Third Status Reporton European

Technology Platforms

At the Launchof FP7

MARCH 2007

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This report was compiled by a European Commission Inter-Service Group on European Technology Platforms.

It provides information on the current status and planned future activities of many of the European Technology Platforms, as well as outlining progress on a number of topical horizontal issues at the start of FP7, which is expected to contribute in a decisive way to the implementation of their Strategic Research Agenda.

The report does not however represent any official position of the European Commission, nor do its contents prejudge any future Commission decisions in the research area or in other areas of Community policy.

EUROPEAN COMMISSION

Directorate-General for Research Directorate C – European Research Area: Knowledge-based economy Unit C1 – European Research Area Policy

Third Status Reporton European

Technology Platforms

At the Launchof FP7

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

March 2007 Directorate-General for Research EUR 22706 EN

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Table of contents 1. Introduction I

2. Major developments and events in 2006 II

2.1 An evolving role for European Technology Platforms II

2.2 The Vienna conference II

2.3 The European Investment Bank meets industrial leaders III

2.4 Lead markets: A key element of a broad-based innovation strategy for Europe

IV

2.5 The launch of the 7th Research Framework Programme IV

3. Implementing the Strategic Research Agenda: the 7th R&D Framework Programme and other sources of funding

V

3.1 Taking account of the ETPs' strategic priorities in designing FP7 V3.1.1 The "Cooperation" Specific Programme VI3.1.2 Joint Technology Initiatives VIII3.1.3 RSFF and other FP7 instruments VIII

3.2 Other sources of financing IX

4. Current issues and future developments X

4.1 Efficient management, stakeholder involvement, openness and transparency

X

4.2 ETP activities and platforms at national level X

4.3 Cross-platform interactions X

4.4 The international dimension XI

4.5 Advising on innovation-related aspects XI

4.6 Emerging ETP initiatives XI

5. Concluding remarks XII

Annex Detailed status reports on individual European Technology Platforms

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1. Introduction

The spring European Council in Brussels in March 2003 encouraged the European Commission to support the European Research and Innovation Area by: "…creating European Technology Platforms bringing together technological know-how, industry, regulators, and financial institutions to develop a strategic agenda for leading technologies".

European Technology Platforms were set up as stakeholder for a, led by industry, with the objective of defining medium to long-term research and technological objectives and laying down markers for achieving them. They cover the whole economic value chain, ensuring that knowledge generated through research is transformed into technologies and processes, and ultimately products and services.

At the beginning of 2007, there are 31 ETPs up and running, spanning a wide range of technologies which are key to Europe’s growth and competitiveness. Each of these ETPs has brought together relevant stakeholders, reached consensus on a common vision and established (and in some cases already revised) a Strategic Research Agenda (SRA). The European Commission has provided

guidance and support to the ETPs, counting on their work to better align EU research priorities with industry's needs.

In order to secure implementation of their SRAs, a primary objective of ETPs is to influence industrial and research policy, at EU, national and regional level, and to encourage public and private investments in R&D and innovation in key technological areas. In addition, ETPs interact with and have a positive impact on a wide range of other Community policies, such as sustainable development, health and transport, as well as on a range of broader societal issues.

In practice, the positive impact of ETPs is even more far-reaching: ETPs can play a role in shaping standards and in creating networks and associations at European, national and regional level; they can provide significant input in identifying and overcoming unnecessary regulatory and administrative barriers to commercialising the results of research in Europe; and they can contribute to the definition of future education and training needs to help ensure the effective implementation of the technologies developed.

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2. Major developments and events in 2006

2.1 An evolving role for European Technology Platforms

The role of the European Technology Platforms can go beyond definition and implementation of a strategic research agenda for their specific technology or sector. In the so-called "Aho Report", the Independent Expert Group on R&D appointed after the informal European Council in Hampton Court identified ETPs as a “key organisational innovation in the creation and exploitation of innovation-friendly markets”1. The report concluded that “technology platforms form an effective vehicle for the course of action that we propose, allowing flexible use of resources and the opportunity to combine market creation and technological development”. The recent decision on FP7, as agreed by the Parliament and the Council, confirms that:

"European Technology Platforms (ETPs) and the envisaged Joint Technology Initiatives (JTIs) are particularly relevant for industrial research … ETPs help the stakeholders establish long-term strategic research agendas and can further evolve to represent an important mechanism for fostering European competitiveness.”2

In a recent Commission Communication outlining a broad-based innovation strategy for the EU, the role of European Technology Platforms to contribute to a new lead market initiative has been outlined3:

"The Commission will test in 2007 a strategy to facilitate the emergence of innovation friendly

lead-markets. In this context, it will conduct, after a public consultation including in particular the Technology Platforms and the Europe INNOVA innovation panels, a detailed analysis of potential barriers to the take-up of new technologies in a limited number of areas. In parallel, using this experience, the Commission will prepare a comprehensive lead-markets strategy."

The role of European Technology Platforms has thus evolved: from defining strategic priorities for research and development at European level to contributing to set the framework under which these investments will provide higher returns for the European economy and society. This role will likely be strengthened in the near future.

2.2 The Vienna Conference

A major Conference on ETPs4 organised in May 2006 in Vienna during the Austrian presidency, brought together a wide range of stakeholders. At the conference, a consensus emerged that: • European Technology Platforms are

providing a valuable framework for addressing ways to boost Europe’s competitiveness via research and innovation;

• The European Commission should continue and reinforce its open coordination role into the future.

The Conference also reacted positively to the suggestion of the European Commissioner for Science and Research, Mr Janez Potocnik, that European Technology Platforms would

1 Report of the Independent Expert Group on R&D and Innovation appointed following the Hampton Court Summit:

‘Creating an Innovative Europe’, January 2006 (page 25). 2 Decision 1982/2006/EC of the European Parliament and of the Council of 18 December 2006, published in OJ L 412 of

30.12.2006 (page 1). 3 COM (2006)502 of 13.9.2006; "Road map for a more innovative Europe", Action 9 4 cordis.europa.eu/technology-platforms/seminar_en.html

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extend their role to take a proactive approach to overcome barriers to innovation in Europe. ETPs could be key in identifying what needs to be done in relation to regulation, standardisation and public procurement. The Conference sought to identify ways to maximize the impact of ETPs and made the following main recommendations: • ETPs should be focussed on areas

which can contribute significantly to enhance competitiveness and address major European challenges;

• The proliferation of platforms should be avoided, as this may lead to dilution of efforts;

• Increased cross-platform interactions should be encouraged with a view to addressing horizontal issues, exchanging good practice and avoiding overlap of research activities;

• ETPs should demonstrate a continued commitment to openness and transparency, thus involving a broad range of stakeholders; they should publish clear terms of reference on their website; they should build a long-term, constructive inclusion process from an early stage, including targeted actions to involve SMEs and civil society organisations;

• Coordination and cooperation between ETPs and national and regional authorities, programmes and policies should be encouraged;

• ETPs should explore possibilities to establish common actions with other programmes such as EU cohesion policy's Structural Funds and EUREKA and to strengthen funding synergies with national or regional, as well as European funding schemes; they should develop viable financial engineering strategies from an early stage and be creative in identifying

potential sources of public and private funding. In this regard, FP7 should be recognised as only one, amongst a range, of potential sources of funding;

• ETPs should develop effective governance structures which are flexible and adaptable as platforms evolve.

2.3 The European Investment Bank meets industrial leaders

In the 5th meeting with industrial Leaders of ETPs (October 2006), the Commission brought together financial experts of the ETPs with European Investment Bank (EIB) representatives to discuss the potential of EIB instruments to finance ETP projects.

In addition to this, the President of the EIB, Mr Philippe Maystadt, also delivered a keynote speech on EIB financing instruments at the ETPs' meeting with European Commission President Mr Barroso and Commissioner Mr Janez Potocnik in December 2006.

Projects within ETPs vary widely in terms of investment cost, implementation time frame, risk profile and financing needs. Typical sources of financing for industry are internal funds, or external grants and/or loans.

The EIB, together with its venture capital arm - the European Investment Fund - is a strong partner for fostering RTD and innovation in Europe. One of the strategic priorities of the EIB is to support research, development and innovation, and the EIB selects projects based on their economic and technical viability as well as their contribution to EU policy objectives. The EIB financing instruments may therefore be of substantial value to ETP projects, in particular the Risk Sharing Finance Facility (RSFF), a new instrument of the EIB and the European Commission,

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which expands the Bank's basis for providing financing for high-risk R&D projects (see more details in section 3.1.3).

