MARCH 2007
Third Status Report At the Launch on European of FP7 Technology Platforms Interested in European research? RTD info is our quarterly magazine keeping you in touch with main developments (results, programs, events, etc.). It is available in English, French and German. A free sample copy or free subscription can be obtained from: European Commission Directorate-General for Research Information and Communication Unit B-1049 Brussels Fax (32-2) 29-58220 E-mail: [email protected] Internet: http://ec.europa.eu/research/rtdinfo/index_en.html
This report was compiled by a European Commission Inter-Service Group on European Technology Platforms. It provides information on the current status and planned future activities of many of the European Technology Platforms, as well as outlining progress on a number of topical horizontal issues at the start of FP7, which is expected to contribute in a decisive way to the implementation of their Strategic Research Agenda. The report does not however represent any official position of the European Commission, nor do its contents prejudge any future Commission decisions in the research area or in other areas of Community policy.
EUROPEAN COMMISSION Directorate-General for Research Directorate C – European Research Area: Knowledge-based economy Unit C1 – European Research Area Policy
European Commission
Third Status Report At the Launch on European of FP7 Technology Platforms
Report compiled by a Commission Inter-Service Group on European Technology Platforms
March 2007 Directorate-General for Research EUR 22706 EN
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Table of contents
1. Introduction I
2. Major developments and events in 2006 II 2.1 An evolving role for European Technology Platforms II 2.2 The Vienna conference II 2.3 The European Investment Bank meets industrial leaders III 2.4 Lead markets: A key element of a broad-based innovation IV strategy for Europe 2.5 The launch of the 7th Research Framework Programme IV
3. Implementing the Strategic Research Agenda: the 7th R&D V Framework Programme and other sources of funding 3.1 Taking account of the ETPs' strategic priorities in designing FP7 V 3.1.1 The "Cooperation" Specific Programme VI 3.1.2 Joint Technology Initiatives VIII 3.1.3 RSFF and other FP7 instruments VIII 3.2 Other sources of financing IX
4. Current issues and future developments X 4.1 Efficient management, stakeholder involvement, openness and X transparency 4.2 ETP activities and platforms at national level X 4.3 Cross-platform interactions X 4.4 The international dimension XI 4.5 Advising on innovation-related aspects XI 4.6 Emerging ETP initiatives XI
5. Concluding remarks XII
Annex Detailed status reports on individual European Technology Platforms
1. Introduction The spring European Council in guidance and support to the ETPs, Brussels in March 2003 encouraged the counting on their work to better align EU European Commission to support the research priorities with industry's needs. European Research and Innovation Area by: "…creating European In order to secure implementation of Technology Platforms bringing together their SRAs, a primary objective of ETPs technological know-how, industry, is to influence industrial and research regulators, and financial institutions to policy, at EU, national and regional develop a strategic agenda for leading level, and to encourage public and technologies". private investments in R&D and innovation in key technological areas. In European Technology Platforms were addition, ETPs interact with and have a set up as stakeholder for a, led by positive impact on a wide range of other industry, with the objective of defining Community policies, such as medium to long-term research and sustainable development, health and technological objectives and laying transport, as well as on a range of down markers for achieving them. They broader societal issues. cover the whole economic value chain, ensuring that knowledge generated In practice, the positive impact of ETPs through research is transformed into is even more far-reaching: ETPs can technologies and processes, and play a role in shaping standards and in ultimately products and services. creating networks and associations at European, national and regional level; At the beginning of 2007, there are 31 they can provide significant input in ETPs up and running, spanning a wide identifying and overcoming unnecessary range of technologies which are key to regulatory and administrative barriers to Europe’s growth and competitiveness. commercialising the results of research Each of these ETPs has brought in Europe; and they can contribute to the together relevant stakeholders, definition of future education and reached consensus on a common training needs to help ensure the vision and established (and in some effective implementation of the cases already revised) a Strategic technologies developed. Research Agenda (SRA). The European Commission has provided
-I- 2. Major developments and events in 2006
2.1 An evolving role for European lead-markets. In this context, it will Technology Platforms conduct, after a public consultation including in particular the The role of the European Technology Technology Platforms and the Platforms can go beyond definition and Europe INNOVA innovation panels, implementation of a strategic research a detailed analysis of potential agenda for their specific technology or barriers to the take-up of new sector. In the so-called "Aho Report", technologies in a limited number of the Independent Expert Group on R&D areas. In parallel, using this appointed after the informal European experience, the Commission will Council in Hampton Court identified prepare a comprehensive lead- ETPs as a “key organisational markets strategy." innovation in the creation and exploitation of innovation-friendly The role of European Technology markets”1. The report concluded that Platforms has thus evolved: from “technology platforms form an effective defining strategic priorities for research vehicle for the course of action that we and development at European level to propose, allowing flexible use of contributing to set the framework under resources and the opportunity to which these investments will provide combine market creation and higher returns for the European technological development”. economy and society. This role will likely be strengthened in the near future. The recent decision on FP7, as agreed by the Parliament and the Council, 2.2 The Vienna Conference confirms that: A major Conference on ETPs4 "European Technology Platforms organised in May 2006 in Vienna during (ETPs) and the envisaged Joint the Austrian presidency, brought Technology Initiatives (JTIs) are together a wide range of stakeholders. particularly relevant for industrial At the conference, a consensus research … ETPs help the emerged that: stakeholders establish long-term strategic research agendas and · European Technology Platforms are can further evolve to represent an providing a valuable framework for important mechanism for fostering addressing ways to boost Europe’s European competitiveness.”2 competitiveness via research and innovation; In a recent Commission Communication outlining a broad- · The European Commission should based innovation strategy for the EU, continue and reinforce its open the role of European Technology coordination role into the future. Platforms to contribute to a new lead 3 The Conference also reacted positively market initiative has been outlined : to the suggestion of the European "The Commission will test in 2007 Commissioner for Science and a strategy to facilitate the Research, Mr Janez Potocnik, that emergence of innovation friendly European Technology Platforms would
1 Report of the Independent Expert Group on R&D and Innovation appointed following the Hampton Court Summit: ‘Creating an Innovative Europe’, January 2006 (page 25). 2 Decision 1982/2006/EC of the European Parliament and of the Council of 18 December 2006, published in OJ L 412 of 30.12.2006 (page 1). 3 COM (2006)502 of 13.9.2006; "Road map for a more innovative Europe", Action 9 4 cordis.europa.eu/technology-platforms/seminar_en.html
-II- extend their role to take a proactive potential sources of public and private approach to overcome barriers to funding. In this regard, FP7 should be innovation in Europe. ETPs could be recognised as only one, amongst a key in identifying what needs to be range, of potential sources of funding; done in relation to regulation, · ETPs should develop effective standardisation and public procurement. governance structures which are The Conference sought to identify ways flexible and adaptable as platforms to maximize the impact of ETPs and evolve. made the following main recommendations: 2.3 The European Investment Bank meets industrial leaders · ETPs should be focussed on areas which can contribute significantly to In the 5th meeting with industrial enhance competitiveness and Leaders of ETPs (October 2006), the address major European challenges; Commission brought together financial · The proliferation of platforms should experts of the ETPs with European be avoided, as this may lead to Investment Bank (EIB) representatives dilution of efforts; to discuss the potential of EIB instruments to finance ETP projects. · Increased cross-platform interactions should be encouraged with a view to In addition to this, the President of the addressing horizontal issues, EIB, Mr Philippe Maystadt, also exchanging good practice and delivered a keynote speech on EIB avoiding overlap of research financing instruments at the ETPs' activities; meeting with European Commission · ETPs should demonstrate a President Mr Barroso and continued commitment to openness Commissioner Mr Janez Potocnik in and transparency, thus involving a December 2006. broad range of stakeholders; they should publish clear terms of Projects within ETPs vary widely in reference on their website; they terms of investment cost, should build a long-term, implementation time frame, risk profile constructive inclusion process from and financing needs. Typical sources of an early stage, including targeted financing for industry are internal funds, actions to involve SMEs and civil or external grants and/or loans. society organisations; The EIB, together with its venture · Coordination and cooperation capital arm - the European Investment between ETPs and national and Fund - is a strong partner for fostering regional authorities, programmes RTD and innovation in Europe. One of and policies should be encouraged; the strategic priorities of the EIB is to · ETPs should explore possibilities to support research, development and establish common actions with other innovation, and the EIB selects projects programmes such as EU cohesion based on their economic and technical policy's Structural Funds and viability as well as their contribution to EUREKA and to strengthen funding EU policy objectives. The EIB financing synergies with national or regional, instruments may therefore be of as well as European funding substantial value to ETP projects, in schemes; they should develop viable particular the Risk Sharing Finance financial engineering strategies from Facility (RSFF), a new instrument of the an early stage and be creative in EIB and the European Commission, identifying
-III- which expands the Bank's basis for contribute to supporting the providing financing for high-risk R&D development of world-class markets in projects (see more details in section their respective sectors. 3.1.3). Some of the responses received constituted the core of the discussion 2.4 Lead markets: A key element of a th broad-based innovation strategy for held on 6 December 2006 at a meeting Europe between ETP leaders, Commissioner Potocnik and President Barroso. This Lead Markets are markets for new seminar focussed on Lead Markets, its research and innovation intensive potential for technology development in products / systems / solutions / Europe and the different perspectives on policy coordination across research- services, etc. for which Europe can 6 provide the initial marketplace and driven industrial sectors . European businesses have a potential The Commission's proposal to develop to become global leaders. They are a lead market initiative has been also markets that could benefit from endorsed by the Competitiveness public policy action at Community and Council in its December 4 meeting, and national levels to put in place the right a European Commission inter-service business framework conditions. In working group on lead markets has short, they are markets: been established to carry forward this · For research and innovation initiative, with the objective of proposing intensive goods, services or a number of lead markets pilot actions technological solutions, by September 2007. · With a high growth potential, in Relevant contributions from industry will Europe and globally, be taken into account in the · Where EU industry can develop development of this initiative. Ultimately, competitive advantage to lead a lead market approach can only global markets, succeed if there is buy in from industry and consensus amongst the various · Where action by the public sector stakeholders in a technology field. (as regulator, customer or facilitator) Dialogue with stakeholders, including can have a significant impact on ETPs, throughout the whole duration of their development. the process will be crucial. Following the internal debate on the lead market concept, stimulated by the 2.5 The launch of the 7th Research Aho report, the Commission proposed Framework Programme to develop a Lead Market initiative in its Communication "Putting knowledge In 2006, the 7th Framework Programme into practise: A broad based innovation for Research, Technological strategy for Europe" in September Development and Demonstration 20065. As part of a wider consultation Activities (2007-2013), hereafter FP7, exercise, ETPs were asked to propose has been officially adopted and specific actions (on regulations, launched. standards, IPR, public procurement and risk capital availability) which could
5 COM (2006)502 of 13.9.2006 6 cordis.europa.eu/technology-platforms/seminar_en.html -IV- This includes first and foremost the With the launch of FP7, a major – Decision on the Framework although not the only – element for the Programme7, but also the Regulation implementation of the Strategic on the Rules of participation and Research Agenda of European dissemination of results8 as well as the Technology Platforms is now in place. decisions on each of the 4 major Specific Programmes on Cooperation9, Ideas10, People11 and Capacities12.
3. Implementing the Strategic Research Agenda: The 7th R&D Framework Programme and other sources of funding
3.1 Taking account of the ETPs' In this way, the Commission has strategic priorities in designing FP7 ensured the industrial relevance of the Where they fit with objectives of the proposed research priorities of the ten European research policy, the Strategic Themes. As a result, the Council Research Agendas developed by ETPs decision on the "Cooperation" Specific have been taken into account in the Programme attributes a prominent role development of FP7, in particular the to the ETPs when it comes to the ten Themes of the "Cooperation" Programme's relevance to evolving Specific Programme and their needs and opportunities: respective work programmes for 2008. "The continued industrial “The 7th Framework Programme relevance of the themes, and the is better tailored to meet continued participation of industry industry’s needs. in them, will be ensured by Where industrially relevant, the relying, among other sources, on definition of work programmes the work of the various will draw on the Strategic "European Technology Research Agendas developed Platforms". This Specific by industry-led technology Programme, together with the platforms. These Strategic Re- contributions made by industry, search Agendas, presenting the will thereby contribute to the European dimension of research implementation of relevant challenges, also influence Strategic Research Agendas as national research programmes. those established and developed Furthermore, by always looking by the European Technology at the market potential of new Platforms where these present genuine European added inventions, they help to 14 overcome Europe’s weakness in value." commercialising the results of research."13
7 Decision 1982/2006/EC of the European Parliament and of the Council of 18 December 2006, published in OJ L 412 of 30.12.2006. 8 Regulation 1906/2006/EC of the European Parliament and of the Council of 18 December 2006, published in OJ L 391 of 30.12.2006. 9 Council decision 971/2006/EC of 19 December 2006, published in OJ L 400 of 30.12.2006. 10 Council decision 972/2006/EC of 19 December 2006, published in OJ L 400 of 30.12.2006. 11 Council decision 973/2006/EC of 19 December 2006, published in OJ L 400 of 30.12.2006. 12 Council decision 974/2006/EC of 19 December 2006, published in OJ L 400 of 30.12.2006. 13 Communication from the Commission: "Building the European Research Area of Knowledge and Growth”, COM (2005)118, 6 April 2005 (page 8). 14 Extract from the "Cooperation" Specific Programme, Council decision 971/2006/EC of 19 December 2006, published in OJ L 400 of 30.12.2006 (page 103). -V- 3.1.1 The "Cooperation" Specific In terms of the coverage of the ETP Programme15 SRAs by the "Cooperation" SP, a total of 70 cases where one or other of the 31 Close examination of the research SRAs is relevant to one or other of the priorities of the ten Themes of the 10 Themes of the Co-operation SP can "Cooperation" Specific Programme be identified. In addition, the extent to (SP) shows the influence of the ETP which the objectives / priorities of a SRAs. given SRA are covered in the relevant In some cases, a clear correspondence Theme of the "Cooperation" SP has can be established between the content been examined and was qualified as of an SRA and the priorities set out in either full, broad or limited (see figure the relevant Theme of the below). "Cooperation" SP16.
Coverage of SRAs in the relevant SP Themes
SP Themes: 1 3 7
SRAs : Non-R&D (e.g. regulatory) R&D relevant to Theme 1 R&D relevant to Theme 3 R&D relevant to Theme 7 [Non-FP7 R&D]
C Coverage “Full” “Broad” “Limited” :
FULL: meaning that the relevant objectives of the SRA correspond fully to (=are fully taken into account by) the objectives of the Theme. BROAD: meaning that most of the relevant objectives of the SRA correspond to the objectives of the Theme. LIMITED: meaning that a limited number of the relevant objectives of the SRA correspond to the objectives of the Theme.
15 Attention is focussed on the "Cooperation"SP as it is practically the only part of FP7 which foresees targeted research and where research areas are identified which can be compared with those of the SRAs. This does not mean that other parts of FP7 do not offer opportunities for the ETPs, but rather that those opportunities cannot be identified in advance. 16 However, it must be noted that, whilst the SRAs were one input, be it important, for the identification of the research Themes, there have also been other inputs of equal importance and the Commission services have used their own specific criteria for the definition of these research Themes under the FP7 system. Therefore, the Commission services were not bound by the views of the Technology Platforms and thus were in no way required to include all, or even part, of any of the SRAs which have been drawn up. -VI-
The aim of this analysis was to map the "ICT" for ARTEMIS). It is in this "main" research objectives or priorities of the Theme where most of the related calls ETPs onto the opportunities offered by for proposals (EU funded projects) the "Cooperation" SP. As a occur. For a number of cases, there are consequence, the qualifiers used significant opportunities for projects ("FULL", "BROAD") do not imply that under other Themes, in some cases for the entirety or majority of the SRA will up to 6 Themes, as in the case of the be implemented solely with the ERTRAC ETP. The following figure budgetary support of FP7. Rather, it shows the number of Themes for which indicates that priorities and research each SRA/ETP has been found areas in FP7 and the "Cooperation" SP relevant. conform largely to the objectives and However, it should be borne in mind that priorities set out in the SRA. The full this qualitative analysis has some limits: implementation of SRAs will need support from other sources, public or - The SRAs are not bound by the private, at European, national or distinction in Themes introduced by regional level, and through an approach FP7, hence their relevance for more which has the maximum degree of than one Theme. coordination at a European level. - The analysis does not relate to any The analysis shows that almost all budgetary coverage, because the SRAs are covered either fully or broadly beneficiaries of FP7 funds will only be by at least one "main" SP Theme (e.g. known after the evaluation and Theme 1 "Health" for IMI and Theme 3 selection procedures.
Results of the preliminary analysis: Coverage of the SRAs in the SP Themes
7 Limited 6 BROAD FULL 5
4
3
2
1
0 ISI IMI FTC ZEP HFP GAH NEM Food ESTP ECTP Plants ETPIS NESSI ENIAC EPoSS EuMaT ESTEP ACARE ERRAC EUROP Number of Themes concerned and extent coverage WSSTP Forestry eMobility ERTRAC SusChem Photonics ARTEMIS Waterborne Photovoltaics MANUFUTUR NanoMedicine
-VII-
3.1.2 Joint Technology Initiatives 4. Nanoelectronics Technology 2020 The "Cooperation" Specific Programme (ENIAC) also foresees that, in a limited number 5. Embedded Computing Systems of cases, public private partnerships in (ARTEMIS) the form of Joint Technology Initiatives 6. Global Monitoring for Environment (JTIs) may be set up to implement ETP and Security (GMES). SRAs (or parts thereof) where these have achieved such an ambitious scale The Commission will present individual and scope that existing instruments are proposals for JTIs to Council when they not appropriate. have reached a sufficiently advanced level of preparedness. This will be It is intended that JTIs will be funded by assessed on the basis of information a combination of private sector from industry demonstrating how certain investment and European public "keys for success" (i.e. additionality, funding (e.g. Research Framework market failure, governance and role of Programme and the European the Member States) will be met and a Investment Bank). Commission analysis of the economic Identification criteria have been and social effects. It is currently developed to identify areas where a JTI expected that the first proposals will be could be of particular relevance: presented to Council in the first half of 2007. · Inability of existing instruments to achieve the objective, 3.1.3 RSFF and other FP7 · Impact on industrial competitiveness instruments and growth, As regards FP7, the collaborative · Added-value of action at European- research projects within the level, "Cooperation" SP are not the only · The degree and clarity of definition opportunities for European Technology of the objective and deliverables to Platforms seeking to implement their be pursued, strategic research agendas. There are other sources of research funding: · Degree of commitment from industry (financial and other resources), · The newly developed Risk-Sharing · Importance of the contribution to Finance Facility (RSFF), a joint broader policy objectives including initiative of the Commission and the benefit to society, EIB, could support high risk research projects launched by or initiated by · Capacity to attract additional national support and leverage current or ETPs. The RSFF can provide a loan future industry funding. either to a corporation (or consortium) that seeks financing to Based on these, the Seventh develop an innovative product or to Framework Programme identifies six an ad hoc company created in order areas: to develop a new risky concept. In 1. Fuel Cells and Hydrogen (FCH) both cases, the project will undergo an assessment by the EIB aiming to 2. Aeronautics and Air Transport ensure that it is in line with EU policy ("Clean Sky") objectives and that it is bankable, i.e. 3. Innovative Medicines (IMI) that assets and cash-flow considerations provide reasonable
-VIII- assurance that the loan can be As an example of good practice, the reimbursed17. The EIB and the ETP on eMobility has successfully Commission have specifically combined financing from the Structural developed a guide to financing Funds in order to start implementing part projects emanating from ETPs18. of its SRA. ETPs are encouraged to involve the EIB from an early project stage. It should be kept in mind that the use of Structural Funds for innovation-related · In cooperation with and support projects will certainly increase as from Member States Mirror groups, innovation becomes a top priority for specific ERA-NET projects could be cohesion policy in the period 2007-2013. developed and launched in order to In fact, the Community strategic support the wider objectives of guidelines on cohesion define as a specific SRAs, as was priority to encourage "innovation, demonstrated in a limited number of entrepreneurship and the growth of the cases already in FP6. knowledge economy by research and innovation capacities, including new · ETPs should also exploit the calls information and communication 20 for proposals19 issued under the technologies" . other FP7 specific programmes, which can not be analysed, at this The Commission will ensure that the stage in terms of scientific areas new Structural Funds programmes due to their horizontal (bottom-up) reflect the increased emphasis on character. innovation, both in terms of strategy and financial allocations, in compliance with 3.2 Other sources of financing the Lisbon strategy.
Several ETPs have provided Industry is also expected to provide quantitative estimates of the financial crucial investments for the realization of needs necessary for the ETP SRAs, including the appropriate implementation of their SRAs. The support to the ETP structures that will amounts deemed necessary for the orchestrate the combination of the period of FP7 (until 2013), clearly various financial resources, thus exceed the financial capacity of the confirming the character of ETPs as entire Framework Programme. major public-private partnerships. Contributions from national / regional initiatives, with financing that can be complemented by financing from EU cohesion policy programmes (Structural Funds) or international initiatives like EUREKA will certainly be instrumental in order to gather the necessary investments.
17 www.eib.org/site/index.asp?designation=rsff 18 www.eib.org/Attachments/thematic/european_technology_platforms_en.pdf 19 The list of FP7 calls is available at: cordis.europa.eu/fp7/dc/index.cfm 20 Council Decision 2006/702/EC of 6 October 2006, p14. -IX-
4. Current issues and future developments
4.1 Efficient management, important that regulators, consumers stakeholder involvement, openness and other end-users are involved from and transparency the outset.
Most ETPs have now developed 4.2 ETP activities and platforms at internal structures, often including a national level stakeholder forum, a governance board, an advisory group and Throughout 2006, the practice of numerous working and support groups. Member States "Mirror Groups" has For many ETPs, formal agreements spread widely, resulting in such groups have been signed by the main being set up by most ETPs. "Mirror stakeholders with varying degrees of Groups" are normally composed of commitment. experts nominated by the Member States and aim to facilitate coordination Following the suggestions of the and provide an effective two-way Commission, ETPs have made interface between ETPs and considerable efforts to place "openness complementary activities at a national and transparency" at the centre of their level. policy in 2006. This unwritten voluntary code of good practice vis-à-vis all In this way, public authorities are stakeholders is most relevant for actively involved in ETPs in their roles smaller potential partners like small and as policy-makers and funding agencies, medium enterprises (SMEs) and groups and as promoters and consumers of representing broader societal interests technologies, focusing on those ETPs that the technologies under which are more relevant for their development in the SRAs should take national industries, research into account. organisations and academia. The measures taken by the ETPs in Parallel to the "Mirror groups", national this respect have included21: platforms continued to emerge, typically focussing on a part of the research · Adoption of a specific action plan, agenda of interest to national research · More regular stakeholder meetings, players.
· Setup or adaptation of websites and 4.3 Cross-platform interactions outreach activities like newsletters, multimedia material, information, The development of ETPs has also communication and public brought to light the benefits of dissemination events etc, interactions and networking between · Calls for expression of interest by platforms, especially for those active in new potential participants. related areas. A clear trend exists whereby ETPs interact within clusters of "Openness and transparency" also acts related technological areas, establishing as a reality check, ensuring that ETPs cooperation structures (e.g.: EPISTEP reflect market needs, and correspond to for the IT field) or Memorandums of the expectations of policy-makers and Understanding (e.g.: EuMaT for the general public. Given that ETPs are materials). meant to cover the full spectrum, from research to commercialisation, it is
21 More examples on how ETPs ensure openness and transparency are given in brochure published in November 2006, which is available from the RTD ETP Secretariat or via download at: ftp://ftp.cordis.europa.eu/pub/technology- platforms/docs/etp_web_061114_en.pdf -X-
The Commission encourages cross- 4.5 Advising on innovation-related platform interactions as a means of aspects awareness raising and of efficient structuring of the ETP landscape. A The successful implementation of SRAs particular example is the co-operation and their eventual exploitation and of all relevant ETPs and industries that deployment strategy may be faced with deal with the production, management issues of regulatory nature such as and use of biological materials (the market regulations, industrial standards, "Knowledge-based Bio-economy"). intellectual property issues, and state- Initiated in March 2006, this aid considerations. cooperation currently includes 7 ETPs ETPs can support the Commission in and emerging initiatives ("Plants for the establishing a prospective approach to Future"; Industrial Biotechnology public intervention and regulatory Section of SusChem, "Food for Life", actions governing market deployment Forestry, Global Animal Health, Farm and development for products, Animal Breeding and Reproduction and processes and services which are Biofuels). based on emerging technologies and innovations. (see also section 2.4 on the 4.4 The international dimension Lead Market initiative).
The SRA research priorities are not 4.6 Emerging ETP initiatives only pursued by the ETPs within the confines of the EU or the ERA. It is The 31 recognised ETPs at the end of therefore essential to establish 2006 represent by no means a closed appropriate relations with entities from circle of platforms. In fact, new ideas third countries on a mutually-beneficial emerge for potential new ETP initiatives basis (exchange of experiences, in key areas where European industrial definition of strategic research needs). competitiveness is at stake. As was the Such international contacts are case throughout the year 2006, it is expected to help platforms better expected that new proposals will position their research strategies and continue to emerge, in particular as FP7 identify more accurately the promising progresses and as the concept areas, such as the opportunities for becomes better known by industry, potential lead markets. researchers and other stakeholders. Such approaches are becoming more It is therefore important to ensure that regular, especially with the US and any new ETP initiative fits with the Japan (e.g.: EuMaT), and more formal concept, which is now well-established, in a number of cases, like in the and with the actions already in progress. "International Partnership for the Hydrogen Economy". They seem less It should also be considered that some active in areas of clear European topics, whilst of clear importance, may leadership, like in textiles. not justify the setting up of a dedicated ETP, either because they may overlap The international level is also with existing platforms, or remain vague appropriate for discussing regulatory, in concept or address issues which are standardisation and safety and security more horizontal in nature. As confirmed issues. at the Vienna conference, it would be counterproductive to encourage a proliferation of ETPs, contrary to their very objective of improving coordination in the currently fragmented research landscape in Europe.
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There are now about as many mirror cooperation between mirror groups groups and national platforms within specific fields, such as "transport", established as there are ETPs. "renewable energies" or other relevant thematic clusters. It is therefore of equal importance to identify possible overlaps between the different mirror groups and the need for
5. Concluding remarks
ETPs bring together stakeholders to a European Research Area by achieving define common and ambitious SRAs in a common understanding of the strategically important areas. The SRAs technological, economic and societal have provided valuable input which was challenges facing Europe and by taken into account when designing FP7 developing the strategic research and will continue to impact on the priorities and programmes to address annual WPs of the FP7 "Cooperation" these. Specific Programme. ETPs are also bound to have an impact However, while the launch of FP7 has on other Community policies, such as been a major milestone for the industry, sustainable development, implementation of the ETP SRAs, it can health, transport and education, and to only be considered as a first step play an important role in overcoming towards the implementation of the regulatory and administrative barriers to SRAs. A major challenge now is to research and innovation in Europe as align national, regional and international well as to influence broader societal research activities with the research issues. priorities set out in the SRA in a The last three years have shown an coherent and effective manner. impressive build-up of momentum on It is also important for existing ETPs the side of ETPs, and with the launch of and new emerging initiatives to ensure FP7 a major milestone has been stakeholder participation beyond achieved. There is no time for industry and the research communities, complacency, but a need to address the e.g. to include civil society organisations. challenges ahead and keep the With a broad stakeholder base, European momentum alive. Technology Platforms can help to build
Annex
Detailed information on the current 31 This information has been compiled by European Technology Platforms European Commission services, in (ETPs) is included in the Annex. close collaboration with the key stakeholders in the individual ETPs.
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Annex Detailed Status Reports on individual European Technology Platforms
New technologies leading to radical change in a sector, if developed and deployed appropriately and in time European Nanoelectronics Initiative Advisory Council (ENIAC) 1 Hydrogen and Fuel Cell Platform (HFP) 4 Nanotechnologies for Medical Applications (NanoMedicine) 8
Reconciliation of different policy objectives with a view to sustainable development Advanced Engineering Materials and Technologies (EuMat) 10 European Rail Research Advisory Council (ERRAC) 13 European Road Transport Research Advisory Council (ERTRAC) 16 Food for Life (Food) 20 Forest based sector Technology Platform (FTP) 23 Global Animal Health (GAH) 26 European Technology Platform on Industrial Safety ETP (ETPIS) 30 European Photovoltaics Technology Platform (Photovoltaics) 35 Plants for the Future (Plants) 38 Sustainable Chemistry (SusChem) 41 Water Supply and Sanitation Technology Platform (WSSTP) 45 Waterborne ETP (Waterborne) 48
New technology based public goods or services with high entry barriers, uncertain profitability, but high economic and social potential Innovative Medicines Initiative (IMI) 51 Integral Satcom Initiative (ISI) 54 Mobile and Wireless Communications (eMobility) 57
Ensuring the development of the necessary technology breakthroughs to keep at the leading edge of technologies in high-technology sectors which have significant strategic and economic importance for Europe Advisory Council for Aeronautics Research in Europe (ACARE) 61 Advanced Research and Technology for Embedded Intelligence and Systems 64 (ARTEMIS) European Platform on Smart Systems integration (EPoSS) 69 European Space Technology Platform (ESTP) 72 Networked and Electronic Media (NEM) 76 Networked European Software and Services Initiative (NESSI) 80 Photonics for the 21st Century (Photonics21) 84 European Robotics Platform (EUROP) 86
New technologies applied to traditional industrial sectors European Construction Technology Platform (ECTP) 88 European Steel Technology Platform (ESTEP) 92 Future Manufacturing Technologies (MANUFUTURE©) 96 Future Textiles and Clothing (FTC) 100 Zero Emission Fossil Fuel Power Plants (ZEP) 104
European Nanoelectronics Initiative Advisory Council (ENIAC) www.eniac.eu
Technology Platform Contacts Technical contact: Dr. Fred VAN ROOSMALEN, Board Support Group Chairman, NXP Semiconductors Executive Office, NXP Semiconductors [email protected]
Administrative and Financial contact: Selma TEDESCHI, Director ENIAC Office, Paris, France Tel: +33 1 77 35 07 10
Dominique THOMAS, EUROsaint Project Coordinator, STMicroelectronics, Crolles, France [email protected] Tel: +33 4 76 92 63 27
Commission Services Contacts Michel HORDIES, Information Society and Media DG – Nanoelectronics [email protected] Tel: +32 2 296 5718
Vision Document "Vision 2020 Nanoelectronics at the centre of change" www.eniac.eu/web/SRA/e-vision-2020.pdf
Platform Launch Date June 2004
Strategic Research Agenda (SRA) First Full Edition – November 2005 www.eniac.eu/web/SRA/SRA_HR2.pdf 2nd (updated) edition - November 2006
Overall Policy Objective Make the 2020 Information Society technologically feasible and economically affordable by driving and co-ordinating public and industrial research activities in Nanoelectronics, guided by the Strategic Research Agenda. To serve the future demands of European society, increase high-skilled employment, and keep European industry competitive.
Executive Summary of SRA
The semiconductor industry and its suppliers are the build into just about anything. It will give next- cornerstone of today’s high-tech economy. It generation products totally new capabilities that will represented a worldwide sales value of US$ 340 elevate the Information and Communication billion in 2005; the sector supported a global market Technology society to unprecedented levels, and it of more than US$ 1.3 trillion in terms of electronic will enable Europe to realise its vision of Ambient systems and an estimated value of US$ 6 trillion in Intelligence. services. Semiconductor devices are the key In the field of lead markets, ENIAC has recognised components for applications ranging from six application domains, each of them driven by transportation to health care, and from general clearly recognisable societal needs: broadcasting to electronic banking. Just to quote a few examples, they enable CD, MP3, DVD and 1. Health, e.g. The Doctor in your Pocket, Real- Internet. Without them we would not be able to talk Time Diagnostics, Body-Sensors; to people around the world, exchange messages or 2. Mobility / Transport, e.g. 100% Safety on the share photographs and video clips via a personal Road; portable device that fits into our top pocket. The shift 3. Security/ Safety, e.g. Personal Emergency to the new era of Nanoelectronics with dimensions a Systems, Secure Home Environment; thousand times smaller will expand the 4. Communications, e.g. Mobile Services without pervasiveness of silicon solutions, making them Compromise, Protection of Privacy; small enough, light enough and cheap enough to
-1- 5. Education / Entertainment, e.g. Learning Budget / Financing Anywhere / Anytime, Content Protection. The total financial effort for R&D in 2005 has been 6. Energy / Environment, e.g. energy saving, estimated to roughly € 4 billion, 3.4 of which from reduced pollution, environment monitoring. private funding, to reach € 7 billion in 2015. A The Strategic Research Agenda (SRA) translates strategic part of research needs could be covered by each of these areas into technical requirements, a Joint Technology Initiative. Assuming a “top-up” thereby outlining the key challenges and roadblocks contribution from the European Commission, around to be resolved in order to reach integrated intelligent € 450 million, matching € 900 million from the nanoelectronic solutions. national governments and a funding ratio between 40 ENIAC recognises six technology domains: and 50%, R&D investment by the industry can bring 1. More Moore: extremely dense, complex digital the total to € 2.7-3.3 billion. Community funding in circuits (compute); FP7 will be needed to cover more advanced research 2. Beyond CMOS: pushing the physical limits of topics, while EUREKA and national/regional initiatives miniaturisation; can support more industrially oriented research and 3. More than Moore: non-digital functions and innovation, and industry will cover the costs for human interface (interact); product development, for an overall private/public 4. Heterogeneous Integration: total system funding ratio will be around 4.5:1. The European integration (‘System-in-Package’); Investment Bank would be available to help with 5. Equipment and Materials: enables investment for infrastructures and equipment. manufacturing of complex technologies; 6. Design Automation: platform-based system Internal Structures put in Place by the design for extremely complex devices. Platform For all six domains, the research needs until 2020 See figure below were identified and prioritised. Specific attention is paid to the “handshake” with ARTEMIS, which is mainly occurring in “Design Automation”. The Platform Activities and Structures at Strategic Research Agenda also covers the issues National Level of large infrastructures for the research in From the very beginning, ENIAC was rather active in Nanoelectronics, and of Education and Training, most of the interested member states by contacting with the plan to intensify the cooperation of companies and academia, both directly and through academia and industry. The final part is devoted to conferences and workshops, and is continuing to do the implementation of the SRA and the required so. financial effort. A Mirror Group of Public Authorities has been formed A revised version of the Strategic Research Agenda and includes representatives from 21 countries. is in preparation and will be officially released at the ENIAC Forum of November 30 in Monte Carlo.
-2- National structures have been promoted, clustering At the moment the INC organisation includes SMEs and Universities on national bases, and two of representatives from Europe, Japan and the United them (Spain and Austria) are represented in the States, but other countries are planning to join. INC Forum. The Scientific Community Council includes conferences provide a forum for discussion on the representatives from 23 Member States and 3 major features and future directions of their Associated States, indicated by the Ministry of Nanoelectronics research programs, and promote Research. cooperation on common issues. ENIAC participates Individual ENIAC members from all levels in the in the organisation of the third INC Conference, to be governance structure participate regularly in major held in April 2007 in Brussels. events in European (and non-European) countries to present and share the ENIAC views. Deployment Strategy With the Strategic Research Agenda providing the Openness and Transparency overall guidance, ENIAC plans an implementation · ENIAC has posted its vision, objectives, and strategy based on four pillars: strategy, as well as essential information on 1. The regular instruments of the Commission rules of engagement, governance, membership, (FP7) focusing mainly on the upstream part of and events and also the minutes of all high-level the SRA, but including also training activities events on a dedicated website (see (Marie Curie Fellowships), infrastructure www.eniac.eu ). development, using EU Structural Funds and · Workshops with the Stakeholders are held on from the European Investment Bank; relevant issues concerning activities and 2. A Joint Technology Initiative (JTI), to mobilise the developments of the platform. critical mass required for implementing selected · Instructions on how to apply for membership are parts of the SRA, beyond usual instruments; available on the web node, and applications are 3. Trans-national research activities under regularly considered by the Forum. EUREKA for more industrial oriented research; · Workshops are held in conjunction with leading 4. National or even regional activities, which could technical conferences as part of the annual take profit from coupling with the ENIAC SRA, review and update process for the ENIAC and better support SMEs. Strategic Research Agenda. An annual Forum open to all interested parties will Need for Major Research Infrastructure be held from now on. The cost for a Research Infrastructure in Nanoelectronics capable to cover full technology Cross-Platform Interactions integration is reaching the limits of financial capability ENIAC has explicitly coordinated its Strategic of single countries. ENIAC has promoted a proposal Research Agenda with ARTEMIS, the ETP for for a Pan-European Research Infrastructure for Embedded Systems. Workshops have been held NanoStructures (PRINS), submitted to ESFRI. It with other ETPs in the ICT domain, including exploits existing resources (CEA-LETI, Fraunhofer ARTEMIS, eMobility, NEMS and NESSI to share and IMEC) complemented by a network of flexible visions and to align objectives (see, e.g. rapid-prototyping laboratories. www.artemis-office.org). A contact group has been formed to coordinate the Strategic Research Agenda Next Steps with the recently formed EPOSS Platform. Roadmap of key activities and milestones planned for the platform in the short term. International Cooperation · November 2006: first ENIAC Open Forum Dedicated actions are carried out with regard to · November 2006:release of the SRA update cooperation with Nanoelectronics platforms in the · December 2006: establishment of Industrial USA and the Far-East (see, e.g. www.inc-conf.net) Association AENEAS ENIAC is actively involved in the INC Conferences, · January 2007: coordination meeting with EPOSS which target international collaboration / co- · April 2007: organisation of European day at INC3 operation in the field of Nanoelectronics and conference Nanotechnology. · 2nd Quarter 2007: start of JTI discussions in Council · 4th Quarter 2007: adoption of Council decision on JTI
-3- Hydrogen and Fuel Cell Platform (HFP) www.HFPeurope.org
Technology Platform Contacts Technical contact: Estathios PETEVES, European Commission, DG JRC, Institute for Energy [email protected] Tel: +31 224 565245
Administrative and Financial contact: Alfons WESTGEEST, HFP secretariat, Brussels, Belgium [email protected] Tel: +32 2 774 96 52
Commission Services Contacts Dr Bill BORTHWICK, DG Research [email protected] Tel: +32 2 296 5025
Vision Document Hydrogen Energy and Fuel Cells – A Vision for Our Future (June 2003) www.europa.eu.int/comm/research/energy/pdf/hlg_vision_report_en.pdf Strategic Overview Document www.HFPeurope.org/hfp/keydocs
Platform Launch Date December 2003
Strategic Research Agenda (SRA) Final - March 2005
Overall Policy Objective Established in 2003, the European Hydrogen & Fuel Cell Technology Platform has the aim of facilitating and accelerating the development and deployment of cost-competitive, world-class European hydrogen and fuel cell based energy for applications in transport, stationary and portable power. These are key future technologies for meeting EU policy goals in respect of economic competitiveness, mitigating climate change and improving security of energy supply.
