Development of TECHNOLOGY PLATFORMS

STATUS REPORT

Development of TECHNOLOGY PLATFORMS

Report compiled by a Commission Inter-Service Group on Technology Platforms

February 2005

Interested in European research? RTD info is our quarterly magazine keeping you in touch with main developments (results, programmes, 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://europa.eu.int/comm/research/rtdinfo/index_en.html This report was compiled by a European Commission Inter-Service Group on Technology Platforms. Following on from the publication of the report (dated 21 September 2004, EUR 21265) “Technology Platforms: from Definition to Implementation of a Common Research Agenda”, it provides information on the current status of many of the technology platforms in respect of the three stages of their development which were outlined in that report, as well as on some recent proposals for new platforms. The report does not however represent any official position of the European Commission, nor do its contents prejudge any future Commission proposals in the research area or in other areas of Community policy. EUROPEAN COMMISSION

Directorate-General for Research Directorate B – Structuring the European Research Area

EUROPEAN COMMISSION

STATUS REPORT

Development of

TECHNOLOGY PLATFORMS

Report compiled by a Commission Inter-Service Group on Technology Platforms

Directorate-General for Research February 2005 Directorate B – Structuring the European Research Area

Europe Direct is a service to help you find answers to your questions about the European Union

Freephone number:

00 800 6 7 8 9 10 11 LEGAL NOTICE

Neither the European Commission nor any person acting on behalf of the Commission is responsible for the use which might be made of the following information.

The views expressed in this publication are the sole responsibility of the author and do not necessarily reflect the views of the European Commission. A great deal of additional information on the European Union is available on the Internet. It can be accessed through the Europa server (http://europa.eu.int). ISBN 92-894-8985-5 © European Communities, 2005 Reproduction is authorised provided the source is acknowledged. Printed in Belgium PRINTED ON WHITE CHLORINE-FREE PAPER

STATUS REPORT


Table of Contents

Page 1. Introduction………………………………………………………………..3 2. Technology Platforms - concept confirmed……………………………4 3. Confirmation of the role of the European Commission ………………5 4. Next steps ………………….……………………………………………..5 5. Structure of the individual status reports……………………………….6 6. Concluding remarks………………………………………………………7 ANNEX 1: Detailed status reports on individual technology platforms ANNEX 2: Information on some more recent technology platforms under development

3

STATUS REPORT


1. INTRODUCTION In their report1 entitled “Technology Platforms: from Definition to Implementation of a Common Research Agenda”, the European Commission services provided information on the rationale, concept and state of play of technology platforms.

Technology Platforms: Overall Concept Stakeholders, led by Industry, getting together to define a Strategic Research Agenda on a number of strategically important issues with high societal relevance where achieving Europe’s future growth, competitiveness and sustainability objectives is dependent upon major research and technological advances in the medium to long term.

That report also presented summarised information on each of the then existing or planned technology platforms, including the names of contact persons from the platforms themselves, as well as from Commission services. In this respect, the Commission services have opened a specific web-site2 on technology platforms where this information can be accessed on-line and where more comprehensive information on many of the platforms can be found, through direct links to their individual web-sites. Finally, the Commission services noted the ways in which the implementation of Strategic Research Agendas being defined within technology platforms could potentially be supported under the forthcoming 7th RTD Framework Programme (FP7). The present report represents a first review of the progress of many of the existing and emerging technology platforms in respect of the following three stages of their development: STAGE 1: Stakeholders getting together in order to establish their “vision” for the future development of the field concerned and to set up the technology platform; STAGE 2: Stakeholders define a Strategic Research Agenda setting out their common views on the necessary medium to long term research, development and demonstration needs for this technology; STAGE 3: Implementation of the Strategic Research Agenda - for which, in many instances, it is anticipated that significant public and private investments will need to be mobilised. 1 EUR 21265 (21, September 2004): www.cordis.lu/pub/technology-platforms/docs/tp_report_defweb_en.pdf 2 www.cordis.lu/technology-platforms

4

2. TECHNOLOGY PLATFORMS - CONCEPT CONFIRMED With more than a year’s experience now of the development of many of the technology platforms, the concept which was outlined in the previous report of the Commission services has been largely confirmed, as have the principal characteristics of technology platforms and the key factors for success.

Technology Platforms Factors for success

Industry-led with growth and competitiveness goals (Lisbon objectives and beyond)

Flexibility: no “one size fits all”

Openness and transparency*: clear rules of participation

Wide stakeholder involvement (industry, public authorities, research community, regulators, civil society, operators, users and consumers)

Real Community added value - significant benefits for a wide range of policies (environment, transport, energy, information society etc.)

Strong commitment of national authorities Operational focus from an early stage Consider financial aspects at an early stage Mobilisation of a range of public and private funding sources (National,

regional and private research funding, Community Framework Programmes, Structural Funds, EIB, EUREKA).

Education & Training ; dissemination

In this context, during 2004, the Commission services, usually upon the invitation of the industries, authorities or organisations concerned, have participated in over 60 meetings, seminars or other events at which the general concept, rationale and state of play on the technology platforms have been addressed. Discussions have been held in these fora with a very wide cross section of concerned stakeholders (industry, Member States authorities, research institutes and federations, universities etc.). It is important to note that the Commission has no unique decisional role in respect of whether or not to set up a technology platform. Rather, it is for all the interested stakeholders, with the high involvement of the main industries concerned, to decide whether or not to go ahead.

*The issue of openness and transparency has been identified as of crucial importance for the successful development of technology platforms. At a seminar held on 15, December 2004 in Brussels, the industrial leaders of the existing and emerging platforms committed themselves to respect a voluntary code of conduct on openness and transparency. For their individual platforms, they will set and make public clear and transparent rules of participation (including rotation of members in key bodies) and ensure full transparency (web-site, conferences, reports and other documentation).

5

3. CONFIRMATION OF THE ROLE OF THE EUROPEAN COMMISSION In the course of the development of the technology platforms, the Commission services have clarified that:

The Commission is not the “owner” of technology platforms, nor is it directing the way in which they are undertaking their activities.

The Commission is however encouraging this bottom-up, industry-led approach to defining medium to long-term research needs through:

Its active participation as an observer in many of the platforms;

Playing a guiding role where necessary;

Providing limited Community financial support for operational entities (for example a Secretariat) to some of the platforms where their objectives and activities correspond closely with the thematic areas of the current 6th RTD Framework Programme (FP6); and

Maintaining the Community’s sponsoring role through the continued funding, where appropriate, of collaborative research projects in many of the areas concerned.

Whilst not bound by the views of technology platforms, the Commission services are closely co-ordinating their activities in this area, monitoring developments on an ongoing basis and, where appropriate, using their deliverables in the course of developing research policy.

4. NEXT STEPS In the near term, the work of technology platforms will provide a significant input to developing the Commission’s proposal for FP7, given that it is anticipated that:

The majority of the Strategic Research Agendas (SRAs) being defined within technology platforms are expected to be suitable for support through the main, existing collaborative research instruments which will be maintained under FP7. In this context, the Commission will put forward proposals for thematic domains under FP7 on the basis of a thorough analysis of those areas where support at European level is most needed. It will be important therefore to ensure ongoing coherence between the definition of the SRAs and the thematic priorities for collaborative research.

A specific new mechanism is envisaged to be introduced in FP7 which will enable coherent, large-scale structures, to be known as “Joint Technology Initiatives” (JTIs) to be set up, in order to support the implementation of a part of a limited number of research agendas which are of such an ambitious scale that they will require the mobilisation of very high public and private investments, as well as huge material and human research resources.

6

In the period leading up to the adoption of the Specific Programmes for FP7, ongoing, close account will be taken of the detailed SRAs defined by the technology platforms. In this context, it can be noted that the Commission is actively following the key developments on the various technology platforms (in respect of stakeholder commitment, deployment strategy, financial engineering, implementation plans, education and training actions etc.).

5. STRUCTURE OF THE INDIVIDUAL STATUS REPORTS In Annex 1, detailed fiches on many of the individual platforms are included. These have been drawn up by the Commission services concerned, in close collaboration with the key stakeholders in the individual platforms. The fiches are structured into the three stages of development of technology platforms and include, to the extent available, information on the following aspects: Stage 1: Stakeholders getting together

How the platform was / is being set up and its formal launch Stakeholder profile (main industries, academic community, financial

community, NGOs, regulatory bodies, consumers and users, public authorities etc.)

Structure and governance Activities (participants, Community support etc.)

Stage 2: Stakeholders define a Strategic Research Agenda

Methodology Timing, updating Summary content and structure Strategic approach (short, medium and long-term research needs, alignment

of the SRA to competitiveness and other Community policies, deployment strategy)

Consensus building, consultation process Interests of public authorities (Member States, “Mirror” groups, European

Commission, other EU Institutions) Budget and financial engineering (estimated costs for implementation of the

SRA, public and private contributions, leverage of private investment, potential implementation mechanisms)

Communication strategy (openness, transparency, communication, documentation)

Education and training issues

Stage 3: Implementation of the Strategic Research Agenda Operational focus / concrete projects (scale of research effort underway,

notable projects already brought within the platform framework) Industrial orientation Commitment of stakeholders (industry, public authorities, financial community

etc.) Outlook towards building a long-term public-private partnership

7

Since the publication of their previous report, some more recent technology platforms have been brought to the attention of the Commission services. These are included in Annex 2 of this report. 6. CONCLUDING REMARKS The technology platforms approach has, in general, been taken up with great enthusiasm by the stakeholders concerned. The experience to date has been largely positive and, as demonstrated by the wealth of valuable information on their development which is annexed to this report, technology platforms promise to have a very significant influence on the shape of Europe’s technological future and thus to make a significant contribution to boosting growth and competitiveness. The process however is still evolving and most of the platforms have much work ahead of them in the months to come. For their part, the Commission services are convinced of the great potential benefits from the activities of the technology platforms and, in particular, of the appropriateness of defining industrial research needs in this consensual and bottom-up manner. They will therefore further intensify their efforts to facilitate this process in the run up to FP7 and provide under FP7, where appropriate, the necessary support for the implementation of the Strategic Research Agendas.

_____________________________

8

ANNEX 1

Detailed Status Reports on Individual Technology Platforms

New technologies leading to radical change in a sector, if developed and deployed appropriately and in time:

HYDROGEN AND FUEL CELLS (HFP)

EUROPEAN NANOELECTRONICS INITIATIVE ADVISORY COUNCIL (ENIAC)

NANOMEDICINE (Nanobiotechnologies for Medical Applications)

Reconciliation of different policy objectives with a view to sustainable development:

PLANTS FOR THE FUTURE

WATER SUPPLY AND SANITATION (WSSTP)

PHOTOVOLTAICS

SUSTAINABLE CHEMISTRY

GLOBAL ANIMAL HEALTH

ROAD TRANSPORT RESEARCH ADVISORY COUNCIL (ERTRAC)

RAIL RESEARCH ADVISORY COUNCIL (ERRAC)

WATERBORNE TP (supported by ACMARE, Advisory Council on Maritime R&D in Europe)

New technology based public goods or services with high entry barriers, uncertain profitability, but high economic and social potential:

MOBILE AND WIRELESS COMMUNICATIONS (eMobility)

INNOVATIVE MEDICINES FOR EUROPE

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:

EMBEDDED SYSTEMS (ARTEMIS)

ADVISORY COUNCIL FOR AERONAUTICS RESEARCH IN EUROPE (ACARE)

EUROPEAN SPACE TECHNOLOGY PLATFORM (ESTP)

New technologies applied to traditional industrial sectors:

STEEL

FUTURE TEXTILES AND CLOTHING (ETP-FTC)

MANUFUTURE - Future Manufacturing Technologies

CONSTRUCTION TECHNOLOGY (ECTP)

9

The European Hydrogen and Fuel Cell Technology Platform (HFP) Web-site: www.HFPeurope.org Commission services contact: Mr Bill Borthwick, DG Research Technology Platform Secretariat: Mr Alfons Westgeest ([email protected])

(tel: +32 2 774 96 52) Vision Document : Hydrogen Energy and Fuel Cells – A Vision for Our Future (June 2003):

http://www.europa.eu.int/comm/research/energy/pdf/hlg_vision_report_en.pdf Overall Context The recent volatility of oil prices and the unprecedented growth in energy demand from developing industrial nations underline the immensity of the global energy challenge – securing abundant, sustainable and affordable energy for all the world’s citizens, whilst maintaining stable economic growth. Energy is key to almost all human work and leisure activity, to wealth creation, and above all, to improving health and welfare. Europe’s energy supply is today characterised by structural weaknesses and geopolitical, social and environmental shortcomings, particularly as regards security of supply and the threat of climate change. The introduction of alternative transport fuels - anticipating peak oil production - is especially challenging. Meeting these challenges requires radically new energy carrier and converter technologies.

Hydrogen and fuel cells are key future technologies that may lead to a paradigm shift in the way that energy and power will be produced and delivered. Mastery of these sustainable energy technologies will contribute strongly to mitigating the forecast huge growth in anthropogenic greenhouse gases (that may cause catastrophic climate change) and pollutant emissions, creating at the same time very substantial new opportunities for economic growth. Consequently, the European Initiative for Growth introduces hydrogen and fuel cell projects as part of the “Quickstart” Programme. These include large projects on GHG emission-free production of hydrogen (HyPOGEN) from fossil energy sources, and the application of fuel cells in sustainable hydrogen communities (HyCOM). To effect such a paradigm shift in the face of massive locked-in investments is a major and complex task, with potentially large socio-economic consequences. Market forces alone are insufficient to initiate the necessary structural changes - transformation of traditional industries as well as creation of new businesses and the commercial and regulatory framework within which they operate. The Technology Platform is a coalition of willing stakeholders seeking to secure EU leadership in hydrogen and fuel cell technologies through achieving consensus and collaboration on key political, technical and market deployment issues, including:

• setting performance targets, priorities and timelines for an integrated technology development programme embracing research, technological development and demonstration - aniticipating deployment .

• consistent programme planning and implementation, promoting enhanced cohesion, applications and infrastructure synergies and fostering excellence in research and innovation

• stimulating effective and durable public-private partnerships to build critical mass and establish new value chains to develop and validate innovative new technologies;

• building an interface with the EU, Member States and Regions for developing coherent technology development programmes, transition pathways and the regulatory and policy environments conducive to deployment

• a structured education and training programme tailored to meet evolving human resource requirements at all levels of the value chain.

10

STAGE 1: Stakeholders getting together Initiation of the platform In October 2002, on the initiative of the European Commission, a High Level Group was set up. This Group of very senior, mainly industrial personalities presented a vision report to a major conference held in Brussels in June 2003 presided over by President Prodi and featuring a keynote address on the US hydrogen programme from US Secretary for Energy, Spencer Abraham. The key recommendations of this conference – including the establishment of a European “partnership” - were endorsed by the Commission in September 2003. In December 2003, the Technology Platform Advisory Council was established and the platform was formally launched at its first General Assembly held in January 2004 - a high profile event also presided over by President Prodi and involving upwards of 400 stakeholders.

Stakeholder profile The HFP has an open and accessible structure allowing the participation of all active stakeholders, including: hydrogen and fuel cell equipment and component manufacturers (including system integrators for automotive, stationary and portable power applications; energy companies, hydrogen production and supply, and utilities); technical and socio-economic research providers, including academia; representatives of user/ consumer associations, cities, regions, Member States non-governmental organisations and civil society; European Commission.

Structure and Governance The HFP is steered and monitored by an Advisory Council of 36 senior management level members (Chair: Jeremy Bentham, Shell Hydrogen) representing the whole spectrum of stakeholders. In the interests of maintaining dynamics and efficiency, a six-person Executive Group has been appointed from its members to assist the chair. The Advisory Council’s role is to further develop the vision for the High Level Group and provide overall direction and co-ordination for the various platform steering panels and initiative groups – in consultation with the Member States’ Mirror Group.

The Member States Mirror Group was established in February 2004 and currently includes representatives from 17 MSs, 2 ACCs and 3 EFTA countries. The main roles of the group are to deepen co-operation among Member States with a view to promoting the European Research Area and to enhance communication between technology acquisition and policy-making. An associated ERA-Net Co-ordination Action on hydrogen and fuel cells, aimed at coordination and possible joint implementation of national programmes, is now operational and provides co-ordination and logistics support to the Mirror Group.

Two Steering Panels have been established to define a Strategic Research Agenda and Deployment Strategy, which will provide the basis for driving forward the platform activities over the coming years. The panels have a working membership of around 50 and 30 stakeholders respectively.

Specific Initiative Groups are established as necessary to address key issues facing the hydrogen and fuel cell community: the lack of trained personnel at all levels of the value chain is dealt with by the Education and Training IG; the need to identify business development opportunities, build effective supply chain structures, and explore funding the different phases of business development (including through public-private partnerships) is addressed by the Finance and Business Development IG; the question of hydrogen safety, and the urgent need for a regulatory framework and globally harmonised standards is tackled by the Regulations, Codes and Standards IG; the need to engage the public in the hydrogen debate and raise overall awareness and understanding is taken up by the Public Awareness IG. Other groups may be established on an as-needed basis as the HFP’s activities develop.

The “beating heart” of the technology platform comprises the projects, initiatives, networks and structures that are actively working in the field of hydrogen and fuel cells – the Platform Operations. The aim is to have the widest possible European participation in the HFP to ensure that the currently fragmented RTD effort in Europe is efficiently harnessed to achieve the vision of the platform.

Enabling mechanisms are being developed to create dynamic interactions between the multitude of projects and initiatives.

The General Assembly of the HFP is a forum for all participants in the technology platform, to ensure shared ownership and a common vision. The GA helps ensure that projects and initiatives both exchange information and results and are steered in the right direction to contribute to achieving the overall platform vision.

11

An independent Secretariat facilitates the various processes of the technology platform and provides its management, administration and information and communication functions. Since May 2004, the Secretariat has been financed by a FP6 Specific Support Action. The secretariat manages the platform website.

A Project Team co-ordinating the activities of Commission services in relation to the technology platform has been fully operational since October 2003.

Overview of the activities of the platform Over 200 participants are already directly involved in the technology platform’s working groups, all contributing on a voluntary basis and meeting their own participation costs. In addition to the 25 or so physical meetings held so far in 2004, most of the work is carried out virtually, by e-mail and teleconference. This represents a considerable collective effort of the order of magnitude of 2000 person-days per annum. The Commission’s financial contribution to the operation of the HFP (excluding research funding) amounts to 1.77 M€ over a two year period (covering 100% of the costs of the Secretariat).

The Platform Operations, contributing RTD input to the HFP, have been significantly strengthened in 2004 with the commencement of a series of key FP6 Integrated Projects and Networks of Excellence worth some 200 M€ in total (public and private investment). As a result of further FP6 calls for proposals in 2004 and 2005, an additional investment of 250-300 M€ is envisaged on hydrogen and fuel cells. This will boost the deepening of the European Research Area and further expand the activity of the technology platform operations.

_________________________________________________________________________________ STAGE 2: Stakeholders define a Strategic Research Agenda (SRA) Overview The Strategic Research Agenda (SRA) provides a strategic outline for a realistic research programme to stimulate investment in research, mobilize stakeholders and ensure that European competencies are at the forefront of science & technology worldwide.

The SRA provides a prioritised 10 year research programme, a well-founded mid-term strategy until 2030 and a long-term strategic outlook until 2050. The SRA defines priorities for investment in R&D in the context of Europe’s strengths and weaknesses and later industrial exploitation. It takes into account the need for closing the loop between R&D and demonstration, and will recommend appropriate funding mechanisms and actions at the different levels of the community (EU, national, regional).

In parallel with the establishment of the SRA, a Deployment Strategy (DS) is being elaborated, which defines interim milestones, based on industrial development cycles, to meet an ambitious projected market scenario in 2020 (the “2020 Snapshot”). The SRA and DS are closely interlinked and will, in a second phase, be merged into a single integrated strategy for hydrogen and fuel cells in Europe.

Current status Working drafts of the Strategic Research Agenda and Deployment Strategy are available and are currently the subject of consultation with the HFP Advisory Council and Member State Mirror Group.

They will be finalised by end-2004 and published as “Foundation” documents. In the first quarter of 2005, the SRA and DS will be merged to produce an integrated strategy, which will be presented to the HFP General Assembly on 17-18 March 2005. Following validation by all stakeholders at the assembly, revised documents will be issued and be considered as “Reference” documents.

Methodology The SRA Steering Panel met in six Working Groups: Hydrogen Production, Hydrogen Storage and Distribution, Stationary Applications, Transportation Applications, Portable Applications and Socio-economics. These six working groups met several times – both physically and virtually - using both tele- and internet conferencing.

In consultation with the HFP Advisory Council, around 50 participants were selected to actively contribute to the elaboration of the SRA draft. Draft documents are made publicly available via the Internet as soon as practicable, allowing a wider stakeholder input. Once endorsed by the Advisory Council, the SRA and DS will be widely validated at the 2nd HFP General Assembly.

12

Strategic approach and content Whilst merchant hydrogen has long been produced by the industrial gas and petro-chemical sectors, fuel cells and use of hydrogen as a consumer fuel are new. There are no established industrial structures or supply chains, and many of the potential stakeholders have long established competing businesses with substantial locked-in investments. Hydrogen and fuel cells may in this context be viewed as disruptive technologies. Whilst it is possible to agree a long term scenario in which they gradually replace conventional fuels and energy conversion based on combustion, it is very complex to reach consensus on how to make a smooth transition from today’s energy systems. The platform SRA and Deployment Strategy are mobilising stakeholders to confront this difficult challenge and develop a coherent strategy and “Roadmap” for transition pathways.

For each of the six principal topic areas mentioned above, the working groups have provided detailed analyses of technology challenges, research priorities, performance and (where applicable) cost targets. This is provided in detail for the short to medium term (2005-2015). A qualitative perspective is provided for the 2030 horizon and also a broad “vision” for 2050. The research priorities developed in the SRA draw on EU policy for sustainable development - addressing applications of hydrogen and fuel cells that can contribute strongly to energy supply security, mitigating climate change, and reducing air pollution. This is reflected in the coverage of stationary, and especially transport end-use sectors, which are largely responsible for the negative externalities associated with energy production and consumption. A section on portable applications is included, both because there are common generic materials technologies and also because portable consumer devices (lap-tops, phones, portable tools) is a sector of huge economic significance. The portable sector therefore impacts strongly on EU industrial competitiveness and economic growth.

Each of the six topic areas is treated in a consistent and systematic manner, and provides a review of the main technical challenges for components and systems, the basic research needs, identification of cross-cutting issues between applications areas, the appraisal of the strategic benefits for EU and concludes with specific recommendations for research. Recommendations for budget share for the principal technologies within each sector are provided on a percentage basis – both for the near term (1 to 5 years) and the medium term (6 to 10 years).

A special section is devoted to highlighting cross-cutting issues. This is especially important for this new technology, which will be deployed initially in niche markets. It is therefore vital to identify synergetic applications for components, systems as well as shared infrastructure – thus maximising opportunities for volume production, which is essential to achieving cost reductions.

The Strategic Research Agenda and Deployment Strategy together outline a technology development pathway comprising integrated research and demonstration which builds on current activities and which is also aligned with the concepts set out in the Hydrogen “Quickstart” Projects HyCOM and HyPOGEN.

Budget and financial engineering The budgetary implications of introducing hydrogen as an energy carrier are immense (capital investment in the order of hundreds of billions of euros over a 20-30 year timescale). It is envisaged that the total budget required for RTD and D will amount to some tens of billions of euros and is currently the subject of analysis and planning within the Technology Platform at the level of the SRA and Deployment Strategy Steering Panels. In addition a special Finance and Business Development Initiative Group has been set up specifically to examine financial engineering aspects for public-private partnerships, debt financing for downstream developments and leveraging other public funding sources such as regional support. Recommended percentage allocations of budget to priority research topics have been developed in the SRA for the period 2005-2015.

To put required funding levels in perspective, US and Japanese public R&D spend is currently running at around $250-300m per year, with a rising trend. The EU and member states will have to match this in order to stay competitive. China is reportedly spending in excess of $100m per year, which is comparable to the Framework Programme spend.

Although the SRA and DS recommendations for absolute funding levels remain to be confirmed, it is considered that to address the RTD and demonstration priorities with sufficient critical mass, and to continue to progress actions under the HyCOM and HyPOGEN Quickstart Projects, a five year programme with a dedicated budget in the order of 1 to 1.5B€ will be required.

13

It is therefore envisaged to launch a Joint Technology Initiative – a strategically managed activity, integrating collaborative RTD, demonstration and validation, possibly with obligations to embed/link actions for training, support for innovative SMEs, and for building international co-operation. The JTI would provide an integrated funding framework to ensure overall balance and consistency and would embody the concept of a Public Private Partnership(s) to advance the SRA and DS – applying the usual funding rules for RTD and Demonstration and complying with competition rules. It will also develop actions under the HyCOM, HyPOGEN Quickstart Projects - with around 40% public funding (EU, member states, regions) and leveraging an additional 60% from private sources (industry, loans - possibly with guarantee). It is considered that establishment of a Joint Technology Initiative would act as a catalyst to leverage further substantial private investment in RTD&D.

Related activities:

Radically new Hydrogen and Fuel Cell energy systems require substantial human resources with new skills to, design, build, operate and maintain them. The Education and Training Initiative Group is currently developing an education plan –-structured in phases - identifying evolving educational needs at all levels of the value chain. The requirements for training of researchers should reflect the implementation of the SRA and be co-ordinated through the Joint Technology Initiative. An initiative group for Promoting Public Awareness is currently being established. The general public need to be informed of the benefits hydrogen can bring and that, although hydrogen is classified as hazardous, it is routinely handled by industry today, and that the safety risks, though different from today’s energy carriers, are nevertheless manageable in the public domain.

STAGE 3: Implementation of the Strategic Research Agenda Current status Even though the formal HFP Strategic Research Agenda has not yet been adopted, its implementation is already underway within the platform, in the context of current Platform Operations. Indeed, the platform is being built up from ongoing and new projects, clusters and networks in the Commission’s Framework Programme and in Member States. All EC funded hydrogen and fuel cell projects fall within the framework of the technology platform and are being assimilated and steered towards contributing to the HFP’s goals.

The platform has also been a key influence behind the concerted effort that has been made to achieve a greater coherence to the Commission’s research and demonstration activities in the field of hydrogen and fuel cells, through the organisation of joint and co-ordinated calls for proposals in 2004.

As a result of these calls, involving the Thematic Priorities “Aeronautics and Space”, Nanosciences, Nanotechnologies, Materials and New Production Technologies”, “Sustainable Energy Systems” and “Sustainable Surface Transport”, an additional investment of 250-300 M€ is envisaged on platform-related hydrogen and fuel cells research and demonstration.

In the Sixth Framework Programme (2002-2006), over 30 projects have already been funded in the field of activity of the HFP, representing a total investment (public and private) of around 200M€. Details of the projects can be found at:

http://europa.eu.int/comm/research/energy/nn/nn_pu/article_1078_en.htm

Whilst most of the projects deal primarily with technology development, several are of key strategic importance to the deployment of hydrogen and fuel cells. Two of the most significant examples are:

HyWAYS – “The development and detailed evaluation of a harmonised European hydrogen energy roadmap”. This Integrated Project will form the basis of the road-mapping activity of the technology platform and will interact closely with its various advisory bodies.

HySAFE – “Safety of Hydrogen as an Energy Carrier”. This Network of Excellence brings together experience from various industrial fields (automotive, gas and oil, chemical and nuclear) to improve and co-ordinate the understanding of hydrogen safety, providing crucial input to the future development of harmonised regulations and standards.

14

Technology bottlenecks such as cost and performance of fuel cells are being addressed in projects such as FURIM and Real-SOFC. Fuel cell power units for vehicle traction and auxiliary power are being developed in HyTRAN. On-board-vehicle hydrogen storage, a key challenge, is the subject of much effort, including in the project StorHy. A transition solution to hydrogen distribution – key to mass market uptake – is the subject of NATURALHy which is investigating the safe limits to mixing and distributing hydrogen in natural gas pipelines. These research projects are complemented by demonstration activities such as ZERO-REGIO, demonstrating hydrogen fuel cell cars with 700bar storage and PREMIA - an action studying cost-effectiveness of measures to introduce alternative motor fuels.

There are also a number of significant national and regional initiatives in the EU. These include the French fuel cell network PACO, the Nordic Hydrogen Energy Foresight involving Scandinavian countries, the Berlin Clean Energy Partnership, and a number of regional networks and initiatives in Baden Wurtemburg, Bavaria, and Nord Rhein Westphalen, as well as in Lombardia and the Grenoble regions. The alignment of national and research programmes and regional initiatives to reflect the vision of the technology platform is also underway. The MS Mirror Group is a key body with the platform structure, bringing together representatives of national research programmes to contribute to the platform’s objectives. The setting up of the HFP and its Mirror Group led directly to a FP6 ERA-Net project (HY-CO), which commenced in October 2004 with 21 partners from 17 countries, with the specific goal of networking and co-ordinating national R&D activities to establish a durable European Research Area for hydrogen and fuels cells.

A number of ongoing Fifth Framework Programme projects are also contributing to the goals of the technology platform and the intention is to actively seek to bring national, regional and local projects and initiatives, as well as privately-funded industrial RTD, within its framework. The EIHP project has strongly contributed to initiating regulatory and permitting processes for vehicles and fuelling infrastructure.

The CUTE and ECTOS projects which together demonstrate 30 hydrogen fuel cell buses and different hydrogen production pathways (including renewable sources) is the biggest hydrogen vehicle demonstration worldwide. The project Virtual Fuel Cell Power Plant is exploring intelligent distributed generation of domestic heat and power – integrated with the electricity grid.

These projects establish Europe as one of the leading players in the development of hydrogen and fuel cells technologies.

Commitment of stakeholders Several of Europe’s major industries in the oil, gas, automobile, power and transport sectors are devoting high-level human resources within the framework of the various groups of the HFP. Moreover, in agreeing to the SRA and DS, they will be effectively committing themselves to the direction in which hydrogen and fuel cells research in Europe should go in the next decades.

In terms of research effort related to the technology platform, the 30 or so projects financed in the first half of the Sixth Framework Programme assemble over 300 partners from 27 countries, drawing on the efforts of over 1000 researchers in the field of hydrogen and fuel cells.

Discussions on the implementation of the SRA at different levels (European, national, regional, industrial) have commenced and should generate firm conclusions by Spring 2005. The level of commitment of resources that stakeholders may be willing to contribute to large-scale public-private partnerships remains to be confirmed.

Future outlook The transition to a future hydrogen economy in Europe represents a unique and massive challenge, which can only be met through a concerted effort of all stakeholders in a supportive political environment. The long-term public benefits of such a paradigm shift in the energy system must be weighed against the scale of the technological challenge, the fledgling nature of the hydrogen and fuel cell industries and the huge vested interests and sunken capital in the current energy system. Change will not come about by market forces alone and cannot be left to industry. A strong public push is therefore required, pointing unequivocally to the need for the creation of effective and committed long-term public-private partnerships operating within a constantly evolving public policy framework that can provide the necessary incentives for the large-scale deployment of maturing technologies.

15

Considering the magnitude and complexity of the technical and commercial challenge for hydrogen and fuel cells, the impending squeeze on fossil energy sources, the irreversible effects of global climate change, and the need to draw together new combinations of stakeholders to create new, competitive supply chains, there is a strong case for establishing Public-Private-Partnerships (PPPs) addressing key technology challenges. These PPPs could be strategically managed under the umbrella of a Joint Technology Initiative (JTI) established to maintain close strategic alignment between upstream, more basic research and the highly focused downstream effort on prototype technology development and validation, which is an essential precursor to large scale roll-out. An integrated RTD and Demonstration strategy is elaborated in the SRA and the Deployment Strategy through interdependent milestones, timelines, and technical performance thresholds. The JTI “umbrella” avoids the dispersion effect resulting from “bottom up”, largely unstructured, uncoordinated mechanisms.

An integrated, managed activity focused on timely delivery of robust technologies will ensure:

• Implementation of RTD&D according to the SRA and DS targets and timelines, closing the loop between RTD&D to accelerate the development cycle and foster uptake of innovative technologies;

• All research projects and demonstration actions conform to stringent hydrogen safety standards and contribute to establishing best practice for safety and security - facilitating regulations and permitting;

• Results are benchmarked against conventional technologies and incorporated into future prospective models to evaluate cost-effectiveness of avoided CO2 and economic viability of hydrogen production pathways;

• Creation of SME partnering opportunities with OEMs to foster innovation and build new value chains;

• Education and training initiatives are aligned with evolving needs of hydrogen research, demonstration and deployment and geared to meet growing human resource requirements;

• A managed communication programme draws together all activities to inform the public on safety, security, planning and progress and capable of reacting to new issues as they arise;

• Effort builds on existing actions to design a technology development portfolio of RTD and demonstration projects aligned with business objectives and investment cycles to create opportunities for new jobs and economic growth.

The platform is therefore moving towards a consensus that the Hydrogen and Fuel Cell Technology Platform could be a candidate for a future Joint Technology Initiative to be set up within the framework of the EU’s forthcoming FP7. In this context, the platform’s Advisory Council Chairman has recently written to the European Commission to register its interest in this direction.

The JTI would embody a flexible, open PPP concept to implement the SRA and DS through strategically managed, collaborative RTD for applied research, integrated with downstream demonstration effort and the introduction of pilot research infrastructure concepts e.g. projects founded on clean fossil and renewable hydrogen supply and delivery (HyCOM, HyPOGEN, “Lighthouse” project concepts). These PPPs may be established with certain obligations to embed supporting activities on communication, education and training and SME partnering, etc., to ensure direct “hands-on” relevance. Various options for open, flexible structures and governance of a Hydrogen JTI are under consideration, with industry playing a leading role. A Governing Board and Programme Office would oversee strategy and implementation in conjunction with the Commission – possibly through large Integrated Projects. There is also scope for establishing Joint Undertakings in certain more focused, downstream activities.

16

ENIAC (European Nanoelectronics Initiative Advisory Council) Web-site: http://www.cordis.lu/ist/eniac Technology Platform contact: Mr Livio Baldi, STMicroelectronics Commission services contacts: Mr Heico Frima, DG Research,

Mr Michel Hordies, DG Information Society Vision Document : Vision 2020 Nanoelectronics at the centre of change http://ftp.cordis.lu/pub/ist/docs/eniac/nanoelectronics_vision2020.pdf http://ftp.cordis.lu/pub/nanotechnology/docs/e-vision-2020.pdf

Overall Context: Platform rationale To strengthen the competitiveness of the European nanoelectronics industry as a strategic enabler for the knowledge-based economy, by further developing the high-tech know-how required to master own technology solutions in high added-value areas and to stay in the race with the US and Asia.

Given the high costs involved and the scarcity of resources available, a co-ordinated approach among the various actors will enable European industries to remain at the forefront. An effective initiative at EU level will have an impact of significant size due to the leveraging effect of this enabling technology.

Platform objectives To master the revolutionary transition from micro- to nanoelectronics in order to:

- secure global leadership in research - reinforce competitiveness of European industry - serve the future demands of European society - increase highly skilled employment - make the Information Society technologically feasible and economically affordable

STAGE 1: Stakeholders getting together How the platform was set up

In June 2003, a high level group of representatives from industry and research organisations met with Commissioners Busquin and Liikanen to discuss the need for a major initiative on nanoelectronics in Europe, advising the setting-up of a Technology Platform. The group met 2 more times (in February and June 2004) to produce a Vision 2020 document.

Formal launch - date and event 29 June 2004 : publication and presentation of the Vision 2020 document in a press conference by Pasquale Pistorio, CEO STMicroelectronics, and Commissioners Busquin and Liikanen.

Stakeholder profile

Semiconductor industry in Europe (Infineon, Philips, STMicroelectronics, AMD, Freescale, IBM), equipment manufacturers (Aixtron, ASML, Unaxis), designers (ARM), system integrators (Bosch, Ericsson, Nokia, Thales), research institutes (CEA, CNRS, CSEM, Fraunhofer, IMEC, NMRC, VTT). Participation of Public Authorities (Member States, other states, regions) in preparation.

Structure and Governance

Steering Committee composed of 12 members: 7 from industry, 1 from research organisations, 1 from Eureka/MEDEA+, 1 from Public Authority, 2 from Commission. Chairman: P. Pistorio, CEO STMicroelectronics, and 2 vice-chairmen: F. van Houten, CEO Philips Semiconductors and W. Ziebart, CEO Infineon. Mirror Group of Public Authorities and Working Groups on SRA, organisation and regulations to be launched in December 2004.