2.4 Lead markets: A key element of a broad-based innovation strategy for Europe

Lead Markets are markets for new research and innovation intensive products / systems / solutions / services, etc. for which Europe can provide the initial marketplace and European businesses have a potential to become global leaders. They are also markets that could benefit from public policy action at Community and national levels to put in place the right business framework conditions. In short, they are markets: • For research and innovation

intensive goods, services or technological solutions,

• With a high growth potential, in Europe and globally,

• Where EU industry can develop competitive advantage to lead global markets,

• Where action by the public sector (as regulator, customer or facilitator) can have a significant impact on their development.

Following the internal debate on the lead market concept, stimulated by the Aho report, the Commission proposed to develop a Lead Market initiative in its Communication "Putting knowledge into practise: A broad based innovation strategy for Europe" in September 20065. As part of a wider consultation exercise, ETPs were asked to propose specific actions (on regulations, standards, IPR, public procurement and risk capital availability) which could

contribute to supporting the development of world-class markets in their respective sectors. Some of the responses received constituted the core of the discussion held on 6th December 2006 at a meeting between ETP leaders, Commissioner Potocnik and President Barroso. This seminar focussed on Lead Markets, its potential for technology development in Europe and the different perspectives on policy coordination across research-driven industrial sectors6. The Commission's proposal to develop a lead market initiative has been endorsed by the Competitiveness Council in its December 4 meeting, and a European Commission inter-service working group on lead markets has been established to carry forward this initiative, with the objective of proposing a number of lead markets pilot actions by September 2007.

Relevant contributions from industry will be taken into account in the development of this initiative. Ultimately, a lead market approach can only succeed if there is buy in from industry and consensus amongst the various stakeholders in a technology field. Dialogue with stakeholders, including ETPs, throughout the whole duration of the process will be crucial.

2.5 The launch of the 7th Research Framework Programme

In 2006, the 7th Framework Programme for Research, Technological Development and Demonstration Activities (2007-2013), hereafter FP7, has been officially adopted and launched.

5 COM (2006)502 of 13.9.2006 6 cordis.europa.eu/technology-platforms/seminar_en.html

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This includes first and foremost the Decision on the Framework Programme7, but also the Regulation on the Rules of participation and dissemination of results8 as well as the decisions on each of the 4 major Specific Programmes on Cooperation9, Ideas10, People11 and Capacities12.

With the launch of FP7, a major – although not the only – element for the implementation of the Strategic Research Agenda of European Technology Platforms is now in place.

3. Implementing the Strategic Research Agenda: The 7th R&D Framework Programme and other sources of funding

3.1 Taking account of the ETPs' strategic priorities in designing FP7

Where they fit with objectives of the European research policy, the Strategic Research Agendas developed by ETPs have been taken into account in the development of FP7, in particular the ten Themes of the "Cooperation" Specific Programme and their respective work programmes for 2008.

“The 7th Framework Programme is better tailored to meet industry’s needs. Where industrially relevant, the definition of work programmes will draw on the Strategic Research Agendas developed by industry-led technology platforms. These Strategic Re-search Agendas, presenting the European dimension of research challenges, also influence national research programmes. Furthermore, by always looking at the market potential of new inventions, they help to overcome Europe’s weakness in commercialising the results of research."13

In this way, the Commission has ensured the industrial relevance of the proposed research priorities of the ten Themes. As a result, the Council decision on the "Cooperation" Specific Programme attributes a prominent role to the ETPs when it comes to the Programme's relevance to evolving needs and opportunities:

"The continued industrial relevance of the themes, and the continued participation of industry in them, will be ensured by relying, among other sources, on the work of the various "European Technology Platforms". This Specific Programme, together with the contributions made by industry, will thereby contribute to the implementation of relevant Strategic Research Agendas as those established and developed by the European Technology Platforms where these present genuine European added value."14

