DOCSLIB.ORG

Fifth FP7 Monitoring Report

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Fifth FP7 Monitoring Report Fifth FP7 Monitoring Report MONITORING REPORT 2011 29/08/2012 TABLE OF CONTENTS 0 EXECUTIVE SUMMARY .......................................................................... 1 1 INTRODUCTION .................................................................................. 2 2 FP7 PARTICIPATION PATTERNS IN 2011 ................................................ 4 2.1 Overall participation ........................................................................ 4 2.1.1 Calls, proposals, applicants and corresponding success rates ...................... 5 2.1.2 Project costs, requested EU contribution and corresponding success rates ... 5 2.1.3 Signed grant agreements, participants and EU contribution ........................ 9 2.2 Participation by funding scheme...................................................... 9 2.3 Participation by type of organisation ............................................. 10 2.3.1 Academia participation ......................................................................... 12 2.3.2 Participation of research organisations.................................................... 13 2.3.3 Industry participation ........................................................................... 13 2.4 International and regional dimensions of FP7 ............................... 17 2.4.1 EU Member States ............................................................................... 18 2.4.2 Candidate and Associated Countries ....................................................... 20 2.4.3 Third Countries .................................................................................... 22 2.4.4 Regional dimension .............................................................................. 24 2.5 Women participation and the gender dimension in FP7 ................. 29 2.5.1 Patterns of women participation in FP7 projects ....................................... 29 2.5.2 Women participation in FP7 advisory groups, panels and committees ......... 32 3 FP7 IMPLEMENTATION IN 2011 – MANAGEMENT AND QUALITY ISSUES ..... 33 3.1 Dissemination activities ................................................................. 33 3.1.1 Internet .............................................................................................. 33 3.1.2 National Contact Points meetings ........................................................... 35 3.2 Quality assessment of proposal evaluation and the redress procedure................................................................................................ 36 3.2.1 Proposal evaluation .............................................................................. 36 3.2.2 Redress procedure ............................................................................... 37 3.3 The FP7 Ethics Framework - Ethics reviews and ethics audits ....... 38 3.4 Time-to-grant ................................................................................ 40 3.5 Independent assessment of FP7 implementation by National Contact Points ......................................................................................... 41 3.5.1 Project life cycle .................................................................................. 41 3.5.2 FP7 in general context .......................................................................... 42 3.6 Simplification................................................................................. 44 3.6.1 Simplification measures in FP7 .............................................................. 44 3.6.2 Perception of simplification in FP7 by National Contact Points .................... 46 3.7 Monitoring sustainable development in FP7 .................................. 48 3.7.1 FP7 and the renewed EU Sustainable Development Strategy ..................... 48 3.7.2 Web-based monitoring tool on research for sustainable development ......... 49 3.7.3 Achievements regarding FP7 contribution to sustainable development ........ 49 4 FP7 IMPLEMENTATION IN 2011 – SPECIAL FOCUS ................................. 50 4.1 European Research Council ........................................................... 50 4.1.1 The ERC Executive Agency (ERCEA) ....................................................... 52 4.1.2 The ERC peer review evaluation process ................................................. 52 4.1.3 ERC calls ............................................................................................ 54 4.2 The Research Executive Agency (REA) .......................................... 55 4.2.1 The REA in 2011 ................................................................................. 56 4.2.2 Programme management in the REA ..................................................... 56 4.2.3 Overall appreciation ............................................................................ 