Executive Summary of SRA
An Implementation Panel (IP) was established in programme for achieving the consensus goals of 2006, under the direction of the Advisory Council “Snapshot 2020” for Europe amounts to € 7.4 billion (AC), and in consultation with the Member States for the 2007 – 2015 period, which is considered an Mirror Group (MG). The panel was charged with achievable increase compared to current and planned building on the strategies developed in the Strategic public funding and private investment on hydrogen Research Agenda and the Deployment Strategy and fuel cell technologies. Panels in 2005 and taking these forward to the Funding at European level has an important role to implementation stage. More than 100 European play in coordinating and aligning the various sources stakeholders participated in the working groups of of public funding in order to work jointly on strategic the Implementation Panel, including representatives planning for achieving the common goals. Without of research institutes, industry, associations, major alignment of effort or contributions from governmental agencies, Member States and the member states and regions it will not be possible to European Commission. Together they have achieve the common goals set by this Implementation elaborated an Implementation Plan, which is Plan. It is considered that there are downstream designed to build upon Europe’s strengths. opportunities to use structural funds and also debt financing (e.g. instruments being developed by the Budget / Financing European Investment Bank) for implementation. The continued fragmentation of EU effort in this area could The total public-private resources necessary to lead to loss of competitiveness and the export of undertake the proposed Implementation Plan knowledge and capacities to other parts of the world
-4- where the frame conditions for deployment of these The website is maintained by the platform secretariat technologies are more favourable. The under contract from the European Commission, and Implementation Plan defines the totality of R&D supported by industrial contributions. Notice is posted effort required to achieve the Snapshot 2020 targets on the website of all strategy related and accelerate commercialisation. It is intended that matters/documents or opportunities for participating in a significant part of the plan relating to high priority platform bodies and operations. Key documents (such applied research and demonstration, would be as the SRA, DS and Implementation Plan) are open to implemented through a Joint Technology Initiative. public consultation and comment. The establishment of an Industrial Grouping to represent the private side of a public-private- There is a quarterly newsletter and the secretariat partnership is already well advanced. recently issued an annual report, see: www.hfpeurope.org/uploads/1755/HFP_Achievements Perspectives_2006.pdf Internal Structures put in Place by the Platform The major outreach activity in 2006 was the Third General Assembly, Exhibition and Drive & Ride 2006 - 2005-2006 saw some changes to the platform "From Strategy to Action: Timeline 2015", 5-6 structure. The Advisory Council and Executive October 2006, Brussels, and attracted more than 600 Group have seen some turnover in membership. delegates; see: The steering panels for the SRA and the www.hfpeurope.org/hfp/general-assembly-2006 Deployment Strategy and the Initiative Groups completed their work in 2005 and an The exhibition featured more than 70 exhibitors. Implementation Panel has been established with a co-ordination group and five Working Groups Cross-Platform Interactions dealing with applications in: transport; hydrogen The platform is autonomous but there are interactions supply; stationary; portable and early markets, and with other platforms, especially those relating to cross-cutting issues – all involving in excess of 100 transport, sustainable chemistry and Zero Emission experts, many not previously associated with the Fossil Fuel Power Plant. It is foreseen to organise a platform. The Member State Mirror Group joint workshop with the latter. continues as before, with the chair being an ex- officio member of the HFP Advisory Council. Ways to better associate the research community and the International Cooperation regions are under consideration. An industrial The International Partnership for the Hydrogen grouping is being established as an international, Economy and the IEA implementing agreements for not-for-profit organisation. SMEs, the research hydrogen and fuel cells are the main fora for research community and civil society organisations are co-operation beyond the EU. The former is included in the membership of the platform Advisory established by ministerial charter signed by 17 Council and have been active in other bodies. members, including several EU members. It aims to further international co-operation on hydrogen and Platform Activities and Structures at fuel cell technologies and support activities of National Level common interest, such as safety, codes and standards, and analysis in support of policy-making. The Member States Mirror Group (MG) was The work of the HFP platform has provided a launched in February 2004 and has held 11 European focus for these international cooperation meetings since then. It currently has delegates from activities and the European partners' contributions to 22 EU Member States, Associate States and the definition of common research priorities in the Candidate Countries, mainly officials from IPHE has drawn heavily on the work of the SRA, Ministries, State Agencies and Public Research Deployment Strategy and the Implementation Plan. Centres. The MG has provided input to the Advisory International co-operation is very important in specific Council and the other HFP bodies from a national areas, notably where there are challenging technical perspective and has stimulated closer coordination barriers, or issues of common interest (e.g. and cooperation between national and regional sustainability, safety, standards). programmes under the orientations provided by the HFP. The MG has been influential in the setting up Implementation Plan (Draft - October 2006) of 'replica' Technology Platforms in different www.HTFeurope.org/hfp/keydocs European countries in the last two years. As far as The programme comprises 4 Innovation and Regional activities are concerned, two important Development Actions (IDAs) which emphasise the workshops were held in March and October 2006 priorities for Europe and encompasses all necessary respectively, which showed that a number of activities for technology development and acquisition European Regions are already committed to to foster market entry of transport, stationary and progressing hydrogen and fuel cell energy systems portable hydrogen and fuel cell applications by 2010- and have expressed their support for the JTI 2015 and to achieve the “Snapshot 2020” targets of concept. A Network of "Committed Regions" is in the HFP. the process of being established. For each IDA, a comprehensive set of actions that covers technology developments, including those that Openness and Transparency may be supported by long-term research, and market Openness and transparency are central to the enabling activities is proposed. All actions are platform policy. The main organ for communication considered necessary to fully achieve the proposed is the Platform website. Programme objectives and respond to EU policy drivers. The actions are further analysed in respect of relative priority levels to meeting the development
-5- goals assigned to the IDAs and regarding the Fuel cells for Early markets contribution needed from research and industry. Given the key importance of early markets in High priority levels are assigned to actions dealing preparing for the “hydrogen economy” the programme with critical elements for the realisation of the focuses on several short term demonstrations, the "Snapshot 2020" targets defined in the Deployment development of FC power modules and the creation of Strategy - and the 2050 vision. They also have a industrial capability. Top priority is given to efforts to strong leverage on building up sustainable foster SME's developments, stimulate early demand hydrogen infrastructure and competitive fuel cell through the identification and structuring of buyers’ supply chain across the EU as well as on pools and joint procurement schemes for a variety of strengthening the EU's industry. It is further early market applications whilst ensuring that local recommended to adopt an integrated approach for partnerships and regulatory measures are in place to these actions to ensure that a critical mass is sustain the deployment of early market fuel cell reached at the EU level. products. Hydrogen vehicles and refuelling stations On the technology front, the programme calls for an IDA 1 addresses transport, emphasising road integrated and iterative process of development and transport but also other transport applications, to demonstration to gain 'real-world' operating meet EU goals on competitiveness and sustainable experience providing feedback into technical mobility. The top priority is the development of development and manufacturing processes, and to competitive hydrogen-fuel cell vehicles aligned with demonstrate technology to potential users. Specific the establishment of a hydrogen refuelling milestones have been included which show gradual infrastructure as well as supporting elements for and timely increases in performance and capacities market deployment and industry capacity build-up. towards tangible market penetration by 2020. Sustainable hydrogen production and Publications by the Initiative Groups: supply IDA 2 is key to enabling the programme’s · Education & Training (ET) Summary & Strategy contribution on the EU's environmental and security · Subgroup Business Development (FBD) of energy supply goals. Priority is given to low Summary, Early Markets, Buyers Pools temperature electrolysis, a modular technology that · Subgroup Finance (FBD) Summary allows for the integration of renewable energy · Public Awareness (PA) Summary & Strategy sources. This is in line with the degree of · Regulations, Codes & Standards (RCS) decentralisation of the hydrogen supply Summary, Gaps Analysis infrastructure foreseen by 2015 and the targeted level of sustainability of this IDA. At a later stage, Deployment Strategy with rising demand in hydrogen, biomass-to- hydrogen (BTH) and fossil-based technologies with Final- August 2005 capture and carbon sequestration (CCS) will take www.HTFeurope.org/hfp/keydocs up a growing share in the hydrogen supply chain The Implementation Plan described above under the and are therefore, allocated a medium or lower section "Strategic Research Agenda", builds on the priority level. The development of advanced SRA and the Deployment Strategy and defines an hydrogen production pathways as well as of Implementation strategy. It is envisaged that this alternative hydrogen storage technologies are Implementation Strategy will be implemented partly at prioritised in the longer term, as key elements for the level of the Seventh Framework Programme, and implementing a sustainable supply infrastructure. partly through a JTI. The Implementation Plan sets These actions would be supported by development out priorities, timelines, milestones and indicative of techno-socio-economic tools that can provide budgets needed for achieving the levels of market integrated analysis across the whole spectrum of penetration described in the "Snapshot 2020" – the hydrogen value chain. This is considered developed in the Deployment Strategy and refined in important in view of the very large investments the Implementation Plan. required for building a hydrogen infrastructure. Fuel cells for CHP and power generation Need for Major Research Infrastructure Reaching 1 GW capacity in operation by 2015 The major research infrastructure requirements relate requires all three technologies, PEMFC, SOFC and to provision of a broad range (in capacities and MCFC to be deployed. Although these three fuelling options) of fuel cell component and system technologies are in different stages of maturity with test facilities and scientific instrumentation for in-situ MCFC being closer to commercialisation while measurement and tear-down analysis, for proving SOFC is in its early stage of development, none of performance, durability. These range from low (even them have been fully qualified to be successfully micro-) to high power devices as used on aircraft of deployed in competitive markets. It is therefore ships, or large scale stationary. This needs to be recommended in this IDA to follow an integrated developed at pan-European scale to avoid overlap approach for all FC technologies that include basic, and provide extensive coverage of expensive state of applied research-oriented and industry-related the art instrumentation. In addition research facilities actions, while tailoring the amounts of efforts need to be developed relating to manufacturing dedicated for each technology to research and methods and process development and scale-up, as development and demonstration projects according well as capacities for modelling and linking physical to their maturity as they evolve during the timeframe testing and numerical simulation – "hardware in the of this programme. loop" concepts.
-6- Next Steps:
· Finalisation of the Implementation Plan – · Preparatory phase for the establishment of the JTI February 2007 Programme Office early 2007 · Review of future role of platform bodies – in · Establishment of Research Community Grouping anticipation of JTI and regions network or grouping · Preparation of material for Impact Assessment · Further consideration of lead markets and and legislative proposal for JTI – 2007 opportunities for Risk Sharing Finance Facility · JTI Industry Grouping formally established as a · Further consideration of the synergies between legal entity – February/March 2007 civil/defence and space applications of FCs as identified in the Implementation Plan.
-7- Nanotechnologies for Medical Applications (NanoMedicine) www.cordis.europa.eu/nanotechnology/nanomedicine.htm
Technology Platform Contacts Technical contact: Paul SMIT, Senior Vice-President, Strategy and Business Development, Philips Medical Systems [email protected]
Karl Jürgen SCHMITT, Director, Public Relations and Health Strategy, Siemens Medical Solutions [email protected]
Commission Services Contacts Uta FAURE, DG Research, ‘Nanoscience and Nanotechnology’ [email protected] Tel: +32 2 296 3334
Oliver PANZER, DG Research, ‘Nanoscience and Nanotechnology’ [email protected] Tel: +32 2 299 5633
Vision Document cordis.europa.eu.int/nanotechnology/nanomedicine.htm
Platform Launch Date September 2005
Overall Policy Objective · Establish a clear strategic vision in the area (see vision paper) · Identify research priority areas and set up a roadmap (see Strategic Research Agenda) · Mobilise public and private investment · Alleviate fragmentation in nano-medical research · Strengthen innovation in nano-biotechnologies for medical use
Executive Summary of SRA
Mankind is still fighting against a high number of The aim is to identify a disease at the earliest serious illnesses like e.g. cancer, diabetes, diseases possible stage. Ideally already a single cell with ill of the cardiovascular system, AIDS, multiple behaviour would be detected and cured or eliminated. sclerosis, Alzheimer’s, and Parkinson’s diseases as Regenerative medicine gives hope to many patients well as all kinds of inflammatory or infectious with organ failure or severe injuries. Already today diseases. Most of theses diseases have a artificial skin, bone and cartilage are in an advanced tremendous negative impact not only on the patient stage of development and partly already on the himself but also on the whole society and linked market. social and insurance systems. It is of utmost importance to face these plagues with appropriate The promising possibilities that nanomedicine might means. Nanomedicine, the application of offer in the future have to be counterweighted against nanotechnology to health, raises high expectations possible risks of this new technology. It is of utmost for millions of patients for better, more efficient and importance to examine upfront with care and affordable healthcare and has the potential of responsibility its possible side effects to human delivering promising solutions to many illnesses. beings and the environment. Where do nanoparticles Research in nanomedicine will allow for a better that might be able to cure cancer end up in the understanding of the functioning of the human body human body? Is there a risk of unwanted at molecular and nanometric level and it will give us accumulation in organs or tissues that could be the possibility to intervene at pre-symptomatic, acute harmful? If they are eliminated from the body, is there or chronic stage of illnesses. a potential risk for the environment? Several European projects are already dealing with this highly Several areas of medical care are already benefiting important issue of toxicity and risk assessment. from the advantages that nanotechnology can offer. The first nanotechnology-based targeted drug Also ethical concerns like the creation of expectations delivery systems are already on the market, others are taken into account. We are working towards are in clinical trials or, by far the largest part, is highest targets that may sound like science fiction but under development. Another highly attractive area of at the same time it is important to make clear that nanomedicine is diagnostics at nanoscale. most of these developments are not to be expected for tomorrow but might help our children and grand-
-8- children to face serious illnesses. The Executive Board has telephone conferences Some of the set targets of research in nanomedicine about every 10 days to discuss the management and mighteven be impossible to reach. Therefore, strategic issues of the Platform. Once a year, a full expectations must remain realistic although many ETP meeting is combined with a nanomedicine recent developments give hope to millions of conference. The creation of national platforms in patients. some countries has been implemented or is planned. In addition, it is necessary to examine existing legislation for its applicability to nanomedicine. Are Openness and Transparency existing in-vitro and in-vivo testing procedures sufficiently reliable to take into account any new A call for Expression of Interest is on the internet responses that the nanoworld might give? since January 2006 leading to a steadily growing The European Commission started to fund projects Platform (140 member organisations until November in the area of nanomedicine already more than ten 2006). The members and the different Commission years ago. The EU funding of nanomedicine projects Services are taking care of raising awareness has strongly increased since then. The NMP through numerous presentations given in all Member programme (Nanotechnology, Materials, Processes) States, Candidate Countries and Associated has spent some € 250 million on projects linked to Countries as well as in the United States, Asia, Africa nanomedicine in the 6th FP (2002 – 2006). and Australia. Industry has increasing interest in stepping into this area and the expected market share of final Cross-Platform Activities products can be enormous. In addition to the The ETP NanoMedicine is working very closely with improved quality of health care, the creation of new several other ETPs through cooperation contacts of jobs can be expected. the Executive Boards, chairpersons, and members: mainly ETP on Innovative Medicine (IMI), ETP on Budget / Financing Photonics (Photonics 21), ETP on Smart System The implementation of the Strategic Research Integration (EpoSS) and the ETP on Sustainable Agenda is planned mainly through industrial and Chemistry (SusChem). public funding as well as through programmes at national and regional level. The SRA is clearly International Cooperation addressing in addition to the Commission, all The ETP Nanomedicine is the biggest multisectorial stakeholders in the Member States, Candidate nanomedicine stakeholders group in the world. The States and Countries associated to the FPs. For the members have regular contacts with international first year of implementation € 100 million of FP7 expert groups in the same field. First international funding will be needed. In addition, the same industrial members with research facilities in Europe amount coming from public/private investment at became member of the ETP. The ETP has been national/regional level summing up to € 200 million presented several times at international level. Since for 2007 will be needed. For the whole FP7 around € nanomedicine is an area of highest IPR sensibility, 800 million funding will be needed, the same is contacts with international partners have to be well expected to be added as public/private and thought through. national/regional investment. It is expected that industrial investment will play an increasing role, being now a minor part and becoming the main Deployment Strategy funding source for research in the future. The implementation of the Strategic Research Agenda is planned mainly through FP7 but funding Internal Structures put in Place by the programmes at national and regional level will also be used. The SRA is clearly addressing as well the Platform Member States, Candidate States and Countries The Platform is governed by the stakeholders associated to the FPs. There is a preliminary Platform consisting of all members. Five industry-led agreement that collaborative research projects will be working groups have been established (diagnostics; carried out as well as ancillary actions needed to targeted drug delivery; regenerative medicine; promote the industrial take-up and use of the new ethics, regulatory and social issues; intellectual nanotechnologies, e.g. ethics, IPR, regulatory issues, property rights). Ad-hoc working groups can be public awareness and perception. established (e.g. for international cooperation). An Executive Board supported by a secretariat Next Steps manages the day to day business. A Mirror Group represents the Member States, Candidates · The Executive Board met on 12 December 2006 Countries and Countries associated to the FPs. The in Brussels to prepare the next full ETP/Mirror Platform meetings are combined with the Mirror Group meeting on 23 January 2007 in Italy Group meetings in order to reinforce the contact of (organised by Fidia Advanced Biopolymers). the ETP with the national governments. The Topics will be the strategy for the implementation Commission is observer in the ETP. of the SRA, creation of consortia andidentification of draft proposal topics, national Platform Activities and Structures mapping of nanomedicine activities, and further strategy for the ETP. The complete Platform meets 2 – 3 times per year to · A press conference of the ETP NanoMedicine is discuss the successful implementation of the SRA, foreseen in June 2007 at EuroNanoforum in build consortia for proposal writing, and work on a Düsseldorf (Germany). national mapping initiative. Many sub-meetings of · Another full ETP/Mirror Group meeting is also working groups take place several times per year. foreseen in mid-September 2007 in Korfu.
-9- Advanced Engineering Materials and Technologies (EuMaT) www.eumat.org
Technology Platform Contacts Technical contact: Dr. Derek Allen, ALSTOM, Power Ltd, Cambridge Rd, LE86LH Leicester, United Kingdom [email protected] Tel: +44 1162845624
Administrative and Financial contact: Currently with MPA Stuttgart. New secretariat to be approved by members in January 2007.
Commission Services Contacts Dr. Susanne BECKER, DG Research [email protected] Tel: +32 2 29 59222
Vision Document “Roadmap of the European Technology Platform for Advanced Engineering Materials and Technologies (EuMaT)” www.eumat.org
Platform Launch Date June 2006
Strategic Research Agenda (SRA) Part 2 of the “EuMaT Roadmap”, completed and agreed June 2006. www.eumat.org
Overall Policy Objective The development, promotion & improvement of the global competitiveness of EU technologies in the area of Advanced Engineering Materials, as well as the development and promotion of a consolidated and unified research, development and innovation policy in this area. In addition, a concerted EU R&D programme will be deployed, covering the sustainable full life cycle of materials. Skills, training, European assets and regulatory issues will also be addressed.
Executive Summary of SRA
The main practical policy objective of EuMaT is to or coated systems) assure optimum involvement of industry and other major stakeholders in the process of establishing For example, as used in engineering (including European R&D priorities in the area of advanced materials like structural metallic alloys, composites, engineering materials and technologies. EuMaT polymers, ceramics, coatings, adhesives, concrete, should eliminate duplication and improve coherence etc) and/or used to enhance engineering products, in existing and forthcoming EU projects, and systems and processes in sectors such as energy, introduce “Step Changes” and assure “Sustainable gas & oil, chemical, space, transportation, Development” in the sector of advanced engineering electronics, environment and health. EuMaT covers materials and related technologies. This will include the full lifecycle of materials in engineering dealing with issues of skills, training, facilities and components/ applications/ systems. In particular, it regulatory issues facing the Materials Community in clearly links with large European projects like KMM- the EU. EuMaT covers all elements of the life cycle NoE (www.kmm-noe.org) and Extremat of “Advanced Engineering Materials & Technologies” (www.extremat.org), in which advanced engineering (AEMT). This term refers to the three pillars of materials such as intermetallics, metal ceramic EuMaT listed below: composites, functional engineering materials with gradient properties, self-passivating protection · Multifunctional materials for macro-applications; materials, and high-temperature materials are · Engineering materials for challenging (extreme) investigated. Developments of all advanced new application conditions (e.g. high T or cryogenic products depend on materials as the underpinning temperatures); technology and they will directly enable progress in · Multimaterial (hybrid) systems (e.g. composites areas of advanced engineering such as power
-10- generation (“zero-emission plant”), transport ( “Third topics). EuMaT is open to all existing and interested Millennium Car” and the “low emission, light-weight new members. National Mirror Groups have have aircraft”). been created in the following countries:, Germany, Hungary, Italy, Romania, Slovenia (under The overall performance targets of EuMaT and construction), Spain, Switzerland, United Kingdom. materials and technologies which EuMaT envisages These need formalising within the EuMaT structure. for 2030 are to: · Help to reduce life-cycle costs of process Platform Activities and Structures at equipment and infrastructure by 30% and energy consumption by 50% (more efficient National Level materials); Through its membership, EuMaT has developed links · Increase productivity of assets by reducing with national bodies such as the European KMM downtime by 25% (more reliable materials); network of excellence and Extremat. Regional · Protect the environment by containing (mirror) groups (currently 9 in total) continue to processes (e.g. by recycling 95% of metallic develop as membership of EuMaT grows. Formal and 70% on average of other advanced links with some of these groups are in place and engineering materials at the end of their useful others will be developed. Formal links with National life); Materials Institutes such as the German DGM and · Capture existing knowledge and effectively train FEMS have also been established, others such as a future workforce and develop capability and the UK Institute of Materials, Minerals & Mining are capacity to develop new generation of also planned. materials. In order to assure the breakthrough in the area, Openness and Transparency EuMaT will also tackle the horizontal and life-cycle EuMaT operates a policy of full openness and issues such as multi-scale modelling and simulation, transparency. Its membership is open to all potential testing, inspection, monitoring, characterization, interested parties in the materials supply chain, from including standardization and qualification of materials developers, processors, suppliers, materials and manufacturing processes, prediction manufacturers through to end users. of in-service behaviour/characteristics and failure The primary mechanism for membership and publicity criteria, risk and impacts of new materials and is through the EuMaT website (operational since Oct training and education issues. The broad scope of 2004). The website has both a public and ‘members EuMaT is reflected in its very broad membership. only’ area. General information on the activities are publicized on the public area, with more detailed Budget / Financing information and access to minutes of meetings, In the 7th Framework Programme (FP7) the presentations, etc available through the private area. resources planned for this area should be greater Links to existing TP’s, relevant working groups, than € 4 billion, for topics like better theoretical academic institutions, other international initiatives fundamental understanding of materials and their and other networks are also provided. In addition to behaviour, interdisciplinary aspects in materials EuMaT events the site publicises a wide range of science, linking fundamental research with products relevant materials events across Europe. and linking to horizontal issues related to hazards, risks, environment, sustainability, standardization, Cross-Platform Interactions etc. Annual operating cost for the EuMaT is EuMaT has already established a close cooperation estimated at about € 600,000 for the costs related to with EMF (European Materials Forum), E-MRS management, supporting activities and the work of (European Material Research Society), DGM the Focus Groups. Costs of EuMaT are currently (German Association for Materials). Further covered by the participants, for their own resources. collaboration agreements (Memorandum of Costs related to the further development and Understanding - MoU) are under consideration. implementation of the SRA should correspond to a MoU’s are also under consideration with the budget of about 0.5 to 2.5 billion €/year. This budget Technology Platforms on Steel, Transportation TPs will be obtained through the contribution of industry (ERRAC & ERTRAC), Manufuture, Hydrogen, (target 35%), national governments (target 35%), Industrial Safety and Pressure Equipment (if and the European Commission (target: 30%). In launched), Sustainable Chemistry, Construction, Zero order to assure for the large-scale coordination Emission and other TP’s. This will be a major activity capacity needed, it is proposed to initiate Eureka in the next year. and ERA-NET projects. National Mirror Groups will be financed at the national level. International Cooperation Internal Structures put in Place by the In the area of Materials it is recognised as being Platform essential to collaborate on an International basis, particularly in areas of pre-competitive R&D. EuMaT currently has 660 registered members with EuMat has synergies with similar International 21% coming from industry, 47% from academia, Groups and one of its objectives is to develop this 24% from research establishments and 8% other. activity in the future with key Countries. EuMaT has EuMaT has organized its structure in terms of already hosted a meeting with Japanese materials strategy and policy (General Assembly, International scientists. Mirror Groups (eg UK) have hosted bi- Advisory Board), in terms of management (Steering lateral collaboration meetings with organisations and Committee and Operating Agent), and in terms of Government Departments in China, Singapore and technical work (work group for the 5 implementation USA.
-11- The intention is to bring this collaboration together Next Steps onto a European level. Mirror Groups will play a key role in this. · Restructuring and appointment of new secretariat and coordinator (Jan 07); Deployment Strategy · Hold FP7 proposal ‘brokering’ meetings for the 5 key technology areas identified by EuMaT The EuMaT deployment strategy covers (a) the partners (January 07); coordination and implementation of the overall · Help coordinate and endorse proposals in these research work in the EuMaT area, and (b) providing areas (January-April 07); the basis for planning of the future R&D in EU in the · Review active membership and achieve >50% area of EuMaT (e.g. by periodic updating of the industrial membership of TP (June 07); EuMaT SRA). · Achieve greater formal links with all relevant EuMaT will actively ‘broker’ meetings for partners platforms (June 07); wishing to collaborate in relevant areas of FP7. · Formal linking to EUREKA and to national Initial meetings have already been established. organizations and activities supported by national programs/projects; (March 07); Those that are within the priority areas identified · Finalising the formalities related to linking of within the EuMaT SRA will be endorsed by the TP EuMaT to European professional materials EuMaT will be happy to monitor and publicise the organizations.(March 07), including mirror progress of successful projects within FP7 that are groups; within the scope of the Platform. An important · Definition and implementation of links with aspect that will be dealt with is the support of relevant international bodies to facilitate organisations in the implementation stage of their implementation of SRA (September 07); R&D and identifying and assisting a route to market. · Periodic updating of SRA and associated documents (ongoing, annually). Need for Major Research Infrastructure No specific large scale research facility is envisaged to implement the SRA. What is clearly needed is the coordination of existing facilities across Europe to facilitate their optimum utilisation and help remove duplication of both facilities and R&D programmes.
-12- European Rail Research Advisory Council (ERRAC) www.errac.org
Technology Platform Contacts Technical contact: Dan OTTEBORN, Vice President, Signalling Systems - Bombardier Transportation [email protected] Tel +46 70 510 5010
Administrative and Financial contact: Nailia DINDAROVA, International Affairs Manager, ERRAC - Secretariat UNIFE [email protected] Tel: +32 2 642 2321
Commission Services Contacts William BIRD, DG Research, Surface Transport [email protected] Tel: +32 2 295 4779
Vision Document No Vision document was prepared prior to the 1st Strategic Rail Research Agenda. A new document, Rail Vision 21, was presented to Commissioner Potocnik in March 2006, as input to FP7 and the updated version of the SRRA (SRRA II). www.errac.org/reftexts.htm (contains all the ERRAC reference texts)
Platform Launch Date September 2001
Strategic Research Agenda (SRA) 1st Strategic Rail Research Agenda (SRRA) handed over to Commissioner Busquin December 2002. Updated version (SRRA II) in preparation with expected completion end 2006. www.errac.org/reftexts.htm (contains all the ERRAC reference texts)
Overall Policy Objective ERRAC was set up in 2001 with the ambitious goal of creating a single European body with both the competence and capability to help revitalise the European rail sector and make it more competitive, by fostering increased innovation and guiding research efforts at European level.
Executive Summary of SRA
· European Rail is at the heart of a sustainable Member States, academics, opinion formers and transport policy. customer groups with senior representatives of the · Increased investment in rail provides the railway undertakings, infrastructure owners and the opportunity to rebalance the transport modes. railway industry. The European Commission is · Rail freight offers an alternative solution to road facilitating this process. Their collective role is to congestion in the logistics chain. define the research needs and targets to be achieved · Rail has the potential to provide a high-speed to develop a railway system that Europe can be centre to centre passenger service to all major justifiably proud of, meeting the needs of the European cities and a complementary urban European Citizen and the demands of Sustainable and regional transport system. Mobility. The target is to achieve this vision by 2020, · The inherent system characteristics of rail give it its development coming hand in hand with the unassailable advantages in safety and legislative reforms on liberalisation of the railway environmental friendliness. market and interoperability. · The expansion of the EU to close to 30 SRRA members provides an enormous challenge to its ERRAC is now able to present its first “Strategic Rail transport system and offers the ideal Research Agenda 2020” (SRRA). The agenda opportunity for rail to gain greater market share. identifies key research drivers which will place rail at ERRAC the core of the European transport system. The European Rail Research Advisory Council (ERRAC) has brought together, for the first time,
-13- It is the first step in a continuing process which is conscious decision made not to make any figures anticipated to modify content, regulate achievement public at that time. This may be reconsidered for and revisit its objectives in accordance with changes SRRA II. It is normally considered that the in market demand, social and legislative conditions Commission provides a leverage budget for research and speed of achievement of results. which represents 5% per annum of the total pre- Business Scenario normative research spent by the entire rail sector. On The rail sector has a vision for the future of rail in an annual basis this is thought to be No JTI is 2020, which reveals its ambition to become an currently planned for FP7. Given the current lack of a important player in the European transport system clear cost of implementation no indication can be by providing seamless, integrated high speed given of a shortfall in funding. passenger services and door-to-door freight services, as well as, efficient and environmentally Internal Structures put in Place by the friendly metropolitan and urban mass-transport. Platform In order to support this vision, ERRAC has All the major relevant stakeholders of the railway developed the Railway Business Scenario 2020 sector are represented in ERRAC. The Plenary which anticipates the ambitious target of the rail Assembly of ERRAC is composed of the following mode capturing twice the freight and passenger members (number of allocated seats in specified in market share and three times the freight and brackets): passenger market volume compared with 2000. · Member States and Associated Countries; Strategic Targets · European Commission (4); In line with the Business Scenario, and in order to · Manufacturing industry (8), including systems achieve the customer goals in terms of quality and integrators, infrastructure contractors and cost, the research priorities of the SRRA are component suppliers; focussed on strategic priorities which address the · Research establishments and academia (3); relevant elements, from service quality to production · Operators (6) including urban transport and new and interoperability. undertakings; These are: · Infrastructure managers (4); · Environmental (1) and urban planning (1) · Seamless Passenger Services; organisations and transport users groups (freight · Door to door Freight Services; (2), rail safety (1) and passengers (1)). · Integrated Mass Transit Services; · Modular Interoperable Rolling Stock; Members are appointed for 3 years and may be re- · Fully Interoperable Infrastructure; appointed. · Environment and Sustainability. The composition of ERRAC ensures an appropriate balance in terms of expertise and geographical ERRAC, through the SRRA, has identified the key distribution. The possibility of rotation after a 3-year research avenues, in line with the strategic targets, term ensures platforms openness to new which need to be developed to deliver the representatives of the different stakeholders. anticipated market results. The Plenary is assisted by a Support Group. Significance of the SRRA for the stakeholders The SRRA represents an identifiable, coherent There are Working Groups which deal with the forward looking and adaptable framework for railway update of the SRRA, evaluation of projects (lessons st research at the beginning of the 21 Century. It learnt), linkage with MS/regional activities and gives a clear signal to all the stakeholders involved communication/dissemination. of the direction to be taken and the speed of progress needed to be made. Platform Activities and Structures at · Commitment: National Level All stakeholders are committed to the co- Unlike most other ETPs, ERRAC's Plenary includes ordination of research investment based on the Member State representation (there is no separate ERRAC strategy at in-house, national and mirror group). From the beginnings of its activities in supra-national levels. 2001 it was clearly recognised within ERRAC that · Implementation: there needed to be an effective link up with Member ERRAC will continue the dialogue it embodies State activities and there has been a specific Working in order to further develop and adapt the SRRA Group created to this effect. Two documents have to become the core of the overall management been produced which detail national rail research of rail research. programmes. · Financing: Considerable investment will be required from Several Member States have their own Rail Advisory all partners to make the vision a reality. The Councils (UK, Poland) but as of yet there is no formal level of investment in the research as outlined in link between these bodies and ERRAC. the SRRA is currently being determined. Openness and Transparency Budget / Financing Historically there has not been an agreed figure for A task force comprising of the communications the cost of implementation of the SRRA. experts of each of the major organisations involved in ERRAC activities (CER, UIC, UITP, UNIFE) is When the SRRA was published in 2002 there was a responsible for the dissemination activities associated
-14- with the TP. Events to date include the launch of the Deployment Strategy SRRA in December 2002, a series of sessions in A Working Group has been established which is Member States communicating ERRAC and its reviewing recently completed and current rail activities and an information session in October research projects to assess their impact on and 2005 to Simon Chichester (Chair of the EP contribution to the SRRA. In addition assessments Research Committee), MEPs, Commission services are being made of how current research and and other influential personalities in Brussels. The development programmes align with the SRRA principal aim is to ensure widespread awareness of (national rail programmes, rail research projects the SRRA at European and national level through under the Fifth Framework Programme, programmes seminars in the EU Member States. for other transportation modes) Some of the important events, where ERRAC activities have been presented recently include the A review has been carried out of the initial Rail following: high-level event on the Technology Business Scenario for 2020 (which was established Platforms organised by the Austrian Presidency of in 2001) to modify and update it in relation to the EU in Vienna on 4-5 May 2006; World Congress changing trends in the Transport Sector by examining of Railway Research (WCRR) in Montréal in early the drivers that influence, and the actions that will June 2006, Innotrans in Berlin in September 2006. improve, the rail sector’s short to medium-term competitiveness. Cross-Platform Interactions Other related benchmarking activities include: There is regular contact with the other Surface TP · Examining the research implications of Transport ETPs (ERTRAC, WATERBORNE ) and investment in rail infrastructure; EIRAC which deals with Intermodal Transport. · Reviewing the light rail and metro system market These bodies meet to determine overlaps and sector in the 25 EU Member States for the next identify areas of mutual interest. 20 years and highlighting the inherent research ERRAC also takes part in the High Level group of implications; MANUFUTURE and ECTP. · Analysing future research needs required to make smooth the transition to a harmonised International Cooperation European railway market. A number of areas have been identified as being Their purpose is to ensure a robust and harmonised appropriate for International Cooperation. evaluation of the SRRA ambitions in the context of sector activities to deliver a compliant research · Market attraction strategy. - Research aiming at facilitating trans- continental freight corridors. Need for major Research Infrastructure - Development of gauge-changing technology. This has not yet been considered in specific detail by · Exchange of science and technology ERRAC. There is a reasonable spread of research - Feasibility studies of high-speed facilities between the principal actors involved in the underground urban rail transit with low ETP. This is enhanced by the link to EURNEX - the energy consumption and reduced tunnel Network of Excellence involving the main academic diameter operating in partial vacuum. institutes involved in rail research. - Gaining access to experience with very heavy haul traffic. Next Steps - Establishment of a permanent survey group · Ensuring the best alignment of the research on the EU level to monitor complementary programmes with the identified ERRAC research specialist skills and knowledge in third priorities; countries. · Identifying synergies among various corporate, - Diagnosis and detection devices (on-board national and EU research programmes and and way-side) for improving maintenance promoting better co-ordination; of rolling stock, track and cost-effectiveness · Nurturing and endorsing new research initiatives; of the railway system. · Evaluating on-going and completed projects; · International standards · Driving training and development of engineers - Expand the deployment of the European with new skills for the emerging technologies = > standards to outside the EU. key role for EURNEX (the European Rail · Socio-economic domain Research Network of Excellence); - Co-operation with Japan on effects of · Specific tasks; ageing society. · Acting as an advisor on future rail research · Personal security needs to the European Commission for the 7th - Identify and exchange technologies and Framework Programme and beyond; processes in order to acquire higher level · Completing the second Strategic Rail Research of security for rail passengers, particular in Agenda; urban areas. · Promoting ERRAC activities and implementing At the same time a series of studies has been an efficient communications strategy; carried out on rail research activities in Japan, Korea · Contribution to the 7th Framework Programme; and the United States. · Finalise SRRA II; · Provide informal contribution to the content of the FP7 Work Programme for rail.
-15- European Road Transport Research Advisory Council (ERTRAC) www.ertrac.org
Technology Platform Contacts Technical contact: Rudi KUNZE, ERTRAC Chairman, Brussels, Belgium [email protected] Tel: +32 2 508 1413
Rainer AUST, ERTRAC Secretary, Brussels, Belgium [email protected] Tel: +32 2 508 1413
Administrative and Financial contact: Josef AFFENZELLER, AVL List GmbH, Graz, Austria [email protected] Tel: +43 316 787 253
Horst SOBOLL, Chairman ERTRAC Finance & Governance Group, Dreieich, Germany [email protected] Tel: +49 6103 82230
Commission Services Contacts Patrick MERCIER-HANDISYDE, DG Research [email protected] Tel: +32 2 296 8329
Vision Document European Road Transport Research Advisory Council - Vision 2020 and Challenges, published June 2004 www.ertrac.org/publications.htm
Platform Launch Date June 2003
Strategic Research Agenda (SRA) European Road Transport Research Advisory Council – Strategic Research Agenda, published December 2004 www.ertrac.org/publications.htm
Overall Policy Objective The Technology Platform ERTRAC’s main goal is to reflect on the future research priorities necessary to support the development of a truly sustainable road transport system in Europe and to establish and promote a Strategic Research Agenda and its implementation for the next decades for Member States, European institutions and road transport stakeholders. The TP ERTRAC is fully in line with the Lisbon objectives and is also considered as being a key element in the European strategy for increasing the R&D investment in the Member States to 3% of GDP by 2010, as stated in the Barcelona Council. Road transport is one of the major sectors of the European industry and an important driver for the growth of the European economy. In particular, the automotive industry employs directly 1.9 million people, indirectly the sector employs 14 million people (10% of jobs in the EU). It represents 11% of EU GDP and contributes to € 33 billion of EU external trade.
-16- Executive Summary of SRA As mutual interests on research areas are formalised, strategic research co-operations focused on a Based on the Vision 2020 which was published in systems approach will be developed. An updated June 2004, the SRA was elaborated by different version of the SRA will be presented in June 2007. Working Groups with input from various external experts who participated in a set of workshops and with individual contributions. Due to the complexity Budget / Financing of the issues and the number of stakeholders The financial resources needed in the next 20 years involved with road transport, ERTRAC has in research and development to achieve the Vision structured the discussion and development of the 2020 represents about 70% more than the current ERTRAC Vision for 2020 and the Strategic level of expenditure in Europe. The SRA has been Research Agenda around four pillars: created to influence all European research in the 1. Mobility, Transport and Infrastructure; sector and, thus, it should be implemented through 2. Environment, Energy and Resources; the synergy of EU, national, and regional 3. Safety and Security; programmes as well as industrial programmes. 4. Design and Production Systems. In the case of the EU Framework Programme, The SRA is organised in sections covering each of implementation mechanisms could include: the four pillars. Each pillar is presented with a · Cooperative RTD including Joint Technology logical flow from the Vision statements to the targets Initiatives; for 2020, followed by a detailed description of the · Research Infrastructures; research areas which need to be addressed to achieve the Vision. The SRA follows a true systems · Training and Mobility of researchers; approach and integrates all the relevant research · Coordination policies. areas for a sustainable future road transport system. Other funding schemes, including national, private, Every effort was made to capitalise the work already Eureka, EIB, will also be considered. In particular the done in other European studies and roadmap JTI activity is also taken into account for future action. projects concentrated on specific road transport ERTRAC is in line with other JTI’s linked with road themes. transport (Embedded Systems in ARTEMIS and All of the research areas are considered to have Hydrogen and Fuel Cell). priority, but there are differences in the timing, technical difficulty, level of investment, and other Internal Structures put in Place by the factors. An assessment of the “Benefits to Society” Platform and “Difficulty to Achieve” is provided on a scale from 1 to 5 for each of the research areas to provide All major Road Transport stakeholders participate in the reader some sense of balance. These two ERTRAC, representing associations as well as the indicators cannot be used alone to establish the EC and Member States. priority of research as each research area is like a There are more than 70 persons in the Plenary component that must be considered as part of a representing industries and their associations, more complex system. research providers and universities, users and In the SRA, the assessment charts and roadmaps citizens, the European Commission (DG RTD, DG are presented for each major research objective INFSO, DG ENV, DG TREN, DG ENTR), Member across the four pillars. States, candidate countries, EFTA countries and the European Parliament. The ERTRAC SRA will be reviewed and updated regularly to ensure an alignment by the various The ERTRAC internal structure is shown in the stakeholders around the different research issues diagram below. and determine the priorities for action.
-17- Platform Activities and Structures at first TRA was held in June 2006 in Gothenburg,
National Level Sweden (www.traconference.com); the second TRA will be held in Ljubljana, Slovenia, 21-25 The Member State representatives are directly April 2008 (www.TRA2008.si); involved in the Plenary for a better involvement · Half-year Newsletter summarizing ERTRAC (There is no mirror group). In order to improve links activities which is distributed widely; with national activities, ERA-NET representatives Publicizing ERTRAC activities at national and (ERA-NET Transport and ERA-NET Road) are also · directly involved in ERTRAC activities. international events (see special activities); · Participation at EC Technology Platform National ERTRAC platforms have already started seminars; (e.g. ERTRAC Slovenia, ERTRAC Poland). · Links to other ETPs have been initiated through ERTRAC created an inventory of national research members. activities in the road transport sector. This inventory Special activities is based on information from the FP6 initiative ERA- NET Transport, ERA-NET Road and the FP5 project Workshops and presentations at national events such EXTR@WEB, as well as input from national as a comprehensive ERTRAC presentation at a ERTRAC representatives. It covers a short overview Seminar in Lisbon, March 2, 2005; at ERA-NET of the national road transport sector and the recent Meeting, March 14, 2005; at the Strategic RTD programmes. Currently there are 17 European Development Conference on November 10, 2005 in countries: Austria, Belgium, Denmark, Estonia, Ljubljana; at the International Conference on Finland, France, Germany, Greece, Hungary, Transport Research in Thessaloniki, March 16, 2006; Iceland, The Netherlands, Norway, Poland, Sweden, at conferences in Ljubljana April 11, 2006; in Vienna United Kingdom, Italy, Slovenia. Next step will be May 4, 2006; in Warsaw June 6, 2006. the analysis of overlaps and gaps between these ERTRAC presentations with open discussions were national activities, the EC programmes and the given at several conferences such as at EARPA ERTRAC recommendations. General Assembly, February 16, 2005; at Tire Technology Cologne Exhibition, February 24, 2005; Openness and Transparency at AUSTROTEC in Graz, June 9, 2005; at FEHRL General remarks Road Research Meeting, June 14, 2005; the “ICT for ERTRAC was initiated three years ago and today Safer Mobility Meeting”, September 26, 2006; and at involves all major stakeholders of European road the UITP conference October 26, 2006. transport sectors including consumers, vehicle During 2005 and 2006 European Organisations were manufacturers, component suppliers, road asked for input to the FP7. ERTRAC organised infrastructure operators and developers, service meetings to co-ordinate major input. providers, energy suppliers, research organisations, cities and regions, NGOs as well as representatives ERTRAC has organised an open workshop on 5-6 from the European Commission and member states. December 2006 "Sustainable Road Transport in Europe – move from SRA to Road Map" with more ERTRAC operates on the basis of three levels. The than 120 participants to update the Research high level group (Plenary), which is currently Framework. composed of 70 members, meets every 4 months. The Steering Group is the management body of ERTRAC and it meets regularly before the Plenary Cross-Platform Interactions meetings. Finally, Working Groups on the four ERTRAC operates on 3 levels with other European ERTRAC work streams are currently being Technology Platforms. reorganized to implement the Strategic Research 1. ERTRAC established a close link to related Agenda. Platforms by nomination of ERTRAC members The rules for membership in the three bodies of to: ERTRAC are clearly defined in the Terms of - MANUFUTURE TP; Reference (ToR). The ToR are available from the - Hydrogen & FC TP; web site. Membership applications and changes are - ARTEMIS TP; regularly decided upon in the Plenary meetings. - ECTP TP; - BioFrac TP; Key positions in the different groups are subject to a - ACARE TP; periodic rotation. The working methodology and the - Steel TP. decision process are also defined in the ToR. 2. ERTRAC participates at EC Technology Platform More than 400 experts were invited, for example, to seminars, e.g. “Seminar of the Industrial Leaders participate in the workshops to define the basis of of Technology Platforms”. the Vision and Strategic Research Agenda. 3. ERTRAC established a communication and ERTRAC is ensuring full transparency of its activities exchange platform with the other two Technology by the following measures Platforms on surface transport: Waterborne TP and ERRAC TP (rail). The aim is the co- · Operational web site with all relevant reports, ordination and identification of broader research meeting minutes and other documentation topics on e.g. long distance freight transport and (www.ertrac.org); urban mobility. Links have been also established · Organisation of regularly scheduled with 2 Coordination Actions: EIRAC for inter- international conferences on road transport modal freight transport and EURFORUM on research (Transport Research Arena -TRA): the urban mobility.
