle, and effort will be made to optimize student mobility. Monitoring actions rely on Onaps, the National Observatory for Physical Activity and Sedentary Behaviour, located in Clermont-Ferrand, which already identifies and analyses existing data on physical activity to establish an overview of the French population, monitors and evaluates the actions dedicated to promote physical activity and to fight against physical inactivity, and carries out studies in collaboration with universities and public or private partners. The project is supported by a higher education programme, offering a Bachelor degree and a Master degree in Genetics, Physiology, and Nutrition. The programme will be further strengthened with respect to individual mobility. At the Master level, we will offer new courses on muscle development, physiology and associated diseases as well as courses dedicated to health and digital, and bioinformatics within the “LEARN’in Auvergne” training programme.
Within 10 years, we aim to become the European leader in the field of individual mobility and to have established a dense network of new professionals from both our current site and its extended surroundings within the Auvergne- Rhône-Alpes region. i) The Clermont-Ferrand University Hospital and the Jean Perrin Cancer Centre will have developed individualized physical activity programmes for patients with chronic diseases and initial check-ups for all patients admitted to the hospital; ii) New biomarkers which are identified will be systematically monitored; iii) individualized rehabilitation procedures will be available for patients, offering therapeutic measures, adapted nutrition, and post-hospital after-care; iv) preventive nutrition will help to limit the development of mobility disorder in healthy and active people, iv) incentive programs will be supported by the municipality with the prospect of changing the lifestyles of the citizens and giving Clermont-Ferrand a city image integrating in its objectives the improvement of the quality of life of its citizens thanks to the individualized mobility and v) several new, as well as existing, companies in Confidential 36/69 IDEX/I-SITE WAVE 2 CAP 20-25 CALL FOR PROPOSALS SELECTION PHASE AMENDED PROJECT the Auvergne-Rhône-Alpes region, formed into clusters, will commercialize new food formulations, new drugs, probiotics or strategies for improving mobility.
Strategic Research Challenge 4: Disaster risk reduction Disaster risk management requires an analysis of the causal factors of disasters as well as of the vulnerability of the environment. In the particular context of developing countries, vulnerabilities are multidimensional and very much impacted by choices made in the socio-economic and political spheres. Based on their recognized expertise in the study of volcanic hazards and economic vulnerability, CAP 20-25 protagonists will apply the Multimodal Innovation concept and develop an integrative and original approach to disaster risk reduction. It will bring together various actors and skills from Earth Sciences, Mathematics, Humanities and Social Sciences to tackle issues related to the quantitative assessment of natural hazards, the characterization of socio-economic vulnerabilities and the elaboration of risk-mitigation and resilience-building strategies for stakeholders. The overall ambition is to place Clermont- Ferrand at the forefront of the research on natural disasters (in particular volcanic events) reduction which derails sustainable development, particularly in developing countries. For these countries, the need to embed disaster risk reduction into sustainable development goals is paramount.
At present, the project is structured around LabEx ClerVolc in the frontier fields of Physical Volcanology, volcanic hazards, vulnerability of cities and infrastructures and LabEx IDGM+ on the design of innovative development policies from economic research outcomes. CAP 20-25 actors also run internationally recognized atmospheric measurement platforms and a Global Atmosphere Watch station. The international joint laboratory “Earthquakes and Volcanoes in the Northern Andes”, located in Ecuador, provides an ideal entry point for field studies and capacity development activities in South America. Collaborations with the Global Facility for Disaster Risk Reduction at the World Bank reinforce our ongoing research on disaster risk financing and insurance. Although at an early stage, CAP 20-25 protagonists are already implementing a high-level and coherent research agenda on hazards, vulnerability and risks. International benchmark: International institutions such as the United Nations and the World Bank have created facilities (CADRI, CApacity for Disaster Reduction Initiative and GFDRR, Global Facility for Disaster Risk Reduction, respectively) to coordinate their disaster risk reduction efforts. Because those facilities have privileged access to governments, they should be seen as very interesting potential partners of the challenge. Some world leading academic institutions are also active in the field. Kyoto and Tohoku universities have a broad approach, including human sciences, on volcanoes and earthquakes risks. The Columbia Earth Institute is much wider in scope than our project but does not pay particular attention to volcanic risk and the Wharton Risk Management and Decision Processes Centre is restricted to social sciences. The Institute for Risk and Disaster Reduction at University College London and the Natural Hazard Centre at the University of Colorado at Boulder are close to what we aim at developing though they appear to be more broadly oriented with respect to risks assessment.
Within 4 years our ambition is to build in Clermont-Ferrand a world class centre for disaster risk reduction research and capacity development (The Clermont Risk Centre), starting with a strong emphasis on volcanic hazards in developing countries. This innovative centre will develop and coordinate research and outreach activities with the objectives of (i) producing and disseminating multidisciplinary research on disaster risk reduction, (ii) contributing to disaster risk reduction capacity development, and (iii) facilitating knowledge exchange among academic researchers, policy makers and other stakeholders.
The Clermont Risk Centre will be a consortium with its own management team and administrative staff. It will manage a set of programmes that cover its three objectives and bring together skills from the different disciplines involved in the project. The programmes managed by the Centre will evolve over time to match the international research and outreach agendas. From its inception, the Centre will lead work on multidisciplinary databases for disaster risk reduction, on transfer tools for policymakers (hazard maps, vulnerability indices), on field studies, on pioneer projects and on the creation of initial and professional training modules.
Within the Clermont Risk Centre, various actors including academic research teams from several disciplines, a public interest foundation, policy makers, international institutions and other stakeholders will unite their specialities to develop an integrative approach ranging from fundamental research to public policy influence and will be able to offer systemic vulnerability analysis. Multimodal innovation will therefore allow the Clermont Risk Centre to overcome these needs, identified as major bottlenecks in the field of disaster risk reduction. Confidential 37/69 IDEX/I-SITE WAVE 2 CAP 20-25 CALL FOR PROPOSALS SELECTION PHASE AMENDED PROJECT
Capacity development activities will notably take the form of teaching modules, prepared for professional training of public officials, incorporating innovative didactic practices such as interactive games, simulations or web-based tools. A complete set of modules prepared for disaster risk reduction training, including modules in Earth Sciences, Mathematics, Humanities and Social Sciences will benefit from the expertise developed within the “LEARN’in Auvergne” training programme, in particular through the Learning Centre. They will be offered to several governments.
A master degree in Disaster Risk, combining courses in Earth Sciences and Social Sciences will be included in the package of new training courses on digital practices of the “LEARN’in Auvergne” programme. Benefitting from the support of the high level research conducted on this theme by CAP 20-25 stakeholders, this master degree will be highly attractive for talented young people from diverse backgrounds. While the digital transition is already implemented in the disaster risk research field, much remains to be done for the appropriation of those new tools by policy makers and other stakeholders. This master programme will therefore focus on skills that are necessary to transform digital tools into operational and acceptable decision support systems. The “WOW!” programme will also be fully exploited to guarantee that a step-change is made in terms of attractiveness. CAP 20-25 will be competitive at the international level for the best talents in Volcanology, international development and disaster risk analysis.
Within 10 years the Clermont Risk Centre will be recognized as the leading European centre for volcanic risk reduction research and capacity development and more broadly as a key player for disaster risk reduction. Part of its activity is to become financially self-supporting thanks to cross-disciplinary consortium bids as well as funding from governments, industry, the humanitarian sector and international organisations (United Nations, World Health Organization, etc.). Knowledge exchange activities with the private sector will also be developed. The local scientific community will enhance its excellence by strengthening the applied research dimension of its projects. A particular focus will be on patents and start-up creations in the field of sensors and monitoring strategies for disaster risk. Particular attention will be paid to the mobilization of resources from the private sector including private banks and insurance companies.
Cross-thematic aspects between the selected scientific challenges The four Strategic Research Challenges are structured to address cross-cutting issues beyond their specific thematic area, (see Figure 3). This interlocking effect between the four scientific challenges will have a strong leverage effect on the whole academic site, promoting interdisciplinary studies within the broader scientific and technological community.
SRC1
2 3 5 SRC2 1 SRC3 4 7 6
SRC4
Monitoring of human and animals Automated & precision agriculture 1 activities and predictive models 2 including waste valorisation Nutritional and health value of plant or Enhanced & smart mobility systems 3 animal products for human food 4 for (disabled) people Farm insurance models for better risk Well-being in developing countries 5 mitigation 6 7 Sensors for extreme conditions & robotised sampling/emergency access
Figure 3: Examples of interactions between the four Strategic Scientific Challenges
Confidential 38/69 IDEX/I-SITE WAVE 2 CAP 20-25 CALL FOR PROPOSALS SELECTION PHASE AMENDED PROJECT
“Horizontal instrument” development programme The horizontal instrument development programme is a support which will unite the scientific and technical skills of the site. Its objective will be to develop the high-level equipment and software tools needed for carrying out the Strategic Scientific Challenges, and which are often shared between them . This horizontal programme will be beneficial for the whole Clermont Auvergne site thanks to a common equipment procurement strategy. Two technical domains will be prioritised:
Wireless Sensor Networks: This will focus on the design of network nodes (electronics and embedded systems), software issues relating to the network (protocols and quality of service), and on the use, implementation, management and integration of collected data (development of data integration models and data flow management). Network nodes will be adapted to their specific contexts of implementation: environmental context for the Strategic Scientific Challenges (outdoor or industrial environment, energy availability), context of use (energy consumption) and application context (nature of the observed phenomenon, emergency level data).
Big-Data: The environmental cloud, e-agriculture, e-health and the volcano survey will produce large amounts of data, which will need to be collected and stored onto a suitable computing framework so that they can be manipulated efficiently. The computing and data storage framework is currently under development on the site and no additional computing or storage should be required in the next 4 years, except for specific R&D developments, which would be a limited requirement. However, specific services will need to be developed, taking into account the particularities of these data. Problems related to flexible business planning need a good handle on the information system and on the business processes. Global companies with a strong worldwide distribution are quickly confronted with a potentially problematic Big-Data situation: that of the volume of data to be handled but also difficult questions concerning data veracity, problems related to data aggregation, uncertainty management, data interoperability, as well as semantic problems (data/knowledge transition, etc.).
“Emergence” programme, a tool for stimulating ground-breaking research “Emergence” is designed to support ground-breaking topics covered by the Strategic Scientific Challenges and beyond, via a yearly call for tenders. 20% of the budget designated for research activities will be used specifically for this purpose. The selection will be made by the Clermont University Board based on an external evaluation by renowned scientific experts. The aim is to support high added value projects and to enable exploratory projects with a higher level of risk, leading to potentially ground-breaking discoveries.
The drive behind emerging projects is to extend the CAP20-25 excellence concept to encompass new challenges and scientific issues.
3.2.3 The “Innovergne Hub” concept for an optimised innovation value chain The purpose of the “Innovergne Hub” programme is to intensify and facilitate relations between existing territorial structures which deal with technology transfer and innovation support. The aim is to coordinate and improve the services provided to project managers (researchers, entrepreneurs and existing businesses) to boost innovation, entrepreneurship and the transfer of knowledge from research laboratories, as well as accelerate companies’ growth. The actions proposed in the CAP20-25 framework are intended to increase the creation and growth of start-ups from Strategic Research Challenges, increase transfer and licensing from laboratories, and boost research partnerships in each Strategic Research Challenge. To this end, three specific actions have been developed to enhance CAP 20-25 innovation: scaling up of entrepreneurship, a licensing booster, and innovation crosslinking; along with a cross- cutting programmes devoted to strategic benchmarking.