58 4.3 Marie Curie Actions ........................................................................ 58 4.3.1 General overview ................................................................................. 58 4.3.2 Focussing on researchers' careers .......................................................... 59 4.3.3 Implementation of the calls ................................................................... 61 4.4 EURATOM ....................................................................................... 62 4.4.1 Nuclear fission and radiation protection .................................................. 62 4.4.2 Fusion energy ..................................................................................... 63 4.5 Joint Technology Initiatives........................................................... 64 4.5.1 Clean Sky Joint Undertaking .................................................................. 65 4.5.2 Innovative Medicines Joint Undertaking (IMI) .......................................... 67 4.5.3 ARTEMIS (Embedded Computing Systems) and ENIAC (Nanoelectronics) Joint Undertakings ................................................................................................ 68 4.5.4 Fuel Cells & Hydrogen Joint Undertaking (FCH JU) ................................... 71 4.6 Article 185 (ex-169) Initiatives ..................................................... 72 4.7 Risk-Sharing Financial Facility (RSFF) ........................................... 74 4.8 Participation of SMEs ..................................................................... 76 4.8.1 Funding for SMEs under the Themes of the Cooperation Programme .......... 76 4.8.2 Funding for SMEs under the Cooperation Themes by country ..................... 79 5 FP7 ACHIEVEMENTS AND FIRST PROJECT OUTCOMES ............................... 81 ANNEX A: MONITORING SYSTEM FOR FP7 ................................................... 82 ANNEX B: STATISTICAL TABLES ON PARTICIPATION PATTERNS ....................... 85 ANNEX C: STATISTICAL RESULTS OF NCP SURVEY ON FP7 PROMOTION AND IMPLEMENTATION IN 2011 ......................................................................... 91 ANNEX D: GLOSSARY ............................................................................ 100 ANNEX E: KEY REFERENCES ................................................................... 103 0 EXECUTIVE SUMMARY The Fifth FP7 Monitoring Report covers the implementation of the Framework Programme in the years 2007-2011. It is based on the FP7 Monitoring system, which was designed as an internal management tool using a core set of performance indicators. In section 2 this document provides a detailed analysis of FP7 participation patterns in 2011. FP7 implementation management and quality issues are the focus of section 3 and include the current situation with regard to the simplification process and also the results of a survey on the perception of FP7 implementation and simplification by National Contact Points (NCPs). Section 4 presents some of the elements of the Framework Programme which deserve a special focus. Section 5 looks at the early achievements of the programme. The FP7 Monitoring system is complementary to existing systems of data collecting and monitoring at operational level and within different DGs. While a substantial part of the report is based on existing material which has been already (at least partially) released, each annual Monitoring Report provides an integrated view on the different strands of FP7 activities. The following selected facts and figures highlight some of the main findings of this report: . The magnitude of FP7 is illustrated by the impressive participation figures: During the first five years of FP7, 307 concluded calls received more than 95.000 proposals, out of which more than 79.000 – involving a staggering more than 386.000 applicant organisations and individuals – were included in the evaluation procedure, and more than 16.000 – involving more than 85.000 participants – were finally retained for negotiations, with a corresponding requested EU funding of € 25,7 billion. Proposals and applicants had an average success rate of 20% and 22%, respectively. On the participation of Small and Medium Enterprises (SMEs), it is estimated that during the first five years of FP7 implementation 17% of all participants in signed grant agreements were SMEs. On the gender dimension of FP7 participation, it is estimated that 26% of contact persons for scientific aspects in FP7 funded projects are female. A more detailed analysis shows significant variations among the different thematic areas of FP7 as well as among the EU Member States. The significant international dimension of FP7 is illustrated by
Load more

Recommended publications
  • Issue 2 – 2018