-18- International Cooperation The aim of the workshop was to:
International Cooperation is an important topic · Discuss new ideas for the Research Framework for future research collaborations in road activities; transport, especially with emerging countries · Develop a coordinated timeline for main steps by (e.g. China, India, Brazil and South Africa). Six main developing road maps; topics of collaboration have been identified. The · Discuss further steps for project initiation and detailed areas of research collaboration and monitoring of results. countries for collaboration have been developed as The updated Research Framework with road maps a summary of potential topics for International will be presented at the ERTRAC event to be held on Cooperation (INCO). 26 September 2007. The SIMBA coordination is supporting ERTRAC Outlook towards building a long-term public- activities via its members. private partnership Deployment Strategy The Technology Platform ERTRAC is basically an initiative of the road transport industry, which invests Research Framework approximately € 19 billion per year on R&D. ERTRAC So far most activities have focused on the creation has, for the first time, established an open dialogue of the Vision, SRA and the Research Framework for between the main driving forces in the European the implementation of the SRA. public and private road transport sectors and published an SRA which was agreed by all ERTRAC activities are already influencing the stakeholders. It will play a major role in helping to planning of concrete projects. For example, the FP6 align both private and public research activities, as project "CALM II - Coordination of European well as national with EU research initiatives. Research for Advanced Transport Noise Mitigation" Continuous investment in RTD is the most important will establish an Advisory Board with representatives factor to remain competitive. of all four transport-related research advisory councils (ACARE, Waterborne TP, ERRAC, In support of the CARS 21 initiative to support the ERTRAC). Also, there are several Integrated competitiveness of the European automotive industry, Projects from the last Calls of FP6: HI-CEPS on the industry looks forward to creating a detailed hybrids, GREEN on heavy duty engines, HySYS on research, development and demonstration fuel cell hybrid vehicles, HYICE on hydrogen programme in two main areas: “Clean fuels and combustion engines, SILENCEon environmental vehicles” and “Intelligent roads and vehicles”. noise reduction, CITYMOBIL on advanced road ERTRAC Office transport systems for urban environment, SLC on In February 2006, ERTRAC opened its office in production technologies and light weight cars. Brussels for a further improvement of networking and Based on the SRA, the ERTRAC Research the implementation of proposed activities. It is located Framework (RF) is being developed for research at: Rue du Trône 98, 1050 Brussels. implementation. The aim is to provide more detailed guidance for research initiatives/programmes to Need for Major Research Infrastructure achieve the Vision 2020 and face the challenges as defined by ERTRAC. The RF focuses on the ESFRI definition of RTD targets, the evaluation of impacts “Open European database on vehicle and traffic and effectiveness, as well as cost-effectiveness safety” has been expressed and forwarded to the considering the goals of sustainable growth, FP7 “Capacities” Specific Program. competitiveness and social aspects. A first document was published April 2006. In particular, Next Steps this serves as input for several Thematic Priorities of th · December 2006: First draft of road maps to the 7 Framework Programme for R&D. update the Research Framework After the successful examination of the Strategic · June 2007: Strategic Research Agenda – first Research Agenda (SRA) of October 2004 and our update Research Framework of April 2006, it is now the · September 2007: ERTRAC Event with task to develop road maps for the implementation of presentation of updated SRA and Research ERTRAC Research Framework. Framework · April 2008: TRA Conference in Ljubljana, A workshop on 5-6 December 2006 with 120 experts Slovenia. from different organisations and countries developed first drafts of road maps on the following three main In the Research Framework, ERTRAC proposed 6 topics: topics for the FP7 first calls to be included in different 1. Long distance freight transport (ensure the Themes: transport of goods to market); 1. Future long-distance freight transport, including 2. Urban mobility (improve quality of urban and logistics; regional life); 2. Urban freight and passenger transport; 3. Intelligent & safe vehicle and infrastructure 3. The intelligent vehicle and infrastructure; (deploy leading edge technologies to enhance 4. Road transport safety; safety and mobility). 5. Sustainable energy for road transport; 6. Competitive EU production in a global context.
-19- Food for Life (Food) etp.ciaa.be
Technology Platform Contacts Technical contact: Dr Jan MAAT, Chairman Operational Committee, Unilever, Vlaardingen, The Netherlands [email protected] Tel: +31 10 460 61 42
Daniele ROSSI, Board member, Federalimentare, Rome, Italy [email protected] Tel: +39 06 590 3470
Administrative and Financial contact: Beate KETTLITZ, Director Scientific and Regulatory Affairs, CIAA, Brussels, Belgium [email protected] Tel: +32 2 500 8752
Commission Services Contacts Jürgen LUCAS, DG Research, "Food, health, Well-being" [email protected] Tel: +32-2 296 4152
Valerio ABBADESSA, DG Research, "Food, health, Well-being" [email protected] Tel: +32-2 299 9169
Vision Document European Technology Platform on Food for Life – The vision for 2020 and beyond etp.ciaa.be/asp/about_etp/etp_vision.asp etp.ciaa.be/documents/BAT%20Brochure%20ETP.pdf
Platform Launch Date 5 July 2005
Strategic Research Agenda (SRA) A two-step Strategic Research Agenda (SRA) process has been defined and agreed: · Stakeholders proposal for a SRA (SSRA) submitted to EC on 24 April 2006. Regional and national stakeholders and web-consultations on SSRA are being carried out, and will continue in the course of 2006. The SSRA focuses on six key challenges for innovation such as Food and Health, Food Quality and Manufacturing, Food and the Consumer, Food Safety, Food Chain Management, and Sustainable Food Production. · Final SRA and Implementation Plan (IP) to be published in March and December 2007 respectively etp.ciaa.be/documents/ETP_ffl_SSRA_240406.pdf etp.ciaa.be/asp/about_etp/nat_cons.asp www.ciaa.be/pages_en/news_events/news_list.asp?news_id=180&year_crit=2006
Overall Policy Objective To strengthen the competitiveness of the EU food and drink sector, to increase R&D investments and to promote a better coordinated EU food and nutrition research activity for an effective consumer- oriented and consumer-targeted food innovation and for the establishment of a greater synergy between consumers’ demand, social welfare and wellbeing, economic growth, and environmental production in Europe.
-20- Executive Summary of SRA
The European agro-food industry is the largest Challenge 1: Ensuring that the healthy choice is the manufacturing sector in Europe. The food and drink easy choice for consumers. industry itself had a turnover of € 810 billion in 2004, transforming over 70% of the EU’s agricultural raw To be able, through a better understanding of food materials and employing over 4 million people, the consumer behaviour, to strengthen the consumer majority within the SME sector. The European agro- involvement in healthy foods and their production and food industry is a leading global exporter and affords to ensure that food products are adapted to significant value addition; it also offers scope for consumer demands for nutrition, health and pleasure. economic growth within new EU Member States, Challenge 2: Delivering a healthy diet. development of regional economies and exploitation of Europe’s rich cultural diversity and traditions. The To develop new and effective food-based strategies agro-food industry is thus central to the wider, to optimise human health and to reduce the risk, or economic development of Europe as it will develop delay the onset, of diet-related disease. The focus will over the next two decades. be on the emerging areas of brain function, immune and intestinal function and metabolic function. There is an increasing societal awareness of the opportunities to improve the quality of life through Challenge 3: Developing value-added food products healthy eating and of the contribution that with superior quality, convenience, availability and sustainable production can make to improvement of affordability. the overall environment. The preferences of To provide the consumer with the type of food consumers for quality, convenience, diversity and demanded, at the right time, in the right place and at health, and their justifiable expectations of safe, the right price. Food products, process and ethical and sustainable food production serve to packaging design and process control, are highlight the opportunities for innovation. In some considered within the overall context of sectors of the food chain, such as food safety, understanding and exploiting process-structure process engineering and sustainability, Europe is property relationships and consumer behaviour in already a world leader and innovation and respect of food quality and manufacturing. investment are both high. However, in many others this is not the case. Challenge 4: Assuring safe foods that consumers can trust. Within the ETP Food for Life Vision document a coherent strategy for the future of the food chain To develop and promote an integrated approach to was developed based upon the shared vision of its food safety that encompasses the complexity of the diverse stakeholders. Key elements of this flexible food chain, consumer concerns and trust, lifestyles, strategy are initiatives in food and health, food globalisation and competitiveness. quality and manufacturing, food and consumer, food Challenge 5: Achieving sustainable food production. safety, sustainable food production and food chain management. These elements needed support from To put sustainability at a crucial place of future an effective input from communication, training and European food production, to develop and exploit the technology transfer. The SSRA has developed the tools necessary to better understand the vision document into a coherent series of research sustainability of food chains, optimise sustainable challenges to ensure that the R&D is conceived with primary production and identify consumer attitudes perspective of the consumer as the major driver towards sustainable food production. (fork-to-farm). Challenge 6: Managing the food chain. The seven key challenges that are developed in the SSRA are considered to be crucial for innovation in To better manage the efficiency and delivery by the the food chain. In addition, four complementary food chain, develop and exploit outputs of scenario tasks have been identified that will need to be studies to most effectively position Europe’s food undertaken to ensure that there is an effective chains and to reduce the overall complexity of value implementation of the SSRA. The SSRA is chains. structured such that it addresses the key challenges Challenge 7: Communication, training and in the various areas, denotes the research topics to technology transfer. be undertaken and the deliverables that can be expected in the short-, medium- and long term. To conduct research necessary to improve the Close contact has been developed with other process of food investment of research and relevant ETPs, including ETP Plants for the Future development and to develop and exploit innovative since one of their three challenges, Healthy, safe strategies in communication, training and technology and sufficient food and feed, is closely linked to transfer to optimise the impact of Innovation in the aspects of the programme of this ETP. In this way, food sector. gaps and overlaps have been prevented and The Chapter entitled “Towards implementation” synergistic opportunities identified. identifies complementary activities needed to deliver Seven challenges are presented, each of which will innovation and increasing financial resources require targeted and managed trans-disciplinary committed to innovation of the European food activities if they are to be addressed and delivered industry, improving education, skills and facilities in with maximum impact. Challenges 2 and 3 are Europe, optimising stakeholder understanding and pivotal for delivering innovation and commitment and initiating scenario studies. It is these competitiveness. challenges, and the opportunities associated with their delivery that will provide the basis of the consultations that will be entered into over the coming
-21- months. Given the level of enthusiasm and interest industry sector in a non-dogmatic manner and on the already expressed by stakeholders of the food chain basis of broadest consensus. Transparency and for this ETP the inputs, which will inform the communication will be ensured via the ETP website, Strategic Research Agenda, are likely to be both summary meeting reports, register to comment of stimulating and diverse. drafts, register to get involved in the activities. Web-link: Budget / Financing etp.ciaa.be/documents/Transparency_code.pdf To be defined and described in the Implementation Activities undertaken in 2005-2006: Maintenance of a Plan. website with access to all ETP Food for Life documents, accessible to everybody. Creation of a Internal Structures put in Place by the board with an open call for membership amongst all Platform relevant stakeholders having a particular interest in The inaugural Board meeting was held on 9 January the field. Creation of an operational committee, 2006 in Brussels. During the meeting, the terms of comprising of working group leaders of all eight work reference and working procedures of the ETP have packages of the ETP. been elucidated and discussed, and eight Working Groups have been defined, namely Food and Cross-Platform Interactions Health, Food Quality and Manufacturing, Food and ETP Food for Life will closely interact with other ETPs the Consumer, Food Safety, Food Chain (i.e. Plants for the Future, Sustainable Chemistry, Management, Sustainable Food Production, Animal Breeding, Animal Health, Bio-fuels, Forestry) Communication, Training and Technology Transfer addressing food, biotechnology and agriculture and and Horizontal Activities. will support national food platforms to underpin its Commitment and support will be achieved through activities and ensure that it addresses the needs and communication, meetings and consultations, and – opportunities for all Europe. when appropriate – from inputs channelled through national food platforms that many countries are International Cooperation proposing to set up. The ongoing activities which will The ETP Food for Life has taken an active part in EC- address both dissemination and feedback will be led initiatives to establish potential INCO driven by the Horizontal Activities Working Group programmes. Specifically Russia and New Zealand and the Communication, Training and Technology were visited by several members of the ETP and the Transfer Working Group. ETP has been presented and discussed at length. Depending on the work programme of FP7 the Platform Activities and Structures at establishment of specific co-operation projects will be National Level pursued. National Food Platforms are being formed for the moment in 11 countries: Austria, Belgium, Czech Deployment Strategy Republic, Denmark, France, Hungary, Italy, Poland, To be defined. Russia, the Netherlands and Turkey. The setting up of platforms foresees the involvement of national Currently, implementation concentrates on the food federations into the organisation of national stakeholders' views of the priorities that must form a consultations and the advice coming from already part of the European research co-operation activities established national platforms. The Mirror Group will at the public level to achieve a better co-ordination of include representation of national funding agencies, national and regional research resources, to obtain ERA-Nets, COST, EUREKA and other bodies better added value for the resources and to improve funding agro-food research, training activities and the skill base. Four tasks have been envisaged: innovation. The ETP and Mirror Group will work 1. Increasing the financial resources committed to together to establish the level and targets of national innovation of the European food industry; publicly funded food research programmes across 2. Improving education, skills and facilities in Europe (2007-2008), to exchange best practice in Europe; calls, evaluation and administration of research 3. Optimising stakeholder understanding and programmes (2007-2008), to align research priorities commitment; and agendas (2010) and to open up national 4. Initiating scenario studies. research programmes to European competition (2015-2020). Need for Major Research Infrastructure Openness and Transparency To be defined. The ETP is open to membership from industry, academia, all relevant stakeholders, including Next Steps industry, public authorities, research community, · 2006 -2007: National Consultations, National regulators, civil society, operators, users and Food Platforms, Mirror Groups consumers as direct members, observer or guests. · March 2007: Publication of the final Strategic All interested parties expressing an interest of Research Agenda participation should be committed to support the aim · December 2007: Implementation Plan of strengthening research, development and innovation efforts in Europe in the food and drink
-22- Forest-Based Sector Technology Platform (FTP) www.forestplatform.org
Technology Platform Contacts Technical contact: Claes-Göran BECKEMAN, Project Director [email protected] Tel: +46 70 538 1800
Administrative and Financial contact: Dr. Andreas KLEINSCHMIT VON LENGEFELD, Secretary, Brussels, Belgium [email protected] Tel: +32 2 556 25 85 - Fax: +32 2 556 25 95
Commission Services Contacts Christos TOKAMANIS, DG Research, "Industrial Technologies -Products, processes and organisations" [email protected] Tel: +32 2 295 9565
Maria GAFO GOMEZ-ZAMALLOA, DG Enterprise, "Textiles, fashion and forest-based Industries" [email protected] Tel: +32 2 295 97 22
Vision Document Innovative and sustainable use of forest resources, Vision for 2030. www.forestplatform.org/easydata/customers/ftp/files/pdf/FTP_Vision_Document_2030.pdf
· The European forest-based sector plays a key role in a sustainable society. · It comprises a competitive, knowledge-based industry that fosters the extended use of renewable forest resources. · It strives to ensure its societal contribution in the context of a bio-based, customer-driven and globally competitive European economy.
Platform Launch Date February 2005
Strategic Research Agenda (SRA) Finalized, February 2006 www.forestplatform.org/easydata/customers/ftp/files/pdf/SRA_FTP_Final.pdf
Overall Policy Objective
· To increase the sector’s competitiveness while continuing to build on its competence in providing functions that enhance sustainability. · To ensure the perpetuity of renewable forest resources as the basis for meeting the multi- functional needs of society, including a range of sustainable processes, products, services and other benefits for individual consumers and other users. · The overall vision is that by 2030, products, services and energy derived from renewable, wood- based and composite materials should be amongst the preferred choice of the consumers. · To contribute significantly to achieving goals set up by European Councils in Lisbon Gothenburg and Barcelona as well as contributing to well-founded policies, directives and regulations. · To contribute strongly to the fulfilment of the objectives of the European Research Area in respect of integration, co-operation and focusing of research concerning utilization of renewable forest- based resources.
-23- Executive Summary of SRA The Forest-based Sector Technology Platform (FTP) For example, the forest provides a valuable resource represents a step into a new era for the sector. An in terms of recreation, tourism and other indirect era that will build a more knowledge-based, more ‘nonwood’ values. customer focused and more innovation oriented Industry. The forest-based sector is well aware that it needs to develop open and effective communication channels At the same time, the sector aims at developing the with Europe’s citizens on issues of stewardship. As a economic and social benefits it provides today, while result, the SRA also outlines the need for a scientific still seeking continuous improvement in terms of approach that will generate a better understanding of sustainability. the public’s perceptions and concerns and provide effective responses. Sustainability, product The Strategic Research Agenda is aimed at development, resource availability, multiple forest increasing the competitiveness of Europe by use, biodiversity, the production of bio-energy and developing innovative products and services. energy efficiency – in tackling all these areas and Competitiveness is the key objective of the platform, more, the SRA is clearly an ambitious undertaking. because without it there will be no capacity to deliver the economic, social and environmental goods and Successful implementation of the SRA depends on services for which the sector strives so hard. By bold steps and innovative ideas. Here, the research contributing to all three pillars of sustainability, the society has to take the lead with industry, forest sector walks hand in hand with the EU in reaching owners and public bodies to clear a path toward goals and strategies set out in Lisbon and commercial or societal implementation. A well- Gothenburg. functioning innovation system, a strategic communication action plan, and activities in the field The sector’s prime asset is the renewable nature of of education and training must support the drive to its raw material – wood. Fabricated by nature using ensure that the sector’s vision for the future becomes carbon dioxide and water, this resource can be used reality – for the benefit of all. for a variety of products and services, as well as for energy. The amazing properties of wood means that today there is probably no other major industry that Budget / Financing positively influences the daily life of Europe’s citizens So far the FTP project has been financed by the as broadly as the forest-based sector. This situation industry through the European Confederation of is not guaranteed, however. On the contrary, the Woodworking Industries (CEI-Bois), the sector is subject to a variety of threats and Confederation of European Forest Owners (CEPF) challenges, mainly due to increased global and the Confederation of European Paper Industries competition, changes in the energy market and the (CEPI). concern for the effects of climate change. For the implementation stage, the FTP has been The forest-based sector can turn these threats and awarded an EC contribution from FP6. challenges into opportunities though. This is precisely the goal of the FTP and its Strategic Platform Activities and Structures at Research Agenda. Society demands and deserves higher added-value products in existing product National Level segments. However, there is also need for the In order to link the platform with its wide scope to the development of entirely new uses for wood as a raw national levels National Support Groups (NSG) are material and a more active engagement in the bio- set up serving as dual communication channels. The energy field. Indeed, “green” chemicals, novel NSGs shall typically comprise representatives of the composites, and the non-wood values of European forest-based sector, including forests are already identified as product research, representatives of national financing and opportunities. governmental bodies. All EU countries are invited to set up NSGs. The main roles of the NSGs are to: New concepts that use wood will further contribute to mitigate climate change as all wood products in · Secure that the key stakeholders are essence ‘lock up’ carbon. Wood can contribute in represented in the national group; other ways too, though, for example by providing · Formulate national views on and inputs to the substitutes for non-renewable materials in sectors platform; such as packaging, fuels, chemicals and · Inform about the platform on the national level, construction. e.g. contacts with authorities, public financiers However, to take advantage of all these etc.; opportunities, secured wood supplies are obviously · Coordinate national research agendas. vital. This is helped by the fact that Europe‘s forest So far 21 NSGs have been established. areas are increasing, but even more important is to mobilise already existing forest resources in a sustainable way. Efforts are also needed to increase the growth yield of forest biomass through various measures. In order to secure wood supplies, Europe must also create a supportive policy framework that allows the use of the potential existing in Europe’s forests. Furthermore, forests represent far more than a secure raw material supply base in today’s Europe.
-24- Internal Structures put in Place by the
Platform
Openness and Transparency Deployment Strategy The FTP has implemented its own code of openness The FTP has 21 National Support Groups many of and transparency. which have received substantial back-up from national and regional government agencies and the Cross-Platform Interactions industry. This will ensure a strong regional and national base for implementing the SRA. The FTP is in close contact with related platforms Orchestrated with the support of the European are especially: Commission on the European Level, the · Plants for the Future; implementation of the SRA will generate a · Technology Platform on Sustainable Chemistry; continuously changing portfolio of programmes and · The European Construction Technology projects. The FTP implementation structure will Platform; increase the efficiency of dissemination, support the innovation process, training and education. The · Water Supply and Sanitation Technology implementation of the SRA will require improved Platform; cooperation across the traditional value-chains and · Manufuture - Platform on Future Manufacturing interactions with other ETPs and policy makers. Technologies; · Biofuel Technology Platform. Need for Major Research Infrastructure No specific large-scale research facility has been identified as necessary to implement the SRA.
Next Steps The next FTP conference will be held in Hannover, Germany, 15-16 May 2007, with focus on innovation and lead markets for the forest-based sector. The conference is an official event under the German presidency.
-25- Global Animal Health (GAH) www.ifah.be/Europe/euplatform/platform.htm
Technology Platform Contacts Technical contact: Declan O’BRIEN, Chairman, Executive Board, ETPGAH, International Federation for Animal Health Europe (IFAH-Europe) Managing Director, Brussels, BELGIUM [email protected] Tel: + 32 2 54 75 60 Commission Services Contacts Dr Isabel MÍNGUEZ TUDELA, DG Research, "Agriculture, Forestry, Fishery, Aquaculture" [email protected] Tel: +32 2 299 2109 Vision Document cordis.europa.eu.int/nanotechnology/nanomedicine.htm
Platform Launch Date December 2004
Strategic Research Agenda (SRA) Final May 2006 www.ifah.be/Europe/euplatform/SRA_May06.pdf
Executive Summary of SRA
The Strategic Research Agenda (SRA) describes aligned to competitiveness and other Community the research that is recommended in order to realise policies and strategies. The SRA must also be closely the aim of the platform, namely: - "To facilitate and linked to the Community Animal Health Policy accelerate the development and distribution of the Strategy which is currently under development and most effective tools for controlling animal diseases due for completion by 2007 covering the period 2007 of major importance to Europe and the rest of the to 2013. world, thereby improving human and animal health, food safety and quality, animal welfare, and market The SRA considers the research necessary to ensure access, contributing to achieving the Millennium De- breakthrough and innovation in the development of velopment Goals." new tools to control animal diseases. It also considers the research requirements to resolve the The current focus of the platform is the development problems in manufacture, production and registration of vaccines, pharmaceuticals and diagnostic tests of new products. This involves identifying the for major animal diseases. research required to develop new methodologies and tests for demonstrating the safety, quality and There is a need to boost research by developing efficacy of new products thereby enabling their rapid methodologies to prioritise requirements and registration and approval by the regulatory develop more effective funding, so that new or authorities. As well as the specific research improved veterinary medicines – vaccines, requirements, a number of critical factors linked to the pharmaceuticals and diagnostic tests - can be successful transfer of technology from the research delivered. Closely associated is the effort required to base to the development phase and subsequent enhance and enable the effective transfer of manufacture are identified. It is these enabling factors innovations and breakthroughs from the research which need to be enhanced before Europe will be in a base into the development, manufacture, position to compete successfully. authorisation and distribution of new and safe products for practical use. The SRA is organised around 6 themes to reflect the issues which impact on the successful transfer of Stakeholders have defined the SRA setting out their ideas into deliverable products. In each of the themes common views on the necessary short, medium and a number of recommendations for research or other long-term research, development and delivery needs actions are suggested. for Global Animal Health over a period of 10 years. This will establish a framework for guiding research The 6 key interacting themes are: over this period. In achieving this, the anticipated changes in animal health and production worldwide 1. To prioritise animal diseases; must be taken into account. The SRA must also be 2. To conduct a number of gap analyses;
-26- 3. To ensure high quality relevant fundamental competitive and to produce innovative and new research; products. Many enabling factors are involved in the 4. To identify the enabling factors to improve the successful delivery of new products. Perhaps one of rate of Technology transfer; the most important is the urgent need to establish a 5. To consider regulatory issues; method for Europe to identify innovation, ensure the 6. To maintain a Global Perspective. scientists involved understand the need to acquire patents and to fill the critical gap which currently The first stage in developing the SRA is to define a exists between the science and the major rational methodology to prioritise diseases within pharmaceutical companies. A series of Europe and worldwide. This is crucial to set the recommendations for action and research are made priority framework for research into the new or to improve the potential and reality of technology improved tools for disease control and to ensure the transfer. most effective use of resources and research capacity. Much has been achieved in Europe over the past 25 years to establish the standards for the supply and An attempt at producing an interim list of priority safe and effective use of veterinary medicines. The diseases has been made with a preliminary gap development of the regulatory controls now applied analysis aimed at considering all available has resulted in the improvement of medicinal information on the interim prioritised diseases listed products and food safety, and developed the in Chapter 2. The objectives are to determine the harmonisation of regulatory approach throughout the gaps which currently exist in the knowledge and 25 Member States. Research and good scientific data understanding of the diseases, gaps in the underpin the regulatory processes across the world availability of products and the weaknesses of and provide the technical solutions to respond to the existing products. Finally the gaps in research regulatory hurdles. The new legislation recently activity within the EU were considered. A strategic enacted in the EU could have a major impact and approach should target all the gaps in a co-ordinated lead to considerable improvements in the regulatory manner. process. The recommendations in the SRA are Action is needed to develop programmes to fill gaps intended to identify the research needed to develop whilst at the same time developing research possible solutions to improve the regulatory process collaboration and synergies to avoid duplication of further thereby continuing the achievements of the research effort. A formal mechanism to identify past 25 years. research gaps is essential for success. Much of the Societal studies are also needed to assess the current public research funding is targeted at impact of new technologies or alternative eradication problem resolution or at providing the evidence on programmes with the use of veterinary medicines and which to base policies. Consequently, funding for to evaluate the most effective ways to present the innovation is lower than appropriate, resulting in new technology to the public. An assessment of the difficulties in filling knowledge gaps. Furthermore, no risks and benefits of new products along with an single group has an overview to ensure an evaluation of the risk communication and science integrated and coordinated Research and strategies available to present the new technologies Development (R&D) programme across Europe. to the public would be valuable. Provision of such an overview would reduce duplication of effort, lead to a more effective use of Finally, from a global perspective it is vital to work in resources and limited funds, encourage synergies, partnership with countries outside of the EU. The and enable major gaps in research to be identified global nature of many of these problems, and the and filled. A series of recommendations are made to scale and complexity of new product development develop the methodologies and to ensure that the means that solutions will not be very effectively research activity across Europe is coordinated. produced or very robust if developed exclusively for and/or in Europe. The scale and complexity of Fundamental sciences are critical to the SRA since vaccine, pharmaceutical and diagnostics they act as the building blocks for the new development is such that alliances with non- technologies. Funding is vital for the fundamental European countries and international organisations sciences and it would be appropriate to consider such as the World Organisation for Animal Health specific programmes for each discipline. A series of (OIE) and the Food and Agriculture Organisation recommendations are made. One of the most (FAO) will be essential. In general projects should be important is that a European Central Institution for promoted in partnership with developing countries. Epidemiology and Infectious Diseases should be recognised to have responsibility for training The recommendations in the SRA fall into three epidemiologists, to create a critical mass for the categories. First, the short term analyses which need future, and for acting as a repository for a range of to be completed in order to confirm the priority areas databases on disease information. on which to focus research funding to meet the aims of the Platform. Although detailed analyses are The enabling factors to the better identification, recommended it is important to ensure that funding is development and use of innovation are an important primarily directed to research, which will deliver component of the SRA. Five potential barriers to the products. Second, the areas identified for funding. efficient transfer of technology to enable And third, the enablers which need to occur in parallel development of new products are identified:- quality to ensure the successful outcomes from the funded management, intellectual property rights, facilitation research. of technology transfer, education and training, and infrastructure. It is essential to minimise or overcome The next stage is to consider the full range of the effects of these barriers if the EU is to remain recommendations, classify them into one of the three
-27- categories above and identify which groups or · Representatives from the European Research organisations will take ownership and responsibility community (Institutes, Universities, Network of for progress. Linked to this is funding, and contact is Reference Labs); required with the funding organisations in order to · Member States representation; develop an action plan for a 5-year period; the · EFSA; strategy itself will cover the next 10 years. It is also · Invited experts from International Organisations anticipated that the recommendations in the SRA or NGOs and from regional organizations (Asia, will be taken into account by the EU Commission Africa, Latin America) when developing the work programme for the EU Framework 7 Programme. The Secretariat Lead and hosted by IFAH-Europe. It coordinates the The Steering Council of the European Technology daily work of the platform including the organisation Platform for Global Animal Health working closely of workshops, editorials etc. with all the stakeholders and funders will develop the Action Plan for the SRA to ensure that wherever Member States possible the recommendations are implemented. The Member States are involved through the representation at the SC by 4 Chief Budget / Financing Veterinary Officers (CVOs) responsible for Animal health Policy in each Member State. A representative The ETPGAH is currently finalising its Action Plan. of the Heads of Medicines Agencies of the EU, The Plan is scheduled to be completed by February responsible for the licensing of veterinary medicinal 2007 with costings attached in relation to the various products will also represent the Member States by proposals for action. membership of the SC and the EB. Sources of funding include FP7 and the EIB. However, a major effort will be made, via national Platform Activities and Structures at Mirror Groups, to link into National funding. It is National Level estimated that National funding is at least ten times greater than funding that might be anticipated from Mirror groups are already set up or in development in FP7. The targeting of this funding towards the several Member States: Spain, France, UK, The priorities of the Action Plan is regarded as critical to Netherlands, Italy, Nordic countries. the efficient use of resources in terms of developing These Mirror Groups have already started, or will innovative products that will deliver tremendous start very soon to dialogue with all relevant Interested benefits to society. Parties in their country, including representatives from Governments (Ministries), Universities, specific Internal Structures put in Place by the Research Organisations, if existing, and professional Platform organisations (farmers, vets…) in order to avoid duplication of efforts and assess the existing Structure and Governance resources and potential joint development The structure comprises: an Executive Board, a possibilities. Steering Council, the stakeholders and a secretariat. The detailed terms of reference have been agreed and are available at the platform website. Openness and Transparency All meeting (Executive Board, Steering Council, The Executive Board Stakeholders, Working Groups, Coordination Groups) Comprises 9 members selected from industry, users agendas and minutes are circulated and placed and public bodies with the participation of the EC as diligently on the Platform’s public website observer. The EB is responsible for ensuring that the (www.ifah.be/Europe/euplatform/platform.htm). A process is directed in an efficient and transparent special “Interested Parties” mailing group has been way implementing the recommendations of the established to inform all organisations and individuals Steering Council. that do not comply with the criteria to become a The Steering Council Platform Stakeholder. Comprises a maximum of 30 members, it constitutes a network connecting the platform to the major Cross-Platform Interactions stakeholders and the pool of ideas. The SC oversees the TP and acts to move it forward. The The ETPGAH is part of a “Knowledge Based Bio- EC attends as observer. Economies” (KBBE) group of platforms. This group meets a number of times per year in order to Stakeholders exchange information and experiences. Comprise the organisations and individuals interested in the aim and objectives of the platform. International Cooperation Organisations: · European associations relevant to Animal International organisations such as OIE, FAO, WHO, Health and Welfare and Food Safety GALV, DFID, OUA, the SAP Institute are full partners representing industry. (IFAH-Europe, of the Platform as formal Stakeholders. EuropaBio, diagnostics), farming industry An International NGO (VSF), which is very active in (COPA-COGECA) and veterinarians (FVE); Central and West Africa, is also a Stakeholder. · European Regulatory Authorities (Heads of Medicines Agencies, EDQM, EMEA); · International organizations relevant to Animal Health and Food Safety (e.g. FAO, OIE, ILRI, WHO, etc.);
-28- Deployment Strategy Need for Major Research Infrastructure
The SRA will be implemented by an Action Plan that The ETPGAH does not need a specific research is currently in the drafting process. facility, but will encourage the efficient use of existing facilities throughout Europe and the World. Four Coordination Groups (CG) of experts, including Stakeholders AND Interested Parties, have focussed on the major themes of the SRA. Next Steps 15 February 2007: Finalisation of the Action Plan The ETPGAH will oversee the delivery of the Action · – identification on short term (1-2 years) and Plan by communicating opportunities to engage in mid-term priorities (until end of FP7 – 2013) relevant research such as calls under FP 7 and by along with long term priorities that will continue encouraging the activity of Mirror Groups to align National research programmes with the priorities after FP 7. identified in the Action Plan. · March 2007: Recommendation for first projects in second FP7 call. Over time, the SRA and Action Plan will be updated · Ongoing stimulation of the creation and to reflect work completed ongoing priorities and new successful operation of Mirror Groups. priorities that emerge over time. The ETPGAH will · Ongoing communication of the contents of the continue to perform the critical task of acting as a Action Plan to founders. communications hub between the research community, funders and the users of technology such as Chief Veterinary Officers, Industry, Veterinarians and Farmers. This communication role will attempt to continue to identify the research priorities over time.
-29- European Technology Platform on Industrial Safety (ETPIS) www.industrialsafety-tp.org
Technology Platform Contacts Technical contact: Richard GOWLAND, Chairman, European Process Safety Center, Rugby, United Kingdom [email protected] Tel: +44 1788 534410
Olivier SALVI, Vice-Chairman and Scientific Coordination, INERIS, Verneuil-en-Halatte, France [email protected] Tel: +33 3 44 55 61 01
Administrative and Financial contact: Aleksandar S. JOVANOVIC , "ZIRN - Interdisciplinary Research Unit on Risk Governance and Sustainable Technology Development" - University of Stuttgart, Stuttgart, Germany [email protected] Tel: +49 172 635 9190 or +49 711 685 83971
Commission Services Contacts Dr Ir Georgios KATALAGARIANAKIS, DG Research, "New Product Generation" [email protected] Tel: +32 2 296 2922
Dr Achim BOENKE, DG Enterprise, "Chemical Products and Construction" [email protected] Tel: +32 2 296 07 56
Vision Document Safety for Sustainable European Industry Growth. www.industrialsafety-tp.org/downloads.aspx
Platform Launch Date 30 June 2005, Gdansk (Poland), at the ESREL 2005 Conference.
Strategic Research Agenda (SRA) Final version: January 2006. www.industrialsafety-tp.org/downloads.aspx
Overall Policy Objective
The overall policy objectives of the Technology Platform Industrial Safety are : · To gain ‘Safety for the Sustainable Growth of all European Industry’ by reducing the number of accidents & by supporting safe technological innovation. This has a major impact on cost of manpower, availability of production systems and therefore on the competitiveness of the Industry. · To bridge the different aspects of "industrial safety" (Occupational health & safety of the workers plus environmental safety including prevention of major accidents & protection of the environment). · To facilitate and accelerate the breakthrough for progress in industrial environmental, health & safety (EH&S) via a co-ordinated, integrated research & implementation process. · To valorise, exploit and implement results of research and innovative methods within Industry. The platform will be a major industrial contribution to the design of Commission policies related to Safety and Health (particularly Framework Directive), Seveso II Directive, ATEX Directive, IPPC Directive, transport of dangerous goods, REACH, etc.
-30- Executive Summary of SRA
It is expected that improving the level of industrial and prevent potential risks, understand and improve safety will sustain and foster the competitiveness of safety culture, and understand what other factors the European industry In particular, improved control have an influence on safety. of industrial risks will contribute to the sustainable growth of the European industry. RTD Strategy There is also a benefit to be expected from the The analysis of the broader situation, regarding development of a co-ordinated effort in safety- industry and safety interactions and issues, led the related research across industry sectors. As it stand ETPIS members to propose a RTD strategy that today, the effort in Research & Development often focuses on 6 major challenges. These have been remains fragmented, at both national and European identified wherever there is a clear need to develop levels, and no coherent attempt is made to transfer basic knowledge in safety sciences. success from one industry to another or the benefits of research in one sector to another. · Improving methods and technologies to reduce risks at work and to prevent major accidents The ETPIS recognises that only an integrated · Developing new risk assessment and risk approach to risk assessment and management will management methods addressing the help introduce better and integrated safety complexity of industrial systems standards across the European industry, along with · Understanding the impact of human and occupational practice that matches the objectives of organisational factors in risk control industrial safety. Such integration includes: man- · Improving knowledge transfer to industry and in machine interactions, organisational and cultural particular SMEs, education and training factors, influence of safety culture, etc. The ETPIS activities also recognises that it is through education and · Understanding emergent risks and cross-cutting training that can be established a context wherein risk & safety issues managers, technology developers and designers · Structural safety can create safe industrial systems, while operators at facility level also know how to operate and maintain these systems in a safe way. The methods Budget / Financing relied upon by ETPIS partners include: modelling the The operating cost for the ETPIS is estimated at risk, as well as reliability and availability of the about € 400 k per year (including travel, I.T etc). systems throughout their lifetime. Purpose here is to be able to study the impact of new maintenance and This amount corresponds to : repair schemes on system safety, life cycle costs, · Work and meeting of the Management Board, reliability, serviceability and quality. Another major High Level Group and Advisory Council problem facing many industrial products, structures · The supporting activities and industrial facilities at large is the technical need, · The sectoral deployment or economic pressure, to extend the lifetime of · The work within the Focus Groups to define and industrial systems and structures. It is therefore review the SRA critical to ensure that this extension will not degrade the level of safety in industrial activities. This Today, the cost of the preparation of the ETPIS is problem is being dealt with in different industries, covered by each leading participant who invests time which usually rely on the same main theoretical and resources. Up to November 2006, it is estimated background but often develop different strategies that € 400 k were spent to organise the initiative that and approaches. Thus, methods for the assessment resulted in : the constitution of a group with of existing structures and equipment (reliability; functioning rules (workshops and meeting), the share ageing; etc.) are also addressed by ETPIS. This is of a common Vision, the preparation of the Strategic also the case of approaches and criteria relied upon Research Agenda, with several seminars and to extend, in a safe way, the lifetime of products and meetings. In particular, the ETPIS jointly with DG industrial systems. Purpose is that this practice of RTD have organised a Seminar ‘Sharing knowledge extending lifetime of systems and products is done and vision in industrial safety’ in December 2005. based on properly identified and accepted levels of risk, reliability and availability. Additionally to these costs for operating the ETPIS, the implementation of the SRA is expected to require For safety to be maintained throughout the a budget of about € 60 M per year. This budget will operational life, safety management systems are be obtained through the contribution of industry, required. These deal with physical systems, through national governments supporting the work of processes and people; these systems are based on research organisation (universities, institutes, measures including: risk elimination, prevention, research centres), as well as through the European control and mitigation, emergency response and Commission. recovery. All these features shall be used in different combinations, depending on the nature of hazards, A rough estimation of the split-up of financial precursors, accidental scenarios (e.g.: from benign resources among the ETPIS partners should be: incident to worst-case) and potential loss. 1. Industry : 30 %, 2. National governments : 50 % and The ETPIS is closely co-operating with the industry- 3. The European Commission : 20 %. specific platforms, such as MANUFUTURE, ECTP, In order to co-ordinate the work of the ETPIS among Sustainable Chemistry… The commitment of ETPIS the Member States, it is proposed to create an ERA- is expected to help industry practitioners to identify NET+ in Industrial Safety.
-31- Internal Structures put in Place by the Roles and responsibilities of any organisation in the
Platform ETPIS have been clearly defined as it was voted at the General Assembly meeting attended by all The platform is currently organised in a number of stakeholders on 7th February 2006, at the following support activities, horizontal task groups, and a levels: General Assembly, Management Board, number of focus groups. Two new focus groups Research Focus Groups. Further open meetings (HUBs) have been created during the last year, have been held to allow the structure, its answering the wish expressed by the members. A accountabilities and performance to be critiqued. In third dimension has been added with national particular the Launch Meeting in June 2005 at platforms working in national language. Gdansk during the ESREL Conference. This was an The TP is currently led by EPSC and INERIS, with open meeting with all stakeholders represented. The the help of the Management Board constituted by structure is shown in the appendix to this document. the FG leaders and other key persons in charge of All proceedings of the TP are posted on an internet the operational deployment (link with national TPIS, website. Access to the public area of the website is link with other ETPs). The process of nomination of unrestricted. Proceedings and decisions are all the Mirror and High Level Group is progressing : accessible from the public area of the web site. In invitations have been sent. addition there is a member area which is accessible to all participants in the TP. Since the qualifications The TP is an open structure in 3 dimensions: for membership of the Platform are simple to achieve horizontal, scientific, geographic. Participation is for bona fide organizations, this does not present a voluntary but formal and will be defined on the basis significant barrier. These principles will be of criteria related to commitment to objectives and continuously emphasized throughout the Technology contribution to the work in terms of labour or Platform and make clear to any participant or finances. applicant for support.