Entrepreneurship scaling up: The aim of this programme is to create more businesses, then accelerate their developments. As there is already an existing creation chain for innovative firms at the scale of the site (Pepite PEEA, incubators, start-up accelerators), the programme will target measures to increase the number of projects from or related to research, through training (joint project on educational innovation and commission in connection with the scheme on Clermont Auvergne University student life), and international attractiveness (joint project with the “WOW!” programme). The programme will function using a two-way acceleration of development; through commercial development (including international development) and through the use of the businesses’ own funds.
Licensing booster: The objective of this programme is not to strongly increase the number of patents but to enable more licensing activities, and to reduce the time to market. The SATT Grand Centre with €60M of funding over 10 Confidential 39/69 IDEX/I-SITE WAVE 2 CAP 20-25 CALL FOR PROPOSALS SELECTION PHASE AMENDED PROJECT years to ensure the technological transfer of research results will be the most valuable device. Another of the objectives is to cover the whole innovation chain, including upstream of the market (Technology Readiness Levels TRL 6 to 8), with a focused development on the Strategic Scientific Challenges. These operations will be undertaken within the framework of the excellence and competitiveness clusters, which are stakeholders of the “Innovergne Hub”.
Innovation crosslinking: The objective of this programme is to increase the interactions between laboratories and companies through a socio-economic partnership training development policy, with the aim on then deepening these partnerships. There will be a new focus on searching new partners.
Cross-cutting strategic benchmarking programme: A dedicated Tech Transfer and Entrepreneurial Observatory (Observatoire de l’Innovation du Transfert Technologique et de l’Entrepreneuriat - OITTE) will be created and will carry out monitoring and .benchmarking on innovation systems with the aim of accelerating the transfer and development of companies.
3.2.4 The “LEARN’in Auvergne” programme, the pillar of the training offer To carry out the structuring of training activities in line with the CAP 20-25 objectives, and significantly enhance their quality and attractiveness, CAP 20-25 will focus on the “LEARN’in Auvergne” training program, which can be divided into two main objectives: a) Combining innovative pedagogic concepts with innovative digital approaches During the course of the project new teaching programmes will be developed, while learning methods, pedagogic teaching practices and services to students will be reviewed. This will be achieved through a Learning centre, which is an engineering training centre of the programme dedicated to teachers and lecturer-researchers for their training and support in numeric tools and academic pedagogy.
This centre will gather all the necessary expertise in learning systems design, information and communication technologies as applied to teaching and audio-visual techniques. It will be complemented by a network of information and communication platforms dedicated to training, and implemented at all sites inside the Auvergne region. Special attention will be given to facilitating the access to digital resources, their dissemination and their assimilation by students, teachers and all personnel from the CAP 20-25 partners, as well as to supervising and evaluating the quality of teaching and services in order to set up a dynamic of continuous improvement. Trained staff will be appointed for each institution and will act as local support staff for digital and audio-visual teaching. They will constitute a coordinated network with high proximity to users.
The CAP 20-25 pedagogic innovations can be categorised into three major items: Peer Learning: The aim is to construct and maintain networks of students from different origins (students from the site’s institutions and from foreign universities and persons from the socio-economic sphere enrolled in continuous learning). The global quality of students will be higher in the targeted training groups, thanks to the exchange of both best practices and teachers, but also visiting contributors from the socio-economic sphere who will participate in the network and enhance the discussions. A decentralised network, open to all, will increase the diversity of students and thus improve the quality of topics discussed. It will also ensure a better continuity between training course periods and internships (and apprenticeship) periods, thus allowing students to maintain their contacts when they disperse into the working world and to share their professional experiences. Teachers will also benefit from these experiences and will be able to adjust their theoretical training courses according to this feedback from the professional world. Placing the socio-economic sphere at the heart of the training strategy: The objective is to involve Clermont Auvergne University, the Target University of CAP 20-25, in a joint construction process between higher education institutions and the socio-economic sphere. By doing so, each new training course would benefit from a higher chance of post-training employment by meeting the needs of the socio-economic sphere. As a result, this joint construction process will impact on several aspects of the training courses, such as definition of the skills required, course content and timing of training courses, and key indicators for the assessment of learned skills.
In order to ensure continuity between the design of the training course and its effective implementation, we propose a significant participation by visiting contributors from the socio-economic sphere (30 to 50% of the course content). Other measures to ensure a higher degree of interaction with the socio-economic sphere include: (i) homogenization of the conventional degree courses with those by continuous learning through the creation of project teams, in which students enrolled in conventional courses are grouped together with persons from the socio-economic sphere who Confidential 40/69 IDEX/I-SITE WAVE 2 CAP 20-25 CALL FOR PROPOSALS SELECTION PHASE AMENDED PROJECT are enrolled in continuous training programmes; (ii) the setting up of a specific location where companies, students, teachers and lecturer-researchers can meet to discuss specific projects.
Active Teaching and Active Learning by encouraging all forms of interaction: The aim here is to set up collaborative training schemes in which the students gain more control over the tasks assigned to them, in particular tasks where the students face socio-cognitive conflicts (forwarding their own perspective, defending their own ideas, taking into account others’ ideas, etc.). Emphasis will be placed on collaborative (group) work (e.g., experience sharing, peer training, and mixing students from different backgrounds). Online tools will also be used to facilitate interaction. The ultimate goal is to create a collective intelligence (with a high degree of creativity and autonomy), which is now considered by socio-economic partners to be essential. In the long term, the students would be able to contribute to the teaching materials and participate in the ongoing improvement of the training courses.
This new pedagogic approach is comparable to that developed by UCISA, the UK Higher education Learning space toolkit: (i) it places strong emphasis on learning rather than teaching, with the learner seen as a co-creator of knowledge rather than a consumer of transmitted information ; (ii) it allows seamless integration between different types of learning activity, i.e. between formal and informal learning and between group and individual learning; (iii) it supports teachers by offering new possibilities to design new types of learning activity that encourage students to create as well as consume learning resources and to collaborate in different ways within the convergence of the physical and virtual environments. The intention is to create a sense of belonging to a learning community.
The following table summarises the envisaged pedagogic innovations with details about the targeted students (headcount and level).
Target headcount Distribution between levels L, Brief description of the pedagogical innovation in 4 years M and D
Peer Learning by setting-up a large network encompassing the members of the Initiative and its 45% for L, 46% for M and 9% for 755010 external partners (socio-economic sphere, foreign D universities, etc.) Placing the socio-economic sphere at the heart of the 45% for L, 46% for M and 9% for training strategy (co-construction philosophy to optimise 7550 D employability). Active Teaching & Active Learning by encouraging all 45% for L, 46% for M and 9% for 7550 forms of interaction and favouring creativity and autonomy D
The key performance indicators that will be monitored for this pedagogic innovation programme include the number of teachers trained in the new pedagogic practices, the number of students and life-long learners from socio- economic companies benefiting from the pedagogic innovations, as well as the number of hybrid or full distance teaching programmes. b) Setting-up of a new package of training courses dedicated to the transition to digital technology Within 3 years, through the “LEARN’in Auvergne” programme and in line with the four strategic scientific challenges, a set of multidisciplinary modules (in being integrated into the various master, engineer and doctoral courses as well as in continuing training), with a strong bias towards digital usage, will be setup. They are directed to the new professions and new skills needed for this digital transition, with the aim of improving employability. These new training modules will share a multi-disciplinary approach (between basic and social sciences) and interactions with socio-economic and territorial actors. The idea is to combine multi-disciplinary training within a number of applied domains. The package will combine new training (from “professional diplomas” to masters) with courses adapted to the new businesses, and it will also favour apprenticeship.
10 Headcount estimated on the training courses linked with the four strategic research areas. Confidential 41/69 IDEX/I-SITE WAVE 2 CAP 20-25 CALL FOR PROPOSALS SELECTION PHASE AMENDED PROJECT
The establishment of a strong link with research will be expressed by the creation of a research group to drive future training, and the reinforcement of the excellency chair programme of the CAP20-25 talent policy, for example on questions concerning digital usage and “law”, “economy and management”, “geography” or “social psychology”. The integration of digital technology into training and pedagogical innovation and the links with research in computer science, artificial intelligence and cognition sciences on the site give CAP 20-25 the means to achieve this ambition.
The main content of these training modules dedicated to the transition to digital technology will be as follows: • Agriculture and digital uses – precision agriculture: training for “management of precision agriculture” in its technical, economic, social, territorial and environmental aspects. Consequences for farmers (working) and local stakeholders (methods of discussion and collective action) would be analysed. This training at bachelor or masters level is devoted to the technicians and the farmers and will use the LIT on field crops in Auvergne, the mountain livestock living lab, and INRA/Irstea experimental sites. • Production systems and engineering of uses and services: the digital revolution (big data, connected objects) and technical evolution (robotics and cobotics) are questioning how we can adapt to the transformation of industry due to “servicization”. Given the strengths of the site, a cross between ergonomics / social psychology / management science / law / and engineering sciences could be mobilized on the issue of management and acceptance of change (digital uses, new services, corporate social responsibility, improvement of goods and service production systems, creativity) by integrating the themes of well-being at work and psychosocial risks. • Health and the digital domain: this enters into the dimension of "preventive healthcare" with the new challenges brought about by digital technology including in the field of reduced autonomy (mobility, accessibility), and well- being and public health policies. Bioinformatics could be integrated into the new masters on this topic which could include components on the law of large masses of data, or ethics in the dissemination of these results. • Management/prevention of natural and digital risks: the target is a master level course combining Earth-sciences and Human and Social Sciences profiles, which incorporates digital data through big data management and treatment (cf. forecasting, supervision of public facilities, etc.), the transmission of information to the population and relief coordination within the framework of public policies. • Development of digital territories and uses: Training in regional planning (masters level) could address the potential for digital technology and practices to be used for the development of all areas (urban and rural), the development of new economic activities related to digital and social innovations (start-ups, digital sector companies, traditional companies becoming more competitive and open to new markets), new services to people (including e-health, e-education, access to public services), environmental management or development of tourism. • E-training: development of masters-level training for school teachers, integrating digital educational innovations. This theme could notably build on the Clermont project e.P3C (Multiple Contexts, behaviour, Citizenship - Educational Cloud, the result of collaboration between researchers from 5 laboratories in Clermont Auvergne University) from the call e-FRAN (PIA call for tenders).
3.2.5 The “WOW!” (Wide Open to the World) Programme to boost international attractiveness The actions defining the “WOW!” programme will be undertaken to promote the CAP 20-25 teaching programmes and research activities at an international level. These measures are not only in line with the “multimodal innovation” approach requirements, but are also multi-site and multi-cultural.
The “WOW!” programme comprises a number of general initiatives: • A CAP 20-25 international commission, composed of a network of representatives from the participating educational institutions and/or research groups, whose mission will be to manage international policy and strategy, communicate on the various initiatives, and guarantee coherence between teaching and research by harmonising procedures, such as setting up recruitment selection criteria (scientific level, level of English, level of French, student ranking in previous study programme, sharing of university ranking), tests or interviews. • CAP 20-25 international communication: Offers and events will be promoted by a communications officer, who will work with international advertising agencies and/or the international networks of Limagrain and Michelin. • A Welcome and Accompaniment Unit will provide a personalised welcome and accompaniment services for incoming international mobility (students and researchers). This will be a “one-stop shop”, building on the experience of existing on-site services (e.g., Euraxess Auvergne, which aims to facilitate the stay of foreign researchers in the Auvergne, and the regional centre of student social services CROUS).