17

Overview of activities of the platform 3 high level group meetings with 20 participants and 2 Commissioners 1 workshop on Vision 2020 with 29 participants Presentation of Platform at IST Conference in Den Haag, November 2004 Kick-off meetings of Steering Committee and Mirror Group in December 2004 First draft of the SRA to be developed in 1st quarter 2005

STAGE 2: Stakeholders define a Strategic Research Agenda (SRA) Methodology - Working Groups involving relevant stakeholders in specific domains - Conferences to present and discuss results

Timing, updating - First draft SRA to be developed in 1st quarter 2005 - Revision planned every 2 years

Summary content and structure - enabling technologies pushing the limits of integration density (miniaturisation: “more of Moore”) - enabling technologies pushing the limits of integration variety (diversification: “more than Moore”) - System integration in a Package - design platform - application domains enriched by nanoelectronics (safety and security, education and entertainment, communications, health, mobility)

Strategic approach - competitiveness is key: actions must be industrially relevant - SRA to align with ITRS (international roadmap) for all elements in scope - SRA to explore opportunities emerging from nanosciences - short-medium term research (3-10 years): deployed through mainly industrial funding - exploratory research (7-20 years): deployed through mainly public funding - infrastructures: virtual centres of excellence specializing on different topics - regulatory policies: IP ownership, ESH (environment, security, health) issues

Consensus building - all main categories of stakeholders are represented in the Steering Committee - SRA development is conducted through wide consultation events

Interests of public authorities - Mirror Group gathers all interested Member States - Public Authorities, Eureka, European Commission represented in the Steering Committee

Budget and financial engineering - yearly investment required in R&D estimated at 6 B€ - 2/3 – 1/3 private/public split seems appropriate in average - costly infrastructures need to be supported - contributions from Framework Programme collaborative research funding - contributions from intergovernmental, national and regional programmes funding - possibility of setting up a Joint Technology Initiative to be investigated

Communication strategy - website available - stakeholders are expected to gather and organize themselves around a key representative of their specific domain of interest - all produced documents should be made public

Education and Training - need for interdisciplinary education (new materials, high pace of innovation) - motivate young people towards scientific careers - promote exchange of students among countries - promote industry-university exchange - increase the participation of students in research project

18

STAGE 3: Implementation of the Strategic Research Agenda Operational focus / Concrete projects - future research efforts and infrastructures to be determined on the basis of the SRA when available - existing contributions to the nanoelectronics R&D actions: * IST strategic objective “pushing the limits of CMOS and preparing for post-CMOS” * IST future and emerging technologies * NMP nanotechnologies and nanosciences * IST-NMP nanoelectronics and nanophotonics * Eureka MEDEA+ cluster programme

Industrial orientation The Platform is industrially-driven and concentrates on industrially-relevant topics.

Commitment of stakeholders Commitment of stakeholders is expressed in Vision 2020 and in efforts to contribute to the definition of the SRA. Commitment to implementation is seen as a joint private/public effort.

Outlook towards building a long-term public-private partnership To be determined according to the options retained for the implementation of the SRA.

19

NanoMedicine - Nanotechnologies for Medical Applications Technology Platform contacts: Dr. Ottilia Saxl, [email protected]; Prof. David Williams,

[email protected].; Prof. Costas Kiparissides, [email protected]; Dr. Patrick Boisseau, [email protected];

Commission services contact: Uta Faure, DG Research ([email protected]) Overall Context: NanoMedicine is an emerging and quickly moving field with strong fragmentation and a lack of coordination. The need for a ETP has been identified by external stakeholders in order to:

Establish a clear strategic vision in the area, to identify research priority areas, to set up a strategic research agenda, to mobilise public and private investment, to alleviate fragmentation in nano-medical research and to strengthen innovation in nano-biotechnologies for medical use.

STAGE 1: Stakeholders getting together How the platform is being set up / Stakeholders profile

• A strategic group of key stakeholders (big industry and SMEs, research centres, hospitals, reinsurance company, universities, EIB, industrial associations, coordinators of large projects in the area, different Commission services) has been invited by the Commission to:

• Investigate whether there is a need for a Technology Platform in nanomedicine,

• Identify priority areas,

• Start the set up of a vision document with wider consultation.

It is expected that the group will be enlarged mainly by industry after the official launch and will have the following profile identified by the stakeholders already now: Large industry and high-tech SMEs, industrial associations, research centres and universities;

Hospitals, patients’ organisations (NGOs) as stakeholders for the civil society, Insurance companies, financial institutions like EIB, standardisation organisations like CEN, other interested stakeholders such as the specialised press. All Member States are interested as well as the Associated States and several regions as e.g. Thône-Alpes (F) and Towns, e.g. Münster (D).

• Formal launch planned for Autumn 2005

• There will likely be a forum of stakeholders, a steering group (limited participants, possibly rotating), a “Sherpa” support group, a secretariat, MS mirror group and several working groups (when possible partly common or coordinated with the working groups of other related ETPs or other instruments).

• An exploratory meeting was held with a group of strategic key stakeholders on 6 October 2004 to investigate the need for a Technology Platform in NanoMedicine, to-identify priority areas and to start the set up of a vision document with wider consultation. Seen the very favourable and unanimous reaction of the participants, a consultation process within the group took place in order to come up with a first draft vision document by beginning of December 2004.

• A second meeting with a small group of authors of the draft vision document will take place beginning of January 2005 to discuss an advanced draft and prepare a version for a meeting on 24 January 2005 with the whole initial group.

• The document will be put forward for a full consultation on the web(*) in order to result in a vision document countersigned by the most important key stakeholders in NanoMedicine. It will be used for launching officially the platform in autumn 2005.

• Meanwhile the consensus and participation of the broadest possible spectrum of stakeholders is searched.

(*) subject to acceptance by the stakeholders’ group

20

Other relevant issues The published vision document will be revised regularly during the life time of the platform and will serve as basis for the strategic research agenda to be defined by the stakeholders.

STAGE 2: Stakeholders define a Strategic Research Agenda (SRA) Methodology: To be drawn up after the adoption of the vision document. Timing, updating: End-2005 / Start-2006

STAGE 3: Implementation of the Strategic Research Agenda Operational focus / Concrete projects There is preliminary agreement that collaborative research projects will be carried out as well as ancillary actions needed to promote the industrial take-up and use of the new nanotechnologies, e.g. nomenclature, metrology, IPR, regulations, public awareness,…

Industrial orientation The ETP has a clear and recognised industrial orientation both in terms of participation and of its goals. Due to the highly innovative field, some industries “do not exist yet” but are spin-offs of current research projects.

Commitment of stakeholders At present, the commitment is shown by the fact that stakeholders participate and work actively without any specific financial support by the Commission. New requests for participation from industry arrive in our office.

Outlook towards building a long-term public-private partnership The field is favourable for public-private partnership research, technological development and industrial innovation initiatives. Hospitals represent a particular example.

21

Plants for the Future Web-site: http://www.epsoweb.org/Catalog/TP/index.htm Technology Platform contacts:

Karin Metzlaff at EPSO; Tel. +32-9-331-3950 e-mail: [email protected] or Simon Barber at EuropaBio, Tel: +32-2 735.03.13 e-mail: [email protected] Commission services contacts:

Waldemar Kütt; DG RTD; Tel.: +32-2-299-4145; e-mail: [email protected] and Indridi Benediktsson, DG RTD, Tel: +32-299-3137; e-mail: [email protected]

Vision Documen : Plants for the Future http://www.epsoweb.org/Catalog/TP/Plants%20for%20the%20future%20Oct.pdf] Overall Context: Platform rationale and objectives

The platform’s focus is on improving the safe exploitation of the genetic diversity in plants to:

• Produce better quality, healthy, affordable, diverse food offering consumers in and beyond Europe real options to improve their quality of life.

• Bring about environmental and agricultural sustainability, including biomaterials, bioenergy and renewable resources

• Enhance the competitiveness of European agriculture, industry and forestry STAGE 1: Stakeholders getting together How the platform was set up Following the March 2003 European Council conclusions, which specifically requested the establishment of a plant genomics technology platform, directorate RTD E organised, in co-operation with the agri-food board of EuropaBio and the European Plant Science Organisation (EPSO) a stakeholder meeting in July 2003. Subsequently, representatives of different stakeholders (research, industry, farmers, consumers, etc.) came together to discuss and develop a vision for European Plant biotechnology (Dec 2003-Genval; March 2004 Frankfurt). Formal launch

A final vision paper was adopted and launched at a press event on June 26, 2004 in Brussels, bringing together Research Commissioner Busquin, the Presidents of EuropaBio and EPSo and various other high-level representatives of stakeholders. Stakeholder profile The following stakeholders and associations have participated in the development and have endorsed the vision paper: agri-biotech, seed, food and chemical industries (associations: EuropaBio, ESA, CIAA, Cefic and companies DSM, BayerCropSciences, BASF);science community (EPSO ; INRA, Max-Planck, John Innes and various academies and scientists); farmers (COPA-COGECA), consumers (BEUC) and other stakeholders , such as TWAS, the Third World Academy of Sciences and ERA-PG, an ERA-NET on plant genomics. Broadening of stakeholder involvement to Member States, EP, Commission, financiers, etc. is foreseen for the development and deployment of the strategic research agenda.

22

Structure and Governance The platform is led by EuropaBio and EPSO, with a Commission representative in an advisory role, which make up the secretariat of the platform. An advisory committee representing those who have endorsed the vision document and major stakeholders at highest level provides broad advice and guidance to the platform. A steering committee of representatives of the major stakeholders steers and oversees the overall work and is the decision making body. It consists largely of the individuals that have been active in developing the vision paper and is open to involvement from other relevant stakeholders. Working groups have been established to develop the strategic research agenda. Member States mirror groups and policy groups to interact with the EP and EC are being developed.

A detailed overview of the activities of the platform can be found on the platform web site. STAGE 2: Stakeholders define a Strategic Research Agenda (SRA) Methodology 4 working groups have been initiated on the topics of Basic Research, Sustainability, Products and one on Horizontal Issues. Each group has a chair and a further 3-4 co-chairs and members responsible for writing of the SRA part and about 10-20 expert members. The 4 groups have held 2 days workshops in between early October and early November 2004 to identify the major issues within their respective theme. Basis research working group: chaired by Chris Lamb, John Innes Centre, Norwich, UK Products: chaired by Hans Kast, BASF, Europabio chair, Germany Sustainability: chaired by Jean-Claude Guillon, Limagrain, France Horizontal issues: chaired by Joachim Schiemann, Federal Biological Research Center for Agriculture and Forestry, Germany Further information on the members and experts of these groups can be found on http://www.epsoweb.org/Catalog/TP/TP_about.htm Timing, updating

First draft of SRA expected in March 2005; Consultations and refinement of agenda in the course of 2005 following discussions and consultation with all stakeholders. Final version and roadmap 2010 expected early 2006 Summary content and structure Not yet available

Consensus building:

Based on the input of the working groups, a first draft of a strategic research agenda will be elaborated early 2005. A first round of input will be through stakeholders represented in the steering committee and advisory council and through a web-based consultation. National Input from stakeholders will be both through national stakeholder meetings involving public and private actors and including European and national policy makers through specific mirror groups. Communication strategy

Drafts and intermediate revision of the SRA will be made available to relevant European and national organisations and institutions. In addition, these documents will be made available on request to every interested person. Registration is possible via http://www.epsoweb.org/catalog/TP/TP_responseform.htm. National stakeholder consultations will be organised from May 2005 onwards.

23

STAGE 3: Implementation of the Strategic Research Agenda Current status Although the strategic research agenda is not yet fully operational, first steps have been taken to take stock of ongoing European and national research activities, both public and private. In this context, stronger co-operation with larger network initiatives and projects are sought, in particular with the ERA-NET on plant genomics. Commitment of stakeholders All major European industries, from the biotechnology, seed, plant breeders, food, feed and other relevant sectors are strongly committed by devoting high-level human resources into the development of the strategic research agenda and active participation in the steering committee and the communication efforts. Future outlook In depth discussions with European and national policy makers on the implementation of the research agenda will start in April 2005, once the draft strategic research agenda is available. A roadmap 2010 will be develop after thorough consultations at European, national and regional level and should be available early 2006.

24

Water Supply and Sanitation (WSSTP) Web-site: www.wsstp.org Technology Platform contacts: Board Chair: Riku VAHALA, EUREAU, e-mail: [email protected] Secretariat: Mrs. Adriana HULSMANN, KIWA, The Netherlands, e-mail: [email protected] Commission services contact: Andrea TILCHE, Head of Unit, DG Research I.2 ‘Environmental Technologies and Pollution Prevention’ e-mail: [email protected] Vision Document: to be completed by December 2004 Overall Context: Platform rationale and objectives Access to safe water supply and sanitation is an essential prerequisite for sustainable socio-economic welfare and ecosystem protection, and one of the main challenges for Europe and the entire world in the 21st century. Existing technological approaches to water supply and sanitation are reaching their limitations in the light of increasing water scarcity and deteriorating quality. Meanwhile emerging water related environmental technologies face various barriers in their dissemination and adoption, thus limiting competitiveness and growth of the European water industry, historically a world leader in this area.

Therefore, the WSSTP objective is to strengthen the potential for technological innovation and competitiveness of the European water industry, of water professionals and research institutions through the development of a common strategic and visionary science and technological research agenda and a suitable implementation plan. These should encompass the need to meet European and global challenges, with due attention to specificities of regional demands for safe, secure and sustainable water supply and sanitation services for human societies and for the environment within the overriding principles of integrated water resources management.

STAGE 1: Stakeholders getting together How the platform was set up The communication on the “Environmental Technology Action Plan” (ETAP) identified water supply and sanitation technologies as one of the most promising sectors where technological progress can contribute to sustainable growth and employment, and thus as potential topic to be supported through a European Technology Platform. During the preparatory phase of ETAP, a Water Issues Group bringing together various stakeholders was constituted under the chairmanship of DG RTD and a scoping paper was prepared to this effect. This led to a first European stakeholder meeting in Brussels, between various Commissions’ services and major actors from the European water service industry, water technology providers, the research community, agencies and professional associations, where the decision to establish a Water Supply and Sanitation Technology Platform (WSSTP) was taken. Furthermore the appointment of a WSSTP Board was endorsed by participants with a mandate to coordinate the work towards the development of a vision document, a strategic research agenda and its implementation plan in the framework of an open consultation with the wider stakeholders’ base. Subsequently, also an EU Member States ‘Mirror’ Group was established bringing together policy makers from various governments to ensure coordination between the public and the private sector, and reinforce consultation at national level.

Formal launch The WSSTP was officially launched in Brussels on 28/05/2004 in the framework of the above-mentioned stakeholder meeting. The WSSTP has been also presented by DG RTD at one of the major international conferences organised by the International Water Association (“Leading-Edge Conference on Water and Wastewater Treatment Technologies”, Prague, Czech Republic, 03/06/2004). In the beginning of 2005, a large Stakeholder Event with the participation of high-level representatives of the water sector and of other social actors with strong interest in the water sector is currently under preparation.

25

Stakeholder profile The WSSTP brings together representatives from a wide range of stakeholders, currently including members of:

• Water Industry and Services • Water Professional Associations • Technology Providers • Scientific Community • European Agencies • National and International Water Associations • Financial Institutions EU Member States • European Commission services

The majority of WSSTP members represent European and national umbrella organisations.

Structure and Governance The WSSTP consists of following governance structure:

WSSTP Board: This is the coordinating, deliberative and decision-making body of the platform composed by 25 representatives from various stakeholders and the Commission services. (Secretary general: Mr. R.Vahala, EUREAU; President: to be nominated in December 2004).

WSSTP Secretariat: The Secretariat assists the WSSTP Board and provides the overall management and administrative support, including the facilitation of the work of the various WSSTP bodies.

WSSTP Stakeholder Forum: This is a consultative group open to the participation of all interested stakeholders aiming at increasing awareness and understanding of the work of the platform and promoting dialogue with wider audience and societal actors.

Four Thematic and one Horizontal Working Groups have been established to provide the necessary scientific and technical background to the development of the expected deliverables. Each working group has a chairperson, a rapporteur and a facilitator, and consists of 10-15 core members with relevant scientific and technological expertise plus a number of corresponding members providing additional expertise. Furthermore, professional mirror groups have been established in several EU member states to support the working groups and as means to disseminate information. More specifically the Working Groups and chairpersons are as following:

1. Water Management Tools (Chairperson: Dr. G. S. Rodenhuis, IAHR);

2. Urban and Rural Water Systems (Chairperson: Mr. R.Vahala, EUREAU);

3. Water for Industry (Chairperson: Dr. T.Vereijken, EUCETSA);

4. Water for Agriculture (Chairperson: Prof. M. Nawalany, Warsaw University);

5. Horizontal Working Group on cross-cutting issues (Chairperson: Prof. A.Wilderer, EASA)

WSSTP Member States Mirror Group: This group consists of regulators and policy makers from EU Member States, Candidate Countries and other Associated States to the Community Research Framework Programme activities. It extends the consultation process at national level and ensures an appropriate interface with related national programmes and other regional activities (Chairperson: Mr. R.Droop, Ministry of Environment, The Netherlands).

The European Commission, DG Research is also represented in the above groups. In addition, an EC inter-service group ensures dissemination of information and coordination between Commission services.

Overview of activities of the platform Up to December 2004, 5 Board meetings, 12 meetings of the various Thematic Working Groups (TWGs), and 2 meetings of EU Member States ‘Mirror’ Group’ have taken place involving already about 100 European experts from the various stakeholders. In addition, a website has been launched (www.wsstp.org) to facilitate dissemination of information, public consultation, intra- and inter-Working Group work. The major burden now lies with the WSSTP Secretariat and the Working Groups; the latter are already developing the first individual outlines of vision, strategic research agenda and implementation plans, for their respective thematic areas, in order to move forward stakeholder consultation and receive detailed feedback before proceeding with the production of the integrated WSSTP document.

26

DG RTD supports the dissemination of information on ETAP and on the TP concept to the various stakeholder groups, the promotion of the consultation process, the launching, facilitation and provision of a secretariat to the WSSTP at its initial stages. It also ensures that the results of relevant ongoing Community funded research projects and links to other Technology Platforms are taken into consideration by WSSTP and that the research topics identified in the work programme of the FP6 thematic sub-priority “Global Change and Ecosystems” supports the objectives of the platform. To this end, a dedicated Specific Support Action (SSA) has been included in the 3rd Call for Proposals.

Other relevant issues For the period before the end of 2004, beyond the on-going working sessions and synthesis of preliminary results, the WSSTP Working Groups are putting additional efforts at enhancing the stakeholder consultation basis in order to ensure an equitable geographical and stakeholder group representation with special emphasis on new EU Member States, civil society actors and stakeholders with international experience to reflect the need for more international cooperation commensurate with the nature of the challenges. The stimulation of participation of representatives from developing countries is thus part of those efforts.

E u r o p e a n C o m m i s s i o nCommunity Research

Global Change and Ecosystems – Environmental Technologies and Pollution Prevention

WSSTPHWG

WSSTP WSSTP StructureStructure

WSSTPBoard

WSSTPSecretariat

WSSTPMSMG

WSSTPTWG1

WSSTPTWG2

WSSTPTWG3

WSSTPTWG4

Stakeholders’Forum

National /regional initiatives

27

STAGE 2: Stakeholders define a Strategic Research Agenda (SRA) Methodology The methodology used for drawing up the Strategic Research Agenda (SRA) is based on a multi-stakeholders’ participatory approach, supported by focussed Working Groups, which assume the collection and synthesis of participating experts knowledge and wider stakeholders contributions, and the preparation of WSSTP documents.

Every Working Group has a chairperson, a facilitator responsible for organising and guiding the meetings and a rapporteur responsible for preparing supporting documentation and synthesis of the stakeholders’ contributions and any other relevant input from the consultation process. To ensure the required representation within the various Working Groups, members are nominated by the WSSTP Board on the basis of common criteria. All rapporteurs participate in a Drafting Group aiming at avoiding duplication, identifying inconsistencies between working groups, harmonising output formats and integrating the various sub-documents into a unified WSSTP document.

All documents are then presented to the WSSTP Board for further discussion and approval. To ensure a wider consultation and contribution, the documents produced by the various Working Groups are put to the platform’s dedicated internet based public forum available at the WSSTP website and are discussed at the Stakeholder Forum, ad hoc open stakeholders events, Member States Mirror Group meetings and events of the umbrella organisations represented in WSSTP.

Timing, updating The main indicative dates with regard to the development and updating of the Strategic Research Agenda and accompanying documents are as follows:

- End of January 2005: A first draft of the vision document, the strategic research agenda and the implementation plan of the 5 working groups shall be presented in an open stakeholder event.

- March 2005: On the basis of received feedback, a second draft WSSTP vision document, strategic research agenda and implementation plan of the 5 working groups shall be presented to the WSSTP Board for review.

- June 2005: Following the results of the review process, the final draft WSSTP synthesis document, including common vision, strategic research agenda and implementation plan shall be presented in a second open stakeholder event.

- August 2005: On the basis of received feedback, the release of the final WSSTP document shall take place including the WSSTP common vision, strategic research agenda and implementation plan.

Summary content and structure Currently, the various Working Groups are at the stage of concluding their individual contributions with regard to first draft vision documents, strategic research agendas and the implementation plans to be made available for consultations on the WSSTP website and to be presented in an open stakeholder event in the beginning of 2005; a summary synthesis of the contents of those reports is expected to be available at the end of January 2005. According to current discussions, the presentation structure of the final WSSTP document may conform with the following:

INTRODUCTION (WSSTP WORKING PROCEDURES, GROUP COMPOSITION/REPRESENTATIVENESS) SCOPE VISION (WHERE SHOULD THE EU BE IN 20-25 YEARS TAKING ACCOUNT OF THE INTERNATIONAL CONTEXT?; THEMATIC OBJECTIVES; DRIVERS: COMMON SET OF ASSUMPTIONS, NEEDS, BARRIERS AND CHALLENGES; CONTRIBUTION TO EU OBJECTIVES) STRATEGIC RESEARCH AGENDA (INCLUDING ROAD MAP FOR SHORT, MEDIUM AND LONG TERM ISSUES) IMPLEMENTATION PLAN IMPACT ASSESSMENT COMPLIANCE WITH IWRM PRINCIPLES LINKS WITH OTHER PLATFORMS AND RELEVANT ACTIVITIES ANNEXES

28

Strategic approach Within the WSSTP context, the term “water supply and sanitation technologies” encompass all water uses/demands for the human society (domestic, industry, agriculture etc.) and the environment within the framework of integrated water resources management. WSSTP members share the view that the strategic advantage for the European industry and water profession lies in the ability to conceive “system solutions” which address all water aspects in a balanced manner. Therefore, the WSSTP seek to promote more effective deployment of systems, processes, products and services taking into account institutional, socio-economic and governance frameworks. Preliminary work has already indicated a number of priority research areas in an aim to develop strategic focus for the various time frames (short/medium/long-term), as follows:

- Short-Term: Emerging water/wastewater treatment technologies for various water uses (municipal, industrial, agriculture, water reclamation and re-use, safe use of sludge, end-of-pipe, appropriate technology options for developing countries and small communities, water saving, energy-efficient desalination technologies including renewable energy sources etc.); Monitoring, control and automation of processes and networks; Technologies for maintaining and rehabilitating water and sewer networks; Ecological engineering; Research on the institutional frameworks, on market regulation and governance and on sustainable financing and pricing mechanisms; Early “benchmarking” to proof new concepts and new approaches.

- Medium-term: Decentralized systems complementary to or in replacement of the traditional centralized ones to adapt to different situations; Security issues; Reclamation and re-use concepts; Evaluation of externalities, environmental costs and opportunities , health impacts, development of indicators; Impact of climate change on urban water systems, mitigation and adaptation options; Source control of pollutants; re-engineering (rather than end-of-pipe), knowledge sharing, life-long learning and links into educational systems.

- Long-term: New sustainable concepts of integrated urban and peri-urban water management and for other forms of sustainable human settlements; reconnecting past cultures with the most advanced modern knowledge, incl. raising public knowledge about key sustainability issues.

The worldwide market for water and waste water amounted more than € 250 billion in 2002, and analysts anticipate an overall growth rate of 18% by 2005 and of 60% by 2010. Finance, technology portfolio, internationalisation and greater attention to users needs are among the major criteria for success in this highly competitive market. Quality deterioration and increasing scarcity of water resources appears as a key environmental factor influencing systems’ performance and the cost of various products, services and processes. Furthermore, the cost of building, rehabilitating, operating and maintaining water/wastewater related infrastructure ranks high at investment decisions at national, regional and local level, influencing the cost of essential public services and ecosystem protection.

Hence, adaptive, cost-effective and energy-efficient environmental water and sanitation technologies are more and more in demand, under increasing trends of integration of environmental externalities and energy aspects in the planning of water resources management. The strategic research agenda shall reflect upon all these challenges and suggest actions to promote strategic partnerships and joint resource allocation towards reinforcing the capacity of European water industry to this effect.

Water policy and regulation are major drivers for investments in the water supply and sanitation sectors. In particular the requirements of the Drinking Water and Urban Waste Water Directives – particularly for the new Member States - and the implementation of the Water Framework Directive will require massive investments in the water sectors of the EU 25, representing a considerable fraction of the Regional Funds, to upgrade and to extend water supply and sanitation systems and to bring water ecosystems to a good ecological and chemical status. The efficiency and cost-effectiveness of the implementation of relevant policies shall be heavily influenced by the availability and public acceptance of, and access to, improved technological tools; the WSSTP strategic research agenda takes into account the needs for policy implementation thus carrying the potential for providing an invaluable input to the strategic planning of the necessary interventions. The participation of government representatives in the WSSTP provides an interface for reflecting national priorities and disseminating results of relevant work. Furthermore, the WSSTP shall aim at supporting, and benefiting from, mutually supporting interfaces with the EU Water Initiative and European commitments towards the Millennium Development Goals.

29

Last but not least, it is also expected that the Strategic Research Agenda shall provide valuable feedback with regard to wider discussions on the orientations of the 7th Community Research Framework Programme and suitable implementation instruments.

Consensus building These are pursued through the following:

- WSSTP Board, EU MS Mirror Group and Working Groups: The WSSTP setup provides for intensive interaction of key stakeholders also in close consultation with EU Member States, under the common aim of arriving at a result reflecting wider consensus of stakeholders from the public and private sector and civil society.

- Stakeholder events: For a wide scale consultation of interested stakeholders, two Stakeholder events will be organised, the first one in early 2005 during which the first platform outputs shall be officially presented, and a second one around mid-2005 when the WSSTP documents are nearly finalised.

- Web based information and public forum: Any interested stakeholder will be able to find information about the platform, its mission and activities on a dedicated website: www.wsstp.org, participate in consultations and/or the planned six discussion forums, one for each working group and one for general issues For each discussion forum a contact person from the Secretariat will be appointed; received contributions will be fed back into the respective working groups and analysed by the ‘rapporteurs’.

Interests of public authorities Various European umbrella organisations representing public and private sector are members of the WSSTP. A Member States Mirror Group bringing together representatives from various European governments is an integral part of the platform. Commission services participate in the WSSTP stakeholder and Board meetings; DG RTD is a member of the Board.

Budget and financial engineering This type of information shall be detailed in the WSSTP implementation plan, and gradually enriched in detail on the basis of the review and feedback from the stakeholder consultation process. The implementation of the strategic research agenda can take partially place through FP instruments and funding resources. However, special emphasis shall be given to the set up of joint undertakings or any other structure of public-private partnership necessary for the efficient execution of research, given the level of challenges and requirements ahead, and the ensuing need to enhance the critical mass of knowledge, necessary financial resources and interfaces for translating knowledge to applied practice.

Communication strategy All produced interim and final documents, and other information material shall be made publicly available through dissemination in stakeholder events and through WSSTP website (www.wsstp.org), including consultations taking place in the web based public forum. In addition to the website, an electronic newsletter will be produced regularly and an information brochure on the WSSTP shall be widely disseminated.

Education and Training The WSSTP has already identified the promotion of technological ingenuity and public awareness worldwide as an essential step towards removing barriers that limit the potential diffusion of water supply and sanitation technologies. Beyond traditional training disciplines, the use and development of water supply and sanitation technologies refer to a wide range of disciplines (nanotechnology, biotechnology, ITC etc) which shall be effectively integrated to support water related education and training. In addition the increasing interdisciplinary requirements for water related technological research is an issue which shall receive due consideration in WSSTP strategic agenda. Within this objective, the role, needs and orientations of education and training within the various thematic areas of the WSSTP shall be specifically addressed, and reflected in the contribution of the Horizontal Working Group.

Key outstanding issues Discussions are taking place with regard to the optimal ways for the WSSTP to integrate in its Strategic Research Agenda issues relevant to the achievement of the water-related Millennium Development Goals given the important political commitments undertaken in this area by the EU and its Member States, i.e. EU Water Initiative and EU Water Facility.

30

STAGE 3: Implementation of the Strategic Research Agenda Operational focus / Concrete projects Research and technological development activities in FP5 invested a budget of about 100 M€ in water technology areas. FP6 showed a spread of water technology related topics among few priorities with an initial overall allocation of financial resources much lower than FP5. After the approval of the Environmental Technology Action Plan, new and more substantial actions on Water Technologies have been introduced in the FP6 Work Programme of Priority 6.3 “Global change and ecosystems’. Three relevant FP6 Integrated Projects (one under negotiation and two under evaluation) will connect with the platform; they relate to Drinking Water Technologies and Systems; Integrated Urban Water Management and with Water Stress conditions.

Industrial orientation

The European water sector is a major economic player (1 % of the EU15 GDP) that also generates many positive impacts from a social, economic and environmental perspective. In recent years, the turnover of this sector (about € 80 billion in the EU) grew by an average of 5% per year compared to 2.5% for the average growth of the economy. Also employment in this sector grew faster than the turnover, at a rate between 6 and 7% per year. European water enterprises are world leaders in delivering water services, while European technology providers and engineering companies have to face an increasingly strong competition at the global level. European research on water technologies is of very good quality, but the sector’s research expenditure still remains low in comparison to the dimension of the water market. Technology providers and water service companies have strong interest in the Platform and see the advantage of joining efforts for increasing their competitiveness on the world market.

Commitment of stakeholders Stakeholders have demonstrated their commitment though their voluntary participation and contribution to the establishment of the WSSTP. EUREAU, the organisation that groups most of the European Water Utilities serving 400 Million people, and EUCETSA, the organisation that groups 900 European Environmental Technology providers, have a leading role in the Platform. Stakeholders’ participation in the WSSTP activities has been up to now based on voluntary contributions and own funding and is expected to continue in this mode.

Outlook towards building a long-term public-private partnership Stakeholders participating in the WSSTP, share a common understanding that only a very broad public-private partnership may put together the critical mass of willingness and resources to face with one of the most critical challenges of the new Millennium.

The water and sanitation sector is characterised by the dualism of dealing with an essential public good and public health, as demonstrated by public investment programmes; at the same time it necessitates investment in highly-skilled human resources, continuous integration of innovative technologies and efficient management structures. Therefore, it has been traditionally among the main areas in Europe, and around the world, where corporate management of public water utilities or public-private partnerships, have been adopted as one of the potential strategies to sustainable water resources management.

The vast requirements for future research investment are likely to follow the same dual pattern given on one side the need for improved regulation and optimisation of investment of scarce public funds in this area to address essential societal and environmental needs and on the other side the private sector need to ensure higher level of competitiveness and sustainable performance in an evolving context, while maintaining profitability.

31

The European Technology Platform on Photovoltaics Web-site: http://europa.eu.int/comm/research/energy/photovoltaics/introduction_en.html http://forum.europa.eu.int/Members/irc/rtd/pvtrac/library?l=/whatssnew/whatssnew&vm=detailed&sb=Title

Technology Platform contacts: Emiliano Perezagua Gil Director of Operations ISOFOTON S.A. C/Montalban, 9 28014 Madrid, SPAIN Tel : +34 9 14147830 Fax : +34 53 11 007 email : [email protected] http://www.isofoton.com

François Demarcq General Manager ADEME 27 rue Louis-Vicat 75737 Paris Cedex 15, FRANCE Tel : +33. 4 93 95 79 00 Fax: +33. 4 93 65 31 96 email : [email protected] http://www.ademe.fr

Commission services contacts: Dr. Georges Deschamps European Commission DG Research J3 (CDMA 5/169) B-1049 Brussels Office: Rue du Champ de Mars 21, Brussels Tel: 32-2-2951445, Fax: 32-2-2994991 Email : [email protected]

Mr. Pietro Menna European Commission DG Transport and Energy D2 (DM24 03/116) B- 1049 Brussels Office: Rue De Mot 24, Brussels Tel: +32-22-954512 Email : [email protected]

Mr. Alexandre D’Angelo Administrator European Commission, DG Enterprise and Industry E1 (AN88 5/4) Office: Rue d'Arlon 88 Tel.: +32 2 299 17 28 Email : Alexandre.D’[email protected] Vision Document : “A Vision for Photovoltaic Technology for 2030 and beyond” see http://europa.eu.int/comm/research/energy/pdf/vision-report-final.pdf

32

STAGE 1: Stakeholders getting together Creation of a stakeholders’ High-level group During 2002 and 2003 informal contacts were taken between Commission and stakeholders and in December 2003, the Photovoltaic Technology Research Advisory Council (PV-TRAC) was formed under the initiatives of former Commission Vice-President Loyola de Palacio and Philippe Busquin, former European Commissioner for Research. The Council included 18 members representing the major European PV stakeholders.

Formal launch of the PV-TRAC The meeting of the Council on 4 December 2003 was chaired by Commissioner Busquin with the participation of 17 Members of PV-TRAC.

Stakeholder profiles: PV Industries: SHELL-Renewables, Isofoton, Würth-Solar, FEE Construction industry: NCC Sverige Architects: WGA Vanreeth, Dunster & Co Governmental Organisations : ADEME Utilities : Energia Hidroelectrica de Navarra Research Institutes: ECN, Fraunhofer-ISE, IOFFE Institute Academia: Polish Academy of Science International cooperation: International Energy Structure and Governance The PV-TRAC approved the Terms of reference of the European Platform and established a set of internal rules for operation during the first phase (Dec 2003-Sept 2004).

The Commission provided secretarial support to the Council during that period.

The Advisory Council met 6 times between December 2003 and September 2004 to prepare the “Vision Report” including a Strategic Research Agenda.

Overview of activities of the platform Under FP5 about 80 PV RTD projects were carried out on material development (40%), Systems and integration (20%), Standardisation (6%), Demonstration (22%) and ERA related activities (12%).

Coordination and support to Networks and Centres of Excellence included the following:

PV-NET, preparing a PV Research Roadmap; PV-EC-NET coordinating European and National PV RTD programme; PV-NAS-NET, PV-CENTER, PV-EST and CEPHOMA for structuring RTD between EU15 and the 10 New Member States.

Under FP6 in 2003 were selected three Integrated projects (FULL-SPECTRUM CRYSTAL-CLEAR and PV-MIPS), five STREPs and one Coordinating Action (PV-CATAPULT) with the objectives of developing the most promising technologies and overcoming non-technical barriers for PV in an integrated and coordinated way.

The work packages of the FP6 projects cover the following topics:

New generation of photovoltaic materials, cells and modules for very high efficiency Low-cost, high-efficiency, reliable PV modules based on Silicon technologies Investigate the use of organic materials for photovoltaics to achieve very low-cost cells Develop compact PV systems with very high concentration Improved integration of PV in Buildings Demonstration of low-cost integrated grid-connected PV systems. Development of high efficiency bi-facial silicon solar cells Optimisation of solar collection in southern Europe

33

Other relevant issues Creation of a PV ERANET, improving the coordination of National and European programmes building on the results of PV-EC-NET and PV-NAS-NET.

A European collaboration for PV deployment through socio-economic studies, performance assessment and dissemination of PV and hybrid technologies

PV Technology Platform Structure

STAGE 2: Stakeholders define a Strategic Research Agenda (SRA) Methodology used to draw up the SRA: It was decided from the start that the PV-TRAC would include the SRA as the third chapter of the “Vision” report. The first chapter examines the status of photovoltaics in a general context and the second chapter proposes a Vision of PV looks for 2030 and beyond.

The following steps:

a) Presentation of the draft “Vision” Report by PV-TRAC to the Commission: 2 July 2004 b) Public consultation for comments via the Europa site: http://europa.eu.int/comm/research/energy/photovoltaics/vision_report_en.html July - September 2004: c) Public Conference: “Future Vision for PV: A Vision for PV Technology for 2030 and beyond” 28 September 2004, Brussels: 200 participants d) Call for Experts of Steering Committee and Working Groups: December 2004

Strategic approach: PV has many attractive features as a sustainable source of energy, however it is still expensive compared to other electricity sources. PV investment costs are falling as a result of ongoing research and continuous improvement and the PV market has grown by more than 30 % per year over the past 10 years helped by favourable regulations.