Platform Activities and Structures at Cross-Platform Interactions National Level Interactions have been engaged with the following The level of implementation of National TPIS differs TPIS and correspondants have been nominated : among countries. Since last Status Report, 3 NTPIS ECTP, STEEL, MANUFUTURE, SusChem, have been launched: Italy, Greece and Germany. At Waterborne, ERTRAC, ERRAC, Hydrogen, EU-Mat, this moment the situation is as follows: BioFuel, EMF… One representive of ECTP, MANUFUTURE and STEEL is taking part in the · A group of leading countries, composed by Management Board meeting to ease the France, Germany, Greece, Italy, Poland and communication and develop synergies with these Spain, which respective NTPIS have been ETPs. presented and/or launched and are already operating. International Cooperation · A second group of countries constituted by Finland, Portugal, Middle East (Jordan), ETPIS has developed relations with the following Norway, Romania, Slovenia and UK, which organisations : NTPIS are under construction; they are · Society for Risk Analysis (SRA) and SRA developing the first contacts with companies, Europe : www.sra.org and www.sraeurope.org competent Authorities and other interested · ESRA : European Safety and Reliability parties in order to develop a base for launching Association – www.esrahomepage.org the platform. · European Safety, Reliability & Data Association · A third group composed by the rest of the EU (ESReDA) - www.esreda.org Members States that have not carried out any initiative at National level. ETPIS will have to · ISO/TMB/WG Risk management – “Guidelines promote the creation of these structures. for Principles and implementation of Risk management”. International standard under It is necessary to underline the clear orientation of development to provide the concept, guideline the NTPIS towards the development of synergies and a generic iterative process for the with other NTPs in order to avoid overlaps and any management of risk in any size organisation, duplication of work. In this sense, there have been see: isotc.iso.org. established close relationships at national level, between NTPIS already operating and other NTP Exchanges of work programme contents has started also related with safety issues, such as with Canada, and wishes to collaborate have Construction, Sustainable Chemistry and developed with Romania, Ukraine, Middle East Manufuture. (Jordan) and China, in particular to guarantee a quick knowledge transfer. Openness and Transparency Deployment Strategy The ETPIS is open to any interested bona fide organisation, the only requirement being active Bringing the scientists together participation in the Focus Groups of interest. The The ETPIS is based on activities currently running on request for access is available through the dedicated European, national and private level bringing them web site of the Technology Platform. All together to maximise synergy on voluntary basis. It organisations wishing to be associated with the TP draws on the experience and knowledge must participate actively in the Focus Groups of its accumulated in national and European frameworks interest or in the strategic and tactical activities concerning work and environment safety as well as associated with the Management Board. pollution prevention. It seeks to establish a common
-32- “playing field” at operational level. The target is to Implementation of the RTD results & create a European research community and a measurement of the impact : community of practice on industrial safety able to The implementation strategy has to take into account maximise the leverage effect of all available the economical context and market opportunities. The resources. improvement of the situation regarding industrial Output : Annual colloquium to share the result of safety is dependant of the economical context and research. market opportunities. A formal step in the process of endorsement of research projects will be the firm, Preparing the future (Periodic review and update transparent, realistic and user stakeholder agreed of the SRA) implementation plan. The SRA need to be updated according to the In pursuit of measuring progress in industrial safety evolving context and by taking into account the and the impact of the ETPIS an expert group results of research and a specific review of gathering representatives from industry, trade union, stakeholder concerns and needs. Therefore, every government, NGO is being created to select second year the SRA will be reviewed and updated. indicators and monitor them. Output : Biennial workshop to review and update Output : Creation of the observatory of Industrial the Strategic Research Agenda. Safety The most important research topics will be Communication strategy determined thanks to a systematic and collaborative Web Site was open in October 2004 : prioritisation exercise among the members of the · ETPIS. They will be adapted to the objectives of www.industrialsafety-tp.org; each specific programme. In particular, it has been · Links to existing project web sites are available identified that ETPIS can contribute to the following on the TP website; specific programmes: · Open Public Workshops are organised on regular basis, on sectoral or transversal topics · Information and Communication Technologies : related to industrial safety; ICT to improve risk management; · Implement feed-back loops into industrial · Nanosciences, Nanotechnologies, Materials establishment’s design and safety management; and new Production Technologies : safer and · Link to various relevant CEN working groups on cleaner processes, construction, nanosciences, risk assessment, protection and security of multifunctional material, integrated risk citizens. management; · Energy: risks related to hydrogen, LNG, Education and Training biomass, CO2, safety of batteries; · Links to Academic institutes are already · Environment (including Climate Change) : engaged to improve the education programmes impact of natural hazard on critical in industrial safety; infrastructures; · Sponsored Scholarships and Ph.Ds are · Transport (including Aeronautics) : transport of foreseen; hazardous goods, multimodal transportation; · Web based training tools developed within · Socio-economic Sciences and the Humanities : supported research projects are foreseen; new forms of governance regarding risk issues; · ‘Off the shelf’ training aids (self, train the trainer, · Security and Space: reduction of vulnerabilities specific skills required for exploitation of of critical infrastructure, crisis management. research) will be organised. Output: Contribution (input) to the Work programme Links with other international initiatives of FP7. · Links to different industrial programmes (e.g. Responsible Care). Co-ordinating RTD efforts and linking with · Use of the existing networks between OSHA national TPIS Agencies in Europe, in the USA and other The objective is to develop synergies between public countries. and private sectors at regional, national and · Use of industrial networks when major industry European level to optimise the resources allocated members of the ETPIS operates international to research in industrial safety. This will result in companies. consolidated financial plan for RTD, a scenario for · A formal link is being established with the financial funding using existing programmes, American Institute of Chemical Engineers, institutions and other funding mechanism. The Section dealing with industrial safety. national technology platforms will provide contribution in resources and work and distributing Need for Major Research Infrastructure new knowledge and experience. Involvement at regional level through the "Pôles de Compétitivité" The safe development of new production (like the Pôle Risques, www.pole-risques.com) and technologies shall be enhanced thanks to specific clusters is crucial to concentrate the research research infrastructures to work on industrial safety. investment on key technologies. Therefore, the Therefore, New Production Technologies will benefit efforts have focus on the creation of national TPIS in from joint calls between Cooperation and Capacities 2005-2006. programme in particular to reinforce experimental research and provide a global offer concerning large- Output : Distributed effort and consolidated financial scale experiments. This has to be coordinated with plan for RTD (implementation of the SRA) and the European Strategy Forum on Research coordinated funding structure with creation of Infrastructures (ESFRI). “ETPIS label” to identify projects relevant to the SRA
-33- Next Steps
Bringing the scientists together to prepare Co-ordinating with other ETPs & Associations: projects: · Organise an annual meeting with other ETPs to · 27 & 28 November 2006 (Paris, France) : mutualise research effort and to disseminate Seminar ‘Implementing the SRA of ETPIS’ results organised by ETPIS and EU-VRi (brokerage event to prepare FP7) Implementation of the RTD results & measurement of the impact: Preparing the future at the 2nd General · Work in relation with the INNET Project (which Assembly (February 2007) aims at providing assistance to SMEs in the · Periodic review and update of the SRA to be financing of innovative projects, under the discussed Competitiveness and Innovation Programme. · Creation of a ERA-NET + in industrial safety · Discuss the opportunity to include "security · Prepare a 1st draft of a consolidated financial issues" as a Focus Group plan for RTD involving the contribution of the various Member States and industry participation Co-ordinating RTD efforts and linking with national TPIS: · Energise the operating national platforms · Develop synergies between national TPIS (using ERA-NET +) · Continue the creation of a national TPIS in each Member State
-34- European Photovoltaics Technology Platform (Photovoltaics) www.eupvplatform.org
Technology Platform Contacts Technical contact: Eleni DESPOTOU [email protected], [email protected] Tel: +32 2 400 10 12
Administrative and Financial contact: Tomasz SLUSARZ [email protected], [email protected] Tel: +32 2 400 10 14
Commission Services Contacts Georges Deschamps, DG Research, "New and Renewable Energies – PHOTOVOLTAICS" [email protected] Tel: +32 2 295 1445
Vision Document A vision for Photovoltaic Technology. www.eupvplatform.org/fileadmin/Documents/vision-report-final.pdf
Platform Launch Date September 2004
Strategic Research Agenda (SRA) The current version of the SRA is available for public consultation on: www.eupvplatform.org/uploads/media/WG3_060717_SRA_ver17b.pdf The SRA includes technology priorities for short, medium and long term
Overall Policy Objective The Photovoltaic Technology Platform is an initiative which aims at mobilising all the actors sharing a long-term European vision for photovoltaic; implementing the European Strategic Research Agenda (SRA) for PV) and give recommendations for ensuring that Europe maintains industrial leadership.
Executive Summary of SRA
A two-page summary of the SRA is available at this Budget / Financing address: It has been estimated that a total public expenditure www.eupvplatform.org/uploads/media/WG3_ of 156 M € per year would be needed to achieve the 061025_SRA_Executive_Summary_v1.pdf Vision target. Over the period 2007-2013, the private sector will Deployment Strategy provide the same amount of funding and later on increase to 2/3 of total funding. Private financing will The PV Technology Platform SRA will be used as be spent mostly on product development and near-to- input for the Commission annual Work Programmes market research. to help define PV topics. Member States will implement the SRA by aligning their approach to The ratio between short, medium and long-term funding research with the direction set out in the research funding will be 2:2:1. SRA. This is what WG3 expects from the months of work that it has put into writing the SRA. The use of loans to has not been considered so far. Targets for the market penetration of a variety of PV technologies are set out in the SRA. Those close to the PV industry and the general public will be able to measure whether the SRA is being adhered to and whether it is boosting the efficiency with which the PV industry works.
-35- Internal Structures put in Place by the
Platform
Created in April 2005, the Steering Committee is grouping of people. The Steering Committee comprised of 20 high level decision-makers members are renewed every two years and all representing all relevant European PV Stakeholders interested parties and relevant stakeholders can join from 12 countries: the Working Groups via the PV-Secretariat or the · Industry: 9 Website: www.eupvplatform.org the communication · Research and technology: 5 tool of the platform: · Policy and instruments: 6 · All meetings of the Steering Committee and The members have been appointed as individuals, working groups are announced in the website on the basis of their knowledge and expertise. and all the related documents are published there. The Working Groups role is to ensure the definition · All PV-related questions can be addressed via and the implementation of an Action Plan for each website to the Secretariat, the Steering group with the view to reach the goals set in the Committee or the leaders of the Working Groups. Strategic Plan. The PV Secretariat (PV-SEC) is a supporting entity Cross-Platform Interactions to the PV Platform financed by the EC. It consists of 4 partners: EPIA (coordinator), WIP, EUREC The EU PV technology Platform is participating at Agency and the EC JRC (Joint Research Centre). Platforms meetings and discussions with other platforms and the EIB. It has created permanent links Its role is to provide organizational support and with the Construction TP, the Sustainable Chemistry coordinate the flow of information between the TP and the Smart grids TP. Platform stakeholders, the working groups and the Steering Committee. International Cooperation The Mirror Group provides an interface between the activities of the platform and the public authorities Photovoltaics Research international responsible for PV research and dissemination collaboration has been developed since the programmes in the EU Members States and 1970's with the USA (NREL) and with Russia Associated States. (IOFFE Institute) . Recently through the PV secretariat permanent relations have been Platform Activities and Structures at established with Japan, China and USA to National Level exchange information on innovation, research The European Research Agenda has been and deployment programmes. Closer elaborated with the participation of national collaboration with third countries are explored programme representatives and the PV-ERA-NET. for the implementation of the SRA. In some member States, a National PV platform has been created to coordinate PV research and Deployment Strategy deployment activities at national level. · The PV Technology Platform SRA will be used as input for the Commission annual Work Openness and Transparency Programmes to help define PV topics. Member The PV Technology Platform is a non exclusive States will implement the SRA by aligning their approach to funding research with the direction
-36- set out in the SRA. This is what WG3 expects from · Photovoltaic Market trends; the months of work that it has put into writing the · Country market assessment; SRA. · Removing financial barriers. Targets for the market penetration of a variety of PV 5. Market technologies are set out in the SRA. Those close to · European PV Youth Campaign; the PV industry and the general public will be able to · Proposal to be presented and published on the measure whether the SRA is being adhered to and PV Platform and EPIA websites; whether it is boosting the efficiency with which the · Implementation expected for end of 2007. PV industry works. 6. Environment, Health and Safety · Survey on cost/effective solutions (Jan to May Need for Major Research Infrastructure 2007); · Cooperation EPIA-BSW-PV Platform and IEA- The PV platform might not need a specific large- PVPS; scale research facility to implement its SRA but · Expected result: Structure and methodology depending on the topics in the future Calls within the to be suggested to the EC (WEEE revision). ‘Capacities’ Specific Programme a proposal for Research Infrastructure could be envisaged. WG3 tasks: · To finalise the SRA text by end of January for Next Steps publication in March 2007. · To publish the final version of the SRA and WG1 tasks: prepare the Implementation Plan for the second · To provide ready-to-use reference material on half of 2007. PV-relevant policies and instruments; · To establish an agreement with the Mirror Group · To engage in the dialogue within the relevant on the promotion/dissemination of the SRA for policy discussions – link to platform Mirror the Member States to adopt it as reference Group; document. The members states will apply their · To outreach to relevant RES-e policy goals and country-specific template to determine/motivate stakeholders, i.e. RES-e 2020 goals; their own research programme · To provide input to policy consultation where · To evaluate (with the help of MG & PV-ERA- appropriate (ongoing); NET) the EC + national programmes and detect · To finalise Feed-In Tariffs model. white spots & clear discrepancies to define actions. WG2 tasks: 1. BIPV · To prepare a modular slide set on SRA to facilitate communication with different target · Promotion of the PV Platform on the biggest groups in all member states in a uniform manner building fairs in Europe; · To make available a glossy version of SRA · Cooperation with Construction Platform. February/March 2007. 2. Access to the Grid Cooperation between both financial and industrial communities · Publication of a press release to support the launch of the SRA. · Production of a survey on the Grid Access in cooperation with Council of European · The MG members will present SRA to their own Regulators; governments (if necessary with the help of WG3 members), ask for explicit feedback. · Organisation of the workshop; · First results of the whole process available · Recommendation to the EC, what efforts before the GA2007. have to be done in order to remove most barriers. 3. Quality WG4 tasks: · Facilitating the networking through the whole · Introduction of action plan for the realization of value chain involving all actors; the project using FIT (Feed in tariff) in · Better understanding of mechanisms/identify developing countries based on hybrid bottlenecks/propose solutions; technologies. · Solutions tailored to the industry needs and · Search for financing and site selection. controlled by the industry. · Dissemination of model. 4. Financial issues · Replication in other developing countries · Organisation of the workshop for investors on 13-14 Feb. 2007 in Brussels including 3 sessions :
-37- Plants for the Future (Plants) www.plantsforthefuture.eu
Technology Platform Contacts Technical contact: Karin METZLAFF, EPSO, Executive Director, Brussels, Belgium [email protected] Tel: +32 2 213 62 60
Simon BARBER, EuropaBio, Director Plant Biotechnology Unit, Brussels, Belgium [email protected] Tel.: +32 2 739 11 76
Administrative and Financial contact: AnnaKarin HEDIN; EPSO, Executive Assistant, Brussels, Belgium [email protected] Tel: +32 2 213 62 62 Commission Services Contacts Guillermo CARDON, DG Research, "Biotechnologies" [email protected] Tel: +32 2 295 68 20
Jacques REMACLE, DG Research, "Genomics and System Biology" [email protected] (SSA project) Tel: +32 2 2963045
Vision Document Plants for the Future: 2025 a European vision for plant genomics and biotechnology www.epsoweb.org/Catalog/TP/TP%20Documents.htm (available in EN, FR, DE, HU)
Platform Launch Date June 2004
Strategic Research Agenda (SRA) Final SRA to be launched May/June 2007. Stakeholders proposal for a Strategic Research Agenda, published August 2005. www.epsoweb.org/Catalog/TP/TP%20Documents.htm
Overall Policy Objective To facilitate and accelerate the development and deployment of plant research, including genomics and biotechnology, to ensure European and global supply of healthy, safe and sufficient food and feed; work towards sustainable agriculture, forestry and landscape; develop green products; and contribute to the competitiveness of European agricultural, food and biotech industry, consumer choice and good governance.
Executive Summary of SRA
The Strategic Research Agenda and Action Plan will GM technologies, multi-level precision phenotyping, endeavour to address five main challenges: systems biology, computational biology and modelling, basic plant processes. Challenge one: Basic Research Challenge two: Sustainable agriculture, forestry The successful implementation of the following and landscape challenges of this Research Agenda and the EU competitiveness depend on a strong European The human population will continue to grow bringing resource base: vibrant basic research, skilled and with it increased constrains on the earth’s natural mobile researchers, access to key research resources due to increase in demand for food and infrastructures and networking. Specific goals are: wood. Over the next 20 years, the challenge is not advanced genome resources, advanced plant only to satisfy growing demand, but also to do it in a breeding, novel uses of genomic diversity, improved sustainable manner. Political and social will must lead the way. Europe’s common agricultural policy serving
-38- the agricultural self-sufficiency in the continent renewable, totally redesigned resource for the health, shows what can be done when the political will is nutrition, materials and energy industries. This would there: Europe’s agricultural productivity has jumped provide the world not only with better, cheaper and two-fold within the last fifty years. This Technology safer products, but also with totally new products, Platform will result in new knowledge of plants that production methods, land uses, jobs and ways of can help to address future needs. This knowledge living. will demonstrate what is possible in new energy- The specific goals are: efficient farming practices and how the use of fertilisers and of phyto-chemical products can be 1. Enabling research; modified. It will also help broaden the range of 2. Biochemicals such as pharmaceuticals, European crops, and reduce energy-consuming specialty chemicals and enzymes, industrial transportation of food. feedstocks and biopolymers; and 3. Bioenergy, consisting of biomass production The specific goals are: and biomass utilization. 1. Improve plant productivity and quality. 2. Optimise agriculture to further reduce its Challenge five: Competitiveness, consumer environmental impact. choice and good governance 3. Boost biodiversity. The plant sector in Europe can only be effective in 4. Enhance the aesthetical value and sustainability responding to society’s needs and building economic of the landscape. competitiveness if the scientific endeavour is matched with a political one. Certain aspects of plant Challenge three: Healthy, safe and sufficient food and feed science stand right at the frontier of human knowledge taking us into some uncharted ethical Food demand is likely to rise significantly in the territory. The optimal way of resolving emerging coming decades, straining agricultural resources ethical issues and to ensure that the plant sciences further. This will be fuelled by population growth, deliver the technology and applications people desire which is expected to reach 9 billion by 2050. In is to engage in a broad public debate. industrialised countries, demand for high-quality and safe food will increase, while the poorest countries Legal and regulatory issues, relating to the safety of the use of plants and the products resulting from will continue to struggle putting food on the tables of their populations Meat consumption is expected to innovations in genomics and biotechnology, together increase by 7% annually over the next decade, with the provision of choices for citizens, are resulting either the need to double the arable land important aspects that need to be addressed in a for animal feed or significantly increase crop balanced manner. A careful weighing of the relative productivity. risks and benefits associated with these innovative products compared to the status quo needs to be Diets and lifestyle are cornerstones of human health. achieved. Nutrition research can help identify the relationship The financial environment for private investment in between food and health and plant sciences can help develop specially tailored food products. We plant sciences and biotechnology depends very much should exploit the potential of food for preventing the on how markets for these products will develop. onset of chronic diseases such as obesity, diabetes Stronger consumer confidence and a regulatory mellitus, stoke etc. environment supporting open markets for high- technology plant products are likely to be the decisive The specific goals are: elements in strengthening investor confidence. 1. Develop and produce safe and high-quality The specific goals are: food. 2. Create food products targeted at specific 1. Public and consumer involvement. consumer groups and needs. 2. Ethical issues. 3. Produce safe, high quality, sufficient and 3. Safety and legal issues. sustainable feed. 4. Financial environment. Challenge Four: Plant based Products: Budget / Financing Chemicals and Energy We estimate that public and private funding – at EU, Environmentally friendly bio-based ‘green’ products national and regional level – will have to exceed 45 are an opportunity targeting the needs of billion EUR over the next ten years if Europe is to consumers, industry, society and government. remain competitive. This concerns the agro-food European welfare depends largely on the industry in the first place, which with more than 600 emergence of new and the growth of existing bill EUR in annual turnover, is the leading industrial markets, while respecting the environment and sector in the EU. But it is also important for the responding to societal expectations. To this end, chemical and energy industries. Our Science and critical success factors are the ability of companies Technology capacity will likely change the face of to innovate their product portfolio and diversifying agricultural production, which employs 8% of the EU away from fossil fuel-based products. workforce and counts 17 million farms. This requires quantum-leap innovations. The underlying concept is that plants are exploited as a Internal Structures put in Place by the production system in the broadest way imaginable. Platform This may include any plant species and range from The stakeholders of the TP Plants for the Future are their use as a production vehicle for proteins and academia, industry (crop improvement, seed, food, chemicals for industrial and health use, to a feed , new products, retailers etc. ), agricultural,
-39- forestry, educational, financial, consumer and through: Joint meetings organised by the EC; joint environmental organisations. Permanent groupings informal meetings, the next one to take place in Feb are established to structure the work of the platform: 2007; and joint activities, such as discussion on FP7 The Secretariat – managing TP activities, balancing with the European Parliament, Member States and involvement of all relevant stakeholders, the Commission. disseminatethe outputs. The Steering Council – ensuring all TP activities contribute to TP long-term International Cooperation goal, leading actors in TP initiatives, supporting activities & results of TP among stakeholders. The The Plant Sector is a global challenge and Mirror Groups – advising from the 3 political opportunity that needs and will benefit from institutions at European level (Council, Parliament, interaction beyond Europe. During the course of the and Commission), providing support at European, Project representatives from the Plants for the Future national & regional level, specifically for the TP have participated and presented the work of the implementation of TP recommendations. In addition TP at international conferences in e.g. Australia, to these, ad hoc committees are formed to approach Russia and Romania. Further, discussions have a specific short-term task. taken place in Belgium with visiting heads of institutions and CEOs of companies from New Zealand, USA etc. Platform Activities and Structures at National Level Deployment Strategy Consultations on the SRA Proposal in 19 As a basis for future implementation, the TP carried European countries in 2005/6 with national out a Survey on Future Plant Research Activities stakeholders and ministry representatives provided in Europe: Academic and industrial scientists in comments that are now being incorporated into the Europe contribute to a survey of current and possible Final version of the SRA. The contacts made during future trans-national collaborative research activities the consultations will now be used to set up a in Europe relevant to plant science. The survey was Member States Mirror Group. National stakeholders carried out in 2006 via a web-based portal. Some 280 and ministry representatives will be approached research plans were submitted involving partners again in the future to discuss how best to implement from 42 nations, with a total budget of nearly € 1.4 the SRA at national and trans-national level. billion. The analytical report To the Survey on Possible Future Plant Research bioinformatics.psb.ugent.be/FPRA/ was disseminated Activities in Europe, carried out 2006, over 280 to European and national research councils and research plans were submitted involving 42 nations. research agencies as a unique “bottom up” survey of The analytical report was disseminated to European the current preparedness of European plant scientists and, via the ERA-Net on Plant Genomics, to national to contribute to strategic research objectives. The research councils and agencies as unique “bottom gaps between strategic objectives and research up” analysis of the preparedness of European plant preparedness will be addressed in specific scientists to contribute to strategic research workshops. The TP encourages discussions between objectives. The TP encourages discussions between European and National research that promote the European and National research. implementation of the SRA.
Openness and Transparency Need for Major Research Infrastructure The first goals of the Plants for the Future TP were In progress, will be developed in the coming year. the development of a SRA and an “action plan” to set these research priorities in motion. The process Next Steps for developing these drafts has, while being coordinated by a Steering Council of stakeholders, · Finalising the Strategic Research Agenda 2025 been made available on an open website to anyone and the Action Plan 2010 (launch May/June with an interest in this subject. The draft was 2007). developed by stakeholder experts through a series · In parallel already input to European (FP7) and of four workshops. Afterwards a number of National Programs (ongoing). consultations took place with the European · Stock Taking of existing and planned activities Parliament, the European Commission and in contributing to the SRA in Europe at national and Member States, involving some 1500 people. The European level (foreseen, possibly via the ERA- results of these consultations are incorporated into Net on Plant Genomics). the final SRA. Members of the Steering Council · Consultation with European nations, members of participate in meetings across Europe to provide the European Parliament and the European information about the TP and encourage Commission on the implementation of the Action participation of those interested. All information on Plan 2010 (throughout 2008). the process, meetings, publications, Code of · Interaction with related TPs, eg. KBBE ETPs, and Conduct is available at www.plantsforthefuture.eu. the ERA-Net on Plant Genomics. Anyone is welcome to contact us at · Longer term implementation of the proposed [email protected]. activities at European and national level in the public and the public / private sector using the Cross-Platform Interaction recently published Research survey report. · Monitor progress and amend the Research The Plants for the Future TP is part of the Network Agenda. of Knowledge-Based Bio-Economy TPs, the “KBBE- ETPs”. These TPs agreed to establish a network with a “light mode of interaction”. They cooperate
-40- Sustainable Chemistry (SusChem) www.suschem.org
Technology Platform Contacts Technical, administrative and financial contact: Dr Marian MOURS, Cefic, Brussels, Belgium [email protected] or [email protected] Tel: +32 2 676 73 87
Commission Services Contacts Dr Andrea TILCHE, DG Research, "Environment, Environmental Technologies - Pollution Prevention" [email protected] Tel: +32 2 299 63 42 Jürgen BÜSING, DG Research, "Environment, Environmental Technologies - Pollution Prevention" [email protected] TEL: +32 2 295 56 25
Vision Document European Technology Platform for Sustainable Chemistry: The vision for 2025 and beyond www.suschem.org/media.php?mId=2170
Platform Launch Date June 2004
Strategic Research Agenda (SRA) Final - November 2005 www.suschem.org/media.php?mId=3670
Overall Policy Objective The European Technology Platform for Sustainable Chemistry aims to boost research development and innovation in Europe in the areas of chemistry, biotechnology and chemical engineering. The objectives are to foster the development of innovative chemistry and technologies that contribute to sustainability and ongoing competitiveness of the European chemical industry through: · Development of leading-edge advances in environmentally respectful, energy and resource efficient processes and product technologies in the three main technology innovation areas: industrial biotechnology, materials technology and reaction and process design. · Actions that may allow identifying and addressing major barriers to innovation in chemistry.
Executive Summary of SRA
The European Technology Platform (ETP) for followed by the economic and social importance of Sustainable Chemistry (SusChem) has prepared a the chemical industry in Europe, the structure of the Strategic Research Agenda (SRA) which outlines ETP, the synergies with other ETPs and the thematic the future priorities for European research efforts as priorities of the 7th Framework Programme. perceived by its stakeholders. The document comprises the contributions from four working This is followed by an examination of the societal groups, tasked with identifying key areas of needs that are the driving force behind the activities research, the limitations and hurdles faced by of SusChem. Three truly visionary projects are researchers, and to propose amendments where described that give an impression of what will be necessary for future activities. This process was possible in the future using the results of SusChem’s conducted in an open and transparent fashion, with proposed research. A budget to realise the goals and participants from all spheres of society, from non- targets set by the working groups in the SRA governmental agencies through academics to the document has also been developed. industry representatives. The Industrial Biotechnology section details the The SRA document is structured in such a manner approach to make Europe's industries leaders in as to address all aspects of research within the biotechnology processes and technologies for various European Union. The SusChem Vision is discussed, sectors, including chemicals, textiles, leather, animal feed, pulp and paper, energy and waste processing.
-41- Industrial Biotechnology plays a significant role in Sustainable chemistry provides important enabling increasing the sustainability of the European technologies for innovation in other industrial sectors economy. It will be one of the key contributors to the which are particularly important for economic growth competitiveness of many of Europe's industries. in Europe. At the same time sustainable chemistry From a business perspective the main objectives for contributes to the other pillars of the ‘Lisbon strategy’ R&D in Industrial Biotechnology are the by creating highly qualified workforce and attractive development and production of novel, innovative employment opportunities, and by contributing to products and processes in a cost- and eco-efficient sustainable development and to protection of the manner, and the discovery and optimisation of environment. strains and biocatalysts. Budget / Financing The Materials Technology section focuses on materials for mankind's future surroundings, which SusChem offers a unique opportunity to focus will be designed to enhance the quality of life. These European spending in chemical R&D towards the materials will make life simpler, easier, safer, better, most promising areas in respect of their impact on the and more importantly place mankind at the centre of overall goal of sustainability and a high level of technology. One important factor will be the role of competitiveness. A unanimous effort by European nanoscience, and the related nanotechnologies, in research funders, both public and private, to avoid providing the knowledge necessary to lead to new duplication of research and to make the best use of innovative products and process methods. resources will lead to a more efficient European Nanotechnology is presented as an important Research Area. Achievement of the SusChem goals enabling technology for the development of new will require significant funding, the order and the material technologies. anticipated sources of which are described in detail in the Implementation Action Plan. The collaborative The Reaction and Process Design section considers activities necessary to pave the way to achieving the the developments necessary to achieve sustainable SusChem vision require funding in the order of € development: the identification, design and 1,400 million annually in the coming years, development of appropriate products and the approximately 50 % of which should come from processes that will produce them. These public sources (both European and national). This fundamental enabling technologies contribute to the figure demonstrates the expectations from SusChem entire life-cycle of processes ranging from product stakeholders in terms of public contributions and at development via catalyst and process development, the same time gives an estimate of the amounts the plant development and operation to product handling private sector is willing to spend on SusChem R&D and logistics. By integrating the complementary priorities provided that public co-financing is secured. approaches of chemical synthesis and process design and engineering, and providing key The landscape for research funding in Europe is contributions to all relevant steps from reaction to remarkably fragmented with a multitude of different viability of process plants, they can be applied to all pan-European, national, and regional players being areas of chemistry and biotechnology. involved. The European Union funding under the Research Framework Programmes accounts for a The Horizontal Issues section focus is to find better small fraction of available funding only. For Europe to solution for these innovations, thus providing increase its competitiveness, and the value of its improved security for our society. The top level goal research funding, it is essential to coordinate is to ensure that the citizens of the EU benefit from available resources where this is feasible and the development and use of innovations based on meaningful. SusChem will actively seek to continue the SusChem SRA. In particular there is a need to its current collaborations with some of the relevant ensure that SusChem technologies lead to wealth ERAnets and establish coordination and alignment and job creation within the EU. Priority areas for with others to help achieving this goal. further work within the horizontal arena fit into two themes: addressing environmental, health and societal concerns associated with new products and Internal Structures put in Place by the processes; and stimulating support for innovation. Platform These include the evaluation and improvement of SusChem comprises three technology sections, funding models for innovation as well as means to Industrial Biotechnology, Materials Technology and develop the appropriate skills sets to enhance the Reaction & Process Design, and a cross-cutting human capacity that will underpin these innovations. Horizontal Issues Group. A high-level board, consisting of nominees from the main stakeholder To provide guidance in setting priorities for the groups (incl. SME and research NGO representatives SusChem technology areas, a strategic assessment and an open position for a representative from the of the factors influencing the chemical industry with financial community) and representing the three a special focus on innovation was performed. The technology sections and the Horizontal Issues Group, SusChem strategic research agenda was developed manages the Platform's overall activities. Essentially with this analysis in mind, focusing on current the Board has a strategic role - it sets directions, strengths and especially future opportunities for the policies and strategies. Two other groups also input industry. Downstream users have been involved to into the platform, the Member States Mirror Group ensure that SusChem addresses their future needs. and the Industry Steering Group. SusChem is Innovation in products and processes will be supported by a secretariat. essential for the future of the industry in Europe. Advances in chemistry and biotechnology, and new Downstream users, SMEs, industrial and academic enabling processes and pathways leading to researcher are present in all working groups, the innovative products are a key element of a horizontal issues group also involves consultants and European research strategy.
-42- stakeholders are also discussing common interests civil society organisations. on a bilateral level with other platforms such as for example Construction, EuMaT, Industrial Safety, Platform Activities and Structures at Photovoltaics, and Textile. National Level SusChem has a very active Member States Mirror International Cooperation Group with representatives from almost all 25 SusChem took note of and discussed its activities Member States as well as Norway and Switzerland. with similar initiatives in the US and Japan. At the last They contribute to a direct communication between stakeholder meeting in August 2006, we invited a SusChem and national research policy makers and representative from the National Natural Science funding agencies. Foundation of China talking about the prospects for The European Chemical Regions Network (ECRN), Sustainable Chemistry Innovations in China. Norway representing important chemical industry regions in and Switzerland as FP associate countries are Europe, is also present in this MSMG. actively involved in the working groups and the Member States Mirror Group. Several national SusChem platforms or similar organisations exist, for example in the Czech On a case by case basis it might be useful for Republic, France, Germany, Italy, Spain, and UK. SusChem to cooperate with other countries outside the EU. Potential examples are Russia in the field of Contacts to regional governments and institutions industrial biotechnology or Asian countries for (e.g. in Asturias, Lombardy, North Rhine- education and research training and exchange. Westphalia, Saxony-Anhalt) exist through the ECRN on SusChem’s European level and through the Deployment Strategy national platforms. www.suschem.org/media.php?mId=4885 Openness and transparency SusChem is currently finalising its Implementation Plan, a draft of which was presented and discussed SusChem has engaged with existing and th prospective stakeholders in 4 major stakeholder at the 4 stakeholder meeting in Budapest in August events between November 2004 and August 2006. 2006. The Implementation Action Plan (IAP) explains The last one was held in conjunction with the 1st how the research priorities that were identified in the European Chemical Congress (around 3000 SRA can be implemented. For each research theme registrations) to engage even more potential it describes in detail the issues that need to be stakeholders. addressed to realise its respective potential. It also illustrates activities required by SusChem, its All our major documents (vision, strategic research stakeholders and other parties to facilitate this agenda and implementation action plan) have been process. While the SRA focused on topics and published in draft form on the Internet and themes, the IAP focuses on activities and actions. consultation and feedback of these documents were sought actively via the Internet and by addressing Each priority, for which the most immediate actions relevant stakeholder groups before finalisation of are needed, is defined in terms of key activities, those documents. players, budget lines and time frames. Priorities and activities described in the IAP are organised around 8 We have published 4 newsletters announcing themes of major importance for sustainable progress, major events, upcoming documents, chemistry: bio-based economy; energy; health care; national activities, etc. during the last one and a half information and communication technologies; years. nanotechnology; sustainable quality of life; sustainable product and process design; and All relevant information on the platform is publicly transport. For each selected activity, the reasons for available on our dedicated website. choosing it, expected outcomes, contribution to gap SusChem stakeholders and partners have been closure, requirements, time frame, and other valuable involved in various conferences, workshops, information are presented. seminars and fairs (e.g. ACHEMA, the world largest SusChem is planning to monitor the implementation fair for chemical engineering in May 2006) of the research agenda making use for example of its throughout Europe to promote the ideas of the wide stakeholder base. Estimated future market sizes platform and to foster new relationships with for new products to be developed under the potential stakeholders. SusChem regime are given in the SRA. Cross-Platform Interactions Results from the research proposed in the SusChem SRA will impact almost all areas of our society, and As an enabling technology in different industry thus promote sustainable development in Europe. sectors SusChem is relevant for a number of Three visionary projects, a smart energy home, an different technology platforms as outlined in the SRA integrated biorefinery demonstration facility for (p. 16). SusChem is part of the informal platform research and scale-up, and a future fast and more network in the KBBE (knowledge based bio flexible F3 factory are described in the IAP. These economy) area through its Industrial Biotechnology projects paint a picture of what will be possible in the Section. Other platforms in this network include future by applying the results of the research Plants for the Future, Forestry, Food for Life, and proposed. Their realisation will play a crucial role to Biofuels. SusChem has sent its draft Implementation demonstrate the full potential of the SusChem SRA. Action Plan to various other related technology platforms for commenting. SusChem partners and
-43- Need for Major Research Infrastructure Promoting the SusChem vision The three SusChem visionary projects can be Activities which are necessary include: considered as major demonstration and research · Continued advocacy for chemistry and infrastructures: biotechnology research and innovation at an 1. The Smart Energy Home; European level. 2. The integrated biorefinery demonstration facility; Activities, such as public engagement and 3. The F3 factory. innovative communication, aimed at increasing public awareness and perception of sustainable More details regarding those projects and the chemistry. planned steps towards their realisation are available · Follow up work on visionary projects. in the IAP. SusChem will also engage in: Next Steps · Keeping a direct contact to national SusChem platforms and ERAnets as well as supporting Fostering chemistry and biotechnology research and the establishment of national platforms where innovation in Europe will remain SusChem’s key they do not exist. goal. SusChem’s role in the future is thus a logical · Remaining an important communication link continuation of its recent and current work. Its aim between EC Directorates and national funding will remain that of achieving the conditions organisations (e.g. via the MSMG). necessary in Europe for innovation in chemistry, · Working towards alignment between FP7 and industrial biotechnology and chemical engineering national programmes. by monitoring the implementation of the SRA, by actively engaging in the political debate in Europe, SusChem support and by providing support to researchers and SusChem will: innovators. · Engage in activities to provide a communication In addition to promoting its vision, reviewing link between EC Directorates, national funding progress and updating a rolling programme of agencies, and SusChem stakeholders. research, it is essential for SusChem to meet and · Act as a dissemination platform for SusChem satisfy the needs of its stakeholders and to continue related information on call for proposals, to be a forum to turn dialogue into actionable projects, etc. via: outcomes. Therefore, SusChem will take on a role - The SusChem website; as information platform facilitating networking and - Regular newsletters and electronic mailings; exchanges between researchers and manufacturers, - Press releases; funders, governmental bodies, academic institutions - Meetings including stakeholders, user group and NGOs. SusChem intends to provide a service members and project representatives; that clearly differentiates it from other networks in - Presentation at relevant fairs. the mind of existing and potential members so that it · Support activities to facilitate partner searching is seen as the preferred point of entry into all for those working in SusChem areas. SusChem-related technologies. Possibilities currently under consideration are Implementation monitoring for example the publication of stakeholder SusChem will: interests on the SusChem website or the organisation of partnering activities in specific · Establish an implementation monitoring system cases. encompassing both European and national Work to establish and organise dedicated user programmes. · groups and fora for wide-spread implementation · Prepare a yearly assessment of achievements of concepts and results from SusChem related based on the monitoring. projects. · Promote yet unmet SRA and IAP priorities with policy makers, funding bodies and other Concrete example: SusChem stakeholders. This will include the 5th stakeholder meeting on 8 March 2007 in Brussels. organisation of review meetings between SusChem Board and Commission and Member States’ representatives to agree on improvements and priorities for the future. · Update its Strategic Research Agenda and Implementation Action Plan when appropriate. The current expectation is that the SRA will be updated every 5 years, and the IAP will be updated every 2 years. SusChem also expects to take a more active role in respect of Horizontal Issues.
-44- Water Supply and Sanitation Technology Platform (WSSTP) www.wsstp.org
Technology Platform Contacts Technical contact/Administrative and Financial contact: Adriana HULSMANN KIWA, Coordinator secretariat, Kiwa Water Research, Nieuwegein, The Netherlands [email protected] Tel: +31 30 606 9654
Commission Services Contacts Andrea TILCHE, DG Research, "Environmental Technologies and Pollution Prevention" [email protected] Tel: +32 2 299 63 42
Panagiotis BALABANIS, DG Research, "Environmental Technologies and Pollution Prevention" [email protected] Tel: +32 2 299 3630
Vision Document Final October 2005. Water safe, strong and sustainable, European vision for water supply and sanitation in 2030. October 2005.
Platform Launch Date June 2004
Strategic Research Agenda (SRA) Final October 2006. Water Research- A necessary investment in our common future. www.wsstp.org/Shared%20Documents/WSSTP%20report%20for%20public%20consultation/ Strategic%20Reserach%20Agenda%20documents/Strategic_Research_Agenda_2006_WSSTP_.pdf
Overall Policy Objective To bring together all stakeholders involved in water supply and sanitation in Europe, manufacturers, water suppliers, waste water managers, research community, technology developers and suppliers, consumer organisations, scientists etc. To jointly define a common vision for the short, medium and long term, the associated research needs for these periods and to set research priorities and accompanying implementation plans. To increase the competitiveness and sustainability perspectives of the European water sector and to contribute to the relevant Millennium Development Goals.
Executive Summary of SRA
The experts working together in the WSSTP have previous and current century. In the near future jointly identified four major challenges for the future more than 65% of the world population will be of water in Europe and beyond. These four living in urban areas. Flexible and innovative challenges are: solutions are needed to cope with sudden and substantial changes in water demand for people · Increasing severity of water stress or shortage and their associated economic activities. There is of water, affecting an ever increasing part of the an increasing need for innovative water supply world. Primary drivers for water stress are high methods and technologies, while water re-use population density, extensive and inefficient options have to be further developed and irrigation, rapid industrial growth and changes in implemented. rainfall patterns. Water stressed areas need to · Extreme events Climate change is not just a be managed in such a way that water is no challenge of long term changes in average longer a barrier to economic growth and human precipitation; it is also the challenge of increased and animal welfare and health. frequency and severity of extreme events as · Urbanisation. Rapid increasing urbanisation is droughts and floods. Both have a devastating one of the most distinctive changes of the effect on human and animal life and on the
-45- economy. There is a need for appropriate, The second category - Debt Financing-concerns
timely and readily understandable mitigation, public-private partnerships with financial participation warning and management methods and of the problem owners as well as of the participating measures to keep short and long term damages industrial partners. as limited as possible. Solutions are required which will significantly reduce the social and Financial details will be further describes in the economic impact. Strategic Deployment Document but a first estimate for the required contribution from the FP7 programme · Rural and under-developed areas in need. has been made and presented to the EC: Many of such areas exist within and outside Europe, many of which lack any significant FP7: infrastructure such as water and waste water · A total of 6 Integrated Projects totals € 150 services. People are self supporting and have million; small scale agricultural activities, while industrial · A total of 3 NoE totals € 60 million; activity is mostly absent. The development of · A total of approximately 36 Streps totals € 108 such areas is economically not interesting for million; private enterprises and is left to municipalities · Grand total expected contribution from FP7 to and regional or national governmental bodies the implementation of the SRA: € 318 million. which often lack money and the know-how for proper improvement. Improvement will make the areas more attractive for new activities and Internal Structures put in Place by the will boost the development in such regions and Platform will reduce the need to migrate to urban areas. The SRA will be implemented through 6 Pilots each Common solutions for all challenges are: addressing a major water challenge in Europe. The 6 Pilot themes are: · Integrated and transparent management of water resources. 1. Mitigation of water stress in coastal zones; 2. Sustainable water management inside and · Balancing demand and supply by water saving, around urban areas; increased re-use (water and waste as useful 3. Sustainable water management for agriculture; resources) and by exploiting alternative water 4. Sustainable water management for industry; sources such as brackish water, seawater and 5. Restoration of degraded water zones treated waste water. (groundwater and surface water); · Ensure the quality and security of water, by 6. Adaptation and mitigation of extreme hydro- knowing the quality of water everywhere in the climatic events. water cycle and produce and use water fit for purpose. Real time monitoring tools and models Within each pilot commercial Consortia consisting of are required within the whole water cycle be it various types of stakeholders will carry out water resources management, water for people, Implementation Cases in real life situations. The water in industry or water in agriculture. Platform and its bodies will be transformed and · The development of a new approach to the organised to enter and execute this next phase. design and operation of water assets is needed, Important bodies that still have to be detailed in the with emphasis on small scale decentralised ToR are WSSTP Executive Board, General systems to reduce the need for extensive Assembly, Member States Mirror Group (MSMG), networks and to ensure a higher degree of Pilot Advisory Panel, Pilots Coordination Committee, flexibility to changing conditions and demands. Financial Engineering Committee and the Secretariat. · A reduction of the environmental impact of Details of the organisation of the future WSSTP will (waste) water services, through a reduction in be available in the Implementation Plan from October energy consumption and an increased re-use of 2006 onwards on the WSSTP website. energy, minerals, valuable waste water flows and other resources produced in various Platform Activities and Structures at processes and water cycles. National Level · A number of enabling conditions have to be met to achieve a successful implementation of the The MSMG and the Secretariat actively encourage technological innovations, such as a sound and support the establishment and the related work socio-economic, socio-cultural and legal of the national platforms. National branching is framework. This to ensure contributions from considered to be one of the major success factors for private and public stakeholders, the scientific the WSSTP. National branches already exit in disciplines and the civil society. Denmark, Finland, Germany, the Netherlands and the United Kingdom and are in preparation in many other Budget / Financing countries. There will be two major ways for the implementation Openness and Transparency of the SRA which are: grants and subsidies and debt financing. Financial tools within the first category The openness and transparency is considered to be are: national research grants and subsidies, FP7, very important for the WSSTP. We try and involve all bilateral funds (member states, third country and EU stakeholders in a number of ways: third country), translational programmes (EUREKA · All draft versions of the WSSTP documents are cluster on water), European Investment Bank (Risk published on the website for comments and Sharing Finance Facility) and the structural, regional input. and cohesion funds.