7 Decision 1982/2006/EC of the European Parliament and of the Council of 18 December 2006, published in OJ L 412 of

30.12.2006. 8 Regulation 1906/2006/EC of the European Parliament and of the Council of 18 December 2006, published in OJ L 391

of 30.12.2006. 9 Council decision 971/2006/EC of 19 December 2006, published in OJ L 400 of 30.12.2006. 10 Council decision 972/2006/EC of 19 December 2006, published in OJ L 400 of 30.12.2006. 11 Council decision 973/2006/EC of 19 December 2006, published in OJ L 400 of 30.12.2006. 12 Council decision 974/2006/EC of 19 December 2006, published in OJ L 400 of 30.12.2006. 13 Communication from the Commission: "Building the European Research Area of Knowledge and Growth”, COM

(2005)118, 6 April 2005 (page 8). 14 Extract from the "Cooperation" Specific Programme, Council decision 971/2006/EC of 19 December 2006, published in

OJ L 400 of 30.12.2006 (page 103).

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3.1.1 The "Cooperation" Specific Programme15

Close examination of the research priorities of the ten Themes of the "Cooperation" Specific Programme (SP) shows the influence of the ETP SRAs. In some cases, a clear correspondence can be established between the content of an SRA and the priorities set out in the relevant Theme of the "Cooperation" SP16.

In terms of the coverage of the ETP SRAs by the "Cooperation" SP, a total of 70 cases where one or other of the 31 SRAs is relevant to one or other of the 10 Themes of the Co-operation SP can be identified. In addition, the extent to which the objectives / priorities of a given SRA are covered in the relevant Theme of the "Cooperation" SP has been examined and was qualified as either full, broad or limited (see figure below).

FULL: meaning that the relevant objectives of the SRA correspond fully to (=are fully taken into account by) the objectives of the Theme. BROAD: meaning that most of the relevant objectives of the SRA correspond to the objectives of the Theme. LIMITED: meaning that a limited number of the relevant objectives of the SRA correspond to the objectives of the Theme.

15 Attention is focussed on the "Cooperation"SP as it is practically the only part of FP7 which foresees targeted research

and where research areas are identified which can be compared with those of the SRAs. This does not mean that other parts of FP7 do not offer opportunities for the ETPs, but rather that those opportunities cannot be identified in advance.

16 However, it must be noted that, whilst the SRAs were one input, be it important, for the identification of the research Themes, there have also been other inputs of equal importance and the Commission services have used their own specific criteria for the definition of these research Themes under the FP7 system. Therefore, the Commission services were not bound by the views of the Technology Platforms and thus were in no way required to include all, or even part, of any of the SRAs which have been drawn up.

Non-R&D (e.g. regulatory)

R&D relevant to Theme 1

R&D relevant to Theme 3

R&D relevant to Theme 7

[Non-FP7 R&D]

Coverage of SRAs in the relevant SP Themes

SRAs:

1 3 7

“Limited” “Broad”

SP Themes:

C Coverage: “Full”

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The aim of this analysis was to map the research objectives or priorities of the ETPs onto the opportunities offered by the "Cooperation" SP. As a consequence, the qualifiers used ("FULL", "BROAD") do not imply that the entirety or majority of the SRA will be implemented solely with the budgetary support of FP7. Rather, it indicates that priorities and research areas in FP7 and the "Cooperation" SP conform largely to the objectives and priorities set out in the SRA. The full implementation of SRAs will need support from other sources, public or private, at European, national or regional level, and through an approach which has the maximum degree of coordination at a European level. The analysis shows that almost all SRAs are covered either fully or broadly by at least one "main" SP Theme (e.g. Theme 1 "Health" for IMI and Theme 3

"ICT" for ARTEMIS). It is in this "main" Theme where most of the related calls for proposals (EU funded projects) occur. For a number of cases, there are significant opportunities for projects under other Themes, in some cases for up to 6 Themes, as in the case of the ERTRAC ETP. The following figure shows the number of Themes for which each SRA/ETP has been found relevant. However, it should be borne in mind that this qualitative analysis has some limits:

− The SRAs are not bound by the distinction in Themes introduced by FP7, hence their relevance for more than one Theme.

− The analysis does not relate to any budgetary coverage, because the beneficiaries of FP7 funds will only be known after the evaluation and selection procedures.

