INSPIRATION GUIDE FOR BELGIAN CITIES AND TOWNS Smart Cities

1. SMART CITIES: BETWEEN DREAM AND REALITY . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8

2. MAIN TRENDS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12

3. WHY THE TERM “SMART CITIES”? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 20

4. A WORD ON STANDARDS. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22

5. SMART CITIES POLICY . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 24

6. 4 KEY TOPICS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 28

1. Smart Energy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 30

2. Smart Mobility . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 36

3. Smart Building, Living & Working Environment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 42

4. Smart Digital Communication & Infrastructure . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 48

7. 13 RECOMMENDATIONS FOR CITIES AND TOWNS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 56

8. OUR PARTNERS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 60

9. REFERENCE TO SOURCES . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 62

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Dear reader,

More and more people choose to live in cities. This trend creates new challenges in terms of mobility, energy supply, air quality,

care for the elderly, etc. In order to continue to ensure the sustainability of their systems, cities and towns will have no choice but

to organise themselves even better in the future: they will have to become “smarter”.

Ever since 2011, Agoria’s Smart Cities Community has been assisting cities and towns by providing them with examples of good

practices from the technology industry. At present, already more than 400 stakeholders (companies, public authorities and knowl-

edge centres) have come together to develop the Smart Cities project.

What is their ambition? They aim to transform our urban environment into a sustainable space where the living, working and

staying experience of people is enhanced by innovative technology solutions.

SMART CITIES: A BROAD CONCEPT

The ITU-T, an international study group focusing on telecommunications, defines a Smart City as follows:

“A smart sustainable city is an innovative city that uses information and communication technologies (ICTs) and other

means to improve quality of life, efficiency of urban operation and services, and competitiveness, while ensuring that

it meets the needs of present and future generations with respect to economic, social and environmental as well as

cultural aspects.”

4 key topics

As the federation for the technological industry, Agoria examines closely four specific topics:

1. Smart Energy

2. Smart Mobility

3. Smart Building, Living & Working Environment

4. Smart Digital Communication & Infrastructure

For each of these areas, we can really make a difference by working together with Belgium’s cities and towns.

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A holistic approach

One thing is certain: the only way to make a city “smarter” is to cross the borders between policy areas. But getting the different

stakeholders to work together is also crucial: the city and the Region, companies, knowledge centres, financial institutions, and –

last but not least – the citizen. Indeed, we should not forget that improving the comfort and quality of life of the population is the

main focus here.

Time to act

Various European cities have been trying to become Smart Cities for several years already. The combination of long-term vision,

broad political support and actual implementation plans is gradually starting to bear fruit.

Even though our country boasts a leading industry, the concept of Smart Cities is still in its infancy. If we want to showcase our

cities and towns on the world stage, we need to implement practical and scalable actions urgently.

The goal of this guide is to assist and inspire you. To do this, we will rely on case studies from Belgium and abroad. First of all, we

will observe today’s major trends in the light of our Belgian urban context. We will then examine in more detail our four key topics

(Smart Energy, Smart Mobility, Smart Building, Living & Working Environment and Smart Digital Communication & Infrastructure)

and present you with business models and technology solutions. Finally, we will provide you with a series of practical recommen-

dations.

You should view this inspiration guide as a starting point and visit the associated website regularly www.agoria.be/smartcities.

You will find even more case studies and detailed explanations on this Smart Cities digital platform. Indeed, since technology

evolves at lightning speed, so do examples.

Enjoy the read!

Ingrid Reynaert

Business Group Leader

Smart Cities, Agoria

Peter Van Den Heede

Marketing & BD Manager,

Smart Grids CEU Region &

Benelux, ABB - Voorzitter

Agoria Smart Cities

Comité

Emanuel Marreel

Business Development &

City Account Management,

Siemens - Vice-president of

Smart Cities Committee of

Agoria

Philippe Dubernard

Business Analytics, IoT,

Smarter Cities & BeNeLux

Leader, IBM - Vice-president

of Smart Cities Committee

of Agoria

292

103

13companies

federations, knowledge

centres and political parties

regional and local

authorities

AGORIA SMART CITIES COMMUNITY

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... to scalable achievements

While in the development stage, a Smart City has to deal with two types of movements: “bottom-up”

and “top-down”. “Bottom-up” initiatives stem from grassroots participation. Take the many local appli-

cations for example.

These are all interesting initiatives, but they prove insufficient to transform a city or town into a smarter

environment. That’s because, in order to achieve this, it is also necessary to adapt and modernize the

infrastructure. This is consistent with the “top-down” decisions which are part of a long-term vision.

At present, there are still too few examples of large-scale projects implemented at a neighbourhood or

a city level. Compared to the best students in the European class (Copenhagen, Barcelona, Helsinki

and Vienna), we are still lagging quite far behind. Consider for example the connection of thousands of

homes to heating networks. Or the installation of intelligent traffic lights that optimize city traffic flows

while protecting vulnerable road users.

The ambition to offer a good environment in which to live, reside or work is not the

prerogative of large cities, as evidenced by numerous smaller projects implemented in

our cities and towns. As a matter of fact, this is how the Kortrijk based Shop&Go project

won the Agoria Smart City Award in 2014.

Small scale pilot projects...

Why are current Belgian Smart Cities initiatives rather small in scope? The reasons are

many: lack of (long-term) vision, a compartmentalized approach, the low impact of local

authorities on urban development, budget cuts, etc. Not to mention that the first concern

of many Belgian cities and towns is still to optimize and digitize their internal processes.

As a result, small-scale initiatives keep getting priority: those famous “quick wins” provi-

ding visible results during the same legislature. However, if we want to shift up a gear, we

must adopt an integrated and holistic approach as part of a long-term vision.

01 SMART CITIES: BETWEEN DREAM AND REALITY

Our country is one of the most urbanized re-

gions in the world. It is therefore within the

cities themselves that the quest for solutions

to the major socioeconomic and ecological

challenges of our time is initiated: climate

change, ageing population, global competi-

tion, digitalization, and so forth. Admittedly,

Belgium’s cities and towns are already playing

their part. Yet, huge potential remains untap-

ped.

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The role of the citizen

How can a technology solution meet a specific need and be

implemented to increase the citizen’s comfort? Such is the

starting point of Smart Cities. As an end-user, the citizen has

a key role to play. The project’s success will therefore depend

on his or her degree of involvement.

The role of Agoria

Agoria intends to do more than just establish a dia-

logue between cities, policy makers and the technology

industry. We want to offer them a platform on which to

carry out a strategic exercise and provide them with in-

formation and advice on trends as well as technological

solutions.

We aim to become the “single point of access” of

cities and towns for everything related to the

technology industry. As a matter of fact, our members

boast extensive knowledge in this area on a world-

wide scale. Not only in terms of technology, but also

with regard to funding and business models. In short,

Agoria is the only federation to encompass the entire

technology value chain. Our ambition is therefore to

act as a facilitator and assist our cities and towns

with implementing Smart Cities projects quickly and

successfully.

OWNER OR TENANT

The cities and towns are currently facing a difficult choice:

should they develop themselves their own infrastructure,

purchase one and manage it, or rent services. Various fac-

tors such as flexibility, control, capacity and project cost are

determined by their decision.

FINANCING

Different options are possible in terms of funding to meet

the needs of both the administration and the partners con-

cerned. It is worth noting, however, that there is no blanket

magic recipe for all Smart Cities projects. Indeed, the funding

package should take into account:

/ the type of project;/ the customer’s credit-worthiness;/ the cost of the preliminary study;/ the future role played by the authorities and their partner.

New thinking and acting habits

A Smart City is visionary, digital, open and collaborative. It

makes its residents its primary concern. To achieve this goal,

a vision that is as much cross-sectoral as trans-political is

absolutely essential. So is an integrated approach.

Indeed, developing smart solutions requires a whole range

of expertise: in infrastructure, energy, mobility, ICTs and plan-

ning. The various stakeholders (companies, investors, local

authorities, knowledge centres and citizens) have to work

together in search of the best solutions to meet their needs.

Cities which successfully deploy smart city projects usually

have a strategic Smart Cities entity or department that de-

fines a long-term vision, checks that measures are imple-

mented properly, and takes care of overall coordination. In

addition, in our Belgian context, the successful deployment

will depend heavily on the degree of autonomy given to our

local authorities and the balance between private and public

infrastructure.