Confidential 42/69 IDEX/I-SITE WAVE 2 CAP 20-25 CALL FOR PROPOSALS SELECTION PHASE AMENDED PROJECT
• The significant reinforcement of the Auvergne Europe Unit, to make it an efficient engineering centre for European projects, accompanying researchers in the drawing up of project applications. The unit’s enhanced efficiency will also derive from a more rigorous strategy concerning the prioritisation of the various types of call for proposals. • CAP 20-25 “French language and culture” initiative: intensive French language courses for students and researchers, starting immediately on their arrival in France, for a faster integration through linguistic and cultural immersion. Creation of a mandatory French language module for international doctoral students. • The “Young Ambassadors” initiative, which aims at maintaining strong links with international students who continue to promote and participate in projects with the Clermont-Ferrand site after their return to their country of origin. This initiative will include the attribution of a grant for joint innovative projects and the “Clermont Citizens” label for the selected students.
In order to internationalise teaching programmes, the “WOW!” Programme will have specific educational devices with a digital orientation (virtual classes, joint teaching). In particular, special attention will be paid to creating and “CAP 20-25” labelling high-visibility international master’s courses in each Strategic Research challenge of the project (see Flagship course in section 3.7.3). In addition to the pre-requisites in terms of teaching innovation and the necessary relations with socio-professional partners, these masters will comply with high-quality pre-requisites to enable international students to acquire professional skills adapted to enterprise, with an understanding of the French language and culture, enabling them to be labelled “CAP 20-25 International Masters Degrees”. For instance, each master course will be taught entirely in English, contain modules of French language and culture and offer a Preparatory school of about two weeks before the masters for outgoing and incoming students. It will comprise a minimum of 60% students from abroad and 50% will be taught by international teachers and professionals. Selected students must be in the top third of their year group for their bachelor’s degree, and they must have a minimum level of B2 in English. The internationalisation of research is founded on two priority targets: the setting up and leading of networks or alliances, and international laboratories in collaboration with particular partners focussing on the CAP 20-25 Strategic Scientific Challenges. To accompany the implementation of this objective, the “WOW!” programme will implement several measures, namely: (i) a specific budget for the organisation of top-ranking international conferences in Clermont-Ferrand; (ii) supplementary grants for CAP 20-25 Masters degrees and PhD theses, the latter involving world-class researchers who will commit to spending 3 one-month periods in France to monitor the thesis work and develop collaborative projects; (iii) “High-level international researcher” initiative, comprising regular visits to Clermont-Ferrand of at least 1 month per year over a period of 3 consecutive years, to collaborate with Clermont colleagues on international projects; (iv) “International young talent” initiative for future researchers from foreign countries, to help them prepare applications to national research organisations; and (v) “Outgoing mobility” initiative for academics and researchers from Clermont-Ferrand, including remuneration to the institution whose faculty member is replaced during his/her international mobility.
3.2.6 The Campus @uvergne (Attractiveness to students) programme Attractiveness to students is envisaged on two levels: • Specific CAP 20-25 programmes (notably “LEARN’in Auvergne” and “WOW!”), along with a more ambitious structuring programme, which will engender an enhanced sense of belonging for Clermont Auvergne University students (see summarized and specific measure in the table below); • The “Campus @uvergne” specific measures aimed at enhancing students’ life through a stronger relationship between Clermont Auvergne University and the city of Clermont Ferrand, with the aim of strengthening the university involvement in the life of its fellow citizens.
In response to the second aspect (the first being covered in the preceding sections), CAP 20-25 will develop means of collaboration between the city and university to make the university more attractive. These measures have been elaborated together with all the stakeholders concerned (local politicians, student representatives, higher education stakeholders) and can be categorised into three groups: (i) a city-university collaborative framework in order to establish a co-creative process for a more attractive city; (ii) digital tools dedicated to helping with different aspects of student life; iii) specific measures aimed at boosting students’ responsibility and autonomy within the university.
Clermont Auvergne University combines a self-contained campus, located a short distance from the city centre with a large number of university buildings that are interwoven into the urban fabric and are spread across the city. This Confidential 43/69 IDEX/I-SITE WAVE 2 CAP 20-25 CALL FOR PROPOSALS SELECTION PHASE AMENDED PROJECT dichotomy results in two different relationships between the city and the university: on one hand academic activities and student life which take place at the campus and are managed by the university; and on the other hand a city- wide strategy focused on higher education and innovation in order to boost its dynamism. This situation has led to a two-fold policy of collaboration between Clermont-Ferrand and Clermont Auvergne University. Thus a key measure is an integrated urban project, to construct a new neighbourhood adjacent to the university campus, with community features such as a joint city-university childcare nursery, which opened in 2015. On the other hand, the university is prepared to play a role as co-developer of the city, rather than just an urban land user, and the city tries to find ways to involve students and academics in the utilisation of public spaces in the districts (notably the ones devoted to cultural, artistic and sports activities). For example, the city has decided to focus on one specific district to be called the “quartier latin”, which will concentrate student accommodation and services.
Transport facilities play a role in this two-fold policy notably the self-service bike offering, the construction of a new cycle paths and the existing tramway line that creates a direct link between the city and the campus. A night bus line opening in 2017 will complete this tramway line. Current studies are carried out by the Clermont-Ferrand urban public transport authority (SMTC) on new transportation deals (as a second tramway or bus rapid transit line) that could be beneficial for students. In 2016 the SMTC agency also organized a contest among start-ups companies specialized in mobility innovations. It will carry out the project during 2017, jointly with the winning company. Other projects could emerge in the coming years, for example: the implantation of autonomous electric shuttles inside the campus, to ease the way student’s moves inside it. Finally, reduced prices are available to all people aged less than 26.
The digital tools will include a “virtual student village”, which will cover all aspects of student life. This digital platform will be available via an Internet portal as well as via a smartphone app, channelling all information on student life, together with a set of services such as carpooling, events calendar, student newsletters and socio-economic links (e.g. internship and jobs offers, alumni management or professional-student forum). This platform can be adapted to the needs of students. Adding geolocation to the smartphone app would allow additional services, such as a virtual tour of the campus (facilitating mobility within the campus) and “follow me” printing services, making it possible to print any document from the closest printer available.
Finally, the current services provided by the Student Centre, will be broadened to increase student involvement in their community, for example student-run services like “solidarity” shops, associative co-working areas, dedicated events, etc. Studies will be carried out to create a new student card, “Cité Jeune”, which would combine access to the CROUS (regional student service agency) services, SMTC transportation and special offers for sport, culture and leisure. Due to the ongoing digital transition and current SMTC thoughts about digitization of transport tickets, the student card will be further digitised into a mobile application.
Target Level Origins of targeted Brief description of the attractiveness measure headcount concerned students in 4 years (L/M/D)
CAP 20-25 labelling for training courses and international National and master’s degree developed in partnership with the socio- 755011 M international students economic sphere New package of training courses dedicated to the transition to National and 500 M digital technology international students Enhancing the attractiveness of doctoral studies and supporting employment rate of PhDs (outward international National and 68012 D mobility, industrial partnerships, entrepreneurial training international students programmes, etc.).
11 Estimated student headcount for all CAP 20-25 courses 12 Estimated PhD students with focus on the strategic research challenges Confidential 44/69 IDEX/I-SITE WAVE 2 CAP 20-25 CALL FOR PROPOSALS SELECTION PHASE AMENDED PROJECT
International Welcome and Accompaniment Unit for personalised welcome of students (open all year including Foreign students in 13 holiday periods, housing for students attending CAP 20-25 7500 priority. Also accessible L,M,D labelled training programmes, etc.) for foreign researchers Foreign students + French as a foreign language 500 French students for L,M,D English courses National and Campus @uvergne actions 3700014 L,M,D international students
3.2.7 Procedures implemented to create new activities In CAP 20-25, new activities will be tightly monitored by the CAP 20-25 Council and assessed by the International Advisory Council and the Independent Audit Committee to ensure that these critical deliverables are implemented without any delay and have the anticipated structuring effect. The procedures for each domain of the Initiative are as follows: • Project teams dedicated to the major research structures derived from the Strategic Research Challenges (LIT Living Lab for Strategic Research Challenge 1, FactoLab for Strategic Research Challenge 2, Health and Mobility Centre for Strategic Research Challenge 3, Clermont Risk Centre for Strategic Research Challenge 4) will be set up. It is intended that these structures will become operational right at the start of the Initiative so that they can constitute a point of convergence for the scientific forces. Within 4 years, these structures will be fully staffed and structured and will exploit the research results investigated during this period. By the end of 10 years these structures will constitute excellence centres with international recognition. • A call for tenders through the “Emergence” programme will be organised each year for emerging topics to attract innovative projects. They will be selected in consultation with the International Advisory Council. • Regarding the flagship courses, priority will be given during the first 4 years to international master’s degrees in partnership with the socio-economic partners.
3.3. ROADMAP The CAP 20-25 project relies on Clermont Auvergne University, also referred to as the Target University for the Clermont Auvergne site. All the transformation processes implemented by the CAP 20-25 strategic lines will raise Clermont Auvergne University to a new academic reference model, bringing together the assets of disciplinary faculties and Engineering Schools into a single establishment, closely allied to research organizations and socio- economic partners. The Target University will build on the CAP 20-25 strategic lines to enhance the Clermont Auvergne academic site’s visibility at a national and international level for higher education, research and innovation, through a development policy to highlight its potential. Two parallel roadmaps are linked to this aim: • An institutional roadmap that will set up a general framework for the project and notably for the restructuring of the academic site’s research potential. • A global excellence roadmap that will be defined by the trajectories of the Strategic Research Challenges within the overall CAP 20-25 concept.
3.3.1 An institutional roadmap for a new academic reference model As of 1st January 2017, Clermont Auvergne University will coordinate the restructuring of the academic site with the aim of creating a new reference model for an integrated university. This process will, in its first stage, involve an experimental status that will be in fine validated in the long term. The institutional roadmap comprises three important milestones.
MILESTONE 1 - 2017: An integrated strategic steering Clermont Auvergne University is the Target University of the CAP 20-25 project and will be in charge of regional coordination (as defined by the 2013 Law on Higher Education and Research).
13 Estimated population of foreign students (+25% within 4 years) 14 Estimated overall students in the Clermont Auvergne site Confidential 45/69 IDEX/I-SITE WAVE 2 CAP 20-25 CALL FOR PROPOSALS SELECTION PHASE AMENDED PROJECT
Exploiting the possibilities offered by the 2013 Law on Higher Education and Research, Clermont Auvergne University will strengthen the restructuring of the academic site, organise the grouping of the Engineering Schools (SIGMA Clermont, ISIMA, and Polytech Clermont) into a National Polytechnic Institute (INP), and integrate the latter into the Target University.
Clermont Auvergne University will comprise a newly-formed joint Academic Board, uniting all higher education institutions from the academic site, which will coordinate the definition and implementation of common policies on training, research, student life and international outreach. The creation of this joint Academic Board goes beyond the CAP 20-25 framework (hence is not part of the CAP 20-25 governance), but is a crucial step in the restructuring of the Target University. Clermont Auvergne University will also oversee the common signature policy for all scientific publications and will apply a single seal under the name, “Université Clermont Auvergne”, to all diplomas awarded. It will also organise the standardisation of recruitment procedures for all partner (higher education) institutions, notably through communal work to define job profiles. It will also aid with the convergence and synergies between the Engineering Schools (SIGMA Clermont, ISIMA, and Polytech Clermont) in preparation for the creation of the INP by 2020.
MILESTONE 2 - 2020: A new integrated university model In 2020, Clermont Auvergne University will adapt its status to create and integrate the INP, bringing the Engineering Schools under supervision of the Ministry of National & Higher Education, and Research MENESR (SIGMA Clermont, ISIMA, and Polytech Clermont). The status of the INP within the Target University will grant it autonomy in terms of management of its own resources and the functioning of its internal bodies, in line with the socio-economic stakeholders.