    BULLETIN AEROSPACE EUROPE INTERVIEW WITH FLORIAN GUILLERMET EXECUTIVE DIRECTOR OF SESAR JOINT UNDERTAKING June 2018 / The Bulletin of the European Aerospace Community / ww.ceas.org COUNCIL OF EUROPEAN AEROSPACE SOCIETIES LIFE OF CEAS AEROSPACE EUROPE CEAS WHAT DOES CEAS OFFER YOU ? The Council of European Aerospace Societies (CEAS) is KNOWLEDGE TRANSFER: an International Non-Profit Organisation, with the aim to n A structure for Technical Committees develop a framework within which the major European Aerospace Societies can work together. HIGH-LEVEL EUROPEAN CONFERENCES: It was established as a legal entity conferred under Bel- n Technical pan-European events dealing with specific gium Law on 1st of January 2007. The creation of this disciplines Council was the result of a slow evolution of the ‘Confe- n The biennial AEROSPACE EUROPE Conference deration’ of European Aerospace Societies which was born fifteen years earlier, in 1992, with three nations only PUBLICATIONS: at that time: France, Germany and the UK. n CEAS Aeronautical Journal It currently comprises: n CEAS Space Journal n 12 Full Member Societies: 3AF (France), AIAE (Spain), n AEROSPACE EUROPE Bulletin AIDAA (Italy), AAAR (Romania), CzAeS (Czech Republic), DGLR (Germany), FTF (Sweden), NVvL (The Nether- RELATIONSHIPS AT EUROPEAN LEVEL: lands), PSAA (Poland), RAeS (United Kingdom), SVFW n European Parliament ( Switzerland) and TsAGI (Russia); n European Commission n 4 Corporate Members: ESA, EASA, EUROCONTROL and n ASD, EASA, EDA, ESA, EUROCONTROL, OCCAR EUROAVIA; n 7 Societies
    [Show full text]
  • Single Programming Document 2020-2022
    SESAR JOINT UNDERTAKING Single Programming Document 2020-2022 Edition date: 17 December 2019 Edition: 01.00 Status: Approved Abstract This document is the Single Programming Document of the SESAR Joint Undertaking (SESAR JU) for the 2020-2022 period. It provides multi-annual (2020 to 2022) and annual (2020) programming components and forms the multi-annual and annual work programmes of the SESAR JU. Once adopted, this Single Programming Document will replace the Single Programming Document 2019-2021 insofar as it refers to the years 2020 and 2021. FINAL DOCUMENT EDITION 01.00 © SESAR Joint Undertaking, 2019 Reproduction is authorised, provided the source is acknowledged. For any use or reproduction of photos or other material, permission must be sought directly from the copyright holder. PDF: ISBN 978-92-9216-122-4 doi: 10.2829/51363 Catalogue number: MG-04-19-437-EN-N 2 © –2019– SESAR JU Approved SINGLE PROGRAMMING DOCUMENT 2020-2022 Contents Abstract ................................................................................................................................... 1 Foreword .......................................................................................................................... 5 Document history ............................................................................................................. 6 List of acronyms and definitions ........................................................................................ 9 Mission Statement .........................................................................................................
    [Show full text]
  • Glossary Term Definition 3Di Three Dimension
    Glossary Term Definition 3Di Three dimension inefficiency score, a metric that incorporates flight path inefficiencies. ACOG Airspace Change Organising Group – the organisation that is commissioned by the DfT and CAA with coordinating and project managing the airspace changes needed to modernise the UK’s airspace (see AMS). AdP Aéroports de Paris ADS-B Automatic dependent surveillance – broadcast system. This is a surveillance technology in which an aircraft determines its position via satellite navigation and periodically broadcasts it, enabling the aircraft to be tracked independent of traditional radar. The receivers for ADS-B signals have to date been land-based. AENA Spanish company, 52% state-owned and 49% traded, that manages airports and heliports in Spain, and through a subsidiary has interests in the operation of 17 airports worldwide. Aireon Aireon manufactures, deploys, and operates a global aircraft LLC tracking and surveillance system, utilising satellite-based receivers to monitor the existing ADS-B transmissions of aircraft, for global air traffic surveillance. AIS The Aeronautical Information Service (AIS). NERL provides the Aeronautical Information Service as a specified service under its Licence. ANSP Air navigation services provider. Standard term for the organisations that provide Air Traffic Control services within a state or region. ATC Air Traffic Control Glos-1 ATCOs Air Traffic Control Officers are trained and licensed personnel responsible for the safe, orderly, and expeditious flow of air traffic in the global air traffic control system. ATM Air traffic management Beta (or β) A firm-specific measure of investors’ exposure to systematic risk C1 Average minutes of en route air traffic flow management delay attributable to air navigation services.