Real challenges

SMART COLLABORATION NEEDED

Only 19 of the 589 Belgian municipalities have more than

75,000 inhabitants (2015 figures). In organisational and budg-

etary terms, it is not tenable to appoint a separate Smart Ci-

ties coordinator, develop a digital platform or create an intel-

ligent energy network in every municipality. Different regions

have therefore taken steps to create clusters. For instance,

the south and centre of West Flanders, like Pajottenland and

Kempen, have signed a regional pact.

COMPLEX STRUCTURES

Each Smart Cities project has to rely on a commercial and

financial model. This has implications for the parties con-

cerned and depends on the environment. The administration,

industrial partners and financial institutions face difficult

challenges as a result. All the more since structures are

created in which none of the stakeholders have as yet much

experience.

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1. Urbanization

More than half of the world population is currently living in cities. By 2050, this ratio will rise

to 70%. Here in Belgium, 98% of the population is already considered urban. It is true that

we rank among the top 10 most urbanized regions in the world.

POPULATION GROWTH

According to the new population forecasts, by 2060, Belgium should have 13.1 million

inhabitants and 5.9 million households. This represents 1.9 million inhabitants and 1.1

million households more than in 2014. The Brussels-Capital Region is expecting a 26.2%

population increase by 2060, compared to 20% in the Walloon Region. The Flemish Re-

gion for its part should register a 14% increase in its population. Cities such as Aalst, Antwerp, Asse,

Grimbergen, Halle, Hasselt, Mechelen, Lokeren, Vilvoorde, Ghent, Zaventem and Sint-Niklaas can expect a 5 to

10% population growth by 2024. Many Walloon cities and towns are also booming: according to forecasts, the

population of Estaimpuis, Habay, Orp-Jauche, Jurbise, Enghien and Arlon is expected to increase by between

20 and 26% by 2026. A new type of organisation is therefore necessary to ensure the liveability.

DENSIFICATION

This demographic boom will further

amplify population density. According

to forecasts, 20% more people will

have to share the same surface area.

Note, however, that great disparities

can be distinguished at regional level.

For instance, the population density

in Flanders is twice that of Wallonia.

Source: FPS Economy

What should the city of the future look like?

In order to answer this question we must first

identify today’s and tomorrow’s social chal-

lenges. Several major trends are emerging

globally: urbanization, globalization, ageing

population, climate change and digitalization.

We are closely concerned by these changes

as they have a direct impact on our environ-

ment.

02 MAIN TRENDS

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Belgium 2000 2014 2030 2060

Total population

(in thousands of inhabitants)10,239.1 11,150.5 11,944.6 13,093.8

0 - 14 (%) 17.6 17 16.9 16.9

15 - 64 (%) 65.6 65.1 60.7 58.6

65+ (%) 16.8 17.9 22.4 24.6

85+ (%) 1.8 2.5 3.0 5.8

Average age 39.6 41.2 42.7 43.7

Senior dependency (65+ years)/(15-64 years)

25.5 27.5 36.9 42.0

Working-age persons per senior (15-64 years) / (+65 years)

3.9 3.6 2.7 2.4

3. Demographic changes

The number of seniors is expected to double worldwide by 2050. By then, there will be 2 billion people aged over 60 year living on our

planet. Nearly 392 million people will even be over 80 years old. Faced with these demographic changes, cities must reconsider the

sustainability, accessibility and availability of health care. For example, smart technologies could help seniors stay at home longer and

live independently.

The Belgian population’s ageing will continue, with the average age rising from 41 years in 2014 to 44 in 2060. Still by 2060, the share

of the 15-64 age group in the total population will decrease from 65% in 2014 to 59%, while over 65s will account for 25%, compared

to 18% in 2014. In other words, the senior dependency ratio is increasing, while the ratio of working-age people per elderly person is

decreasing.

2. Globalization

The social and spatial dimensions of urban development and urban renewal play a key role in the deployment of a Smart City. Urban

growth mainly depends on the economic structure (specialization versus diversity) and the level of education of the inhabitants. Con-

sequently, the authorities should pay attention to the development of communities in deprived areas, the level of participation and

involvement in projects, social cohesion, strategic spatial planning, the spirit of initiative as well as the role played by migration and

transit areas in urban renewal.

Each city or municipality has its own identity. And yet, the need for greater cohesion is more and more acute. Smart technology solu-

tions can boost social cohesion and help build an urban identity. The “ZWERM” city game is a shining example of such an application.

It enabled the city of Ghent to be nominated for the Agoria Smart City Award in 2014.

Source: FPS EconomySource: Belgian Federal Planning Bureau

AIR QUALITY

In June 2015, the European Commission referred Belgium to

the Court of Justice of the European Union over persistently

high levels of dust particles. These particles pose a major

risk to public health, as they can cause respiratory problems,

lung cancer and lead to premature death. For example, stu-

dies have shown that every year poor air quality causes more

deaths than road traffic accidents. What are the main causes

of this problem? Motor vehicle traffic, industry and domestic

heating.

In the top 10 European cities with the most traffic conges-

tion, we find 3 Belgian cities: Brussels (ranked 2nd), Antwerp

(4th place) and Ghent (10th place).

Rankingin 2014

Metropolitan areaNo. of lost hoursin traffic (2014)

1 London (commute zone) 96

2 Brussels 74

3 Cologne 65

4 Antwerp 64

5 Stuttgart 64

6 Karlsruhe 63

7 Milan 57

8 Düsseldorf 53

9 Utrecht 53

10 Ghent 52

MOBILITY

More inhabitants means more pressure on urban mobility. Accord-

ing to European Commission estimates, traffic congestion costs

the EU 100 billion euros each year. More than ever, therefore,

energy-efficient public transport and ways to properly manage

traffic are crucial to mobility.

Belgium remains the country where (car) drivers waste the most

time in traffic jams. This is the finding of the “Traffic Scorecard”,

the yearly analysis conducted by INRIX, a US company and inter-

national leader in real-time traffic information. In 2014, we lost an

average of 51 hours in gridlocked traffic.

Europe

country rank 2014Country

Country avg hours.wasted annually (2014)

1 Belgium 51

2 Netherlands 41

3 Germany 39

4 Luxembourg 34

5 United Kingdom 30

Source: VITO

Annual average levels of nitrogen dioxide (NO2 ) in 2013:

Source: INRIX 2014 Source: INRIX 2014

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The “urban heat island” effect in Antwerp – Average temperature differences between the city and the surrounding countryside at midnight:

Summer 2013 Summer 2030

Source: VITO

URBAN HEAT ISLANDS

In towns, the temperature is generally higher than in rural areas. During heat waves, city dwellers are much more vulnerable to

heat stress. This situation leads to more deaths, especially among the elderly and children.

There has been little focus on “urban heat islands” in our country until quite recently. What causes this phenomenon? Less veg-

etation (and therefore less natural evaporative cooling), sun radiation caught between buildings, limited heat exchange between

the city and the atmosphere, the thermal inertia of materials and heat generated by heating and cooling systems as well as street

traffic.

There is a clear link between population density and the urban heat island effect at ground level. In cities, a 4 to 5°C temperature

increase has therefore been observed. An additional 2 to 4°C rise is predicted by 2030.

The Covenant of Mayors

Despite occupying only 2% of the Earth’s surface, cities are responsible for three quarters of global energy consump-

tion. They also generate 80% of global CO2 emissions and 70% of the waste. In Belgium, 41% of the total energy

consumption is attributable to residential housing.

In short, cities bear the brunt of the responsibility. The very existence of the Covenant of Mayors is proof that

they are aware of that fact. Indeed, many European cities have pledged to reduce their CO2 emissions by 20%

by 2020. In our country, 253 cities and towns signed this covenant. 114 of them (45%) have even submitted

an Action Plan for sustainable energy and 32 of the signatories (13% of the total number of cities and towns)

have delivered progress reports on the basis of these Action Plans.

4. Climate change

Climate change is a direct consequence of the growing increase in levels of greenhouse gases in our atmosphere. Forecasts thus

predict a 30% increase in ozone concentrations by 2030. This increase will be most acute close to high traffic road systems and

in city centres. This phenomenon stems from the ozone layer depletion.

In this century, we can also expect a rise in sea level by 18-59 cm, an average temperature increase in the order of 1.1 to 6.4°C

globally, and changing rainfall patterns. All that will result in floods, drought and the spread of diseases.

VISIBLE EFFECTS

Are these climate changes already visible at present in our country? And what does the future hold for us? Although it is quite

normal to observe strong natural fluctuations, the effects of climate change are already clearly visible. For instance, the average

annual temperature recorded in our country is already 2.4 degrees Celsius higher than in pre-industrial times, the average wind

speed inland has fallen by 10-15% over the past 50 years and the average sea level in Ostend was already 11.5 cm higher in

2013 than in 1950.