Creation of the INP will guarantee closer coordination of scientific and training issues between Engineering Schools while ensuring a stronger link with socio-economic partners. The INP label will boost the national and international profile of the Engineering Schools while redefining the engineering training on offer at Clermont Auvergne University, as well as further developing the entrepreneurial and industrial culture. Therefore, this Engineering Cluster, within the Target University, will design and implement the new package of training courses dedicated to the transition to digital technology, as defined under the “LEARN’in Auvergne” guidelines (ministerial accreditation will be obtained during the next 2020 wave). It will also coordinate the innovation and student entrepreneurship policies.
The Engineering Schools which fall within other ministries (VetAgro Sup and Clermont-Ferrand Architecture School), will be associated to Clermont Auvergne University in 2017, and will subsequently become associate schools of the INP. They will therefore enrich the common research and training strategy in the field of engineering and can be joined later by other Engineering Schools (e.g. AgroParisTech). Such a restructuring scheme will strengthen cooperation through synergy and transversal ties, and will be implemented as soon as the INP is operational. This integrated alliance is the first in France to be under the auspices of several ministries and will underpin the restructuring dynamics of the whole academic site, while boosting international visibility.
MILESTONE 3 - 2025: An excellence university The final phase, 2020-2025, of the CAP 20-25 initiative is to implement an even more integrated site policy. This strategy will encompass all topics relating to the scientific policy, the overall educational and training offer (including life-long learning), international development, student life, and the dissemination of scientific and technological issues.
As a result of the restructuring processes within CAP 20-25, the « Université Clermont Auvergne » brand will become a catalyst for Clermont Auvergne higher education and research development at an international level. Clermont Auvergne University will demonstrate its capacity to integrate and develop the INP, relying strongly on research and having a high-profile national and international identity. This visibility will be possible thanks to the INP’s internal body being able to maintain links via its own excellence network while also being an integral part of the Target University strategy. The continuation of the experimental status beyond 2020 will depend on the legal situation in the future and will also take into account the conclusions of the experimental phase.
Confidential 46/69 IDEX/I-SITE WAVE 2 CAP 20-25 CALL FOR PROPOSALS SELECTION PHASE AMENDED PROJECT
This major evolution will allow the Clermont Auvergne site to improve its position within the Auvergne-Rhône-Alpes Region and to develop its complementarity with the other Regional university campuses in Lyon/Saint-Etienne and Grenoble/Alpes. This complementarity will be implemented in the overall Auvergne-Rhône-Alpes policy and more specifically the Regional scheme backing higher education and research. This scheme will enable the Auvergne- Rhône-Alpes Region (4th wealthiest Region in Europe) to promote the international dimension of these three campuses and their excellence programmes as defined in the Investments for the Future Programme. The CAP 20-25 strategic lines aim at enriching the Regional scheme, notably the strategic research challenges, but also transversal measures (instruments development and “Emergence” programmes).
3.3.2 Roadmap for the CAP20-25 programmes Besides the institutional strategy, roadmap for the CAP 20-25 strategic lines will result in a series of deliverables, such as the headquarters (2019) of the “Innovergne Hub” that will coordinate all innovation and technology transfer actions, and the dedicated Tech Transfer and Entrepreneurial Observatory “OITTE” (2018) for monitoring and .benchmarking on innovation systems ; the “Learning Centre” (2019) coordinating pedagogic innovation and the use of numerical tools; and the “Welcome and Accompaniment Unit” and “Auvergne Europe unit” services (2018), which are part of the project's internationalization strategy dedicated to inward mobility and European projects, respectively.
Beyond 2020, the Target University will be further built up to ensure the development and deployment of public- private structures and means. These partnerships will play a vital role in influencing the dynamic of the integrated strategy and reinforcing the cooperation between the higher education - research community and the representatives from the socio-economic world. In that respect, shared laboratories are excellent means of involving the socio- economic sphere in CAP 20-25, and a second shared laboratory with Michelin (dedicated to modelling and simulation of polymers) as well as a second Living Lab on herbivore farming (LIT mountain livestock) is planned.
Finally, CAP 20-25 Strategic Research Challenges will be designed around emblematic deliverables, whose trajectories will trigger a leverage effect which will be measured at the 4 and 10 year marks: • The SRC 1 will be based around three major deliverables: The Living Lab LIT on field crops in Auvergne; the Living Lab for livestock farming and the Environmental Cloud. • The SRC 2 will be based around three major deliverables: The FactoLab on smart production systems; the Prinsyp innovation platform; the AgroTechnoPôle for demonstration of Agrotechnologies. • The SRC 3 will be based on the Centre for personalised mobility that will play a key role in restructuring and reorganizing research and innovation in the health domain. • The SRC 4 will be based on the Clermont Risk Centre being the leading European centre for volcanic risk reduction research and capacity development, and a key player for general disaster risk reduction. The trajectory for these deliverables is presented in the tables below.
Confidential 47/69 IDEX/I-SITE WAVE 2 CAP 20-25 CALL FOR PROPOSALS SELECTION PHASE AMENDED PROJECT
Name of theme Current status Situation in 4 years Situation in 10 years
Applied biology and ecology are the most Development of multidisciplinary studies Leading European centre for higher visible disciplinary fields in Auvergne linking agriculture, environmental science, education and research in the field of according to OST. 2 scientists are on the engineering, and social science. integration of agrosystems into their environments and territories. list of the top 1% most cited scientists, Thomson Reuters Increasing visibility through the number of publications in journals ranked exceptional International leaders on the interactions or excellent (within their disciplines) and the between crops, livestock farming and the Percentage of scientific publications with rate of scientific publications with environment. Objective: 30% international cooperation (2013): 43.3% international cooperation – multidisciplinary publications, 80% Leadership of 19 national and 9 publications in journals ranked international projects (2010-2015): 12 Increased participation in national and exceptional or excellent (within their FP7/H2020 projects, the International disciplines), 65% of scientific publications international research networks and with international cooperation Wheat Genome Sequencing Consortium projects. The objective is to coordinate ~40 and International Wheat Research Initiative, Level projects at national and international levels Design and etc. Strong leadership through the coordination of national and international management National and international distinctions projects, leadership of scientific networks of agro- (2007-2015): 2 Gold Medals and 3 Silver (e.g. applications for EU funding and ecosystems within international networks beyond Medals from the French Agricultural Europe), coordination of large Academy; 2 American Dairy Science international projects (e.g. global research Association Awards ; 2 European alliance for agricultural Green House Federation for animal Sciences Awards ; 1 Gases) Fellow of the American Association for the Advancement of Science.
This theme unites the expertise of 19 research units 300 permanent staff, including 70 working New scientists from units specialised in Bringing together of scientists from Workforce in experimental units. environmental science and modelling : 370 agriculture, environment, social sciences, involved permanent staff and engineering: 420 permanent staff Impact Socio-economic partners: 48 partners Development of Intellectual Property and Co-opting of economic actors within the
Confidential 48/69 IDEX/I-SITE WAVE 2 CAP 20-25 CALL FOR PROPOSALS SELECTION PHASE AMENDED PROJECT
including Limagrain, Danone, DSM exploitation through patents and start-ups theme and creation of a network Nutritional Products, Merial, European Fur created comprising 80 socio economic partners Breeders Association, Adisseo. Boosting economic impacts with more and private-public labs. technological maturity (thanks to more private
Research contracts with socio-economic funding, the creation of private-public laboratories, the development of Societal impacts: partners (2010-2015): 88 contracts collaborations with CEA for precision • Contribution to ensuring food supply generating €10 M; 26 PhD contracts in agriculture) for humans, by promoting efficient and collaboration with private companies. Political impact: environment-friendly crop production
• At a national level, establishment of close and using non-competitive feed Patenting & Start-up creation (2010-2015): relations with the ministries of agriculture sources for herbivores. 35 published patents leading to 10 and environment to help define strategies • Contribution to protection of the exploitation licences and creation of 4 start- in accordance with the ‘Loi d’avenir environment and thus to human health ups. agricole’ • Contribution to the setting-up of national Political impacts: and international research agendas • Leadership in international forums for sustainable agriculture. • At international level, contribution to Leading position for the setting up of working groups of international national and international research organisations (e.g. European Food Safety agendas Authority working groups, European Investment Fund focus groups, UE Food and Agriculture Organization appraisal exercises).
Confidential 49/69 IDEX/I-SITE WAVE 2 CAP 20-25 CALL FOR PROPOSALS SELECTION PHASE AMENDED PROJECT
This theme is currently structured around “LabEx IMobS3”: to achieve all the Research centre of excellence with an the LabEx IMobS3 (focussed on objectives of the project. international leadership in smart systems
transportation systems). 40.7% Set up the a research centre of excellence, and services for production and "Engineering Sciences" scientific “Auvergne Excellence Engineering Centre”, transportation; boosting technology publications with international cooperation to: transfer to regional, national and (2013) • extend the key thematic topics to “Smart European industries, including the production systems” and “agrotechnology establishment of public/private partnership Level National and international distinctions systems” target markets; structures. (2007-2015): 1 CNRS Bronze Medal, 1 • increase the number and impact of the ERC starting grant and 4 IUF members. related scientific publications and Particular attention paid to socio- This theme combines the expertise of 9 reinforce international collaboration; economic impact: establishment around research units • reinforce the collaborative involvement of the ten-year horizon of an integrated specialists from different domains, in governance of all players in the field of Smart particular "Human and Social Sciences" "Engineering Sciences". systems and and "Engineering Sciences" services for 150 permanent members (LabEx IMobS3) 160 permanent members on IMobS3 and 360 permanent members Workforce production 180 permanent members on additional involved and topics, transportatio IMobS3 has a considerable impact on the "Transportation systems" : achieve all the Research centre of excellence combining n Clermont-Ferrand scientific community objectives of the IMobS3 project, including all the local strengths in the "Engineering working in the field of mobility (collaborative the final integrated scientific showcase Sciences" sector combination of specialists from different "Smart production systems": "Transportation systems": domains, significant contribution of human • Deployment of the shared laboratory • Maturation of innovative projects and resources, close ties with the (FactoLab) with Michelin; start-up incubation; competitiveness cluster ViaMéca and the • Technology demonstrators. • Experimental show-case for the Impact Michelin group, etc.) "Agrotechnologies": general public. "Smart production systems": • AgroTechnoPôle deployment; Socio-economic partners: 64 partners • Maturation of innovative projects and • Industrial excellence chair follow-up; including Véolia, Michelin, Nexter, start-up incubation; • Industrial demonstrators "Agrotechnologies": Hutchinson, Orange Lab, SNCF, Thales, • Integrated scientific showcase (Pavin Montoldre); Renault Trucks, PSA, EDF, Limagrain, • Maturation of innovative projects and
Saint-Gobain, Ligier Group and Aubert & incubation of start-ups; • Experimental show-case in agricultural Confidential 50/69 IDEX/I-SITE WAVE 2 CAP 20-25 CALL FOR PROPOSALS SELECTION PHASE AMENDED PROJECT
Duval context Patenting & Start-up creation (2010-2015): 25 published patents leading to 11 exploitation licences and creation of 7 start- ups. Recognized expertise in muscle, nutrition Functional Centre for personalised mobility Recognition of the entre as a reference for and mobility fields and flow from research to to coordinate and promote the projects. international partners. innovation in the field of individual mobility well organized through several synergistic Shared common exploratory tools (including Leadership in genetic and metabolic structures (Health & Mobility Federation, e-health tools) and high level platforms. exploration muscle. University Hospital) Integration of high ranking researchers working on mobility (with a package including work space, salary and financial International reference on the interactions Percentage of scientific publications within support). between mobility and microbiota, pain, international cooperation (2013): 38.2% in epigenetic, nutrition. Level biology and 28.3% in health. Identification of new markers and therapeutic targets. High level clinical expertise in motor disability in chronic and degenerative National and international distinctions (2007 Human – 2015): 3 CNRS Bronze Medals, 1 ERC diseases mobility for Creation of an open platform for exploring Starting Grant, 1 Medical Research muscular capacity and functionality. better health Foundation Award.