    [Show full text]
  • Safety at the Interfaces: Collaboration at Work
    EDITORIAL HindThe ability or opportunity to understand and judge an event or experience after it has occurred ight26 EUROCONTROL SAFETY AT THE INTERFACES: COLLABORATION AT WORK THE VOICE OF AN ANGEL HOW FIERCE COMPETITORS by Sidney Dekker JOINED FORCES TO MAKE OFFSHORE HELICOPTER FROM EXPERIENCE OPERATIONS SAFER REPORTS TO EXPERIENCE by Gretchen Haskins SHARING Plus much more on collaboration by Erick Hoarau, Florence-Marie Jégoux within and between organisations and Sébastien Follet COLLABORATIVE ADAPTATION IN A CONSTRAINED SYSTEM by Don Gyles and Chris Bearman Winter 2017 Winter FOREWORD Dear readers, The Network Manager works with 43 countries, over 500 airports and around 2,000 aircraft operators, as well as with the military and our aviation neighbours in other continents. So it is no surprise that collaboration is essential in everything we do. It’s never boring, frequently surprising and often a challenge. However, it can be very rewarding to build the relationships required and then to see them result in practical steps to improve the performance of European aviation, something that is vital as traffic is now clearly growing again. We have seen record numbers this year, with nearly 36 thousand flights on a single day. Over the whole year, we expect to handle around 10.6 million flights. In practice, this collaboration means maintaining effective working relationships with every Air Navigation Service Provider (ANSP) across Europe. We look at their performance, at their plans and at the forecast traffic levels; then we discuss how issues can be resolved, before they cause problems. Sometimes that means spending a lot of time with a particular country to see how to overcome a particular challenge.
    [Show full text]
  • Brexit: New Guidelines on the Framework for Future EU-UK Relations
    BRIEFING PAPER Number 8289, 19 April 2018 Brexit: new guidelines on By Library subject the framework for future specialists EU-UK relations Contents: 1. The new guidelines: background 2. Economic relationship 3. Climate change, sustainable development and cross- border pollution 4. Reciprocal access to fishing waters 5. Free movement 6. Transport 7. UK participation in EU agencies and programmes 8. Regulatory alignment and adherence to standards 9. Enforcement and dispute settlement 10. Other areas of cooperation 11. Areas of agreement and disagreement www.parliament.uk/commons-library | intranet.parliament.uk/commons-library | [email protected] | @commonslibrary 2 Brexit: new guidelines on the framework for future EU-UK relations Contents Summary 5 1. The new guidelines: background 8 1.1 The Article 50 process 8 Drafts and revisions 8 New guidelines are adopted 9 General principles are retained 10 1.2 Political Declaration on the framework for future relations 10 What will be in it? 10 Not legally binding 11 2. Economic relationship 12 2.1 Ambitious and wide-ranging free trade agreement 12 2.2 Trade in goods 14 2.3 Appropriate customs cooperation 16 2.4 Technical barriers to trade and SPS measures 17 2.5 Voluntary regulatory cooperation 20 2.6 Trade in services 20 2.7 Public procurement markets 24 2.8 Investments 27 2.9 Protection of intellectual property rights 29 3. Climate change, sustainable development and cross- border pollution 32 UK position 32 European Parliament position 32 3.1 Climate change 33 UK position 33 European Commission position on climate change 34 3.2 Sustainable Development 35 The Sustainable Development Goals 35 EU trade policy and sustainable development 36 3.3 Cross-border pollution 37 4.