The objective of the Commission White Paper on the promotion of renewable energies to increase the installed generating capacity of PV to 3 GW by 2010 will probably be achieved. However, the amount of electricity produced represents only a very small share of the total EU electricity market. This situation will remain so unless more ambitious measures are taken and commitment is needed to overcome the remaining technical and non-technical barriers.

National Programme Mirror Group

Steering Committee

PV Secretariat

Policy

& Instruments

Group

Information Promotion

Education & Market

Deployment Group

Science, Technology

& Applications

Group

Developing Countries

Group

34

Technical developments should be accompanied by socio-economic research related to wider public awareness and acceptance, training programmes for installers and harmonisation through European codes and standards. The establishment of the Photovoltaic Technology Platform is seen as a necessity for creating the conditions for a technology break. Overcoming the technical, legal and socio-economic obstacles to increase the uptake of this sustainable energy is necessary to create a winning situation for Europe’s industry and society, contributing to the security of the European Union’s energy supply.

Consensus building European partnerships between PV Industry and Research were well established from the past Framework Programmes and at National level. This was the base for the platform.

The PV-TRAC Members represent the key PV stakeholders and have a long experience of collaborative research projects at European level. The consensus was reached over the last 12 months between PV-TRAC and the PV stakeholders with through meetings and workshops: e.g. at the PV European Conference in June 2004 in Paris where more than 2000 participated.

A public consultation for comments on the “Vision” report was opened on Internet prior to the 28 September 2004 Conference.

Interests of public authorities Under FP5 a coordination action between managers of PV national Research programmes was initiated (and extended to the New Member States) to prepare for a consensus building on PV Research policies and this is now consolidated into an ERA-NET under FP6.

The PV platform activities take into account the following EU Energy and Environment policies and directives under implementation :

a) The White paper 1997: objective is to increase the share of Renewable Energies from 6% to 12% of gross consumption by 2010 (including 3 GWp of PV by 2010)

b) The “Energy Directive on Electricity produced from Renewable Energy Sources (RES) 2001” with a target of 22% share of Renewable EU electricity production by 2010.

c) The “Energy performance of buildings Directive” 2002: to certify buildings, including on-site renewable electricity generation (i.e. building-integrated PV panels)

d) The EU commitment to the “Kyoto Protocol” 1997 : to reduce greenhouse gas emissions by 8% from 1990 to 2010

Budget and financial engineering at organisational level The coordinating action PV-CATAPULT started on 1 December 2003; the budget of 1.7 MEuros for support to the Advisory Council and the future Steering Committee and Working GroupsThe Secretariat‘s budget currently under negotiation is estimated at maximum 650 kEuros for the next 4 years.

The budget for the implementation of the SRA has not been evaluated but it will be covered partly by the FP6 EC budget and partly by the stakeholders (between 50 and 65 %).

Communication strategy Two internet sites were open in 2003 and 2004, one on CIRCA (forum of the Advisory Council) and one on DG RTD Energy for general information on the PV platform.

http://forum.europa.eu.int/Members/irc/rtd/pvtrac/library?l=/whatssnew/whatssnew&vm=detailed&sb=Title http://europa.eu.int/comm/research/energy/photovoltaics/introduction_en.html

35

The Europa pages include information on:

Links to CORDIS and Commission sites General information on PV Summaries of PV projects and topics Announcements of Conferences and Workshops Minutes of meetings and presentations of the PV Conference, Brussels, 28/09/04 Established links with other Technology Platforms Links to different research programmes Promotion of PV in RE Newsletter

PV-TRAC and the preparation of the Vision report

A Media event was organised on PV and Biomass in Uppsala on 16 November 2004, where 35 journalists participated and from which 16 newspaper articles were produced so far.

Education and Training Organisation of a Master’s Degree in Renewable Energy

Presentations at Summer Schools

Advanced training of researchers, research managers and industrial executives as well as technicians from SMEs (suppliers and installers) and potential users as part of Integrated Projects

Key outstanding issues

A tentative list of Research areas to be covered when implementing the SRA has been drafted and should be discussed in the Working Groups and Steering Committee.

The Final Vision Report will be presented to the Research Commissioner and published in January 2005.

36

Technology Platform on Sustainable Chemistry Web-site: www.cefic.org (a dedicated website will be launched shortly)

Technology Platform contact: Mr Frank Agterberg: (e-mail: [email protected]; tel: +32 2 676 73 87)

Commission services contact: Mr Andrea Tilche, DG Research (e-mail: [email protected]; Tel: +32 2 299 63 42)

Vision Document: European Technology Platform for SUSTAINABLE CHEMISTRY: The vision for 2020 and beyond (will be available from the website). A consultation process will continue, while also widening the stakeholder base involved, with the aim of producing a final vision document in early 2005.

Overall Context: The establishment of a European Technology Platform for Sustainable Chemistry aims to boost chemical research, development and innovation in Europe.

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:

• the development of leading-edge advances in environmentally respectful, energy efficient, resource efficient processes and product technologies in three main technology innovation areas: Industrial (white) biotechnology, Materials technology and Reaction and process design

• research activities that address key aspects of health-safety-environment impacts

• actions that may allow identifying and addressing major barriers to innovation

STAGE 1: Stakeholders getting together How the platform is being set up The Technology Platform for Sustainable Chemistry is a joint initiative of Cefic (European Chemical Industry Council), EuropaBio (The European Association for Bioindustries) facilitated by DG Research. It has been set up in close dialogue between the partners following contacts starting already in 2002, and upon a formal invitation from Commissioner Philippe Busquin in November 2003.

Formal launch The platform was officially announced during an event in Brussels on 6 July 2004, in presence of Commissioner Busquin. The launch document developed by Cefic and EuropaBio in consultation with the Commission can be downloaded from: http://www.cefic.org/Files/Publications/ETP_sustainable_chemistry.pdf.

Stakeholder profile The Platform consists of a network of strategic and intellectual alliances that bridge academia, industry, regulators and relevant stakeholders, to foster the whole innovation process from idea to product launch. Cefic and EuropaBio have led a process of consultation among these, which still goes on, and which contributes to the necessary networking activities.

Technical solutions to unsolved problems can only be achieved by close collaboration between academic and industrial research, therefore first rate academic partners as well as research councils, in particular through relevant ERA-NETs such as ERA Chemistry and ACENET play a pivotal role in the activities of the platform.

Industrial partners from across the value chain have a key role in relaying their demands for new chemistry. Innovation framework matters can only be effectively addressed by close engagement with policy makers and regulatory bodies.

Platform structure and governance A high-level ‘Advisory Council’ (AC), consisting of a limited number of high level representatives from industry, government including the European Commission, academia and other key stakeholder organisations, will serve as the Platform’s board; the AC is on the point of being established.

37

Three working groups will coordinate the three main technology areas:

• Industrial biotechnology • Materials technologies • Reaction and process design

Moreover, a horizontal working group is being set up, which takes care of barriers and constraints to innovation, dealing with “New Technology” Communications, Testing Alternatives, Socio-economic impacts and Health, Safety and Environmental issues.

A mirror group, consisting of representatives of Member States and eventually of additional stakeholder organizations, is being set-up upon the initiative of the Dutch Presidency. It will allow coordination with national initiatives and projects, ensure a two-way flow of information from and towards the (sub-) platform(s), and act as a discussion forum for Member States. The mirror group may articulate its work addressing sub-sector-specific issues.

The Platform will be supported by a Platform Secretariat. The platform structure will be further developed through a SSA recently submitted, in which EC funding of a permanent secretariat is sought.

Proposed organisation structure for the Technology Platform

Overview of activities of the platform

• The launch document has been used in a wide consultation process.

• A working group has set up a draft vision document, presented in the first stakeholder workshop in Brussels on 9 November 2004.

• A working group on Industrial Biotechnology is already in an advanced stage of producing a vision document and a Strategic Research Agenda.

• 3 more working groups (on Materials technologies, Reaction and process design and Horizontal issues, respectively) are currently being set up.

• Member states mirror group is also currently being set up.

• The activities of the platform will be published widely through the Cefic dedicated website.

Advisory Council

Industrial biotechno-logy sub-Platform

Platform Secretariat

Horizontal Issues group

Materials Technology sub-Platform

Reaction & Process Design sub-Platform

Member States Mirror Group

38

STAGE 2: Stakeholders define a Strategic Research Agenda (SRA) Methodology Based on the launching and vision documents, a broad consultation of interested stakeholders and major experts in the field is being carried out. This consultation is providing material for the discussion in the Working Groups that will lead to the identification of the main future research challenges and subsequently to a road mapping exercise.

Timing, updating The first draft SRA of the White Biotechnology working group is going to be ready by the end of November 2004. Draft documents from the other Working Groups are expected by the end of January 2005. This timetable should allow having a consolidated overall draft vision and SRA ready by the end of February 2005.

Summary content and structure The technology sub-Platforms collate initial Strategic Research Agendas (SRAs), organized along the following research areas:

• Industrial biotechnology: Novel enzymes and micro-organisms, metagenomics, Fermentation science, Metabolic engineering and modelling, Performance proteins and nanocomposite materials, Microbial genomics and bio-informatics, Biocatalyst function and optimization, Biocatalytic process design, Innovative down-stream processing, and Integrated bio-refineries.

• Materials technologies: Nanotechnology, Design, Synthesis, Modelling, Characterisation, Manufacturing, and Products.

• Reaction and process design: Catalysis, Synthetic organic chemistry (use of water as solvent, supercritical solvent technology, ionic liquids, and new synthetic methodologies).

• Horizontal issues: Risk assessment methodologies, Chemical safety, Risk communication, Alternatives to animal testing.

In addition, there are many cross-cutting factors that need to be addressed, such as: Education and skills, Knowledge and technology transfer mechanisms, Research infrastructures and engagement in EU research funding programmes including researchers’ mobility, Engagement and alignment with relevant other (EU) initiatives, Access to venture capital, Congruence between effective regulation and stimulation of innovation, Building confidence in new technologies and promoting their acceptance by the general public.

Strategic approach The vision is that enhanced chemistry research and innovation, in particular in key areas of industrial (‘white’) biotechnology, materials technology and reaction & process design, will lead to breakthrough chemical product and process innovations that add value because of customers’ recognition, and support an increasingly eco-efficient and competitive EU Chemicals industry in the next 15-20 years.

The platform contributes to the implementation of the Lisbon (competitiveness) and Gothenburg (sustainability) strategies, as well as to ETAP. As also emphasised in the “Kok report” (Facing the challenge – the Lisbon strategy for growth and employment, November 2004) on growth and employment in the EU, the framework conditions of the Chemistry sector need to be improved to enable deployment of newly developed technologies and employment in Europe.

Consensus building The Industrial Biotechnology working group has engaged with its key stakeholders and has finalised its vision activities. The other working groups are so far less advanced.

A consultation process on the vision document involving all stakeholders, including consumer and environmental NGOs and the general public, is under way, and will be followed up from the platform website shortly.

Interests of public authorities A Member States Mirror Group is being set-up on the initiative of the Netherlands. This will allow co-ordination with national initiatives and projects, ensure a two-way flow of information to and from the sub-Platform(s), and act as a discussion forum for Member States.

39

Necessary contact and/or collaboration with other EC funded initiatives are ensured, both with current and planned Thematic Priority projects (in particular priorities 1, 3, 5 and 6), JRC activities and relevant ERA-NETs (such as ERA-Chemistry and ACENET). Also, all relevant European institutions have been involved. Budget and financial engineering Not yet addressed by the Platform. Communication strategy The Platform will operate as a transparent structure and its openness will be a key to achieving public trust. Building confidence in new technologies and promoting their acceptance by the general public will be an important part of the platform activity. The activities of the platform are publicised widely, amongst others through a dedicated website to be set up by Cefic in the nearest future.

The Member States’ Mirror Group will also ensure alignment with relevant national Programmes and establish inventories of relevant national initiatives, contact people and Centres of Excellence.

Education and Training For enhancing the image of chemistry as an important factor in attracting potential students, and to train the next generation of researchers, explicit attention to sustainable chemistry and engineering in secondary and tertiary education will be addressed.

STAGE 3: Implementation of the Strategic Research Agenda Operational focus / Concrete projects

Strategic Research Agendas for the different sub-groups will be developed in the near future.

On the European level, more than 50 mill Euros have so far in FP6 been attributed to New instrument projects in the fields of Reaction & process design and Materials technology (IPs: TOPCOMBI, IMPULSE and AIMS and NoEs: IDECAT and NANOMEMPRO), as well as another 60 mill Euros to STREPs in similar areas. In FP5 about 170 chemistry relevant projects, amounting to 320 mill Euros, were funded under the heading “sustainable production”.

A call for an IP on Industrial Biotechnology with focus on polymers and surfactants will be launched in December 2004

On horizontal issues, the IP NOMIRACLE and the STREP ERAPHARM, addressing environmental risk assessment, as well as the IPs A-CUTE-TOX and ReProTect and the STREP TOXDROP, all addressing alternative testing methods, have already been funded. In FP5, more than 40 projects, including the project clusters CREDO and PHARMA were funded. Topics related to environmental stressors, QSARs and intelligent testing methods, as well as toxicity testing and exposure and hazard evaluation are either already opened in new calls, or considered for future calls.

Two ERA-NETs have been launched: (ERA-CHEMISTRY and ACENET). The JRC Institute for Health and Consumer Protection (IHCP) has ongoing activities on issues like health risks posed by chemicals, biocides, biotechnology and GMOs (CRL), contaminants released from food contact materials and consumer products (CRL), new materials and nanobiotechnology.

Industrial orientation Innovation and sustainability are key drivers for future competitiveness (ref the Lisbon and Gothenburg agendas), for enabling more eco-efficient chemicals manufacturing in Europe. Consequently, key participants will comprise federations and societies of chemical, biotechnological and catalysis industries in Europe.

Commitment of stakeholders

The platform is strongly supported by the European Chemical industries, which are committed at the highest level. Discussions are currently ongoing in order to define areas for long term research activities.

The industries were well represented in the first stakeholder workshop in Brussels on 9 November 2004.

40

European Technology Platform for Global Animal Health (GAH) Web-site: www.europa.eu.int/comm/research/agriculture/index_en.html. Technology Platform contact: Dr Suzanne Zänker International Federation for Animal Health (IFAH) Managing Director IFAH Europe Rue Defacqz 1 1000 Brussels BELGIUM Phone : +32.2.543.75.69 Fax : +32.2.537.00.49 [email protected] Commission services contacts: Dr Isabel Mínguez Tudela European Commission DG Research Biotechnology, Agriculture and Food Research Tel :+ 32.2.2992109 Fax: + 32.2.2963029 Mail: [email protected] Dr Philippe Vialatte European Commission Directorate General for Development Unit B4 (Environment & Rural Development) Tel: +32.2.29.66.336 Fax: +32.2.29.92.908 Mail: [email protected]

Vision Document: A European Technology Platform for Global Animal Health: Vision 2015

Overall Context: Platform rationale and objectives

Outbreaks of major epidemic animal diseases and zoonoses, some of which already exist in Europe, can have a devastating impact. The challenge is to facilitate and accelerate the development and deployment of new and more effective tools to control animal diseases and zoonoses. Focussed socio-economic and technical research that delivers new vaccines and diagnostic tests would assist not only in combating disease already in Europe but greatly reduce the risks to European agriculture posed by globalisation and the liberalisation of trade. Disease control in the developing world will also assist in the alleviation of poverty and contribute to achieving the Millennium Development Goals.

The Technology Platform will be a multi stakeholder partnership addressing the whole process from innovation to delivery of new vaccines and tests. This mobilisation of all the key stakeholders towards a common goal is expected to deliver substantial benefits and/or avoid substantial losses. In order to meet the challenge it is essential to:-

• Sustain and strengthen the research environment in the EU to create synergies and avoid duplication of research effort.

• Ensure Europe has a multidisciplinary strategic research capacity with core expertise and facilities to deal with new and emerging diseases as well as existing diseases

• Facilitate the rapid and efficient transfer of innovative discoveries into practical applications for disease control.

41

• Create global alliances with third countries working in partnership to enhance research

• Mobilise the public and private sector at EU and national levels to commit more dedicated funds to R&D

Improve education, training and understanding throughout the supply chain from the basic research to the deployment of new products.

STAGE 1: Stakeholders getting together How the platform is being set up

As part of an international development initiative an inter-agency group of livestock research donors - comprising 14 high level representatives from industry, academia and EC member countries met in December 2000. Following up the key recommendation of this meeting, the inter-agency group commissioned a study to identify the technology gaps in the control of tropical livestock diseases. In April 2002 the Interagency group commissioned a study to explore the potential for the private pharmaceutical industry to contribute to the development of new vaccines and diagnostics tests against tropical diseases. The study identified substantial interest within the private sector to participate and contribute towards a global effort to provide new technologies against tropical livestock diseases. By March 2003 the Interagency group agreed to explore options for designing a new structure that would bring together research expertise within the EU, developing countries and the private sector. This will begin operations in 2005 as an independent entity: The Global Alliance for Livestock Vaccines (GALV).

During 2004 it was apparent that the Commission initiative on Technology Platforms was an opportunity to link the Alliance to a European dimension to the need for research and development of new tools to control animal diseases. The objective would be to improve European competitiveness through research that would benefit Europe but which at the same time would be of a benefit to the developing countries by assisting them to control disease.

A brainstorming session held in October 2004 concluded that a Technology Platform for animal health could be an appropriate framework and that a High Level Group should be established to review the position, to decide whether a platform was required and whether key stakeholders would provide their support.

A meeting of the High Level Group held on 14 November 2004 supported the setting up of a Technology Platform (TP) for control of animal diseases/health. It was also agreed that:

• The High Level Group should be expanded to include industrial and producer organisations

• The proposed platform should be the European Technology Platform for Global Animal Health.

• The scope of the TP should be expanded to be fully international and include poverty alleviation, improving food safety, control of zoonoses etc.

• A draft vision paper should be prepared and agreed by the High Level Group

• The launch of the TP with the draft vision paper should take place in December.

• After the launch, the High Level Group should be converted to Advisory Council with representatives of the major stakeholders.

• The structure of the TP needed to be refined with the stakeholders and Member States

Formal launch The official launch of the Technology Platform took place during the international conference: "The Material and Immaterial Costs of Animal Disease Control" hosted by the Netherlands Presidency on 16 December 2004 in collaboration with DG SANCO. An interim vision paper 2015 for the platform was published at the launch. A meeting is foreseen on 24 February 2005 involving stakeholders with a view to endorsing and finalising the vision document, beginning the preparation of the Strategic Research Agenda and associated Implementation Plan and agree on the organisation structure. This is in the first stages of development.

42

Stakeholder profile The High Level Group represents the pharmaceutical and biotech industry, the veterinary profession, academia, research institutes, international organisations and producers organisations, but it was recognised at the initial meeting that this group should be expanded to include consumers and others once the Technology Platform was launched.

Structure and Governance The proposed Technology Platform will have 4 components: - an Advisory Council, a stakeholder forum, a secretariat and a mechanism to involve Member States.

The Advisory Council will manage the technology platform and will be chaired by the Animal Health Industry. Not all stakeholders will be on the Advisory Council, as the membership must remain limited to be most effective. A Stakeholder Forum will be established with representation from all interested parties. The active and committed involvement of all the stakeholders is vital to the success and credibility of the Technology Platform. The criteria for the stakeholders participation will be set at the meeting of 24 February 2005.

The Secretariat to underpin the platform is essential. It is now supported though a contribution provided by the Department For International Development (DFID in UK. A A Specific Support Action will be submitted in SSP-4.The secretariat will deal with the administrative matters of organising and running the day-to-day arrangements for the platform and organising workshops, editorials etc.

Member States: To be successful and allow coordination, the Technology Platform will need the active participation and commitment of the Member States. The interface between the Technology Platform and Member States can be achieved in a number of ways. The EU Chief Veterinary Officers (CVOs) from the 25 Member States and associated countries were informed of the platform during their meeting on the 8th December 2004 where it was agreed that they would be represented by 3 CVOs of them.


The development of the Platform is at an early stage and much will depend on the views of all stakeholders when the working draft of the vision document is discussed on 24, February 2005. At this early stage the goal of the technology platform should be to bring together representatives of all interested stakeholders to cooperate, to refine the vision, identify strategic priorities and define and support the implementation of a coherent and dynamic strategic research agenda. Working groups will be established on an ad hoc basis to deal with different tasks identified by the Advisory Council. The number and composition of the working groups will vary but the stakeholders will provide the experts.

Other relevant issues. A Specific Support Action (SSA) has been submitted to the 4th call for research proposals in the area of "Research for Policy Support". Whilst the European Technology Platform for Global Animal Health would concentrate on animal diseases of priority for Europe it will take into account the perspectives of a global setting in which these diseases move. The global nature of these problems and the scale and complexity of vaccine and diagnostics development clearly indicates that solutions will not be very effectively produced or be very robust if developed for and in Europe. Alliances with third countries and international organisations will be essential to ensure mutual benefits and to utilise resources to maximum effect.

43

STAGE 2: Stakeholders define a Strategic Research Agenda (SRA) Methodology The SRA will be focused on the challenges to be overcome in facilitating and accelerating the development and deployment of new tools to control epidemic animal diseases and zoonoses. In the first instance this will relate to new and improved vaccines and diagnostic tests. Working groups and expert groups will be established as necessary to consider the challenges at various levels of the chain from innovative research through development, production to final deployment of practical products to be used in the control of animal diseases and zoonoses. Preliminary topics identified by the High Level Group Champions are related to:

• Focus on actions through R&D needed to obtain support to develop, modify or adapt the regulatory framework.

• Develop the technology tools leading to more effective vaccines • Research into the basic immunological responses in all target species for different diseases.

Timing, updating Work on the SRA will commence at the meeting on 24, February 2005. It is anticipated that the structure and main topics of the SRA will be available in March 2005. A final version will be published in midyear and this will be subjected to regular updates. Summary content and structure The SRA will be related to the vision for the platform. Whilst Europe has a relatively good scientific research base to take advantage of the new technologies it tends to be much weaker in translating scientific discoveries into vaccines and tests, which can be used, in an operational situation. This needs to be overcome. The SRA will consider research needs to ensure breakthrough and innovation in the development of new tools. It will also consider research needs to resolve the problems in manufacture, production and registration of the new products. This will involve identifying the research needed to develop new methodologies and tests for demonstrating the safety, quality and efficacy of the new products to enable their rapid registration and approval by the regulatory authorities.

Strategic approach

The SRA will be industry led and as much as possible represent a consensus of all stakeholders on a strategy to meet the vision to facilitate and accelerate the development and deployment of new tools to control animal disease.

At present there is no clear picture or overview of the totality of current research into the major diseases throughout the EU or indeed the whole world is available. There is no readily accessible information on research funding by public authorities neither at a national or regional level nor by large pharmaceutical or the smaller biotech companies. Information on planned or proposed research is also unavailable. Whilst pharmaceutical companies have extensive research programmes there is the question of competition and intellectual property rights, which may limit the exchange of information. It is important to develop in partnership with the public and private sectors an overview of current research, to identify the gaps and take action to develop programmes to fill these gaps whilst at the same time developing research collaboration and synergies and to avoid duplication of research effort.

The SRA will be the medium-term strategy and guide to which private EU and National and research programmes would be aligned. The SRA will also address the enabling institutional issues such as the regulatory framework and wider European policy issues linked to competition, agriculture, development, health and consumer affairs, trade, etc

Consensus building

The approach will be developed with all stakeholders. Mechanisms such as the stakeholder forum will be established to take account of stakeholders’ views, to facilitate their input to the discussions and to generate and incorporate their ideas.

44

Interests of public authorities

The European Commission is involved through the Directorate-Generals for Agriculture, Development, Research, Enterprise and Industry, Trade, Environment, Health and Consumer Affairs, the Secretariat General and the EuropeAid Office for Cooperation. EU Member States will be involved but the mechanism for this is to be discussed with the Member States to identify the most effective method for their participation. The European Food Safety Authority (EFSA) will also be involved.

International organisations such as the World Organisation for Animal Health (OIE), Food and Agriculture Organisation (FAO) and the International Livestock Research Institute (ILRI) have been contacted and are involved with the platform.

Budget and financial engineering

At this early stage the implications of the platform or the budgetary requirements to run the platform and to implement the SRA have not been analysed.

Communication strategy

A communication plan has not yet been developed but will be needed to disseminate the vision paper, the SRA and the Implementation Plan to a wide range of interested parties.

A specific web site does not yet exist. In the interim, information can be accessed through the address shown above.


Any improvements to the development and deployment of vaccines and tests will improve the competitiveness of the European Animal Health /industry and will as a consequence contribute to the Lisbon objectives. It will also contribute to the Millennium Development Goals.

45

European Road Transport Research Advisory Council (ERTRAC) Web-site: http://www.ertrac.org

Technology Platform contacts:

Rudi Kunze, Ford Forschungszentrum Aachen ([email protected]) Heinz Hass, Ford Forschungszentrum Aachen ([email protected]) Josef Affenzeller, AVL List GmbH ([email protected]) Commission services contact: Main contact person: Patrick Mercier-Handisyde, DG Reseacrh H2 ([email protected]) Other services contact persons: Hugues Van Honacker, DG Research J2 ([email protected]) Günter Hoermaninger, DG Environment C1 ([email protected]) Laurent Selles, DG Enterprise and Industry F1 ([email protected]) Myriam Coulon Cantuer, DG Information Society C5 ([email protected]) Anna Livieratou, DG Transport and Energy A1 ([email protected])

Vision Document: European Road Transport Research Advisory Council - Vision 2020 and Challenges

(see: www.ertrac.org/publications.htm)

Overall Context: Platform rationale and objectives 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.

"The principle mission of ERTRAC is to provide a strategic vision for the road transport sector, with respect to R&D; set out strategies and roadmaps to achieve this vision through the Strategic Research Agenda and other associated documents; stimulate increased and more effective public and private investment in R&D in the road transport sector; contribute to improving co-operation between EC, national, regional and private R&D actions on road transport within the European Research Area; enhance networking and clustering of the R&D capacity in Europe; and promote European commitment to RTD thus ensuring Europe as an attractive location for researchers. In general, ERTRAC should develop a vision for the long-term future providing orientations for European research and development stakeholders. In addition, ERTRAC should be active in promoting the Strategic Research Agenda and stimulating its implementation” (ERTRAC approved ToR_v25062003.doc).

STAGE 1: Stakeholders getting together How the platform was set up Already in May 2002, a group of high-level representatives from automotive manufacturers, oil industry, suppliers and RTD companies formed the "Road Transport Research Advisory Committee - RTRAC" setting the initiative for the advisory council ERTRAC (European Road Transport Research Advisory Council).

Formal launch - date and event Launch meeting on June 2003 in Brussels with Commissioner P. Busquin.

Stakeholder profile All major stakeholders of European road transport sectors are involved including consumers, vehicle manufacturers, component suppliers, road infrastructure operators and developers, service providers, energy suppliers, research organisations, cities and regions, NGOs as well as representatives from the European Commission and Member States.

46

ERTRAC Plenary members:

• Industry and associations: ACEA, AIT/FIA, AVL List GmbH/EARPA, Centro Ricerche Fiat/EUCAR, CLEPA, ECTRI, ERF, ERTICO, ETSC, EUROPIA, FEHRL, Ford Motor Company/EUCAR, POLIS, Renault/EUCAR, Robert Bosch GmbH/CLEPA, Shell UK Ltd./CONCAWE, Siemens VDO Automotive/CLEPA, Vodafone, and Volvo Technology Corporation/EUCAR.

• Academia: Aristote University of Thessaloniki, KTH Stockholm, University of Southampton, and Vienna University of Technology.

• European Commission: DG Energy and Transport, DG Enterprise, DG Environment, DG Information Society, and DG Research.

• Member States: most Member States are represented and also Associated States.

Structure and Governance The Structure of ERTRAC is shown below:

All stakeholders are represented in the Plenary meetings, including Member States. There is one Chairman, who is at the moment Rudolf Kunze (Ford Motor Company), and three Vice-Chairmen: Helmut List (AVL), Jean-Luc Maté (Siemens VDO), and Mike McDonald (University of Southampton). It is composed of 54 Members.

The Support Group which is the working body for the management level, has the role of consolidating the work of the Work Groups, preparing the Plenary and also providing the secretariat function to ERTRAC. It is composed of about 15 persons representing the major stakeholders. Additional experts can be invited on an ad-hoc basis. Secretarial tasks are shared by Ford and AVL. Communication and dissemination are tasks of Renault.

There are four Work Groups which perform different tasks as identified by the Plenary and the Support Group on technical issues: Environment, Energy and Resources, Safety and Security, Transport Mobility and Infrastructure, Design and Production Systems. Each can have 20-30 experts provided by the stakeholders. Additional work group could be created if necessary on horizontal issues.

Overview of activities of the platform The ERTRAC Plenary meets twice or three times a year.

The Support Group meets every two months and more, if necessary.

The Work Groups meet as required for making the progress in their work.

In term of dissemination, ERTRAC has been presented at different conferences and several press releases have been written.

In 2004, the Vision 2020 and challenges document and the 1st issue of the SRA have been established.

47

A part of the ERTRAC activities are funded by the EC via a FP6 Coordination Action. This is mainly for organisational tasks, travel expenses, the creation and production of the publications, the organisation of events, dissemination activities and some personnel costs. Most personnel costs of the ERTRAC members are covered by themselves.

STAGE 2: Stakeholders define a Strategic Research Agenda (SRA) Methodology First, the Vision for European road transport in 2020 was created. Then, the SRA was elaborated based on this vision by different Working Groups with input from various external experts who participated in a set of workshops and with individual contributions.

Timing, updating The Vision was published in June 2004, the SRA Overview in October 2004, and the full SRA document was available in December 2004. In 2005 there will be dissemination activities (e.g. ERTRAC Press Event to present the SRA, the 2nd February 2005 in Brussels) as well as reviews.

The ERTRAC SRA will be reviewed and updated regularly to ensure an alignment by the various stakeholders around the different research issues and determine the priorities for action. As mutual interests on research areas are formalised, strategic research co-operations focused on a systems approach will be developed. A first update can be expected for 2006.

Summary content and structure Due to the complexity of the issues and the number of stakeholders involved with road transport, ERTRAC has structured the discussion and development of the ERTRAC Vision for 2020 and Strategic Research Agenda around four pillars:

• Mobility, Transport and Infrastructure • Environment, Energy and Resources • Safety and Security • Design and Production Systems Naturally, there are inter-dependencies between these areas, and every effort was made to identify these and to take them into account.

The SRA is organised in sections covering each of the four pillars. Each pillar is presented with a logical flow from the Vision statements to the targets for 2020, followed by a detailed description of the research areas which need to be addressed to achieve the Vision.

The SRA follows a true systems approach and integrates all the relevant research areas for a sustainable future road transport system. Every effort was made to capitalise the work already done in other European studies and roadmap projects concentrated on specific road transport themes.

All of the research areas are considered to be priority, but there are differences in the timing, technical difficulty, level of investment, and other factors. An assessment of the “Benefits to Society” and “Difficulty to Achieve” is provided on a scale from 1 to 5 for each of the research areas to provide the reader some sense of balance. These two indicators cannot be used alone to establish the priority of research as each research area is like a component that must be considered as part of a more complex system.

These assessment charts are presented for each major research objective across the four pillars. Some research topics appear under more than one objective. The "Benefit to Society" in each case refers to the specific research objective for that chart. The same topic may show different levels of benefit depending on the objective to which it is contributing.

Strategic approach The SRA focus is 2020 and beyond. Its objectives are closely linked to the EC policies like the Lisbon, Barcelona and Gothenburg declarations. Deployment is an important factor and assured due to the strong involvement of industry and also consumer/user associations.

48

Consensus building The ERTRAC Plenary approved the structure and process for developing the Strategic Research Agenda. The responsibility for developing the content was assigned to the ERTRAC Work Group with the oversight of the Support Group. The content of the Strategic Research Agenda was developed by the Work Group in consultation with ERTRAC members including infrastructure providers, vehicle and fuel manufacturers and suppliers, non-governmental organizations, Member States, local governments and the European Commission.

In addition, there was extensive consultation with other experts throughout Europe. A series of workshops (one set of four workshops in October 2003 and a second set in April 2004) and ERTRAC internal reviews ensured that consensus was reached on the research themes.

Interests of public authorities As shown in the list of ERTRAC members (see “stakeholder profile” chapter), several EC Directorate Generals and Member States as well as Associated States are represented, though some have not yet appointed an official representative.

Budget and financial engineering The financial resources needed in the next 20 years in research and development to achieve the Vision 2020 represents about 70% more than the current level of expenditure in Europe.

The SRA has been created to influence all the European research in the sector and, thus, it should be implemented through the synergy of EU, national, regional programmes and industrial programmes.

In the case of the EU Framework Programme, implementation mechanisms could include: 1) Joint Technology Initiatives; 2) Collaborative Research; 3) Research Infrastructures; 4) Training and Mobility of researchers; and 5) Coordination policies. The mechanisms “1” and “2” above will be the most suitable for significant private funding participation through different schemes.

Other funding scheme like national, private, Eureka, EIB... will also be considered.

Communication strategy A public web-site has been created: http://www.ertrac.org

The agreed publications are available (the “Vision 2020 and Challenges” and the SRA are available on the ERTRAC web site already). Minutes of meetings are available at the "ERTRAC member's section" of this web-site. Draft versions of documents are internally circulated via e-mail.

Education and Training No actions taken so far.

Other key outstanding issues Close links with the “Hydrogen & Fuel Cell” Technology Platform have been established, especially in the “Environment, Energy and Resources” area of ERTRAC.

STAGE 3: Implementation of the Strategic Research Agenda Operational focus / Concrete projects So far most activities have been focusing on the creation of the Vision and SRA. Nevertheless, ERTRAC activities are already influencing the planning of concrete projects. For example, the FP6 project "CALM II - Coordination of European Research for Advanced Transport Noise Mitigation" will establish an Advisory Board with representatives of all four transport-related research advisory councils (ACARE, ERRAC, ERTRAC, Waterborne TP).

The implementation of the SRA is just starting and will be one of the main tasks of 2005.

Industrial orientation Continuous investment in RTD is the most important factor to remain competitive (the automotive industry is the number one investor in R&D in Europe with approximately € 19 billion per year investment on R&D). ERTRAC is basically an initiative of the road transport industry. A Vision and SRA for the future which are agreed by all stakeholders are of great benefit and in particular for the industry.

49

Commitment of stakeholders Most of the ERTRAC members are very interested in the creation of the Vision and SRA and bring in input and their opinion. These all high-level representatives of their organisations use to regularly participate in the various ERTRAC meetings, some of them in the Working Groups, Support Groups and Plenary. Although parts of ERTRAC activities will be funded through FP7, there have to be additional contributions of the individual members. This will be discussed in 2005 with the creation of a group on financing/governance aspects.

Outlook towards building a long-term public-private partnership ERTRAC has, for the first time, established an open dialogue between the main driving forces in the European public and private road transport sectors. With the automotive industry investing approximately € 19 billion per year on R&D, ERTRAC with the SRA, will play a major role in helping to align both private and public research activities, as well as national with EU research initiatives.

50

European Rail Research Advisory Council (ERRAC) Web-site: http://www.errac.org/ Technology Platform contacts:

Antoine Mynard (Antoine.Mynard.aeif@b-rail-be) Nicolas Erb ([email protected]) Commission services contacts: Main contact persons: Joost de Bock, DG Research H2 ([email protected]) William Bird, DG Research H2 ([email protected])

Other services contact persons:

Virgilio Martins, DG Enterprise and Industry E5 ([email protected]) Jean-Arnold Vinois, DG Transport and Energy E2 ([email protected])

Vision Document: “A Joint Strategy for European Rail Research 2020: Towards a Single European Railway System” (http://www.errac.org/)

Overall Context: Platform rationale and objectives The rational for this Technology Platform is to maintain global leadership for Europe in the rail manufacturing sector, to build consensus among key railway stakeholders on the future rail research programme and to boost railway and light rail operational and industrial performances through innovative products and services, leading to enhanced capacity and profitability of the rail and light rail systems. It must increase their competitiveness and sustainable nature. The objective is to triple the volume in passenger and freight transport and double the market share by the year 2020. Thus, rail will remain fundamental to the European policies concerning sustainable transport in an ever increasing market with and demand for mobility, as this has been formulated in the Commission White Paper on Transport.

November 2004 will see the start of the second three year period of ERRAC. ERRAC membership will then also be extended to the New Member States. One of its first assignments will be to review the research agenda taking into account the enlargement of the EU as well as the outcome of the activities of the first period.