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5. Digitalization

Information and communication technologies are booming. And the associated digital infrastructure - whether cable, wireless or

satellite - is being deployed at a fast pace. In fact, this is crucial, since, according to estimates, by 2020, as many as 50 billion

devices will communicate with each other independently via the “Internet of Things” (IoT). Incidentally, today the average European

household already has 5 connected devices.

The Internet of Things is expected to develop into an ‘Internet of Experience” where devices, infrastructure and citizens will create

their own data. In the last two years alone, the total amount of data exchanged worldwide has doubled. These massive flows of

data obtained from devices, sensors and social networks will give rise to a host of smart services.

The human body and mind is a major data source as yet relatively untapped: we can measure almost everything about us. All this

data can be stored, analysed and processed worldwide in the cloud. According to forecasts, by 2025, over 60% of computer

data will be stored in the cloud.

THE BELGIAN DIGITAL FOOTPRINT

(Source: Proximus)

52%80%

54%50%

68%

73%of Belgians are active on social networks

of Belgians use the internet daily

of Belgians have a smartphone

of Belgians surf the Internet on mobile devices

households have a broad-band Internet connection

of consumers (over 15 years) made online purchases in 2015

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AGORIA SMART CITIES RANKING 2015

For the third time, Agoria has established a ranking of Bel-

gian cities and towns which are organised smartly.Ranking Municipality Score

1 Hasselt 85

2 Namur 69

3 Leuwen 68

4 Mechelen 66

5 Genk 63

6 Kortrijk 60

7 Liège 57

8 Seraing 57

9 Roeselare 57

10 Sint-Niklaas 57

11 Ghent 56

12 Mons 50

13 Aalst 49

14 Bruges 48

15 Tournai 45

16 Charleroi 37

17 Brussels (Region) 37

18 Ostend 36

19 Antwerp 32

20 La Louvière 31

This ranking is established on the basis of public data

and according to 5 criteria:

1. The environment: the average number of kilos of

unsorted household waste per capita (kg/habitant)

(2013).

2. Energy: the average consumption of residential

energy per capita (MWh/inhabitant) (2012).

3. Buildings: the number of residential renovation

permits issued per 1,000 inhabitants (2014).

4. ICTs: the number of digital companies per 1,000

inhabitants (2014).

5. Air quality: levels of PM2.5, PM10, O3 and NO2

expressed in nanogrammes per cubic metre (2013).

We also analysed the extent to which our cities and

towns aim to become “smart”. To do this, we examined

the 2013-2019 government agreements by the yard-

stick of 41 different criteria (2014).

Smart Cities Rankings

The ambition of many cities across the world is to rank among the Smart Cities. Their achievements in terms

of sustainability, greening and mobility play a major part in increasing their chances of recognition.

The international standard ISO/DIS 37120 consists of 17 indicators used to map a city’s urban processes

and the quality of life of its inhabitants and thus compare cities internationally. Barcelona, London and Paris

prance ahead of the top 10 European Smart Cities ranking established in 2015 by the British Standard Insti-

tution (BSI). Juniper Research even elected Barcelona “Global Smart City 2015”.

Here is the result for the 20 largest cities and

towns:

03 WHY THE TERM “SMART CITIES”?

Over the years, the concept of “Smart Cities” gradually became ubiquitous

in city marketing. But what does it mean exactly? Dozens of scientists

have studied the topic. The common denominator in the definitions they

provided? Smart technology.

Intelligent digital applications are intrinsically part of the Smart Cities concept. It must be said

that technology is a powerful tool that can be leveraged to develop an urban ecosystem that is

innovative, sustainable and inclusive.

/ INNOVATIVEUse innovative technologies and all other means available as efficiently as possible to raise the

quality of life, processes and services to a higher level, stimulate creativity and entrepreneur-

ship, and increase competitiveness.

/ SUSTAINABLEMeet the needs of present and future generations optimally, use natural resources responsibly

and take economic, social and environmental aspects into account.

/ INCLUSIVEForge links between different groups of residents, both among themselves and with their environ-

ment. In doing so, citizens become jointly responsible for the project and a future-proof ecosystem

is set up.

Ultimately, what is the definition of a smart city? Even though experts can’t agree on that point, they

are unanimous when it comes to defining the objective of Smart Cities: improve the quality of life

of city dwellers and visitors’ comfort. Above all else, a Smart City must be a pleasant environment

where people enjoy living, working and spending their leisure.

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Several European and international standardization committees have already provided definitions and

drawn up a list of criteria for a city to be recognised as a Smart City. However, there is still much to do in

terms of standardization and technical norms. Here is a list of the main standardization committees:

/ The CEN-CENELEC-ETSI Coordination Group “Smart and Sustainable Cities and Communities”

(SSCC-CG)/ The ISO Technical Committee 268 “Sustainable Development” (ISO/TC 268) / The ISO Strategic Advisory Group “Smart Cities” (SAG S_cities)/ The IEC Systems Evaluation Group on Smart Cities (IEC / SEG1) / The ISO/IEC JTC1 Working Group “Smart Cities” of (JTC1/SG1) / The UIT-T group specialised in smart and sustainable cities (FG-SSC Group)/ The Smart Cities Development Group of the British Standard Institution (BSI) / Other ISO standardization technical committees: ISO/TC 59/SC2 “Terminology and harmonization

of languages”, ISO/TC 207 “Environmental management” and ISO/TC 292 “Security and resilience.”

04 A WORD ON STANDARDS

If Smart Cities want to go beyond the exper-

imental stage and roll out large-scale soluti-

ons, widely recognised and accepted tech-

nical norms and standards are needed. This

explains why Agoria plays an active role in the

various standardization committees.

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1. Europe

In October 2015, EU Member States finally reached an agreement on the 2030 climate

and energy targets: reduce greenhouse gas emissions by at least 40% compared to

1990, generate energy from 27% renewable energy sources as a minimum, and im-

prove energy efficiency by at least 27%.

THE SET-PLAN

The Strategic Energy Technologies (SET) Plan is the technology pillar of the EU’s energy

and climate policy. Indeed, it is impossible to achieve the EU’s goals with regard to the

environment and energy without deploying more efficient energy technologies.

The SET-Plan establishes a long-term action plan for research, demonstration and innova-

tion, without forgetting to target specific milestones for the years to come. Strategic pro-

gramming and planning play a key role in the matter. The European Commission published

a new SET-Plan on 15 September 2015.

THE EIP-SCC

In 2012, the European Commission also kick-started the European Innovation Partnership (EIP) on

Smart Cities and Communities (EIP-SCC). It aims to accelerate the deployment of integrated industrial

solutions for Smart Cities. The EIP approved its Strategic Implementation Plan (SIP) in October 2013.

The first version of the Operational Implementation Plan was published in 2014.

HORIZON 2020

The SET-Plan and EIP-SCC have been translated into concrete actions in the “Horizon 2020” European

Research Framework Programme. The new theme of “Smart and Sustainable Cities” was incorporated

in the section entitled “Cross-cutting Activities” of the 2016-2017 Horizon 2020 work programme.

Several political initiatives with regard to Smart

Cities have been set up at European level and

within our three Regions. However, com-

petences at federal level are rather limited.

05 SMART CITIES POLICY

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POLICY STATEMENT OF THE GOVERNMENT OF THE

BRUSSELS-CAPITAL REGION - 2014-2019

Smart Cities are among the objectives defined in the general

policy statement for 2014-2019 of the Brussels government.

Responsibility for the deployment lies with the Secretary of

State in charge of IT and digitalization at the regional and

municipal levels.

The http://smartcity.brussels/ website was launched shortly

after the Brussels Smart City Summit of June 2015. A Smart

City Coordinator was also appointed in October 2015. She

will act within the BRIC (Brussels Regional Informatics Cen-

tre). Note that the BRIC had already developed a Smart Cities

strategy in its “White Paper 2014-2019 smartcity.brussels”.

The White Paper focuses on four major challenges for the

development of the City-Region: connection, sustainability,

openness and security.

DIGITAL BELGIUM

At the federal level, the Smart Cities policy is limited to the

action plan “Digital Belgium” action plan and a residual com-

petence with regard to the coordination of mobility and the

large cities policy.

In April 2015, the Minister for the Digital Agenda introduced

the “Digital Belgium” action plan. It presents the long-term

digital vision of our country and translates it into clear objec-

tives to strengthen the position of Belgium in the digital field.

Despite a significant transfer of funds from the Federal Cities

Policy to the regions, it was decided to also retain large cities

as a domain of action at the federal level.