    [Show full text]
  • Innovation in Action
    INN23-2O6 OVCTAOBERTION 2017 IN ACTION EUROPEAN PARLIAMENT STRASBOURG Meet the EU’s research and innovation public-private partnerships Meet the EU’s research public-private partnerships Europe needs world class research and innovation to maintain the quality of life of its citizens, and to ensure sustainable Bio-based Industries Joint Undertaking (BBI JU) is a partnership between economic growth and job creation. the EU and the Bio-based Industries Consortium and is about connecting key sectors, creating new value chains and producing innovative bio-based As European public-private partnerships (PPPs), the Joint products to develop sustainable bio-based industries in Europe. Undertakings (JUs) were set up to drive innovation in key industrial sectors, namely aviation, railway, electronic components & systems, health, fuel cells and hydrogen for transport & energy solutions, and bio-based products and Clean Sky develops innovative technologies to reduce CO , gas emissions 2 materials. and noise levels produced by aircraft by bringing together the aeronautics industry, SMEs, research centres and academia for the best innovative results. JUs are mission-oriented organisations addressing major global challenges. By mobilising actors and investors across sectors, disciplines and borders, JUs are able to create new A tripartite (EU/Industry Associations/Participating States) funding innovation ecosystems and work at the scale needed to deliver programme supporting world class Electronic Components and Systems, transformative breakthroughs. JUs do this by combining enabling Smart Solutions in key sectors such as mobility, health, environment, excellent science with a collaborative, open innovation energy, digital society and overall EU competitive manufacturing. approach that brings together partners and stakeholders from industry, SMEs, universities, research centres, civil society etc.
    [Show full text]
  • Interim Evaluation of the SESAR Joint Undertaking (2014-2016) Operating Under Horizon 2020
    Interim evaluation of the SESAR Joint Undertaking (2014-2016) operating under Horizon 2020 Final Report Written by: Paul Ravenhill, Tatjana Bolic Expert group: Tatjana Bolic, Paul Ravenhill, Helge Pfeiffer, Michael Dooms, Heather Allen June – 2017 EUROPEAN COMMISSION Directorate-General for Mobility and Transport Directorate E - Aviation Unit E3 - Single European Sky Contact: Octavian Vasile E-mail: [email protected] European Commission B-1049 Brussels EUROPEAN COMMISSION Interim evaluation of the SESAR Joint Undertaking (2014-2016) operating under Horizon 2020 Final Report Directorate-General for Mobility and Transport Single European Sky 2017 EUR EN PDF/Volume_01 Europe Direct is a service to help you find answers to your questions about the European Union. Freephone number (*): 00 800 6 7 8 9 10 11 (*) The information given is free, as are most calls (though some operators, phone boxes or hotels may charge you). LEGAL NOTICE This document has been prepared for the European Commission however, it reflects the views only of the authors, and the Commission cannot be held responsible for any use, which may be made of the information contained therein. More information on the European Union is available on the Internet (http://www.europa.eu). Luxembourg: Publications Office of the European Union, 2017 ISBN 978-92-79-70191-7 doi: 10.2832/69327 © European Union, 2017 Reproduction is authorised provided the source is acknowledged. Table of Contents 1. EXECUTIVE SUMMARY ............................................................................................ 8 2. INTRODUCTION ................................................................................................... 15 2.1. Purpose of the evaluation ............................................................................ 17 2.2. Scope of the evaluation ............................................................................... 17 2.3. Structure of the report ................................................................................ 17 3.