STAGE 1: Stakeholders getting together How the platform was set up The starting point for the ERRAC Technology Platform has been the common initiative of the railway undertakings, industry and infrastructure managers to discuss with the European Commission the future of the sector and particularly the question of how human and material resources for innovation could best be mobilised to guarantee high levels of performance for the rail sector in the future. In a common document “A Joint Strategy for European Rail Research 2020: Towards a single European railway system”, written by the main railway organisations representing railway undertakings, rail component manufacturers and public transport operators (UIC, UNIFE, UITP, CER and their members) and published in September 2001, a clear picture of the current situation was presented as well as proposals to increase the innovative capacity for the sector.

Formal launch This vision document and the following discussion with the Commission including Commissioner Mr. Busquin, led to the creation of ERRAC (formal launch 21st November 2001) with the agreed mission to establish and carry forward a strategic research agenda that will influence all European stakeholders in the planning of rail research programmes, particularly national and EU programmes.

51

Stakeholder profile ERRAC comprises of members representing all rail stakeholders, i.e. railway undertakings, industry, infrastructure managers, Member States, academia, and relevant organisations, representing for example transport users.

Structure and Governance (see diagram above) There are two main bodies, the Plenary and the Support Group and ad-hoc working teams. The Plenary meets twice a year, the Support Group four times; the ad-hoc teams meet as required. Overview of activities of the platform The ERRAC primary mission is to establish and carry forward a Strategic Research Agenda (SRA) that will influence all European stakeholders in the planning of research programmes, particularly national and EU programmes. The SRA is addressed to the Member States, European institutions and rail’s stakeholders. The overall objective is to support the creation of a single European railway system. In particular, ERRAC should aim at promoting:

• Development of an efficient European railway system, including interoperability. • Increase of competitiveness of the global railway system. • Increase of the utilisation of infrastructures capacity and of rail safety. • Limitation of noise and emissions of pollutants. • For this purpose, the activities of ERRAC presently include: • Updating the Strategic Research Agenda. • Promoting the SRA implementation. • Evaluating the overall results and benefits of the SRA for Member States, the Commission and

stakeholders groups.

3 WORKING GROUPS

ERRAC SUPPORT GROUP

5 THEMATIC GROUPS

Inteoperability Intelligent Mobility

Safety & Security

Innovative Materials & Production Methods

Communication, Promotion , Review

European RTD and Investment Programmes

Future RTD Needs

Management-level working body

Environment

Expert-level support

ERRAC PLENARYForum of all Stakeholders

52

• Recommending measures for optimising the use of existing research infrastructures and achieving cost-effective investments in such infrastructures.

• Recommending measures for improving educational policies to attract young people to work as scientists, engineers and develop the skills that the sector needs.

• Developing and implementing a communications strategy to promote awareness of the Strategic Research Agenda (within the stakeholders' community as well as to larger public audiences) and to disseminate information on stakeholders’ research programmes for facilitating consensus on priorities.

STAGE 2: Stakeholders define a Strategic Research Agenda (SRA) Methodology The SRA has been developed in conjunction with a business scenario. Further, the SRA has been written on the basis of five main pillars for innovation as defined and agreed upon by the ERRAC Technology Platform Plenary Assembly. For each of these pillars a thematic group was established and chaired by one of the members of the Plenary Assembly. Membership of the thematic groups was not limited to ERRAC members. They included also other stakeholders in the sector.

Timing, updating The first SRA (the ‘Strategic Rail Research Agenda’- SRRA) was officially published and handed over to Commissioner Busquin in December 2002. A regular update or review is foreseen, the first of which can be expected to be available in December 2005 during the second three year term for ERRAC. At that stage ERRAC membership will be increased with the participation of the New Member States. The implementation of the SRRA is supported through a number of Working Groups which analyse the requirements for the vision to be implemented with today’s reality.

Summary content and structure The SRRA proposes the development of enabling technologies in the areas of railway interoperability, intelligent mobility, safety and security, environment, innovative materials and production methods. It relates to individual company research as well as joint collaborative research. This SRRA has been embedded in a business scenario 2020 which anticipates the ambitious target of the rail mode capturing twice the freight and passenger market share and three times the freight and passenger market volume compared with 2000. A number of strategic priorities are listed together with critical technologies which must be addressed to achieve the goals of the SRRA.

Strategic approach The SRRA and Business Scenario represent the consensus of all stakeholders on a strategy to meet the vision 2020 ambitions for a strong and revitalised railway sector. A long term vision and strategy has been followed, going beyond the duration of FP6 but also beyond the limits of EU pre-competitive research. A holistic approach has been followed, stimulated by the participation of the different Commission Services (RTD, TREN, ENTR, ENV) and the representation of different stakeholders such as railway undertakings, industry and end-users. Only such an inclusive approach allows for the consensual definition of the innovation which is essential for achieving the 2020 targets but, of course, must be available and implemented well before that date. Hence there is full attention on the roadmap of short and medium term activities.

This has been further enhanced through additional activities after the publication of the SRRA (see below).

Member States have also been directly involved and contributed on the basis of their national programmes.

Consensus building The consensus building process was very open and not limited to the direct members of the ERRAC Plenary Assembly. The thematic groups were open to everybody for giving input. Important to note, also in conjunction with next question, is that the business scenario and SRRA were not a priori defined in terms of limitations given by national or EU programmes for RTD and investment. The approach is that the actual insufficient conditions for rail innovation and deployment must be influenced to achieve the objectives, and not to adapt the SRRA to these conditions.

53

The SRRA is not a research program itself but it is meant to guide every stakeholder in the definition of their research programmes and related activities which relate to innovation and its implementation. Furthermore regularly presentations and discussions were held with representatives of current research projects and programmes.

Interests of public authorities Public authorities were directly involved from the very beginning, even in shaping the mission of the ERRAC organisation. Both the EC and the Member States are full members of ERRAC.

Budget and financial engineering A distinction must be made between budgetary requirement for research on one hand and, on the other, those needed for embedding the SRRA in a widely shared consensus and integrating it in the policies and business practices of the stakeholders.

The latter may require a modest budget a year (supportive studies, trainings, etc.). The first may require more an amount in the billions, notably taking into account the product development and implementation investments for the innovation required. ERRAC, on the basis of available resources, restrained itself mainly to analytical and consensus-building work, as reflected in a number of reports. FP6 and the future FP7 are expected to be important tools for the achievement of the 2020 targets.

Communication strategy The web-site (www.errac.org) gives all information on the ERRAC activities. Furthermore many contributions to rail conferences have been made. A report has been dedicated to the establishment of an efficient communication strategy concerning rail innovation. The SSA (Specific Support Action) that will start in 2005 will consider in depth better communication throughout the sector to improve awareness of ERRAC and its take-up by the stakeholders.

Education and Training Clearly, innovated rail systems require new engineers and new skills. ERRAC has given a direct impulse to the creation of the Network of Excellence “EURNEX”, which is financed by FP6 “Sustainable Surface Transport” programme (see also www.EURNEX.net). This is a major step to consolidate and develop the innovative capacity of the sector, which is experiencing a far reaching restructuring under the influence of new European rail transport policies. For the future, the question that will be critical for the Technology Platform is “how” the ERRAC/SRA findings and consensus will be translated into concrete activities at the level of Member States, private companies and all other relevant stakeholders.

Key outstanding issues During the second three year terms ERRAC will address a number of issues in order to increase its drive. First, revision of the SRRA and the business scenario without changing the vision, objectives or the competitive context within the sector. Second, more co-operative effort in taking agreement on RTD priorities further to the development of key-technologies. Third, the definition and management of pre-competitive research within a competitive sector. Fourth, integration of the New Member States in the SRA and business scenario.

Fifth, capability of all “groups” of stakeholders to contribute at the same level and intensity. Sixth, available resources for investment in new products.

STAGE 3: Implementation of the Strategic Research Agenda Operational focus / Concrete projects After the publication of the SRRA, ERRAC has issued a number of reports in view to promote its implementation, including:

• ERRAC communication strategy. • Rail research in Europe, a comparison of Member States public research programmes with the

ERRAC-SRRA. • Future research needs for the transition process to a harmonized European railway market. • Light rail and metro systems in Europe.

54

Further, the SRRA has greatly contributed to an increased level of quality and focusing of RTD projects for EU funding in the rail sector. Major initiatives have been taken by industry and rail operators which would not have been possible without the SRRA. The following projects can be referred to: Modtrain, Modurban, Integrail and EURNEX.

Industrial orientation ERRAC is a “co-production” of all stakeholders including industry. This is also very well reflected in the consortia of above-mentioned projects. All stakeholders are actively participating, also SMEs. One of the current activities is to make sure that industry is more forthcoming in revealing its research activities.

Commitment of stakeholders The first year ERRAC has functioned without any EU funding. The modest contribution through an “Accompanying Measure” did match only very partially the resources that the ERRAC members devoted to the SRRA implementation. The ERRAC plenary meetings are frequented by nearly all members, including representatives of the Member States.

And again, with reference to above, the ERRAC spirit of consensus and co-operation is practised through very tangible projects (see above).

Outlook towards building a long-term public-private partnership

A genuine SRA should encompass research that could be implemented through a variety of mechanisms, including the collaborative research instruments, possibly a Joint Technology Initiative, and also other funding schemes (national, private, EUREKA, EIB, etc.). Discussions are ongoing.

55

WATERBORNE Technology Platform (Supported by ACMARE co-ordination action: Advisory Council on Maritime R&D in Europe) Web-site: not yet live. Technology Platform contacts: Mario Dogliani ([email protected]) Michael vom Baur ([email protected]) Commission services contact: Peter Crawley ([email protected]). DG Research H2, Surface Transport Vision Document : not available yet.

Overall Context: Waterborne Transport is an important business moving 90% of the EU external trade and 40% of the EU internal trade. In 1997 the total annual turnover for the EU (15) was € 137 billion, and in 2003 this may reach 2.4% of the EU GDP.

The platform will bring together key stakeholders within the Waterborne Transport sector to jointly formulate and maintain a strategic vision for the Waterborne R&D, strengthening the European industrial base and also meeting the wider expectations from society towards safety and the environment. This vision and road map will be embodied through the creation and maintenance of a Strategic Research Agenda, road map and other associated documents.

The platform will aim to stimulate more effective public and private investment in Waterborne Transport R&D and to improve co-operation between EC, national, regional and private R&D actions in the sector. As a result, networking and clustering of the R&D capacity in Europe will be enhanced. Consequently Europe’s leading role as an environmental responsible, safe & advanced manufacturer and operator within the Waterborne Transport field will be maintained despite a fiercely competitive world market.

STAGE 1: Stakeholders getting together The Waterborne Transport Platform followed an industry initiative that was built upon previously successful cooperation within the maritime sector (MIF - Maritime Industry Forum R&D Strategic Planning Group; Leadership 2015; COREDES - Committee for Research and Development in European Shipbuilding).

Under the leadership of the chairman of the R&D Strategic Planning Group of the Maritime Industry Forum and the chairman of ERACS (European Association of Classification Societies), an Advisory Council on Maritime Research (ACMARE) was proposed. Wide spread support from within the member states has also been demonstrated towards this important initiative.

ACMARE applied for support as a coordination action and following evaluation the proposal was selected in mid 2004 and recommended to receive € 1 Mio of EU support. Contract negotiations are now near completion.

Additionally the Commission recognised that ACMARE forms a natural progression towards a Waterborne technology platform and placed the important domain of Waterborne Transport in line with the other operational platforms within the transport sector (Road, Rail & Air). Informal contacts with related Directorate-Generals (TREN, ENTR, ENV, FISH and INFSO) have shown widespread support. Senior nominated representatives have now been received from most Member States.

This process led towards a formal launch event of the Waterborne TP that coincided with the plenary meeting of the Maritime Industry Forum in Bremen on 25, January 2005, in the presence of Commission Vice-President Verheugen.

56

WATERBORNE TP Structure

[Chair]

1.1.2. WATERBORNE Plenary(Forum of all Stakeholders, Directors

Level including member states)

1.1.1.1. Support Group European Associations

+ EU Institutions.

+ Representatives of Member States typically 2-3 total, to be

nominated by the Member States Mirror Group)

1.1.1. Thematic Working Groups

WATERBORNE

Secretariat

Management, Administrative Support

Intended Thematic WGs can be e.g.

• Safety • Security • Environmental Issues • Industry

Competitiveness • Short Sea Shipping • Offshore Technologies • Policy Research • New Financing Models • …..

Member States Mirror Group

Representatives of all

Member States

Raporteur(s) appointed by Member States, reporting to mirror group

57

Stakeholder profile The platform comprises members representing all maritime stakeholders, i.e. ship builders, inspection authorities, ship owners, ports, equipment suppliers, workers, environmental interests, EU Member States, research institutes, academia and the European Commission. Plenary The Plenary is the forum of all stakeholders and the ultimate decision body. It holds one general assembly per year. All Plenary decisions are prepared by the Support Group and its Thematic Working Groups. The Waterborne TP Plenary will elect a Chairperson and two Vice-Chairpersons from the members, which will serve for a 2-year period.

The High Level Group The High Level Group will be composed of senior personalities, EU-Commissioners, high-level representatives of industry and other very senior political stakeholders representing the Member States, and the EU Council Presidency responsible for maritime research. The High level Group will meet to endorse and launch policy initiatives, which have been prepared by the Support Group and approved by the Plenary.

The Support Group The Platform Support Group is the working body. Each of the platform working groups is represented at the Support Group at senior expert or director level. The Member States participate by a nominated representative. The Support Group will be chaired by the representative of the classification societies (EURACS, on biannual rotating base), and the representative of the shipyards association (CESA) will act as the Support Group Secretary and manager of the Secretariat. The Support Group will meet regularly not less than three times per year and prepare all initiatives and activities of the Waterborne TP, in the framework of the guidelines given by the Plenary. The Support Group may implement standing or temporary Thematic Work Groups to work on specific topics.

The Member States Mirror Group The Member States Mirror Group will be composed of representatives of all Member States (including Candidate and Associated countries) on senior directors level, nominated by the appropriate government body responsible for maritime / waterborne research. The Member States Mirror Group meets regularly as decided by the Member States. The Member States Mirror Group elects at least two representatives with the authority to represent the entire Mirror Group in the Support Group. Co-ordination and integration of national programmes is an important role for technology platforms and all Member States are expected to take an active role and to be represented in the plenary meeting. The Member States may also appoint rapporteurs to attend and provide feedback from technical thematic working groups.

The Thematic Work Groups The Thematic Work Groups will be chaired by one selected Support Group member and meet as appropriate. Thematic Work Groups may consist of Support Group members and invited experts (external and/or from ACMARE members) and also may include a rapporteur reporting to the Member States.

The Secretariat The Secretariat provides all necessary organisational and administrative support for the Waterborne TP initiatives. It will be managed by the Support Group Secretary.

Overview of activities of the platform Waterborne TP will, on the basis of a common medium to long term Vision, discuss, establish and maintain a common Strategic Research Agenda for the Maritime Transport Sector, which will provide a map for all European stakeholders to plan and implement coherent research activities for maximum benefit. The activities of the Waterborne TP will include the following:

• To elaborate and propose a common long and medium term Vision and a related Strategic Research Agenda (SRA) setting out the key priorities on maritime R&D matters. Defining the objectives and performance targets, including measures to enhance networking and clustering activities and identifying the gaps and overlapping on R&D in the Waterborne Transport.

58

• To monitor the progress of research activities in Europe in relation to the SRA.

• To carry out periodic reviews and updates of the Vision and the SRA considering major world-wide trends and innovative ideas.

• To demonstrate the commitment of all key stakeholders through building up the necessary relations between public and private stakeholders, including the development of common funding plans in order to mobilize the necessary private and public investments.

• To stimulate the participation in the development of education and training programs with a view to maintain the European high-skilled workforce which can ensure an effective future implementation of the new technologies.

• To provide all necessary administrative support to the drafting, publishing, promotion and the implementation of the SRA, in order to guarantee that its scope and benefits are communicated effectively between the relevant parties.

• To implement an ongoing communication and dissemination process, contributing to raise the general awareness of maritime R&D requirements and initiatives and thus gain acceptance of the efforts in the technological field concerned at a European level.

Additional Information Europe accounts for almost all ship innovations. The latest include the world’s largest cruise liner (the Queen Mary II) and the example of powered electric drives for marine propulsion. Europe’s research leads the world within fields such a computational fluid dynamics, risk based safety and production techniques. European research such as European projects HARDER and FIREEXIT routinely underlies the basis for world regulation via the IMO.

Europe’s competitors in the Far East are increasingly advanced. Consequently, to survive Europe must continuously innovate. Industry has recognised this and increasingly collaborates within European research programmes.

Korea, China and Japan are focusing on high volume ship production. Europe has a recognised world lead in the design, manufacture and production of specialist, complex high technology vessels, for example, cruise liners and liquefied natural gas tankers. This lead has been driven by continuous R&D.

Research is also driven by society which demands a cleaner coastal environment and by evolving regulations such as double hull tankers initiated as a result of incidents such as the sinking of the Prestige. Consequent issues are condition assessment of double hull tankers, green scrapping of ships, ship operations, stability and structure.

The platform now being established within this sector will maximise the impact and benefit from Europe’s R&D, enhancing competitiveness and will address the important societal & environmental considerations, which are also important features of the sector.

STAGE 2: Stakeholders define a Strategic Research Agenda (SRA) The definition of the SRA has not been undertaken yet. This will be the main activity after the launching of the Platform on January 2005. An approach similar to the one followed by ACARE, ERRAC and ERTRAC will most probably been considered.

STAGE 3: Implementation of the Strategic Research Agenda A genuine SRA should encompass research that could be implemented through a variety of mechanisms, including the collaborative research instruments, possibly a Joint Technology Initiative, and also other funding schemes (national, private, EUREKA, EIB, etc.).

59

Mobile and Wireless Communications Technology Platform (eMobility) Web-site: http://www.emobility.eu.org Technology Platform contact: Magnus Madfors, Ericsson Commission services contact: Francisco Medeiros (DG Information Society) Vision Document: Report of the Mobile and Wireless Communications Technology Platform presented to Commissioner Liikanen on 9 June 2004

Overall Context: Over the past decade, the European industry has established a clear global industrial and technology leadership in the field of mobile communications. However, the potential of mobile and wireless communications to stimulate growth and re-vitalise economic sectors is far from being exhausted. We are now entering into a second phase of growth in the mobile and wireless sector as mobile applications and services are incorporated into business processes and all aspects of daily life. The importance of the sector to economic development is also appreciated in Asia and in the US where large scale investments in mobile and wireless technologies are part of their strategic priorities. Further investment in advanced applications based on new technologies is now required in order to ensure that the European economy reaps the maximum benefit from the productivity increase and improvement in the quality of life that mobile and wireless technologies offer.

STAGE 1: Stakeholders getting together • The mobile and wireless communications technology platform (eMobility) came out of a High

Level Group on Mobile Communications, established in October 2003 at the initiative of Commissioner Liikanen, which set the parameters of a vision for sustainable development of the mobile communications sector in Europe and beyond. It has now been expanded through the formation of an Expert Advisory group and a call for participation in the platform activities has been launched in January 2005.

• The formal launch of the eMobility Technology Platform is planned for February 2005. A document signed by CEO’s, a general description of the platform and Release 1/2005 of the strategic research agenda will be distributed before the launch of the eMobility Platform.

• Currently there are eight manufacturers and six operators represented in the Platform Steering Board and twenty academics have a seat in the Expert Advisory Group. A broad range of manufacturers, operators and service providers are involved through workshops and e-mail interactions.

• Structure and Governance aspects are currently being discussed in the context of the Steering Board.

• The members of the Steering Board to date have financed the platform activities.

STAGE 2: Stakeholders define a Strategic Research Agenda (SRA) Methodology Contributions from platform members, workshops and e-mail correspondence with a wide range of sector actors. An updated version of the strategic research agenda will be available shortly on the Platform web site.

Releases planned: o Release February : 1/2005

Revised version with contributions based on the November 2004 Release of the SRA. Revised structure and vision based on inputs from the Expert Advisory Group, Steering Board

members and reactions to the November 2004 version of the SRA. o ReleaseJune : 2/2005

Includes all comments on Release 1/2005 o Release October : 3/2005

60

Summary content and structure: The SRA covers research required over the full range of wireless and mobile technologies and is developed in the context of the rationale and vision described in the June 2004 report of the Platform. It contains the following main chapters:

• Services and service architecture • Users, terminals and services • Security, Trust and Business Infrastructure • Ambient Networks • Ambient Radio • Basic research • Accompanying measures

Consensus building A wide range of actors were consulted in September 2004. The latest version of the SRA was published on the web in November 2004 and a call for participation in the platform activities was widely distributed in January 2005.

Interests of public authorities The structure of the eMobility platform includes a Mirror Group. This group has yet to be formed.

Budget and financial engineering The budget estimate for the implementation of the SRA is €1 billion private funding matched by €1 billion public funding in the context of an overall investment in R & D by leading European mobile equipment manufacturers of €14 billion in 2003.

Communication strategy The November 2004 edition of the strategic research agenda is available on the web. A public presentation was given at the IST 2004 Conference in The Hague on 16 November 2004. The public launch, planned for February 2005, will be aimed at press representatives and a colour brochure is being prepared for the event.

Education and Training

There has been little discussion on this topic so far.

Key outstanding issues Technical: Mobile and wireless communications requires end-to-end compatible solutions encompassing not only a range of constituent technical solutions but also a consistent context for their use as part of the communication grid, the services and the applications. This implies a systematic collaboration of all sector actors within a consistent framework and a shared vision.

Economic: Economics will play a key role in this collaboration. The massive investments and long lead-times necessitate a large home market, while the need for inter-working implies reducing the number of competing options, and the need to master technology requires an optimised use of human resources and research facilities.

The importance of mobile communications to society at large, citizens and business cannot be underestimated. The European economy has benefited from the take-up of GSM over the past decade and the evolution towards the provision of broadband services over mobile networks will continue to drive economic growth in the coming decade. The Platform has so far outlined both regulatory and research policy issues that need to be addressed in order to provide for a continued growth and take-up of mobile broadband services in Europe and beyond.

The Internet has been unprecedented in its impact on the world community of industries, institutions and individuals. The communications industry is now grasping the opportunity to add mobility to Internet accessibility, effectively allowing citizens to carry the power of the Internet with them anywhere at any time and the convergence of wireless and Internet usage is already under way. The potential for market growth is unlimited. There are today more mobile handsets than PCs connected to the Internet.

61

Global wireless subscribers are expected to increase from 1.3 billion* (Dec 2003) to over 1.8 billion in 2007 On average, 80% of the European population currently use mobile handsets.

*Of these 1.3 billion, nearly one billion are GSM subscribers Since the growth in the mobile communications sector is likely to be driven by the offering of innovative and easy to use mobile broadband services, the challenge is now to foster the development of services that bring real added-value to both individual citizens and to businesses and to provide appropriate network coverage and applications in rural areas.

Political: Mobile and wireless communications have created unprecedented possibilities for people to communicate and the sector has been a key driver of economic growth. Europe has for some time been leading this development based on a timely initiative of administrations, the scale of the EU market, a consistent regulatory approach, as well as considerable industrial and R&D investment. Building on the success in the European home market, success on global markets followed. However, much has changed since GSM was introduced including user requirements, markets, competition, regulations & policies and the technology options. Within Europe, the single most important change is the EU enlargement to 25 Member States, with other countries likely to join in the coming years. These changes represent both challenge and opportunity. The EU enlargement is a challenge in terms of overcoming constraints to provide the communications and mobility essential for cohesion and economic development. STAGE 3: Implementation of the Strategic Research Agenda Operational focus / Concrete projects No projects running at this stage. The 6th FP Integrated Projects within the scope of the Strategic Objective “Mobile and Wireless Systems Beyond 3G” will be associated with the Platform, when relevant.

Industrial orientation The Platform aims to exploit research and development results, eventually aiming towards products and services for the European and global market, for both urban and rural regions, either with well developed or less developed communications infrastructures.

Commitment of stakeholders The Steering Board members have financed activities of the platform to date and will secure the written commitment of their CEOs to the strategic orientation of the platform activities early in 2005.

Outlook towards building a long-term public-private partnership Several options for the implementation of the eMobility Platform under the form of a public-private partnership are being considered at the moment, and will be investigated further in the near future.

62

Innovative Medicines for Europe Web-site:[http://europa.eu.int/comm/research/fp6/p1/innovative-medicines/index_en.html]

Technology Platform contact: Karen Strandgaard- European Federation of Pharmaceutical Industries and Associations (EFPIA) Contact: [email protected] Commission services contact: Bernd RAINER, EC DG Research, F5 Irene NORSTEDT, EC DG Research, F1 Contact: [email protected] Vision Document : “Creating biomedical R&D leadership to benefit patients and society” http://europa.eu.int/comm/research/fp6/p1/innovative-medicines/pdf/vision_en.pdf Overall Context

The overall objective of the platform is to remove bottlenecks hampering the efficiency of the development of new medicines, and where research is the key to resolve current obstacles for the European pharma/biotechnology industry to become world leaders. Industry is currently, together with relevant stakeholders (such as EMEA and national regulatory agencies, patient organisations, health care providers, health insurance and member states), developing a strategic research agenda identifying critical scientific gaps in which more pre-competitive research is urgently required. Such a platform at EU level will ensure the maximum utilization of resources and is expected to provide socio-economic benefits for the European citizens [e.g. delivery of health care (including health expenditure)], as well as contributing to the increased competitiveness of European pharma/biotech industry at large.

STAGE 1: Stakeholders getting together How the platform was set up Europe has lost its major place as a global centre for biomedical research. Despite a five-fold increase in the pharmaceutical trade surplus over the last 5 years, investment in R&D is declining markedly in Europe, in comparison to other parts of the world. In 1990, private investment into pharmaceutical R&D in the US was about 70 % of the amount invested in Europe (app. 8 Bio €), whereas in 2002, this has shifted to a situation where companies invested 140 % of the amount spent within Europe (20 Bio. €) in the US (27 Bio €). Between 1975 and 1994, Europe was equal with the US in terms of launching new medicines for human therapeutic use, in 2002 only 8 out of the 29 new molecular entities came from Europe, as compared to 13 from the US and 8 from Asia/Australia. This is affecting, and will continue to affect, growth and development in Europe to the detriment of both patients and society. In order to counter this trend of shifting private investment in pharmaceutical R&D to other parts of the world, the present platform was constituted. It aims to address in particular the needs of industry to overcome the current research bottlenecks present in the current drug development process. It also follows up to several EC policies (see below “Other relevant issues”) and other activities in the Life Sciences Sector, supported or launched during the different Framework Programmes (FP4, FP5 and FP6). Within Framework Programme 6, Thematic Priority area 1 ‘Life Sciences, genomics and biotechnology for health’, besides other more general topics, a specific topic entitled “New approaches for accelerated development of new, safe and more effective medicines (IP)” is included in the 3rd call for proposals, for supporting the platform to start the practical implementation of the first item identified in the Strategic Research Agenda (SRA).

63

Formal launch The formal launch event was at the EFPIA annual meeting in Dublin on 26 May, 2004. The meeting was attended by Franz Humer, CEO Roche and EFPIA president, Octavio Quintana-Trias, EC Director Health Research, and by CEOs of major pharmaceutical companies.

Stakeholder profile

”Innovative Medicines for Europe” is driven by industry and represents all stakeholders involved in the drug development process, i.e. Pharmaceutical industry [EFPIA members including the branch of Biotech SMEs “Emerging Biotech enterprises” (EBE)], Biotech-industry (EuropaBio), regulators (EMEA, national authorities) and member states representatives, Patients’ organisations, European Investment Bank (EIB) and private finance institutions, academia and research institutions, healthcare providers and the European Commission.


The platform is led by an overall Coordinator, who, in close contact with the EC, is organising the General Assembly, in which all stakeholders are represented. The project office (two full-time persons) interacts, in collaboration with the coordinator, with the Work Programme leaders and the Project leaders. The two latter groups form the Steering Committee, responsible for decision-making. A Scientific Advisory Board provides scientific advice to the Steering Committee.

P L ead er

P L ea de r

E C C oo rd inatorG en era l Assem bly

(a ll s takeho lders)

S teerin g C o m m iteeP ro jec t O fficeS c ien tific

A dv isory B oard

IP B oard

W P Le ad er

W P L ea de r

W P L ea de rW P C o o rd i-

na tio n

W P Le ad erW P C o o rd i-

n a tio n

P Le ad erP C oo rd i-

na tio n

P L ead erP C oo rd i-

na tio n

P ro jec tsW o rk P rogram


With its initial activities having started in March 2000 (Workshop “New Safe Medicines Faster” organised by EFPIA and EUFEPS), major events took place since then, including several conferences supported by the EC, the last event was organised by the EC (5-6 Oct. 2004, Brussels) and led to the definition of the strategic research agenda (SRA). The next event, a workshop on defining the roadmap and detailed implementation plan for item 1 identified in the SRA (see point 2 below) is scheduled for February 2005, and in April 2005, a conference focussing on Health-Biotech SMEs will take place.

In terms of research activities a high number of RTD projects during FP5 and FP6 have contributed to the constitution of the platform, and 8 projects selected from the 1st call in FP6 are directly supporting the Platform. A similar number can be expected from the 2nd and 3rd calls, with one Integrated Project fully devoted to the implementation of one short-term objective of the SRA.

64

Other relevant issues

The platform is, apart from its strong industry focus, also driven by policies (e.g.: G10 Medicines report, 2002; Life Sciences and biotechnology – a strategy for Europe, 2002; A stronger European-based Pharmaceutical Industry for the Benefit of the Patient: a call for action, 2003) and will contribute to:

• Create European virtual institutes of health, connecting all existing competence centres on fundamental and clinical research into a European network of excellence;

• Coordinate and support the conduct of clinical trials on a European scale, establish a database of trials and clinical research results;

• Put in place an effective policy in terms of incentives to research and support the development and marketing of orphan and paediatric medicines;

• Support the development of a biotechnology strategy in Europe.

Due to its manifold socio-economic implications, like:

• Improve of medications available for patients • Reduce healthcare costs • Boost economic growth

The platform is supported (besides DG RTD) by DG ENTR, DG SANCO and DG INFSO. Regular informal meetings between the platform and these DGs take place. With DG INFSO a consultation basis has been established, with regard to the development and use of informatics systems for facilitating clinical data transmission, evaluation and interpretation. This is to be an important aspect within the platform and informatics stakeholders have already signalled high interest in such an approach.

STAGE 2: Stakeholders define a Strategic Research Agenda (SRA) Methodology

The current SRA has been established in the first meeting of the General Assembly (5-6 Oct. 2004), further to previous smaller meetings. Overall, about 100 experts have contributed in app. 1000 person-days to set up the SRA through conferences, workshops, and smaller meetings (partly supported via Accompanying Measures and SSAs; see also above under “Overview of activities”).

Timing, updating

Revision of the SRA is to be managed via the regular annual meetings of the General Assembly, receiving feedback from the actual Project leaders, in charge of conducting the specific research projects, in consultation with the Advisory Board, the overall Coordinator and the EC. As to practical implementation of the SRA, apart from the running IPs and NoEs under FP6, an IP (submitted under the 3rd call FP6) is to define the detailed roadmap for the whole SRA and to put the first strategic research item into practice.

Summary content and structure The SRA foresees 3 main big fields of activities:

Improved prediction for medications: By improving prediction of safety and efficacy, particularly in the early stages of medicines development, efforts can be focused on those medicines which have high likelihood for market authorisation to benefit the patients. Better knowledge management and collaboration at all stages of medicines development: Better integration and share of relevant data, targeting of research efforts in order to make new medicines available to patients, is needed. Bridging educational gaps: Training and education in pre-clinical research, as well as the training of clinicians for managing clinical trials is needed. In particular, the lack of expertise at the interface between molecular and clinical studies needs to be adequately addressed, including the notions of safety and risk.

Strategic approach

Further to the identification of the 3 main activity fields, a detailed roadmap with deliverables is to be elaborated in the coming 6 months. Therein the detailed research topics together with their specific needs on the short (5 years), medium (10-15years) and long term (20-25 years) will be defined.

65

As to activity field n°1, “Improved Prediction” the strategic approach on the short term has already been set up in defining two concrete research areas:

• Biomarkers for diagnosis, disease progression and therapeutic efficacy

• Predictive Toxicology and mechanisms of toxicity

As the disease or therapeutic domain, in which these research areas are to be conducted first, a debilitating neurological disorder, has been chosen. In addressing these two areas, the most promising areas for enhancing efficacy and improving safety within the development of pharmaceuticals are tackled and thus fully responding to a strong need of biotech- and pharmaceutical industry. By implementing this research, not only the drug development process will be improved, in boosting the competitiveness of European pharmaceutical industry and hence contribute massively to the 3% GPD target of investment in research. This would mean a revolution for medical R&D and have a significant impact on the healthcare system, reducing healthcare costs and avoiding medical side-effects, in one word, bring considerable benefit to the patients and society.

Moreover, this approach is fully in line with the current developments in the regulatory sector, [see also the “European Medicines Evaluation Agency (EMEA) Roadmap 2010: Preparing the Ground for the Future”, May 2004, and “FDA: Innovation or Stagnation”, March 2004].

Consensus building Due to its high socio-economic value, a very broad consensus needs to be achieved. This is done by an ongoing consultation process, taking place among industry, academia, regulators, and patients associations. Views at each and every level, from end-consumer (patient), academic community, policymaker (regulator) to the private sector are taken into account and thus, it is ensured that the view of society at large is represented. It is very interesting to note, that patients are very often at the forefront of activities.


The improvement of public health is one of the driving forces within the whole endeavour, and the involvement of Member States and other public institutions (e.g. European Parliament) is a major issue, which is currently tackled. The platform comprises as members all major European Pharmaceutical companies, very prominent public research institutions, EMEA and national regulatory authorities, the EC and it aims at a strong involvement of Member States, given the extremely ambitious objectives to be reached.


For the implementation of the first item (see “Strategic Approach”) on the SRA, belonging to the short-term research objectives (5 years), an estimation of resources has been made, resulting in app. costs of 21 Mio € for delivering the suggested activities. For achieving the overall goals of the platform a much higher amount will need to be mobilised, in the order of 15 to 30 times the former mentioned amount. This financial need (300-600 Mio €) represents an amount, which is about 2,3 % of the overall pharmaceutical R&D expenditure in Europe per year (app. 21 Bio € estimated for 2003). For the organisation of such an amount the establishment of a Public/Private partnership structure is necessary, allowing not only for a significant contribution from the private sector (including charities and donations), but also for investment from the finance world (European Investment Bank, etc.) and for the integration of European, national and regional programmes. Thus, the implementation mechanism could be

(1) Joint Technology Initiative encompassing all these fund-providing actors, (2) Collaborative Research for specific topics, (3) Research Infrastructures with emphasis on certain centres, (4) Coordination policies to ensure full integration of National Programmes, and (5) Training and mobility of researchers.


The interaction of the platform with the different stakeholders started in the 90ies (industry platforms) and dissemination took place via workshops and conferences (see also “Overview of activities of the platform”), informal position papers, reports of High-Level groups and through the Priority 1 Work programme and its calls. In April 2004 the first website was started on CORDIS, with a functional letter box, enabling communication with and from society.

66

All relevant documents are made publicly available on the new EUROPA website, ensuring the broadest possible outreach of the platform’s activities. This is reinforced by representations of the platform at meetings of many international organisations (OECD, WHO, etc.).


Education and training is one of the three big objectives expressed in the SRA (see above “Summary content and structure”) and a change, towards the way contemporary medical R&D is taught and conducted, is proposed. There are broad gaps within the current system, which can only be closed by implementing a new approach to medical education and formation. The scattered world of medical and pharmaceutical R&D, with its different disciplines having lead to a sort of “isolation”, needs a pan-European approach to tackle this fragmentation already at educational level. This is to be achieved by putting strong efforts into translational medicine, focussing on a broad knowledge spectrum (integrating safety disciplines) and by a bi-directional transfer of it (i.e. not only from “the bench to bed-side” or from “academia to industry”, but also the other way).


Scientific aspect: The thematic priority Life Sciences, Genomics and Biotechnology for Health aims to stimulate and sustain multidisciplinary research to exploit the full potential of the human genome information to underpin applications to human health.