Results of the preliminary analysis:Coverage of the SRAs in the SP Themes

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3.1.2 Joint Technology Initiatives The "Cooperation" Specific Programme also foresees that, in a limited number of cases, public private partnerships in the form of Joint Technology Initiatives (JTIs) may be set up to implement ETP SRAs (or parts thereof) where these have achieved such an ambitious scale and scope that existing instruments are not appropriate. It is intended that JTIs will be funded by a combination of private sector investment and European public funding (e.g. Research Framework Programme and the European Investment Bank). Identification criteria have been developed to identify areas where a JTI could be of particular relevance: • Inability of existing instruments to

achieve the objective, • Impact on industrial competitiveness

and growth, • Added-value of action at European-

level, • The degree and clarity of definition

of the objective and deliverables to be pursued,

• Degree of commitment from industry (financial and other resources),

• Importance of the contribution to broader policy objectives including benefit to society,

• Capacity to attract additional national support and leverage current or future industry funding.

Based on these, the Seventh Framework Programme identifies six areas: 1. Fuel Cells and Hydrogen (FCH) 2. Aeronautics and Air Transport

("Clean Sky") 3. Innovative Medicines (IMI)

4. Nanoelectronics Technology 2020 (ENIAC)

5. Embedded Computing Systems (ARTEMIS)

6. Global Monitoring for Environment and Security (GMES).

The Commission will present individual proposals for JTIs to Council when they have reached a sufficiently advanced level of preparedness. This will be assessed on the basis of information from industry demonstrating how certain "keys for success" (i.e. additionality, market failure, governance and role of the Member States) will be met and a Commission analysis of the economic and social effects. It is currently expected that the first proposals will be presented to Council in the first half of 2007.

3.1.3 RSFF and other FP7 instruments

As regards FP7, the collaborative research projects within the "Cooperation" SP are not the only opportunities for European Technology Platforms seeking to implement their strategic research agendas. There are other sources of research funding:

• The newly developed Risk-Sharing Finance Facility (RSFF), a joint initiative of the Commission and the EIB, could support high risk research projects launched by or initiated by ETPs. The RSFF can provide a loan either to a corporation (or consortium) that seeks financing to develop an innovative product or to an ad hoc company created in order to develop a new risky concept. In both cases, the project will undergo an assessment by the EIB aiming to ensure that it is in line with EU policy objectives and that it is bankable, i.e. that assets and cash-flow considerations provide reasonable

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assurance that the loan can be reimbursed17. The EIB and the Commission have specifically developed a guide to financing projects emanating from ETPs18. ETPs are encouraged to involve the EIB from an early project stage.

• In cooperation with and support from Member States Mirror groups, specific ERA-NET projects could be developed and launched in order to support the wider objectives of specific SRAs, as was demonstrated in a limited number of cases already in FP6.

• ETPs should also exploit the calls for proposals19 issued under the other FP7 specific programmes, which can not be analysed, at this stage in terms of scientific areas due to their horizontal (bottom-up) character.

3.2 Other sources of financing

Several ETPs have provided quantitative estimates of the financial needs necessary for the implementation of their SRAs. The amounts deemed necessary for the period of FP7 (until 2013), clearly exceed the financial capacity of the entire Framework Programme. Contributions from national / regional initiatives, with financing that can be complemented by financing from EU cohesion policy programmes (Structural Funds) or international initiatives like EUREKA will certainly be instrumental in order to gather the necessary investments.

As an example of good practice, the ETP on eMobility has successfully combined financing from the Structural Funds in order to start implementing part of its SRA. It should be kept in mind that the use of Structural Funds for innovation-related projects will certainly increase as innovation becomes a top priority for cohesion policy in the period 2007-2013. In fact, the Community strategic guidelines on cohesion define as a priority to encourage "innovation, entrepreneurship and the growth of the knowledge economy by research and innovation capacities, including new information and communication technologies"20. The Commission will ensure that the new Structural Funds programmes reflect the increased emphasis on innovation, both in terms of strategy and financial allocations, in compliance with the Lisbon strategy. Industry is also expected to provide crucial investments for the realization of ETP SRAs, including the appropriate support to the ETP structures that will orchestrate the combination of the various financial resources, thus confirming the character of ETPs as major public-private partnerships.