2. Belgium

DIGITAL PLAN WALLONIA

The digital plan was presented by the Digital Council to the

Walloon Government on 18 September 2015:

“Transform Wallonia into a connected and smart territory,

where technology companies are globally recognised lead-

ers and the engines of a successful industrial change and

where digital innovation is supported to enhance the quality

of education, the accessibility of public services and the well-

being of citizens.”

The Walloon government has set Smart Cities high on its list of

priorities, naming the well-being of citizens as one of its objec-

tives. The plan covers 5 topics, with Smart Cities falling under

the “Connected and Smart Territory.

URBAN PLANNING IN WALLONIA

On 12 November 2015, the Walloon government approved

its strategy for a regional urban policy:

“Adopted by the Walloon Government on 12 November

2015, it provides for the establishment of urban develop-

ment plans (plans de développement urbain - PDU), which

will constitute long-term development projects, and a coor-

dinated set of urban development, planning and re-planning

actions with a 6-year implementation deadline. In addition to

a section on attractiveness and another on “living together”

(i.e. social cohesion), these urban development plans will in-

clude a section dedicated to the Region’s digital and tech-

nology intelligence.”

POLICY NOTE ON “HOME AFFAIRS AND URBAN POLI-

CY 2014-2019” – FLANDERS

To pursue a policy of innovative cities is one of the strategic

objectives contained in the Policy Note “Home Affairs and

Urban Policy 2014-2019” of the Flemish Region:

“The starting point is the cross-disciplinary attention given to

cities in the coalition government agreement and the chal-

lenges inherent in cities that can be leveraged. These may

be the following major challenges: ensure sustainable distri-

bution and smart urban logistics; develop a multifunctional

infrastructure; develop efficient and effective communication

and transportation networks, develop innovative energy so-

lutions for the city, create a green city in line with the needs

of families and the environment, support the new economy

and circular economy, strengthen urban housing policy and

enable smart densification, reduce poverty and social disad-

vantage, promote integration, etc.”

26 27

06 4 KEY TOPICS

28 29

ENERGY IN THE CITY OF TOMORROW: A BALANCING ACT

Greater scope for innovation

The outsourcing of energy infrastructure, the absence of vi-

sion or roadmap, no legal framework and the scarce financial

means contribute to the lack of ambition plaguing the energy

projects run by Belgian cities and towns. If we want to future-

proof our competitiveness, however, we urgently need to lau-

nch projects at city or neighbourhood levels.

Unfortunately, many utility companies are only concerned

with the economic aspect, thus postponing the upgrade

of the energy network. It is true that for many new technol-

ogies, the short-term return does not cover the initial invest-

ment. This explains why most of the tender specifications still

provide for conventional lighting rather than LED lighting, for

example. And yet this type of lighting offers many opportu-

nities to make neighbourhoods more energy efficient, more

pleasant and safer.

In addition, due to the regulatory framework and limitations

applying to the low voltage network automation, the energy

from solar panels on the roofs of companies cannot be har-

nessed optimally. For example, connected participants can-

not sell and buy electricity from each other and run the risk of

their installation not being able to inject part of its production

into the grid. In short, within this narrow framework, it is often

difficult for innovation to develop, with the result that we may

end up lagging behind compared to neighbouring countries.

Energy management driven by new technologies

To avoid such scenarios in the future and ensure opportuni-

ties for innovation are there, it is crucial that the city and its

citizens urgently strengthen their control over energy supply,

without overlooking the expertise and experience of public

utility companies, however. The challenge, therefore, is to

find a balance between the powers of municipal authorities

and inhabitants on the one hand, and effective actions at

regional level, on the other.

The city offers many opportunities to produce, store and use

energy more efficiently. It is best to address these issues at

the local level to match demand and supply optimally and

interconnect the various flows. For instance, the smart man-

agement of waste could ensure optimum supply of the heat-

ing network, or the battery of an electric car could locally

support the grid.

Faster technological changes

There is no shortage of successful European projects. In

Denmark, for example, as many as 63% of buildings are

connected to a heating network. In Belgium, Roeselare is a

pioneer in the field of heat networks. Cities like Antwerp and

Ostend are also taking steps to set up a “district heating and

cooling” network.

A few decades ago, cities were responsible for their own

energy supply. Little by little, this responsibility was transfer-

red to utility companies, because they offer significant ad-

vantages, financially speaking and in terms of scalability and

expertise.

A few decades ago, cities were responsible for their own

energy supply. Little by little, this responsibility was trans-

ferred to utility companies, because they offer significant ad-

vantages, financially speaking and in terms of scalability and

expertise.

But there are also disadvantages. Following the decentral-

ization of the energy market and the impact of renewable

energy, the adequacy of this model is now strongly called

into question. Take the example of the autumn 2014, when it

turned out that the port of Ghent was in the midst of a load

shedding zone. This is why it is .

WHAT IS ‘SMART ENERGY’?

The concept of “smart energy” refers to the various public utility flows that go in and out of a town: electricity,

gas, hydrogen, water, waste, etc. The smart management of these flows leads to the optimal use of raw

materials and energy. But how? By connecting them to intelligent, integrated and connected management

systems.

SMART ENERGY

The guaranteed and continuous supply of energy is an absolute prerequisite if we want to ensure

the sustainability of our cities. However, the growing demand from an ever growing urban population

clashes with the scarcity of natural resources and the limitations of energy supply. How will the Belgian

cities and towns of tomorrow handle energy supply? And which challenges do they have to overcome

today to achieve their goals?

3130

Extract from the thermographic map of the town of Leuwen:

The French Nice Grid is the first European pilot project of a “smart solar district” deployed on a large

scale. By connecting the solar energy infrastructure to information technology, it defines the main

lines of action for a new urban energy model.

Smart grid pilot project

The pilot project district is located at Carros, in the Alpes-Maritimes region, in south-eastern France. 250 homes, various com-

panies, as well as PV rooftop panels and energy storage systems are connected to the same low-voltage grid with a capacity of

several megawatts. No less than 2,500 people are taking an active part in the pilot project.

NICE (FRANCE):

FROM SMART GRID TO SMART CITY

EXAMPLE 2

Objectives/ To test the operation of a power

distribution network with a high

proportion of solarphotovoltaic (PV)

and energy storage;

/ Test a self-reliant area where

consumers are at times isolated

from the main grid and able to

have their own power generation

resources (islanding);

/ Give the participating consumers

an active role in the management

of their electricity: production,

consumption and storage;

/ Test out economic models linked to

the Smart Grid concept.

Source: Nice Grid project

These analyses involve taking aerial thermal images of the

city in order to detect and map thermal losses in the urban

fabric. This helps identify quickly and clearly the buildings

responsible for the biggest losses, due to inadequate insula-

tion in particular. It is possible to determine which renovation

works will have the greatest impact as a result.

Mapping energy consumption

By making the maps available online, the analyses can also

raise awareness of the problem among citizens. This tool has

proven effective in cities like Antwerp, Ghent and Brussels,

where it is already used. Ghent, for example, experienced a

10 to 20% increase in grant applications for roofing insulation

after the thermographic map was posted online. The website

presenting the map of Antwerp recorded 80,000 visitors in

two months. Genk’s “thermal scan desk” has already had

1,000 visitors. And in Furnes and Ostend, citizens are also

very interested in individual information on roof insulation and

related grants.

Source: EUROSENSE (copyright City of Leuwen)

THERMOGRAPHIC ANALYSIS:

PRIORITIZATION OF ENERGY SAVING MEASURES

By renovating old buildings, cities can save a lot of energy. Unfortunately, budget constraints force

them to set priorities. Thermographic analysis can help them in this respect.

EXAMPLE 1

32 33

The city is currently creating a virtual energy

network integrating electric mobility. As a result,

Trier is already producing 72% of sustainable

energy. The renewable energy is sold for re-

charging electric vehicles. Trier has now joined

the “Global 100% Renewable Energy Cities and

Regions Network” because of that.

TRIER (GERMANY):

VAN ENERGIE-IMPORT NAAR -EXPORT

For many years, the area of Trier (Germany) had been importing energy to meet the energy demand

of its 245,100 inhabitants. In 2010, a plan was developed to reverse this trend: the region aims to

generate 100% of its energy from renewable sources by 2050, combining energy savings and in-

creased energy efficiency.

EXAMPLE 4

Source: Renewable Energy in the German 100% RE region of Trier.

15% savings

Thanks to the smart building management

systems, the 2,000 residents are already

saving 15% on their water and electricity

consumption. In addition, intelligent

automation ensures that demand and supply

are perfectly synchronized. For instance,

washing machines and other appliances

automatically adjust their consumption to the

network conditions.