This theme unites the expertise of 7 research units 80 permanent researchers New researchers on intercurrent factors of 150 permanent staff working on human mobility: 120 total permanent staff mobility, supporting staff for the Workforce development of the Centre and the involved participation of health professionals involved in care and management of disabled patients. Leadership of national and European Implementation of cohorts of people with Key player in international networks on Impact projects (2010-2015): 54 projects reduced mobility or risk of disability. muscle diseases and intercurrent factors
Confidential 51/69 IDEX/I-SITE WAVE 2 CAP 20-25 CALL FOR PROPOSALS SELECTION PHASE AMENDED PROJECT
coordinated at national level, 7 at European of primary or secondary motor disorders level (including 2 FP7 projects). Active participation in interdisciplinary networks at the national and international Marketed food, drugs, and probiotics for Socio-economic partners: 31 partners level allowing applications to be made for mobility improvement. New therapeutic including Nestlé, Sanofi, Cyclopharma, European grants. concept involving stem cells with Biogemma and Healthcare Clusters. improved regenerative capacities Implementation of mobility appraisal tools Patenting & Start-up creations (2010-2015): and nutritional and re-education pilot Guidelines for multimodal programmes for programmes. 23 published patents leading to 5 preventive and curative care. Incentive exploitation licences and creation of 1 start- programmes with therapeutic education to optimize the management of mobility in up. Creation of a pilot centre for physical activity within the work environment. hospitals.
Repositioning of drugs or pro-biotics for Promoting a concept of life based on different uses. mobility both within and outside the workplace including communication activities / education and urban development initiatives. This theme is structured around two LabEx ClerVolc: development of a leading Clermont Risk Centre: In addition to being LabEx: ClerVolc (volcanic hazards and research centre on volcanic hazards recognized as the leading European processes) and IDGM+ (new international LabEx IDGM+: development of a top think- Centre for volcanic risk reduction research development policies). tank-cum-research centre on sustainable and capacity development, the Clermont development Risk Centre aims at being identified as a key player for disaster risk reduction in Leadership on national and European general. projects (2010-2015): 29 projects Set up the “Clermont Risk Centre” with the Disaster risk coordinated at national level, 8 at Level aim of being recognized as the leading reduction European and international level. European centre for volcanic risk reduction Participation in several multidisciplinary research. Collaboration with GFDRR at the research consortia and long term Rate of scientific publications with World Bank and CADRI at the United interaction with international institutions Nations on disaster risk reduction. and acquired position of public policy international cooperation (2013): 69.2% in influence on disaster risk reduction Earth and Planetary Sciences, 24.5 % in humanities, 37.6 % in social science and Multidisciplinary research leading to 47.2% in mathematics publications in top journals in this field. National and international distinctions Increasing proportion of publications with Confidential 52/69 IDEX/I-SITE WAVE 2 CAP 20-25 CALL FOR PROPOSALS SELECTION PHASE AMENDED PROJECT
(2007-2015): 1 CNRS Silver Medal and 3 international collaboration for humanities CNRS Bronze Medals, 2 CNRS Excellency and social science. Chairs, 4 ERC starting and consolidator grants, 13 IUF members, 1 IRD Chair of Excellence, Houtermans Medal from the EAG, Plinius Medal from the EUG, etc.
Patenting & Start-up creation (2010-2015): 1 published patent.
This project includes 8 research units Permanent ClerVolc : 120 permanent members; The Clermont Risk Centre will encompass a The Clermont Risk Centre will mobilise a members IDGM+: 55 permanent members network of 200 permanent members. network of 230 permanent members + concerned Recruitment of a director and supporting staff supporting staff LabEx Clervolc: Crisis planning support Clermont Risk Centre: impact through Clermont Risk Centre: To develop and strategies to inform policy leaders. capacity development activities. knowledge exchange activities with the ongoing training of civil servants in several private sector, to leverage significant developing countries. Elaborating a full set of teaching modules in financial resources from governments, international institutions and the private disaster risk reduction for lifelong training of sector. LabEx IDGM+: Translate research into public officials. sustainable development and related field policy recommendations. It has informed Full exploitation of the synergies in Impact Advising several foreign governments on policy decisions at the United Nations, the disaster risk management in countries from different scientific disciplines to optimize European Commission, the G20 under the the southern hemisphere (primarily South the influence and impact on the socio- French presidency, and advised the America) French government for the COP21 economic realms. conference In addition to the cumulative impact of the LabEx activities, increased attention paid to the mobilization of resources from the private sector. Collaborations with private banks and insurance companies
Confidential 53/69 IDEX/I-SITE WAVE 2 CAP 20-25 CALL FOR PROPOSALS SELECTION PHASE AMENDED PROJECT
3.4. MEANS The Initiative members and the associated socio-economic contributors have combined the human and financial resources in order to achieve the CAP 20-25 roadmap objectives as defined in the previous sections. First of all, it should be noted that over the four first years, the financial leverage effect reaches a factor of almost 11 (56 M€ of PIA1/ISITE funding vs 594 M€ of total contribution from partners and socio-economic stakeholders) which highlights the strong level of commitment of the parties involved. The figures below show the breakdown of PIA1/ISITE funding and partner contributions per type of action planned. This preliminary allocation of resources may be adapted by the Clermont Auvergne University Board according to the yearly assessment of the results obtained which will be carried out by the independent Audit Committee. PIA1/ISITE Funding
2% Training
14% International 23% 7% Research
Structuring 6% Valorisation 48% Student Life
Figure 4: PIA1/ISITE funding and partners contributions allocations per action type
The Regional Council committed to provide a financial contribution in the same monetary range as the expected PIA2 funding support. Hence, the local authority allocated a €65 M budget over the 10 year period, drawn from the Region’s budget (€53 M) and the European Structural Funds programme (ESF, ERDF and EAFRD – 12 M€). Based on the regional priorities, the contribution for the first 4 years is €34.98 M.
The urban community of Clermont-Ferrand Clermont Communauté will also contribute to the project with a strong focus on “Innovergne Hub” programme, International outreach and the emblematic deliverables of the Strategic Research Challenges. For the first 4 years, this contribution amounts to €2.9 M.
Michelin will be involved by mobilizing full time researchers for the initiative, as well as specific resources for the strategic actions (and a particular focus on the FactoLab). It represents a total investment of €620 k/year [including €300 k/year in-kind contribution (R&D engineer time), €170 k/year on PhD students and €150 k/year on Post-Docs]. The contribution for the first 4 years is €2.48 M.
This financial support is in addition to the €150 k/year that is currently invested to support doctoral and post-doctoral contracts, as well as €450 k/year dedicated to a second shared laboratory devoted to modelling and simulation of polymers.
Limagrain agreed to invest €650 k for an industrial chair, €420 k for the recruitment of post-docs and €120 k for the creation of international master’s degrees. Limagrain will also provide €225 k/year of in-kind contribution (R&D engineer time, equipment, etc.). The contribution for the first 4 years is €2.1 M.
Health Clusters from the Health and Mobility Federation have jointly agreed to contribute to the project, providing a total of €3 M over the first 4 years (mainly an in-kind contribution in the form of R&D personnel).
The University Hospital CHU Clermont will mobilise resources of up to €3.4 M which includes 90% in-kind contributions from medical staff and 10% direct cash support. Other resources will come from ADIV (€1.1 M), Centre Jean Perrin (€0.7 M), Institut de l’Elevage (€0.38 M), ViaMéca and Céréales Vallée (€0.12 M) also combining in- kind contributions and direct financial support.
It is important to highlight the capacity of CAP 20-25 to mobilise strong support from these partners in order to reach the targeted results. In that respect, the total amount of the partners contributions (aside from higher education and research organisations), over the 4 years period, exceeds largely the ISITE requested funding (€46.93 M vs. Confidential 54/69 IDEX/I-SITE WAVE 2 CAP 20-25 CALL FOR PROPOSALS SELECTION PHASE AMENDED PROJECT
€36.94 M). The following figures show the proportion provided by each type of contributor and the comparison between the ISITE funding and external contributions. ISITE vs. Ext. Partners' Contributions (M€) Contributions per organisation type 2,5 Training 4% 2% 1,2 8,0 International 6,3 7,9 17,7 Higher Education Research
Research Body 3,4 3,8 Structuring 38% Territorial Authority 56% Valorisation Socio-economic 14,3 Student Life 18,7
Figure 5: Contribution per organisation type – ISITE (int. circle) vs. Ext. Partner’s Contributions (ext. circle)
Finally the requested capital grant increase (€370 M vs. the initial €320 M) can be explained through reinforced measures, notably: the Target University structuring (including the creation of the INP), the “Innovergne Hub” and Campus @uvergne measures.
3.5. HUMAN RESOURCES The CAP 20-25 consortium members decided to focus on a talent programme attractive to young researchers and post-doctorate students who will be selected according to their level of scientific excellence. This human resources policy is closely linked to the scientific challenges included in the scope of the CAP 20-25 initiative. Indeed, the very focused and specific themes based on the cutting edge excellence already present on the site is the first guarantee to attract the most talented young researchers and post doctorate students interested in these disciplines. A notable feature of this talent programme will be the attractive grants for Excellency Chairs, which will be publicised internationally, funded using resources from the CAP 20-25 project and allowing the research teams to propose doctoral contracts with revalued amounts. Moreover, the process already set up under the LabEx ImobS3, which provides each funded thesis with a grant for a foreign researcher to coach the work of the PhD student in Clermont- Ferrand (one month a year for 3 years), will be broadened to the entire CAP 20-25 propositions. Otherwise, it must be emphasised that the international visibility of the socio-economic stakeholders, particularly in the industrial sector (namely Michelin and Limagrain), will also help in the successful implementation of this talents programme.
3.5.1 Talent attraction policy
Post-doc Recruitment procedures have been greatly diversified and are managed by local research units and federative structures (research federations, LabEx, etc.). Postdoc can also be recruited via national proposals submitted by researchers in their own name rather than through a research organisation. Recruitment Most of the positions are open with respect to external funding (research contracts with procedure the socio economic sphere, national and European grants), internationally open and advertised in global publications. Financial support from the Regional Council requires that only foreign post-docs are recruited. Two types of Post-Doc will be recruited: • Postdoctoral projects defined by the Strategic Scientific Challenges • Postdoctoral fellowships on independent research of the applicant’s choosing Confidential 55/69 IDEX/I-SITE WAVE 2 CAP 20-25 CALL FOR PROPOSALS SELECTION PHASE AMENDED PROJECT
(emerging topics within the Strategic Scientific Challenges).
Measures from CAP 20-25 will aim at harmonising recruitment procedures across the whole academic site (firstly in the Strategic Research Challenges). The following criteria will be applied: • Recruitment of external post-docs (who did not gain their doctoral thesis in the Auvergne) • International publication of open positions • Postdoctoral applications require the submission of a curriculum vitae, a letter of motivation, the names of three referees, copies of no more than five publications and, for postdoctoral fellowships, a research project.
For the first 4 years, 41 new postdocs will need to be recruited in order to achieve the strategic goals. This will be in addition to the postdocs already funded by the PIA1 projects. Currently fixed term contracts. The employers are governing bodies of the local research units. Postdoctoral contracts are for 18 months, renewable for a further 18 months after submission of a progress report and positive mid-term assessment by an intra- Type of contract (and Strategic Scientific Challenge committee. Postdocs on inter-laboratory projects are co- name of employer) directed jointly by staff from the different laboratories, in order to expand the frontiers of the scientific field being investigated. Post-docs will remain on fixed term contracts. The employers will evolve during the restructuring of the academic sites. Ultimately the employers will be the “target university” and the national research organisations Currently the remuneration policy depends on the type of employer (national research organisations and higher education establishments) and the funding sources (Regional Council, research contracts) Remuneration policy CAP 20-25 aims to harmonise the remuneration policy (independent of the employer). Two levels of remuneration will be defined, depending on experience (more or less than 5 years of experience).