By tackling the integration of genomics information into the drug discovery and development process, advances in molecular genetics and molecular biology are expected, which will open up the possibility of identifying novel targets for drugs. These can be modulated in order to prevent, control, or even cure, many of the diseases of which we currently have only a limited understanding in terms of their pathophysiology and aetiology. Furthermore, advances in pharmacogenetics could make a dramatic contribution to improving treatment of patients by identifying those populations whose genetic profile determines how they may, or may not, respond to a specific drug treatment. Thus, this might help to predict favourable drug responses, leading to “tailored medicines”

Socio-economic and political aspect: Europe’s R&D basis in the pharmaceutical sector has eroded in the past ten years, with new leading-edge technologies having been and being transferred out of Europe, mainly to the US. This is also visualised by the fact that in 2002 only 8, out of the 29 new drug molecules approved for human use worldwide, were developed in Europe. Without counteraction this would, on the medium and long term, have severe consequences on the availability of medicines to the European patients and also on the entire European health system. As the possibility of failure for a drug candidate to reach the market is very high (actual success rate is 6% or less), all efforts need to be put into those stages of drug development, where the detection of a potential failure is high, which is at the very beginning of the whole development process. In addressing these issues, the Technology Platform “Innovative medicines for Europe” will improve the therapeutic arsenal for the benefit of the European patients, by increasing the efficacy and safety of new candidate medicines, and at the same time reduce the costs of development, by reducing the development times, and thus also stimulate industrial development and growth, and in particular the nascent biotechnology industry.


Among the running FP6 projects underpinning the tasks of the platform, the following have to be named:

GENDEP Genome-based therapeutic drugs for depression (Integrated project), EC contribution 7.2 Mio €

REPROTECT Development of a novel approach in hazard and risk assessment or reproductive toxicity by a combination and application of in vitro, tissue and sensor technologies (Integrated Project), EC contribution 9.1 Mio €

TONECA Coordination action on the aetiology, pathology and prediction of type 1 diabetes in Europe (Coordination Action), EC contribution 1.0 Mio € THERAVAC Optimised delivery systems for vaccines targeted to dendritic cells (STREP), EC contribution 2.3 Mio €

67

PAINGENES Heritability of chronic neuropathic pain (STREP), EC contribution 1.6 Mio € EUROXY Targeting newly discovered oxygen-sensing cascades for novel cancer treatments (Integrated Project), EC contribution 8.0 Mio € BACELL HEALTH: Bacterial stress management relevant to infectious disease and biopharmaceuticals (STREP), EC contribution 2.0 Mio € FunGenES Functional Genomics in Engineered ES cells (Integrated Project), under negotiation ORPHANPLATFORM Platform of information services for the coordination of rare disease research with various stakeholders from research, SMEs and patient organisations and the coordination of early clinical trials (SSA) From the second call a similar number of projects supporting the tasks of the platform will result after finalising negotiations, and under the third call, there will be a specific Integrated Project fully devoted to the tackling of item 1 on the SRA, namely the “prediction of safety and efficacy”.


Industry is not only involved in the platform, it’s the primary driving sector, with the European Federation of Pharmaceutical Industries and Associations (EFPIA) being the overall coordinator. Apart from this orientation towards the “big” pharmaceutical industry, the platform has EBE and EuropaBio among its members, the associations representing the young Biotech companies and SMEs, key for innovation, in the sense of transforming scientific breakthroughs into concrete products for society.


Since the first relevant workshop in March 2000, a significant amount of work has been performed on the establishment of the platform, the development of the SRA and the vision document (see also above “How the platform was/is being set up” and “Methodology used to set up the SRA”). EFPIA is, since spring 2004, providing the platform secretariat (see top of fact sheet), as the direct contact point for new members and input into the SRA identification and its update. This shows, together with the significant industrial participation within the above mentioned projects, the commitment from pharmaceutical industry to make this platform a reality and a success.With regard to the commitment of Member States, substantial input has already been received for the SRA via the national regulatory authorities. The commitment from Member States in terms of funding possibilities and orientation of national programmes are currently under discussions.


Creation of a solid, committed, long-term Public-Private Partnership is key for the achievement of the very ambitious goals of the platform. A very good working basis has been established between the private sector (industry), society (patients’ associations) and the public domain (EC, EMEA). Discussions are ongoing within a dedicated working group. This group is examining the possibility to set-up a distinct structure and its boundary conditions for a potential Joint Technology Initiative under Framework Programme 7.

68

EMBEDDED SYSTEMS (Artemis1) Web-site: [link] www.cordis.lu/ist/artemis Technology Platform contact: Yrjö Neuvo, NOKIA Commission services contact: A. Konstantellos, DG Information Society Vision Document, title: Building Artemis1 Report by the High Level Group on Embedded Systems

1 Advanced Research and Technology for Embedded Intelligence and Systems

Overall Context: Platform rationale and objectives Embedded computing systems are becoming increasingly pervasive thanks to the availability of the underlying component and network technologies. Europe currently leads the world in embedded systems for aerospace, automotive, industrial, communications and consumer electronics systems. This position is threatened by global competition, fragmentation of efforts and insufficient research investment in Europe to tackle major R&D challenges across these industries. An ambitious initiative is needed for Europe to realise its potential in the new markets for intelligent products, processes and services by achieving world leadership in seamlessly connected embedded systems. No action would lead to the same situation as the desktop computing market where the hardware and software is dominated by a few non-European players.

STAGE 1: Stakeholders getting together Platform setup and launching Following demand from industry and the research community, Commissioner Liikanen called the first meeting of a High Level Group in January 2004. This included 16 leading companies representing key industrial sectors and 4 research institutes. The participants committed to work together to define a joint European vision and a strategic agenda to realise the vision. A Steering Group was appointed to carry this through.

A number of meetings then followed to decide the scientific and technological directions, operational goals, application drivers and to discuss rules for governance, openness and transparency. On 28-29 June 2004, the platform was launched at a public event in Rome with the steering group and more than 100 participants from industry, member states and academia. The vision document “Building ARTEMIS” – a report by the High Level Group was agreed.

The platform was also presented at the IST 2004 Conference in The Hague on 17th November 2004. A public session was organised and meetings of the Steering and Executive Boards took place.

Stakeholder profiles The platform stakeholders comprise four categories:

a) The first and foremost is industry, mainly from the automotive, aerospace, consumer electronics, software, electronic components, communications, medical and manufacturing automation sectors. There are some 40 leading companies in these domains in Europe with an active interest in embedded systems, as well as a larger number of SMEs. 20 of these companies are represented in the Steering Board. The Association of European high-tech SMEs also participates in the Steering Board to represent SME interests.

b) Key research institutes and a larger number of University labs. These are represented by six seats in the Steering Board.

c) Two EUREKA clusters, ITEA and MEDEA+, that are also represented in the Steering Board.

d) Public Authorities, i.e. Member States who are pursuing national R&D programmes covering Embedded Systems. There is currently participation from about 15 countries and an open call for expressions of interest is in progress to expand this participation further.

69

Structure and Governance To establish the governance structure, a working group analysed similar initiatives and best practises. The Steering Board finally adopted the following model:

The Annual Conference brings together all stakeholders, including those participating in the Steering Board, Working Groups and Mirror Group, and the broader community. The purpose of the Conference is to discuss the strategic orientations and the implementation of the Strategic Research Agenda.

A Steering Board, to define, update and oversee the implementation of the Strategic Agenda. This Board involves decision makers from leading stakeholders from the private sector and academia, as well as representatives from the Mirror Group of Public Authorities. It is based on the earlier High Level Group and currently has 27 members. Four of the seats will be filled via an open call for expression of interest that has been already published. All events and workshops in 2004 were supported by the industrial members of the Steering Board.

The Executive Board is a smaller executive and operational representation of the Steering Board. It is composed of five company members.

A Mirror Group, ensuring the participation of Public Authorities at national, regional and European levels in their function as policy makers, regulators and funding bodies. The aim of the Mirror Group is to develop synergies between national programmes and policies, pool resources to support the implementation of the Strategic Agenda and to promote a fertile innovation environment and a state-of-the-art research infrastructure in Europe. The Mirror Group has been set up through a number of preparatory meetings with 11 countries (Germany, France, Sweden, Holland, Finland, Austria, Spain, Belgium, Hungary, the Czech Republic and Israel) where draft Terms of Reference have been agreed. An Open Call has been made to invite participation from additional Member States and several more have responded positively. The next meeting will take place in February 2005 in Vienna, organised by an ERA-net project (COSINE) that also acts as a secretariat to the Mirror Group.

An Office that provides permanent secretarial, operational and public relations support for ARTEMIS. An SSA is currently under negotiation to support the Artemis Office and facilitate platform operations, including the preparation of the SRA.

Working Groups for specific pre-defined tasks, either permanent or on an ad-hoc temporary basis. The creation of the Working Groups is the responsibility of the Steering Board. Their operation and the follow-up and consistency of their activities and scope are the responsibility of the Office. A number of WGs have been created thus far on the following topics: Technology, Applications, Governance, Innovation Environment, Research Infrastructure, etc. The embedded systems platform interacts with the other IST platforms, e.g. with the one on nano-electronics to which it is complementary.

70

STAGE 2: Stakeholders define a Strategic Research Agenda (SRA) Methodology A working group was set up to manage the drafting of the SRA under the authority of the Executive Board, with technical contributions from a broad range of stakeholders.

ARTEMIS adopted a two-step approach to deliver the SRA: Develop a short SRA release document first – including an executive summary for non technical people, followed by a detailed document with the deeper technical content and roadmaps. This will provide the first version of an evolving “live” document to be revised biannually.

The SRA development approach takes into account the main existing European roadmaps in this area as well as other key reports and studies from the industrial stakeholders and inputs from Eureka (ITEA and Medea+). It includes consultations with participation of organisations both from the Steering Board and outside.

The interests of public authorities are taken into account through the work of the Mirror Group who are invited to comment and contribute to the Artemis SRA. Their role is however only consultative and the ultimate decisions are taken by the Steering Board. Furthermore, public authorities are analysing and co-ordinating existing research programmes and national policies in the area, the ultimate aim being to optimise each country’s contribution to the implementation of the SRA.

Current status An early draft was already released on 8 November 2004. The “short” SRA is planned to be available in January 2005 and published in March. The detailed SRA first draft will be available for public discussion at the Annual Conference in June 2005 and will be finalised in the Autumn.

Strategic approach A two-tier approach is taken: on the one hand the SRA should address the R&D challenges that will allow Europe to compete effectively in the future markets of ambient intelligence and to realise a number of visionary applications in the interest of society at large; on the other hand, the SRA will address structural weaknesses and obstacles, such as openness of middleware and standards, fragmentation of research, or the development of a state-of-the-art research infrastructure. The SRA will be also aligned to major European policies on competitiveness (notably the Lisbon agenda), sustainable development, transport and eEurope.

Summary content and structure The emphasis is on producing a SRA that reflects a common industrial and research strategy rather than be only a description of technical challenges. Once the SRA is produced a key issue will be to decide the most relevant sources and modalities for financing each of its actions. The “Building Artemis” Report already provides the key elements of the upcoming SRA.

• Vision and scope, and the European research landscape

• Future application drivers that condition the development of the technology. Four such application contexts have been defined: industrial safety-critical systems such as those used in automotive, aerospace or manufacturing; nomadic environments where people and objects interact with services and information while on the move; private spaces that adapt to the evolving requirements of people, enhancing their comfort, safety and security; and public infrastructures where embedded systems have the potential to improve their safety, maintenance, ease of use, and protect them from threats.

• The Research Agenda will cover major challenges in system architectures, middleware, design methodologies, reference designs for embedded platforms, embedded computing and networking, wireless sensor networks, design and software tools, security, interoperability, quality of service and basic research.

• Making it happen: This part of the SRA describes the industrial and research strategies that should be pursued, as well as the framework conditions and instruments that will be needed. It addresses the necessary industrial policies, e.g. in terms of standards, IPR, open source policies, promotion of SMEs, or international co-operation; the needs in terms of European Research Infrastructures and education curricula; as well as the appropriate governance structures, financing mechanisms and instruments.

71

Communication strategy Public dissemination and consensus building are done via the Annual Conference (one already held in June 2004 with 100+ participants), the Artemis web site and related sessions at the IST 2004 Conference in November 2004 in The Hague. All material is publicly available – including agendas, minutes, reports, position papers, press releases etc. The Artemis SSA that is currently negotiated has an explicit task to pursue open and far-reaching communications activities.

Education and Training The aim is to create the cross-disciplinary skills required to design and produce future embedded systems, and to ensure an adequate supply of trained engineers to industry. Creating these cross-disciplinary skills requires fundamental changes in engineering education and to the organisation of academic research. It also requires new models of cooperative industry-university system-oriented research and new concepts for “vertically integrated” centres of excellence. These aspects are a key component of the Artemis programme. For more information please refer to the “Building Artemis” report.

STAGE 3: Implementation of the Strategic Research Agenda Operational focus and current projects Artemis will undertake a number of actions that aim at addressing the research, structural and innovation challenges identified. Therefore, there will be several operational foci, some of which must be addressed through R&D, others through the developments of policies (e.g. regulatory, standards, educational, international cooperation etc.) that have to be promoted through the appropriate authorities and ad-hoc bodies, and yet others through the establishment of new structures – or reinforcement of existing ones – such as Foundations, European Centres of Excellence and joint undertakings to create critical mass and reduce the fragmentation of research in Europe.

The R&D effort that is already underway in Europe is of the order of a few billion euro in the private sector and about 250 million public funding annually. More than 70 projects were supported by the IST programme alone during FP5 in this area, and 17 new projects (IP, NoE, STREP, SSA) were launched under FP6 in 2004. These include virtual centres of excellence established in embedded real-time systems, embedded computing architectures and hybrid control, projects for dependable safety-critical systems, middleware, sensor networks, design tools, business and manufacturing applications etc.

For example, ARTIST (IST-004527) is an NoE with 40 partners that includes all major university teams in real time embedded software and is already one of the most prestigious networks in the world. RUNES (IST-004536) addresses reconfigurable networked systems, DECOS (IST–511764) covers dependable embedded components for automotive, aerospace and other applications domains, and ASSERT develops new platforms for ESA.

Furthermore, more than 100 million euro are provided annually by Eureka through the ITEA and MEDEA+ clusters. Note that ITEA and MEDEA+ have already been incorporated in the Artemis platform. Examples of projects include EAST-EEA on automotive electronics, SIRENA on services through real-time embedded networked systems, or SPACE4U on component-based middleware architectures. Further research is funded at the national level.

All these programmes and projects already contribute to the goals of the platform, however, much more needs to be done in terms of focusing, building synergies, removing obstacles and especially increasing the magnitude of the effort.

Industrial orientation The Embedded Systems platform has a clear industrial orientation as demonstrated by its members and the High Level Group Report, its main objective being to increase the competitiveness of all EU industry that relies on embedded electronic systems for productivity and product innovation. This industrial orientation will be also reflected in the SRA that is under preparation.

While the platform is of a cross-sectoral nature, mainly addressing horizontal and generic R&D challenges, a number of promising future application domains have been defined to drive the technical developments.

72

Four such application drivers have been identified: nomadic systems such as wearable or portable devices; systems for “personal spaces” such as homes, safety-critical systems for automotive, avionics and industrial automation, as well as physical large-scale infrastructures such as electricity grids, airports, bridges or highways. Industry expects that progress in these areas will provide potential for enormous growth and the opening of new markets. However, while the main emphasis is on industrial competitiveness, the technologies developed will also enable a broad range of societal applications, especially in the areas of health, environmental protection and conservation, or protection from physical and human threats.

In addition to the industrial orientation of the R&D, a major issue that is addressed by Artemis is the development of an “innovation environment” that favours SMEs and the creation of start-ups, as well as knowledge flows and sharing between industry and academia. A working group has been addressing these issues over the last few months and a proposal has been formulated for structuring EU research in this area around major regional poles – thus developing Centres of Excellence in Europe that can compete with the best centres in the US.

Commitment of stakeholders Stakeholder commitment is first and foremost demonstrated by the very significant resources that companies are investing in R&D in this area relative to their turnover. There is also strong evidence of stakeholder commitment to Artemis specifically: Thousands of person-days have been invested, more than 20 meetings have been organised and many position papers have been produced – all without any financial support from the Commission. The first annual Conference (Rome, 2004) was also financially supported by the 5 companies members of the Executive Board without any Commission contribution. Furthermore, 20 companies have formally signed the “Building Artemis” HLG Report, adopting its goals and explicitly committing to take the Platform forward. Finally, a good number of additional organisations and firms have shown interest to join the Platform and an open call for expressions of interest for new members is currently in progress.

It is not expected that individual companies would commit in contributing cash funds to a “common pot” for an Art. 171-type venture. Members are however open towards the prospect of “in-kind” contributions and making commitments of own internal resources. The aim should be that such commitments are enough to build the critical mass required to pursue the Artemis objectives and that Artemis provides a framework that allows risk-sharing and making R&D more efficient and effective, thus encouraging continual increases in company investment towards the Barcelona objective.

A figure of 2 Bi/y total costs for industry for implementing the Artemis SRA has been discussed, assuming an appropriate level of support from the EC and other public authorities. A specific working group has been set up to elaborate the financial engineering aspects and produce more concrete figures.

Outlook towards building a long-term public-private partnership The Artemis members are examining the various options and there is strong interest in the potential for a Joint Technology Initiative to be set up. This could enable implementation of an ambitious programme through a light and flexible structure, pulling together resources at Community, national and inter-governmental level under the same framework. Articles 171 and 169 of the Treaty - with or without Commission and Member States participation - are among the options being examined. These options have been discussed by the Steering Board and by a working group on financial engineering that is in operation. This WG discussed (in December 2004 and January 2005) together with ITEA and MEDEA+ representatives, possible synergies between FP and EUREKA and a progressive integration strategy based on a commonly accepted SRA. A similar discussion is on-going on the Public Authorities side (Mirror Group), focussing especially on Article 169 and the link to EUREKA.

73

ACARE (Advisory Council for Aeronautics Research in Europe) Web-site: www.acare4europe.org Technology Platform contact: Luigi Bottasso [email protected] Commission services contact: José.Martin-Hernandez, DG Research [email protected] Vision Document : “European Aeronautics: A Vision for 2020" [http://europa.eu.int/comm/research/growth/aeronautics2020/en/]

Overall Context At the start of the New Age - the Age of Sustainable Growth – Air Transport requires more affordable, cleaner, quieter, safer and more secure travel. These are fundamental challenges that need an ambitious, holistic approach. So, in 2001 a Group of Personalities convened by Commissioner Busquin set out a vision for the future of civil aeronautics over the medium to long-term in its report ‘European Aeronautics – a Vision for 2020’. The Group identified two top-level objectives for Europe: to meet society’s needs for air transportation and to achieve global leadership for Europe in this sector. According to the report, important keys to the successful achievement of the vision that justify a pan-European action are:

• Maintaining consensus among key aeronautics stakeholders.

• Encouraging better coordination and distribution between research funded at EU, national and private levels, creating new synergies and minimising unnecessary duplication.

• Optimisation research facilities with a framework of European collaboration.

• Fostering synergies between defence and civil sectors.

• Giving education a high priority to ensure long-term supply of first-class qualified people.


A principal recommendation of the Group of Personalities was the set-up of the Advisory Council for Aeronautics Research in Europe – ACARE.

Wit the agreement of all the stakeholders, ACARE was launched with the following objectives:

1. to create and maintain a Strategic Research Agenda which will influence all European stakeholders in the planning of research programmes in civil aeronautics;

2. to make strategic and operational recommendations for implementing the SRA and achieving the 2020 Vision;

3. to develop and implement a communication strategy to promote awareness of the SRA and monitor the implementation (overall results and benefits) of the SRA in the stakeholders programmes.

Formal launch In June 2001, at the Paris Air Show. The event was attended by Commissioner Busquin, CEOs of major aerospace companies and aeronautical research centres with the participation of the international press.

Stakeholder profile

ACARE comprises 39 members representing all aeronautics stakeholders, i.e. the aeronautics manufacturing industry, airlines, airports, air traffic control service providers, Member States and regulators, research institutes, academia and the European Commission.

74


The structure of ACARE is shown below:

There are 2 Vice-chairs in ACARE:

• Vice-chair for technical issues of the SRA

• Vice-chair for Institutional issues enabling the implementation of the SRA

The Working Teams are set up on an ad-hoc basis to perform different tasks as identified by the ACARE plenary. There are Working Teams for technical issues and for institutional issues. Their number and composition varies in time but each can have 20-30 experts provided by the stakeholders.

The Integration Team is composed of about 20 people including ACARE plenary members and experts. It is chaired by one ACARE Vice-chairperson. Its role is to consolidate the work of the Working Teams.

The Secretariat is composed of 2 persons with full time dedication. Overview of activities of the platform

• The ACARE plenary meets twice or three times a year. • The Integration Team meets every 2 months • The Working Teams meet as required for making progress in their work. All in all, they mobilise

directly or indirectly more than 300 experts from all over Europe. • Studies have been subcontracted to 3rd parties on:

ChairmanChairman

Integration Team

Integration Team

StakeholdersStakeholders

Vice ChairmanTechnical

Vice Chairman Institutional

Vice ChairmanTechnical

Vice Chairman Institutional

SecretariatSecretariat

Working Teams

ACARE Plenary Council Members ACARE Plenary

Council Members

… ..

75

• Analysis of the supply chain capabilities in the Member states • Economic importance of air transportation in the European economy • A common taxonomy for aeronautical RTD in Europe • Air transport scenarios • Aeronautical education schemes in European universities and possibilities for improvement.

• The work of the plenary members, Integration Team members and Working Teams is financially born by the stakeholders. The secretariat as well as other underpinning work, such as studies, workshops, editorial work, etc is financially supported through an Accompanying Measure contract.

Other relevant issues In its current composition, ACARE includes representatives of the former 15 Member States. The new Member States will be invited soon to join. A few experts from the latter are already involved in the Working Teams.

STAGE 2: Stakeholders define a Strategic Research Agenda (SRA) Methodology used to draw up the SRA The SRA is focused on the goals and challenges established by the Group of Personalities in its Vision 2020 Report. For the first version of the SRA, the process used was to create a working team for each challenge to deal with the relevant technical issues. Also transversal working teams dealing with implementation and other “enabling” issues such as the capabilities of the supply chain, the research infrastructures, the education system in the sector, etc. were established. More than 300 experts representing al the stakeholders populated the working teams (WTs), with an estimated combined effort equal to over 5000 person-days. The work of the working teams was also assisted with contributions from an Accompanying Measure to perform studies and other support activities.

The WTs acted under the guidance of the Integration Team and ultimately of the ACARE plenary.

Timing, updating The first version of the SRA was published in November 2002, with the second version following in November 2004. Updates are envisioned regularly (every 2 years or as required). These updates could cover the full span of the SRA or address partial issues as needed. Summary content and structure Both versions of the SRA have at their foundation ACARE’s two Top Level Objectives: winning global leadership and meeting society’s needs. The first edition was structured around five “challenge areas” of air transport, namely: Quality and Affordability, The Environment (noise and emissions), Safety, Air Transport System Efficiency and Security. Roadmaps were defined under each challenge area, setting the goals relevant to each challenge (e.g. 50% CO2 emission reduction) as well as underlying contributors and ultimately the technical solutions proposed to achieve the goals. The technical solutions were also described in terms of the required milestones and achievements against a timeline between 2000 and 2020. The second edition aimed at addressing the shortcomings of the first edition. In doing so a more systemic approach to the whole Air Transport System (ATS) was taken, different scenarios were analysed, weak areas were strengthened and more emphasis was put on the enabling mechanisms for the realization of the goals. The result was a document centred around five different “views” of the ATS, each one stressing one particular aspect. These views were called “High Level Target Concepts” (HLTCs).

The following aspects of the ATS were analysed:

• Customer orientation • Time efficiency • Cost efficiency • Environment • Security

76

Technology solutions, together with their timing and classification, were defined against the five HLTCs. Furthermore, a sixth HLTC looking at a longer term future (around 2050) was analysed, by exploring some key high-level technology areas that could revolutionize air transport. More emphasis than in the first edition was put in the definition of the institutional enablers and the resources required to translate the SRA-2 into research programs.

Strategic approach

The SRA represents the consensus of all stakeholders on a strategy to meet the Vision 2020 ambitions for a world-class air transport and for the leadership of the European industry. The SRA is not meant to be a research programme itself but to guide every stakeholder in the definition of their research programmes according to their roles and the agreed strategy. Starting with the Framework Programme 6, more and more national programmes and other research plans, such as the one of Eurocontrol are being aligned with the SRA.

Furthermore, the SRA document addresses the enabling institutional issues and the wider European policy issues which set the background for the technical content.

Consensus building

Consensus is the natural outcome of the way ACARE is set-up, with all stakeholders, both public (Member States, Commission, Eurocontrol, Certification authorities) and private (manufacturing industry, airports, airlines, etc) represented. Private sectors are represented through their relevant associations, such as ASD, IATA, ACI, etc. All stakeholders therefore contribute to the ACARE process and decisions are the result of consultation amongst all. The approach is therefore built on consensus and the SRA defines the implications for all concerned parties.


Both the EC and the Member States are full members of ACARE and they also have representatives in the Working Teams and Integration Team. Furthermore, a proposal for An ERA-Net is in preparation.


According to a recent analysis carried out by ACARE, the financial resources needed in the next 20 years in research and development to achieve the Vision 2020 ambitions amount to some € 170 billion, of which approximately 20% (€ 34 billion) would correspond to the research and technology demonstration effort. This financial need represents about 65% more than the current level of expenditure in Europe. The SRA has been created to influence all the European research in the sector and, thus, it should be implemented through the synergy of EU, national, regional programmes and industrial programmes.

In the case of the EU Framework Programme, implementation mechanisms could include (1) Joint Technology Initiatives for downstream technology development and demonstration, (2) Collaborative Research for upstream and applied research, (3) Research Infrastructures, (4) Training and Mobility of researchers, and (4) Coordination policies. The mechanism (1) above will be suitable for significant private funding participation through different schemes.

Communication strategy For the first version of the SRA, a series of 9 dissemination workshops were held across Europe in the period November 2002 to March 2003. Speakers were provided by ACARE and its Working Teams to present the structure and content of the SRA to interested specialist audiences. The dissemination events were well received. A more comprehensive communication plan is being developed to disseminate the SRA-2 among a wider range of interested parties: decision makers, technical people, the general public etc.

A web-site exists (www.acare4europe.org) where up-to-date information is updated on a regular basis and all relevant documentation is available.

Education and Training A significant attention has been provided by ACARE to the subject of the education and training of the workforce that this high-technology sector needs. Under the guidance of the Institutional Working Team, EASN (the European Aeronautics Science Network which links European universities with aeronautics activities) carried out a study to analyse how best the education system can meet the demands of the employers, and how to encourage more young people to study aeronautical subjects.

77

STAGE 3: Implementation of the Strategic Research Agenda Operational focus / Concrete projects The first version of the SRA was published in time to guide the aeronautics work programme of the Thematic Priority Aeronautics and Space of FP6. The total budget of the action (€ 850 million funding, equivalent to some € 1500 million of research cost) will contribute to its implementation. The first Calls for proposals have resulted in the funding of 100 projects with a total cost of approximately € 1100 million. Of these projects, 12 are Integrated Projects supported with funds that range from € 11 million up to € 55 million. They address subjects, which range from industrial competitive issues, such as the full application of composite materials to large aircraft structures (ALCAS) to environmental issues, such as the future low-noise aero-engine (VITAL), including also others dealing with safety ( FLYSAFE) or security (SAFEE), or the involvement of the supply chain within the extended enterprise concept of aircraft development (VIVACE).

ACARE has recently established the Observation Platform aimed at monitoring and analysing the results of the implementation of the SRA in the stakeholders. Programmes, including the EC’s. However, this initiative is only at a very early stage of implementation.

The ERA-Net which is under preparation (a proposal will be submitted soon) will be an additional element helping the implementation of the SRA, particularly in the national and EC programmes.

Industrial orientation The 2 top-level objectives of Vision 2020: a world-class air transport and the leadership of the European industry are the drivers of the SRA. As such, both transport policy and industrial policy must be the central orientations in the implementation of the SRA by the stakeholders.

Commitment of stakeholders More than 5000 person-days have been devoted by the experts of the ACARE stakeholders in the preparation of the 1st version of the SRA and 3000 person-days in the 2nd version.

ASD, association of European aerospace and defence manufacturers is providing the secretariat of ACARE as a proof of the commitment of the manufacturing industry.

The public authorities of the Member States as well as other public institutions, such as Eurocontrol, airports, certification authorities, which are ACARE members, are fully supporting its work. The step taken by the Member States to prepare an ERA-Net is regarded as a substantial move towards an improved co-operation between their research programmes, as a proof of their commitment to the ACARE goals.

Outlook towards building a long-term public-private partnership Discussions are ongoing within a dedicated working group examining this possibility as a means of implementation of the SRA. This will start with identifying those mechanisms which have worked well and those which didn’t work so well in the past and the reasons for this. Risks and opportunities associated with a greater and closer public-private partnership need to be evaluate, building on the experience of the past collective examples of best practices, at both national and private levels, to determine how such a move towards a more executive structure could be managed.

78

European Space Technology Platform (ESTP) Web-site: http://europa.eu.int/comm/space/index_en.html

Technology Platform contact: Rui Meneses, ESA D/EUI Commission services contact: Hans-Joachim KROH, DG Research Vision Document : Commission’s White Paper on Space, ESA’s DG Agenda 2007 http://europa.eu.int/comm/space/whitepaper/index_en.html Overall Context: Platform rationale and objective

To reinforce, improve and enlarge the coordination and planning of the European efforts to establish a sound, competitive and non-dependent space technology and space-enabled technology base, supporting EU sectorial policies and enabling services to the citizen. Thereby, to:

• Secure Europe’s capability to fully exploit the possibilities that space-based infrastructures and space-enabled services offer in direct support to key Union policies (e.g. GALILEO and GMES supporting the Union’s sustainable development and growth policy, common transport policy, information society policy and Common and Foreign and Security Policy etc.),

• Reinforce the worldwide competitiveness of the European space sector, avoiding fragmentation and maintaining and further developing European key competencies in strategic areas.

• Secure Europe’s capability to participate in future space exploration efforts

• Build-up of the technology-component of the European Space Programme. STAGE 1: Stakeholders getting together How the platform is being set up The process of harmonising and developing a future strategy for European space technology was initiated in 2000 in response to a resolution titled Shaping the Future of Europe in Space which was adopted at the ESA Ministerial Council in May 1999. The resolution called for a more concerted European effort in a new global competitive environment. A Workshop was organised in Spain in May 2000 by ESA’s Technology Programmes Department in cooperation with the European Commission (EC), Spain’s ‘Centro para el Desarrollo Tecnològico e Industrial’ (CDTI) and Eurospace (representing the European space industry), where ESA proposed to delegations and industry a new approach to the implementation of the Council mandate. The proposal involved establishing a coordinated European Space Technology Policy and preparing a Technology Master Plan through a process of concertation, co-ordination, harmonisation and agreement between ESA’s Member States, the European Commission, European Industry and ESA itself. The approach was confirmed by the ESA Ministerial Council at its meeting in Edinburgh in November 2001. The first European Space Technology Master Plan was released in November 2002 and the 2nd version released in a special session at Le Bourget air-show with the participation of the French Minister of Research, Eurospace and EC and ESA Directors. The latest (3rd) version was released in June 2004.

79

Formal launch

The enlargement of ESA’s Space Technology Master Plan and its associated harmonisation and prioritisation processes to an EU Space and Space-enabled Technology Platform are presently being discussed in the EC/ESA Joint Secretariat. By becoming an EU Technology Platform, the ESTMP coordination process will take on-board the activities of the 10 new EU Member States. By taking also into account space-enabled applications research (main player EU with FP 6/7), requirements from users for next-generation satellites will drive space technology R&D programmes. In addition, the process could be expanded to encompass also the co-ordination of space-enabled application technologies. Stakeholder profile

All 17 Member States of ESA (EU-15 + Norway and Switzerland) actively take part in the global ESTMP processes, bringing in their national activities for coordination. The institutionally funded or co-funded projects are submitted by the organisations responsible for their execution, that is, the European space industry, space agencies and research organisations. Discussions are on-going, aiming at involving in the process other organisations with interest in space (e.g. the recently created European Defence Agency) Structure and Governance The structure of the global ESTMP coordination process is shown in the following diagram. A detailed description of the related processes is given in section “Stage 2”.

ESA National Agencies

Industry Data

Consoli dation

TechnologyObservatory

TechnologyMonitoring

R&DPlansDossier 0

Harmonised d

ESA TechnologyMaster Plan

National AgenciesTechnology Plans

European UnionTechnology Plans

European Space

Technology Master Plan

(ESTMP)

Harmonisation

EU

Figure : The global ESTMP and its related processes

80

The platform is coordinated and managed by the ESA-Executive under the Directorate for European Union and Industrial Programmes (D/EUI), in close coordination with all stakeholders:

o ESA Programmes, o Industry and Eurospace o National Delegations o National space agencies and research organisations o The European Commission

Each ESA Member State has nominated national contact points for the overall aspects of the process. The European Commission has been involved predominantly via the “Space Policy and Coordination” Unit and the “Space Research and Applications” Unit of DG ENTR.

Overview of activities of the platform A description of the methodology used, with a description of the activities and components of the process is given in ‘Section 2’. Thirty technologies have been harmonised by mid 2004, with the participation of all ESA-delegations, the European Commission and Eurospace, and involving more than 100 European space companies and more than 500 professionals. Among the technologies already harmonised through the process, with roadmaps for future actions identified in the ESTMP, are:

Solar array drive mechanisms, deployable booms, power management and distribution, inflatable structures, upper stage propulsion, on-board computers and data systems, payload data processing systems, on-board software, telemetry and telecommanding, heat pipes and two phase loops, pyrotechnic devices, microprocessors and microelectronics, chemical propulsion, electrical motors, electrical motors / ground systems software, guidance navigation subsystems, aero-thermodynamic tools, thermal and space environment s/w tools and interfaces, batteries, cryogenics, AOCS sensors and robotics.

In total, information on about 2700 on-going and planned technology activities has also been screened and entered into a database (HEART), for cross visibility amongst stakeholders and used as source for yearly analysis in the ESTMP, aiming at identifying overlaps and gaps with respect to the identified needs. Other relevant issues In its present configuration, the ESTMP concentrates its efforts on generic space technologies R&D (upstream in the supply chain) performed with the support of ESA, its Member States and the EU. However, the establishment of the ESTMP as a full EU Technology Platform will also take fully into account the efforts of the new Member States of the Union. Furthermore, it could be easily extended to encompass the coordination of space-enabled applications (downstream, close to the user). STAGE 2: Stakeholders define a Strategic Research Agenda (SRA) Methodology and Summary Content and Structure

The overall vision has been clearly stated by the Commission’s White Paper on Space, which recommends that “the Union should reinforce the total public spending on technology in accordance with the European Space Technology Master Plan with special attention to applications and multiple-use technologies”. This vision was complemented by ESA’s medium-term strategy Agenda 2007, which acknowledges the fundamental role that harmonisation of space technology has in improving the societal benefits of European space programmes, and recommends to further pursue these objectives through the setting of a plan to further improve the competitiveness of industry, through innovation, strategic technology and preparation for the future. A comprehensive strategic vision document will be jointly drafted by the Commission and the ESA-Executive after a formal launch of a Space Platform and after a consultation with all ESTMP stakeholders.

81

Current methodology The diagram above illustrates the methodology currently being used for coordination. Other elements (such as a European Technology Long Term Plan - LTP) will be included in the process, to adapt it to better fulfil the objectives set by the White Paper and ESA’s DG Agenda 2007. Dossier 0 (the European Space Technology Requirements Document) is the starting point of the global technology coordination, feeding technology requirements into the successive stages of the co-ordination processes. The Harmonisation process takes into account the various European developments, capabilities and budgets, to enhance the complementary roles of the various partners in meeting common objectives. Through meetings, priorities will be set and roadmaps for actions agreed and drafted, including decisions on who will be doing what to fulfil identified requirements. Finally, the process leads to the ‘European Space Technology Master Plan’ (ESTMP), which gives a complete overview of planned institutional space technology programmes in Europe and conveys information on agreed roadmaps. The analysis of these planned European R&D activities with regard to technology requirements furthermore forms the basis for conducting the future technology-harmonisation activities with all European stakeholders. Timing, updating Dossier 0 and the ESTMP are being updated once a year. Harmonisation meetings, targeting a set of technology domains, are convened twice a year. (see also next bullet) Strategic approach In general, the efforts of the ESTMP concentrate on medium and long-term needs, since they are based on the requirements coming from next-generation missions and space-based services. The inclusion of the Long Term Plan (LTP) in the process will address longer-term needs. In contrast, technology requests from missions already under development and close to completion are mostly being served in the context of specific programmes. Deployment targets are set in the context of the harmonisation processes and are set on a case-by-case basis. A strategic research agenda (SRA) for space and space-enabled technology will be drafted in harmony with the progress being made in the build-up of the European Space Programme. Consensus building Consensus among all actors engaging themselves in a certain technology field is established during the harmonisation process. Through the definition of roadmaps, it is agreed which technologies must be given priority and which partners shall pursue the development effort. Depending on the priority of the technology, the goal is to avoid duplication (one supplying team) or to maintain competition (a least two supplying teams). Roadmaps are available in the ESTMP to all the stakeholders. Interests of public authorities All relevant public actors participate in the ESTMP processes: Member States, ESA, European Commission, National Space Agencies and National Research organisations. Budget and financial engineering The ESTMP presently coordinates almost all next-generation technology efforts in Europe. The financial envelope of the projects/programmes under coordination amounts to about 200 M€/year with regard to ESA programmes and 200 M€/year with regard to national programmes. The EU contributes with 50M€/year (FP 6) on down-stream/close- to-the-user activities.