Ultimately, Kalasatama will become the

benchmark for any city wishing to implement

a sustainable energy policy. By 2030, this area

will have 20,000 residents and the project will

create some 10,000 jobs.

KALASATAMA (FINLAND):

FROM AWARENESS TO SAVINGS

Inhabitants of the new Kalasatama district in Helsinki, the capital of Finland, are able to monitor and

adapt their energy and water consumption in real time with the help of intelligent building manage-

ment systems.

In 2013, the City of Helsinki launched the “Smart Kalasatama” project, a smart energy system involving a smart grid, smart build-

ings, infrastructure for electric cars and energy storage facilities. Recently, a vacuum waste collection system was added to the

system, which uses waste to fuel the heating network.

EXAMPLE 3

Source: City of Helsinki, Kalasatama project

34 35

A close call

In our country, even though we are fascinated by all these pilot

projects and achievements, we tend to remain on the side-

lines. We therefore risk being outclassed by neighbouring

countries when it comes to mobility policies. Yet, we are fully

aware of the urgent need to reverse the trend if we want

to future-proof the comfort, accessibility and economic

relevance of our urban environments.

The high concentrations of fine particles are particularly

harmful to public health. According to recent calculations by

the Flemish Research Institute for Nature and Forests (INBO),

every year these particles cost the whole Flemish population

about 80,000 years of a good quality and healthy life. These

figures also show that Flanders is one of the most polluted

European regions.

In addition to being detrimental to human health, the issue

of mobility also has a very high impact on the economy.

For passenger transport, the cost of structural congestion

amounts to several hundred thousand euros a day, but the

losses incurred due to logistical delays are even higher for

our companies. This explains why more and more compa-

nies are considering relocating to less congested areas.

Smart mobility management, greening of the vehicle fleet and

optimizing our outdated road infrastructure will have a consid-

erable impact on traffic congestion and air quality. However,

if the development of intelligent mobility solutions are to suc-

ceed, we need open access to raw data bases belonging to

the various actors in the mobility sector.

Redistribution of powers

In order to tackle the problem at its root, cities and towns

also have to control the total cost more effectively. The distri-

bution of powers across different levels of government - lo-

cal, regional and federal - creates legal and administrative red

tape which tends to discourage efficient operation.

However, the absence of a clear legal framework is also pre-

venting some projects from getting off the ground. As a re-

sult, keeping obsolete existing infrastructures is preferred to

innovative alternatives.

Towards contract-based management

In addition, infrastructure projects take time and their positive

effects are only visible in the medium or long term. If we want

to give innovative solutions a chance to succeed, it is crucial

to ensure they are not bound by notions of legislatures and

policy areas.

New forms of collaboration with actors from the private sec-

tor are also an avenue worth exploring in order to boost in-

novation. When cities and towns make the transition towards

contract-based management, suppliers have more flexibility

to implement new solutions. Administrations then cease to

write lengthy specifications containing technical details, pre-

ferring contracts focused on requirements in terms of quality

and performance, regardless of the selected equipment.

Structural bottlenecks in Belgium are among the world’s biggest; the thoroughfares of our cities are

reaching saturation, and every year we come dangerously close to the European limits for fine parti-

cle emissions. Allowing literally more oxygen into our cities and towns, without mortgaging their ac-

cessibility and economic sustainability, is now one of the thorniest issues faced by our governments.

Mobility therefore has to be managed intelligently.

WHAT IS “SMART MOBILITY”?

Our ever increasing road traffic is weighing heavily on the urban fabric and the environment. “Smart mobility”

leverages technology to organise vehicle movements in a more efficient and sustainable way and reconcile

accessibility and quality of life.

SMART MOBILITY

TOWARDS INTELLIGENT MOBILITY MANAGEMENT

Considerable progress has been made in recent years with

regard to mobility technology. Actual projects are being rolled

out across Europe, from smart parking systems to wireless

communication between traffic lights, and including the read-

justment of urban mobility policies based on data analysis.

Thanks to the ban on transport vehicles with high emission

rates, the trend towards low emission public transport

and the installation of charging stations for electric

vehicles in sufficient numbers, city centres will soon

become more liveable. Meanwhile, technology contin-

ues to develop: research centres are working on the

development of self-driving cars and the latest technological

breakthroughs gradually allow cars to communicate with

roadside infrastructure. By 2030, the flawless interaction

between individual vehicles, on the one hand, and software

systems, on the other, will be a reality.

3736

Our country is the perfect testing ground

Despite all these obstacles, our country is unique in that it boasts

a public fibre optic network, no doubt the envy of other European

countries. The presence of this digital highway, combined with our

significant mobility problems and emissions, makes our country a

perfect testing ground for deploying intelligent mobility solutions

on a larger scale and even allows us to play a pioneering role in

Europe.

In addition, we have considerable technological expertise to fulfil

this testing ground role. With Flanders Make, for instance, we have

a real competence centre for innovation in the automotive sector

and, in particular, electric vehicles. As for electric buses, Flanders

has two competence centres owned by VDL and Van Hool. With

regard to the EV charging stations, we have lost our leading

position by failing to take meaningful initiatives at the right time.

Towards a planned approach

The development of a general approach and action plan for mo-

bility will take some time. First, cities must decide how far they

are willing to use technology to make mobility management more

efficient and their vehicle fleet cleaner. A strategy should then be

developed: what goals do we want to achieve in terms of greening,

traffic in the city centre, public transport, logistics, etc.? At which

levels do we want to make improvements and to what extent? The

answers to these questions help define the most appropriate tech-

nological solutions. The city government must also decide whether

it should manage itself the mobility infrastructure or subcontract

the job.

Thanks to the Stuttgart ServiceCard, Stuttgart residents and visitors are able to enjoy the unlimited use

of many mobility services and later receive a single transportation bill.

The ambition of the Stuttgart ServiceCard was to offer mo-

bility as a service. With this card and the underlying software

platform, residents and visitors can choose from a wide

range of modes of transportation, from the bus or train to

car-pooling, and electric bikes.

The Stuttgart Service Card serves both as a public transport

ticket and a key for an e-bike or a shared car. A central soft-

ware platform integrates all mobility services and a booking

and billing system. At the end of the month, the user receives

a single transport invoice.

The objective of the Stuttgart Service Card is to make using

mobility services so accessible and affordable that users will

gradually abandon their car, leading to a general shift in the

use of modes of transportation. This system allows this south-

ern German city to drastically reduce traffic congestion in the

city centre as well as the resulting harmful emissions.

STUTTGART (GERMANY):

MOBILITY AS A SERVICE

CASE 1

Source: Bosch

38 39

Finding a parking space in Amsterdam city centre is not easy. Using dynamic traffic information, the

city implements its parking policy masterfully.

On average 30% of urban traffic is caused by motorists who

are driving around in search of a parking space. Besides the

pollution, this creates many unnecessary emissions. “Dynam-

ic parking” allows the city to solve this problem. The entire

system is managed centrally.

For instance, the price of a parking space – whether in a car

park or on the street – varies according to the events which

are held in the immediate vicinity. Visitors can reserve a space

in advance in a specific area and then get there directly. The

residents are rewarded whenever they free temporarily a

spot in front of their homes to park elsewhere. This smart

system also involves checks. Offenders are fined immediately

through a number plate recognition system.

In Los Angeles, USA, a similar dynamic parking policy has

helped increase parking capacity in the downtown area from

10 to 30% and reduce traffic jams by 10%. Moreover, the dy-

namic pricing policy has led to a change in motorist mentality.

A total of 6,000 sensors installed in 800 different streets send

the necessary data to a software platform.

AMSTERDAM (NETHERLANDS):

A DYNAMIC CAR PARK SYSTEM AVOIDS ENDLESS DRIVING AROUND

Supported by an ingenious monitoring system, the German city of Münster has optimized traffic

flows. Indeed, by braking and accelerating less, vehicles generate fewer harmful emissions.

In 2016, the City of Luxembourg will launch

electric buses on two of its bus lines.

Traffic congestion is causing substantial additional emissions

of CO2 and fine particles. The same applies to braking when

approaching a traffic light, followed by the restart. The City of

Münster, Germany, is ensuring constant traffic optimization.

The implementation of an adaptive control system has im-

proved traffic flow by 38% over a distance of 6 km, and a

reduction in fuel consumption by 20% and in NOx- and CO2

emissions by 50% and 33% respectively.

Sensors and cameras thoroughly map the traffic flow and den-

sity and pinpoint congestion risks. A central computer auto-

matically adjusts the intervals between the traffic lights based

on this data. In addition, the detection system always gives

priority to cyclists over other users.