-46- · The platform is open to all interested parties. Deployment Strategy During the preparation phase of the documents The Deployment Strategy will be delivered in 2007. A interested parties were directed towards the first step has been made with the production of an Thematical Working Group(s) closest to their Implementation Plan, which will be finalised in interest. October 2006. The IP includes general descriptions · During the large scale Stakeholder Event in of the implementation of the SRA which will be Budapest in 2006 everybody was invited to worked out in much more detail in the SDD. The SDD attend and give input on the Vision Document will also include commitment from relevant and SRA stakeholders and a firm and sound financial · At the moment the platform is in a transitional engineering plan for the implementation cases within phase and it is not possible to directly answer to the pilot themes. requests for involvement. In the future once the ToR has been adopted and the new structure is Need for Major Research Infrastructure in place it will again be possible to answer to all requests. Deadline for the new structure is the Major research infrastructures mentioned within end of 2006. WSSTP are: · In addition the platform will start an internet 1. Hydrological Observatory Network consultation asking for expressions of interest to 2. HYDRALAB participate in the implementation cases. 3. Technology Networks for Establishing and Improving Sustainable Farming Practices Cross-Platform Interactions 4. Integrated Agricultural Monitoring and Decision Support PlatformBELISSIMA – Investigation on Within the platform a sub-group has been set up micro-compounds in the MELISSA loop with the objective to prepare a strategy for cooperation with other TP’s but also with other major 5. FIPES - Facility for Integrated Planetary projects on related issues, examples are: Exploration Simulation Aquastress, Switch and Techneau. Next Steps Within the platform there are linking pins with other platforms, such as the Construction Technology Before end 2006: Platform, the Sustainable Chemistry Technology · Final version Strategic Research Agenda Platform and the Zero-emission Technology · Final version Implementation Plan Platform. The chair of the Board takes part in the · Registration WSSTP on the basis of the ToR European Technology Platforms Financial 2007 Engineering Group. · Internet Consultation Expression of Interest Implementation Cases International Cooperation · First draft Strategic Deployment Strategy Third countries interaction is foreseen in the · Strategy for interaction with other TPs and implementation cases that are currently being related major European projects defined. Also third country involvement is · Start of one or more of the Pilots guaranteed through links with the EUWI within the Board members of the platform and indirectly through bilateral contacts of Board members. The WSSTP could improve on this aspect.
-47- Waterborne TP (Waterborne) www.Waterborne-tp.org
Technology Platform Contacts Technical contact: Michael VOM BAUR, Secretary, Aker Yards, Germany [email protected] Tel: +49 170 7671302
Administrative and Financial contact: Paris SANSOGLOU, Secretariat, CESA, Brussels, Belgium [email protected] Tel: +32 2 282 03 53
Commission Services Contacts Joost DE BOCK, DG Research, "Surface Transport" [email protected] Tel: +32 2 296 9089
Vision Document The Waterborne sector: A Key Asset for Europe’s Development and Future. www.Waterborne- tp.org/bal_ims_controler.php?menu=YmVmPTgzZG1qZTVgMGk3Zg===&page=1&reset=search
Platform Launch Date January 2005
Strategic Research Agenda (SRA) Overview (Final - May 2006)- Implementation Plan (draft - December 2006). www.Waterborne- tp.org/bal_ims_controler.php?menu=NjEyaWJpamM+MTJnYTg3Zg===&reset=search&page=1
Overall Policy Objective The primary policy objective of the WaterborneTP is to support the Research Policy. WaterborneTP is a forum where all the stakeholders develop on a medium to long term Vision for the maritime industry and Waterborne transport and operations, assess the key challenges, formulate the R&D actions to be fulfilled for meeting these challenges in a Strategic Research Agenda and promote the mobilisation of the necessary resources.
Executive Summary of SRA
The history of civilisation and of commerce cannot benefiting from a tradition of development be separated from that of Waterborne transport. cooperation between e.g. operators and builders or Trade of goods, passenger transport, exchange of clients and suppliers – a proven maritime cluster. knowledge, and the development of cities, regions TP and even civilisations, were in past centuries often The Waterborne is the initiative of all parties only possible by means of Waterborne transport. involved in the areas of shipping and shipbuilding, offshore industry and leisure vessels, ports and Today’s Europe would not be one of the world’s infrastructure development, and equipment most powerful regions, giving a stable and safe manufacturers and systems suppliers to present their standard of living with a high social security for contribution to the development and prosperity of the around 400 million citizens, without the performance EU and the member states. of Waterborne transport and operations, including the related European industry, know-how and Continuing the successful efforts of the Maritime professionals. Always with a high commercially Industry Forum (MIF) in publishing two volumes of motivated innovative pitch, almost all maritime maritime R&D Master Plans since 1994, the industry technology developments have been made in stakeholders of the Waterborne sector launched the Europe, even today, in the age of globalisation. Waterborne Technology Platform in January 2005, European stakeholders along the Waterborne value together with the EU member states, the European chain belong to the world leaders in their fields, Commission services and stakeholders from science and society.
-48- A vision of the year 2020 (Vision 2020) was General Assembly. developed and was followed by the Waterborne Strategic Research Agenda (WSRA). As required the Support Group may implement standing or temporary Thematic Work Groups to The WSRA addresses the innovation challenges in work on specific topics. The Support Group for the next 15 years, summarised under the 3 Pillars of Waterborne is chaired by the R&D Director the Vision 2020: responsible within EURACS (European Association 1. Safe, Sustainable and Efficient Waterborne of classification societies) rotating on a bi annual Operations; basis. The R&D Director representative from the 2. A Competitive European Maritime Industry; shipyards association (CESA) is the Support Group 3. Manage and Facilitate Growth and Changing Secretary and manager of the Waterborne Trade Patterns. Secretariat. It describes the key priority themes for Research, The Member States Mirror Group is composed of Development and Innovation accordingly. Whatever representatives of all Member States (incl. the coming years will bring, they will surely present Candidates and Associates) on senior or directors serious challenges. There will be threats and there level, nominated by the appropriate government body will be opportunities for Europe. responsible for maritime/Waterborne research. The Member States Mirror Group has elected a It is important to realise that some of these Chairperson Mr Niko Wijnolst, representing The challenges will impact on more than one Pillar. The Netherlands, and a Secretary, Mr Nick Heyes, challenges are not stand alone issues, to materialise representing the United Kingdom. The Mirror Group the highest innovation potential often an integrative is coordinating and integrating national programmes. and interdisciplinary approach is the most promising way. These represent opportunities which the In Waterborne “Industry” is represented through the members of the Waterborne Technology Platform European Associations, which work like a network of intend to seize. thousands of companies, “Society” is mainly represented inWaterbornethrough stakeholders like The WSRA has been primarily compiled to address the trade unions, universities, regulatory bodies (e.g. the market and society challenges for the the classification societies) and the governmental Waterborne sector, not to satisfy political organisations are mainly represented through the expectations. However, it supports by its nature in government agencies, ministries and the Commission many aspects major policy lines and initiatives of the Services. EU Commission, such as e.g. safety, security and sustainability in transport, avoiding traffic Platform Activities and Structures at congestions by modal shift etc. National Level The WSRA summarises and introduces at executive The Member States Mirror Group sends 2-3 level the numerous RDI challenges and thus to rapporteurs to the Support Group meetings. During support the acknowledgement of the importance of the formulation of the long and medium term Vision continued and enlarged RDI efforts in the 2020 and the Waterborne Strategic Research Waterborne sector for the European society and the Agenda, several joint meetings of Mirror Group and competitiveness of the European maritime industry, Support Group have been held on a regular basis in as well as to contribute to the mobilisation and 2005 and 2006. Representatives of the national effective use of the necessary resources and funds. platforms and national maritime clusters in the Mirror The WSRA will be followed by the Waterborne Group are multiplying the local contacts through their Implementation Plan which will further detail the platforms. targets, specify their time horizon and expected Using the network of companies and funding. institutes/universities, direct contact with the national and regional authorities is today often organised Budget / Financing locally. After the first agenda building phase which This part is currently under development. will come to an end approx in May 2006, one of the main challenges of the WaterborneTP will be (as for all other ETPs), the close cooperation with regional Internal Structures put in Place by the and national programs for the implementation of the Platform SRA. Waterborne, basing on the positive mood in the The ETP Waterborne is constituted by three Member States Mirror Group, has good starting permanent Groups (General Assembly, Support conditions for this, however, this issue will have to be Group and Mirror Group) and a variable number of practiced. temporary thematical working groups. The General Assembly is the Forum of all Openness and Transparency members (including all national authorities) and the The active involvement of all the stakeholders is ultimate decision body. On 5th October 2006, the promoted through the associations’ networks Waterborne General Assembly has elected a reaching member and sometimes associated Chairperson Mr Govert Hamers, CEO of IHC companies/organisations. The Support Group Holland, and two Vice-Chairpersons, Mr Duncan launched an awareness and participation campaign Forbes, EVP of Rolls-Royce Marine, and Mr Bernard within 2006-2007, for which existing national maritime Anne, EVP Bureau Veritas. The Waterborne clusters and other national stakeholder association Support Group is the working body of Waterborne structures are used. and prepares all initiatives and activities of The ETP Waterborne (and RDI) has been the key Waterborne within the framework endorsed by the
-49- topic during the recent joint New Year reception of · Cooperation in developing inland navigation the stakeholders CESA and EMEC on 8 February networks (with selected countries, e.g. Russia); 2006 in Brussels, with Commissioner J.Potocnik and · Academic & scientific cooperation with MEP Prof. Buzek as the keynote speakers. Universities (with selected countries); Waterborne participated and presented itself during · Cooperation on end of life (scrapping) strategies the ETP conference of the Austrian Presidency on 4- & procedures (with selected countries, e.g. 5 May 2006 in Vienna. Waterborne used the top India-Pakistan-Bengladesh); level attention during the plenary of the Maritime · Improving working conditions and human Industry Forum (MIF) on 5-6 October 2006 in Oslo resources (with selected countries, e.g. with the for promotion actions, part of the awareness & Philippines); promotion program, and also held it’s General · Safety and Security (with selected countries, Assembly there. Over the years 2005-2006, e.g. the US; Waterborne representatives have participated to · Cooperation in accident investigations (with more than 30 International, National or Regional selected countries, e.g. Panama, Liberia). events as part of the awareness & promotion These are critical issues and concerns for the program. Waterborne remains open to new competitiveness in the Waterborne sectors. participants at all time and the membership grows both in the Support Group and in the Mirror Group. Deployment Strategy Cross-Platform Interactions This part is currently under development. Waterborne regularly participates to meetings of the ETPs MANUFUTURE and ETPIS. Other platforms Need for Major Research Infrastructure have been identified (e.g. ERRAC, ERTRAC, Steel, This part is currently under development. H2/FC). Informal and formal contacts have been made particularly with the other transport modes platforms. Next Steps Waterborne’s next milestones are Waterborne has established working contacts with the EUREKA initiative EUROGIA (Offshore · Monitor the results of the 1st Call of FP7 technology), and will do so, together with the other · Contribute to the Work Programme of the 2nd surface transport platforms, also with the Intermodal Call of FP7 Advisory Council EIRAC. · Finalise the Waterborne Strategic Research Agenda Implementation Plan (WSRA IP) However, even in the dawn of the new ETP era, it following the building phase of the WSRA IP becomes evident, that a clear focusing and interface and develop the Implementation Process description is necessary in the tasks of the ETPs · Sign a Memorandum of understanding (MoU) themselves as well as for the selection of the most with member states and other funding partners relevant and regular contacts, in order to avoid to implement the WSRA IP locally double efforts and overhead. Although “everything is related with everything”, task overlaps should be · Development Knowledge Networks avoided. The lead responsibility should always To finalise its WSRA IP, Waterborne will develop the remain with the generic ETP (e.g. for shipping Implementation Process by: issues with Waterborne). · Organising workshops to improve and International Cooperation harmonise the coverage of all Waterborne research areas International Cooperation in the Waterborne sectors · Investigating potential lead markets and is a very sensitive and delicate issue. Before potential new funding sources (e.g. new EIB approval of any International Cooperation project in instruments) the Waterborne sectors, all relevant EU policies · Organising dissemination, awareness and should always be checked and the ETP Waterborne brokerage events (international, national and should always be consulted in order to identify and regional) to inform the stakeholders about the report potential conflicts. European aid to developing opportunities offered by RDI and their funding countries should also consider the specific markets and motivate partnerships and cooperation and the role played by the respective “developing through concrete RDI projects, with a special country”: development of main global competitors focus on SMEs should not be supported by EU tax payers money. · Implementing the necessary additional resources and their financing to face the Taking these comments into consideration, sizeable increase of activity of the ETP International cooperation areas could include: Waterborne · Cooperation on ice research (with selected · Exploring the avenue of a common action plan countries, e.g. Russia); with the other Transport ETPs.
-50- Innovative Medicines Initiative (IMI) www.imi-europe.org
Technology Platform Contacts Technical contact: Karen STRANDGAARD, European Federation of Pharmaceutical Industries and Associations (EFPIA), Brussels, Belgium [email protected] Tel: +32 2 626 2564
Commission Services Contacts Irene NORSTEDT, EC DG RTD, F5, Head of Sector Innovative Medicines [email protected] Tel: +32 2 296 9527
Bernd RAINER, EC DG RTD, F5, Sector Innovative Medicines [email protected] Tel: +32 2 296 6652
Vision Document “Creating biomedical R&D leadership to benefit patients and society”. europa.eu.int/comm/research/fp6/p1/innovative-medicines/pdf/vision_en.pdf
Platform Launch Date May 2004
Strategic Research Agenda (SRA) 2nd updated version, after consultation with Member States and Associated Countries, September 2006. www.imi-europe.org/Publications.aspx?viewCategory=Researchx20Agenda
Overall Policy Objective The overall goal of IMI is to re-invigorate the European bio-pharmaceutical sector and to make Europe more attractive for private R&D investment in this sector, by overcoming the research bottlenecks that currently hamper the drug development process. This is also expected to, in the long term; enhance the access to better medicines for the benefit of patients and society. The removal of the current research bottlenecks in drug development is expected to facilitate the decision-making for pharmaceutical companies on which compounds their development programmes should focus and thus reduce significantly the attrition rate in late development phases. This achievement should have significant economic and societal effects, first of all boost the private investment in pharmaceutical R&D in Europe, thereby contributing to economic development and wealth creation, and, on the long term, translate into better medicines for patients and hence lead to an improved health situation.
-51- Executive Summary of SRA
The aim of IMI is to overcome the current of clear practical paths that will accelerate the bottlenecks in the drug development process by discovery and development of more effective developing improved methods and tools to predict innovative medicines with fewer side-effects. better the safety and efficacy of candidate drugs, underpinned by improved management of In the first pillar, Improved Predictivity of Safety knowledge and improved education and training. Evaluation, both pre-clinical and clinical safety will be addressed: These four areas represent the cornerstones of IMI's The key efforts within the pre-clinical safety will be to Strategic Research Agenda (SRA). The SRA has address the following issues: been developed via a series of workshops gathering all key stakeholders involved, i.e. academia, · Development of a framework for biomarker clinicians, regulators and patients, under the lead of development; biopharmaceutical industry and proposes a number · Relevance of rodent non-genotoxic carcinogens; · Development of in silico methods; Joint Undertaking (see below). The contribution to be · Intractable toxicities. committed from the pharmaceutical industry shall be matched by the EC; the resources for research grants The clinical safety field will focus on will be provided in kind by the EFPIA members and in Pharmacovigilance, and will be tackled in close form of funding by the Community for academia, collaboration with the European Medicines Agency SMEs and patient organisations. (EMEA). The maximum EC contribution proposed for the IMI The second pillar, Improved Predictivity of JTI is € 1 billion for the period of FP7 (2007-2013), Efficacy Evaluation, will focus on the following core including administration. Dependant on the industrial areas: commitment, the annual contribution from the EC for · Predictive pharmacology; the research grants will start in the range of € 100 · Identification and validation of biomarkers; million and gradually increase to reach € 300 million · Recruitment of patients; at the end of the period. Regulatory approvals and assessment of risk. · The research recommendations of the SRA will be As therapeutic areas to tackle, the following have implemented by open calls, submitted proposals will been identified after an extensive consultation be evaluated by peer review. The projects will be process: open to all types of organisations; the EC will support academic participants SMEs and patients' · Cancer; organisations, while the participating pharmaceutical Brain disorders; · companies will fully finance their own contributions. · Inflammatory diseases; · Metabolic diseases; · Infectious diseases. Internal Structures put in Place by the Platform In each of these therapeutic areas, specific research recommendations are given and they include: The IMI has been proposed for a Joint Technology Initiative under FP7, subject to a decision by the · Creation of disease-specific experts European Council. It is planned to be implemented communities; via a Joint Undertaking, to be set up jointly by the · Regional Biomarker centres; European Commission and EFPIA. The executive · Imaging networks; bodies of this joint Undertaking shall be the Board, · Dedicated networks for contacts with patients the Scientific Committee and the Executive Office: and regulatory authorities. · The Board will be composed of the Founding The pillar, Improved Knowledge Management will members, the EC and EFPIA. be an underpinning field and an essential · The Scientific Committee shall be an advisory component of IMI that provides the data-pooling and body to the Board that will be composed of high- data-processing infrastructure to support the public- level scientists. private collaborations. Therefore it will address two · The Executive Office shall be responsible for issues: overall management and communication of the · The set-up of a Translational KM team to Joint Undertaking. support the collaborative projects in the safety and efficacy field; and The Joint Technology Initiative will involve two · The set-up of a KM platform to conceive the additional groups: overall architecture for an integrated biomedical · A Member States Group, facilitator for data platform and interactive scientific information from/to Member States; exploration tools. · A Stakeholders' Forum, an open forum The pillar, Improved Education and Training, representing all stakeholders (researchers from equally an underpinning field, will tackle the current academia, SMEs and industry, clinicians, E&T gaps in the whole lifecycle of a medicine regulators, patients, etc.). through the creation of a virtual European Medicines Research Academy that will establish programmes for integrated medicines development and include: · Training and Education at the existing interfaces, i.e. between disciplines to close the
-52- interdisciplinary gaps and between the involved actors/institutions to close the information loop, crucial for effective translation of knowledge into IMI JU actual benefit for the patient. Board Budget / Financing The total costs for implementing all research recommendations identified and described in the Executive Scientific SRA have been estimated to an amount of € 3.23 Office Committee billion. It is foreseen that resources from the pharmaceutical industry (EFPIA members) and from the Community (FP7) are devoted to the implementation of the Member Stakeholders research , to be accomplished via the proposed States Group Forum Platform Activities and Structures at With IMI a holistic approach is taken to address the
National Level challenges and via the appropriate channels (like e.g. Pharmaceutical Forum, International Conference on Apart from the Member States' Group, which is Harmonisation) a constant dialogue with these established (current representatives can be countries is taking place. accessed via the web-link: http://europa.eu.int/comm/research/imi.html ) and acts as information facilitator to/from the different Deployment Strategy stakeholders in Member States (+ Candidate and The approach of involving all key players ensures not Associated countries), dedicated national (or only a holistic view of the entire drug development regional) platforms and initiatives have been set up process, but it will also facilitate the implementation of in some countries, like e.g. "Top Institute Pharma" the proposed research recommendations. (NL), "Medicamentos Innovadores" (Spain), The recommendations concentrate on "pre- "HiTechMap" (Slovenia). competitive" R&D", i.e. methodological development, which has so far not been a prioritised area by Openness and Transparency pharmaceutical industry. Based on the involvement of stakeholders and the Therefore, the implementation of IMI's goals implies resulting first version of IMI's SRA, the open increased research efforts from and cooperation consultation process on the SRA performed in 2005 between the bio-pharmaceutical industry into this lead to the updated SRA (accessible via the web-link type of research and introduces a new dimension and mentioned in the section on the SRA). a paradigm shift of research collaborations in the Several meetings were held with the Member States pharmaceutical sector. Not only will it bring an Group and IMI was presented at a variety of increase at an unprecedented scale of conferences involving the different stakeholders industry/SME/academy research collaborations in the (e.g.: BIO, DIA, etc.). Other outreach activities "pre-competitive" field, it will also foster and stimulate include meetings with other international the collaboration between pharmaceutical companies organisations (e.g.: WHO, OECD, etc.). Additionally that normally are competitors. In order to be useful for an IMI website provides the stakeholders with up to translation into industrial (and/or regulatory) practice, date information about the status of IMI, www.imi- the research must be done at a scale providing europe.org. sufficient statistical power to demonstrate the validity of research results and new scientific breakthroughs. Cross-Platform Interactions Need for Major Research Infrastructure IMI has established relations with several other Technology Platforms, in particular with the The implementation of the SRA will be performed via "Nanomedicine" ETP. A constructive dialogue research collaborations and will hence involve also between the involved industrial companies has virtual research centres. Certain activities may started and an exchange of SRAs has been agreed involve existing large-scale research facilities, upon. nevertheless, a particular need may give rise to establish a new facility. International Cooperation Next Steps There are related specific research efforts at smaller scale ongoing or have recently been launched in The Commission's proposal to establish the other parts of the world, in Japan e.g. the Innovative Medicines Joint Technology Initiative is "Toxicogenomics project" (driven by the National foreseen to be presented to the Council during early Institute for Biomedical Innovation); in the US for spring 2007 for Decision. It is envisaged that the IMI example the "C-Path Institute" (Univ. of Arizona), JTI should be operational by end of 2007 when it also "Biomarker Consortium" and "Clinical Research may publish its first call for proposals. Consortium" (driven by Industry, FDA and NIH).
-53- Integral Satcom Initiative (ISI) www.isi-initiative.eu.org
Technology Platform Contacts Technical contact: Prof. Giovanni E. CORAZZA , ISI Chairman, University of Bologna, Italy [email protected] Tel: +39-3204386464
Administrative and Financial contact: Christine LEURQUIN, ISI Vice-Chair, SES Global, Brussels, Belgium [email protected] Tel: + 32 2 733 55 93
Ioannis MERTZANIS, ISI Vice-Chair, Space Hellas, Greece [email protected] Tel: +30 210 6504292 Commission Services Contacts Pertti JAUHIAINEN, DG Information Society and Media, "Networks of the Future" [email protected] Tel: +32 2 296 75 45
Vision Document ISI Strategic Vision Document. www.isi-initiative.eu.org
Platform Launch Date February 1, 2006
Strategic Research Agenda (SRA) ISI Strategic Research Agenda – Version 1.1 – January 2006 www.isi-initiative.eu.org
Overall Policy Objective ISI is focused on all aspects of satellite communications, including broadcasting, broadband, and mobile applications, and their convergence. ISI promotes European industrial competitiveness, growth and employment in a sustainable way, in synergy with National priorities. Representative sectors of interest include ICT, Space, Security, Transport, Development, and Environment. Specific policy initiatives of interest include i2010, the European Space Policy, bridging the digital divide, as well as civil security, disaster relief, and crisis management.
Executive Summary of SRA
Satellite communications constitute a strategic 1. Citizens and Governments: the CG institutional sector for Europe, with significant economic impact market; and high societal relevance. They are instrumental 2. Individual users and families in their Homes: the for European-wide and International broadcasting, IH market; mobile communications, broadband access, bridging 3. Individual users on the Move: the IM market; the digital divide, safety, crisis management, 4. User Groups in villages and Remote areas: the disaster relief, and dual use applications. The ISI UGR market; SRA addresses the overall development of satcoms 5. User Groups on the Move: the UGM market. in Europe over the next 20 years, identifying medium and long term strategic objectives. The SRA is built For each of the above markets, ISI has identified the upon understanding future user needs and major R&D challenges and defined some clear necessities and how these are going to be satisfied system concepts which incorporate the specific R&D by satellite communication systems. In practical priorities: terms, a classification of satcoms user markets into · CG market: the ISI system concept includes a five macro-categories is adopted: European civil security system for public protection, emergency and disaster relief, with
-54- services for citizens and governments, 19, 2005, in Brussels; on September 29, 2005, in integrated with GMES and Galileo, as well as Rome; on February 1, 2006, in Brussels; on High Altitude Platforms September 26, 2006 in Bologna; on September 28, · IH market: the ISI system concept includes high 2006 in Vicenza. capacity direct-to-home satellite broadcasting systems for HDTV and 3DTV, as well as IPTV The Working Groups are the core of the ISI activities. development. WG Society must make sure that the ISI · IM market: the ISI system concept includes implementation is effectively helping and influencing mobile broadcasting and datacasting systems, the specific policies of interest; that financial sources the 4G satellite component (complementary to are correctly searched for and utilized; that ISI is terrestrial 4G), and systems for info-mobility promoted and its results are widely disseminated. integrated with Galileo and GMES. WG Regulatory & Standardization Matters must · UGR market: the ISI system concept includes ensure that all relevant non-R&D issues are direct broadband access provision for bridging addressed and that a common European voice is the digital divide, and interworking with several raised in all important for a. WG Users must deal with terrestrial wireless access systems for seamless the identification of the user requirements, of the and dependable broadband connectivity. corresponding market segments, and of the most · UGM market: the ISI system concept includes effective applications and services to satisfy the mobile broadband interconnections for the needs; training and education will be pursued as a aeronautical, maritime, railway, and vehicular way to enable the citizens and governments to fully user platforms, integrated with Galileo, GMES, benefit from the above services and applications. WG and Air Traffic Management systems. R&D must address the direct implementation of the ISI SRA, and will likely be organized into multiple In order for Europe to achieve and maintain its focused groups in order to maximize efficiency. WG excellence and leadership in these strategic Convergence must be especially focused on all markets, several R&D and non-R&D horizontal matters which entail that satellite communications will challenges must be faced: converge within the global telecom infrastructure, with terrestrial mobile networks, with navigation and · Development of new technologies, with lower positioning systems, with Earth observation systems, costs and faster deployment; etcetera. All WGs will deal horizontally with the main · Design of flexible satellite missions; three vertical priorities: broadband, broadcasting, and · Interworking with terrestrial networks, with mobile satellite communications. urban and in-building coverage; · Development of open standards with world-wide promotion; Platform Activities and Structures at · Development of dual-use technologies; National Level · Development of satcoms support to Galileo and A Member States Mirror Group has been established GMES; and one meeting has been held with 7 countries · Harmonization of spectrum availability across participating. A European Space Policy Board is to be Europe and Internationally; established to ensure that ISI is in line and supported · Exploitation of higher frequency bands; by the National policies and by the European and · Harmonization of the regulatory framework. National Space Agencies. European Space Agency has observer status together with EC in ISI. Budget / Financing The deployment of ISI is greatly helped by the Implementation of the ISI SRA requires an effective parallel experience of the Task Force on Advanced public-private partnership for the focused support of Satellite Mobile Systems (ASMS-TF), which has been its ambitious objectives, which have strategic running since the year 2001. It has been decided that relevance for the citizens and governments of from Jan.1, 2007 ASMS-TF will be merged with ISI. Europe. The estimated amount of public funding provided through FP7 in the period 2007-2013 is Openness and Transparency foreseen in an average of € 200 million per year, for ISI is an open platform, whose membership a total of € 1.4 billion, which will be matched by an embraces all relevant and interested private and equal amount of private funding. public stakeholders. ISI intends to collaborate and cooperate with the European Commission, the Internal Structures put in Place by the European Space Agency (ESA), the EU and ESA Platform Member States and Associated States, the National The ISI Steering Council consists of 18 elected Space Agencies, International Organizations, User members representing manufacturing industry (5 fora, and other European Technology Platforms. Over members), network and service operators (5), small- 140 organisations are participating in ISI from 24 countries including Russia, South Korea and U.S. and medium-sized enterprises (4) and research and academic institutions (4). The duties of the Steering Council are to monitor the implementation of the ISI Cross-Platform Interactions SRA and to ensure the valorisation of the achieved ISI has worked together with 5 ICT related platforms results, essentially providing a sort of business plan (eMobility, NEM, NESSI, ENIAC, Artemis) to co- for the ISI ETP that will enable market penetration. ordinate the initiatives in terms of foreseen related The ISI General Assembly is the open forum for R&D activities and also the possibility of setting up a discussion and approval of the major strategies and common mirror groups for all 5 ICT platforms. decisions. It has been convened five times: on July
-55- · The advent of operational or pre-operational International Cooperation systems to pull the European technology ISI fosters international cooperation under a global towards the next step of performances and perspective, and it is mandatory to work at European technologies is supported. level in order to achieve any significant result in satcoms, which are trans-national in nature. Next Steps This element has key strategic relevance and it demands wide co-operation (not just within the The main next steps for ISI are the following: satellite community, but also between the satellite · November 22, 2006: ISI Workshop (at community and other sectors), an effective the IST 2006 conference), Helsinki framework, and a shared vision. ISI will provide · December 2006: Next version of SRA these, and will contribute to maximising the benefits released. of the various research activities in Europe and · January 1, 2007: Merge of ISI with Advanced outside, mitigating risk, and speeding up the delivery Satellite Mobile Systems Task Force (ASMS-TF) in orbit of new systems. · January 15-16, 2007: ISI General Assembly, Barcelona Deployment Strategy · February 22-23, 2007: Meeting with Satellite communications in the 21st Century must EUREKA/CELTIC for planning of co-operation move fundamental technologies forward to the next between ICT FP7 level, deal with the convergence requirements of · Technology platforms (i.e. ISI, eMobility, NESSI new applications, systems and services, and and NEM) integrate and inter-operate with terrestrial networks. · April 2007: Submission of proposals from the ISI constituency to the first FP7 call. Research & development is fundamental for industry · ISI also to submit (continuously) to the ESA competitiveness. ISI will provide the basis for ARTES programme. ensuring that: · May 14-15, 2007: ISI General Assembly, · The needs of the users and the operators are Salzburg rationalised and factored in to future · June 2007: Next election to the ISI Steering programmes, through the active involvement of Council. the user and satellite associations. · Maximum use is made of the available funding to generate European initiatives focused on public needs (e.g. security, emergency) and commercial requirements.
-56- Mobile and Wireless Communications (eMobility) www.emobility.eu.org
Technology Platform Contacts Technical contact: Dr Fiona WILLIAMS, Chairperson, Research Director, Ericsson GmbH, Eurolab Research and Development, Herzogenrath, Germany [email protected] Tel: +49 1722 434 132
Administrative and Financial contact: Beate TITZE, Ericsson GmbH Eurolab [email protected] Tel: +49 1722 434 132 Commission Services Contacts Francisco MEDEIROS, DG INFSO, " Network and Communication Technologies" [email protected] Tel: +32 2 295 1955 Vision Document SRA-eMobilityExecutiveSummary. www.emobility.eu.org/research_agenda.html
Platform Launch Date March 2005
Strategic Research Agenda (SRA) Revision 5 (September 2006). www.emobility.eu.org/research_agenda.html
Overall Policy Objective The eMobility Technology Platform aims are to reinforce Europe's leadership in mobile and wireless communications and services and to master the future development of relevant technologies, so that it best serves Europe's citizens and the European economy.
Executive Summary of SRA
The potential of mobile and wireless and content”. Realisation of this vision demands a communications to stimulate growth and re-vitalise major shift from the current concept of “anywhere, economic sectors is far from being exhausted. We anytime” to a new paradigm of “any network, any are now entering into a second phase of growth in device, with relevant content and context in a secure the mobile and wireless communications sector as and trustworthy manner”. applications and services are incorporated into The future system will be complex, consisting of a business processes and all aspects of daily life. The multitude of service and network types ranging importance of the sector to economic development across Wireless Sensor Networks (WSN), Personal is also appreciated in Asia and in the US, where Area, Local Area, Home Networks, Moving Networks large scale investments in mobile and wireless to Wide Area Networks. The increasing dependency technologies are part of their strategic priorities. of society on such communication infrastructure Further R&D investment in advanced applications requires new approaches and an emphasis in based on new technologies is now required in order European research captured here in a new concept to ensure that the European economy reaps the called the “SET Concept” that underscores the need maximum benefit from the productivity increase and for a 3-dimensional vision of research activities that improvement in the quality of life that mobile and will deliver Simplicity, Efficiency and Trust. The SET wireless communications technologies offer. Concept is designed to overcome potential technical, The following sentence articulates the essence of business and psychological barriers to the adoption the future aims and vision: “The improvement of the and acceptance of new technologies and services. It individual's quality of life, achieved through the takes into consideration the interests of users, availability of an environment for instant provision network operators, service providers, and and access to meaningful, multi-sensory information manufacturers, and provides a challenging research agenda for all.
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It is formed by three elements Maintaining the momentum of economic growth
1. Simplicity; in Europe through mobile and wireless 2. Efficiency; and technology in the light of changing user 3. Trust. requirements, markets, competition, regulations & policies and the technology options and in the The SRA covers research required over the full context of the EU enlargement to 25 Member range of wireless and mobile technologies and is States, will be both a challenge and an developed in the context of the rationale and vision opportunity. described in the September 2006 report of the Technology Platform. It contains the following main Budget / Financing chapters: · Technology leadership requires concerted efforts · Seamless User Experience; from all players in the field incl. regulators and · Security and Dependability; governments in order to provide the environment · Ubiquitous Services; needed for growth. · Ubiquitous Connectivity; · Complexity of future systems and the need for · New and flexible Business models global standards, requires early cooperation Key outstanding issues between major players, beginning already in the research phase. · Technical: Mobile and wireless At present Europe’s mobile communications communications requires end-to-end compatible manufacturers are allocating between 10-20% of solutions encompassing not only a range of turn-over to R & D. This includes competitive constituent technical solutions, but also a investments as well as collaborative efforts. consistent context for their use as part of the communication grid, the services and the Addressing a part of the R & D spectrum in which the applications. This implies a systematic sharing of work and results is in the common interest collaboration of all sector actors within a and outweighs the advantages of competition: consistent framework and a shared vision. · Consensus building; · Economic: Economics will play a key role in · Complexity and need for global standards, this collaboration. A return on the massive requires cooperation beginning with research; investments and long lead-times depend on · Europe’s industry is fully committed; economy of scale and on a large home market. · 10-20% of turn-over are committed to R & D to The need for inter-working implies concentration competitive and collaborative R&D; on the most attractive options, and the need to · € 4-500 million p.a. matched by EU funding master technology requires an optimal use of would be appropriate. This was the position of human resources and research facilities, the eMobility TP, however this will change in the finance and time. light of the actual FP7 contribution and · Political: Mobile and wireless communications contributions from other sources. have created unprecedented possibilities for The reflection on the optimal use of different people to communicate and the sector has been instruments including financial instruments is on- a key driver of economic growth. Europe has for going. It needs to reflect both national and some time been leading this development international developments and a changing based on timely initiatives of administrations, commercial environment. the scale of the EU market, a consistent regulatory approach, as well as considerable industrial and R&D investment. Building on the Internal Structures put in Place by the success in the European home market, success Platform on global markets followed. The internal structure is given in the figure. Around this structure Working Groups and other mechanisms are used to adjust flexibly to the evolution of the requirements. The scope of the work is indicated in the figure.
eMobility SSA
Liaison with Support of Secretrariat to the Support of Steering national and Project Strategic Research eMobilityPlatform Board Activities international Management Agenda Activities
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Platform Activities and Structures at Specifically, on-going R&D work under the 6thFP and th National Level future projects under the 7 FP will be closely associated and close relations with related EUREKA To create awareness at a national and international Projects are being established. With the support of level the following instruments have been used: the Mirror Group, close collaboration with future 1. Extensive direct participation in the eMobility activities supported on a national level will be Technology Platform via membership. The established. International links are being extended, eMobility Technology Platform has currently for example, through liaison with the Wireless World (November 2006) 410 members from 30 EU Research Forum. countries. In the category "Research Domain" The eMobility Technology Platform has systematically there are 160 members, "Industry" 98 members increased the membership to include research and "SME" 152 members. establishments (160), industrial partners (98) and 2. Establishment of formal working relations SME (152). By now it is includes a large part of all (liaisons) with 12 national and European interested sector actors engaged in mobile and initiatives. wireless communications systems. This has been 3. Formation of an eMobility Mirror Group working achieved by a range of measures from an open on the synergy between national and EU plans invitation, participation in numerous events, web and initiatives. presence to personal contacts etc. For details see: www.emobility.eu.org. 4. Collaboration with other ETP’s working in related areas, specifically NEM, NESSI and ISI. Cross-Platform Interactions 5. Links with several international efforts e.g. GENI/FIND in NSF and National programmes in Collaboration with ETP’s working in related areas has Japan, Korea and China are established. been established and is being further developed. This applies in particular to NEM, NESSI and ISI, but may There are so far 6 national efforts to encourage in future include others. EPISTEP has worked with people to join eMobility (e.g. in Spain, Poland and eMobility to strengthen the SME participation. Norway). International Cooperation Openness and Transparency Several international efforts e.g. GENI/FIND in NSF The eMobility Technology Platform is open to all and National programmes in Japan, Korea and China organisations active in European R&D in the area of are addressing the same area as eMobility. Contacts mobile and wireless communications systems, are being maintained in view of common interests applications and services. At present, about 400 and the creation of awareness. This will need to be organisations, covering the whole value chain, have continued and extended to address, for example, joined the eMobility Technology Platform. subjects such as “Post-IP” and “Beyond 3G”.
-59- A dialogue with representatives of the Member States Deployment Strategy (Mirror Group) has been initiated and agreements Operational focus / Concrete projects with EUREKA Projects (e.g. CELTIC) have been The eMobility Technology Platform is open to all reached. Liaison with 12 major activities has been organisations active in European R&D in the area of established. Beyond this, several options for the mobile and wireless communications systems, implementation of the eMobility Platform under the applications and services. At present, about 400 form of a public-private partnership are being organisations, covering the whole value chain, have considered by the Technology Platform, and will be joined the eMobility Technology Platform. investigated further as information on their possible Specifically, on-going R&D work under the 6thFP and implementation becomes available. future projects under the 7thFP will be closely associated and close relations with related EUREKA Projects are being established. With the support of Next Steps the Mirror Group, close collaboration with future · Further Steering Board, Mirror Group and Expert activities supported on a national level will be Group meetings in 2006 and 2007. established. International links are being extended, · 3rd Annual General Assemblies in 2007. for example, through liaison with the Wireless World · A further release (6th Published version) of the Research Forum. SRA is planned in June 2007. Industrial orientation · Further working group meetings on a Post-IP The Platform aims to exploit research and roadmap, applications, a roadmap for Beyond development results, eventually aiming at products 3G and developing Broadband in Europe using and services for the European and global market. It Structural Funds are planned to be held in will address the needs of urban and rural regions Brussels during 2006 and 2007. differing very much with respect to the · Dissemination of results planned through further communications infrastructures. Mirror Group meetings, General Assemblies and presentations at many conferences, organised While, so far, mobile communications has been sessions and events at conferences and through concentrating on voice communications, the focus of eMobiltiy exhibition stands at relevant industrial development is shifting towards multi- conferences, as well as though the web site of media communications, with mobile services being eMobiltiy. embedded in other applications. This results in an · Closer cooperation with other ETP’s has been industrial orientation towards Simplicity, Efficiency established and is being further developed with and Trust (SET-concept) as the key elements of joint mirror group meetings and joint press future systems. releases. Cooperation focuses on the theme of Outlook towards building a long-term public- Broadband infrastructure and skills in Europe at private partnership present. The eMobility Platform has already matured into a · The challenge of “Future Internet” is being framework representative of the industry and of the addressed jointly with the Commission and other research community in mobile and wireless ETP’s. communications. Links with related activities and For up-to-date details please consult the web-site. organisations (e.g. standardisation) are being systematically developed.
-60- Advisory Council for Aeronautics Research in Europe (ACARE) www.acare4europe.org
Technology Platform Contacts Luigi BOTTASSO, ASD, Brussels, Belgium [email protected] Tel: +32 2 775 9379 Commission Services Contacts José MARTIN-HERNANDEZ, DG Research, "Transport" [email protected] Tel: +32 2 295 7413 Vision Document “European Aeronautics: A Vision for 2020". europa.eu.int/comm/research/growth/aeronautics2020/en/ Platform Launch Date June 2001
Strategic Research Agenda (SRA) First edition - October 2002, second edition - October 2004. Web-link to second edition: · Executive summary www.acare4europe.org/ACARE-SRA2-exec-sum.pdf · Volume 1 www.acare4europe.org/ACARE-SRA2-volume1.pdf · Volume 2 www.acare4europe.org/ACARE-SRA2-volume2.pdf
Overall Policy Objective The future challenges of the European Air Transport System need an ambitious, holistic approach. To this purpose, in 2001 a Group of Personalities chaired by former Commissioner Busquin set out a vision for the future of civil aeronautics. The Group identified two top-level objectives for Europe: to meet society’s needs for an efficient air transport system and to achieve global leadership for Europe in this sector. ACARE’s mission is to provide guidance for the future of the European aeronautics research in relation to the above objectives.