82

In essence, no funding is being pooled in the first place for co-operation. Rather, the process is being conducted with the participation of all the stakeholders on a voluntary basis. Supplying information on on-going activities and in-kind resources are part of the process: team leadership with regard to the provision of expertise to a certain technology can be assumed by any party with the highest degree of know-how. The technical dossiers are prepared by ESA technical experts under the coordination of the ESA-EUI Directorate. However, despite this strong coordination, recent analysis has shown that the overall European R&D effort has to be substantially increased in order to close the most relevant technology gaps and to ensure the competitiveness of the European space industry. The target to be achieved has been set to roughly 600 M€/year instead of the present 450 M€/year. This represents roughly an increase from 6 to 8% of the total European space effort. In line with the White Paper recommendations, the Union may be expected to contribute to this target in particular on critical technologies for European non-dependence and synergies between space and non-space sector, to reduce fragmentation of research. In addition to the application-oriented aspects, adequate support for this upstream R&D could be provided via the future FP 7. Communication strategy The technology database and the ESTMP are released and available to all participants in the process. However, due to the sensitivity of the information, data is exchanged between stakeholders but not released to the general public. STAGE 3: Implementation of the Strategic Research Agenda Operational focus / Concrete projects As indicated in section 1, approximately 30 technology domains have been harmonised by 2004 and 10 more are expected to be harmonised after the meetings planned for 2005. The ESTMP process has been running successfully since 2001. The ESTMP book is issued on a yearly basis. Discussions are on going at the EC/ESA Joint Secretariat aiming at the definition of the European Space Programme (ESP). Eventually, the technology component of the ESP will be driven by the ESTMP, as recommended by the White Paper. Industrial orientation

The process is clearly industry oriented. Industry and Eurospace are prominently represented in every harmonisation meeting. However, not all of the fully privately funded R&D efforts have been included yet in the effort, mainly due to the “competitiveness” concerns, which some of the industrial partners have in certain areas (e.g. defence). Commitment of stakeholders

The commitment of stakeholders is evidenced by the fact that National delegations, Space agencies and relevant space industry participate today in the ESTMP coordination process. In 2004, Eurospace became a subsidiary of AeroSpace and Defence Industries Association of Europe (ASD), representing its space interests. The new aggregated structure, representing 32 associations in 20 countries, 800 companies and 600,000 professionals across Europe with a turnover of around €100 billion per year will allow industry to benefit from existing synergies between aeronautic, defence and space industrial activities.

83

One of the top 10 priorities of ASD for 2004/2005 is to support the Commission and ESA in respect of the implementation of the recommendations stemming from the Commission’s White Paper on Space and to do so in particular for those recommendations related to the European Space Technology Master Plan. Outlook towards building a long-term public-private partnership Due to the high-risk and low maturity level of the technology addressed by the platform (upstream research and far from the market output) and the reduced investment of Europe in the defence area (with big affinities to space), substantial public financial support remains vital. However, commitment of industrial stakeholders to the process has brought significant contributions in kind. These are expected to be maintained in the future and will represent the basis for public-private partnership.

84

European Steel Technology Platform Web-site: http://www.cordis.lu/coal-steel-rtd/home.html Technology Platform contact: Dr Jean-Claude Charbonnier Director of International Scientific Affairs ARCELOR Innovation Immeuble La Pacific 13, cours Valmy F-92070 La Défense Cedex Tel. (33)-1 41 25 58 62 Fax (33) 1 41 25 68 81 E-mail: [email protected] Commission services contact: Mr Philippe Vannson Head of Unit DG RTD-G5 CDMA 00/180 B-1049 Brussels Tel. (32)-2-295 36 91 Fax (32)-2-299 18 47 E-mail: [email protected] Vision document: “European steel technology platform - vision 2030”. This report can be downloaded at: http://www.cordis.lu/coal-steel-rtd/steel/events_stp.htm

Overall Context: Platform rationale and objectives

The creation of a technology platform for the steel sector 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. The objectives are to define a vision up to 2030 in view of:

- Achieving the ambitions of the European Steel sector: to meet society’s needs and to consolidate a global, sustainable and competitive leadership, - Contributing to the European Research Area’s objectives: integration and co-operation.

The expected impact for the European steel industry are:

- Improved ability to compete with third countries. - Improved working environment (risk management, safety, working conditions) and ensuring skills development. - Continuing progress on environmental protection, conservation of raw materials (recycling, use of by-products and reduction of emissions), greater energy efficiency and in particular the massive reduction of CO2 emissions through the development of new revolutionary technologies to meet post Kyoto commitments.


The first idea of a steel technology platform was initiated by the Commissioner Philippe Busquin and the president of Eurofer and Chief Executive Officer of Arcelor Guy Dollé in December 2002.

It was followed by an informal meeting at the highest level, held in July 2003, between the Commissioner Philippe Busquin, President of Eurofer and CEO of Arcelor Guy Dollé and the vice-presidents of Eurofer, who represent more than 95% of the European steel industry.

85

The key European stakeholders of the steel sector, e.g suppliers and engineering companies, customers such as the automotive sector and the construction sector including enterprises, research conventions of steel users, trade unions, research centres, universities, EU and national regulators have been brought together.

The concept, the objectives and the challenges of the platform have been drawn up and detailed in the report of the high level group (also called “group of personalities”) – European Steel technology platform, vision 2030 – produced thanks to the contribution of the whole steel sector.

Formal launch The steel technology platform was officially launched on 12th of March 2004 in Brussels. More than 250 participants attended this key event, including Commissioner Busquin, CEOs of the major European steel industries, representatives of the main stakeholders and the international press. The report was presented and made publicly available at this occasion.

Stakeholder profile

Major steel companies and the whole European steel industry represented by Eurofer ;

• Steel research centres ; • Industrial stakeholders linked to the priorities of the platform : suppliers and customers ; • EUCAR, the European Research Association of the automotive sector ; • CECM, the European Convention of Metallic Construction of the construction sector ; • Universities through a European network (T.I.M.E which gathers 41 European universities) ; • Representatives of EU Member States (troika) ; • Representatives of the trades unions and the Consultative Committee for Industrial Change (CCIC) ; • The European Commission (DG Research as leader, DG Enterprise and Environment are associated).

This include a network of more than 8300 public and private sector researchers established over the last 50 years within the framework of the former European Coal and Steel Community, active now under the RFCS.

All stakeholders are represented in the different bodies of the platform.

The organisation of the platform is flexible, reactive and open: additional partners will be integrated into the organisation. It has been agreed to set up a new working group which would focus on the other steel applications (such as in the energy sector).

86


Two committees and five working groups have been set up following the below organisation structure:

Both governing bodies are operational in 2004. Their first task is to identify priority actions and to provide the strategic research agenda for a long-term vision.

Established in Spring 2004, the steering committee is composed of 18 members (CEO level) who meet once a year minimum. First meeting is scheduled on 15th December 2004 to approve the strategic research agenda (SRA).

Established in spring 2004, the support group comprises 20 members (executive level) and is chaired by Dr Jean-Claude Charbonnier, Director of International Scientific Affairs at ARCELOR Innovation. Four meetings have already taken place to prepare the SRA.

The five working groups have been created in July 2004. They are composed of around 15 experts each, provided by the stakeholders with a group leader and meet regularly to provide proposals for the SRA.

Additional working groups may be set up, where appropriate, to incorporate the necessary expertise for achieving the goals of the platform.

The secretariat tasks are shared between Commission services and the industry.


The whole participants are highly involved in the platform. More than 80 experts representing the stakeholders are operating with their own resources with an intensive schedule. Since March 2004, more than 15 meetings have been held to achieve the first objective: to deliver the SRA by the end of the year.

The next step will be to implement the SRA.

Other relevant issues As the steel Technology Platform will address activities common to other platforms, e.g. Hydrogen, Construction (platform being established), Transport and even Aerospace, links are going to be established with them.

87

STAGE 2: Stakeholders define a Strategic Research Agenda (SRA) Methodology used to draw up the SRA

The strategic research agenda is focused on the main challenges and objectives set out in the vision 2030 report. The objectives are developed around the 4 P’s concepts of the sustainable development: Profit, Partners (both automotive and construction), People, Planet.

The content is prepared by the support group and its working groups based on the principle of a balanced bottom up and top down approach.

The methodology used was to create a working group (WG) for each strategic objective to achieve:

Profit : ensuring profit through innovation and new technologies

- Innovation and new production technologies

- strengthening intelligent manufacturing

- innovative products

- reducing time to market and applying the supply chain concept

Partners : improving the steel sector partnership in modern society

- the automotive sector

- the construction sector

- other industrial priorities

Planet : improving environmental aspects

People : attract and secure human resources and skills

- internal concerns (safety at work)

- attract and secure HR/skills.

Five leaders have been agreed in charge of animating each WG. Each member of the support group was invited to suggest an expert (on a voluntary basis) to each WG. Operational work is done by email, fax, telephone and meeting in short groups under the coordination of each group leader.

Each WG provides the support group with a draft document including:

• introduction • state of the art/challenges/objectives • social and economic impacts • ways and means, timeframe • financial implications • contributors.

The support group is in charge of drafting the strategic research agenda on the WG documents basis.

Timing, updating

The support group and the five working groups are currently writing the strategic research agenda which should be adopted by the steering committee during its first meeting on 15th December 2004.

Summary content and structure The five working groups have worked out three large societal programmes encompassing several R&D themes and research areas according to the following scheme:

88

Strategic approach

The SRA is the outcome of all stakeholders consensus and expresses the ambition and the long term vision of a whole sector. It addresses the main RTD priorities of the sector on mid and long term. This document represents a roadmap for the whole sector, including the existing running projects and the forecast actions. It includes a deployment strategy, mechanisms to mobilise private and public funding as well as a communication strategy.

89

Consensus building

All stakeholders have representatives in the different bodies and can express their views during the regular meetings. Minutes of the meetings are spread to the members. Consultation and consensus are key words for the decision process. From the early beginning, stakeholders are united by a common vision and approach for the future of the steel sector. The strategic research agenda will reflect this approach and will be the outcome of the various contributions from stakeholders.


Member States, the European Commission and the European and Social Committee through its Consultative Committee for Industrial Change are fully committed in the platform as members. They have representatives participating in the different bodies.


The support group will start to address financial aspects of the implementation of the SRA as well as for the functioning (meetings, work within the different groups) of the platform, including:

- The coordination of major European tools (Research Fund for Coal and Steel, Framework Programme, Eureka, etc.) and national and regional programmes; - The setting up of a joint technology initiative.


- Pages are dedicated to the steel platform on the RFCS website http://www.cordis.lu/coal-steel-rtd/steel/events_stp.htm. A restructuring of these pages is on-going to make more easily available all the relevant documentation. - The vision report was widely spread by mail and is available on the website. - A communication strategy toward the Member States is forecast with paper and slides presentation.

90


A particular attention is given to the training and mobility of European researchers and engineers who must be prepared for tomorrow’s technologies. The T.I.M.E network is a member of the platform (41 European universities represented).


The steel technology platform mirrors all the characteristics of the major European platforms such as attention to innovation, large economic impact, contribution to sustainable development, education and training, need for community initiatives to reach a critical mass, contribution to Lisbon and Barcelona initiatives and substantial European added value.

Indeed the platform gives particular attention to:

- Current major environmental issues: CO2 as top priority, but also materials recycling and life cycle, development of by-products, etc. - Safety at work ; - Training and mobility of European researchers and engineers.

Contacts are about to be established with other relevant platforms (such as transportation or construction platform) with the view of ensuring synergy.


The first phase of a “general interest” project, called ULCOS, seeking to achieve a massive reduction in CO2 emissions during steel-making has just been launched under the auspices of the platform (47 European participants, total budget of € 47M, co financed by the RFCS and the Framework programme). This highly ambitious project will require even greater resources, in terms of finance and competencies, for the subsequent phases (global CO2 and energy issue, extension to downstream processes).

Some further projects of this scale are in the pipeline. They will seek to develop new steel solutions and will involve the major users (automobile and construction).


The industrial orientation is clearly shown in the vision 2030 report as the challenges that lie before the European steel industry, to assume a sustainable and global leadership in the coming 30 years and to boost innovation as a response to competitiveness, growth and employment.


More than 80 experts (working groups, support group) operating with their own resources are deeply committed from the beginning.

The high level of stakeholders is also fully involved and gives strong input to achieve the goals.

A more consequent financial commitment will be required from private and public sides to go further.


Partnership is one of the key objectives set out in the vision 2030 report. Mid and long term actions will be included in the implementation of the SRA.

Furthermore, the steel platform can count on an existing network of collaborative research and development established during the former ECSC between industrial laboratories, governments, academic research centres and public bodies. This strong network will be maintained and consolidated within the platform.

91

European Technology Platform for the Future of Textiles and Clothing (ETP-FTC) Web-site: under construction (in the meantime, information available on http://www.euratex.org (follow links for publications -> others)

Technology Platform contact: Mr Lutz Walter, Euratex (European Apparel and Textile Organisation), rue Montoyer 24, 1000 Brussels, tel. +32.2.285.48.85, fax +32.2.230.60.54, e-mail: [email protected] Commission services contact: Mrs Alison Imrie, DG Enterprise and Industry, Unit for textiles, fashion and design industries, 1049 Brussels, tel. +32.2.296.89.18, fax +32.2.296.96.38, e-mail: [email protected]

Vision Document : “European Technology Platform for the Future of Textiles and Clothing – a vision for 2020” available on http://www.euratex.org (follow links for publications -> others) Overall Context: The European textiles and clothing sector is in the process of transforming itself into a sustainable and competitive global industrial player. By focusing on its competitive strengths – that is, on quality and design, innovation and technology, high value-added products and services, and on flexibility, rapidity and proximity to markets – it can ensure a prosperous future, even in the face of fierce global competition. The ETP-FTC therefore aims to:

• develop a long-term vision for the transformation of today’s European textiles and clothing (T/C) industry into a sustainable and competitive global industrial player, able to provide significant employment and economic added value to Europe for decades to come;

• focus on the effective exploitation of research, innovation and knowledge-orientation in all T/C sub-sector activities;

• overcome the existing fragmentation of textile-clothing RTD activities in Europe by focusing on scientific-technological excellence, industrial relevance and resource efficiency;

• strengthen the human, knowledge and creativity dimension by developing first class industry-orientated education and training programmes;

• fostering synergies with other industrial sectors, such as machinery, chemicals, construction, medical, rail, road and maritime transport, aerospace, nano-electronics etc.

STAGE 1: Stakeholders getting together Setting up the platform In view of the challenges that the T/C sector is facing and will continue to face in the coming years – in particular the elimination of import quotas on 1 January 2005 – the European Commission adopted a Communication on the future of the textiles and clothing sector in the enlarged European Union on 29 October 2003. Research and innovation were considered to be crucial factors for the future of the sector in Europe. To follow this up, a European High Level Group (HLG) was set up comprising the European Commission, some Member States, industry, trade unions, retailers, importers, distributors and the research community to stimulate debate on possible initiatives to facilitate the sector’s adjustment to the major future challenges. A specific working group was created to discuss R&D and innovation matters.

92

On 30 June 2004, the HLG approved in the form of a report recommendations to the Commission, including several on research and innovation. A European Technology Platform for textiles and clothing, led by industry, was suggested as a key measure. This was welcomed by the Commission in its Communication Textiles and Clothing after 2005 – recommendations of the High Level Group on textiles and clothing of 13 October 2004. In addition, the Competitiveness Council of 25-26 November 2004 welcomed the Commission’s Communication and the work of the High Level Group The European Apparel and Textile Organisation (Euratex) has committed to co-ordinate the setting up of the platform, and to act initially as secretariat, and in November 2004 published a draft vision document. Working groups are being defined, with the aim of beginning work in early 2005.

Formal launch The formal launch event of the platform took place on 16 December 2004 in Brussels in the presence of Commissioner Potočnik. Key representatives of industry, the research community and the European Commission outlined their objectives, expectations and recommendations with regards to this new form of strategic research development for the textiles and clothing sector.

Stakeholder involvement High-level representatives of individual companies lead the expert working groups and are part of the governing council. However, the platform also relies heavily on the involvement of collective structures (associations and networks) to be able to better bundle the wide range of challenges and needs of this highly fragmented and SME-dominated industrial sector.

Membership of the platform is still being developed, but it already includes the following:

Euratex (European Apparel and Textile Association), national T/C associations and

European T/C branch associations (e.g. CIRFS, CRIET) Textiles and clothing companies (including fibre manufacturers) Textranet members (European network of textile research centres) AUTEX members (European network of universities for textiles)

It is hoped that byearly 2005 representatives of T/C distributors and retailers, those Member States involved in the HLG exercise and others, regions with a strong T/C presence, T/C trade unions (notably ETUF-TCL), specialist ICT enterprises, machinery manufacturers, chemicals suppliers, consumer organisations, and representatives of those industries where technical textile applications are found (e.g. construction, medical, rail, road and maritime transport, aerospace, nano-electronics etc), and the textiles thematic group of Innovation Relay Centres will be involved in the platform at one of the various levels.

Structure and governance The main core of the platform is composed of 3 thematic pillars:

1. “From commodities to speciality products” (move from commodity fibres, filaments

and fabrics towards speciality products from flexible high-tech processes);

2. “New textile applications” (establishment and expansion of textiles as raw material of choice in many industrial sectors and new application fields); and

3. “From mass production to customisation” (end of the era of mass manufacture of

textile products, towards a new era of customisation, personalisation, intelligent production, logistics and distribution).

A number of permanent expert working groups have been created within each thematic pillar, led by industry but with members from the whole stakeholder range, to develop a long-term vision and implement a strategic research agenda in the respective field.

93

In addition, a limited number of horizontal task groups will be formed to deal with issues related to framework conditions for effective research and industrial innovation, such as financial resources, education and training, standardisation etc.

Structure of the ETP-FTC (European technology platform for the future of textiles and clothing)

Above this level, a Governing Council oversees the strategic development of the platform as a whole, and is comprised of the industry chairpersons of each permanent expert group and horizontal task group, and the presidents/chairpersons of Euratex, AUTEX and Textranet. A specific horizontal forum will deal with innovation management. As well as developing strategies for a faster and more effective translation of research results and technology innovations into product, process and organisational innovation within T/C companies, this forum will constitute the platform’s link to EU policies and working groups dealing with the improvement of general innovation framework conditions in the EU. Furthermore, based on the structure established in the High Level Group for textiles and clothing, a political mirror group composed of high-level representatives of the European Commission and EU Member States is being set up.

Mr Filiep Libeert, President of Euratex, has been proposed as platform leader. Initially, Euratex will take responsibility for a permanent secretariat.

94

STAGE 2: Stakeholders define a Strategic Research Agenda (SRA) Methodology Since the launch event on 16 December 2004, a strategy is being elaborated to prepare the Strategic Research Agenda based on input from the three thematic pillars of the platform (i.e. “From commodities to speciality products”, “New textile applications” and “From mass production to customisation”. Initial discussions within the platform will be based on the preparatory work already undertaken by the research and innovation working group of the High Level Group on Textiles, as well as on the results of the FP5 research project TEXMAP. Input collection and agenda development for the three thematic pillars will be supported by the LEAPFROG Coordination Action (pillars 1 and 3) and the Euratex Working Group on Technical Textiles in conjunction with the CLEVERTEX SSA (pillar 2).

Contacts with other existing and emerging European Technology Platforms have been established, or are planned, to exploit synergies, such as Sustainable Chemistry, “ManuFuture” (Manufacturing), “Building for a Future Europe” (Construction), Rail Transport (ERRAC), Road Transport (ERTRAC), and Maritime Transport (ACMARE), Aerospace (ACARE), Nanoelectronics (ENIAC), Nanomedicine…

Timing, updating

The permanent expert working groups within each thematic pillar will start to meet in early 2005. At the same time the horizontal task groups will define their specific scope and technical content, and the innovation management forum will be set up. The TP will aim to draw up a first draft of the Strategic Research Agenda within the first half of 2005.

Summary content and structure

The SRA will be based on the vision of the platform, and will define the scientific-technical state-of-the-art, existing technology gaps and barriers, feasibility scenarios and a strategic roadmap for the development of solutions for moving from commodities to speciality products, developing new textile applications, and moving from mass production to customisation.

Consensus building Consensus is the natural outcome of the way ETP-FTC is set-up, with all stakeholders, both public (Member States, Commission) and private (T/C manufacturing industry and associated sectors) represented, along with the research institutes and universities. Private sectors are represented through their relevant associations, such as Euratex, CIRFS, CRIET etc. All stakeholders will therefore contribute to the platform’s process and decisions will be the result of consultation with all parties. This system of representation has already been piloted and found effective within the structure of the High Level Group for textiles and clothing.


Based on the structure established in the High Level Group for textiles and clothing, high-level representatives of the European Commission and EU Member States will be members of the political mirror group. In addition, the Commission will have representatives in the working groups and innovation forum. Regional public authorities with an interest in the textiles and clothing sector will also be invited to participate in the activities of the ETP-FTC.

Education and Training Due to the work of the High Level Group on textiles and clothing, and its recommendations on education and vocational training, stakeholders are already well aware of the importance of upgrading the skills of the T/C workforce to take better advantage of new technologies. The involvement of the social partners (and in particular the trade union ETUF-TCL) in the platform together with the AUTEX (European network of universities for textiles) and Textranet networks (European network of textile research centres) will allow for links to be made with the projects planned by the High Level Group in this area.

95

STAGE 3: Implementation of the Strategic Research Agenda Operational focus/concrete projects

Existing FP6 projects (NMP thematic priority and SME-specific measures) already running or at negotiation stage:

o AVALON (IP-SME): novel hybrid textile structures integrating shape memory alloys and

the related process techniques for intelligent fabrics (medical and protective), as well as reinforced composites for civil aviation, the automotive sector and aerospace

o CLEVERTEX (SSA): develop a strategic master plan for the transformation of traditional textile and clothing production into a knowledge-driven industrial sector by 2015

o LEAPFROG (IP): innovate the technology base of apparel manufacturing o LEAPFROG (CA): create a “knowledge community” for intelligent apparel manufacture o FLEXIFUNBAR (IP-SME): new generation of multifunctional materials for different

applications in technical textile sectors (such as transport, medical uses, protection and clothing) as well as in the paper and footwear sectors

o ACTECO (IP-SME): novel processes based on the combination of nanotechnology and plasma surface engineering for a new generation of hyper functional textiles

o ULTRATEC(STREP): new finishing processes with lower environmental impacts by using ultrasound technologies

o WebTextpert (Collective Research): new generation of integrated innovation and knowledge-management, development of appropriate web-based training methods, tools and best practice demonstrators

o MYHEART (IP): develop intelligent biomedical clothes for preventing cardio-vascular disease

o ENVITEX (SSA): set up a textiles-specific partner research database, particularly for the New Member States and Candidate Countries

Further projects are anticipated from calls which are still in the evaluation phase, and after the 2 upcoming calls under the NMP work programme for 2005 on (1) technical textiles to develop new markets in the areas of construction, protective clothing and medical uses, and (2) biomaterials for implants (including biocompatible implants).


The ETP-FTC is problem oriented and industry-led. High-level representatives of individual companies will lead the expert working groups and will be part of the governing council, and industry associations will play a vital role in providing co-ordinated input for the SMEs who make up over 95% of companies in the sector. The main aim of the platform is to develop a long-term vision for the transformation of today’s European textiles and clothing industry into a sustainable and competitive global industrial player, able to provide significant employment and economic added value to Europe for decades to come. It will also benefit from improving synergies with several other industrial sectors such as construction, medical, rail, road and maritime transport, aerospace, nano-electronics etc.


Euratex, the European Apparel and Textile Association, is providing the secretariat of ETP-FTC as a proof of the commitment of the manufacturing industry. Even before the official launch of the platform, research under the 3 pillars foreseen has already involved a commitment of over €20 million by industrial stakeholders.

The Commission has welcomed the setting up the ETP-FTC by industry stakeholders in its Communication Textiles and Clothing after 2005 – recommendations of the High Level Group on textiles and clothing of 13 October 2004. In addition, the Competitiveness Council of 25-26 November 2004 welcomed the Communication, and particularly noted the need in the T/C sector for “European leverage and support for SME financing, including their access to support for research and innovation”, which is one of the aims of the platform.

96

MANUFUTURE - Platform on Future Manufacturing Technologies Web-site: http://www.manufuture.org

http://europa.eu.int/comm/research/industrial_technologies/manufuture/home_en.html

Technology Platform contact: Prof. Heinrich Flegel, DaimlerChrysler, Chairman of the MANUFUTURE HLG, [email protected] Prof. Francesco Jovane, Director, ITIA-CNR [email protected]

Commission services contact: Christos Tokamanis, Head of Unit, DG Researcg G2 Industrial Technologies [email protected]

Vision Document : Manufuture - assuring the future of manufacturing in Europe. A vision for 2020

See http://www.manufuture.org http://europa.eu.int/comm/research/industrial_technologies/manufuture/home_en.html Overall Context: The manufacturing activity in Europe represents today approximately 22% of the EU GNP. It is estimated that in total 75 % of the EU GDP and 70% of employment in Europe is related to manufacturing. This means that each job in manufacturing is linked to two jobs in manufacturing related services.

European manufacturing has great potential as part of a sustainable EU economy, but its success will depend upon continuous innovation in products and processes. In addition to demanding increased commitment from the private sector, it is essential to combine European Commission efforts with those of Member States and accession countries to develop a common vision – starting at the industrial level but going much further in addressing technical, environmental and social issues.

The March 2000 Lisbon European Council set the objective of making the EU ‘the most competitive and dynamic knowledge-based economy in the world, capable of sustainable economic growth with more and better jobs and greater social cohesion’. This ambitious target cannot be met without the continuing presence of a strong and competitive manufacturing sector. Article III-180 of the proposed Constitution for Europe spells out that ‘the Union and the Member States shall ensure that the conditions necessary for the competitiveness of the Union's industry exist’. An economy based on service industries alone will not survive in the longer term.

For European industries to remain competitive in the increasingly complex global economic environment, it is crucial that they modernise their manufacturing base and strengthen the links between research and innovation.

The mission of MANUFUTURE is therefore 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 STAGE 1: Stakeholders getting together How the platform is being set up In 2003, the European Commission published a reflection document highlighting the potential role of Community industrial research programmes in sustaining European leadership in manufacturing. This identified the main barriers to innovation and the major incentives that should be provided by public authorities to help traditional EU industry overcome them, notably through the development of targeted research initiatives.

The document’s proposals were debated at a conference entitled ‘European Manufacturing of the Future: role of research and education for European leadership’, held in Milan on 1 and 2 December 2003. The purpose of this event was to catalyse discussion between major stakeholders regarding the relevant scientific, technological, organisational and industrial issues, and to assess the interest in forming a common vision on the future of manufacturing technologies.

97

It was agreed that effective action would necessitate a combination of EC efforts across several policy areas with those of Member States and regions – starting at the industrial level, but going much further in addressing technical, environmental and social issues. Realising the European Research Area (ERA) and raising the overall level of public and private research investment towards 3% of GDP by 2010 were seen as vital aspects of this exercise.

The Commission’s Research DG therefore appointed a MANUFUTURE High Level Group (HLG) and a supporting Expert Group, bringing together policy-makers with senior figures from industry, and the research community. The mission of the groups’ six-month mandate was to elaborate the MANUFUTURE vision and to start the preparation of the SRA.

Formal launch MANUFUTURE 2004 (European manufacturing of the future: making research work), with an invited audience of 350 top industrialists, academics and policy-makers, is a two-day conference hosted by the University of Twente in Enschede, 6-7 December 2004.

Enschede provides a launch-pad for the ‘MANUFUTURE - a vision for 2020’ document summarising the HLG’s recommendations on the way ahead. It can also be considered to be the launch event of the MANUFUTURE platform.

Structure and governance The structure and the terms of reference of the platform have not been finalised yet. Nevertheless it is expected that the platform will have the following structure:

The High Level Group (HLG) will include senior decision-makers representing Industry, Research, Member States and the European Commission. The HLG members are divided into three sub-groups:

1) Representatives of Member States 2) Manufacturing sector representatives

The High Level Group (HLG) will include senior decision-makers representing Industry, Research, Member States and the European Commission. The HLG members are divided into three sub-groups:

1) Representatives of Member States 2) Manufacturing sector representatives

– HLG members of sectoral platforms – CEOs of Manufacturing companies – CEOs of suppliers (services, components, equipment) – CEOs of Financial Organisations – Presidents of universities or research institutes – President of User Organisations

3) Representatives of the European Commission: DG Research, DG INFSO, DG Enterprise

The Steering Group (SG) will be the operational body of the Platform. The SG will develop and write the Vision 2020 and the SRA and associated documents, under the mandate of the HLG, taking into account the deliverables from the Strategic Priorities (Focus Areas) Working Groups.

The Industrial Advisory Group (IAG) is intended to bring together top-decision makers on manufacturing issues from the EU. They will advise the High Level and the Steering Groups on the industrial transformation impact the MANUFUTURE activities are having on industrial competitiveness and promotion of sustainable development. They will also advise on the crucial aspect of industrial investment in R&D.

Overview of activities of the platform It is foreseen that the platform should have more of a horizontal nature than that of other ETPs, as it addresses the entire manufacturing sector, integrating all stakeholders and their needs.

Its main role would be to govern research, technological development and innovation (RTDI) efforts aimed at the transformation of the European manufacturing industry at two levels:

• A policy level aimed at continuous development of the MANUFUTURE vision and promotion of the Lisbon objectives; and

98

• An operational level employing a technological approach exploiting all possible synergies arising from the converging nature of science and technologies;

The technological approach should begin by addressing common problems or bottlenecks faced by the sectoral platforms currently in operation or under development. The MANUFUTURE platform will provide new knowledge that can be applied and shared across the whole sphere of manufacturing, and will stimulate an exchange of information between the sectors.

The effect will be to mobilise and concentrate a critical mass of research and innovation effort onto key issues. The Platform will encourage the collaboration of institutions at EU, Member State and regional levels, and promote the active participation of the private sector.

STAGE 2: Stakeholders define a Strategic Research Agenda (SRA) Methodology The Vision document will be complemented by a more detailed Strategic Research Agenda, which is currently in course of preparation.

The present draft version is based on the inputs from the MANUFUTURE HLG and the MANUFUTURE expert group and building also on the results of a specific workshop organised by the Fraunhofer Gesellschaft in Dortmund, 1 July 2004, with some 80 high level participants.

Timing, updating The draft SRA will be the subject of discussion at the Enschede conference, where a series of parallel workshops are being held, covering:

• Innovating production – to boost the move from an economy of quantity to one of quality, from an economy of use and waste to a sustainable economy; • Adapting the organisation – replacing linear approaches by a ‘manufacturing engineering’ strategy that simultaneously addresses all inter-related aspects; • Adaptive and digital manufacturing – using digital methods to integrate new technologies into the design and operation of manufacturing processes; • Networked and knowledge-based manufacturing – using knowledge to optimise resources and processes, as well as transferring it to areas where it can be employed to advantage; and • Providing a supportive environment – in terms of integrating the factory environment with education, and developing better solutions for the financing of innovation.

Specific working groups will be appointed for the further development of the SRA as needed. Initial contacts between MANUFUTURE and sector specific manufacturing ETPs were established in a workshop organised by CNR-ITIA in Milan, 20 October 2004. The identification of common problems and bottlenecks will start in early 2005 in tandem with the SRA development of the emerging sectoral manufacturing related ETPs.

Summary content and structure The current draft is structured around the findings of the MANUFUTURE vision document with the following structure:

• The road to MANUFUTURE • Meeting the changing needs of manufacturing

o Market driven change o The sustainability dimension o Innovating production o Adapting the organization

• Building the knowledge community • Providing a supportive environment • Recommendations for action

The structure of the SRA reflects the realisation that industrial transformation requires a set of interdependent actions starting at industrial level but going much further in addressing technical, environmental and social issues.

99

Strategic approach Given the diversity of manufacturing activities, the number of actors involved, and the widely differing national and regional needs across the EU, these challenges cannot be met by a single universal solution.

Consequently, MANUFUTURE is likely to adopt a multi-perspective approach based on:

• Creating an integrated knowledge-sharing community, with strong links between academia and industry; • Building a world-class research and development infrastructure; • Adopting new business models, organisational concepts and working methods; • Establishing a favourable economic and regulatory climate to encourage research investment and entrepreneurship; • Restructuring education and training to reflect the lifelong learning needs of tomorrow’s ‘knowledge workers’; and • Increasing public awareness of the value of science, the rewarding career opportunities that will arise in knowledge-based manufacturing and the importance of sustainable production/consumption patterns.

Consensus building There exists a wide consensus on the high level objectives of MANUFUTURE, supported for example by the recent Commission Communications on industrial policy and statements from the Competitiveness Council. As MANUFUTURE addresses the entire manufacturing sector, the number of potential stakeholders is very high. Therefore, the platform will seek input from an Industrial Advisory Group, the Sectoral ETPs and other national or public platforms. MANUFUTURE will also organise large scale consultation events, such as the Enschede event.

Interests of public authorities Member state representatives are regularly informed about the progress in MANUFUTURE and a number of member states have provided direct input to the preparation of the MANUFUTURE vision and SRA documents. Member State representation in the Executive council is envisaged. A number of national mirror groups are in preparation. Contacts will be established with relevant ERA-Nets.

Budget and financial engineering These have not been established at this stage

Communication strategy The MANUFUTURE web site (http://www.manufuture.org )has been operational since December 2003. MANUFUTURE is also extensively covered on the Commission’s Industrial technologies website where all relevant documentation is available.

(http://europa.eu.int/comm/research/industrial_technologies/manufuture/home_en.html). MANUFUTURE presentations have been made in numerous workshops and conferences and the Vision document will be made public in the Enschede conference 6-7 December. The publication will be accompanied by a press conference and press releases.

Education and Training MANUFUTURE has paid significant attention to this issue as schools and universities must be encouraged to provide the appropriate types of education and training to develop the skills needed by new generations of ‘knowledge workers’, who will need to combine technological expertise with entrepreneurial spirit. It can be argued that manufacturing is a subject that can not be handled efficiently inside a university classroom alone. A ‘teaching factory’, integrating the factory environment with the classroom could be a breakthrough to this end.

100

STAGE 3: Implementation of the Strategic Research Agenda Operational focus/concrete projects The goal of MANUFUTURE is to create a common understanding, to identify top priority research topics for the future of manufacturing in Europe and to include these in the EU framework programme for research, other European initiatives such as Eureka, and national or regional programmes while aiming at financial leverage and progress towards the 3% objective.

It is the intention to publish the MANUFUTURE SRA in time to guide the industrial technologies work programme in FP7. In FP6, elements of the NMP priority’s work programme have already been dedicated towards supporting industry’s transition towards more knowledge-based and customised production and systems organisation. Some calls for proposals have been implemented jointly with the IST programme.

Selected projects address a wide range of topics, e.g. development of a new industrial robot generation (SME ROBOT - IP), textile and garment manufacturing (LEAPFROG -IP), mass production of miniaturised components (MASMICRO - IP) and knowledge community in production (VRL-KCIP).

Industrial orientation The industrial orientation of MANUFUTURE is evident from its mission statement: to propose a strategy based on research and innovation, capable of speeding up the rate of industrial transformation in Europe. As such, MANUFUTURE is not limited to a specific industrial sector or technology, but aims at covering the entire manufacturing sector and focusing on common problems or bottlenecks.

Commitment of stakeholders Already significant efforts have been spent by the MANUFUTURE HLG and Expert Groups in the preparation of the vision document and the SRA. The secretariat has thus far been provided by Commission services. As the development of the SRA progresses, the stakeholders and industry in particular are expected to take the leading role. However, as a horizontal platform, the Commission services will continue to provide support in the coordination of activities.