The vehicles will be recharged automatically using fast charging

stations located at their terminus. Charging will only take 4 to

6 minutes, allowing the buses toremain in service without in-

terruption. The result? Public transport will not release of CO2

emissions in the city centre.The same technology had already

been tested in Geneva (Switzerland), Offenbach (Germany) and

Coventry (United Kingdom).

MÜNSTER (GERMANY):

OPTIMIZATION AND GREENING OF TRAFFIC FLOWS THANKS TO MONITORING

LUXEMBOURG (GRAND DUCHY OF LUXEMBOURG):

ELECTRIC BUSES WITH AUTOMATIC CHARGING SYSTEM

EXAMPLE 3

EXAMPLE 4

Source: ABB

EXAMPLE 2

40 41

Smart at four levels

A building is regarded as smart if it implements innovative tech-

nologies simultaneously in four areas:

1. The envelope: insulation, solar protection, solar panels, green

areas, wind turbines, innovative and flexible housing concepts,

use of sustainable materials and sensors measuring air quality

and water content in particular.

2. Technical installations: intelligent lighting, HVAC (heating,

ventilation, air-conditioning), access control, fire protection,

intelligent evacuation plan, digital communication and in-

frastructure (wired and mobile), detection of gas and water

leaks, detection of occupancy rate, modular partitions and

furniture. Smart meters and accumulators are used to man-

age energy.

3. Automation: this station is the heart of the building man-

agement system. The collection, analysis and integration of

data on energy, safety, the occupancy rate, water, the tem-

perature, weather forecasts… allow facilities managers to

better understand and control the building. Only one system

is not enough however to solve all issues. In order to gua-

rantee optimal productivity, the best is to integrate several

intelligent systems. The data collected can be visualized on

a central dashboard and is automatically analysed in the cl-

oud. The discrepancies with regard to the optimum settings

are detected and automatically transmitted to the persons

in charge of maintenance and the facility managers. As a re-

sult, they can reduce operational costs, improve efficiency,

optimize the systems and withstand power outages.

4. Environment: in this case, this relates to accessibility, the

integration of electric transport systems, the presence of

green areas, the balance between private and professional

life and the connection to a smart grid.

Sustainability and comfort above all

Buildings account for approximately 40% of the world’s total

energy consumption. They therefore offer significant saving

opportunities. Thus, more efficient systems, proper de-

sign and better understanding of operational requirements

would help reduce global energy consumption down to 20%

without this being detrimental to comfort in terms of temper-

ature, air quality and lighting.

Besides energy consumption, indoor climate should also be

set optimally. People spend 80 to 90% of their life in build-

ings. Intelligent technologies are redefining the role of build-

ings: from static environments, they are becoming dynamic

and interactive spaces that influence the lifestyle, comfort,

well-being and productivity of their occupants. The user him-

self/herself also becomes aware of his/her energy consump-

tion and is able to manage supply and demand. This aware-

ness alone can allow the user to achiever energy savings of

at least 10%.

Reasoned construction

Construction or renovation represents only 20% of the total

cost of a building over its entire life cycle. The remaining 80%

have to do with the building’s everyday use, with energy by

far the biggest expenditure. Effective design and sustainable

materials can therefore play a significant part in reducing

waste, costs and total energy consumption.

Homes, office buildings, shopping centres, hos-

pitals, schools... The average city dweller spends

most of his time inside these buildings. In order to

guarantee a certain quality of life there, they will

have to be in the future not only comfortable and

safe, but also sustainable, energy efficient and

accessible. Moreover, they will not be isolated,

but connected to other infrastructures.

Smart Cities rely on electrical grids which tend towards a bal-

ance between energy production and consumption. It all starts

with smart buildings: energy requirements are automatically

adjusted depending on occupancy rate, charging the batteries

of electric vehicles is integrated with energy forecasts, which

also reflect the changing climatic conditions. The smart building

adapts automatically for maximum efficiency.

WHAT IS A “SMART BUILDING”?

A so-called “smart” building is a sustainable, energy-efficient building, connected to other buildings and

systems and anchored in its environment. Smart Interactive Systems (IBS - Intelligent building solu-

tions) provide an energy-efficient, secure, accessible, and sustainable connection between buildings to

maintain or improve the level of user comfort. This applies equally to residential and non-residential

buildings.

SMART BUILDING, LIVING & WORKING ENVIRONMENT

SMART BUILDINGS WITHIN INTELLIGENT CLUSTERS

4342

EXAMPLE 1

GOTHENBURG (SWEDEN):

BENGT DAHLGREN BUILDS A SUSTAINABLE BEHEMOTH

In order to optimize the efficiency of this huge building in

terms of energy, costs and maintenance, it was decided to

opt for sustainable materials combined with smart technol-

ogy already at the design stage. The building is clad in an

insulating premium quality envelope and 60% of the façade

is made of glass. A demand-driven ventilation system con-

trols the indoor climate by means of temperature, CO2 and

volatile organic compounds (VOC) sensors.

The building is also equipped with heating networks, and

the excess heat generated by the cooling system is used to

heat tap water. On sunny days, the external automatic blinds

also ensure 50% of the air conditioning, since there is less

demand on the cooling unit as a result. On cold nights, the

system retains the heat inside the building.

Through these efforts and many more, the building was

awarded a Green Building Certificate in 2008.

The office building of technical consultancy firm Bengt Dahlgren, in the Swedish city of Gothenburg,

deploys a surface area of 4,113 m2 over five floors.

Source: Verozo

Smart buildings integrated in a smart grid

In view of increasing energy needs and the ad-

vances made by renewable energy sources, there

is an ever larger demand for smart grids. However,

integrating buildings in this type of decentralized

network implies that the consumption and supply of

energy can be perfectly matched. Smart buildings

will play a key role in stabilizing the grid, not only

by optimizing their consumption and their ability to

generate energy, but also thanks to energy storage.

Moreover, all these operations will rely on accurate

forecasts that can be shared with the utility compa-

nies and network operators.

CERTIFICATION A MUST

A certification process is essential to ensure

compliance with the sustainability principles applicable

to smart buildings. The BREAAM (Building Research

Establishment Environmental Assessment Method)

and LEED (Leadership in Energy & Environmental

Design) systems applied respectively in the UK and

the USA provide guidelines for the construction of new

buildings. Obtaining the highest score within one of

these processes is a major challenge that few cities

are able to meet.

Achieving a balance between all these aspects requires

understanding, vision and efficiency on the part of all

stakeholders. In other words, a holistic approach inte-

grating design and implementation is needed.

44 45

Behind the scenes, it also hides a very efficiently coordinated

facilities management system. The system consists in partic-

ular of wireless energy meters perfectly combining ease of

use and reliability.

The system is entirely automatic: each week, the operator

receives an e-mail indicating the energy usage for the previ-

ous week. On the basis of this data, he adjusts settings in

order to improve systematically the energy efficiency of the

building. A weather station located on the roof makes sure

the centre is heated according to the ambient temperature

and the weather forecast.

EXAMPLE 3

AMSTERDAM (NETHERLANDS):

VILLA ARENA OPTS FOR WIRELESS ENERGY METERS

The Amsterdam shopping and residential centre of Villa Arena is striking by its distinctive architecture

and futuristic look.

Source: Cimpro

The building generates all the energy it needs through pho-

tovoltaic panels and wind turbines and uses energy-efficient

equipment, which is switched off whenever possible.

During renovation works, the school had opted for a lighting

system based on motion detectors. It adjusts automatically

to daylight levels, and is run according to a schedule.

This project, involving among other things the installation of a

heat pump, a Low Temperature Heating (LTH) system, a dual-

flow ventilation system with heat exchanger and a solar wa-

ter heater, has led to a drop in CO2 emissions by about 85%.

GOES (NETHERLANDS):

ODYZEE SCHOOL BETS ON ZERO ENERGY

EXAMPLE 2

A LOW VOLTAGE NETWORK COLLECTS AND ANALYSES DATA TO MANAGE THE FACILITIES EFFICIENTLY

In particular, installing sensors in a building helps improve efficiency in the following cases:

• In the event of a sustained increase in temperature or humidity values, the maintenance team is notified.

• When a workplace has been occupied for some time, the cleaning crew is notified to allow them to include that

room in their cleaning schedule.

• Counting the times the toilet door is opened is used to determine if cleaning is necessary and if more toilet paper is

required.

The OdyZee School in Goes (Zeeland) is the first zero energy school in the Netherlands.