Executive Summary of SRA
The 2nd edition of the Strategic Research Agenda creating between 2 and 4 million additional jobs by addresses the research needs of Europe in the field 2020 and with a direct impact on up to 13% of of air transport systems over the next 20 years. It Europe’s future GDP. The section sets out other key sets out the likely directions of technological change figures for an understanding of the sector. that will need to be converted into specific research It continues with the history of the Agenda and the programmes over the coming years if the objectives st of the work are to be realised. As the 2nd edition it key findings of the 1 edition. It makes the point that builds on, updates, and widens the work done in the the Agenda is not only concerned with direct 1st edition published in October 2002. technology programmes but also about the factors that will enable these to be productive and efficient. It It is built in four sections: also reports on activities since the 1st edition, the dissemination activities and the actions already taken Section 1 – Summary by governments and industries to make use of the Section 1 of the Agenda summarises the content Agenda in their technology planning measures. and findings for a rapid assimilation of the main messages. The work set in hand after edition 1 to create a better assessment of likely uncertainties in the future is set Section 2 – Preparation out in Section 2. This scenario work enabled three Section 2 recalls the preparation of the second clearly different possibilities for the future to be edition starting from the basics of SRA-1. It covers identified in addition to the base-line scenario of the the underlying points on the macro-economic st nd 1 edition. This was an important precursor to the 2 importance of the sector and the expectation of edition and enabled the new Agenda to deal more
-61- effectively with possible futures and to consider the Budget / Financing technology development implications of these. This According to an analysis carried out by ACARE, the work has been one of the main advances of this financial resources needed in research and edition of the Agenda. development up to the year 2020 in order to achieve This is taken forward in the final part of the Section the Vision 2020 ambitions amount to some € 170 by the identification of the main advances needed billion, of which approximately 20% (€ 34 billion) and delivered by this edition. The objectives for the would correspond to the research and technology edition are set out and the section describes the demonstration effort. This financial need represents notion of the High Level Target Concepts or HLTCs. about 65% more than the current level of expenditure These are extensions of the scenario work to create in Europe. emphasis on particular characteristics coming from The planned split of funding would have to be 2/3 the scenarios. In the evolution of this concept five private and 1/3 public (including EC and national HLTCs were selected: funding). This would be in line with the Lisbon agenda 1. The highly customer oriented air transport and would also translate in an overall increase in system; public funding compared to the current situation 2. The highly time efficient air transport system; where roughly 75-80% of the aeronautics research 3. The highly cost efficient air transport system; funding is private. 4. The ultra green air transport system; The SRA has been created to influence all the 5. The ultra secure air transport system. European aeronautics research, thus it should be Executive Summary of the Second implemented through the synergy of EU, national, regional programmes and industrial programmes. Edition of the SRA In the case of the EU Framework Programme, Section 3 – High Level Target Concepts implementation mechanisms should include (1) The next Section 3 is in parts that correspond to Collaborative Research for upstream and applied these HLTCs and discusses each one in depth and research, (2) Research Infrastructures, (3) Training is, in many senses, the heart of the Agenda where and Mobility of researchers, and (4) Coordination the technology issues are discussed. There is no policies. sense in which one HLTC will be chosen in isolation or that technologies identified in one will not be The preparation of a proposal for a Joint Technology appropriate in another but the concept allows the Initiative aimed at downstream technology priorities of the technologies to be discussed and development and demonstration in FP7 is in an examined. advanced stage. This JTI proposal is named “Clean Section 3 also looks beyond the horizon of the Sky” and will focus on demonstration of HLTC’s and is a useful extension of the concept into environmentally friendly technologies across the full the longer-term future. By looking towards the latter spectrum of aeronautics platforms and systems. part of the century and examining possible developments it adds to the understanding of what Internal Structures put in Place by the technologies should be kept alive now, or even Platform started so that these outlying possibilities will be supported with technology at the time. ACARE’s structure comprises two co-chairmen, one for technical and the other for institutional issues. Section 4 – Implications Below them the Integration Team co-ordinates the Section 4 brings the HLTCs into focus in considering activities of the working groups, and reports to the an integrated view of their implications across the ACARE Plenary two to three times a year to update whole air transport system. It considers the issues the strategic direction of the platform. as Business, Policy, Process or Technology and it is here that the wider implications of the Agenda are The working groups cover the following subjects: discussed as a whole. communication (dissemination of the SRA, raising of public awareness, preparation of position papers In the assessment part of the Section the Agenda etc.), implementation (monitoring of SRA addresses the institutional and public implications of implementation, advice in the preparation of content the work. The scope for public decisions to influence for R&T programmes and in the JTI etc.). The more the progress of the Agenda is great. It ranges from transversal groups cover the integration of Member investments in facilities, co-operation in the States views (especially for the NMS), HR and construction of new facilities, research co-operation, education issues as well as the research education as well as in many aspects of public policy infrastructure needs. In particular for the last two for qualification and mobility of researchers and, topics, the universities and research infrastructure indeed, in their broader availability. communities are widely engaged. In general all The final part of this section deals with the resource stakeholders populate the various groups. and efficiency implications of the Agenda. The overall need is for the technical issues identified by Platform Activities and Structures at the Agenda to receive more effective research. Some of this increment of progress can be delivered National Level by greater efficiency in the research processes and The main body covering these issues is certainly the the means of doing so are identified. ACARE Member States Group which acts as a Mirror Notwithstanding this there is a need for substantially Group. The mission of the group is to foster the more funding, about 65% more, to be applied from optimum involvement of Member States and their public and private sources if the issues facing the regions in the development of the European Air sector are to be properly addressed. Transport System.
-62- Other specific tasks consist in: 2. A plan for monitoring the implementation of the
· Assistance with implementation issues in SRA. For this purpose ACARE launched a so- Member States related to ACARE and the called Observation Platform (OP) which is Strategic Research Agenda. monitoring the implementation of the SRA in the · Manage relations and be the interface between stakeholders’ research programmes and will the ERA Net (AirTN) and ACARE. provide them with information useful for the planning of their research programmes. This is · Integration of the new Member States’ being done both from a technical and representatives into ACARE and its processes. institutional perspective. Openness and Transparency Need for Major Research Infrastructure Distinct types of actions have been taken in this respect, and can be grouped in the following way: ACARE has a dedicated sub-group on research infrastructure which developed a position on this 1. Participation at communication events. Here topic. The team exchanged views also with ESFRI. ACARE organised information stands with The overall position is that the aeronautics sector distribution of informative material, posters, does not currently need any major new infrastructure, projection of multimedia material, demonstration but rather favours upgrades or better co-ordination of tools etc. and use of the existing facilities. 2. Development of tools for a better understanding of the Strategic Research Agenda. In this respect ACARE had developed or is developing Next Steps software tools for the interactive exploration of The following is a list of the main activities around the SRA, aimed at an easier and more effective which ACARE will focus its efforts in the foreseeable dissemination and assimilation. future: 3. Continued maintenance and development of the Medium-term: ACARE public web site. 1. Raise public awareness of the platform with 4. Development of multimedia material for information & communication tools. communication. 2. Contribute to key issue for debate by 5. Provision of information to prospect partners developing agreed position papers. 3. Assist the air transport stakeholders in Cross-Platform Interactions developing an position on international Contact have been established with the following cooperation. platforms: EPoSS (Smart Systems), Manufuture 4. Measure the progress being achieved towards (manufacturing) and EIRAC which is a larger formal the ACARE goals. network embracing the transport ETPs (including Longer-term: ACARE. ERRAC, ERTRAC and WATERBORNE). 5. Support a successful JTI and its coherence with The contacts have been established with mutual other ATS initiatives such as SESAR and participation to meetings, exchange of information collaborative research. and respective Strategic Research Agendas. 6. Advance coherence between EC and MS R&T ACARE monitors public available information on all programmes. other ETPs on a regular basis. 7. Extend the Visionary Horizon beyond 2020. Deployment Strategy The deployment strategy stands on two pillars:
1. A plan for dissemination and communication, which facilitated the assimilation of the Agenda and its implications across the European aeronautics stakeholders and countries, including the new Member States. Several dedicated dissemination workshops have been organised after the official launch of the SRA-2 in March 05. Many more events, though not focused on the SRA, have taken place in 2006 where ACARE played an active communication role. Also new promotion tools were developed, including software tools aimed at facilitating the communication of the key messages toward the broader audience including the general public.
-63- Advanced Research and Technology for Embedded Intelligence and Systems (ARTEMIS) www.artemis-office.org/
Technology Platform Contacts Technical contact: Ivo BETTENS, Thales, Brussels, Belgium [email protected] Tel: +32 2 627 0324
Administrative and Financial contact: Sophie BATAS BJELIC, Thales, Brussels, Belgium [email protected] Tel.:+32 2 627 03 17 Commission Services Contacts Alkis KONSTANTELLOS, DG Information Society and Media, "Embedded Systems" [email protected] Tel: +32 2 295 71 53
Tom BO CLAUSEN, DG Information Society and Media, "Embedded Systems Unit" [email protected] Tel: +32 2 299 49 42 Vision Document Building Artemis - Report by the High Level Group on Embedded Systems. www.artemis-office.org/DotNetNuke/Backgrounddocuments/tabid/58/Default.aspx
Platform Launch Date June 2004
Strategic Research Agenda (SRA) Final – November 2006. www.artemis-office.org/DotNetNuke/Home/tabid/36/Default.aspx
Overall Policy Objective Europe currently leads the world in embedded electronics and software for aerospace, automotive, consumer and communications markets. This leading position is threatened by global competition, fragmentation of efforts and insufficient research investment. An ambitious initiative is needed for Europe to maintain its position and realise its potential in new emerging markets for intelligent products and services. The platform will provide the technology to tackle a broad range of social challenges including the aging population, safety of citizens and security of physical infrastructure.
Executive Summary of SRA
ARTEMIS - “Advanced Research & Technology for by a few non-European players. Embedded Intelligence and Systems” - is the Technology Platform for Embedded Systems. The ARTEMIS Strategic Research Agenda outlines Embedded Systems are computers that do not look the evolution of the field from a medium to long- like computers that are “embedded” in electronic term perspective and identifies a number of products like mobile phones, cars or even planes. important technological challenges that have to be ARTEMIS is an Industry-led initiative to reinforce the met in order to allow Europe to implement the position of the EU as a leading worldwide player in the vision of the ‘Building ARTEMIS’ document as set design, integration and supply of Embedded Systems. by the High level Group on Embedded Systems. It It brings together leading industrial and academic also sets financial objectives for Embedded groups with national and European bodies to establish Systems R&D in Europe (see next section). and implement a coherent and integrated European With the constant evolution of electronics and research and development strategy for Embedded software technologies, there will be more and more Systems. No action would lead to the same situation Embedded Systems integrated into products and as the desktop computing market which is dominated infrastructure.
-64- Already today 90% of computing devices are in · Adapt the European research infrastructure
Embedded Systems; the growth rate is more than 10% and education system by 2016 to industry per annum and there are forecast to be over 40 billion needs, in terms of design skills, based on devices worldwide by 2020. Moreover, the value added ARTEMIS recommendations. to the final product by embedded software is often · Close the design productivity gap between orders of magnitude higher than the cost of the potential and capability through a reduction embedded devices themselves. For example, 20% of by 50% in: system design cost, design time the value of each car today is due to embedded and validation/testing respectively. electronics and this will increase to an average of 35- 40% by 2015. Similarly in the avionics sector, The ARTEMIS approach is to remove barriers embedded software now accounts for a significant between application sectors, stimulating creativity proportion of the development costs of an aeroplane. and yielding multi-domain reusable results. This will be achieved by specifying an ARTEMIS Embedded Systems have evolved from stand-alone reference architecture. ARTEMIS will seek single-processor computers of the eighties and early maximum commonality across application sectors, nineties, to the special-purpose sophisticated fixed- however recognising that different application function multi-processor systems of the present day domains impose differing demands on the associated with increasing communication capacities. technology to be developed. ARTEMIS has The market for electronic systems is characterised by a therefore identified a number of representative constant need to bring to the users innovative products ’Application Contexts’: and services with increasing functionality at ever diminishing price. The increase of the technologies · “Industrial systems” - large, complex and capabilities of the hardware as described by Moore’s safety critical systems, that embraces Law, is out-pacing the productivity improvement of the Automotive,Aerospace, Manufacturing, and designers. This leads to an ever widening design growth areas such as biomedical. productivity gap that must be addressed by ARTEMIS. · “Nomadic Environments” – enabling portable In future, this “productivity gap” is projected to increase devices and on-body systems to offer users even more unless this phenomenon is addressed. access to information and services while on the move. The vision driving ARTEMIS is a major evolution of our · “Private Spaces”, - such as homes, cars and society in which all electronic objects will become offices, that offers systems and solutions for digital and communication-enabled with self-managed improved enjoyment, comfort, well-being and resources. These transformations will be possible safety. through advances in Embedded Systems technologies · “Public Infrastructure” – major infrastructure and their large-scale deployment, not only in industries such as airports, cities and highways that and services but in all areas of human activity. Taking embrace large scale deployment of systems a leading position in Embedded Systems requires and services that benefit the citizen. significant investment in research and development. As they form the enabling technology for many areas of ARTEMIS strategy is to establish common enterprise, the importance of Embedded Systems to technology to support the development of high the world economy, makes it imperative for Europe to value-added Embedded Systems across these intensify its efforts in this area. European efforts must application contexts. The common technology will at least match, if not exceed, comparable investments include: being made in the USA and Asia: the aim is for Europe Reference designs, that offer standard to achieve leadership in intelligent, interconnected · Embedded Systems. Therefore, ARTEMIS recognises architectural approaches for a range of applications to address the complexity the need to focus this investment. challenge and build synergies between The focus is achieved by setting the following market sectors; ambitious targets to be attained by 2016: · Middleware that enables seamless connectivity and wide-scale interoperability to · 50% of Embedded Systems deployed throughout support novel functionality, new services and the world will be based on ARTEMIS results and build the ambient intelligent environment; engineering disciplines including hardware, · Systems design methodologies and software and systems design. associated tools for rapid design and · Achieve the cross-domain connectivity needed for development; the seamless interoperability between the · Generic enabling technologies derived from ‘Ambient Intelligent Environments’ for the citizen at foundational science. home, at work, travelling etc. · There will be twice as many European SMEs engaged in the Embedded Systems supply chain, Budget / Financing from concept through design, manufacture and The European Embedded Systems expenditure support. scenario for 2005 and 2010 is depicted in the table · Integrated tool chains based on ARTEMIS results below. The total expenditure is estimated at € 20 to support development of Embedded Systems billion in 2005 that would grow to € 32.5 billion in design. 2010. The public component of this expenditure · ARTEMIS will have generated at least 5 ‘radical needs to increase almost threefold from about € innovations’ and will double the number of patents 250 million to € 700 million over the same period. granted per year for European companies in The bulk of the expenditure is the € 20 billion ARTEMIS. private industry R&D which mainly comprises
-65- downstream product development based on a the Strategic Agenda and to promote a fertile conservative estimate of five major industrial sectors. innovation environment and a state-of-the-art The research component is partially supported through research infrastructure in Europe. a number of publicly funded activities through the EU framework programme, EUREKA and specific National Openness and Transparency programmes in member states focused on Embedded Systems. Pre-competitive collaborative research uses ARTEMIS is aware of the importance of raising the matched funding model. The Eureka programme awareness of its activities and has a dedicated supports Embedded Systems through the ITEA and team to define the strategy and an office to MEDEA+ clusters. implement the comprehensive dissemination activities. These include a professional website that Centres of Excellence may envisage applying for EU is the focal point of all the awareness creation. The Structural Funds, as well as loans from the European website is constantly updated and is used actively Investment Bank (EIB) in combination with the new to support existing and new participants in Risk Sharing Facility foreseen in FP7. Furthermore, the ARTEMIS. The ARTEMIS office issues bi-weekly new EU Competitiveness and Innovation Programme newsletters and a quarterly journal. ARTEMIS is (CIP) may provide opportunities for technology take-up the organiser of an annual conference that attracts by SMEs. more than 300 participants. In 2007 this conference will be in Berlin, Germany. In March 2006 ARTEMIS organised an ARTEMIS SRA Launch event in Brussels. The launch event had Commissioner Reding as keynote speaker and resulted in more than 50 articles published in the European press.
Cross-Platform Interactions ARTEMIS co-ordinates its activities with the other Technology platforms through both personal contacts and joint meetings. It has in particular very close cooperation with ENIAC both on SRA issues and set-up of the JTI activities. ARTEMIS is also involved in the EPISTEP activities towards increasing SME participation in the ARTEMIS All numbers are industry estimates and do not platform. constitute a commitment from the European Commission. International Cooperation The FP7 proposal includes a JTI in the area of The objective of the ARTEMIS international Embedded Computing systems and Artemis members cooperation strategy is to define “modalities” for are currently discussing the various implementation interaction between the European R&D community, options. There is strong interest in moving forward to a and the main international players in the area, public-private joint undertaking able to implement parts including research institutions, professional of the SRA by pulling together resources at organisations (ACM, IEEE), standardisation bodies Community, national and inter-governmental (e.g.: OMG, IEEE), large consortia, funding (EUREKA) level under the same framework. agencies (e.g.: IST, NSF, DARPA). International Collaboration covers a potentially wide range of Internal Structures put in Place by the activities, from the organisation of technical Platform meetings, high-level meetings, conferences, schools, and joint international projects. These may ARTEMIS has a Steering Board that takes care of all have various aims, including education and strategic issues related to the platform activities. The training, dissemination, definition of standards, and Executive Board is a smaller executive and operational development of joint R&D activities. It is clear that representation of the Steering Board. International Collaboration should fit into a global ARTEMIS has Working Groups for specific pre-defined win-win strategy, for achieving the participants’ tasks, either permanent or on an ad-hoc temporary long-range aims. basis. The creation of the Working Groups is the responsibility of the Steering Board. A number of WGs Deployment Strategy have been created thus far on the following topics: ARTEMIS brings forward proposals for improving Technology, Applications, Governance, the coordination of the European research Communications, Innovation Environment, Research instruments for fostering efficient innovation Infrastructure, etc. environments. By doing so, ARTEMIS stakeholders ensure that the right research is conducted in the Platform Activities and Structures at right way. National Level To implement its Strategic Research Agenda and A Mirror Group, ensuring the participation of Public to achieve coordination and consistency of existing Authorities at national, regional and European levels in RTD European instruments, ARTEMIS puts their function as policy makers, regulators and funding forward a synergetic approach consisting of three bodies. The aim of the Mirror Group is to develop pillars under a common roof, as depicted in the synergies between national programmes and policies, next figure.
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For the left pillar, focussing mainly on the upstream In essence, an EU contribution would complement part of the ARTEMIS SRA, use will be made primarily the financial contributions from each Member State of the regular instruments in the four Specific or Associated State engaged in the JTI to its Programmes envisaged for FP7. national participants in transnational projects. In this way, Member and Associated States would For the central pillar, focussing mainly on the increase their RTD expenditures to address the downstream part of its SRA, ARTEMIS proposes SRA objectives, and cooperate transnationally. In setting up a Joint Technology Initiative (JTI). The only addition, the scheme would optimally exploit the means to mobilise the critical mass required for advantages and valuable experiences of EUREKA implementing the selected parts of the SRA is a Public- clusters such as ITEA and MEDEA+ in running Private Partnership combining private sector resources industry-driven RTD programmes, while with national and European public funding. The core of overcoming EUREKA’s notorious problem of the JTI will be an ITEA/MEDEA+ like industry-driven harmonising and synchronising funding. programme for collaborative RTD. In addition, the JTI will provide a flexible basis for common public-private actions to create a fertile ecosystem in Europe for Need for Major Research Infrastructure Open Innovation in embedded systems, involving large ARTEMIS has identified a need for research firms, SMEs, institutes and universities. infrastructures. An example is that extensive user tests have to be conducted before embedded Regarding the collaborative RTD programme, industry electronic products can be put on the market. For will commit to investing the RTD efforts necessary for this reason, Philips for example has substantially accomplishing the selected SRA objectives. The invested in a “HomeLab”, where psychologists, private sector will mainly contribute in-kind, carrying sociologist, communication specialists and the remaining 50% of the precompetitive RTD costs, as engineers analyse the way family members interact well as the costs and risks of all RTD and innovation in a “normal” home environment with prototype on Embedded Systems beyond the phase of pre- products containing embedded systems. Such competitive RTD that is publicly supported in the single-company initiatives are important, but have context of ARTEMIS. Furthermore, industry will cover important drawbacks: its application space is the organisational costs of governing the JTI and its limited (e.g. the HomeLab is limited to the private Operations structure. space), and SMEs, research institutes and On the public side, the EU would provide a financial universities, for which it goes beyond their own incentive for Member States to focus national RTD investment capabilities, have very limited activities activities on the ARTEMIS SRA; to join forces within on the ARTEMIS SRA; to join forces within access the European Research Area (ERA); and to improve to the facilities created by the big companies. the efficiency of funding mechanisms for ARTEMIS will therefore conduct a study to clarify intergovernmental cooperation taking place in the ITEA the needs in each domain of the ARTEMIS SRA and MEDEA+ clusters in EUREKA.
-67- (applications and technical domains) for major · Working Groups on roadmapping activities research infrastructures. and Innovation; · Creation of the ARTEMIS Industrial Next Steps Association (ARTEMISIA);ARTEMISIA launch Key activities and milestones planned for the platform meeting (November 2006); in the short term: · Publication of the “full” Strategic Research Agenda with roadmaps, (November 2006); · Steering Board, Mirror Group and Executive Board · Annual Conference in Berlin, Germany (June meetings; 2007).
-68- European Platform on Smart Systems Integration (EPoSS) www.smart-systems-integration.org
Technology Platform Contacts Technical contact: Klaus SCHYMANIETZ, Chairman, Senior Vice President Operations, EADS Deutschland GmbH, Münich, Germany [email protected] Tel: +49 89 6 07- 0 Secretariat: [email protected] Commission Services Contacts Francisco IBAÑEZ GALLARDO, DG Information Society and Media, "Microsystems" [email protected] Tel: +32 2 296 8659 Vision Document Towards a vision of Innovative Smart Systems Integration. www.smart-systems-integration.org/public/documents/eposs_papers
Platform Launch Date 5 July 2006
Strategic Research Agenda (SRA) First version – August 2006. www.smart-systems-integration.org/public/documents
Overall Policy Objective European industry leads the world in micro/nano systems technologies and related advanced technologies. Europe demonstrates high competence and competitiveness in the various segments of micro- and nanosystems. EPoSS, European Technology Platform on Smart Systems Integration, brings together European private and public stakeholders in order to implement the European Research Area of Smart Systems Integration.
Executive Summary of SRA
Strong international competition calls for rapid · Future research priorities and scenarios for product change, higher quality, lower cost and product/technology developments and for shorter time to markets. Smaller and smarter by upcoming applications in different industrial transdisciplinarity will be the key issue in the future, sectors (automotive, industrial, aeronautics, innovative systems integration the major challenge. logistics, health, consumer, etc…). The evolution of the critical dimension of · Scenarios for fast and secure transfer of RTD technologies into the nanometre scale together with into innovation in existing and new products of the exploitation of completely new physical high economic or socio-economic value (e.g. phenomena at the atomic and molecular levels has manufacturing issues, ambient assisted living, opened opportunities for groundbreaking solutions to environmental applications, security). old and new problems in bioengineering, · Smart systems integration and support activities environment, human-machine interface, etc. The of common interest or more advanced nature ability to miniaturise and integrate intelligence and (standardisation and regulatory issues, use of new functionalities into conventional and new eco-efficient technologies, development of components and materials is particularly relevant for human resources, quality assurance, reliability, the implementation of the vision of ambient new emerging technologies, IPR, …). intelligence and to extend this vision towards · Shared access to excellent but dispersed ‘ambient assisted living’ in general. European research infrastructures: managing Research and Innovation Aspects research infrastructures to ensure shared utilization of existing infrastructure and the European R&D and innovation related aspects of development of new facilities and reduction of Smart Systems Integration will address the following barriers, cooperation, communication and issues in order to obtain significant structural information exchanges and exploring improvements: coordination opportunities between national and
-69- regional initiatives. Platform Activities and Structures at
· Greater public awareness, visibility, National Level dissemination and common presence at European and global level. In addition to the working groups, a steering · Stimulation of new regional ecosystems for committee will be formed to deal with all the cross- research and innovation in the field of Smart sectional issues related to framework conditions for Integrated Systems and enhancement of research targets and directions. This group will also existing ones. provide an operational link to the European · Contribution of Smart Integrated Systems to Commission, other public authorities and to the working groups, with the aim of establishing an general policy and other research and innovation framework in Smart System integration for development activities. companies in Europe. · Coping with disruptive technological changes and promotion of competition and Above this operational structure, a High Level Group commercialisation of research results with (HLG) will guide the overall strategic development of special focus on the needs of SMEs. the Technology Platform. The HLG will provide the EPoSS, the European Technology Platform on link to the European Commission and to other Innovative Smart Systems Integration and thematically related European Technology Platforms. Integrated Micro and Nanosystems The chairman of the HLG is a senior industry representative. A group of major industrial companies intends to coordinate their activities and to set-up a vision for The mirror group of EPoSS is in the progress of being and a research agenda on Innovative Smart set up. Systems Integration by applying the mechanism of a ‘European Technology Platform’. The platform is an Openness and Transparency industry driven policy initiative aiming at defining EPoSS has been present in the major events related R&D needs, innovation and policy requirements in to ETPs organised in 2006. As an example, EPoSS this case related to the particular field of Innovative successfully participated in the IST 2006 Event in Smart Systems Integration and Integrated Micro and Helsinki. EPoSS also participated in the Seminar of Nanosystems. The initiative is of particular the industrial leaders of European Technology importance in view of defining research and Platforms chaired by Commissioner Potocnik in the technology priorities for the EU’s VIIth Framework presence of President Barroso. The web page of Programme, for raising more critical mass and EPoSS is a very useful instrument to raise awareness resources and for coordinating between different on the platform's activities and to inform new potential initiatives (national, regional, EUREKA, European partners and officially involve those interested in the public funding and industry). platform structure.
Budget / Financing Cross-Platform Interactions EPoSS has been fully financed by its founding The European Technology Platform on Smart industries and is currently investigating additional Systems Integration (EPoSS) constitutes a decisive financing mechanisms. On Dec 2006 EPoSS link between the technology platforms at component decided to ask its members for a small contribution level (ENIAC, Photonics21) systems (ARTEMIS) and to the costs. This contribution is not intended as a the application platforms (ACARE, ERTRAC, formal membership fee, but as remuneration for the eMobility etc.). services to be provided (i.e. participation at the costs for maintaining the organisational structure and for the activities of the EPoSS Office). International Cooperation Currently, international cooperation is being Internal Structures put in Place by the discussed within the different EPoSS working groups. Platform The following WG covering priority application areas Deployment Strategy of smart systems are established: The steering group of EPoSS and the members of the working group are currently discussing a number · Automotives; of project proposals which are being evaluated and · Aeronautics; clustered. · Telecommunication; · Medical Technologies; Additional details of EPoSS deployment strategy is · Security; currently being developed by the Steering Group of EPoSS and it will be presented shortly. · Logistics/RFID; · Common Technology Issues (Communalities). Need for Major Research Infrastructure Each working group will be led by an industry representative and will involve representatives of Currently, EPoSS does not foresee a need of specific public research, universities, public authorities and large-scale research facilities to implement its SRA. scientific, industrial and civic associations which are deeply involved in the targeted field of the respective working group. Each group should develop a long- term vision and implement a corresponding road- map.
-70- Next Steps
· Active participation in FP7 Call 1. · Part of the activities of EPoSS is the organisation · Working groups roadmaps - For each of the of SMART SYSTEMS INTEGRATION 2007. 1st working groups already established, the update European Conference & Exhibition on integration of the current roadmaps is under development. issues of miniaturized systems - MEMS, · Participation in the European Technology MOEMS, ICs and electronic components. 27 - 28 Platforms Workshop. London 6/2/2007. Mars 2007, Paris
-71- European Space Technology Platform (ESTP) www.estp-space.eu
Technology Platform Contacts Technical contact: Edmund WILLIAMS; European Space Agency, Noordwijk, The Netherlands [email protected] Tel: + 31 71 565 3212
Administrative and Financial contact: Stéphane LASCAR; European Space Agency, Noordwijk, The Netherlands [email protected] Tel:+ 31 71 565 5161 Commission Services Contacts Andras ROBOZ, DG Entreprise, "European Space Policy" [email protected] Tel.: +32 2 298 8615
Vision Document European Space Technology Master Plan (ESTMP) issued in November 2005.
Platform Launch Date September 2004
Strategic Research Agenda (SRA) Final V1.0 – 22 June 2006. www.estp-space.eu
Overall Policy Objective The ESTP will reinforce, improve and enlarge the coordination and planning of the European efforts (based on the European Space Technology Harmonisation/ESTMP process) to establish a sound, competitive and non-dependent space technology base, supporting EU policies and enabling services to the citizen.
Executive Summary of SRA
Europe needs a broad space technological base shortfall. More importantly, this approach is pushing aimed at deploying competitive and non-dependent for new systems architectures and higher space systems in answer to EU policies and performance technologies. Russia is still an important European citizen needs. This cannot become a reservoir of conventional technologies at low cost reality without a stronger commitment to technology while India and China are developing today’s research, innovation, in-flight demonstration and technologies at lower cost than their European coordination of resources. Services for civilian use counterparts in all domains of space activities (e.g. based on space assets must become sustainable launchers and satellites). In some areas of through deployment of cost-effective underpinning technology Europe is still dependent on imports from technology, from upstream onboard space non-European countries. technology to efficient and economic downstream applications and added value services to end-users. Coordination and increase of the efforts in space- related activities is a prerequisite to improve the In 2001-2004 the European Space Sector has faced strategic place of Europe in the world and to reduce an unprecedented crisis. For the first time, industry dependency from the leader in the sector, the US. is confronted with a drastic decrease in the telecom Increasing efficiency will require maximising and commercial market simultaneously with a synergies through reinforcing complementarities stagnant-to decreasing institutional market. amongst stakeholders (space/non-space) and Worldwide, the competition is increasing. In the avoiding duplications in each element of the value USA, the institutional market, especially the Dept. of chain. Defence, but also the NASA Exploration initiative, are more than compensating for the commercial
-72- The 3 SRA Pillars: responding to the enlargement of the European
Pillar 1 Union, and developing synergies with related non- Non-Dependence – Development of strategic space space Technology Platforms. Since its pilot launch in technologies needed for Europe’s non-dependence; 2000, approximately 45 technologies have been promotion of international cooperation for alternative harmonised, with the participation of all ESA Member supplies States, Eurospace, Industry, more than 800 Professionals from more than 170 European Space Pillar 2: Companies and research organisations. Multiple-use and Spin-in – Synergistic actions with the non-space sector in areas of mutual interest In addition to what is covered today by existing ESA, (e.g. embedded systems, photovoltaics, fuel-cells, national, industry and other research programmes, nano-technologies and robotics). the European Space Technology Platform foresees a complementary effort through three strategic pillars, Pillar 3: for which EU support is required: Enabling technologies – support the implementation of EU policies by developing the needed technology Key issues (e.g. in the area of security/defence. Europe must ensure the appropriate technology preparation with a strong technology policy, based on Aware of this problem, the ESA Ministerial Council, an enlarged coordination and well integrated into an at its meeting in Edinburgh in November 2001, overall European Space Policy. invited ESA and its Member States to pursue, together with the other players in the space sector, Space-technology readiness requires a strong the programmatic coordination and harmonisation of political commitment and additional financial support technology programmes in Europe and to prepare a with adequate funding schemes (up to 100% of European Space Technology Master Plan (ESTMP). development costs) from European Member States, to meet European space ambitions in due time, Moreover, the 2nd Space Council (June 2005) enhance industry’s worldwide competitiveness and reaffirmed the need for Europe to have its space ensure European non-dependence through the programme (ESP) defined. The European Space development of strategic technologies. Programme will provide an opportunity for ESA and the European space Industry to respond to new Community efforts must focus on identified European political challenges, exploiting development priorities complementing existing opportunities and reaping benefits stemming from programmes. the new environment. With that respect, the European Space Technology Budget / Financing Platform (ESTP) has been established in the frame Most of the financing of the Space Technology of the European Commission’s European developments identified in the SRA will come from Technology Platforms initiative. ESA, National Agencies and Industry. It is necessary The objectives of the ESTP are to: to complement current space funding on identified development priorities through community · Extend the coordination process to all EU programmes (e.g. EC FP7). Member States; Further to the funding available through national and · Provide a long-term vision for space- ESA programmes, it will be necessary to complement technology R&D; current space technology R&D adequately supporting · Implement at EU level the vision and a coherent and funding the 3 pillars of the ESTP: cooperation framework for the deployment of space technologies within the European Space · Support Pillar 1 (Non-dependence) through a Programme; dedicated effort in the Space budget of FP7 · Promote actions to reduce European and other Community budget dependence; lines/programmes. · Enhance and cross-fertilise technology (promote multiple-use and spin-in) by: · Support Pillar 2 (Multiple-use/spin-in) on - Developing synergies between the ESTP upstream technology of multiple-use through related FP7 priority areas (eg. robotics, and other related non-space Technology information technologies, materials, embedded Platforms (e.g. in the areas of systems, etc.), incorporating space photovoltaics, fuel-cells, materials, nano- requirements in Community programmes from technologies and nano-systems, telecommunications, etc); the very beginning. The space community will therefore be able to build on basic research in - Promoting joint upstream research on dual- non-space-specific technologies. use technologies (civil and security/defence). · Support Pillar 3 (Enabling Technologies) on an · Drive technology R&D strategy in response to ad-hoc basis via related application domains. EU needs; One specific example relates to security, where · Promote the worldwide competitiveness of the space technology R&D needed by an European industrial base; operational space component should be · Facilitate international cooperation on financed through the Security budget in FP7. technology issues (also for non-dependence).
The ESTP builds on the success of the established ESTMP / Harmonisation process , adapting and
-73- ESTP Element 11th May 2006;
Pillar 1 -Non-Dependence · Setting up of webpage (www.estp-space.eu); · Presentation of ESTP to EC-JRC in July 2006; Financing mechanism: FP7’s Space budget + CIP · SRA issuing July 2006. Pillar 2 - Multiple-use Cross-Platform Interactions Financing mechanism: FP7 within respective thematic priorities Bilateral meetings already took place with other TPs and European-wide initiatives in 2006 (ISI, EUROP Pillar 3 -Enabling Technology EuMat, EUROBAT) and further meetings are in the Financing mechanism: FP7 along pipeline, with the aim of identifying synergies and application lines (Galileo, security, etc.) collaboration praxis. Extended (ESP) Coordination In summary, the ESTP will promote and pursue ad- Financing mechanism: Specific Support hoc collaborations with other technology platforms Actions in FP7 with the objective to: Existing Coordination · Provide other TPs with requirements for the Financing mechanism: Funded by development of specific technologies (e.g. new stakeholders materials); Stakeholders’ Programmes · Harmonise requirements and promote joint Financing mechanism: Funded by research on multiple-use technologies (e.g. stakeholders propulsion aeronautics/space/defence);
Internal Structures put in Place by the · Promote the use of relevant technology in the space sector (spin-in); Platform The ESTP is coordinated by ESA in close · Promote the transfer of space technology to collaboration with Industry (Eurospace), expanding other areas (spin-off); on the established European Space Technology · Supply other TPs and initiatives with a European Harmonisation. The main contributors to the platform space technology one-stop-shop. are the national space agencies that run their own R&D and the main space industry together with relevant specialized SMEs. International Cooperation The part of the SRA that is under consideration ESTP stakeholders include: requires more a European effort and cooperation · 18 EU member states (Austria, Belgium, Czech rather than an international cooperation due to the Republic, Denmark, Finland, France, Germany, nature of the critical components to be developed. Greece, Hungary, Ireland, Italy, Luxembourg, However, FP7 participating third countries will be Netherlands, Poland, Portugal, Spain, Sweden, considered when relevant for the research actions. United Kingdom) plus Switzerland, Norway, Romania and Canada; Deployment Strategy · European Space Industry (over 110 companies) · Most of the financing of the Space Technology represented by Eurospace, covering more than developments identified in the SRA will come 90% of the total turnover of the European from ESA, National Agencies and Industry. It is Space Industry; necessary to complement current space funding · Research Laboratories and Universities; on identified development priorities through · The European Space Agency (ESA), National community programmes (e.g. EC FP7). Space Agencies and other Organisations; · It is fundamental that Community Programmes · The ESTP is open to receive members from related to space technology will be coordinated other European organisations and EU Member with the space community under the umbrella of states. the ESTP. · The ESTP-SRA shall be the basis for the Platform Activities and Structures at preparation of FP7 work-programmes with National Level affinities to space technology. In particular: As per above. - FP7 work-programmes related to space technology, including biennial revisions, should be prepared in close coordination Openness and Transparency with the ESTP governing structure. The ESTP is open to all European players involved in the development of space technology, and to the - This SRA proposes, today, a list of actions user communities that benefit from it. All of the to be supported by Community Programmes information exchanged in the framework of the for 2007. Future releases will comprehend ESTP and the results of the coordination are an updated list of actions agreed among communicated to stakeholders (www.estp- stakeholders, for inclusion in work- space.eu). programmes beyond 2007. - The vision and strategy expressed by the Concrete actions in 2006 included: space community through the SRA shall be · ESTP stakeholder meeting has been held on taken into account in the preparation of
-74- Community programmes from the very Need for Major Research Infrastructure beginning, FP7 in particular, not only in the Not relevant. area of Space but also in areas where space has specific needs upstream (demand: e.g. fuel cells, embedded systems, etc) or in areas Next Steps where it can supply technology to enable new Short-term: services (e.g. security). · Monitor the implementation of the SRA; The monitoring of the work and the progress will be · ESTP secretariat meeting early 2007; done under the ESTP governing structure. · Stakeholder meeting first semester 2007.
-75- Networked and Electronic Media (NEM) www.nem-initiative.org
Technology Platform Contacts Jean-Charles HOURCADE, Chair, Thomson, Paris, France [email protected] Tel: +33 1 41 86 50 00
Technical contact: Jean-Michel DUPONT, Thomson [email protected] Tel: +33 1 41 86 61 36
Financial contact: Luis Fernando SOLÓRZANO, Telecommunications Engineer [email protected] Tel: +3491337 42 79
NEM Secretariat: c/o David KENNEDY, Eurescom, Heidelberg, Germany [email protected] Tel: +49 62 21989 122 Commission Services Contacts Bartolomé ARROYO-FERNÁNDEZ, DG INFSO, Deputy Head of Unit [email protected] Tel: +32 2 296 3592 Vision Document Vision “Networked and Electronic Media” European Technology Platform (version 8.0, 31 January 2006). www.nem-initiative.org/Documents/NEM-V-001.pdf
Platform Launch Date June 2005
Strategic Research Agenda (SRA) Working Version 4.0 (Aug. 2006). www.nem-initiative.org/Documents/NEM-SRA-040.pdf
Overall Policy Objective The Networked and Electronic Media Initiative focus on an innovative mix of various media forms, delivered seamlessly over technologically transparent networks, to improve the quality, enjoyment and value of life. NEM represents the convergence of existing and new technologies, including broadband, mobile and new media across all ICT sectors, to create a new and exciting era of advanced personalised services. A main driver is the user centric evolutionary framework towards seamless service provision.