17 www.eib.org/site/index.asp?designation=rsff 18 www.eib.org/Attachments/thematic/european_technology_platforms_en.pdf 19 The list of FP7 calls is available at: cordis.europa.eu/fp7/dc/index.cfm 20 Council Decision 2006/702/EC of 6 October 2006, p14.

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4. Current issues and future developments

4.1 Efficient management, stakeholder involvement, openness and transparency

Most ETPs have now developed internal structures, often including a stakeholder forum, a governance board, an advisory group and numerous working and support groups. For many ETPs, formal agreements have been signed by the main stakeholders with varying degrees of commitment. Following the suggestions of the Commission, ETPs have made considerable efforts to place "openness and transparency" at the centre of their policy in 2006. This unwritten voluntary code of good practice vis-à-vis all stakeholders is most relevant for smaller potential partners like small and medium enterprises (SMEs) and groups representing broader societal interests that the technologies under development in the SRAs should take into account. The measures taken by the ETPs in this respect have included21: • Adoption of a specific action plan, • More regular stakeholder meetings, • Setup or adaptation of websites and

outreach activities like newsletters, multimedia material, information, communication and public dissemination events etc,

• Calls for expression of interest by new potential participants.

"Openness and transparency" also acts as a reality check, ensuring that ETPs reflect market needs, and correspond to the expectations of policy-makers and the general public. Given that ETPs are meant to cover the full spectrum, from research to commercialisation, it is

important that regulators, consumers and other end-users are involved from the outset.

4.2 ETP activities and platforms at national level

Throughout 2006, the practice of Member States "Mirror Groups" has spread widely, resulting in such groups being set up by most ETPs. "Mirror Groups" are normally composed of experts nominated by the Member States and aim to facilitate coordination and provide an effective two-way interface between ETPs and complementary activities at a national level. In this way, public authorities are actively involved in ETPs in their roles as policy-makers and funding agencies, and as promoters and consumers of technologies, focusing on those ETPs which are more relevant for their national industries, research organisations and academia. Parallel to the "Mirror groups", national platforms continued to emerge, typically focussing on a part of the research agenda of interest to national research players.

4.3 Cross-platform interactions

The development of ETPs has also brought to light the benefits of interactions and networking between platforms, especially for those active in related areas. A clear trend exists whereby ETPs interact within clusters of related technological areas, establishing cooperation structures (e.g.: EPISTEP for the IT field) or Memorandums of Understanding (e.g.: EuMaT for materials).

21 More examples on how ETPs ensure openness and transparency are given in brochure published in November 2006,

which is available from the RTD ETP Secretariat or via download at: ftp://ftp.cordis.europa.eu/pub/technology-platforms/docs/etp_web_061114_en.pdf

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The Commission encourages cross-platform interactions as a means of awareness raising and of efficient structuring of the ETP landscape. A particular example is the co-operation of all relevant ETPs and industries that deal with the production, management and use of biological materials (the "Knowledge-based Bio-economy"). Initiated in March 2006, this cooperation currently includes 7 ETPs and emerging initiatives ("Plants for the Future"; Industrial Biotechnology Section of SusChem, "Food for Life", Forestry, Global Animal Health, Farm Animal Breeding and Reproduction and Biofuels).

4.4 The international dimension

The SRA research priorities are not only pursued by the ETPs within the confines of the EU or the ERA. It is therefore essential to establish appropriate relations with entities from third countries on a mutually-beneficial basis (exchange of experiences, definition of strategic research needs). Such international contacts are expected to help platforms better position their research strategies and identify more accurately the promising areas, such as the opportunities for potential lead markets. Such approaches are becoming more regular, especially with the US and Japan (e.g.: EuMaT), and more formal in a number of cases, like in the "International Partnership for the Hydrogen Economy". They seem less active in areas of clear European leadership, like in textiles. The international level is also appropriate for discussing regulatory, standardisation and safety and security issues.

4.5 Advising on innovation-related aspects

The successful implementation of SRAs and their eventual exploitation and deployment strategy may be faced with issues of regulatory nature such as market regulations, industrial standards, intellectual property issues, and state-aid considerations. ETPs can support the Commission in establishing a prospective approach to public intervention and regulatory actions governing market deployment and development for products, processes and services which are based on emerging technologies and innovations. (see also section 2.4 on the Lead Market initiative).