Source: ETAP

46 47

The constant improvement and acceleration of combined data

flows give rise to new applications that have an immediate im-

pact on our society. Some well-known examples include Uber

and Airbnb, which allow the user himself/herself to take the

initiative. At the city level, too, the digital revolution is driving cit-

izens to take action. For instance, the inhabitants of the Dutch

city of Groningen have set up a network of seismic sensors

themselves in order to clearly and accurately map the effects

of the shocks caused by gas extraction.

Cities embracing (digital) change

Due to the increase in (connected) urban population, the

scarcity of resources and the need for improved urban infra-

structure, cities have to reorganise. In this respect, a good

digital infrastructure is essential. In addition, the digitalization

rate plays an important role in attracting investment.

The increasing use of apps and connected clothing and de-

vices fuels the citizens’ need for information. Administrations

are therefore forced to consider new opportunities related to

these developments. By processing, accessing and analys-

ing all of this data they are actually able to provide effective

solutions to social issues, with limited means. As a result,

the people themselves also contribute to the transparency,

effectiveness and legitimacy of the administration.

Continuous monitoring of a number of parameters allows

local authorities to govern proactively and effectively shape

their policy for the long term.

Whether a city can be viewed as smart will depend on the

rate of integration between infrastructure and data. In this

context, the traditional model, in which city administrations

operate in a compartmentalized way within their political field,

is no longer tenable: it leads to the duplication of investments

and a lack of efficiency.

The foundations of digital infrastruc-tures and platforms

For a city, the digital infrastructure is a key pillar on a par with

water, electricity, gas or road networks. It is composed of

various layers:

1. Connectivity through the fixed and mobile infrastructure.

2. Data creation through connected systems such as sen-

sors, mobile devices, cameras and social media.

3. Data dissemination, communication and exchange via

fixed broadband or wireless Internet, low-voltage and satellite

networks.

4. Storage of data in local data centres and in the cloud.

5. Processing and analysis of data (big data) by the intel-

ligent integration of internal and external data, across differ-

ent areas and platforms, including social media data.

6. Data visualization by providing and facilitating the under-

standing of large amounts of information.

7. Applications on four levels: / e-government: service provision from the city to the

citizen;/ modernization, digitalization and integration of applica-

tions for the internal functioning of the city;/ services provision by the city in collaboration with ex-

ternal partners, such as electronic ticketing and parking

guidance;/ data collected by start-ups, students and citizens and

used to develop applications.

The digital platform itself should offer a catalogue of services and

products from which the city or town can pick what it needs.

Cities and towns can share the digital infrastructure and even

specify the application(s) they wish to use. These applications

may be different from one partner city or town to the next. For

instance, while one municipality may focus on energy, another

may promote mobility.

The digital infrastructure, whether wireless or wired, is developing rapidly. In fact, this change is necessary

since, according to forecasts, 50 billion devices will be communicating with each other autonomously

by 2020. The massive data streams generated by smart devices, sensors and social networks allow the

development of new smart services and therefore smart cities.

WHAT IS THE “SMART DIGITAL COMMUNICATION & INFRASTRUCTURE”?

In order to become Smart Cities, cities and towns must first undergo a digital transformation. The digital in-

frastructure, platforms and data form the core of a smart city, the IT foundation that a city needs to support

and encourage smart initiatives.

SMART DIGITAL COMMUNICATION & INFRASTRUCTURE

60% of data processing to and fromdata centres will be done in the cloudBy 2025

5Number of interconnected devices in the home of an average European family:

97minutes2012:

2014:195minutes

Average time spentdaily on the Internet:

DIGITAL FOUNDATION OF THE “SMART CITY”

4948

Imagine big, but start small

Creating an efficient urban digital infrastructure

won’t happen in a day.

/ First, we must develop a strategy for the data we

want to store and make available and the applica-

tions we hope to get off the ground. What kind of

city do we want to help create? At which levels do

we want to make improvements? The answers to

these questions form the basis on which to define

the most appropriate data infrastructure and cloud

solution. / There should be sufficient capacity to collect large

amounts of data securely, quickly and correctly.

Using a cloud platform enables dynamic and effi-

cient integration of capacity, ensuring the reliability

and profitability of the services provided./ The administration also has to decide whether it

should develop and manage the data platform it-

self, or opt for a public-private partnership. / A modular platform is a must, as this allows gradu-

al investment, according to political objectives and

priorities./ Last but not least: the decompartmentalization of

the administration of cities and towns. An integra-

ted policy framework, establishing links between

ICTs and other policy areas, is essential.

In Belgium, only a few cities and towns can justify

that implementing their own digital platform is eco-

nomically viable. The development of such a plat-

form can therefore also fall under a collective initiative

between cities and towns. For instance, the “Fix My

Street” application is coordinated at regional level for

the 19 municipalities of Brussels.

NO SMART CITIES WITHOUT ICT

Virtually all initiatives developed in the context of a

smart city project are based on ICT infrastructure

worthy of the name:

/ Smart buildings use ICT to collect, analyse and share

information on safety, energy and climate.

/ Smart mobility solutions provide citizens via their

mobile devices, for example, with the best route to

follow – based on data from social media and intel-

ligent road infrastructure. Through mobile networks,

operators in the traffic management centre have a

real-time overview of the traffic situation.

/ Thanks to communication technologies, smart

energy solutions are used to monitor the con-

sumption and production of energy. Sensors sound

the alarm in the event of a gas or water leakage.

/ E-government services integrate ICT in the devel-

opment of a digital service desk and remote commu-

nication systems.

/ Public utility network operators rely increasingly

on automatic meter control, resulting in lower costs

and a reduced margin of error.

Right to privacy and cybersecurity: essential

The complexity of the ecosystems that will emerge in the

context of new digital services and the domino effect in case

of failure will have a major economic impact. Constantly en-

suring security against cyber-attacks to digital infrastructure

and systems such as traffic lights, alarm systems, etc. is there-

fore a must. The same applies to the protection of personal

data.

Open data

Current technology allows us to process and analyse raw

data, regardless of origin. These “open data sets” will soon be

required to communicate with citizens. This is why many cities

and towns already offer access to raw data sets.

In addition, the opening of data creates new knowledge econ-

omies. Smart cities develop knowledge clusters. Amsterdam,

for example, organises a “start-up boot camp” on the topic of

Smart City & Living. The event “Apps for Antwerp” is held in

Antwerp, and in Ghent, “Apps for Ghent”. All these initiatives

attract young entrepreneurs.

What are the repercussions for the city?

Even though digital transformation may not always generate

immediate financial returns, it does offer society significant

advantages. A city or town which is connected and utilizing

data can pursue the following objectives:

/ (Virtually) real time monitoring of developments (mobility,

energy) and of own efficiency levels, involving improved

traffic flows, lower CO2 emissions, better air quality, etc.; / Understanding the effects of the policy and its implemen-

tation, and therefore possibility to make effective adjust-

ments;/ New and better services in various fields.

50 51

Individual citizens can use custom applications to moni-

tor their energy bills, or keep abreast of cultural events, for

example. Moreover, in 2015, the city invited start-ups, re-

searchers and entrepreneurs to submit new and innovative

services that can be offered on the platform.

MULHOUSE (FRANCE):

A COMMON PLATFORM FOR OPEN DATA

EXAMPLE 2

Source: Engie - Cit’ Ease

The French city of Mulhouse uses a digital interface to optimally inform its government, services and resi-

dents of the large amounts of open data made available.

Digipolis Antwerpen, the IT partner of the Stad Antwerpen

Group, has developed an innovative platform that constitutes

the backbone of the ACPaaS. It is built around an integrat-

ed transparent IT architecture. With regard to infrastructure

(IAAS), Antwerp has opted for a hybrid model: its own infra-

structure and data centre connected to an infrastructure in

the cloud.

Around this core, an “OS layer” has been installed: this is

a kind of self-service front office where the platforms of the

city group can select applications. However, it is also possi-

ble for other target groups, such as start-ups, to access the

open data and services of the OS layer. The front office of

the ACPaaS platform includes, among others, applications

that are part of public services offered to citizens, employees,

students, businesses, visitors, etc.

ANTWERP (BELGIUM):

CUSTOMIZED DIGITAL SERVICES ENABLED BY ANTWERP CITY PLATFORM AS A SERVICE

Citizens, companies, students, teachers, administrative staff… All these target groups will from now

on avail of personalized digital services through the “Antwerp City Platform as a Service” (ACPaaS).

EXAMPLE 1

The ACPaaS makes sure standardization and customization

go hand in hand. Indeed, the different components of the Stad

Antwerpen Group are free to choose which applications and

features they wish to use for their own website. This meth-

od is already well established in the IT world, but is still quite

unique in the context of government.