"Tenure track" actions or arrangements
Currently there is no real “tenure track” procedure applied by one of the members of the initiative. Successful academics obtain tenure at an early stage of their career: Assistant Professors at public universities and Research Fellows at research centres are granted tenure after a probation period of approximately one year. Academics have a status of civil servants. Recruitment The tenure track procedure will be defined in coherence with the post-doc recruitment procedure procedure. Thus the post-doc contract will act as a probationary period for obtaining a permanent position as a researcher or lecturer-researcher. This will require new positions to be created in advance, alongside very precise position descriptions to ensure that the permanent position will match the excellency of the young researcher. The junior chairs will be part of this tenure scheme (see below). For the first 4 years, 5 critical profiles have been identified within the strategic lines. Type of contract (and Current: Non Applicable name of employer)
Confidential 56/69 IDEX/I-SITE WAVE 2 CAP 20-25 CALL FOR PROPOSALS SELECTION PHASE AMENDED PROJECT
During the probation period, tenure candidates will have fixed-term contracts. Employers will evolve throughout the restructuring of the academic sites. Ultimately the employers will be the “target university” and the national research organisations
Current situation: Non Applicable Duration of procedure Probation period will be set up as a three year period.
Current situation: Non Applicable
Success of the tenure track system relies on the capacity to retain the excellent profiles Remuneration policy at the point of switching from post-doc to permanent position. To that end CAP 20-25 will implement an initial remuneration policy in the form of excellence bonuses (Ph.D. and Research Supervising Bonus, Excellent Publication Bonus, “CAP 20-25 Academy” programme), as well as creating favourable environmental measures (see below).
Current situation: Non Applicable
Career management A permanent position will be provided if the candidate has proven his/her excellence and reached objectives during the probation period. This tenure measure will necessitate the allocation of vacant positions (and consequently the anticipation of such allocations when an excellence chair is created) and the organisation of recruitment procedures with precise targeted positions. Currently a number of measures are available (teaching time-release, excellency chair Planned from the Regional Council) but are not systematically employed. environmental Attractiveness will not only rely on the remuneration policy but also comprise teaching measures release measures (two thirds of the overall teaching load), budget provision for their participation in international conferences and additional means for research activities.
High scientific and technical potential
There are currently two types of high scientific profiles recruited for the research and teaching activities: • Invited professors enrolled by higher education institutions and whose candidacy is evaluated by the internal scientific council; • Excellence Chairs/Industrial Chairs enrolled either by higher education institutions or research organisations. Their candidacy is validated by the internal scientific Recruitment council and agreed by the co-funder of the chair (territorial authority or socio- economic partners for industrial chairs). procedure Specific recruitment procedures have been defined within the LabEx (candidacies are evaluated by the steering committees and external scientific councils). In CAP 20-25, candidates will be selected by the initiative governance on the quality of their project and its contributions to the CAP 20-25 excellence. Recruitment procedures will be harmonised for all institutions but will take into consideration the specificities of the talent pools for each scientific domain. Senior chairs (described below) are part of Confidential 57/69 IDEX/I-SITE WAVE 2 CAP 20-25 CALL FOR PROPOSALS SELECTION PHASE AMENDED PROJECT
this scheme. For the first 4 years, a total of 6 Excellence Chairs and 97 visiting professors have been budgeted for the strategic lines. In addition to this, 8 Excellence Chairs have been provisioned for emerging topics. Excellence chairs are recruited on a fixed term contract. Visiting professors keep their contracts with the institution they originate from. Specific (fixed term) contracts can be agreed in order to provide additional remuneration. Type of contract (and The employers are governing bodies of the local research units. name of employer) The type of contact will remain the same (fixed term basis). Employers will evolve throughout the restructuring of the academic site. Ultimately the employers will be the “target university” and the research organisations The remuneration policy is currently highly flexible and depends on negotiations with the candidates. Remuneration policy The remuneration policy will be harmonised based on an international benchmark. The level of remuneration will be agreed following recommendations of the International Advisory Council.
As non-permanent staff, they are not supervised by human resource services.
Career management A set of measures will be implemented so each visiting professor or non-permanent researcher funded through an excellence chair can become part of the Clermont Auvergne international network (fellowship awarded, networking service, etc.) Currently top quality researchers benefit from additional means (lab environment, PhDs, etc.) Planned environmental In CAP 20-25, part of the funding can be used for the installation and housing of the chair recipient. Selected projects could also receive additional resources from national measures research organisations and regional authorities. Industrial chairs will also have supplementary financing for the package offer and will be partly funded by socio- economic partners..
3.5.2 Human resources policy: definition and implementation The CAP 20-25 HR policy will aim at attracting the best national and international researchers and lecturer- researchers. This will be done by offering them the optimal conditions to achieve their potential, in coherence with the CAP 20-25 objectives, and the Clermont Auvergne Higher Education & Research policy. Proposed measures are: • Channelling the most promising PhDs towards an academic career by offering them fulfilling research conditions and by developing a dynamic policy of doctoral training aimed at enhancing its attractiveness via CAP 20-25 training measures. • Harmonising the talent policy and recruitment strategies between higher education institutions and national research organisations, matching the CAP 20-25 excellence requirements. This will be based on the best international standards and benchmarked with the talent policies of major national and international universities. • Favouring onward mobility, with the support of the International Welcome and Information Centre, by facilitating the installation of foreign researchers and setting-up Excellency Chairs attracting world class scientists. • Elaborating a more individualised HR policy aimed at optimising individual and collective commitments, and making it more possible to manage distinct career paths.
The HR policy will concern both permanent and non-permanent staff recruited within CAP 20-25: • Concerning the permanent staff, this policy is based on strong commitments by the higher education institutions and research organisations to prioritise the allocation of positions within the CAP 20-25 field, in the form of specifically CAP 20-25 labelled job profiles. The aim is to allocate 50% of the renewed positions to this labelling Confidential 58/69 IDEX/I-SITE WAVE 2 CAP 20-25 CALL FOR PROPOSALS SELECTION PHASE AMENDED PROJECT
procedure (vacant positions or free positions after retirement). This commitment has been confirmed by all higher education institutions and also by INRA and Irstea for researchers and engineers. Labelled job profiles will be validated by the Clermont Auvergne University Board and this pre-selection, due to its appropriateness and excellence, will be taking into account by the institutions and national research organisations in their final recruitment. These job profiles will benefit from the environmental measures and remuneration policies described before. • Concerning the non-permanent staff (post-docs, invited professors and support staff), they will be decided by the Clermont Auvergne University Board and assigned to the members of the Initiative. This policy will concern the candidates for postdoctoral projects defined by the Strategic Scientific Challenges, but also candidates for postdoctoral fellowships on independent research of the applicant’s choosing (emerging topics within the Strategic Scientific Challenges).
The CAP 20-25 HR policy will be structured around four specific measures: • The CAP 20-25 Excellency Chair programme will enrol non-permanent staff and will provide significant resources for the swift accomplishment of excellent research projects. Candidates will be selected according to the quality of their project and contributions to the CAP 20-25 excellence. Part of the funding can be used for the installation and housing of the chair's recipient. Selected projects can also receive additional resources from national research organisations and regional authorities. Industrial chairs will also have supplementary financing for the package offer and will be partly funded by the socio-economic partner. Two kinds of chairs will be proposed: senior chairs for researchers and lecturer-researchers having demonstrated their excellence at the international level; junior chairs for the most promising researchers.
• Complementary to these junior chair positions, the HR management procedures will be followed up by a “tenure track”-like measure aiming at securing the job position, provided that the candidate has proven his/her excellence and reached objectives during the probationary period. This tenure measure will necessitate the allocation of vacant positions (and consequently the anticipation of such allocations when an excellence chair is created) and specific recruitment for precise targeted positions. This tenure measure will be guaranteed priority access to the institutions' bonus policies in order to offer attractive salaries.
• The setting-up of a “without walls” academy (the “CAP 20-25 Academy” programme) to recognise and reward each year a small number (4 to 5) of professor-lecturer and/or researchers for their research excellence, as demonstrated by their international recognition. Members will be selected for five years by an internationally-renowned jury. Remaining in their home institution, they will benefit from teaching release measures (two thirds of their overall teaching load), specific bonuses, additional research means and budget provision for their participation in international conferences. Their lectures will be accessible to all students, within the CAP 20-25 perimeter. The “CAP 20-25 Academy” will constitute a continuously renewed network of academic excellence. It will contribute to the national and international academic reputation of the CAP 20-25 initiative.
• Supporting bilateral exchange between the academic and socio-economic worlds. Onward and outward mobility measures will comprise immersion programmes for researchers and lecturers in companies, enabling additional cooperation opportunities on innovation programmes. Meanwhile, invited staff from the socio-economic sphere will be hosted by CAP 20-25 laboratories.
3.6. MAIN COMMITMENTS The ultimate goal of the CAP 20-25 initiative is to strengthen the position of the Clermont site both at the scale of the newly defined Auvergne-Rhône-Alpes Region as well as at the scale of the national and international higher education and research ecosystem. The major level of commitment of all parties involved illustrated by the particularly high leverage effect (factor of 11) shows that the strategic objectives described above are entirely shared by all consortium members and external contributors. Indeed, they have collectively paved the way for this target by defining and prioritising a list of actions covering a wide range of closely linked topics: research, training, international development, enhanced relationships with the socio-economic representatives, student life and talents programme.
Therefore, the progress of the CAP 20-25 initiative will be overseen up by the governing bodies (and the Independent Audit Committee for the commitment of partners, financial management and resource allocation) through the assessment of the achievement of these planned targets based on criteria which make it possible to evaluate the improvement in the level of excellence, the international ranking and the use of allocated resources.
There is a great deal of ambition depending on these actions in terms of transformation of the current Clermont site. However, the consortium and external contributors are confident that the structural changes already launched in Confidential 59/69 IDEX/I-SITE WAVE 2 CAP 20-25 CALL FOR PROPOSALS SELECTION PHASE AMENDED PROJECT parallel with the I-SITE call, and the resources mobilised by the partners are strong assets and will be the key factors to success of the CAP 20-25 initiative.
Date of Nature of commitment Description of the indicator Target achievement Clermont Auvergne INP creation and integration in the Accomplished 2020 Structuring Target University Clermont Auvergne Association between the INP, VetAgro Enacted 2020 Structuring Sup and ENSACF Clermont Auvergne ISO9001 certification for the Target Achieved 2020 Structuring University services Clermont Auvergne Association between the INP and Enacted 2025 Structuring AgroParisTech Top 10 in France Clermont Auvergne Excellence ranking Permanent visibility in 2025 Structuring International rankings At least 50% for all Rate of publication with international Scientific Excellence Strategic Scientific 2021 cooperation Challenges At least 70% for all Rate of publication with international Scientific Excellence Strategic Scientific 2027 cooperation Challenges Participation in European/International Scientific Excellence +50% 2021 projects Participation in European/International Scientific Excellence +100% 2027 projects Research Federative Structures Scientific Excellence (Human Mobility, Risk); Living Lab & International visibility 2019 Shared Laboratory Valorisation and technologic Additional funding from the socio- +30% 2021 transfer economic sphere (research contracts) Valorisation and technologic Additional funding from the socio- +60% 2027 transfer economic sphere (research contracts) Valorisation and technologic Patents and Start-up creation +50% 2021 transfer Valorisation and technologic Patents and Start-up creation +100% 2027 transfer Training Learning Centre Opening 2019 % of students benefitting from Training 20% 2019 pedagogical innovations Training New interdisciplinary training package Created 2020 % of students benefitting from Training 80% 2025 pedagogical innovations International Overall amount of foreign students +25% 2021 International Overall amount of foreign students +50% 2027 International/Scientific Hosting of foreign researchers +25% 2021 Excellence International/Scientific Hosting of foreign researchers +50% 2027 Excellence Strategic link on several CAP 20-25 International Alliances Accomplished 2020 programmes
Confidential 60/69 IDEX/I-SITE WAVE 2 CAP 20-25 CALL FOR PROPOSALS SELECTION PHASE AMENDED PROJECT
International Alliances Overall institutional partnership Signed 2025
3.7. DEVELOPMENT OF THE PARTNERSHIPS 3.7.1 Development per sector Using the same three socio-economic sectors as in section 1.4 (examples of partnerships), the expected partnership development has been split into 3 tables, each related to the selected socio-economic sectors.