Outlook towards building a long-term public-private partnership The objectives of MANUFUTURE are challenging and can not be fully achieved without a long-term public-private partnership. In addition to demanding increased commitment from the private sector, it is essential to combine European Commission efforts across several policy areas with those of the Member States. Benefits can be expected from synergy between various research and technological development programmes related to manufacturing, from improved productivity through the avoidance of duplicated effort within the Union, and from completely new modes of co-operation. It is nevertheless clear that the process will take time and will require sustained commitment from all involved parties.

101

The European Construction Technology Platform (ECTP) Web-site: www.B4E.org/ETPConstruction (replaced by www.ectp.org in early December)

Technology Platform contact: Mr Jesus RODRIGUEZ, Dragados, President, ENCORD, e-mail: [email protected]

Commission services contact: Mr Christos TOKAMANIS, Mr Christophe LESNIAK, DG Research

Vision Document : Vision 2030 (working paper, October 2004) http://www.e-core.org/ETPconstruction/Vision_2030.pdf

Overall Context 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.

STAGE 1: Stakeholders getting together Discussions on the creation of one or more technology platforms on construction were initiated in 2003 in the frameworks of the European Council for Construction Research Development and Innovation (ECCREDI, www.eccredi.org) and the European Network of Construction Companies for Research & Development (ENCORD, www.encord.org), involving industry federations, major representative members from industry, other various key organisations and the EC. Progress on the preparing work was carried out through a Working Group, discussed within relevant meetings of ECCREDI, ENCORD and other associations such as FIEC (European Construction Industry Federation), ENBRI (European Network of Building Research Institutes), ACE (Architects' Council of Europe), FEHRL (Forum of European National Highway Research Laboratories) or CEPMC (Council of European Producers of Materials for Construction). Progress was also reported at various public events such as :

• The workshop organised by the FP5 Concerted Action E-CORE (European Construction Research, www.e-core.org) on “Construction research in an Enlarged European Union” held in Warsaw on 6-7 Nov. 2003

• The FP6 Brokerage and Partnering workshop for construction sector held in Brussels on 2-3 Feb. 2004

• The E-CORE full network meeting held in Brussels on 27 May 2004.

This work led to setting up the structure of the ECTP, identifying major challenges in several focus areas, editing a first version of a Vision 2030, together with elements of breakthroughs and required innovations which would be the core of a future Strategic Research Agenda.

The ECTP was formally launched at the occasion of the E-CORE B4E ("Building for Europe") Conference held in MAASTRICHT on 14-15 October 2004. This event was an important opportunity for presenting to a wider audience (around 300 participants) and debating with it, the purpose of the ECTP and its available and future deliverables. It was also the occasion to hold the second meeting of the Support Group (SG) of the ECTP. At last, the strategy for construction RTD, prepared by E-CORE during the previous months, was also presented and should be the basis of guidelines for the strategic work of the platform.

The structure of the ECTP includes a High Level Group (HLG), a Support Group (SG), several Focus Areas, a Plenary Assembly and a Secretariat.

The High Level Group is established consisting of senior decision-makers representing the industry (construction companies, suppliers of services, components and equipment, design consultants, operators, financial organisations, associations, architects, universities and research institutes, clients and users organisation), Member States and the European Commission. The 1st meeting is planned on 25, January 2005 to sign the Terms of Reference of the platform and the Vision 2030 document.

102

The Support Group is the executive level of the Platform. It is for instance developing and writing the Vision 2030 and the SRA, under the mandate of the HLG, taking into account the deliverables from the Focus Areas. The Support Group includes 20 to 25 representatives of the industry. The 1st official meetings of the SG took place in September 14th, October 14th and November 23rd, 2004, with officers of the EC (DG Research, DG Enterprise and Industry). The Chairmanship of the Support Group is ensured by Mr Jesus Rodriguez, from DRAGADOS (Spain).

The Focus Areas (FA) address items under areas of specific interest for the future of the construction sector. They are preferably led by representatives of the industry. 6 Focus Areas have been launched so far (co-leaders are mentioned):

1. Cities and Buildings (NECSO - Spain, SAINT-GOBAIN - France)

2. Underground Constructions (DRAGADOS - Spain, FCC - Spain)

3. Quality of Life (NCC - Sweden, SOLETANCHE BACHY - France)

4. Networks (AUTOSTRADE - Italy, DWW – The Netherlands)

5. Cultural Heritage (pending)

6. Materials (HEIDELBERG - Germany, pending)

More than 200 key players are today identified as members of the ECTP. They are participating to one or several Focus Areas where they can contribute to the activities such as the definition of the Vision 2030 and the SRA deliverables.

One of the aims of the ECTP is to promote the contact with existing National Technological Platforms (NTP) or NTP to be created (In 8 M.S.: United Kingdom, Greece, Norway, Switzerland, Sweden, Belgium, Austria and Ireland). NTPs exist so far in 7 M.S.: Poland, Spain, the Netherlands, Finland, Denmark, Slovenia, and France. The ECTP supports coordinating the national initiatives, through collecting strategic lines of these national platforms and transmitting the ECTP ideas and deliverables.

Contacts are active or planned with other existing and emerging ETPs as Steel, “Manufuture” (Manufacturing), Rail Transport (ERRAC), Road Transport (ERTRAC), Maritime Transport (ACMARE), Textile & Clothing (ETP-FTC), Wood, Nanoelectronics (ENIAC),…

The mobilisation of all main stakeholders in the ECTP to achieve focused visions in key areas of technological challenge in construction is expected to deliver substantial benefits, including:

• Development of focused roadmaps and visions for key areas, which will influence future Framework Programmes and wider European policies towards construction;

• Radical technological and organisational transformation of the construction sector and modernisation in key industry-led priority areas, leading to the key goal of a sustainable industry and built environment;

• Development (ultimately) of a long-term and updateable vision for the sector in Europe;

• Concentration of effort, leading to greater impact;

• Stimulation and increased effectiveness of public and private investment in R&D, so contributing to the European objective that investment should be at the level of 3% of GDP;

• Underpinning EU enlargement through opening up new markets, whilst enhancing standards and stimulating greater competition;

• Underpinning equitable markets for public works through facilitating the use of cutting-edge

• technologies in major construction works in the context of the implementation of the Single Market;

• Facilitating the implementation of regulations linked to the energy performance of buildings and contributing to the achievement of the Kyoto objective;

• Contributing to safer and healthier working and living environment, leading, inter alia, to an improved legal framework for health and safety in construction and a corresponding reduction in accidents in the workplace;

• Contributing to erasing the (false) public perception that construction is a low technology industry.

103

STAGE 2: Stakeholders define a Strategic Research Agenda (SRA) In order to elaborate a pertinent 2030 vision and the better strategy for the sector, it is critical to bear in mind the great diversity of activities, costumers and markets that the construction sector encompasses. The complexity and diversity of this mega-industry advocated creating several Focus Areas (FA) large enough to be considered nearly as independent ETP or JTI.

A key early stage in the work of the platform is therefore to identify specific challenges and to develop visions and detailed strategies/roadmaps for research needs in the so far 6 selected FA. These individual elements are subsequently brought together in a wider long-term Vision 2030 for the construction sector, which identifies the main technological issues, needs and barriers to innovation in the sector and which is developed into a strategic research agenda and associated action plans and roadmaps to maintain Europe’s leadership in construction.

A first version of a Vision 2030, together with elements of breakthroughs and required innovations which would be the core of a future strategic research agenda, has been made available at the launching event of the ECTP in MAASTRICHT on 14 October 2004.

An updated version of the Vision will be made available for approval by the HLG at its first meeting on 25 January 2005 (provisional date). In the same time, each Focus Area is asked to build up elements of the research agenda needed to reach the vision in their domain. Elements will be consolidated at the level of the SG, and the SRA should be finally approved by the HLG at its second or third meetings, in April and October 2005, respectively.

The SRA should contain a consolidated Agenda for Construction R&D together with more detailed features related to each of the domains dealt with in the various focus areas. Three time horizons have been so far introduced in the Vision 2030 of the ECTP: 2010, 2020 and 2030. Each time horizon is characterized by a certain number of major breakthroughs and associated required innovation domains. The SRA will detail the research needs and the implementation ways which should be followed to progress on these priorities.

EUROPEAN CONSTRUCTION TECHNOLOGY PLATFORM PLANNED MEETINGS (NOVEMBER 2004)

Date Place Subject

06-09-04 Stockholm FA3 - Sustainability, health and safety (1)

06-09-04 Leimen (DE) Cementitious materials

(meeting of chairman SG and cement producers)

08-09-04 Madrid FA2 - Underground constructions (core group) (1)

09-09-04 Madrid FA1 - Cities and buildings (core group) (2)

10-09-04 Madrid FA1 - Cities and buildings (general) (1)

13-09-04 Brussels Meeting of chairman SG, DG Research, Necso and JRC

14-09-04 Brussels 1st Support Group meeting:

Membership, TOR, Focus Areas, Link with TPs, Secretariat, HLG

22.09.04 Tel. meeting FA3 – telephone meeting WG leaders

28.09.04 Brussels FA4 – Networks (1)

01.10.04 Brussels FA3 – Sustainability, health and safety (2)

14.10.04 Maastricht FA1 – Task Force (Saint-Gobain, Necso, CSTB, ACE)

14-10-04 Maastricht 2nd Support Group Meeting

TOR, Vision 2030, FA Materials,..

15.10.04 Maastricht Links ECTP – National Platforms (1)

15.10.04 Maastricht FA5 – Materials (1)

26.10.04 Madrid FA2 – Underground Constructions (2)

02.11.04 Paris FA3 – Sustainability, health and safety (3)

11.11.04 Brussels FA5 – Materials (2) 15.11.04 Paris FA3 – Sustainability, health and safety (4) 22.11.04 Brussels Links ECTP – National Platforms (2) 23-11-04 Brussels 3rd Support Group: Vision 2030, TOR

02.12.04 Lausanne FA5 – Materials (3) 07.12.04 Brussels FA4 – Networks (2) 25-01-05 Brussels 1st HLG meeting: TOR, Vision 2030 (TOR, Vision 2030)

21.02.05 Brussels Links ECTP – National Platforms (3): Action Plan, Conference, ERA-NET, Promotion, SRA,..

22-02-05 Brussels? 4th Support Group: Vision 2030, SRA 30-03-05 Brussels? 5th Support Group: SRA, JTIs

11.04.05 Finland Links ECTP – National Platforms (4): Action Plan, Conference, Promotion, SRA 26-04-05 Brussels? 2nd HLG meeting (SRA, JTIs)

06.06.05 Spain / UK? Links ECTP – National Platforms (5): Action Plan, Conference, Promotion, SRA

14-06-05 Brussels? 6th Support Group: SRA, JTIs 20-09-05 Brussels? 7th Support Group: SRA, JTIs

25.10.05 Poland? Links ECTP – National Platforms (6): Conference National Platforms 25-10-05 Poland? 3rd HLG meeting: SRA, JTIs 22-11-05 Brussels? 8th Support Group

104

In the coming decades, the sector must face a number of major strategic challenges, which have to be dealt with at an integrated European level. The Vision and the SRA are putting up a future for the Construction Sector, which will include:

• Improving the competitiveness of European construction and industry at large (Lisbon and Gothenburg agendas),

• Contributing to better social inclusion and sustainable communities, • Facing climate change and sustainability challenges in a very proactive approach, • Lowering barriers to technology take-up, • Improving the in service performance.

The way the ECTP has been structured facilitates a consensus building and the inclusion of views of all key stakeholders. The Focus Area activities are open to any stakeholder, who wants to contribute to the intermediate documents to be forwarded for consolidation to the SG and approval to the HLG, where again several major representatives of the main families of actors of the construction sector are involved. Successive versions of the Vision 2030 and the SRA are made publicly available on the Website of the ECTP.

Interests of public authorities are taken into account in different manners:

• Representatives of Member States and the European Commission are members of the HLG, • The liaison with National Technological Platforms (mirror groups) is a clearly dedicated mission at

the level of the SG and setting up of new National Platforms is encouraged, • The coordinator of ERABUILD (ERANET project on Sustainable Construction) is a member of the

SG. • The Vision 2030 currently available introduces societal and environmental challenges.

Because most firms in the Construction Sector are small or medium-sized enterprises (SME’s), the contribution of the sector to European GDP and its importance for overall economic performance are often not fully recognized. As a matter of fact, some key statistics from 2003 (for the EU-15) show that €910 billion were invested in construction, which represents about 10% of the GDP. The R&D effort in the sector so far represents an insufficient part of the needs to develop enough adequate innovations. To reach the level of 3% of GDP for R&D in the sector would be a goal to be followed progressively. Estimating the costs for the implementation of the SRA is underway.

Possible implementation mechanisms include:

• At the level of the EC, the support of projects (mainly both Integrated Projects and Specific Targeted Research Projects) with a public/private share of the costs of the projects,

• At the level of the Member States, an increase of the effort in the R&D in the Construction, through the development of new Programmes coordinated in particular at the level of the ECTP,

• The development of new private/public initiatives such as the "Fondation" scheme in France, • The identification of parts of the SRA which would need to reach a critical mass through the setting-

up of a Joint European Technological Initiative (JTI).

STAGE 3: Implementation of the Strategic Research Agenda An overview of the running projects and proposals selected for negotiation within the Sixth Framework Programme shows a list of about 60 projects involving the Construction Sector. These projects (Integrated Projects, Strategic Support Actions, Coordination Actions, Specific Targeted Research Projects) concern various priorities of the Program such as Nanotechnologies, Multifunctional Materials and Processes, Information Society Technologies, Sustainable Energy, or the Support to the European Policies. These projects are progressively brought to the Platform in the coming months.

More than 10 IP can be identified, among which three of them are under negotiation within the NMP Priority : ManuBuild (IP) is to create an Open Building Manufacturing System, Tunconstruct (IP) addresses the underground construction & Tunnels and I-Stone (IP/SME) focuses on the integrated production and manufacturing of Natural Stone. In addition a SSA (Enable) will support the ECTP activities.

An ERA-NET on Sustainable Construction (ERABUILD) started in September 2005 and the Sector is partly concerned with two other ERANET on ICT in traditional manufacturing industries and wood material and engineering.

105

Industrial orientation will be progressively defined by the HLG in its meetings of April and October 2005. The main focus is to increase the competitiveness of the European Construction Sector, getting it to be world leader in strategic fields of activity.

Commitment of stakeholders should be effective at the first meeting of the HLG in January 2005.

In addition to the European Projects mentioned above, several National Programmes (France, Finland,…) have been identified as already contributing to funding R&D topics directly linked to the fields of the ECTP (see ERABUILD). Information on R&D projects and actors in Europe is available in a database (see www.e-core.org/index1.asp?nav=workpackage1).

As regards long-term public-private partnership in the fields of the ECTP, it is worth while mentioning as an interesting example the French "Fondation" on Sustainable Buildings launched before Summer and which is planned to be running for several years.

Progress on the implementation of the Strategic Research Agenda is the main domain of activities of the ECTP in 2005.

The ECTP will explore several possibilities for the implementation of SRA:

• Defining and proposing some specific implementation mechanisms, including the potential afforded by Treaty Article 171.

• Improving the priorities on construction issues and promoting new research actions at European level, within the open calls.

• Promoting research initiatives at national level through the coordination of ECTP with the National Construction Technology Platforms.

106

ANNEX 2

Information on some more recent technology platforms under development

Innovative and Sustainable Use of Forest Resources: A Technology Platform initiative by the European forest-based sector (Summary) Industrial Safety (Summary and Status Report) Clean and Sustainable Carbon-based Energies for Europe (N-EU-CARB-EN) (Summary and Explanatory paper)

Clean Power (Summary)

EuMaT - Advanced Engineering Materials and Technologies (Summary)

107

Innovative and Sustainable Use of Forest Resources: A Technology Platform initiative by the European forest-based sector (summary)

Web-site: www.forestplatform.org

Overall Policy Objective The European Union has a major challenge ahead: to reconcile its goal for economic growth with the imperative of protecting the environment and enhancing the European social model. The forest-based sector with its unique characteristics has a significant contribution to make towards the creation of a sustainable European society. As a starting point, the major stakeholders engaged have one important thing in common, namely the resource base: forests. This base provides a renewable raw material – wood – and also several ecosystems and societal functions. The way forward for the forest-based sector is to increase competitiveness while continuing to build on their competence in providing functions that enhance sustainability. New products and markets, along with smart applications, all based on society’s needs, will be the cornerstone of value creation. The development of new technologies will contribute to increased eco-efficiency. Innovation, research and knowledge must therefore underpin any approach that aims to drive the forest-based sector forward. 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 Council Presidency in Lisbon Gothenburg and Barcelona as well as contributing to well-founded policies, directives and regulations. To contribute strongly to the fulfillment 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.

Europe’s research position in a global context The forest-based sector includes all stakeholders with major interests in forestry, forest-based materials and products. The sector provides essential products and services for a more sustainable society. Accounting for 8 % of manufacturing added value in the EU, using a renewable and continuously growing forest resource, counting 15 million private forest owners, providing well over four million jobs in industry, and comprising world-leading companies, the forest-based sector has a strong economic and social influence. Notably, it enjoys global technological leadership and occupies a leading research and business position at international level. Forests occupy about one third of Europe and the forest land area is continuously growing by some 0.5 million hectares per year. Around two-thirds of the European forest growth is utilized for the production of products and energy. By 2030, the forest-based sector will play a key role in a sustainable European society. It will comprise a competitive, innovative and knowledge-based industry fostering an extended use of renewable forest resources. In a new, bio-based and customer-driven European economy, it will provide significant societal contributions. This is the essence of the vision of the forest-based sector for 2030.

108

Primary Technical, Economic and Political Justification for action The sector faces significant challenges to its competitiveness. A unique strength is derived from its sustainability and from the role in mitigating the effects of climate change. But the issue is not simple: securing the availability of raw materials while respecting the varied uses of forests and safeguarding biodiversity is, and will continue to be, a demanding task. A key factor for success lies in an economic and environmental balance of the use of forest biomass for products and energy. Substantially improving the industry’s energy balance is another important factor. In working towards a more sustainable society, it is vital to pursue the development and design of products that meet present and future customer needs, whilst being recyclable for reuse and energy generation. Process innovations will not only have to support sustainable development but also improve flexibility in manufacturing whilst significantly decrease capital costs. Meeting the challenges posed by new competition from other parts of the world is a demanding task. When looking to the future, it is essential to secure the long-term competence base and the innovation lead of the sector, as well as to participate in a single market for knowledge and be able to attract young talent. The sector will not only be able to meet these challenges, but there are, more importantly, opportunities to provide significant social, economic, environmental and technological benefits. Through strategic investments, by fostering alliances and with political support, the forest-based sector will be in a position to significantly increase the use of forest-based materials whilst maintaining other important functions of forests such as biodiversity and recreation. Development of processes and high value-added products, increased substitution of non-renewable materials with forest-based materials, as well as “green chemicals” and “green electricity” are key opportunities for the sector. Meeting the challenges posed and taking advantage of the opportunities presented through the governance mechanism represented by a Technology Platform offers important and significant advantages in many areas. In the research and development field, it facilitates focused investments and fosters a more efficient approach to innovation, whilst stimulating coordination of European and national research agendas. A Technology Platform supports the ongoing development of a relevant knowledge base for the sector and the application of emerging technologies. It allows for the engagement of all key stakeholders, including public ones, stimulates partnerships with other sectors and provides a base for political dialogue. The way forward for the sector must be to increase competitiveness while continuing to build on our competence in providing services that enhance sustainability. New products and markets, together with smart applications, derived from societal needs will be the cornerstone of value creation. The development of new technologies will contribute to increased eco-efficiency. Innovation, research and knowledge must therefore underpin any approach that aims to drive the forest-based sector forward. Even though the technological level of the European forest-based sector is currently high, in a global context there are needs for further technological development. It is of major importance to fully utilise the opportunities offered by the scientific and technological development in sectors such as: materials technology, information technology, biotechnology and nanotechnology. This is absolutely necessary in order to secure the long term competitiveness of this sector. The technological and competitive developments in the sector has so far been characterised by an evolutionary process based on rather empirical approach regarding materials and processes. This is amplified by the fact the forest-based and related industries in general, and the pulp and paper industries in particular, are very capital intensive, requiring heavy investments with long pay back times of typically 15-20 years. The technological and competitive developments in the sector are often the result of many innovations and processes, products, logistics chains etc., rather than of individual major breakthroughs. To be competitive in the future, there is a need for breakthrough ideas and a deep scientific understanding of materials and processes The importance of the innovation chain therefore has to be emphasised.

109

Forests occupy about one third of Europe and the forest land area is continuously growing by some 0.5 million hectares per year. Around two-thirds of the European forest growth is utilised for the production of products and energy. There is thus potential for increasing the use of forestry-based resources for innovative products and for energy production. This offers great possibilities not only for an increased economical use, but also for the increase of carbon dioxide neutral production of products and energy. At the same time, the production and use of wood-based products promotes carbon storage. The forest-based sector is also to a large extent recovering, re-using and recycling its raw materials and products both for the manufacturing of new products, as well as for energy production. A major part of the raw materials used by this sector are renewable and the ability to renew is a prime characteristic. Overall therefore, the sector has high potential for contributing significantly to sustainable development in Europe. The research to be defined within this platform will strongly aim at reaching this goal. Securing the long-term availability of natural resources for all the purposes mentioned above, at the same time developing the multi-functional use of the forests, including recreation etc., will also require a considerable amount of research and development on forestry and forest management and related policies. Due to its nature, the sector is and will continue to be influenced by a number of policies and directives. For a successful development of the sector, it is important that such policies and directives are based on holistic and scientific approaches. Reaching the objectives of the technology platform requires investments in research, partnerships and other activities that go far beyond what is offered by the existing instruments of Community RTD Framework Programmes.

Development of the Technology Platform Autumn 2003: Work initiated June 2004: Proposal for a technology platform January 2005: Publishing of a Vision document 15, February 2005: Launching event December 2005: Presentation of a Strategic Research Agenda

Organisation of the Platform The Technology Platform is managed as a project with a High Level Group (HLG) as the decision body. At present, the HLG comprises the secretary generals of CEPF, CEI-Bois and CEPI, one member of the board of each of these confederations, the chairman of the Advisory Committee and the chairman of the Scientific Council. National Support Groups (NSG) are important elements of the organizational structure. NSGs exist or are under establishment in most countries. The NSGs serve as important coordinators for local business and research bodies, national authorities and funding agents. They will have a key role in securing national support for platform. The operation of the platform is carried out under the leadership of a Project Director assisted by a project team.

Activities (existing and planned in short term) The development of a Strategic Research Agenda and an Implementation Plan follows as the next stages. The process of developing the Strategic Research Agenda will identify thematic priorities for the future research and development. The involvement of the European Commission in the development of the Strategic Research Agenda during 2005 is expected and welcomed. • FP5: - 122 projects have been funded by the EC for a total of 140 M€ and about half of them are already finished, while about 60 projects are still ongoing • FP6: - Five Integrated Projects are approved and in a starting up phase,

110

- Several STREPs are also currently running including under scientific support to policy together with four forestry-related CRAFT and five forestry- related INCO projects. - Additionally two ERA-NET activities are installed. COST: - A large portfolio of some 45 COST Actions are completed or ongoing • Roadmap 2010 for the wood products industry There are many National Support Groups already established and many others under establishment: Established: Austria, Denmark, Finland, France, Germany, Ireland, Italy, The Netherlands, Slovenia, Sweden Under establishment: Estonia, Latvia, Lithuania, Poland, Portugal, Spain, UK

Specific Deliverables (short to medium term)

• Vision document: to be presented at the Forest-based Industries Forum, on the 15, February 2005 • Strategic Research Agenda: scheduled for December 2005

Platform contacts: Mr. Claes-Göran Beckeman Project Director mobile +46 70 538 1800 e-mail: [email protected] Mr. Kari Luukko Project Secretary mobile +358 40 565 6622 e-mail: [email protected]

Commission contact persons: María Gafo Gómez-Zamalloa Unit I3 “Forest-based Industries” DG Enterprise E-mail: [email protected] Jeremy Wall Unit I3 “Forest-based Industries” DG Enterprise E-mail: [email protected] Ignacio Seoane Unit F1 DG Agriculture E-mail: [email protected] Martin Greimel Directorate E “Biotechnology, Agriculture and Food Research” DG Research E-mail: [email protected] Odile Demuth Directorate G “Industrial Technologies” DG Research E-mail: [email protected]

111

The European Technology Platform on Industrial Safety (summary) Home page: www.industrialsafety-tp.org

Overall Policy Objective

• To gain Safety for Sustainable European Industry Growth by reducing the number of accidents and supporting safe innovation

• To bridge the different aspects of "industrial safety" (Occupational health and safety of the workers & environmental safety including prevention of major accidents and protection of the environment).

• To facilitate and accelerate the breakthrough for progress in industrial EH&S via a co-ordinated, integrated research and implementation process.

• To valorise, exploit and implement the results of Research in Industrial Safety. Europe’s technological position in a global context

According to European Statistics3, in EU-15, in 2001 there were 7.6 million accidents at work. 4.9 million of these resulted in more than 3 days of absence from work and 4 900 fatalities occurred. This means that one worker became a victim of an industrial accident every 5 seconds and one worker died every two hours. Major accidents continue to occur, with significant consequences for workers, the community the environment and the economy. The major accident which occurred at Toulouse on 21, September 2001 killed 21 people on the site, 9 people off-site and injured 2,242 people. 27,000 homes and 1,300 companies suffered significant damage. 5,000 people needed treatment for acute stress. The economic cost exceeded €1 500 million.

The MARS database4 records that approximately 30 Major Accidents happen each year within the industry sectors covered by the Seveso 2 Directive. By definition these accidents had the potential for major consequences to people and the environment. They disrupt the process of sustainable industrial development, directly through the remedial and prevention activity and indirectly through restrictions placed on the whole industry as a result of these failures. New Technologies bring new safety challenges. Research reveals new technologies and successful practices already applied in specific sectors which should be implemented across all sectors.

Even if accidents cannot be completely eliminated, the current situation could notably be improved by developing synergies centred on risk control. Improved risk control supporting the sustainable growth of the European industry needs a co-ordinated effort in research and in identifying and adapting successful practices. Many of the most respected risk assessment and control methodologies originated or were developed in Europe. Examples include Hazard and Operability Study (HAZOP), Quantitative Risk Assessment (QRA). Research work continues in the field to develop further. The Technology Platform offers a superior opportunity to focus this research and clearly define how each project which it supports will play its part in delivering the vision.

Improvement of industrial safety will promote the competitiveness of European industry, which is today facing up to the competition of emerging developing countries which have the in-built advantage of an expanding consumer markets and an increasingly competitive workforce. Improved risk control supporting the sustainable growth of the European industry needs a co-ordinated effort in research. Many of the most respected risk assessment and control methodologies have originated or been developed in Europe. Examples include Hazard and Operability Study (HAZOP), Quantitative Risk Assessment (QRA). Work continues in the field to develop further. However, this lacks formal coordination and targeted resource funding and is somewhat fragmented. It urges new means of networking, further improved regulations, access to new technologies provided by research.

Primary Technical, Economic and Political Justification for action Conscious of the stakes and progress margins, a high level group from industry, unions, authorities, NGOs, banks, insurance and researchers has undertaken to create a technology platform to achieve safety for sustainable European industry growth.

3 Eurostat, Work and health in the EU, A statistical portrait, Data 1994–2002 (2004), ISBN 92-894-7006-2 4 Major accident reporting system. European Commission, Joint Research Centre, Ispra. http://mahbsrv.jrc.it

112

This initiative, which immediately obtained the support in principle of the DG Employment, DG Enterprise, DG Environment and DG Research, aims at preparing a strategic vision of the priority research in industrial safety and to implement a detail actions plan as soon as the 7th Framework Programme of the European Commission is launched.

Of course, there is a need of co-ordinated production of new knowledge, methodologies and processes, but improvement of industrial safety will also occur by a better transfer of existing knowledge towards the companies notably the Small and Medium Enterprise (SME) sector and the newest members of the European Union, better training and education of all the actors concerned by the environmental and professional risks, and by the development of an ‘incident elimination’ culture.

The technology platform will intensify networking and stimulate technological and organisational improvement in risk management. It will be achieved thanks to a commonly agreed research agenda, but also by working on education, standardisation, transfer to industry and thanks to strong interactions with other TP concerned by risk issues (e.g. Sustainable Chemistry, Hydrogen, MANUFUTURE, Construction TP…). To create solid links and functioning networks and to engage with all stakeholders in the field of health and safety of the workers, protection of the environment and the prevention of major accidents, constitutes an ambitious challenge. The improvement of the situation will be benefit to European citizens, to industrial companies and to workers of several industrial sectors (processes, chemistry, manufacturing industry, construction…).

The technology platform in industrial safety will be transversal and will have an impact on several other technology platforms which will be able to optimise the risks taken in business opportunities. As this vision translates into a charter and detailed objectives, firm, measurable goals and ‘milestones’ will be defined to ensure that real gains are made and can be identified as outcomes of the Technology Platform. It will significantly contribute to a sustainable growth of the European industry.

A modern approach to consider several, sometimes even conflicting, criteria in location, design, operation and maintenance, will lead to improved safety and productivity as well as new business opportunities to European industry if properly implemented. This is the aim of the Technology Platform for Industrial Safety.

For a number of years, the trend has been an improving one but much remains to be done. Legislation has played its part as have the self motivated efforts of employers and those involved in training. Innovation has been involved in almost all the improvement processes and it has been made possible by research, some of which has been funded or driven by European Union initiatives.

This is a partial success story, but there are underlying flaws in the process. These include:

• Projects which although apparently meet criteria for funding and fulfilling their objectives, are not fully deployed or employed

• Duplication of effort leading to inefficient use of valuable resources. This is not specific to EC funded projects, but remains a concern

• Projects whose objectives meet the needs of a narrow range of or even a single stakeholder and whose beneficial impact is minimal or non existent

In the following, important topics to meet this goal are presented here in terms of research and in terms of operational deployment.

• Research content for safety of the workers and environment (prevention of major accidents and protection of the environment) :

• technological improvement : inherently safer design, process intensification, flexible plants, chemical parks, innovative protective devices…

• risk assessment and management : safety barriers approaches, quantitative risk assessment, performance of safety equipment, multi-criteria analysis and decision support tools, cost-benefit analysis, inclusive risk governance, management of complex systems …

• human and organisational factors : human-machine interaction, organisational safety, organisational learning…

• education, training, transfer to industry, in particular risk management at Small and Medium Enterprises (SMEs)

113

• Standardisation and regulations : pro-active work, anticipation of standardisation

• Communication and governance : creation of safety performance indicators understandable for the public and authorities, exchanges of experiences in risk communication and governance

• Transfer to industry for implementation

• Support to other Technology Platforms by providing methods, tools, knowledge

Development of the platform (State of play) January 2004: Brainstorming meeting towards a technology platform in industrial safety

July 2004: First meeting, creation of a group to prepare the TP and start of elaboration of a vision paper

September 2004: Vision paper circulating, and start of the establishment of an Advisory Council representing research, industry, Member States, civil society, financial institutions and EU Institutions October 2004: Workshop for orientation and creation of the Advisory Council for the preparation of the strategy and action plan with co-opted members, as well as co-ordinators of EU, national and regional projects and initiatives November and December 2004: Official communication of the vision paper during several major events

February 2005: Communication of a coherent strategy and action plan including strategic research agenda Activities (existing and planned in short term) Projects funded under the 5th FP Growth programme: benchmark exercises on risk assessment, human factors in process safety, new technologies to improve maintenance and reliability of safety equipments

Environment and Sustainable Development programme: development of methodologies to determine acute exposure thresholds for land-use planning and emergency plans, risk assessment methods for Seveso establishments, network on information related to disasters

New relevant projects under the 6th FP NMP programme : coordination action for integrated of risk management, risk related to nanoparticles, improving safety using virtual reality techniques

IST programme : improvement of risk management with new technologies

Sustainable development, global change and ecosystems : safe use of hydrogen and hydrogen technologies

Science and society : inclusive risk governance

1.1.1. The networking activities • Relevant links with the competent authorities through initiatives like IMPEL and Mutual Joint Visit • Relevant links to EUREKA Improvement of technologies to reduce risk to the people and the environment.

• Standardisation activities CEN Working Group on risk assessment WG 160

114

• Activities of the Commission DG Joint Research Centre Particularly those on Health-Safety-Environment issues carried out by the Major Accident Hazard Bureau (Institute for the Protection and the Security of the Citizens) and the IPPC Bureau

• National and regional projects and programmes


• Public-private partnerships to gain safety for sustainable European industry growth

• Strategic Research Agenda - including ways to leverage private and public R&D investment.

• Deployment strategy - including recommended policy measures, lighthouse demonstration and deployment projects.

• Policy Interface / Framework - for interaction with regulators and political institutions. • Enterprise interface – for increased dialogue with stakeholders and public awareness. • International co-operation strategy – to increase technology transfer and links with developing

countries. • Progress monitoring system to facilitate an ongoing continuous improvement programme with

targets and time lines

115

The European Technology Platform on Industrial Safety (status report)

Web-site: http://www.industrialsafety-tp.org

Technology Platform contacts: Richard Gowland European Process Safety Centre (also representing CEFIC, European Chemical Industry Council) Director of Centre 165-189 Railway Terrace Rugby CV21 3HQ, UK Tel : +44 1788 534410 Fax : +44 1788 551542 email : [email protected] http://www.epsc.org

Olivier Salvi INERIS Scientific Manager - Accidental Risks Division BP 2 Parc Technologique ALATA F-60550 VERNEUIL-EN-HALATTE, FRANCE Tel : +33.3.44.55.61.01 Fax: +33.3.44.55.62.95 email : [email protected] http://www.ineris.fr

Commission services contacts: Dr.Ir. Georgios Katalagarianakis Mail : European Commission DG Research (CDMA 5/31) B-1049 Brussels Office: Rue du Champ de Mars 21, B-1050 Brussels Tel: 32-2-2962922, Fax: 32-2-2958046 Email : [email protected]

Dr. Anne Degrand-Guillaud European Commission DG Employment and Social Affairs Improvement of Working Environment, J 37- 5/27 B- 1049 Brussels Tel: +32-22-96-03-18, Fax: +32-22-95-60-73 Email : [email protected]

Dr. Achim Boenke European Commission DG Enterprise and Industry Directorate E - Enterprise Policy & Environment, Exploitation of Natural Resources & Particular Industries Unit E.3 - Chemical Products - Industrial Pollution & Emission Control Office Address: Rue d'Arlon 88, 4th Floor, Bureau n°02 Tel.: +32/02/296.07.56, FAX: +32/02/295.93.86 email : [email protected]

Vision Document : Safety for Sustainable European Industry Growth see http://www.industrialsafety-tp.org/downloads.aspx

116

Overall Context: Platform rationale and objectives Current statistics show that approximately 4900 people die per year and many more are injured from a total of 6.9 million accidents at work in Europe 15. Moreover, about 30 major accidents occur every year according to MARS database.

The challenge to improve the situation significantly and to address the risks related to new technologies properly necessitates large scale mobilisation of resources at European level. Progress in the total industrial field will be assisted by managing research for breakthrough new technology and by supporting, sharing and implementing existing research and knowledge.

The technology platform will be a multidiscipline, multi stakeholder, public-private partnership addressing safety in the whole industrial activity.

The objectives of the Technology Platform in industrial safety are :

• To facilitate and accelerate the breakthrough for progress in industrial EH&S via a co-ordinated, integrated research and implementation process.

• To valorise, exploit and implement the results of Research in Industrial Safety. • To gain Safety for Sustainable European Industry Growth • To bridge the different aspects of "industrial safety" (Occupational health and safety of the workers

& environmental safety including prevention of major accidents and protection of the environment).

The platform will be a major tool to support Commission policies related to Health and Safety, Seveso II Directive, ATEX Directive, IPPC Directive, transport of dangerous goods, etc.

STAGE 1: Stakeholders getting together How the platform is being set up The Technology Platform is the outcome of a multi stakeholder ‘Brainstorming’ Meeting in January 2004, followed by a launch workshop in July 2004 and a construction/planning detail workshop on 20th October 2004. Representatives of most envisaged stakeholders were enlisted. (Industry, Trade Unions, Research Institutes, Academia, Competent Authorities and the European Commission)

Formal launch The workshop on October 20 was the official launch of the TP preparation phase, with the attendance of about 50 participants. A campaign for completing the consortium, and defining scope and modalities is also launched with public announcements and further contacts with stakeholders.

Other events are planned in 2005 to better define the aims and the strategy of the Technology Platform.