    [Show full text]
  • Joint Undertakings: Innovation in Action
    DIGITALISATION ENERGY TRANSPORT HEALTH GREEN TECHNOLOGIES CIRCULAR BIOBASED ECONOMY JOINT UNDERTAKINGS FOR CUTTINGEDGE RESEARCH IN EUROPE Bio-based Industries Joint Undertaking Luxembourg: Publications Office of the European Union, 2020 © European Union, 2020 Reproduction is authorised provided the source is acknowledged. PRINT ISBN 978-92-95221-01-7 doi:10.2885/693676 HS-02-20-603-EN-C PDF ISBN 978-92-95221-00-0 doi:10.2885/766310 HS-02-20-603-EN-N Bio-based Industries Joint Undertaking Luxembourg: Publications Office of the European Union, 2020 © European Union, 2020 Reproduction is authorised provided the source is acknowledged. PRINT ISBN 978-92-95221-01-7 doi:10.2885/693676 HS-02-20-603-EN-C PDF ISBN 978-92-95221-00-0 doi:10.2885/766310 HS-02-20-603-EN-N WHY DOES EUROPE NEED JOINT UNDERTAKINGS? CUTTING-EDGE RESEARCH & INNOVATION We are agile, efficient and truly inclusive public-private partnerships, capable of leveraging knowledge, skills and expertise. We keep ahead of the curve by delivering scientific excellence and innovation across key industrial sectors - smarter and greener mobility, innovative healthcare, improved circular economy, cleaner energy and better electronics. GREEN RECOVERY We are scaling up investments needed in strategic sectors in order to support the transition towards a green economy, meeting the goals of the European Green Deal and Digital Europe. ENHANCING EU COMPETITIVENESS Through a close cooperation of research and industry, and an alignment with other European and national policies, we effectively contribute to strengthening EU leadership on a global stage. MISSION-ORIENTED By embedding the partnerships within the EU’s policy and regulatory framework, we ensure that research is oriented towards the right priorities, bringing real added value to Europe’s economy and society and maximising the resources available at regional, European and global level.
    [Show full text]
  • Innovation in Action
    DIGITALISATION ENERGY TRANSPORT HEALTH GREEN TECHNOLOGIES CIRCULAR BIOBASED ECONOMY JOINT UNDERTAKINGS FOR CUTTINGEDGE RESEARCH IN EUROPE Bio-based Industries Joint Undertaking Luxembourg: Publications Office of the European Union, 2020 © European Union, 2020 Reproduction is authorised provided the source is acknowledged. PRINT ISBN 978-92-95221-01-7 doi:10.2885/693676 HS-02-20-603-EN-C PDF ISBN 978-92-95221-00-0 doi:10.2885/766310 HS-02-20-603-EN-N Bio-based Industries Joint Undertaking Luxembourg: Publications Office of the European Union, 2020 © European Union, 2020 Reproduction is authorised provided the source is acknowledged. PRINT ISBN 978-92-95221-01-7 doi:10.2885/693676 HS-02-20-603-EN-C PDF ISBN 978-92-95221-00-0 doi:10.2885/766310 HS-02-20-603-EN-N WHY DOES EUROPE NEED JOINT UNDERTAKINGS? CUTTING-EDGE RESEARCH & INNOVATION We are agile, efficient and truly inclusive public-private partnerships, capable of leveraging knowledge, skills and expertise. We keep ahead of the curve by delivering scientific excellence and innovation across key industrial sectors - smarter and greener mobility, innovative healthcare, improved circular economy, cleaner energy and better electronics. GREEN RECOVERY We are scaling up investments needed in strategic sectors in order to support the transition towards a green economy, meeting the goals of the European Green Deal and Digital Europe. ENHANCING EU COMPETITIVENESS Through a close cooperation of research and industry, and an alignment with other European and national policies, we effectively contribute to strengthening EU leadership on a global stage. MISSION-ORIENTED By embedding the partnerships within the EU’s policy and regulatory framework, we ensure that research is oriented towards the right priorities, bringing real added value to Europe’s economy and society and maximising the resources available at regional, European and global level.