Source: Stad Antwerpen Group and Digipolis Antwerpen

52 53

This system takes into account geographic information, the

occupancy rate of car parks, traffic flow, use of public trans-

port, demographic data, information regarding events, weath-

er conditions, etc.

All the data is automatically routed and processed in a

so-called “city dashboard”: a powerful software tool which

translates the big data into usable traffic information. Road

planners then use the data to take short- and medium-term

measures designed to influence traffic and travel behaviour.

LYON (FRANCE):

EFFECTIVE PLANNING OF MOBILITY IN LYON USING BIG DATA

EXAMPLE 4

In the French city of Lyon, a powerful analysis software maps traffic flows. This allows the city govern-

ment to shape its mobility strategy and adjust it proactively.The City of Dallas (USA) recently started using a cloud platform for the real-time sharing of traffic information and data relating to

traffic conditions between connected vehicles, whether public or private, and traffic control operators. The latter can collect and

analyse various data provided in real time by connected vehicles and systems, allowing them to better control traffic management

and take the necessary steps.

DALLAS (USA):

CONNECTED CLOUD FOR OPTIMUM TRAFFIC MANAGEMENT

EXAMPLE 3

Source: Ericsson

54 55

07 13 RECOMMENDATIONS FOR CITIES AND TOWNS

Cities and towns are facing huge challenges.

Moreover, the search for adequate solutions to

resolve major socioeconomic and environmental

issues (climate change, ageing populations,

global competition, digitalization, mobility, etc.)

has begun. Yet, although our cities and towns

are taking their responsibilities, huge potential still

remains untapped.

56 57

latest technological developments. This is why contracts

should be drawn up with more flexibility and in line with

the new technological requirements. Given the rapid evo-

lution of technology, contracts should make it a require-

ment for the supplier to upgrade the technology provid-

ed.

11. Cities and towns should allow the introduction of

small-scale solutions, with a view to deploying on a

larger scale at a later stage.

12. Administrations (or administrative clusters) are respon-

sible for their own digital communication infrastructure.

Connectivity is ubiquitous and is based on various tech-

nologies (wired, mobile, satellite, Internet) that communi-

cate with each other. A clever use of bandwidth is crucial

because all applications do not require broadband.

13. Cities and towns must invest in a generic open digital

platform accessible to all applications and able to pro-

cess and analyse data in real time. Such a platform will

ensure the efficient management of business processes

and the provision of services to citizens (at the lowest

possible cost). It will also be open to developments by

third parties using public data. Since a scenario in which

every city or town implements its own closed digital plat-

form should be avoided, clusters or partnerships are nec-

essary.

The new integrated operating model to which smart cities are

evolving:

Source: BSI Standards Publication – PAS 181:2014 - Smart City frame-

work – Guide to establishing strategies for smart cities and communities

1. Such a deployment requires leadership, cross-disci-

plinary collaboration within the administration as well as

professionalized management. The required holistic ap-

proach promotes actions involving various fields of com-

petence. In order to achieve those results, the project

also has to acquire political support.

2. The development of a long-term strategy and vision is

essential. Quantifiable targets should also be formulat-

ed by 2030: what will be the improvements for the city,

today and tomorrow? The deployment of a Smart City

project takes place over several legislatures.

3. Once the strategy has been clearly defined, 2030

objectives should be shaped into an operational model,

based on the needs of citizens and local businesses.

Consequently, this involves much more than managing

the city’s internal processes.

4. The next step consists in developing a roadmap: a

phased implementation plan that clearly distinguishes

between the “quick wins”, with a low risk, on the one

hand, and long-term risky investments, on the other.

5. Given the fragmentation of competences, designating a

central point of contact for the public is an absolute

must.

6. The city government must consider urban development

in the context of an open economy. It is therefore essen-

tial to open up a dialogue with internal and external stake-

holders, across sectors. The city or town will prove par-

ticularly open to neutral discussions between its policy

makers and industry. It has now become impossible for

a single stakeholder to have all the knowledge and capa-

bilities. Instead, Smart City projects are synonymous with

collaboration, consultation and long-term relationships.

7. Cities and towns should be prepared to join forces. By

grouping themselves in clusters, they are in fact able

to increase their administrative capabilities. This is the

only way to implement a number of Smart City infrastruc-

tures in a responsible way from an economic and social

perspective: sharing a digital platform, deploy a smart

network, manage facilities intelligently, etc.

8. Cities and towns must ensure accessibility to a maximum

of raw data sets. There is no need to develop a “narrow”

standard for open data, since current technology is totally

capable of processing and analysing raw data. Ultimately,

open data sets will be necessary to communicate with

citizens.

9. Cities and towns have to stop using traditional schedules

of conditions for their projects and switch to performance

contracts instead. Drafting specific technological require-

ments in the schedules of conditions of public invitations

to tender is no longer relevant. What is important rather

is to describe the functional specifications and require-

ments to allow the contractor to agree with the adminis-

tration on the way he/she proposes to achieve this result.

10. Cities and towns should encourage contracts focusing

on lifetime, in which total cost of ownership (TCO) is a

key element. The provisions listed in the current types

of contract are not always up-to-date with regard to the

Agoria would like to share the following tips with cities and towns to ensure the success of their transformation into Smart Cities (*).

(*) at regional level for the Brussels-Capital Region, possibly in clusters for municipalities setting up partnerships.

58 59

traffic & automation

SMART MOBILITY

SMART ENERGY

STRUCTURELE PARTNERS

OUR PARTNERS

A TOTAL APPROACH TO ENERGY

SMART BUILDING, LIVING & WORKING ENVIRONMENT

SMART DIGITAL COMMUNICATION & INFRASTRUCTURE

60 61

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loaded/201503170937310.FORPOP1460_10926_150310_N.pdf - http://www.plan.be/admin/uploa-

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munes=-1&theme_id=2&indicateur_id=244600&ins_entite_id=57081

/ http://statbel.fgov.be/nl/binaries/NL_kerncijfers_2014_WEB_tcm325-259552.pdf

/ http://inrix.com/scorecard/key-findings-us/#key-findings-europe

/ MIRA Klimaatrapport 2015 - over waargenomen en toekomstige klimaatveranderingen - http://www.

milieurapport.be/Upload/main/0_Klimaatrapport/342195_Klimaatrapport%20toegankelijk.pdf

/ http://www.covenantofmayors.eu/index_en.html

/ http://www.dataforcities.org/

/ BSI Top 10 Smart Cities in Europe - http://www.bsigroup.com/en-GB/our-services/bsi-membership/

for-members/newsletters/2015/March/Top-10-smart-cities-in-Europe/

/ http://www.juniperresearch.com/press/press-releases/barcelona-named-global-smart-city-2015

/ The German Standardization Roadmap Smart City version 1.1, DIN/DKE

/ De Smart City – de stadsmarketing voorbij (Stad Gent)

/ https://ec.europa.eu/energy/sites/ener/files/documents/1_EN_ACT_part1_v8_0.pdf

/ http://ec.europa.eu/eip/smartcities/files/sip_final_en.pdf

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/ http://ec.europa.eu/research/participants/data/ref/h2020/wp/2016_2017/main/h2020-wp1617-focus_en.pdf

/ https://www.digitalwallonia.be/plandunumerique/

/ http://cibg.brussels/nl/over-het-cibg/een-strategie-smart-brussels

/ http://www.digitalbelgium.be/nl#this_id

/ Opmaak van een hittekaart en analyse van het stedelijk hitte-eiland effect voor Antwerpen (2013) -

http://ecohuis.antwerpen.be/docs/Stad/Bedrijven/Stadsontwikkeling/SW_Ecohuis/plannen_presenta-

ties/Hittekaart_Antwerpen_Eindrapport_v1.1_klein.pdf

/ http://www.atmosys.eu/faces/services-annual-maps.jsp

62 63

www.agoria.be/smartcitiesSmart Cities

64

Ingrid Reynaert

Business Group Leader Smart Cities

ingrid.reynaert@agoria.be

AGORIA VLAANDEREN/FLANDERS

Wilson De Pril

General Director Flanders

wilson.depril@agoria.be

AGORIA BRUSSELS

Floriane de Kerchove

Chief Brussels Region

floriane.dekerchove@agoria.be

AGORIA WALLONIE/WALLONIA

Thierry Castagne General

General Director Wallonia

thierry.castagne@agoria.be

Verantwoordelijke uitgever: Peter De Brabandere, August Reyerslaan, 80 – 1030 Brussel