Executive Summary of SRA
Networked Electronic Media are the central element the next few years so that Europe can truly become a of the European Commission's i2010 agenda. An worldwide champion in all domains related to "integrated approach to information society and “Networked and Electronic Media” (NEM). Numerous audio-visual media policies" has been reports show that significant investment in research is communicated as the central element to reaching essential for creating new products, services and the target of a "Single European Information Space" solutions that can be deployed worldwide in the as well as an "Inclusive European Information future. The convergence, currently happening Society". between telecommunications, broadcasting, information technologies, media & content providers, The NEM SRA highlights the European industry’s and consumer electronics will significantly reshape views on the research priorities that are required in the environment and usage for media and
-76- communications. Borders between optimized to his needs. Important is also, that telecommunications and broadcasting are already services are provided seamlessly. It is of no interest starting to blur as on the one hand e.g. to the consumer which network has to be used. NEM telecommunications operators are providing access identified this as another big challenge “To create to television channels in addition to access to the interoperable network infrastructures that enable Internet and to phone calls (what is called “triple seamless multimedia networking”. Today’s play”), and on the other hand e.g. satellite infrastructure is inapplicable for the NEM vision as it broadcasters are starting to offer interactive services is characterized by very heterogeneous, proprietary such as pay-per-view and video on demand in and thus not interoperable approaches, not to addition to accessing traditional TV channels. This mention that not all technologies are available for the trend will continue at an even faster pace in the next NEM vision. few years, enabled by a number of new and innovative technologies that will become more and Unified System Architecture as glue between more widely available. The ambition of the NEM heterogeneous network infrastructure European Technology Platform is that this new The technology platform NEM aims for developing an sector include first rank European industrial actors overall system concept and network architecture. and that the technologies that will be used worldwide This has been identified by NEM as an extremely will be based on European standards, enabling the important and challenging research topic. The current products, services and solutions from European network infrastructure is characterized by an companies to lead the market and benefit to all increasing number of access network types. Many European citizens and businesses. types of wireless and wired networks ranging from personal area networks, local networks, access The European Citizen is the centre networks and core networks will have to interoperate NEM is placing the consumer and European citizen and be managed. Broadband network access in the centre of its perspective. It is the service which becomes a commodity. From April 2005 to March provides benefits to the consumer. Applications 2006 DSL connections grew by 39% to now 150 enable him to use content and services. Million worldwide. Terminals implement more and Consequently, the NEM vision will eventually more different access interfaces with the opportunity become reality in a large number of very different to use multiple interfaces simultaneously. new types of services and applications. The citizen is connected to his current environment wherever he The challenge is that the amortization time in network is, and this environment seamlessly offers services infrastructure is rather long (10 years +) and NEM will and applications to him matching his current needs have to develop technologies to glue existing infrastructure together. On the other side new and expectations. That such applications can intuitively be used without any barriers is self- network concepts are needed for seamless service evident. provisioning. Not only planning of networks, but also optimizing network operation is critical in an Services drive the market development environment, where networks are no longer designed This perspective is supported by today’s for dedicated services. Seamless service handover understanding of the market environment. The between networks is a prerequisite for the envisioned importance of content and services is permanently services. Research has to include QoS issues, ease growing as almost all stakeholders, in particular of configuration and service provisioning, and network operators, complement their business with network and service management. services. ASPs like Google or Yahoo generate From a commercial point of view the aspects of digital billions of Euro revenue with service provisioning asset management, trust, and security as (mainly searching) and advertising. In the light of the summarized in the big challenge “To promote world soccer championship 2006 almost every “Electronic content from all to all” is important. media company bid for a transmission license. Consumers expect that services, in particular personalized service, are available regardless of Simplifying Content Creation and Management devices and networks. One implication for service NEM identified the importance of content and provisioning is the need to serve all kinds of devices services as one of its big challenges “to empower and networks. With increasing variety and complexity end-users by putting the user first”. Services require of services an individual adaptation is not possible at content. For offering a broad set of services lots of all. Therefore, NEM seeks to develop a suitable content needs to be generated – and managed. This middleware as stated in the big challenge will imply not only a need for advanced content “development of new middleware for media management technologies. Sophisticated tools for applications” The importance of such a technology is flexible, dynamic, and automated service creation commonly understood as all market segments started are required as well. As the amount of content now to develop something. However, the NEM vision increases finding the relevant piece of content is requires a consolidation, which in fact would enable getting more and more important. Already today an even more attractive market for services and consumer create content by themselves, e.g. in content. The SRA is a living document. The WEB-pages, blogs or podcasts. It is expected that technologies mapped onto the system concept help the amount will significantly increase over the next to identify gaps and missing links for the overall vision decade. of NEM. SRA reflects those technologies identified as Seamless Service Provisioning missing or requiring development form today’s perspective. Only a comprehensive gathering of all The variety of services will call for techniques European expertise in the domain, as the NEM allowing to instantaneously creating new service by European Technology Platform is doing, will bring connecting service atoms, even over any kind of efficient responses to those. network. The consumer is pleased by services
-77- As the development moves on the SRA will need to The NEM membership is now over 300 companies reflect new insights. Solved issues will be removed with a diverse set of competences that cover as new ones will be taken in. practically all aspects of the NEM domain. Business starts with implementations Besides technology it is important to establish and Platform Activities and Structures at foster an environment for implementation of the National Level envisioned scenarios and technologies. Seeking NEM has organised and shared a number of aligned approaches, or at best standardized meetings between the platform and the national solutions is only half the way. In fact, NEM has to representatives of up to 34 European countries. influence the standardization bodies, both at a European and a worldwide level, with contributions Based on these interactions and many direct to push for a homogeneous European technology representations there are now NEM national platform. At the next step, the European regulatory platforms in a number of countries – the largest is in landscape is required to stimulate the deployment of Spain – and these are ensuring that national innovative (European) solutions throughout Europe. programmes are reflecting the NEM SRA as well. Besides putting national priorities on various regulations, some scenarios require a Openness and Transparency synchronization of regulations on a European level. Another critical issue is interoperability. Applications The NEM platform has a policy of openness to all and services that are and will be more and more interested parties and we have maintained available to all citizens and businesses will use Membership as a no-cost option to ensure that various types of infrastructure Therefore nobody is excluded for economic reasons. All NEM interoperability between all kinds of terminals and members are invited to participate fully in NEM the various transport networks needs to be ensured. activities and in the October 2006 NEM GA more This is the only way to prevent a monopolistic than 50 members presented their ideas and situation to occur, which may be detrimental to expressions of Interest for possible FP7 activities. European cultural diversity and European In October 2006 as well there was an open call for independence. candidates for the NEM steering board and the In addition to the above general aspects, the i2010 elections were held and the membership of the initiative calls for ambitious innovation and research steering board was increased to better reflect the programmes. In this way, NEM is paying significant cross section of members in the NEM community. attention to those enabling technologies which will enable the NEM vision and make a significant Cross-Platform Interactions positive contribution to the goals of i2010. NEM is a key part of the 4 Technology Platforms in the ICT area and is leading an initiative to co-ordinate Budget / Financing the presentation of the results from these 4 platforms The market which is in the scope of NEM is through the orchestration of common conferences estimated at € 600 billion in 2005, with more than and demonstrations once projects are underway. 1.5 million jobs, mostly highly qualified, employed in this area today. Implementing the NEM vision could International Cooperation increase the number of jobs in this area to 3 million NEM is planning to make several proposals over the by 2015. next year for diverse international collaborations. The financial resources estimated for such an These collaborations will be based on an intellectual implementation should at least reach the level of € evaluation of which regions we need to influence to 3.5 billion in the next 10 years. This means that primarily ensure the acceptance of the NEM results in Europe should make a huge effort to maintain the a global context but with a second agenda to promote competitiveness of the sector and take benefit of the the potential of the NEM members and to identify enormous opportunities that NEM will offer. For the future opportunities. FP7, it is estimated that € 2 billion should be invested in this field in the period 2007-2013. Deployment Strategy It is intended that projects will be run under the 7th NEM will also pursue the optimum harmonization with framework programme, the Eureka CELTIC cluster European-wide and other national R&D initiatives. and through private collaborations to realise the The objective of this liaison is the establishment of technical challenges of the NEM SRA. pan-European virtual laboratories in the new Networked and Electronic Media by fostering strong NEM is open to the possibility of becoming a JTI in cooperation among European researchers as well as the future but has not progressed this point as yet. the creation of opportunities for the cooperation of European R&D forces with other teams beyond Internal Structures put in Place by the Europe. Platform The immediate goal will be to establish a European The NEM Initiative has a steering board of up to 40 Member States Mirror Group in the NEM members with a significant percentage made ou pf technologies to foster sharing of information about academics and SMEs alongside the leading national R&D programmes and initiatives has already industrial players in the NEM sector. This board been achieved. gives the NEM policies to the NEM Executive group, chaired by the executive director, to implement.
-78- We expect that the decision making processes of · To promote an End-to-End, long-term and participating Member States R&D organizations will integrated approach to provide a level of funding be significantly improved thanks to the wide commensurate with the economic importance of availability of R&D information, that will be subject to the sector; exchanges among responsible entities within each · To further involve Member States, through their Member State, particularly, to assist NMS and ACC national programmes (BMBF, RNRT, RIAM, countries to better shape their own national PROFIT, etc.) and also other European programmes based on the experiences and priorities Initiatives (in particular: Eureka CELTIC initiative, common to other Member States. SmartHouse Initiative, etc.). In addition the NEM initiative will: Need for Major Research Infrastructure There are several different aspects to the NEM · Advise on the achievement of a programme of needs for experimental support. standards' development that encourages investment and innovation, engenders industrial These include: and consumer confidence, whilst protecting · Large scale Test Networks for trialling advanced European consumer and commercial interests. applications and services; · Disseminate the NEM vision towards its widest · Experimental Networks to validate new network acceptance by all constituencies and research architectures and components; groups in Europe. · Integrated test facilities that could evolve into · Develop a deployment strategy involving the conformance test facilities for third party service major global companies with large European providers. presence. The deployment strategy will be influenced by the 'European Roadmap' derived from the results of the research programme and Next Steps will include an analysis of transition strategies. The focus of the NEM strategy going forward is to: · Advise on proposals to stimulate and encourage collaborations beyond Europe that benefit · To extend EU strength with regard to innovation European employment and local wealth capability in, in particular, the telecom/broadcast creation. constituency, in close collaboration with all · Encourage a monitoring methodology for associated research and SME entities to build evaluating the impact of particular projects and up a visionary public sector that catalyses the of the overall ‘NEM Industrial Initiative’, against take off of novel markets and enterprises to the scientific, commercial and social criteria. An benefit of the general public; impact assessment methodology will be · To seize opportunities, notably, those offered by proposed to include tangible measures of value the emergence of new untested markets, such and impact. as the home/extended home and nomadic · Advise on competition, regulation and other environments and the virtual home and office legislative issues to address for maximum environments, the co-operation opportunities impact of the NEM sector. with Asia and other world regions with regard to standardisation, the new forms of convergence In practice, the work of the NEM will involve: that emergence, e.g. between movie and game industry, and totally new application domains; · Regular NEM Executive Board and NEM · To promote system approaches, i.e., initiatives Steering Board meetings; in the field should cover all elements of the · Regular NEM Mirror Group and Inter-platform evolving value networks and should not be meetings; limited to sub items. This implies that such · Regular NEM SRA working group meetings on initiatives should be able to address all levels in selected topics; the value network, from basic technologies at · 2 General Assembly meetings per year continuing with 4th General Assembly in March component level to application level, to achieve th consistency of such system approaches at EU 2007, and 5 General Assembly in September level, economies of scale, and economies of 2007; scope; · Frequent revisions of the NEM Vision and SRA · To address the issues in a sectorial manner, as the knowledge develops and changes; i.e., carried by the strong and well-identified EU · Facilitation meetings to promote the industrial/research basis; development of projects and activities to fulfil the NEM SRA.
-79- Networked European Software and Services Initiative (NESSI) www.nessi-europe.eu
Technology Platform Contacts Technical contact: Dario AVALLONE, Chairman of the Steering Committee [email protected] Frédéric GITTLER, Vice-chairman of the Steering Committee and Governance leader – [email protected] Stefano DE PANFILIS, SRA Committee leader [email protected] Véronique PEVTSCHIN, Communication Coordinator [email protected] Administrative and Financial contact (NESSI Office contact): Bruno FRANÇOIS-MARSAL, NESSI Office Director [email protected], [email protected] Tel: +32 2 762 00 82 Commission Services Contacts Matteo BANTI, DG Information Society and Media, "Software & Service Architectures and Infrastructures" [email protected] Tel: +32 2 298 5557 Vision Document NESSI Vision Document Platform Launch Date 7 September 2005
Strategic Research Agenda (SRA) Organised in three volumes. SRA volumes are available at www.nessi-europe.eu Volume 1 “Framing the service economy” – published March 2006. Volume 2 “A strategy to build NESSI” Volume 3 “The short, mid and long term roadmaps”” are currently under preparation. First edition of Volume 3 published July 2006. Overall Policy Objective NESSI aims at shaping a vision and building an ecosystem that together enable the emergence of a service-oriented economy in Europe. NESSI’s ambition is to develop a visionary unified European strategy and implementing technologies for secure and trusted services architectures, software and grid infrastructures, and trustworthy policies to boost the development of software and service-oriented architectures in Europe. This strategy will target both technological developments and business eco-systems.
Executive Summary of SRA initiative embodies the strategic mechanism through which Europe will seize this opportunity and exploit its The innovation driver and core enabler of economic global capability, not only to the benefit of the software growth in the 21st century is Information and and ICT services industry, but also to that of all Communication Technology (ICT). The economic sectors, and at the end of the day, to the combination of the growing demand for trustworthy benefit of all citizens. Within ICT the IT services software and services together with the structural marketplace is today changing dramatically, due to a forces affecting industry, represent a new series of factors: opportunity for Europe. In this context, the NESSI
-80- · Private and public organisations require Although technology related aspects are important, it flexibility to keep up with the ever increasing is crucial to address as well the sociological pace of change caused by globalisation and implications of building such systems, since the technological innovation as well as the success of the initiative will be determined in a capacity to put in place new business models significant part by the acceptance of new technology that distinguish their offering from their by end users and communities. competitors; NESSI aims at shaping a vision and building an · A continuing shift toward increasingly made-to- ecosystem that together enable the emergence of a order solutions, which changes the balance of service-oriented economy in Europe. demand from products to services and from monolithic do-it-all applications to customised It is with this in mind that NESSI is developing its software solutions based on the composition Strategic Research Agenda, an SRA that is based on and configuration of service components; a holistic model which embraces the whole service approach from the behaviour of large systems service- · A major shift toward mission-critical 24/24 based to delivery of a simple service to end-users. running systems integrating with continually This model foresees the NESSI ecosystem as a key changing third-party systems; element in the EU Economy and architects it in three · The broader uptake of ICT by end-users leads main constituent parts: to new needs such as ubiquitous access, ease 1. ICT Technologies, represented by the NESSI of use, personalisation and trusted Framework, where the services, the key elements transactional capabilities on all types of of the ecosystem, are engineered; platforms, from embedded systems to 2. The NESSI Landscape, comprising an emerging distributed environments; service economy, where services are applied to · The clear emergence of Open Source specific businesses and domains as well as made Software, which nourishes the dynamics of the cross-domain. The NESSI Landscape aims at ICT marketplace and creates a specific enabling tight interactions between trusted and ecosystem that fosters opportunities by: dependable systems of agile service-oriented increasing competition and choice, aligning businesses in an always changing market; with open standards, positioning software as a 3. The set of instantiation mechanisms based on public good, improving technological self- regulations, rules and policies, experiences and reliance, increasing transparency while learning approaches constitute the NESSI optimising costs. Adoption element and makes services usable by To address the above factors properly, the ICT consumers. (see figure below) industry in general, and the software and IT service At the core of NESSI vision is the provision of new industry in particular, need to step up to the task of approaches enabling the transformation of the developing innovative products and services. European economy through service oriented business models.
-81- Budget / Financing Cross-Platform Interactions
The European software and services sector As presented during the round table on ETPs chaired presently employs more than one million specialists by Commissioner Viviane Reding on 21/11/2006, and enjoyed a 4.4% growth in 2005. According to NESSI is a strong advocate of cross-platform NESSI, an R&D investment of € 2.5 billion is interactions. Specifically, while it is clear that NESSI required to advance the competitiveness and global provides the services infrastructure to ensure the reach of this key sector. NESSI has been fully secure and personalised delivery of information, financed by its founding industrial partners and is NESSI strongly relies on Artemis, eMobility and NEM currently investigating additional financing to ensure the seamless delivery of these services. In mechanisms. particular, NESSI is proposing to set up collaborations to link to user communities such as eGovernment, Internal Structures put in Place by the eHealth, eBusiness etc as a cross-platform approach rather than individually. Beyond this proposal, NESSI Platform participates to the inter ETP activity. NESSI is open to all stakeholders through a membership approach. Members are at the core of International Cooperation NESSI and contribute to NESSI through Working Groups. As of November 2006, 8 horizontal Beyond its national cooperation activities, NESSI Working Groups address technological, systemic monitors international developments in the fields of and adoption issues while the first vertical Working software, services and grids. It follows up on Group focuses on eHealth. Additional vertical opportunities to participate to events such as the working groups will be set up over 2007. The ICSOC conference to provide a visibility for NESSI’s horizontal Working Groups are structured to approach and create industrial links. address all areas of the Framework and Adoption layers of the Holistic model. NESSI is coordinated Deployment Strategy by 22 partners including 3 Universities and 3 SMEs In order to maximise its market penetration and wide and 3 User partner positions are still open. Partners adoption as well as to keep the work in line with operate through a NESSI Board and a NESSI research trends and end-users needs, NESSI is Steering Committee – in addition, the NESSI Office managed by a Board and a Steering Committee. is a support structure providing services to These instances organise a deployment strategy along members, partners and acting as a central two lines of activities: information and liaison point. The NESSI constituency of 200 companies and universities · Ensuring active participation of all stakeholders; includes 40% ICT companies including 15% of · Disseminating the key role of NESSI in the SMEs, 5% of users and 55% of Academics. evolution of a service oriented business model for the European Economy to a wide range of Platform Activities and Structures at audiences to ensure awareness and coordination National Level with other relevant initiatives. In parallel to NESSI, national initiatives have and Deployment strategy – ensuring active are emerging. This is the case for Spain with INES, participation of all stakeholders Slovenia, Norway and Belgium. Other countries are NESSI involves all relevant stakeholders through four currently investigating the opportunities of similar Communities each having a specific role: national initiatives. · SME Community - The role of the SME Community is to advise the Steering Committee on relevant Openness and Transparency issues affecting the development of SMEs in NESSI’s approach is totally open, with membership Europe and to suggest measures to support and enrolment available on the Web since January facilitate their development and growth. 2006, following the public announcement of the · User Community - The User Community governance of NESSI. Membership simply requires represents the interests of the industrial and the signature of a letter of intent, and all private users of the software and services that will governance documents are publicly available from result from the activities of NESSI. Its role is to NESSI’s Web site. All information about NESSI, ensure that user requirements are fully taken into including vision, list of partners and members, SRA account and that potential users are aware of the volumes and working group contacts and results. This aim is to maximise the economic manifestos are also publicly available from the Web benefit of the results of NESSI in a wide range of site. The NESSI Office provides continuous industry sectors as well as to all citizens. information support and acts as a liaison to channel · ICT Industry Community - The ICT Industry any requests to the right contact person. Community represents the interests of the In addition to these channels, NESSI has set up European ICT industry, broadening the through its partner ObjectWeb an open source representation beyond the Permanent Members on channel, ONESSI, whose purpose is to foster open the Steering Committee. It consists of companies source implementations of the NESSI framework. A that are not SME’s and thus cannot participate to dedicated Web site has been set up to manage this the SME Community. channel and presentations of ONESSI such as the · Academic & Research Community - The role of the session during IST’06 in Helsinki show that this Academic & Research Community is to ensure that channel is gaining momentum. the research activities of NESSI have a sound scientific basis and that decisions are made with full awareness of advances made by the scientific
-82- and research community. It will consist of Commissioner Viviane Reding. NESSI was also filmed member of universities and research centres that by Euronews for its Futuris programme. do not have legal industrial profile and thus Deployment strategy – delivering the NESSI cannot join the ICT Industry Community. Framework In order to take into the account the work done at NESSI aims at delivering and fostering the Community level and in general to participate to the development of reference implementations of the NESSI strategic decision process, each of the NESSI Framework. The methodology NESSI has above communities has its own representatives to chosen is to publish within 18 months a first the Steering Committee and to the NESSI Board. implementation of an Open Framework including the Members will also be encouraged to participate to necessary interfaces and standards. The purpose is to Working Groups that will be created, as necessary encourage the adoption of the NESSI Framework by and on a temporary basis, to focus on specific other companies and encourage its adaptation to topics necessary to the overall success of NESSI. different vertical areas. NESSI will also provide NESSI already operates four working groups on the compliance testing to ease the interoperability following topics: SRA, governance, new members, verification. strategy and communication. Need for Major Research Infrastructure Following its launch on the 7th of September 2005, NESSI opened up its membership at its first Forum To support the development of reference Conference on the 26th of January 2006 in implementations of the Open Framework, NESSI Brussels. intends to develop a number of test beds allowing any company to validate the compliance of its reference With over 300 participants, this first NESSI Forum implementation through the use of these selected test constituted the key opportunity for NESSI to open beds. In parallel, NESSI is analysing how existing to all stakeholders in a structured, organised research infrastructures can be used and, if approach. At the Forum, the NESSI roadmap and necessary, networked. the first public contribution of the SRA were presented. Next Steps Following this Forum, NESSI organised its first · The SRA – publication of volume 2; General Assembly where 9 new partners joined its · The setting up of activities targeted to the Board and Steering Committee and 200 individual enlargement of the users community and members formally joined its activities. In September launching a new call of interest for the 3 user 2006, NESSI launched its call for participation to partnerships positions currently open; working groups and as of October 2006, 8 · The setting up of activities targeted to the SME technological working groups and one application community, with the strategy towards SME working group are operating. currently under definition by the SME committee; Deployment strategy – disseminating NESSI to · The setting up of new application working groups; a wide audience, coordinating with relevant · The definition and publication of strategic initiatives proposals and of NESSI Compliance criteria for NESSI is implementing a Strategy and proposals to ensure that FP7 collaborative Communication Plan which identifies all audiences projects are coordinated towards the to which the NESSI vision and advances should be implementation of the NESSI framework; communicated. This plan includes specific · The extension of links towards standardisation activities, through events, targeted information (on-going activity); notes, animated scenarios, packaged information · The contributions from the working groups (on- kits to ensure that the NESSI vision generates going activity). interest at all levels and is easily accessible. The main dates of NESSI over the year 2007 are: Specific events include, for instance, the Forum December 2006 – January 2007 publication of NESSI held in January 2006 and the General Assembly Strategic proposals and each of which attracted over 300 participants from compliance all over Europe.NESSI also monitors European, January 2007 SME action plan - start of national and regional events to which it can implementation participate to widen its impact. For instance, it January 2007 official inauguration of the NESSI participates to Networks of Excellence meetings to Office – presentation of the NESSI collaborate on the adaptation of education curricula movie and training programmes that reflect the NESSI March 2007 SRA Volume 2 vision and, therefore, adapt to the industrial needs Q1 2007 vertical areas selection for trained human resources in the coming years. September 2007 NESSI’s second general assembly NESSI participates to SME specific events (date to be confirmed) organised by SME associations to promote NESSI October 2007 NESSI Roadmap event (date to be in terms of what ICT SMEs can contribute to and confirmed) receive from NESSI. The first such SME event took place in April 2006. In parallel to these activities, regular meetings of the NESSI governing bodies (Steering Committee and NESSI was presented at the eChallenges Board) are held. NESSI is also represented at a conference in October and at the IST’06 number of European events and non-European conference in November, where it included 3 events, such as ICSOC 2006 held in December 2006 NESSI dedicated sessions, 1 information booth, in Chicago. participation to the ETP Round Table with
-83- Photonics for the 21st century (Photonics21) www.photonics21.org
Technology Platform Contacts Technical contact: Sebastian Krug ,VDI Technologiezentrum GmbH Tel: +49 211 6214 472
Markus Wilkens, VDI Technologiezentrum GmbH [email protected] Tel: +49 211 6214 478 Commission Services Contacts Ronan BURGESS, DG Information Society and Media, "Photonics" [email protected] Tel.: +32 2 295 4445 Vision Document "Photonics for the 21st Century". www.photonics21.org/pdf/visionpaperPh21.pdf
Platform Launch Date 1st December 2005
Strategic Research Agenda (SRA) First Full Edition – April 2006. www.photonics21.org/download/sra_april.pdf
Overall Policy Objective Photonics21 undertakes to establish Europe as a leader in the development and deployment of Photonics in five industrial areas (Information and Communication, Lighting and Displays, Manufacturing, Life Science, and Security) as well as in Education and Training. Through a shared vision between industrial and public actors, it will create the critical environment necessary for visionary and industrially relevant R&D in photonic components, systems and applications.
Executive Summary of SRA
The entry into the “photon century” requires a · Establish strategic links between mainly SME- shared European initiative that enables industry and based photonics industries and principal user research to uphold their outstanding initiatives to industries to share their long term vision and to explore the nearly limitless future applications of mobilise a critical mass of resources; light and to reap the expected benefits in terms of · Foster co-operation and smooth out the current creating both jobs and wealth. Many important fragmentation of national and European R&D European industries, from chip manufacturing and activities. lighting, health care and life-sciences, to space, defence and the transport and automotive sectors The Photonics-21 Technology Platform is committed rely on the same fundamental mastery of light. to ensure that Europe is a leader at the forefront of Without strong European leadership in photonics the photonics century. technologies, these industries will be left vulnerable to strong competition from the USA and Asia. Budget / Financing To achieve this leadership for the benefit of Europe The public contribution needed for the implementation and our citizens, an ambitious programme is of the SRA during FP7 is estimated at up to required to: ± € 230 million per year, which will be complemented by a strong industrial contribution. · Supply the necessary research environment capable of supporting the visionary and Internal Structures put in Place by the industrially relevant R&D activities for photonics components, systems and their application over Platform a broad range of industry sectors; The SRA covers the following areas:
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· Information and Communication; Cross-Platform Interactions
· Industrial Production/ Manufacturing and Photonics21 has links with the Manufuture, the Quality; Robotics, the Nanomedicine and the ENIAC · Life Sciences and Health; technology platforms. · Lighting and Displays; · Metrology and Sensors; Deployment Strategy · Design and Manufacturing of Components and Systems; At Work Group level, Photonics21 actively supports · Photonics Research, Education and Training. the initiation and preparation joint research projects and other activities among stakeholders (members as Platform Activities and Structures at well as non-members) within and outside FP7. National Level Activities aiming at the involvement of a larger community will include the stimulating networking and A number of photonics technology platforms have establishing links among Photonics21, national and been set up at national level with close links to regional platforms, networks and other relevant Photonics21. A Mirror Group of Public Authorities is constituencies. Opportunities for cooperation, mutual in the process of being set up with the task of support, joint activities and the creation of public exploiting synergies between the national and private partnerships shall be identified. Strategic European research programmes in photonics. research topics as well as relevant markets will be continuously monitored. The analysis will results in Openness and Transparency continuously updated recommendations and · Photonics21 has posted its vision, objectives, technology roadmaps, where appropriate. and strategic research agenda, as well as essential information on rules of engagement, Need for Major Research Infrastructure governance, membership, and events and also At this time, the need for a specific large-scale the minutes of all high-level events on a photonics research facility has not been decided. dedicated website (www.photonics21.org). Emphasis will be put on the improvement of the · Workshops with the Stakeholders are held on coordination and cooperation of existing research relevant issues concerning activities and facilities. In specific (sub)areas (e.g. III/V developments of the platform. semiconductors) joint initiatives in collaboration with · Instructions on how to apply for membership other interest groups or platforms will be considered. are available on the web node, and applications are regularly considered by the Forum. · An annual meeting reporting on the platforms Next Steps activities was held in December 2006. . This Roadmap of key activities and milestones planned for meeting also included workshops as part of the the platform in the short term. update process for the Photonics21 Strategic · 1st Quarter 2007: Setting up mirror group; Research Agenda. · 2nd Quarter 2007: Update of the SRA update; · December 2007: Annual meeting Photonics21.
-85- European Robotics Platform (EUROP) www.robotics-platform.eu.com
Technology Platform Contacts Christophe GUETTIER, SAGEM, Paris, France christophe.guettier(at)sagem.com Tel: +33 1 69 19 96 70 Commission Services Contacts Franco MASTRODDI, DG Information Society and Media, "Cognitive Systems and Robotics" [email protected] Tel: +352 4301 33020 / 34142 Vision Document EUROP the European Robotics Platform - Glossy Brochure. www.robotics-platform.eu.com/documents.htm
Platform Launch Date October 2005
Strategic Research Agenda (SRA) Final – May 2006. www.robotics-platform.eu.com/documents.htm
Overall Policy Objective The main mission of EUROP’s stakeholders is to agree on strategic research goals and on industrially relevant priorities and to define and implement an action plan to support the growth of robotics industries in Europe. This action plan will support the European Union’s Lisbon strategy to boost competitiveness and growth by generating break-through innovations in robotics. This ambitious mission would see Europe maintaining its leading position in robotics and developing new companies and supply networks to meet the new technology needs.
Executive Summary of SRA
Industry has strong expectations for EUROP, as we and at lower cost. The manufacturing industry can need to answer new requirements in service and become an asset to fight accelerating international security markets, both inside and outside the Union. outsourcing. Furthermore, robotic services can help European industries must be ready and strong tackle immigration and security problems, which are enough to play its role by anticipating market increasing with both EU enlargement and global development and by developing adequate supply terrorism. In addition, robotics will be an essential part chains in the different robotic sectors. The future of future information & communication society: as prospects motivate current Japanese, Korean and Japanese experts quote "robots will become the US efforts. Today, it is fundamental to develop physical Web". industrial capabilities, under a unified approach, in order to match and exceed these initiatives. The EUROP vision can be translated into missions, to be fulfilled mainly in the FP7 time scale. The first step From a different angle, EUROP aligns with the consists in continuing to develop and agree on a Lisbon Strategy, and will be a very useful tool, in the consistent Strategic Research Agenda around context of i2010, to address global societal convergent objectives. The second step proposes challenges. To tackle the over-ageing society and initiatives to federate industrials, academics and improve life quality of the physically challenged, new public institutions to generate innovations and services, machines, tools and especially robot breakthrough in the robotic domains. Evaluating and assistants can be developed. They will enable these stimulating new markets is also essential to balance persons to make use of their skills and experience technological objectives and to set relevant without the full physical strain. The development of benchmarks. Finally, the platform will propose products with high added value will support improvement of existing business models for economic growth and the development of industrial and space markets and produce new ones knowledge-based employment. Similarly, for the emerging service and security robotics market. productivity can be consolidated by producing more
-86- This can only be achieved by delivering co- New candidate members to join, need to submit a coordinated and collaborative efforts between letter to the Executive Board, motivating their interest industrial stakeholders, academics, SMEs and in joining the activities of the platform and stating that public authorities. they accept terms of reference and Rules of Procedure set up in the governance document Budget / Financing available on the web site, as well as that they agree This point will be addressed during 2007. to the vision outlined in “EUROP”, the 2005 report presenting the strategic vision of the platform. Internal Structures put in Place by the The participation process is continuous; as a result, Platform the number of participants has risen from 50 The governance structure of EUROP is intended to members in September 2005 up to 300 members ensure the realisation of its mission and objectives. today. The governance describes the process able to It consists of: manage a limited expansion of the steering board to prevent ossification due to a too large number of · A Steering Board, to define and update the participants. Strategic Agenda and oversee its implementation. This board includes decision Cross-Platform Interactions makers from leading stakeholders from the private sector and academia, as well as EUROP will address the relationship with ETPs in representatives from the Mirror Group of Public regard to robotics, such as Manufuture for robotics’ Authorities. need in manufacturing, Artemis with respect to embedded system software, ENIAC concerning the · An Executive Board, as a smaller executive micro and nano technology objectives, and Networks and operational representation of the Steering of Excellence like EURON in order to interact Board. positively with the Strategic Research Agenda. · A Group of Public Institutions, to provide decision making support based on scientific International Cooperation analysis and ensuring the participation of the scientific community (public research institutes EUROP will address international co-operation issues and universities) excelling in Robotics research. within Europe and outside by examining the This includes members of EURON, the interaction between national and EU research funding European Network of Excellence in Robotics and the necessary co-operation with competing (EURON - www.euron.org). industrial economies that will support the construction of a European robotic economy. · An End-Users Forum, including representatives from industrial sectors that are major users of robotics technologies Deployment Strategy (aerospace, automotive, food, but also security The platform will promote the defragmentation of applications), in order to state expectations, research efforts by suggesting the creation of co- requirements, and validation principles. coordinated programs to a particular technological · Working Groups for specific predefined tasks, axis. Different levels of team integration and effort either permanent or on an ad-hoc temporary balanced between academic research and industry basis. will be proposed. This will necessarily match the FP7 time-scale and maturity levels. · An Office that provides permanent secretarial, operational and public relations support for The platform will develop new business models for EUROP. growing service and security market involving robots. With regard to the new robotic markets, the platform Platform Activities and Structures at will define the appropriate business model including the supply chain, funding, resources, enabling National Level services, standardization, social and societal issues, · A Mirror Group, ensuring the participation of and by-products (technology, services etc). Public Authorities at national, regional and European levels in their function as policy Need for Major Research Infrastructure makers, regulators and funding bodies. The aim This point has not yet been addressed. of the Mirror Group is to develop synergies between national and European programmes and policies, pool resources to support the Next Steps implementation of the Strategic Agenda and to Further development of the robotics vision and promote a fertile innovation environment and a coordination of the Strategic Research Agenda state-of-the-art research infrastructure for including sectorial SRAs in industrial, service, space Robotics in Europe. and security robotics sectors respectively.
Openness and Transparency As from Jan 2007, the main next steps include: · M6 - Assessment of the SRA Methodology; EUROP is an open initiative and can be joined at · M18 - Mid-term assessment of the SRA project any time by any new organisation involved in robotic results; activities in Europe as a research, developer or user · M24 - Assessment of the sectorial SRA reports; organisation of robotic technologies. · M30 - Assessment of the preliminary Common SRA.
-87- The European Construction Technology Platform (ECTP) www.ectp.org
Technology Platform Contacts Technical contact: Jesus RODRIGUEZ, Dragados, President ENCORD [email protected]
Administrative and Financial contact: Luc BOURDEAU, CSTB, [email protected] Commission Services Contacts Christos TOKAMANIS, DG Research, "New Product Generation" [email protected] Tel: +32 2 295 9565
Christophe LESNIAK, DG Research, "New Product Generation" [email protected] Tel: +32 2 295 5290 Vision Document Challenging and Changing Europe's Built Environment. A vision for a sustainable and competitive construction sector by 2030. www.ectp.org/documentation.asp#ECTP
Platform Launch Date July 2004
Strategic Research Agenda (SRA) "Achieving a sustainable and competitive construction sector by 2030" (Final: December 23, 2005). www.ectp.org/documentation.asp#ECTP
Overall Policy Objective The European construction sector, representing some 10% of GDP and one quarter of industrial output, is the largest industrial cluster in the EU and supplies our living and working infrastructure. The European Construction Technology Platform (ECTP) will take the construction sector to a new high level, by identifying and analysing the major challenges that the sector faces in terms of society, sustainability, technology, etc. and by developing strategies for how to address these challenges in the coming decades, in order to fit the society needs.
Executive Summary of SRA
The general Vision of the European Construction The SRA defines the research that need to be carried Technology Platform (ECTP) states that in the year out to achieve the vision whilst at the same time 2030, Europe's built environment is designed, built taking into account market forces. It is for these and maintained by a successful knowledge- and reasons that the SRA is inherently difficult to get right demand- driven sector, well known for its ability to and at the same time is a document of crucial satisfy all the needs of its clients and society, importance. Construction is a huge industrial sector providing a high quality of life and demonstrating its that involves more than 2.5 million enterprises. long-term responsibility to the mankind's Furthermore, the dimensions of the social demand environment. Diversity in age, ability and culture, are multiple, which makes the selection of a coherent equalisation of opportunities for all is embraced. set of priorities quite a difficult task. The list of Finally, Construction has a good reputation as an priorities which are proposed by the ECTP can be attractive sector to work in, is deeply involved in gathered in 13 main items grouped in three pillars. research and development, and its companies are well known for their competitiveness on the local 1. Meeting Client/User Requirements and regional as well as global levels. Society is at the same time the end-user and the client of the Construction Sector. It is in permanent
-88- evolution, now confronted with an ageing and and attractive work places to all. growing population, with new and more diversified demands for more equity, more comfort, more Another important challenge is to incorporate the safety and security, better health, better mobility. myriad of small and medium-sized enterprises The demand of Society is for a new approach to our (SMEs) into this global innovation process, a built environment: houses, cities, transport necessary move to increase the impact and infrastructures and networks. The challenge of the application of new ideas in construction. A Construction Sector is to meet this demand not only knowledge-based construction process will sustain by new constructions but even more by renovation the importance of the sector for our economies, both and by upgrading of existing structures. Four main in urban and rural areas. sets of R&D needs have been identified in this area: The built environment will be of growing value and · Healthy, Safe, Accessible and Stimulating comfort for people in our cities and villages. There will Indoor Environments for All; be a shift away from new construction to renovation · A New Image of Cities; and refurbishment, always following the target of · Efficient Use of Underground City Space; improving comfort for consumers, sustainability and · Mobility and Supply through Efficient Networks. value for investors. The construction sector will maintain its importance as an employer of people with 2. Becoming Sustainable a range of skills from both urban and rural areas. Our built environment is intimately linked with nature Construction will diversify to embrace entirely new and its natural resources, and should make the most performances and methods, but will also remain a of our interface with the natural environment. The craftsman-oriented business for SMEs. impact of our built environment on nature is considerable through the resources it consumes, Four main areas of R&D needs have been identified through the land it occupies and transforms, and on this topic: through the nuisances it imposes. It is therefore vital 1. A New Client-driven, Knowledge-based to strive for a sustainable built environment. Construction Process; Emphasis has to be put on the following domains: 2. ICT and Automation; · Reduce Resource Consumption (energy, water, 3. High Added-value Construction Materials; materials): 4. Attractive Workplaces. - Energy Efficient Buildings; - Efficient and Environmentally Friendly Budget / Financing Construction Materials; Because most firms in the Construction Sector are - Reduce Environmental and Man-made small or medium-sized enterprises (SME’s), the Impacts; contribution of the sector to the European GDP and - Protecting Land and Water; its importance for the overall economic performance - Impact of Infrastructure on the are often not fully recognized. As a matter of fact, Environment. some key statistics from 2003 (for the EU-15) show · Sustainable Management of Transport and that € 910 billion were invested in construction, which Utilities Networks. represents about 10% of the GDP. The R&D effort in · A Living Cultural Heritage for an Attractive the sector so far represents an insufficient part of the Europe. needs to develop enough adequate innovations. To · Improve Safety and Security. reach the level of 3% of GDP for R&D in the sector 3. Transformation of the Construction Sector would be a goal to be followed progressively. Previous chapters have explored the demands of Possible implementation mechanisms: European customers and European Society both in · At the level of the EC, the support of projects terms of products and functions to be provided by (mainly collaborative projects) with a public/private the Construction Sector. But all of these demands share of the costs of the projects. Nine main can be placed in a more universal objective: the priorities (requiring a budget of around € 1,200 Construction Sector must be at the service of million at short term) have been identified for that society, a key player in improving the framework. competitiveness of European industry. · At the level of the Member States, an increase of Innovation is needed to support the growing trend the effort in the R&D in the Construction, through towards integrated construction teams and long- the development of new Programmes coordinated term supply chain collaboration. Although off-site in particular at the level of the ECTP. techniques are not applicable in all cases, advanced · The development of new private/public initiatives manufacturing techniques must be introduced either such as the "Foundation" scheme in France. on- or off-site to enable suppliers and manufacturers · At trans-national level, the support of projects to undertake the following: to reduce costs; to through the Eranet and Eranet+ schemes and enable mass customisation; to reduce installation Eureka. problems and health and safety risks; to facilitate · The identification of parts of the SRA which would design; and finally, to improve quality and need to reach a critical mass through the setting- consistency. The challenge here is to reengineer the up of Joint European Technological Initiatives construction process, to transform a technology- (JTI). Two Initiatives are under development: one driven sector, one that is slow to integrate on Energy Efficient Buildings, and another one on innovation, into a sustainable demand-driven sector, Underground Innovative Construction one that is creative, flexible, innovative, knowledge- Technologies. based, and which offers new business opportunities
-89- Internal Structures put in Place by the thus contributing to a very good openness and
Platform transparency. The structure of the Platform basically includes a set Finally several presentations of the platform (by the of 7 Focus Areas (dedicated to main themes or sub- SG Chairman or NTPs Network Coordinators) have sectors) and a network of more than 20 National been done in several countries before and/or at the Technology Platforms. The FAs and the network of launching of the NTPs. NTPs, as well as Advisory Groups (on SMEs and Clients/Users) and Working Groups (on Standards Cross-Platform Interactions and Infrastructures), are animated and coordinated Cross-platform interactions on Construction aspects by a Support Group. A High Level Group, gathering have taken place though participation of other CEOs (or their representatives) of the various platform members (Safety, Steel, Wood…) to the categories of stakeholders, endorses and orientates ECTP Focus Areas meetings, and trough participation the work of the Platform. All categories of of ECTP FAs Leaders to other Platforms meetings. stakeholders participate to the work of the ECTP Moreover an initiative has been taken to set up an (more than 700 members registered today in the inter-ETPs working group gathering the Steel, Wood, Collaborative Work Space of ECTP, without taking Chemistry, Photovoltaic, Hydrogen, Construction account of the members of the National Platforms Platforms (meetings on October and November who have to be added to this figure). 2006), with a specific collaborative initiative on the topic of "Energy and Buildings" (European Solar Platform Activities and Structures at Thermal Technology Platform – ESTTP). A session National Level around this topic took place at the Second The Platform has been the initiator of many of the Conference organised by ECTP in Versailles on more than 20 National Technology Platforms (NTP) November 2006. under activities. Each NTP has created its own International Cooperation structure often similar to the ECTP. The NTPs have been widely integrated in the work of editing the No specific relation with third countries has been Vision and the SRA of the Platform, through organised so far at the level of ECTP. However, presentations of the successive versions, through its numerous members, ECTP maintains organisations of questionnaires, analysis and contacts with several individual and/or collective synthesis of the answers, comments and organisations in various non-European countries" contributions. After the endorsement of the SRA by such as USA (FIATECH) or China (a representative the HLG, the next fulfilled objective was to select the of a big R&D organisation in China was invited to the 9 main priorities of ECTP for the coming years. This Versailles ECTP Conference in November 2006). selection was made taking into account a voting exercise carried out through the NTPs (around 15 Deployment Strategy NTPs have participated). From the SRA, a set of nine priorities have been Since June 2006, this network of NTPs has taken a selected for implementation in the coming years new dimension towards the development of R&D (endorsed by the HLG on September 12, 2006). proposals, for example through the setting up of the These nine priorities are: EurekaBuild Umbrella. 1. Technologies for Healthy, Safe, Accessible and A Mirror Group is regularly informed about the main Stimulating Indoor Environments for All; output of the Platform. 2. Innovative Use of Underground Space; Links have been also established with the Network 3. New Technologies, Concepts and High-tech of national programmes owners and managers Materials for Efficient and Clean Buildings; gathered in the running Erabuild project. 4. Reduce Environmental and Man-made Impacts of Built Environment and Cities; 5. Sustainable Management of Transports and Openness and Transparency Utilities Networks; The ECTP operates along the five principles of good 6. A Living Cultural Heritage for an Attractive governance, including openness and participation: Europe; ECTP is open to any interested organisation. The 7. Improve Safety and Security within the mechanism for new members to accede to the Construction Sector; Platform is through the (existing or new) Focus 8. New Integrated Processes for the Construction Areas. The entry is completely open to any Sector; organisation having the intention of making active 9. High Added Value Construction Materials; and effective contributions. 2 additional priorities have been identified: A website is maintained to allow a better 1. Nanotechnologies for materials in communication both inside the ECTP (collaborative construction; work space between different groups, focus areas 2. Technologies and engineering for innovative and national platforms), and externally, to be used added-value services offered by SMEs. for other relationships and for dissemination of the The major objective of ECTP is now to promote these ECTP activity (public website: www.ectp.org ). priorities at European and National programme levels The Network of NTPs has largely participated to the and to support the development of R&D projects in definition of the Vision, the SRA and the 9 priorities, that field. At European level, ECTP is supporting
-90- brokerage events through FAs events and its annual · February 14, 2007: Support Group meeting. First conference. The role of NTPs will be paramount to draft of implementation roadmap; be active at national level. At trans-national level, · May 23, 2007: Support Group meeting. First the links of ECTP with Erabuild has enabled some version of implementation plan; national programme owners/managers to be aware · May or June 2007: HLG meeting to endorse the of ECTP needs in order for them to consider ECTP first version of implementation plan; priorities in their current and/or future joint calls. At · September 19, 2007: Support Group meeting; last, the EurekaBuild Umbrella endorsed by Eureka · November 26, 2007: Support Group meeting; in June 2006 has already planned a set of 5 or 6 · Third ECTP Annual Conference (planned thematic workshops in 2007 in various countries. November 27-28, 2007). The 2 JTI proposals under preparation on Energy Efficient Buildings and Underground Innovative Other activities: Construction Technologies will also contribute to the · Identification of needs of pre/co-normative implementation activities at mid term. research for ECTP; · Identification of needs on infrastructures for Need for Major Research Infrastructure ECTP; · Promotion of participation of SMEs to projects; A new Working Group was launched in late 2006 in · Continuous links with EC programmes/priorities order to detail the specific needs of ECTP in that potentially interested in the R&D needs and field. First results should be made available by priorities of ECTP such as: early/mid 2007. - Nanosciences, nanotechnologies, materials and new production technologies;
Next Steps - (integration of technologies for traditional Key activities and milestones planned for the industries, materials, processes); platform in 2007 are following: - Information and Communication Technologies (ICT supporting businesses · Second ECTP Annual Conference on "New and industry); Research and Innovation Strategy for Construction in Europe – Building up - Energy (energy efficiency and savings); together towards FP7 and trans-national - Environment (environment and health, programmes" (Versailles. November 21-22, natural hazards, sustainable management of 2006); resources, environmental technologies, · National Workshops on specific themes cultural heritage); organised in various countries in the framework - Transport (infrastructure construction & of ECTP and EurekaBuild (provisional dates: maintenance); January 22-23, 2007 in the Netherlands on - People; Networks, April/May in a Nordic country to be - Capacities (new R&D infrastructures); decided on ICT, June in Spain or Czech Rep. - CIP (Competitiveness and Innovation on Materials etc); Programmes). · Detailed implementation roadmap of the nine ECTP priorities with foreseen results and budget needed for further projects (first version in mid 2007);
-91- European Steel Technology Platform (ESTEP) cordis.europa.eu/estep/
Technology Platform Contacts Technical, administrative and financial contacts: Dr Jean-Claude CHARBONNIER, Secretary General [email protected] [email protected] Commission Services Contacts Philippe VANNSON, Head of Unit, DG Research, [email protected] Tel: +32 2 299 30 03 Vision Document “European Steel Technology Platform - vision 2030”. cordis.europa.eu/estep/key-docs_en.html Platform Launch Date March 2004
Strategic Research Agenda (SRA) From a Strategic Research Agenda to implementation - March 2006. cordis.europa.eu/estep/key-docs_en.html Overall Policy Objective The creation of the European steel technology platform as part of the European Research Area will enable the implementation of a strategic research agenda, which is a key part of a sustainable development policy aimed at maintaining the leadership of the European steel industry. Objectives are to: · Achieve the ambitions of the European Steel sector: to meet society’s needs and to consolidate a global, sustainable and competitive leadership; · Contribute to the European Research Area’s objectives: integration and co-operation..