    [Show full text]
  • Sesar and the Environment
    SESAR AND THE ENVIRONMENT founding members SESAR AND THE ENVIRONMENT / 02 / Air Traffic Management goes green. SESAR seeks to reduce the environmental impact per flight by 10%. SESAR AND THE ENVIRONMENT / 03 / Statement from the Executive Director SESAR’s mission is to build the future air traffic management system, able to cope with an expected doubling of flights in Europe by 2020. This new system does not only have to cater for safety, efficiency and capacity of air transport, but it also needs to allow for a sustainable growth. The future of air traffic management needs to be green. It is the societal responsibility of the aviation industry to make sure that we can diminish the environmental impact of air transport which currently accounts for about three per cent of total EU greenhouse gas emissions. One of the priorities of SESAR is to enable the reduction of the environmental impact per flight by ten per cent. We have already demonstrated that by using existing technologies more efficiently and by introducing greener procedures, emission reductions of up to two per cent can be achieved. Patrick Ky Executive Director of the SESAR Joint Undertaking Single European Sky Single European Sky ATM Research (SESAR) The Single European Sky (SES) is an ambitious initiative launched SESAR is the operational and technological dimension of the by the European Commission in 2004 to reform the architecture Single European Sky initiative. It will help create a ‘paradigm of European air traffic management. It proposes a legislative shift’, supported by state-of-the-art and innovative technology approach to meet future capacity and safety needs at a Euro- capable of ensuring the safety, fluidity and sustainability of air pean rather than a local level.
    [Show full text]
  • Interinstitutional Style Guide 2011.Pdf
    OA-31-10-655-EN-C European Union EN Interinstitutional © Photos: Getty Image; iStockphoto.com; European Union style guide 2011 EN 2011 Interinstitutional styleInterinstitutional guide doi:10.2830/36616 HOW TO OBTAIN EU PUBLICATIONS Free publications: • via EU Bookshop (http://bookshop.europa.eu); • at the European Union’s representations or delegations. You can obtain their contact details on the Internet (http://ec.europa.eu) or by sending a fax to +352 2929-42758. Priced publications: • via EU Bookshop (http://bookshop.europa.eu). Priced subscriptions (e.g. annual series of the Official Journal of the European Union and reports of cases before the Court of Justice of the European Union): • via one of the sales agents of the Publications Office of the European Union (http://publications.europa.eu/others/agents/index_en.htm). EUROPEAN UNION Interinstitutional style guide 2011 Brussels Luxembourg, 2011 This publication was produced by downloading files from the Interinstitutional style guide website in 2011. As the website is updated continuously it is recommended that, when using this paper edition, you check online for any modifications, notably by consulting the ‘News’ page: http://publications.europa.eu/code/en/en-000300.htm Europe Direct is a service to help you find answers to your questions about the European Union. Freephone number (*): 00 800 6 7 8 9 10 11 (*) Certain mobile telephone operators do not allow access to 00 800 numbers or these calls may be billed. More information on the European Union is available on the Internet (http://europa.eu). Cataloguing data can be found at the end of this publication.
    [Show full text]
  • NATS Statement of Case
    Prepared by: NATS (En Route) plc NATS Protected NATS (En Route) plc CMA Statement of Case - 28 November 2019 [RP3 Reference: NERL003] NATS PROTECTED NATS (En Route) plc 2 NATS Protected Page 2 of 199 NATS (En Route) plc 3 Table of contents 1. Foreword 8 1.1. Foreword by Martin Rolfe, CEO 8 2. Introduction 11 2.1. NERL’s request for a redetermination 11 2.2. Areas of focus for the CMA’s redetermination 13 2.2.1. Setting the right opex allowance 13 2.2.2. Setting the right capex allowance 14 2.2.3. Achieving the right level of capex governance 14 2.2.4. Facilitating technology based improvements in the Oceanic service 16 2.2.5. Setting the right cost of capital 16 2.3. Overview of the areas of difference between NERL and the CAA 17 2.4. Structure of the Statement of Case 19 3. Background to RP3 and the context for the CMA’s redetermination 23 3.1. Overview 23 3.2. Our approach to RP3 23 3.2.1. Key challenges facing NERL in RP3 23 3.2.2. The impact of our experience during RP2 32 3.2.3. Our approach to developing the RP3 business plan 36 3.2.4. We consider that our RP3 business plan best serves the public interest 40 3.3. Our concerns with the CAA’s RP3 Decision 43 3.3.1. The CAA’s RP3 Decision does not achieve the right balance in the public interest 43 3.3.2. Concerns about the CAA’s evidence base 45 3.4.
    [Show full text]