Socio-economic sector Agronomy & Agribusiness (including Environment Management) Funding (including IP Research organisations: +40% of private funding in CAP 20-25 sectors within revenues) expected from 4 years and +100% within 10 years. Development of the partnership with E2IA companies under the cluster. Creating a specific partnership with Limagrain leading to it becoming "Target University" the largest industrial partner with INRA in the Auvergne, with regular funding collaborations from €500 k per year, maturing in 4 years. Higher education Institutions: 25-30% of private funding via bilateral research contracts. More than 200k€ per year could be expected in terms of IP revenues. • Creation of a joint INRA-Université-Limagrain laboratory. • Creation of two public-private clusters : one in the meat sector, the other on Example of an expected grass optimisation by ruminants flagship result • Living lab with Limagrain on field crops • Framework contract with Limagrain aiming at valorising side-products from agriculture (biopolymers transformed via additive manufacturing) Expected 4-year growth of See above. funding received
Industrial Engineering (Design, production and deployment of smart Socio-economic sector mechanical systems) Funding (including IP revenues) expected from +20% of private funding via bilateral research contracts. More than €200k per companies under the year could be expected in terms of IP revenues. "Target University" collaborations • Technologic transfer from the Strategic Scientific Challenge 2 to the Prinsyp platform for industrialisation. Example of an expected • Shared laboratory between the Strategic Scientific Challenge 2 and flagship result Michelin • Extension of results obtained in the automotive sector towards aerospace regarding hard material (titanium) machining Expected 4-year growth of See above. funding received
Socio-economic sector Healthcare and Pharmaceuticals Funding (including IP Research organisations: +40% private funding in this sector within 4 years and revenues) expected from +100% within 10 years. Significant partnership development with the future companies under the MOBILITY cluster to make it a major partner (annual contribution> €200 K) maturing "Target University" in 4 years collaborations Higher education Institutions: up to 25% private funding via bilateral research contracts. More than 200k€ per year could be expected in terms of IP revenues.
Confidential 61/69 IDEX/I-SITE WAVE 2 CAP 20-25 CALL FOR PROPOSALS SELECTION PHASE AMENDED PROJECT
Example of an expected Creation of a joint laboratory INRA-ALMERYS maturing in 4 years. flagship result Shared foundation with SANOFI Expected 4-year growth of See above. funding received
3.7.2 Non-recurrent funding Expected growth Funding (annual for the 4 years to average in K€) come (in %) Direct research contracts 13 484 K€ +24% with companies CIFRE theses (sum of the salaries and the 786 K€ +15% support contracts) Subsidised collaborative research projects 15 0614 K€ +17% (Europe, ANR, etc.) Patronage 808 K€ +10% 963 K€ (Innovation & Others (specify) +8% Sectorial Grants) Total 31 655 K€ +27%15 Share of this total Current (in %) Target (in %) managed jointly by the consortium 0%16 57%17
3.7.3 Flagship courses developed in partnership with the socio-economic sphere The following flagship courses have been selected in coherence with the strategic research challenges: Nature Current L, 4-year of headcount Nature of M, D Title of the course target audience if audience or headcount in 4 applicable NQ years Territorial Development and New Rurality (Strategic Scientific Challenge 1) – Support from 65 CDC 65 CDC M territorial authorities in Greece and France Environment Management (Strategic Scientific N/A N/A 58 CDC M Challenge 1) - Support from EDF and the
15 The expected growth results from a weighted average of all members’ estimates. 16 No non-recurrent funding is presently jointly managed except for “Campus d’Avenir” funds that are managed by the higher education establishments which make up the Initiative. However, since these funds are very specific and far removed from the CAP2025 themes, they are not taken into consideration 17 According to the roadmap, external funding will be jointly managed by the Target University including the INP and in association with VetAgro Sup and Clermont-Ferrand Architecture School Confidential 62/69 IDEX/I-SITE WAVE 2 CAP 20-25 CALL FOR PROPOSALS SELECTION PHASE AMENDED PROJECT
Bretagne-Loire Water Supply Agency
Plant integrative biology and breeding (Strategic Scientific Challenge 1) – Support from Céréales N/A N/A 25 CDC M Vallée, Limagrain, Biogemma and BASF Animals and livestock farming (Strategic Scientific Challenge 1) – Support from currently identified N/A N/A 50 CDC M industrial partners Robotics (Strategic Scientific Challenge 2) – 30 CDC 40 CDC M Support from ViaMéca and Michelin Human Mobility (Strategic Scientific Challenge 3) – N/A N/A 40 CDC M Support from the local Health Clusters Human Mobility and Tools (Strategic Scientific CDC & Challenge 3) – Support from Clermont Hospital N/A N/A 30 L CL and the Jean Perrin cancer centre Economic Analysis and International Development (Strategic Scientific Challenge 4) – Support from CDC & CDC & 200 250 M the French Development Agency and the World CL CL Bank
4. GOVERNANCE, ORGANISATION AND STEERING In order to ensure a simple, effective and rigorous management and proper guidance of the project the governance is organized as follows at the strategic and decision-making level: • The Clermont Auvergne University Board is supplemented by representative from all CAP 20-25 core partners (all consortium and external partners as listed on the front page). It will be in charge of: o The allocation of the additional means brought by the project and the coordination of the specific means brought by the CAP 20-25 partners, in terms of management of both finances and human resources. o Supervision of Implementation and follow-up of CAP 20-25 strategic lines. This work will be prepared in advance by a specific council, termed the CAP 20-25 Council, including selected members (see below) from the project partners. • Two independent committees: o An international advisory council that will provide evaluations, advice and recommendations concerning the CAP 20-25 strategic actions and scientific projects. o An Independent Audit Committee that will assess the financial management of the project, the match between implemented actions and mobilised resources and the consistency between the resources employed and the contribution from different partners.
Strategic and decision-making level
International Clermont Auvergne Independent Audit Advisory Council University Board Committee Strategic and scientific Monitoring of the successful evaluation & Recommendations CAP 20-25 Council implementation of the project (commitments, financial management and human resources)
Operational management level
Figure 6: CAP 20-25 governing structure
Confidential 63/69 IDEX/I-SITE WAVE 2 CAP 20-25 CALL FOR PROPOSALS SELECTION PHASE AMENDED PROJECT
The main roles and composition of the different management boards at the strategic and decision-making level are summarised below:
Clermont Auvergne University Board The Clermont Auvergne University Board is the decision-making body of the project. It will meet every two months and is responsible for: • Ensuring the steering of the CAP 20-25 project; • Allocating resources between the different themes covered by the CAP 20-25 scope; Appointing the project leaders within CAP 20-25; Roles • • Evaluating the impacts of the project actions with the support of the International Advisory Council. • Validating of the strategic proposals over the medium to long term on all aspects of the project. The board takes note of the recommendations on the progress of the programme by the Independent Audit Committee. The elected members of the University Board supplemented by representatives of each group of Composition CAP 20-25 partners (higher education, research, health organization, business, local authorities) Decisions One vote per member and decisions taken at the simple majority
CAP 20-25 Council The CAP 20-25 Council is part of the Clermont Auvergne University Board. It will meet on a monthly basis and is responsible for: • Preparing the Clermont Auvergne University Board deliberations; Roles • Formulating recommendations on the CAP 20-25 steering; • Global monitoring of the CAP 20-25 actions (key indicators in terms of scientific, innovation, training and international excellence, as well as financial follow-up); • Carrying out strategic and prospective thinking over the medium to long term on all aspects of the project. The council is made up of members of the Clermont Auvergne University Board, at the suggestion of the relevant structures: 2 representatives of Clermont Auvergne University, 2 representatives of the Composition National Research Organisations, 2 representative of the Engineering Schools and 2 two representatives of the socio-economic world. The Project Leader is also a member of the council. Preparation of the decisions for the Clermont Auvergne University Board will be made based on a Decisions simple majority vote.
International Advisory Council The International Advisory Council will provide, in a prospective process, advice and recommendations on the CAP 20-25 actions. It will be responsible for: • Providing the Clermont Auvergne University Board with an evaluation of the strategic orientations of CAP 20-25; • Evaluating and delivering recommendations on CAP 20-25 job profiles issued by the Initiative Roles members and also on job applications related to the CAP 20-25 talent policy; • Formulating advice on the scientific topics that should be considered as a priority target; The International Advisory Council will present an annual evaluation to the Clermont Auvergne University Board on the strategic orientations of CAP 20-25 actions (research, training, technology transfer, etc.). The International Advisory Council, as a consultative body, will be composed of high level French and international scientists and socio-economic representatives. The members of this Council will be nominated by the Clermont Auvergne University Board with the following criteria: Composition • Max. of 15 members to ensure an appropriate responsiveness; • All members will be external persons; • The International Advisory Council President is appointed by the Clermont Auvergne University Board and will be an external member. Confidential 64/69 IDEX/I-SITE WAVE 2 CAP 20-25 CALL FOR PROPOSALS SELECTION PHASE AMENDED PROJECT
International experts will also be invited for the review of scientific results and recommendations for scientific orientations.
Independent Audit Committee The Independent Audit Committee guarantees compliance with the CAP 20-25 objectives, being in particular the guarantor of the financial conditions of the project. It will be responsible for: • Monitoring the successful implementation of the project notably the commitment of partners, as well as financial management and resource allocation; • Formulating advice in terms of management procedures; Roles • Analysing the issues formulated by the Clermont Auvergne University Board. It will also be able to tackle these issues if required. The Independent Audit Committee will present an annual evaluation to the Clermont Auvergne University Board of CAP 20-25 management procedures and key performance indicators. The Independent Audition Committee can also be solicited for specific counselling (notably mediation between partners) on specific issues. The Independent Audit Committee will be composed of three independent experts appointed by the Composition Clermont Auvergne University Board
The CAP 20-25 management has been defined as being a project-oriented, with clear organisation at the operational level involving an operational committee and two critical positions: • The Project Leader, chosen by all CAP 20-25 partners and also appointed as the Clermont Auvergne University vice-president in charge of PIA projects. The Project leader will lead the Operational Committee and liaise with the Clermont Auvergne University Board and the Independent Audit Committee to ensure the most appropriate implementation of CAP 20-25. • An Administrative Services Officer, chosen by the Clermont Auvergne University Board, who will be in charge of accessing the administrative services within Clermont Auvergne University for the efficient implementation of CAP 20-25. This post will encompass support duties, principally involving budgets, policies, procedures, organization, planning, contracts, facilities, systems, equipment, supplies and personnel.