Executive Summary of SRA
Three industrial programmes with a major societal reducing the successive steps of heating and cooling impact are proposed and being implemented: resulting in the formation of scale, a major cause of iron loss. 1. Safe, clean, cost-effective and low capital intensive technologies; However, great flexibility is needed in the whole steel 2. Rational use of energy resources and residues industry production chain to cope with the expanding management; range of products that will have to be supplied at low 3. Appealing steel solutions for end users. cost. Much more compact lines and extended ranges of capability would be of benefit to the steel sector. The first programme aims at strengthening the New advanced physical and clean technologies for competitiveness of the European Steel Industry. To coating are being developed but still need to be fulfil this global ambition in the long term, improved. They will offer completely new surface innovation is required in the production processes functional properties. and manufacturing technologies in order to meet key challenges: On the other hand, where conventional technologies are mature and robust enough to guarantee stable · To achieve the highest standards of quality performance, intelligent manufacturing technology with highly productive processes; should contribute to developing the more flexible · To renew continuously steel product on offer; processes. New paradigms, such as intelligent · To ensure a short time to market; manufacturing processes, efficient production · To favour sustainable development and clean organisation, need to be designed and developed, operations of the steel industry. based on breakthrough concepts to ensure the Innovation is required to achieve the development evolution of the next processes, products and of much more integrated routes to go further in services.
-92- Three major themes have been identified in the first suppliers and major construction companies. Different large programme: challenges should be addressed: sustainable development urbanisation, demographic changes, ICT, 1. Novel integrated routes for a scale free and safety and health, recycling and reuse of construction energy efficient processing; material earthquakes and accidental loadings, fire, 2. Flexible and multifunction production chain; new EU directives. Two main R&D themes are being 3. Intelligent manufacturing. implemented: The promotion of cost-effective processing solutions while preserving the natural resources 1. Safe and healthy steel construction; constitutes a mandatory and permanent target for 2. Sustainable steel-intensive construction, where the steel sector. Protecting the environment energy-efficient construction represents a first (greenhouse gas emissions and more particularly priority. CO2 emissions) and increasing energy efficiency The challenges for both the oil and gas and the power both constitute major transversal issues in the generation industries are similar. That is a guaranteed sphere of the RTD programmes that are proposed supply of energetic fuels and electricity at the lowest in the second large industrial programme where costs with the maximum degree of reliability of plants again three major themes have been identified: and safety towards the citizens. Two sub-programmes 1. The greenhouse gas challenge; are dedicated to the energy sector with several R&D 2. Energy effectiveness and resources savings; themes each. They aim at developing higher 3. The social impact of materials. performance steels for working in extreme conditions for the two different uses: The European steel industry has already met the challenge of lowering CO2 emissions by creating a 1. Exploration, production and transportation. Three consortium of industries and research R&D themes: organisations that has taken up the mission of · New highly-performing tubular materials for oil developing breakthrough processes, the ULCOS & gas; (Ultra Low CO2 Steelmaking) consortium. This · Steel pipes for high productivity energy large-scale consortium (48 European participants), transportation; which was set up in the spirit of a joint initiative in · Environmental fracture control. 2004, plans to develop a breakthrough steelmaking 2. Power generation. Four R&D themes: process that has the potential of meeting the target · New classes of heat resistant steels; of drastically reducing greenhouse gas emissions · High corrosion and erosion resistant steels; beyond 2020 (50%). The pilot and demonstration · Steel and component manufacturing. phase of the selected technologies at industrial · New steels and components for alternative scale should start in 2009. energies (wind farms, solar towers, etc.) The European steel sector constantly addresses A major transversal theme regarding the human the challenge of meeting customers’ demands for a resources aspects has also been taken into broad variety of ever more sophisticated high- consideration (attracting and securing qualified people performance materials. To meet these needs, to help meet the steel sector ambition). In this respect: direct partnerships between steel producers and their immediate customers will be reinforced in the · A large European network (TIME, 47 universities), frame of the implementation of the ESTEP SRA. involved in education, training, communication and New appealing steel solutions will be offered to the dissemination activities has been identified among automotive, construction and energy sectors which the stakeholders of the EU steel technology are regarded as priorities. This is the aim of the platform. This network should play a leading role third large programme covering those 3 sectors. in analysing how the education system could meet the future requirements for qualified people in the There are common challenges to the Steel and European steel industry, and in devising effective Automotive Sectors such as energy consumption approaches to address its anticipated and CO2 emissions, dismantling and recycling, shortcomings. safety, reliability, cost effectiveness and modular Human resources, as the holders of a company’s and flexible production, individual design for the car · core competencies, represent a key asset that of the future, The targeted development of a should be fully optimised. A survey of the steps production and manufacturing chain using new high performance steels for lightweight construction taken by European steel producers in terms of change management and progression towards including new forming and joining techniques and “knowledge organisations”, leading to exchanges new coating processes is a very ambitious aim. of best practices, should significantly contribute to The R&D themes deriving from these challenges such optimisation process. are: Breakthrough technologies must be developed to · Complex components from new steel grades achieve the technological advances of the three large using innovative manufacturing methods; industrial programmes of the platform. A critical mass · Development of new functional surfaces; of both skills and financial resources is necessary to · Development of steel solutions for the cars of meet the challenges of this long term ambition. the future. However, ESTEP will further integrate and broaden The construction industry is fragmented and there the scope of the European RTD partnership built in the is a need for much closer cooperation between framework of the ECSC Treaty (more than 8,000 researchers).
-93- Indeed, it will constitute broad partnerships Internal Structures put in Place by the involving the whole European steel industry, its Platform suppliers and customers (automotive industry and construction sector and the energy sector), SMEs, Two committees (a steering committee and a support private and public research organisations, public group) and six working groups were set up following authorities and representatives of trade unions. the organisation structure below and became operational in 2004. An additional Implementation group takes care of the implementation strategy and Budget / Financing links with both the public authorities and the other The estimated total budget corresponding to the platforms. Dr Jean-Claude Charbonnier was appointed SRA activities amounts to around € 1.7 billion over General-Secretary of the platform by the Steering 15 years, not including the industrial Committee in March 2006, as of July 2006. implementation of the selected low CO2 steelmaking technology. Platform Activities and Structures at However, the total budget for the first priorities of National Level the 3 large industrial programmes amounts to Several platforms already derive from the European around € 0.8 billion and their implementation steel Technology platform. The best illustration is the should take place from 2007 to 2013 for RFCS, Spanish platform whose structure reflects the ESTEP’s FP7 and other programmes. Please refer to the one. A Polish steel platform has also been set up and SRA for detail regarding all the First priorities. an Italian platform is under consideration. Private funding by the stakeholders and funding The launch of a Mirror group was decided at the last from different institutions is foreseen. It is Steering Committee of ESTEP on March 21st. envisaged that all necessary resources of the National representatives have been invited to join this existing instruments will be combined at different mirror group thanks to the Commission support (Unit levels: EU programmes (Framework programmes, Coal and Steel). Around 15 countries have replied so RFCS, Eurêka, etc.), national programmes and far and a first meeting will be organised at the regional programmes. beginning of next year 2007. (see figure below) However, the launch of a Joint Technology Initiative is envisaged and, together with possible loans from the European Investment Bank, it would cover, where appropriate, both the pilot and demonstration and the industrialisation phase of the ULCOS (Ultra Low CO2 Steelmaking) project.
-94- Another large project in preparation SOVAMAT (Social Openness and Transparency impact and enhancing the value of Materials) already The European Steel Technology Platform brings gathers approximately 50 participants worldwide and together all relevant stakeholders: the steel industry most of the materials manufacturing industries. (including automotive and construction sectors), research centres, universities, trades unions, the European Commission as well as the other Deployment Strategy European institutions and Member States. Detailed information regarding the global The organisation of the Platform is flexible, reactive implementation process is described in the final and open: since the beginning, additional partners version of the SRA: “From a Strategic Research have been integrated into the organisation. As an Agenda to implementation” (short and extended versions). example, EUnited Metallurgy (representing the European metallurgical plant and equipment The three industrial programmes, which are fully industry) recently joined ESTEP. described in the SRA, are broken down into R&D Each stakeholder is represented in each body of themes and areas. The implementation strategy the platform, ensuring its participation in the consists of defining, for each R&D area, the level of different working groups, in the support group as priority according to its strategic importance, the well as the steering committee. instrument to be used (e.g. the Seventh Framework Several other R&D organisations have recently Programme, the Research Fund for Coal and Steel), and the timeframe (short, medium, long term), as well asked to join ESTEP and are going to become stakeholders. as the budget deemed necessary. This strategy was endorsed by the ESTEP Steering Committee on 7th Different communication activities were carried out: July 2005. · Publication and dissemination of key A JTI will be proposed to carry out the two last phases documents of ESTEP. of the ULCOS (Ultra Low CO2 Steelmaking) project · Publication of a dedicated website on Cordis: (2007/2015). These two phases will aim at developing cordis.europa.eu.int/estep/home_en.html. selected new breakthrough technologies for low CO2 · ESTEP was presented during many European steel production and their implementation on a large meetings, such as: ATS 2005 meetings, Paris, industrial scale in the coming decades (beyond 2015). 15 December 2005, seminar on European With regard to the ULCOS project and also other large Technology Platforms, Brussels 16 December projects, where a pilot and demonstration phase 2005, Austrian Presidency conference on followed by an industrialisation phase is necessary, European Technology Platforms, 4-5 May loans from the European Investment Bank (EIB) are 2006, seminars with other European envisaged. Federation such as the ECCS at Poina Brasov Evaluation of results, dissemination strategy, the (September 2006), Versailles ECTP necessary business plans and future markets and their conference on November 21/22, 2006, etc. penetration will be defined by the appropriate working groups of ESTEP when preparing projects, according Cross-Platform Interactions to their specificity. Contacts have been developed with other relevant The six working groups will be in charge of the follow platforms (exchange of good practices and up of both the global implementation process and the information about the strategic research agenda). different running projects (evaluation, dissemination, ESTEP participates to the “Inter-working group” training, etc.). recently set up in the construction sector (ECTP, PV Photovoltaic, Suschem, Forest). Common actions are being identified and will be Need for Major Research Infrastructure communicated at the Versailles Congress of the ESTEP does not need larger scale research facilities ECTP. Furthermore in-depth discussion are carried to implement its SRA as a network gathering just out with the Manufuture platform to implement the under 8000 researchers from both private and public process related priorities of ESTEP, namely sectors was developed over the 50 years period of the regarding intelligent manufacturing and, on the ECSC. other hand, with Eumat to develop the “SOVAMAT” However ESTEP needs to find in the FP7 work project focused on the social impact of the development of new materials. programmes bullet points which correspond to its priorities as much work has been done by International Cooperation approximately 120 people over the 3 years programme to identify them very precisely. In the frame of the ULCOS project cooperation are carried out in the frame of the IISI (International Iron and steel) organisation with different countries such as USA, Canada, Japan, Korea etc.
-95- Future Manufacturing Technologies: (MANUFUTURE©) www.manufuture.org europa.eu.int/comm/research/industrial_technologies/manufuture/home_en.html
Technology Platform Contacts Technical contact: Prof. Heinrich FLEGEL, President, Daimler Chrysler, [email protected] Tel: + 49 711 1792927
Prof. Francesco JOVANE, Vice-President, ITIA-CNR, [email protected] Tel: +39 02 23 69 9995
Administrative and Financial contact: Dr. Carlos COSTA, Vice-President, European Investment Bank [email protected] Tel: +351 21 790 53 39 Commission Services Contacts Christos TOKAMANIS, DG Research, Head of Unit,"Industrial Technologies" [email protected] Tel: +32 2 29 59565
Andrea GENTILI, DG Research, "Industrial Technologies" [email protected] Tel: +32 2 29 84344 Vision Document “MANUFUTURE – Assuring The Future of Manufacturing In Europe. A vision for 2020”. www.manufuture.org europa.eu.int/comm/research/industrial_technologies/manufuture/home_en.html
Platform Launch Date 7 December 2004
Strategic Research Agenda (SRA) Final version of the SRA: July 2006. After the public presentation on December 2005, the SRA was published in October 2006. www.manufuture.org
Overall Policy Objective The mission of MANUFUTURE is to propose a strategy based on research and innovation, capable of speeding up the rate of industrial transformation in Europe, securing high added value employment and winning a major share of world manufacturing output in the future knowledge-driven economy.
Executive Summary of SRA
The Manufuture Technology Platform aims to more employees. Today, however, it faces intense and provide an analysis and methodology leading to a growing competitive pressure on several fronts. In the transformation of European manufacturing industry high-tech sector, other developed economies pose the into a knowledge-based sector capable of greatest threat. On the other hand, manufacturing in competing successfully in the globalised more mature traditional sectors is increasingly marketplace. migrating to low-wage countries such as China and India. And these, too, are rapidly modernising their The economic importance of sustaining a strong production methods and enhancing their technological manufacturing base in Europe is evident from the capabilities. fact that it provides jobs for around 34 million people, and produces an added value exceeding € Moreover, the short-range perspective of some 1,500 billion from 230 000 enterprises with 20 and shareholder considerations leads to a disproportionate
-96- loss of European technology to outside countries, whether applied at EU or national/regional level, and causing a destruction of work-places that cannot be the innovative SMEs and other independent repaired by technology alone. enterprises that figure largely in the structure of all A step further manufacturing sectors – can today’s knowledge be applied to structure manufacturing as a new A number of ‘vertical’ technology- or sector-specific engineering science bringing sustainable results for action plans and Technology Platforms have Europe. already been established, or are in the course of preparation. Manufuture goes a step further by Traditionally, European products are associated with addressing underlying ‘horizontal’ approaches high quality, appealing design and cutting-edge applicable across a broad spectrum of industries. technology. The effectiveness of the Manufuture agenda in transforming industry will depend upon It advocates the use of existing and new science- manufacturers’ readiness to leverage these strengths, based solutions to transform European industry in while adapting continuously to the changes necessary ways that will strengthen its ability to compete in in an open, fast-moving global industrial marketplace. terms of high added value, since purely cost-based competition is unsustainable. By formulating Developments in enabling technologies such as synergistic fields of action and research, it also innovative materials, nanotechnologies, ICT and pursues the goal of maintaining the Community’s mechatronics give almost limitless possibilities to social and sustainability standards, while making develop new products or add functionality to existing efficient use of Europe’s remaining resources. products. European industry must have access to these technologies and to the tools for incorporating The Strategic Research Agenda ’s priorities for them into product designs. maximising added value are outlined in a strategic perspective linking the principal drivers of change Research topics to be supported should nevertheless with a series of ‘pillars’ of activity spanning the have real industrial relevance and produce short- to long-term timeframe. measurable impact in terms of marketable products/services or more efficient manufacturing The key drivers as: methods. Programmes should therefore be conceived · Competition, especially from emerging in order to reward results rather than efforts – which economies; implies a substantial parallel investment in the · The shortening life cycle of enabling improvement of existing technologies. technologies; From products to product/services · Environmental and sustainability issues; The market increasingly demands products that are · Socio-economic environment; customised, yet available with short delivery times. · Regulatory climate; and Consequently, the business focus must shift from · Values and public acceptance. designing and selling physical products, to supplying a The countermeasures for competitive and system of products and services (‘product/services’ or sustainable reaction to these challenges are seen ‘extended products’) that are jointly capable of fulfilling in terms of five priority pillars and their associated users’ demands, while also reducing total life-cycle enabling technologies: costs and environmental impacts. 1. New, high- added-value products and services; Innovating production 2. New business models; A fundamental concept of the Manufuture vision is that 3. New manufacturing engineering; of ‘innovating production’, which embraces new 4. Emerging manufacturing science and business models, new modes of ‘manufacturing technologies; engineering’ and an ability to profit from ground- 5. Transformation of existing RTD and educational breaking manufacturing sciences and technologies. infrastructures to support world-class The ‘virtual factory’ of the future will manufacture in manufacturing, fostering researcher mobility, adaptable networks linking medium- and large-sized multidisciplinarity and lifelong learning. OEMs (original equipment manufacturers) with value- Concentration on these actions will attract high chain partners and suppliers of factory value manufacturing industry, as well as the other equipment/services selected according to needs at a fundamental actors such as universities and given time. Its composition will not be limited by the research centres, even from outside Europe presumption of physical co-location, nor by a need to maintain rigid long-term relationships. Role for collective research Collective research will certainly have a central part This will demand a tremendous and concerted effort. to play in realising the transformation, but At the heart of the new enterprises will be knowledge technology alone will not meet the objectives of the management, network management, and relationship Lisbon and Barcelona Councils. Understanding of management based on trust and ethics. The business and financial mechanisms, understanding that Europe and its population cannot implementation of new business models and re- forever live on a cushion of welfare underlines the fact strengthening of the ethical and social core values that there is no other way into the future but to network of European enterprises will all be required – as will globally in a reliable way. the realisation of scientific innovation in traditional Favourable climate technology areas. Only by involving the largest Reaching these objectives will depend on the possible number of stakeholders – notably the existing and proposed Technology Platforms, implementation of supportive fiscal and legislative framework conditions at EU market level. A consensus
-97- of support for the Manufuture vision will naturally Kingdom, the Netherlands, Ireland, Romania, enable a European Manufacturing Innovation and Slovenia, Greece, Belgium, and Norway. In several Research Area (EMIRA) to be created as an Eastern countries such as Ukraine, Moldova, Estonia, integral part of the European Research Area. It will Lithuania, Serbia, other Manufuture national/regional promote the interests of European manufacturing initiatives are under construction. industry, take account of regional and national It is foreseen that very active cooperation will take needs, promote participation in European place at the national level among all NRTPs. programmes (Framework Programmes, Eureka and other initiatives) and recognise Europe’s wider role The National Manufuture Platforms will be of great in the global RTD network. relevance for an integrated and effective response to the challenges confronting European Manufacturing Industry. Budget / Financing This information is not available at this moment. Openness and Transparency The web site www.manufuture.org is composed of: Platform Structure · A Public Area for visitors with useful information The governance of the Manufuture platform is on: the platform objectives, activities, history and ensured by the following structure: members; public events High Level Group (HLG) The HLG is the Governing (Conferences/workshops); documents published Body of the Manufuture Platform. It should help in by the Platform; web links to the Manufuture setting-up the strategy to maintain European national initiatives; leadership in manufacturing through the · A Restricted Area only for members. development and update of a Strategic Research Agenda (SRA) and its Implementation Plan (IP) and The most important public dissemination activities in in identifying the main barriers and technological 2006 were: needs of the sector. The HLG is mainly composed · The Roadmapping Conference on July 4-6, in of industrial members; however representatives Stuttgart (DE attended by around 300 people); from Research centres and Academia are also · The 4th annual Manufuture Conference in present. A representation of the European Tampere (FI) on October 9-10, attended by Federation of Metal Trade Unions is ensured. around 400 people from Industry (45%), from The Support Group (SG) coordinates all the work in Research centres (25%), from Academia (21%) the platform and provides the secretarial support. and from public organisations (8%). SG is composed by selected members who have The 1st Industrial Advisory Group meeting held on internationally recognized knowledge and July, 24 in Porto (PT) was held with the presence of experience in Manufacturing and are able to President Barroso and of around 50 top industrialists commit resources for the Strategic Research in Europe, with the aim of raising the industrial/public Agenda (SRA) and the Implementation Plan (IP). awareness on manufacturing issues. The Industrial Advisory Group (IAG) oversees the strategic part of the SRA and Implementation plan Cross-Platform Interactions and ensures its dissemination to industrial Several actions have been done in the 2006 for stakeholders. stimulating cross-platform: The Mirror Group (MG) is composed of one · Invitation to all the ETPs related to manufacturing representative from each of the 25 member States to appoint a representative who is invited to sit in and each of the Associated States to Research and the High Level Group to stimulate cross-links with Development Framework Programmes. The MG different industrial sectors. should ensure the harmonisation of Manufacturing · Interactions with the specific ETPs: Research activities in Member States with those of Textile&Clothing, Photonics 21 and EUROP, the Manufuture Platform. Suschem (Chemical), Waterborne, Construction Working Groups and Horizontal G groups have (ECTP), Steel, Safety and Forest based. been established for the finalisation of the Strategic · Development of a Memorandum of Understanding Research Agenda (SRA) and implementation plan. (MoU). · Launch of MANUTEX initiative, the Manufuture This operating structure will be updated in the /Textile and Clothing cross platform, on May 4, in new of the Terms of Reference to be released Vienna. MANUTEX has generated a specific in 2007. roadmap for machine-tool and engineering technologies for textile&clothing applications. Manufuture Platforms at National and · In progress: the signature of the Memorandum of Regional level Understanding (MoU) between Manufuture and Photonics 21 and EUROP by the end of 2006. National/Regional Manufuture initiatives (NRTP) related to the ETP Manufuture were created in 16 EU member states and there are new ones in the International Cooperation development phase in further countries. The During the implementation phase, International NRTPs have defined their main development goals collaboration will be performed. using the Manufuture vision and approach. They In October 2006 a visit of the Japan Delegation (METI are present in: Italy, Portugal, Spain, Poland, and JIPM) hosted by the EC was held with a Austria, Switzerland, Germany, Denmark, United
-98- delegation of the Manufuture Platform. 3. Leveraging the output for manufacturing To work together with cooperation models with A visit in return is planned for April 2007 to Japan ETPs clustering and prioritizing to maximize the including meetings with public and private multi sectoral usability of results. organisations. 4. Ensuring effective FP7 execution Collaboration through IMS/EUREKA and INCO To maximize innovation and economic results by schemes will be enhanced during 2007 especially assessing measurable criteria for project success. in areas such as networked industrial design and In Cooperation with the Commission. industrial safety. Need for Major Research Infrastructure Deployment Strategy The implementation of the European Manufacturing In 2007 it will be necessary to maintain, increase Innovation and Research Area (EMIRA) will be crucial and enhance the Manufuture Platform activities to establish links with the running NoE, CAs, SSA in through: the field of manufacturing and exploit the maximum synergies in terms of networking. · Secure additional financial resource; · Promote a positive public image of manufacturing; Next Steps · Insist on all political levels of using resources in October 2006: 4th Manufuture 2006 Conference in an effective way; Tampere (FI), report on website · Concentrate on short and visible return of November 2006: 1st Joint meeting between MG and investment periods for 80% of the money NRTP: pilot actions. 1st SG Implementation meeting invested. December 2006: Launch of the French Manufuture initiative The work will address 4 strands: February 2007: 1st Manufuture meeting with MEPs 1. Industry attention and participation March 2007: 1st Manufuture meeting with the EESC “evangelizing our peers” and CCMI To get, keep and increase significant attention April 2007: 7th HLG meeting: monitoring the SRA and engagement from industrial stakeholders implementation. 1st Manufuture visit to Japan. (at EU, national, regional level). June 2007: 2nd Industrial Advisory group (IAG) meeting: financing the Implementation Plan To organize dissemination of best practice July 2007: 2nd Joint meeting between the MG and results, both instances of high value added NRTP: planning the Eranet + in manufacturing for products and the value of research. 2009 2. Communication to governmental December 2007: 5th Manufuture 2007 Conference in organizations and the press for the public Porto (PT): Implementation Plan. opinion”)
To create a “jobs engine and economic growth” and high technology image for manufacturing in Europe at governmental, parliamentary, and public opinion levels and stop the wrong image of “old technology”
-99- Future Textiles and Clothing (FTC) www.textile-platform.org
Technology Platform Contacts Lutz WALTER, Euratex, Brussels, Belgium [email protected] Tel: +32 2 285 48 85 Commission Services Contacts Patricia HUALDE, DG Enterprise, "Textiles, fashion and design industries" [email protected] Tel: +32 2 296 6225
John CLEUREN, DG Research, "Industrial Technologies – products, processes, organisations" [email protected] Tel: +32 2 296 7314 Vision Document The European Technology Platform for the Future of Textiles and Clothing – A Vision for 2020). www.textile-platform.org/documents/Key%20Documents/Basic/A%20Vision%20for%202020.pdf
Platform Launch Date December 2004
Strategic Research Agenda (SRA) Final, June 2006. www.textile-platform.org/documents/Key%20Documents/SRA/TextileETP_SRA_final.pdf
Overall Policy Objective To develop a long-term vision for the transformation of today’s European textiles and clothing (T/C) industry into a sustainable, competitive global industrial player, able to provide significant employment and economic added value to Europe; to focus on the effective exploitation of research, innovation and knowledge-orientation in all T/C sub-sector activities; and to overcome the existing fragmentation of textile-clothing RTD activities in Europe, while fostering synergies with other industrial sectors.
Executive Summary of SRA
The SRA document is the result of a collective · The establishment and expansion of textiles as scenario development and technology roadmapping the material of choice in many industrial sectors exercise by more than 400 individual experts and new application fields. representing all involved stakeholder groups carried · The end of the era of mass manufacture of textile out during the 2005 and early 2006. The document products, and move towards a new industrial era outlines the current situation as well as major of customisation and personalisation of products economic, scientific-technological, political and coupled with intelligent production, logistics, societal trends which should directly impact upon the distribution and service concepts. development of this industry in Europe. It highlights major areas for innovation and identifies crucial These three major trends constitute the principal research priorities to be tackled to unlock industrial focus areas of the platform and three dedicated growth potential or to improve the competitive position Thematic Expert Groups have been set up in each of this industry on the global market. area to develop concrete research priorities. This total of nine expert groups brought together the bulk of the The Strategic Research Agenda builds on the information which was condensed and structured in concept outlined in the document “The European the present Strategic Research Agenda. Technology Platform for the Future of Textiles and Clothing – a Vision for 2020” published in 2004. In In the first area ‘From Commodities towards this document, the following three major development Specialties’ key research priorities were identified for trends for this industry in Europe were identified: ‘new speciality fibres and fibre-composites for innovative textile products’, ‘functionalisation of textile · A move from commodities towards specialty materials and related processes’ and ‘bio-based products from flexible high-tech processes along materials, biotechnologies and environmentally the entire fibre-textile-clothing value chain. friendly textile processing’.
-100- In the second area ‘New Textile Applications’ During the implementation phase the Technology research must prioritise scientific-technological Platform will seek to advance all these horizontal solutions enabling ‘new textile products for improved innovation-related subjects through dedicated human performance’, ‘new textile products for Horizontal Task Groups which will each collaborate innovative technical applications’ and ‘smart textiles closely with relevant public authorities and other and clothing’. interested stakeholders. Research in the third area ‘Towards Customisation’ should focus on ‘mass customisation for clothing and Budget / Financing fashion’, ‘new design and product development For the implementation of the present Strategic concepts and technologies’ and ‘integrated quality Research Agenda through collaborative projects on and life cycle management concepts’. European level a total budget of at least € 1 billion is estimated for the first 3 years of implementation All identified research priorities, concisely described (2007-2009). Public funding will be matched by in the summary SRA and fully detailed in nine private funding according to EU state aid rules. separate thematic SRA’s, have been identified by industrial and academic experts alike as being of The technology platform stakeholders will request th crucial importance to drive innovation and that ample provisions be made in the 7 EC competitiveness in the European textile and Framework Programme as well as EUREKA and clothing industry in the coming years. various national or regional programmes and schemes for support of industrial R&D. Successful advances in research and technological development across all these areas can enable the In respect of the particular structure of this industry in industry to innovate in its products and services, which 96% of companies are SME’s, specific funding processes and organisational procedures in countless opportunities targeting these companies (like CRAFT, Collective Research and SME-IP’s under FP7 and ways. European companies will be able to open new textile application areas in major growth markets by similar project types in national and regional offering revolutionary solutions for mobility, health programmes) have to be made available in sufficient care, safety, energy and resource efficiency; to number. compete more successfully on global markets through In addition Technology Platform stakeholders will radically enhanced productivity, quality, flexibility and explore further R&D and innovation financing options time-to-market; and finally continue to attract end like equity, loan and guarantee based schemes which consumers with diverse, imaginative, emotive and at so far are very little used for research, development the same time comfortable and safe textile and and innovation projects in the textile and clothing clothing products. industry. The SRA also emphasises that research and development work alone will not be enough to make Internal Structures put in Place by the the European textile and clothing industry more Platform innovation driven and competitive. Very important The major stakeholders of the European Technology preconditions for more innovation intensity in this Platform for the Future of Textiles and Clothing is the industry highlighted in the SRA are: European textile and clothing industry and its · An innovation-friendly regulatory framework; research community mainly composed of public and · An educational system to support industrial private research institutes and university research transformation; departments. · A financial system to accommodate textile The following picture provides an overview on the innovation; governing and working structure of the Textile ETP: · Innovation-supporting standardisation; · Capacities for effective management of innovation and technological change.
-101- The ETP’s Governing Council is composed of 15 high Technology Platform’s Governing Council. level representatives from industry and academia from 12 EU member states and 3 European The Textile ETP communicates extensively and openly with all interested stakeholders including representative organisations (Euratex, Textranet & AUTEX) public authorities and the media. A total of 8 Thematic Expert Groups (TEG’s) have The main public dissemination event of the ETP is its been set up. A total of close to 500 individual experts annual public conference. The first such event took from industry and academia from all across Europe is place on 7-8 June 2006 in Brussels and drew an active in the following 8 TEG’s: audience of more than 300 participants from industry, scientific community, European and national public 1. New speciality fibres and fibre-composites for authorities as well as the media. The 2007 edition of innovative textile products; the public conference is scheduled to take place on 2. Functionalisation of textile materials and related 30-31 May 2007 in Brussels. processes; 3. Bio-based materials, biotechnologies and In addition numerous road-show-like public environmentally friendly textile processing; presentations about the activities of the Textile ETP in 4. New textile products for improved human 2005 & 2006 took place in the following countries: performance; Austria, Belgium, Finland, France, Germany, 5. New textile products for innovative technical Hungary, Italy, Lithuania, Netherlands, Portugal, applications; Romania, Slovenia, Spain and Turkey. 6. Smart textiles and clothing; 7. Mass customisation & new design and product Cross-Platform Interactions development concepts and technologies; The Textile ETP collaborates with a number of related 8. Integrated quality and life cycle management European Technology Platforms. A joint initiative concepts. between the Textile ETP and Manufuture entitled In addition 4 Horizontal Task Groups (HTG) are ManuTex has been kicked-off in May 2006 with the devoted to the following horizontal topics: signature of a Memorandum of Understanding by the 2 ETP’s presidents at the Technology Platforms 1. Research and Innovation Financing; Conference in Vienna. Objective of this collaboration 2. HTG on Education; will be a joined development and implementation of a 3. HTG on Innovation and Standards; research roadmap between the textile & clothing and 4. HTG on Innovation Management. the related mechanical engineering sectors. Interaction with European, national and regional Members of the Textile ETP participate actively in policy makers: various governance and working groups of the following ETP’s: Since launch of the platform in late 2004, progress has been regularly reported to the EU Textile-Clothing · Sustainable Chemistry; High Level Group composed among others of · Water Supply and Sanitation; members of the EC, EP, member state governments · Manufuture. and representatives of regional/local authorities (more info about the HLG at ec.europa.eu/enterprise/textile/high_level_group.htm). International Cooperation Since the HLG is concluding its work at the end of The possible participation of third party entities is 2006, a decision was taken to set up a separate evaluated by the ETP’s Governing Council on a case- Political Mirror Group for the Technology Platform for by-case basis. which EU, national and regional representatives are Due to the strong global innovation leadership of the being invited. A first meeting is scheduled to take European textile and clothing sector, no specific place in the first half of 2007. strategy for international cooperation has been established. Platform Activities and Structures at National Level Interest for information exchange with the Textile ETP has been registered from Japan but no concrete The Textile ETP maintains close links and regular activities have been undertaken to date. exchange with numerous platforms, research councils and networks on national and regional level in many EU member states. Directly corresponding national Deployment Strategy platforms have been set up or are in the process of On the basis of the Strategic Research Agenda the being set up in the following countries: Italy, Poland, stakeholders organised in the platform have entered Romania, Slovenia and Spain. the Implementation Phase, during which the research priorities identified will be tackled through targeted Openness and Transparency R&D projects bringing together the best scientific and industrial capacities in the respective fields. A major Active participation in the Technology Platform is part of this implementation work is expected to be possible for all individuals or organisations that can carried out through collaborative research projects demonstrate interest, competences and expertise to under the 7th EU Research Framework Programme meaningfully contribute to the activities of the (FP7). However, (cross-) national and (cross-) Technology Platform and which are based in the EU th regional research and innovation schemes including or any country associated to the EU 7 Framework ERA-Nets should play a crucial role too during the Programme. Participation of Non-European entities implementation phase. The ETP and its national will be evaluated on a case-by-case basis by the counterparts work with public authorities in charge of
-102- all such programmes and schemes to identify · Successful submission of a first batch of SRA opportunities for textile and clothing-related research implementation projects under the first calls of and to define relevant research policy measures. In FP7, notably in the NMP and IST programmes; areas where textile innovation crucially depends on · Organisation of the second annual public advances in other scientific-technological fields or conference on 30-31 May 2007; where textiles themselves act as a key enabler for Organisation of at least one meeting of the innovation by down-stream users, collaboration with · political mirror group with the largest possible other European Technology Platforms will be pro- participation of national and regional textile actively developed (see above). research policy makers; Need for Major Research Infrastructure · First two-yearly rotation in Governing Council membership (mid-2007); No need for a specific large-scale research · Initiation of further cooperations with related infrastructure has been identified so far. ETP’s; Next Steps · Continuation of ETP information road show across the EU with focus on events in countries List of major milestones planned for 2007: not yet covered in 2005-06; · Delivery of more detailed research roadmaps for · Stimulation of further set-up or reinforcement of all key Thematic Areas, based on the thematic national platform activities. SRA’s; · Delivery of a joined research roadmap and implementation plan for ManuTex (Textile ETP- Manufuture Collaboration);
-103- Zero Emission Fossil Fuel Power Plants (ZEP) www.zero-emissionplatform.eu/website
Technology Platform Contacts Robert VAN DER LANDE, secretariat M Hans MODDER, secretariat Technical contact: Hans MODDER, [email protected] Tel: +31 70 387 7622
Administrative and Financial contact: Anton KOONSTRA, Price Waterhouse Coopers, Den Haag, The Netherlands [email protected] Tel: +31 70 342 6111 Commission Services Contacts Vassilios KOUGIONAS, DG Research, "Energy Production and Distribution Systems" [email protected] Tel: +32 2 295 7972
Vision Document A vision for zero emission fossil fuel plants. www.zero-emissionplatform.eu/website/library
Platform Launch Date December 2005
Strategic Research Agenda (SRA) Final 22 november 2006. www.zero-emissionplatform.eu/website/library
Overall Policy Objective To identify and remove the barriers to creating highly efficient power plants with zero emissions, which would drastically reduce the environmental impact of fossil fuel use, particularly coal.
Executive Summary of SRA
Experts agree that CO2 capture and storage Document outlines how we can accelerate the market technology (CCS), together with improved energy for zero emission power production. conversion efficiency, is a near-term solution to To this end, the Technology Platform for Zero reducing CO2 emissions from fossil fuel power Emission Fossil Fuel Power Plants (ZEP) generation on a massive scale. Its immediate recommends: deployment is therefore vital if we are to avoid the catastrophic consequences of climate change we 1. Urgently implementing 10-12 integrated, large- are facing today. scale CCS demonstration projects Europe-wide Yet despite most of the technology elements being · Improve the cost-effectiveness and available, CCS is still not deployed for two key availability of current CO2 capture reasons: technologies; optimise energy conversion efficiency when integrated into a power plant; 1. The costs and risks still outweigh the and bring to commercial readiness by 2020; commercial benefits; · Assess the full potential for CO2 geological 2. The regulatory framework for CO2 storage is storage, demonstrate its safety to the public not sufficiently defined. and understand/respond to their concerns; The Strategic Research Agenda therefore · Resolve all technological uncertainties and describes a collaborative programme of technology establish a critical mass of data for development for reducing the costs and risks of exploitation in parallel R&D projects. deployment ; while the Strategic Deployment
-104- 1. Developing new concepts already identified, · A secretariat that supports the activities of all but not validated, for demonstration by 2010- these bodies. 2015 and implementation beyond 2020, e.g. · Advanced new materials and combustion Platform Activities and Structures at systems; National Level · Storage in onshore, deep saline aquifers A mirror group has been formed that will be used to and CO for Enhanced Oil Recovery in the 2 develop structures at national level. North Sea. 2. Supporting long-term exploratory R&D into Openness and Transparency advanced, innovative concepts for implementation of next-generation technology The platform only recently finalised its strategic plans by 2050, e.g. (SRA and SDD), hence it has not yet had time to organise its outreach activities. Among the present · Innovative CO capture technologies 2 outreach activities: (membranes, adsorption etc.); · Website and newsletter; · Innovative concepts for CO storage. 2 · An annual general assembly; · Simple, reliable tools for long-term · Attendance of all major CCS-related events; modelling and monitoring of CO storage 2 · Formation of a taskforce on public acceptance. 3. Maximising cooperation at national, European and international level Cross-Platform Interactions · Mobilise national and European funding and explore new options for launching The platform is autonomous but there are interactions large integrated projects, such as Joint with other platforms, especially with the European Technology Initiatives; Steel Technology Platform (ESTEP) and the Hydrogen · Further promote international cooperation, and Fuel Cell Platform (HFP). A joint workshop has been organised with the latter in January 2007. especially with emerging countries such as China and India. International Cooperation Strengthening and accelerating R&D priorities to support the Strategic Deployment Document, ETP-ZEP is the only known effort to develop informed by experience from demonstration integrated CCS-solutions in which the whole value projects and parallel R&D projects on advanced, chain is involved (fossil fuel producers, utilities, innovative concepts. equipment manufacturers) and which aims at a broad range of technologies (pre-combustion, post- Budget / Financing combustion, oxyfuel). The SRA and SDD do state as recommendations that The finances needed for the implementation of the activities are deployed with respect to India, China. SRA have not yet been estimated. A rough Also contacts are being sought with industrial indication would be: countries that have relevant CCS-activities such as the · Implementation of 10-12 demonstration plants USA and Australia. announced (extra investment costs for CCS on top of normal power plant for each Deployment Strategy demonstration plant: € 250 million): € 2,5 billion. A Flagship Programme and a public- CCS is still not deployed for two key reasons: private partnership are foreseen. 1. The costs and risks still outweigh the commercial · Research for new concepts: € 200 million; benefits. · Exploratory research: € 50 million; 2. The regulatory framework for CO2 storage is not · Maximising cooperation: p.m.; sufficiently defined. · Strengthening priorities: p.m. Hence the deployment strategy has the following The financing of these costs has not yet been objectives: investigated. · Kick-starting the CO2 value chain with urgent short- and long-term commercial incentives; Internal Structures put in Place by the · Establishing a regulatory framework for the Platform geological storage of CO2; · Gaining public support via a comprehensive public · The Advisory Council, consisting of 24 people, information campaign; originating from industry, public research and NGO’s, with the main tasks of guidance and · Establishing robust RD&D funding under the FP7 approval of all activities of the platform, wit a (see Strategic Research Agenda). chairman and three vice chairmen; The specific action plan to implement these objectives · An executive body, consisting of the chair and is still being developed. the 3 vice chairs of the AC, responsible for the daily decisions; Need for Major Research Infrastructure · Working groups and taskforces, whose The need for a large scale research infrastructure is members are appointed by the AC, who carry still under debate by the platform. out specified tasks; · A coordination group (CG), who coordinates the activities of the working groups/taskforces Next Steps and prepares the meetings of the AC; The roadmap for 2007 is still under development · A Mirror group, consisting of representatives of further to the advisory council meeting of 14 March MS, who supports the activities of the platform; 2007.
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European Commission
EUR 22706 – Third Status Report on European Technology Platforms – At the Launch of FP7
Luxembourg: Office for Official Publications of the European Communities
2007 – 130 pp. – 21.0 x 29.7 cm
ISBN 92-79-02529-5
KI-NA-22706-EN-C 025297 89279 9 7