Profiles of potential Stakeholders (All the listed entities have engaged in the process of setting up the Technology Platform) Industries: Chemicals Production (European and Multi National) : BAYER, Solvay, Clariant, Dow, ATOFINA Oil and Gas Industry : EXXON Mobil Energy industry: EDF Industry Associations : CEFIC, European Process Safety Centre, Chemical Industry Association U.K., FEDICHEM (Belgium), European Aerosol Federation, CONCAWE (Oil industry), AEGPL Engineering companies : D'Appolonia S.p.A., Construction: VCE (Austria) Mining: EUROMINES

Research Institutes: INERIS (France) VTT (Finland) LEIA (Spain) BIA (Germany) CIOP (Poland)

117

Authorities : RIVM (NL) Health and Safety Executive (UK) Umweltbundesamt (Germany) HSA (Ireland)

Universities and academic institutions : Materials Testing Institute University of Stuttgart (Germany) Technical University of Lisbon (Portugal) Chemical Engineering Department.Institut Químic de Sarrià (Spain) Politecnico di Milano (Italy)

Risk Consultants: DNV (Norway) W.S. Atkins (U.K.) Unions: European Trade Union Confederation ETUC

Insurance Industry: The Geneva Association

NGOs: European Environment Bureau

Governmental Organisations UNEP APELL OECD


The platform is currently organized in a number of support activities, horizontal task groups, and a number of focus groups. Other focus groups may be created once critical mass is being put together. A third dimension will be added with national platforms working in national language. See the organization chart below.

The TP is currently led by EPSC and INERIS. The process of nomination of the Advisory Group and High Level Group is progressing.

The Focus Groups that were created are currently working to prepare the Strategic Research Agenda.

The TP is an open structure in 3 dimensions: horizontal, scientific, geographic. Participation is voluntary but formal and will be defined on the basis of criteria related to commitment to objectives and contribution to the work in terms of labour or finances.

The TP has established a set of internal rules for operation and will issue a procedures manual. Overview of activities of the platform At the moment, the preparation of the TP is based on existing or recently completed networks: e.g. S-2-S, SAFETYNET, SAFERELNET, RIMAP, PRISM, HARSNET, SHAPE-RISK… and projects: e.g., ARAMIS, UPTUN, NANOSAFE, VIRTUALIS… These groups work on the following items : • maintenance and availability of processes • process safety • major accident prevention • safety for nanotechnologies and nanomaterials • human factors • tunnel fire safety • new technologies

118

Synergies are being developed with new relevant projects under the 6th FP :

NMP programme : coordination action for integrated of risk management, risk related to nanoparticles, improving safety using virtual reality techniques

IST programme : improvement of risk management with new technologies

Sustainable development, global change and ecosystems : safe use of hydrogen and hydrogen technologies

Science and society : inclusive risk governance

Links are made with other initiatives :

• ERA-NET, (proposal stage) • The networking activities within the competent authorities like IMPEL and Mutual Joint Visit • Relevant links to EUREKA • Improvement of technologies to reduce risk to the people and the environment. • Standardisation activities : CEN Working Group on risk assessment WG 160 • Activities of the DG JRC, Particularly those on Health-Safety-Environment issues carried out by the

Major Accident Hazard Bureau (IPSC) and the IPPC Bureau • National and regional projects and programmes.

• Other relevant issues

Individual industry performance shows varying statistics. If the performance of the (whole industry) average moved in the direction of the best there is potential to reduce the number of industrial accidents by 90% saving many lives and avoiding many injuries and economic loss. A conservative target for the Technology Platform would be 25% reduction.

119

STAGE 2: Stakeholders define a Strategic Research Agenda (SRA) Methodology After the workshop on October 20, a strategy was elaborated to set up the platform and to prepare the Strategic Research Agenda. In particular, for the content of the SRA, 4 Focus Groups were initiated with a mandate to deliver by mid-January a draft proposal on the following topics :

• New methods and technologies • Risk assessment and risk management methods • Human factors and organisational safety in risk management • Education, training, knowledge transfer and implementation.

We believe that the definition of new research is not enough to reach the objective of reducing by 25 % the number of accident/incidents. Along with the preparation of the SRA, a policy to introduce a “safety culture” or “incident elimination culture” will be implemented in various industrial sectors, but also at governmental levels. Timing, updating

In November and December 2004, the Industrial Safety TP has established cooperation with several other Technology Platforms, including: Sustainable Chemistry, Manufuture and Construction. At the same time the defined focus groups and sectoral deployment task groups are defining their specific scope and technical content. Communications and contacts during the workshops organised by the cited TP and during the Society for Risk Analysis Annual Meeting are expected to provide the necessary links and participation. A first draft of the Strategic Research Agenda will be available in January 2005.

Summary content and structure The SRA is based on the vision of the platform.

• Breakthrough new technology its transfer and implementation will be the prime objective of the focus groups

Structure of the TPSafety for Sustainable European Industry Growth

Financial boardSecretariatNetworking and link with other TPsCommunication and public relation

Support Activities

Transfer to industry, taking SMEs on boardIntegration in a HSE systemic approachEducation improvementInitiate / influence standardsInfluence regulationsTransfer risk governance and communication best practices

Sectorial Deployment

Methods and Technological improvement

Human and organisational factors

Training and education Risk assessment and management

Reasearch IncubatorEmerging risks

Research Focus Groups

Advisory Council

High Level Group

120

• Sectorial deployment will seek to

• adopt a systemic approach with legislation, standardisation, enforcement • adapt education to future needs • establish benchmarking and technology transfer to SMEs • establish a complete framework on industrial risk governance • administrative and financial support activities

Strategic approach

The TP will be based on activities currently running on European, national and private level bringing them together to maximise synergy on voluntary basis. It will draw on the experience and knowledge accumulated in national and European frameworks concerning work and environment safety as well as pollution prevention. It will seek to establish a common “playing field” at operational level.

• The target will be to create a European research community on safety management able to maximise the leverage effect of all available resources.

• A third dimension will be added in the platform’s organisation with national technology platforms both providing contribution in resources and work and distributing new knowledge and experience.

Consensus building

Because of its high social value all stakeholders agree on the need to improve the European Union’s safety record and to work closely with other industrialised countries for global synergy and improvement.

• Governments, workers representation bodies, and industrial enterprises consume significant amounts of resources for progress in safety and have established consultation processes with regard to amount of the industrial risk that can be considered as acceptable. The platform will draw from these valuable structures.

• The platform will seek to draw attention on new enabling technology both for safety and for safety education, on governance of new risks, and on synergy between legislation and industrial practice.

Interests of public authorities A number of EU policies and directives are at the centre of attention: Seveso, ATEX, IPPC, transport of dangerous goods, fertilizers and construction regulation, machine safety, protective equipment, directives, Health and Safety action plan, etc.

Contacts have been established with national authorities in charge of Industrial Safety in several Member States. Several of the stakeholders are governmental or tri-partite bodies with a mission for industrial safety already in their statutes.

Moreover, the TP core group is in contact with governmental organisations like CEN, OECD and UNEP and non-governmental ones.

Budget and financial engineering at organisational level At the nominal rate of Eu 450 per day, the cost of the functioning for the TP is estimated at about 500 kEuros per year (including travel, I.T. …). That corresponds to :

• Work and meeting of the High Level Group and Advisory Council • The supporting activities • The sectorial deployment • The work within the Focus Groups to define and review the SRA

Additionally to these costs, the implementation of the SRA should correspond to a budget of about 50 MEuros per annum. This budget could be obtained through the contribution of industry, national governments support the work of national institutes and research centres, and the European Commission.

A rough estimation of the split-up between the partners could be : 1) industry : 30 %, 2) national governments : 50 % and 3) the European Commission : 20 %.

121


• Web Site was open in October 2004 : http://www.industrialsafety-tp.org • Links to existing project web sites are available on the TP website • Open Public Workshops are organised on regular basis, on sectorial or transversal topics related to

industrial safety • Newsletters • Symposia • Public Calls for Research Projects via technical publications. • Establishing links to other TPs such as TP on Sustainable Chemistry and the Construction Industry

TP • Links to different industrial programmes (e.g. Responsible Care ®) • Implement an award system and ‘topic weeks’ • Promote benchmarking, success stories and stakeholder image • Implement feed-back loops into industrial establishment’s design and safety management • Link to various relevant CEN working groups on risk assessment, protection and security of

citizens.


• Links to Academic institutes are already engaged to improve the education programmes in industrial safety

• Sponsored Scholarships and Ph.Ds are foreseen • Web based training tools developed within supported research projects are foreseen • ‘Off the shelf’ training aids (self, train the trainer, specific skills required for exploitation of research)

will be organised • Access to curriculum planning of Academic Institutes will be facilitated • European Qualification in Industrial Safety is being studied


A reduction of the number of accidents and incidents will reduce the cost of manpower (by reducing the insurance costs and reparation/care costs), reduce property loss, and also increase availability of the production systems and confidence to industrial activity. Therefore, the competitiveness of the EU industry will increase thereby contributing to “Lisbon” objectives.

STAGE 3: Implementation of the Strategic Research Agenda Operational focus / Concrete projects European Networks RIMAP: Risk based inspection and maintenance procedures for the European industry SAFERELNET: Safety and reliability of industrial products, systems and structures PRISM: Process industries safety management; network on human factors FITNET: Fitness for service S 2 S: Gateway for plant and process safety ADVANCED CREEP SHAPERISK: Sharing experience on risk management to design future industrial systems

European Projects RIMAP RTD: Risk based inspection and maintenance OMNIITOX: Operational models and information tools for industrial applications of eco/toxicological impact assessments XPECTION: Innovative residual service time assessment of industrial plant components using real structure analysis by on-site x-ray diffraction HIDA APPLICABILITY: Probabilistic and sensitivity of crack assessment in high temperature plan and applicability of High Temperature Defect Assessment procedure UPTUN Upgrading of fire safety in existing tunnels

122

6th FP projects at the negotiation stage VIRTUALIS: Virtual reality and human factors applications for improving safety NANOSAFE2: Safe production and use of nanomaterials

Industrial orientation The Industrial Safety TP is problem oriented and will benefit in several industrial sectors like: manufacturing, process industry, chemical industry, oil and energy industry, construction… The main idea is to transfer best practices and innovations from one industrial sector to another as soon as it can be applied. The TP will behave as a catalyst for change. Commitment of stakeholders

The currently spent resources are very significant. They are spent in national or entrepreneurial environment and not always clearly earmarked as research spending. For example, INERIS works on industrial safety with an annual budget of around 7 MEuros on the comprehension of the hazardous phenomena, hazardous processes, risk assessment methods, prevention measures (safety devices and human factors), crisis management.

It is the intention of the TP partners to readily contribute this work to the platform objectives, providing a solid basis for the functioning of the platform at its start. It is estimated that resources coming together in this manner correspond to annual spending of about 80 MEuros.

Outlook towards building a long-term public-private partnership The utmost objective of creating a European public–private partnership for industrial safety by bringing together all available resources is urgently needed and wanted. This effort will nevertheless take time and persistent progress.

It is estimated that with the national legislation on safety being more and more elaborated at European Union level and then transposed on the national legal environment so will research be done more efficiently at EU level and then transferred and implemented at local level.

123

Clean and Sustainable Carbon-based Energies for Europe (summary) (N-EU-CARB-EN ) Home page: www.eppsa.org/ www.eurogif.org

Overall Policy Objective To ensure the development of all required technologies with a view to improving the sustainability and efficiency of all processes of the carbon-based energy chain (production of primary sources; transport and storage; conversion to secondary energy; distribution and end-use), while reducing or eliminating greenhouse gases (carbon management) and other emissions and securing energy supply for Europe

Europe’s research position in a global context Clean and sustainable carbon-based energies has been identified by many countries in the world as a critical issue in the transition to a fully sustainable energy future. As a result, there has been an increase in the level of support for research, technology development and deployment of the technologies in many countries outside Europe, especially in Australia and North America. For example, the USA is heavily investing in new fossil fuels technologies, as an essential part of a comprehensive energy strategy dealing with both climate change and security of supply. With this respect, more than $700 million will be allocated in 2005 to the US fossil fuels budget.

The objective of the US Department of Energy “Fossil Energy programme” is to develop new fossil fuels technologies along the whole chain: To locate and produce oil and gas beyond the reach of today’s technologies

• To overcome the environmental challenges of using coal • To extract clean-burning hydrogen from fossil fuels

Other important initiatives at US level include the FuturGen programme which aims at investing $1 billion in a 10-year demonstration project to create the world’s first coal-based, zero-emissions electricity and hydrogen power plant. Much of the benefit from these programmes, the countries involved will be through global deployment of the technology, to the detriment of industry in Europe.

It is recognised that Europe has a good basis on which to build (through actions in the EC Framework Programmes FP4 and 5, and to a lesser extent in FP6, together with Member State initiatives and those of the industry) but there is a strong need for the formation of a critical mass programme. This would bring together the current rather disparate activities in a synergistic manner and provide a focus to ensure a competitive position that will satisfy not only European needs but also those of the world.

Primary Technical, Economic and Political Justification for action It is widely recognised (IEA, World Energy Outlook 2004) that fossil fuels will continue to dominate global energy use. They will account for around 85% of the increase in world primary demand estimated to be 60% higher than today by 2030. Their share in total demand will increase slightly, from 80% in 2002 to 82% in 2030. The expected increase in global energy supply calls for cumulative infrastructure investment of $16 trillion over the period 2003-2030 (IEA, 2004). The electricity sector will absorb most future energy investment with $10 trillions for power generation, transmission and distribution, while total investments in the oil and gas sector will each amount to $3 trillion.

The energy industry has then to face the dual challenge of ensuring the affordable security of supply for primary energy and mitigating the increase of energy related CO2 emissions projected to grow by 1.7% per year from 2002 to 2030 (64% more than 2002). In order to limit this surge, a large amount of investments into technologies which minimise the emissions of greenhouse gases and other pollutants all along the fossil fuel chain is strongly required.

The proposed NEUCARBEN Technology Platform on Clean and Sustainable Carbon-based Energies for Europe will allow to conceive a vision and structure a Strategic Research Agenda and a Deployment Strategy to develop and deploy the needed technical solutions to address the dual challenge of security of supply and carbon management.

NEUCARBEN will be an essential facilitator to:

• Improve the sustainability and efficiency of all processes of the carbon-based energy chain • Secure energy supply for Europe within an increasing worldwide demand

124

• Reduce or eliminate GreenHouseGases and other emissions, with a particular attention to carbon management, efficiency improvements through to zero emissions

• Ensure the economic and public acceptance and validation of the technologies, especially those related to carbon capture and storage

• Initiate the transition to the hydrogen economy with carbon-based production and distribution infrastructure

• Substantial benefits will be provided, including: • Structured socio-economic and technical research with the crucially important goal of sustainable

and clean energy systems • Stimulation and increased effectiveness of public- private partnerships and related R&D investment • Essential contribution to knowledge generation, innovation and productivity leading to increased

competitiveness • Development and networking of regional clusters • Removal of obstacles for deployment and acceleration of market penetration • Enhancement of the EU’s attractiveness for researchers and industrial investment • Increased public awareness and acceptance of the technologies concerned.

For a more precise and detailed description, please refer to the NEUCARBEN position paper and the supporting documents such as EUROGIF Technology Master Plan, the EPPSA Clean Energy publication and the common strategy that has been developed by the stakeholders in the EC Thematic Networks relevant to this topic.

Development of the Technology Platform October-November 2004: definition and finalisation of Technology Platform scope, goal structure

and working groups

First stakeholders’ meeting on 15 November 2004

December 2004: Presentation to European Commission’s DGs (Research, Enterprise and Industry, Environment and Transport and Energy) and European Parliament

January 2005: Implementation of Member States’ Mirror Group

February 2005: Official launch

Activities (existing and planned in short term)

• The EC-Thematic Network CO2NET and several associated projects related to carbon capture and storage and co-financed by the European Union under both FP5 (e.g. Weyburn, Nascent, Recopol, Co2Store, Sacs, Gestco, Co2Net2, Grace, Ngcas, PowerClean, ICBM) and FP6 (CO2Sink, Castor, Encap, INCA-CO2) for a total amount in excess of €100million.

• EUROGIA (the EUREKA cluster in the energy sector): 12 projects labelled since March 2004 for a total amount of €53 million

• The ERA-NET Fossil Fuel Coalition (FENCO) • The Network of Excellence CO2GeoNet

Three EC-Thematic Networks (Trends, Floattech and SmartReservoirNet)


• Strategic Research Agenda in Q1 2005 • Deployment Strategy in Q4 2005, including recommended policy measures, lighthouse

demonstration and deployment projects • Public-private partnerships’ scenarios and guidelines for funding mechanisms • Policy Interface / Framework - for interaction with political institutions. • Recommendation for Joint Technology Initiatives

Commission services contacts: Mr Michel Poireau and Mr Jacques Bonnin, DG Research

Technology Platform Secretariat: EPPSA (Mr. Patrick Clerens) [email protected]

EUROGIF (Ms. Paola Mazzucchelli) [email protected]

125

(explanatory note)

N-EU-CARB-EN Proposal for the creation of a European Technology Platform for

Clean and Sustainable Carbon-based Energies for Europe

Background: 1. EU policy on competitiveness and innovation The major goal set at the Lisbon European Council in March 2000 is:

“to become the most competitive and dynamic knowledge-based economy in the world, capable of sustainable economic growth with more and better jobs and greater social cohesion”. This goal was followed by the implementation of the strategic concept of a European Research Area (ERA) with a target set for increasing the R&D investment in Europe to 3% of GDP by 2010

2. Energy: major enabler for EU Sustainable economic growth • Worldwide energy consumption will increase by 66% by 2030 (IEA 2002). The prediction for Europe is at least 25% and Europe’s dependence on energy imports will continue to grow. of indigenous fields depletion. The European Union has adopted an energy mix strategy to capture all 3 primary sources (Fossil, Nuclear and Renewable Energies) while customizing to regional specific sources and needs (member states energy strategy). The two primary goals are to ensure security of supply and minimize the environmental and climatic impacts

• The energy sector has to provide the solutions for sustainable growth by ensuring the security of energy supplies through reliable energy sources and environmentally friendly fuels, electricity and heat production

3. Carbon- based energies: the essential component of the energy mix at the 2030 horizon The strong European commitment for renewable energies demonstration and deployment programs will at best allow the renewable energies to reach the target of 12 % which does not ensure the compliance with the demand forecast. Also the strong R&D programs for the new generations of fission reactors and rational management of nuclear wastes will not have a quantitative effect on the energy balance in this time frame even if one assumes that the two major hurdles of social/political acceptance and nuclear waste management are controlled. However, this will not be enough to cope with the strong energy demand increase at the 2030 horizon. Fossil energies, which represent today 88% of the worldwide consumption, will remain at the same global level in 2030 and also at the European level. As they are the backbone of energy supplies and will play a dominant role in the Emerging Market Economies (EMEs) of the world (the likes of China and India), Europe needs to engage on an ambitious programme aimed to reduce the energy intensity through efficiency gains in conversion and utilisation

• A strong support for R&D at the European level for Clean and Sustainable Carbon-Based Energies is thus essential to secure the supply for the European economic growth while minimising the emission of GHG and other pollutants in the various domains of application. A strong emphasis should be put on the optimisation along the entire indigenous resources supply chain from exploitation to utilisation.

• The technologies developed in Europe for ensuring the security of supply and the carbon management in the production, conversion and utilisation will contribute heavily to the European industry competitiveness on the worldwide market (190 B$ annually) while representing the main enabler for a sustainable carbon-based energy supply and the vision of a hydrogen economy.

• It is becoming increasingly recognised that the clean use of fossil fuels is a critical transition issue to the target of a sustainable energy future. The engagement of the EMEs will be essential if global climate change is to be successfully tackled. A carbon management approach (involving efficiency improvements in the short term and zero emission in the longer term) will be essential in that process.

126

Proposal: The development of a long-term strategy for the carbon-based energies at the European level is crucial. The implementation of one single and major initiative supported by the European Institutions can effectively secure public and private resources.

To that effect, it is proposed to launch a

Technology Platform on Clean and Sustainable Carbon Based Energies for

Europe NEUCARBEN-TP

Meetings in October-November/04 to take forward initiative

Key European organisations addressing issue of

`Sustainable Energy from Carbon-based sources`

Distribution/ End use

Conversion to secondary energy: fuels, electricity, heat

Full `chain` approach

Production of primary sources

Transport Carbon management

Scope: Clean and Sustainable Energy from Carbon-based sources:

o Production of primary sources o Transport o Conversion to secondary energy: fuels, electricity, heat o Carbon management o Distribution and end-use

Goals: Develop Strategic Research Agenda and Strategic Development Agenda for the technology solutions required to: o Improve the sustainability and the efficiency of all processes of the carbon-based

energy chain. o Secure energy supply for Europe within an increasing worldwide demand. o Reduce or eliminate Greenhouse Gases and other emissions, with a particular

attention to carbon management, efficiency improvements through to zero emission. o Ensure the economic and public acceptance and validation of the technologies,

especially those related to Carbon Capture and Storage. o Initiate transition to H2 economy with C- based production and distribution

infrastructure.

127

o Directly contribute to the competitiveness of European industry in a global energy market.

o Unify stakeholders’ vision on carbon management and transition to zero emission energy production.

o Contribute to the increased R&D effort at national and European levels.

o Enable the necessary critical mass in order to realise large-scale demonstration projects which would not take place otherwise.

Operation

• N-EU-CARB-EN will act as the EU-wide organisation to improve the collaboration of all relevant stakeholders (EU and national Institutions, Small and Large enterprises, Research Institutions and Industrial National and European Associations) and rationalise the support at national, trans-national and European levels

• It will elaborate a strategic research agenda (SRA), a strategic deployment agenda (SDA) and a set of financial engineering guidelines for solutions deployment. These would be used as an essential component for the elaboration of the 7th Framework Programme for Research and Technological Development in the field of energy supply and use and carbon management

• It will capitalise on the experience acquired by companies and research institutes through their participation in existing EU (FP4-5-6) programs and trans-national programmes (e.g. EUREKA including the energy cluster EUROGIA and the FENCO Fossil Energy Coalition)

• It will capitalise on the technology visions elaborated by several of its constituents such as ENERG, EUROGIF, INCA, EPPSA, EURACOAL and EU networks providing the key pillars of the SRA and SDA documents

• It will immediately contribute to the SRA and SDA through the involvement of stakeholders in the industry sectors already involved in o ERA-NETs

• It will operate in very close synergy with several key technology platforms already operational or being built: EuMat, ACMARE, Hydrogen & Fuel Cells, Industrial Safety, STEEL with which formal links will be established.

Stakeholders The platform will bring together all major players in the field of carbon-based energies. This will cover the whole lifecycle of the fuels from production via conversion for final end use.

• Research institutes, universities and research associations (such as ENERG for Geosciences) • Industry: European based fossil fuels companies, Service and Supply companies, Plant and

Equipment Manufacturers, Power companies, Utilities and trading companies • Industrial associations: EPPSA, EUNITED Turbines, EURACOAL, EURELECTRIC,

EuroGeoSurveys, EUROGIF, EUROPIA, VGB, VDMA • EU networks: CO2Net, INCA, PowerClean, CO2GeoNet • Eureka energy cluster: EUROGIA • ACMARE platform • EuMat platform • Financing institutions (e.g. EIB, EBRD) • Representatives from EU Commission directorates: RTD, Transport and Energy, Enterprise,

Environment • Member States Mirror Group representatives • Users and their representatives

128

Working groups Technologies (according to the “full chain model”):

• Production of carbon-based primary sources and Security of supply (Hydrocarbons [Conventional Oil & Gas, Non-conventional Hydrocarbons], Solid fuels including Biomass)

• Transport logistics (Hydrocarbons [vessels, pipelines and onshore transportation networks] and solid fuels)

• Conversion efficiency (Electricity, Combined Heat and Power, H2) • Carbon management (Gas chain optimisation, Coal Mine Methane, Migration to gas,

move towards zero emission embracing Carbon Capture and Storage) • Distribution and end-use

Horizontal tasks:

• Quality, Health, Safety and Environment • Public acceptance (Education, Training and Dissemination) • Financial Engineering • Liaison with other TPs (Hydrogen & Fuel cells, EuMat, ACMARE, STEEL) • Legal engineering, including regulations and standards

Thematic research challenges to be addressed in working groups The above-mentioned working groups will, more precisely, focus on:

Primary resources:

• Hydrocarbons

o Oil & Gas (Mature fields, Marginal fields, Deep& Ultra deep offshore, Non conventional hydrocarbons)

o Transport (pipelines and maritime networks for Oil & Gas)

• Solid fuels

o Biomass

o Coals (coal, peat, lignite)

Transformation:

• New more efficient power plants (design, processes, materials and components) • CO2 emission reduction, Carbon Capture and Storage and CO2 valorisation • H2 production from carbon-based sources and infrastructure

Fuels:

• Synthetic fuels (Gas to Liquid, Bio-fuels) • Conditioned fuels (Liquefied Natural Gas, Compressed Natural Gas) Secondary energy:

• Distribution networks (pipelines for gas, CO2, H2)

129

The Technology Platform “Clean Power” (summary) Overall Policy Objective To maintain the global competitiveness of the European industry in the field of energy technology, to ensure a reliable and sustainable energy supply and to contribute significantly to the European CO2 reduction target.

Europe’s technological position in a global context The European industry has fought hard to retain the technical competitiveness in the global marketplace competing with the USA and Japan. Due to continuous research and development efforts of the European industry they have remained successful in the business. With the support of the EU the world-wide technical leadership of the European power generation equipment industry with 70,000 employees and an annual business volume of almost 20 billion euros can be maintained.

There has been an enormous public funding for R&D activities in competing countries. For instance the USA spent almost 800 Mio dollars in 2003 for R&D activities in the field of fossil energy; over the next decade the budget will be about 10 billion dollars just for clean coal technology.

Primary Technical, Economic and Political Justification for action In order to meet the increasing demand for energy a balanced energy mix is needed. The World Energy Council’s forecast for the development of primary energy sources for power generation indicates that the energy mix will only change slightly until 2020. To use all resource options highly sophisticated technology will be required. Therefore it is necessary to consider all energy options including conventional sources that will remain the basis for almost 80% of the energy supply in 2020 as well as the rapidly developing renewable sources.

With a 20 to 30 years perspective the task is to develop a sustainable future power generation portfolio covering a complete energy and technology mix. To this end both hydrogen and electricity serve as complementary energy carriers.

“Clean Power” stands for an effective carbon management strategy including efficiency increases and carbon abatement technologies. Increased efficiency is the driving force for short and long-term innovation as it determines the competitiveness of energy technology and its market acceptance.

The Technology Platform “Clean Power” addresses major European topics such as: • Contribute to the Lisbon objective; maintain global competitiveness of the European industry • Ensure a reliable and sustainable energy supply in Europe • Contribute significantly to the European CO2 reduction target • Contribute to the Barcelona objective; maintain public-private partnership • Co-ordination of Member States activities and other R&D initiatives • Network for academia, policy and industry • Increased public awareness of energy technology and its importance.

Development of the Technology Platform As of today there is no European Technology Platform in the field of power generation. On the basis of the initiative “Clean Power” the launch of such a Technology Platform will be possible in 2005.

Activities (existing and planned in short term) • 22 September 2004: discussion with Commission services about the TP concept • November 2004: Finalising concept TP “Clean Power” • December 2004/January 2005: meeting with key stakeholders • February 2005: Roundtable meeting with key stakeholders and the Commission services • April 2005: Launch of TP “Clean Power”

Specific Deliverables (medium term) • R&D Roadmap - to co-ordinate the ongoing EU and Member States R&D activities in the field of

energy • Strategic Research Agenda - including ways to leverage private and public R&D investment. • Deployment strategy - including recommended policy measures, lighthouse demonstration and

deployment projects.

Platform Contact: Udo Kremer, Manager European Affairs, EUnited Turbines, phone +32 2 706 8211, [email protected]

130

EuMaT - European Technology Platform for Advanced Engineering Materials and Technologies (summary) Detailed information on: www.eumat.org Even in today’s world of hyper high-technology the core of national economies and their vital industries heavily depend on “engineering materials” and their performance, i.e. on subsequent reliability of the products, equipment and plants based on them. These materials (including but not limited to construction and structural engineering materials) play also a critical role in competitiveness of companies, operational and workplace safety, and are a key factor in environmental compliance. These materials have evolved dramatically in recent times as many “advanced engineering materials” have been developed in response to industry’s increasing demands for new materials. But even these materials are still challenged by our less than complete knowledge of the fundamental science of materials degradation, inadequate technologies for production, monitoring and predicting material performance, environmental and/or health impacts. Overall Policy Objective: The main policy objective of EuMaT is to assure optimal involvement of industry and other important stakeholders in the process of establishing European R&D priorities in the area of advanced engineering materials and technologies. EuMaT should improve coherence in existing and forthcoming EU projects, and introduce “Radical Changes” and assure “Sustainable Development” in the sector of advanced engineering materials and related technologies. The term “Advanced Engineering Materials & Technologies” (AEMT) refers in EuMaT to multifunctional materials for macro-applications and

• functional engineering materials with gradient properties • engineering materials for challenging application conditions, including high-temperature and

light-weight • multi-material (hybrid) systems, and • nanomaterials in engineering components/applications/systems,

as applied/used in engineering (and, e.g., coupled with “conventional” structural materials like steel, aluminium, titanium, metallic alloys, composites, polymers, advanced ceramics, coatings, adhesives, concrete, …) and/or used to enhance the engineering products, systems and processes in areas like energy, gas & oil, chemical, space, transportation, electronics, environment, health… The overall performance targets EuMaT and materials and technologies which EuMaT envisages for 2020 are to:

• Help to reduce life-cycle costs of process equipment and infrastructure by 30% and energy consumption by 30%

• Increase productivity of assets by reducing downtime by 25% • Capture existing knowledge and effectively train a future workforce and develop capacity to

respond to new challenges • Protect the environment by containing processes, preventing unacceptable leakage and

emissions and striving to select materials with decreased environmental impacts (e.g. by recycling 95% of metallic and 70% on average of other advanced engineering materials at the end of their useful life)

• Provide a safe operating environment through zero on-the-job injuries and a secure plant

In order to assure the breakthrough in the area, EuMaT will also tackle the horizontal and life-cycle issues such as like

• multi-scale modelling and simulation, • testing, inspection, monitoring, characterization, including standardization and qualification of

materials • prediction of in-service behaviour/characteristics and failure criteria • risk and impacts of new materials • training and education issues

131

To assure that the research and development in the area of advanced engineering materials and technologies do lead to the corresponding innovation and that they contribute to sustainability and ongoing competitiveness of the European advanced engineering materials industry, through the development of leading-edge advances in environmentally respectful, energy efficient, resource efficient processes and product technologies and research activities which fully take into account the health-safety-environment. The Strategic Research Agenda which, with appropriate involvement of industry and other main stakeholders will provide basis for identification of needs and establishing priorities on the short-term (3-5 years), the medium term (4-10 years) and the long-term (> 10 years). EuMaT will provide this on 3 main levels:

I. The Vision Paper (VP) gives summary of the main challenges (“Grand Challenges of AEMT” and sets the basic structure of EuMaT);

II. Strategic Research Agenda (SRA) provides the main lines of research to be done and priority research areas on primarily medium- and long-term in order to meet/match the “Grand Challenges”;

III. The Implementation Agenda (IA) is the document providing the list of next (primarily short- and medium-term) actions on the national, EU and international level in order to assure implementation of the SRA.

Major challenges have been identified in the areas of (a) development of new cost-effective and environment-friendly materials and related processes for challenging application conditions, (b) condition assessment and performance/degradation modelling/prediction, (c) knowledge management and materials information delivery. EuMaT organized its structure in terms of management (General Assembly, Steering Committee, Operating Agent), strategy and policy (Task Forces working on SRA and horizontal issues, like e.g. international collaboration, standardization, etc.) and technical issues (modelling, multi-materials, production technologies…). EuMaT is open to all the interested new members accepting EuMaT goals, principles and statutes, and the new members can join as regular partners, ad-hoc partners, investing partners and core partners. Europe’s technological position in a global context: Although the Europe research in the area of advanced engineering materials can be considered competitive in principle, it nevertheless suffers under lack of coordination on the overall EU level and concerting of otherwise very capital-intensive, large-scale research needed to develop and qualify new materials. The latter can be obtained only in the framework of international, in particular EU collaboration, searching for the crucial synergistic effect between universities and research institutes, on one side and of industry on the other side. In other words, new European policy is needed for long-term sustainable research in the area of advanced engineering materials and technologies in order to reduce the tremendous cost burden to industry due to inadequate materials achieving, in all sectors of the economy world-wide, amount of over 3,000 billion € in costs incurred due to disruption in supply of product, lower product yields, loss of reliability, lost capital, and resource. Europe has recognized this need and has implemented it partly in the 6th Framework Programme (FP6), but the key-points identified at the beginning of the FP6, namely: (1) the importance of materials science, (2) the need for better theoretical fundamental understanding of materials and their behavior, (3) the highly interdisciplinary nature of materials science, (4) the need for continued, long-term investment, particularly basic research, by national governments, industry, and the European Commission, and (5) the relevance of materials science to virtually all needs of a modern society. Nevertheless, despite success in particular areas of FP6, the above listed priorities are still very important – actually only gained more on their importance. In addition, (6) the engineering aspects of material science (linking fundamental research with products and technologies) and (7) horizontal issues, primarily related to impacts (hazards, risks, environments, overall sustainability) gained on their importance. All the above key-points can be treated only with the cooperation of government, industry, academia, and the general public. EuMaT as an EU Technology Platform appears to be the most suitable instrument for this. It should be one of the main tools assuring that in the area of advanced engineering materials Europe improves its position with respect to US and Japan.

132

EuMaT should help to increase the average capital spending for technological investments in Europe well along the clear technology roadmaps (comparative to those of Japan and the US) in prioritized areas of relevance and connected multi-annual collaborative research and demonstration programmes. Primary Technical, Economic and Political Justification for action: New, advanced engineering materials like, e.g., high knowledge-content materials, providing new functionalities and improved performance will be critical drivers of innovation in technologies, devices and systems, benefiting sustainable development and competitiveness. Since their applications have a strong impact on individuals and on society as a whole, a new research culture will be required. RTD activities are expected to be high risk, inter- and multi-disciplinary, long term and generic, with potential benefits in material, maintenance and energy savings as well as on health, safety and the environment. Breakthroughs will come not only from the new materials developed but also from new processing, overall product design and from the new approaches taken for example using renewable materials or interface design. A further need is to break away from the classical boundaries between types of materials that have characterised European research for the last few decades. To assure Europe's strong position in emerging technology markets the various actors need to be mobilised through leading edge multidisciplinary RTD partnerships and high-risk research.

The above are challenges and strategic research issues on which a single company cannot invest alone, but where a large public-private partnership is the only way leading to the creation of the necessary critical mass of resources and of willingness to explore visionary objectives, crossing a number of other industrial sectors where product or process developments critically depend on materials (e.g. electronics, energy generation, storage and transport, medicine, etc.).

Development of the Technology Platform (State of play as of Feb, 2005): 270+ registered partners and 150+ companies (36% industry, including both large industry and SME’s)

Aug. 2004: First meeting of the EuMaT “core group” and the decision to launch a full scale initiative

Sept. 2004: Meeting with major industrial players and first announcements for the kick-off meeting

November 2004: Fully operational web-site (including partnership management, document authoring, etc.)

November-December 2004: Presentation of the idea to the supporting FP5 and FP6 projects and other Technology Platforms (Chemistry, Safety, Pressure Equipment…)

November 29, 2004: Kick-off meeting and 1st presentation to the Commission December: National “Mirror Groups” initiated in Spain, UK, Hungary, Germany and Switzerland,

further initiatives under preparation December 2004 – February 2005: 1st version of the Vision Paper December 2004 – February 2005: 1st version of the Strategic Research Agenda January - February 2005: 1st version of the Implementation Agenda February - March 2005: Presentation of EuMaT to the Commission May 2005: Official launch event of EuMaT proposed for E-MRS meeting Strasbourg

Activities (running and/or planned in short term): • Concerting of dissemination phase of projects funded under EU FP5 • Concerting of running projects funded under EU FP6 and proposals to be prepared under its last calls of

FP6, particularly those on materials science and processes (in priority 3) • Relevant links to EUREKA • Relevant links to E-MRS, ESF and other European professional organizations • Relevant links to national organizations • Activities supported by national programs and / or projects • Active efforts to bring relevant national, regional and local projects and initiatives, as well as privately

funded industrial R&D within the platform • Further development of internal infrastructure and external links.

Commission services contact: Ms Susanne Becker, DG Research EuMaT Industrial representatives: U. Eisele, BOSCH; M. Renner, BAYER Technology For all details on liaison persons and other contact persons see: www.eumat.org

15 K

I-65-05-391-EN

-N

Development of TECHNOLOGY PLATFORMS

Documents