Operational management level
Strategic and decision-making level
Day-to-day management of CAP 20-25 Operational Committee actions and reporting
Scientific Target University Challenges & Programs Structuring Horiz. Measures
Hub LEARN’in WOW! Talent Campus Instruments Emergence Inno- (International) SRC 1 SRC 2 SRC 3 SRC 4 Auvergne Policy @uvergne vergne
Figure 7: CAP 20-25 Operational organisation
Operational Committee The Operational Committee is responsible for the operational implementation of CAP 20-25 actions and will act as a support service for all day-to-day management activities within the project. It will be responsible for: Roles • General internal and external communication; • Management of administrative, contractual and financial aspects; • Reporting to the CAP 20-25 Council to ensure an efficient project organisation; • Quality assurance. Confidential 65/69 IDEX/I-SITE WAVE 2 CAP 20-25 CALL FOR PROPOSALS SELECTION PHASE AMENDED PROJECT
Monthly sessions will be organised to monitor the progress on the strategic actions and anticipate potential risks. The Operational Committee will be chaired by the Project Leader and will comprise 12 members including, the Administrative Services Officer, and the heads of the four scientific challenges and Composition strategic programmes [Horizontal measures (instruments & Emergence), “LEARN’in Auvergne”, “WOW!”, ”Innovergne Hub”, Talent Policy and Campus & Student Life]
The different actions implemented by the CAP 20-25 governance have an integrated dimension and aim to promote consistent level of quality across the project: • Dedicated project teams and management procedures will be set-up to carry out the planned actions and structuring deliverables. Project teams will put out an internal call for tenders to the CAP 20-25 Council, formulate precise human resource needs for specific expertise acquisition and will be in charge of the operational implementation of the actions. Depending on the nature of the project, the teams will receive support from the Initiative in diverse forms: financial support, publication of call for tenders, evaluation of applicants, and for the main CAP 20-25 strategic actions, support staff. • The diversity of actions to be carried out, especially for the strategic research challenges, will necessitate ad hoc assessment and financing measures, adapted to the specificity of each deliverable. In order to manage these specificities whilst maintaining consistency in the management and evaluation procedures, a common methodology will be elaborated and disseminated for the selection of internal projects subjected to the decision of the Clermont University board. This includes the creation of a small committee for each challenge (a manager and representatives of the scientific topics involved in the challenge) that will apply these selection and assessment procedures, and drawing on external expertise. • A Quality Management System will be set up, based on the best international standards for higher education and research. A quality charter will be drawn up in order to guarantee efficient procedures and the continuous improvement of methodologies via the support of technical and administrative services. • Monitoring procedures and tools will be set up and will provide information to the governing bodies. They will provide all the relevant indicators, associated datasets and analyses, in order to ensure a seamless supervision of the actions’ implementation and their impact on the academic site (transformation and structuring effect, goal achievements, and possible returns on investment). These tools will also be accessible to the support units of the project’s members so they can integrate the CAP 20-25 progress in their own follow-up. • Specific measures regarding the rights and obligations in terms of communication will be set up for the project. They will provide a framework for all the media and communication means used for the promotion of CAP 20-25. To this end, a communication plan will be established which will set out the goals and the means to achieve them, aimed at all target audiences. Communications actions will be assessed in terms of impact and efficiency, and corrective measures taken if necessary.
As requested by the Delta Document, the following table depicts the transfer of competences within the Target University. Already Transferred in Competences Distributed Transferred in 4 years transferred 10 years Common management Transferred to Recruitment of between (UCA/INP)19+ the future UCA X18 permanent staff VetAgro Sup (Target +ENSACF University)20 Transferred to Remuneration of Common management the future UCA X permanent staff between (UCA/INP) (Target University) Resource Common management Transferred to X management between the future UCA
18 Over the last 3 years, 30 positions have been pooled amongst the consortium members 19 UCA (Clermont Auvergne University) with experimental status to integrate the future INP; association with VetAgro Sup and ENSACF (Clermont-Ferrand Architecture School) 20 Depending on the experiment phase conclusions VetAgro Sup, ENSCAF and AgroParisTech may join the UCA Confidential 66/69 IDEX/I-SITE WAVE 2 CAP 20-25 CALL FOR PROPOSALS SELECTION PHASE AMENDED PROJECT
(UCA/INP) (Target University) Common management Transferred to Research contracts between (UCA/INP)+ the future UCA X management VetAgro Sup (Target +ENSACF University) Already Already transferred to IP management X transferred to the the SATT SATT Common management Transferred to Partnerships between (UCA/INP) + the future UCA X management VetAgro Sup (Target +ENSACF University) Common international Transferred to service between the future UCA International relations X (UCA/INP) + VetAgro (Target Sup +ENSACF University) Already PhD students Already transferred to X transferred to registration UCA UCA Master students Transferred to X Transferred to UCA registration UCA Bachelor students Transferred to X Transferred to UCA registration UCA Transferred to Students Common management the future UCA X management between (UCA/INP) (Target University) Transferred to Common seal between the future UCA Diplomas awarding X (UCA/INP) + VetAgro (Target Sup +ENSACF University) Transferred to Research policy X Transferred to UCA UCA Transferred to Doctoral schools X Transferred to UCA UCA Common management Transferred to Organization of between (UCA/INP)+ the future UCA teaching and X VetAgro Sup (Target educational activities +ENSACF University)
Confidential 67/69 IDEX/I-SITE WAVE 2 CAP 20-25 CALL FOR PROPOSALS SELECTION PHASE AMENDED PROJECT
GLOSSARY
• ADIV: Institut technique Agro-Industriel des filières viandes – Technical institute for meat products • ADEME : Agence de l’Environnement et de la Maitrise de l’Energie – French Environment and Energy Management Agency • AERES (now HCERES): Agence d’Evaluation de la Recherche et de l’Enseignement Supérieur – French Evaluation Agency for Research and Higher Education. • AgroParisTech: Institut des sciences et industries du vivant et de l'environnement - Institute for Life, Food and Environmental Sciences • ARIAA: Association Régionale des Industries de l’Agro-Alimentaire - Association of Regional Food Industry Companies • CAP3S : Comité d’Animation et de Suivi de la Politique Scientifique de Site – Clermont Auvergne Scientific Policy Committee • CEA: Commissariat à l’Energie Atomique et aux Energies Alternatives – French Alternative Energies and Atomic Energy Commission • CHU: Centre Hospitalo-Universitaire - University hospital • CJP: Centre Jean Perrin - Jean Perrin Cancer Center • ClerVolc : LabEx Clermont-Ferrand Centre for Volcano Research • CNRS: Centre National de la Recherche Scientifique - National Centre for Scientific Research • CPER: Contrat de Projets Etat-Région – Regional projects co-funded by the French state and the region • CROUS: Centre régional des œuvres universitaires et scolaires de Clermont-Ferrand - Regional centre of student social services. • E2IA: Éco-entreprises pour l’Innovation en Auvergne – Eco-business cluster in Auvergne • EAFRD: Fonds Européen Agricole pour le Développement Rural - European Agricultural Fund for Rural Development • E-FRAN : Espaces de formation, de recherche et d'animation numérique - Training, research and digital animation spaces ((PIA call for tender) • EHPAD: Établissement d'Hébergement pour Personnes Agées Dépendantes – Nursing home • Enita Clermont : Ecole National d’Ingénieurs des Travaux Agricoles de Clermont-Ferrand - National School of Engineers in Agricultural Techniques • ENSACF: École Nationale Supérieure d'Architecture de Clermont-Ferrand – Clermont-Ferrand Architecture School • ENSCCF: École Nationale Supérieure de Chimie de Clermont-Ferrand - Superior National School of Chemistry of Clermont-Ferrand • ERDF: Fonds européen de développement économique et régional - European Regional Development Fund • ESF: Fondation Européenne de la Science - European Science Foundation. • ESPE : École Supérieure du Professorat et de l'Éducation – Higher Education School for Teaching and Education • FERDI: Fondation pour les Études et Recherches sur le Développement International – Foundation for Research and Studies on International Development • FLEURA : Centre de Français Langue Etrangère et Universitaire en Région Auvergne – Centre for French as a foreign language in Auvergne • FRE: Fédération de Recherche en Environnement – Environmental Research Federation • IDELE: Institut de l’Elevage- French Livestock Institute • IADT: Institut d'Auvergne du Développement des Territoires – Auvergne Training Institute in Territorial Development • ICT: Technologies de l'information et de la communication - information and communication technologies; • IDGM+ : LabEx Initiative pour le Développement de la Gouvernance Mondiale - Initiative for the Development of Global Governance • IFMA: Institut Français de Mécanique Avancée - French Institute for Advanced Mechanics • IMOBS3: LabEx Innovative Mobility : Smart and Sustainable Solutions. • INP: Institut National Polytechnique – National Polytechnic Institute • INRA: Institut National de la Recherche Agronomique – National Institute for Agricultural Research • Irstea: Institut national de recherche en sciences et technologies pour l'environnement et l'agriculture - National Research Institute of Science and Technology for Environment and Agriculture
Confidential 68/69 IDEX/I-SITE WAVE 2 CAP 20-25 CALL FOR PROPOSALS SELECTION PHASE AMENDED PROJECT
• INSERM: Institut National de la Santé et de la Recherche Médicale – National Institute of Health and Medical Research • ISIMA : Institut Supérieur d’Informatique, de Modélisation et de leurs applications - Higher Institute for Computing, Modelling and Applications • LIT: Laboratoire d’innovation territorial - territorial innovation laboratory (living lab) • MENESR: Ministère de l’Education Nationale et de l’Enseignement Supérieur et de la Recherche – French Ministry of National & Higher Education, and Research • MIU : Maison Internationale Universitaire – International Academic House • OITTE : Observatoire de l’Innovation du Transfert Technologique et de l’Entrepreneuriat - Tech Transfer and Entrepreneurial Observatory • OST: Observatoire des Sciences et des Techniques - French Observatory on Science and Technologies • PAVIN: plateforme Auvergne pour véhicules intelligents - Auvergne platform for smart vehicles • PEEA : Pôle Entrepreneuriat Etudiant Auvergne – Auvergne Student Entrepreneurship Centre • PIA : Programme Investissements d’Avenir – Investments for the Future Programme • Polytech Clermont: Centre universitaire des sciences et technique – University Centre for Sciences and Technology • PRES : Pôle de Recherche et d’enseignement Supérieur Clermont Université - Clermont Université Higher Education and Research Alliance • S3 : Stratégie de Spécialisation Intelligente Européenne – European Smart Specialisation Strategy • SATT: Société d’Accélération du Transfert de Technologie – Technology Transfer Company • SIGMA Clermont: Engineering School for advanced technologies (resulting from the merger of IFMA and ENSCCF) • SME: Small and Medium Enterprise – Petite et Moyenne Entreprise • SMTC: Syndicat Mixte des Transports en Commun de l'agglomération clermontoise – Clermont-Ferrand urban public transport authority • SRESRI: Schéma Régional de l'Enseignement Supérieur, de la Recherche et de l’Innovation – Regional Scheme for Research, Training, and Innovation • SRC: Strategic Research Challenge • SSH : Sciences Humaines et Sociales –Social Sciences and Humanities • STRATER: Stratégie Territoriale de l’Enseignement Supérieur et de la Recherche – Territorial Strategy on Higher Education and Research. • TNA/ACTRIS • UBP: Université Blaise Pascal – Blaise Pascal University • UCA: Université Clermont Auvergne – Clermont Auvergne University (resulting from the merger of UBP and UdA) • UCAA: Université Clermont Auvergne & Associés – Clermont Auvergne University & Associates • UCISA : Universities and Colleges Information Systems Association • UdA: Université d’Auvergne – University of Auvergne • VetAgro Sup : Institut d'enseignement supérieur et de recherche en alimentation, santé animale, sciences agronomiques et de environnement - Institute of higher education in food science, animal health, agricultural and environmental sciences
Confidential 69/69