4.6 Emerging ETP initiatives

The 31 recognised ETPs at the end of 2006 represent by no means a closed circle of platforms. In fact, new ideas emerge for potential new ETP initiatives in key areas where European industrial competitiveness is at stake. As was the case throughout the year 2006, it is expected that new proposals will continue to emerge, in particular as FP7 progresses and as the concept becomes better known by industry, researchers and other stakeholders. It is therefore important to ensure that any new ETP initiative fits with the concept, which is now well-established, and with the actions already in progress. It should also be considered that some topics, whilst of clear importance, may not justify the setting up of a dedicated ETP, either because they may overlap with existing platforms, or remain vague in concept or address issues which are more horizontal in nature. As confirmed at the Vienna conference, it would be counterproductive to encourage a proliferation of ETPs, contrary to their very objective of improving coordination in the currently fragmented research landscape in Europe.

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There are now about as many mirror groups and national platforms established as there are ETPs.

It is therefore of equal importance to identify possible overlaps between the different mirror groups and the need for

cooperation between mirror groups within specific fields, such as "transport", "renewable energies" or other relevant thematic clusters.

5. Concluding remarks

ETPs bring together stakeholders to define common and ambitious SRAs in strategically important areas. The SRAs have provided valuable input which was taken into account when designing FP7 and will continue to impact on the annual WPs of the FP7 "Cooperation" Specific Programme. However, while the launch of FP7 has been a major milestone for the implementation of the ETP SRAs, it can only be considered as a first step towards the implementation of the SRAs. A major challenge now is to align national, regional and international research activities with the research priorities set out in the SRA in a coherent and effective manner. It is also important for existing ETPs and new emerging initiatives to ensure stakeholder participation beyond industry and the research communities, e.g. to include civil society organisations. With a broad stakeholder base, European Technology Platforms can help to build

a European Research Area by achieving a common understanding of the technological, economic and societal challenges facing Europe and by developing the strategic research priorities and programmes to address these. ETPs are also bound to have an impact on other Community policies, such as industry, sustainable development, health, transport and education, and to play an important role in overcoming regulatory and administrative barriers to research and innovation in Europe as well as to influence broader societal issues. The last three years have shown an impressive build-up of momentum on the side of ETPs, and with the launch of FP7 a major milestone has been achieved. There is no time for complacency, but a need to address the challenges ahead and keep the momentum alive.

Annex

Detailed information on the current 31 European Technology Platforms (ETPs) is included in the Annex.

This information has been compiled by European Commission services, in close collaboration with the key stakeholders in the individual ETPs.

Annex Detailed Status Reports on individual European Technology Platforms

New technologies leading to radical change in a sector, if developed and deployed appropriately and in time European Nanoelectronics Initiative Advisory Council (ENIAC) 1Hydrogen and Fuel Cell Platform (HFP) 4Nanotechnologies for Medical Applications (NanoMedicine) 8

Reconciliation of different policy objectives with a view to sustainable development Advanced Engineering Materials and Technologies (EuMat) 10European Rail Research Advisory Council (ERRAC) 13European Road Transport Research Advisory Council (ERTRAC) 16Food for Life (Food) 20Forest based sector Technology Platform (FTP) 23Global Animal Health (GAH) 26European Technology Platform on Industrial Safety ETP (ETPIS) 30European Photovoltaics Technology Platform (Photovoltaics) 35Plants for the Future (Plants) 38Sustainable Chemistry (SusChem) 41Water Supply and Sanitation Technology Platform (WSSTP) 45Waterborne ETP (Waterborne) 48

New technology based public goods or services with high entry barriers, uncertain profitability, but high economic and social potential Innovative Medicines Initiative (IMI) 51Integral Satcom Initiative (ISI) 54Mobile and Wireless Communications (eMobility) 57

Ensuring the development of the necessary technology breakthroughs to keep at the leading edge of technologies in high-technology sectors which have significant strategic and economic importance for Europe Advisory Council for Aeronautics Research in Europe (ACARE) 61Advanced Research and Technology for Embedded Intelligence and Systems (ARTEMIS)

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European Platform on Smart Systems integration (EPoSS) 69European Space Technology Platform (ESTP) 72Networked and Electronic Media (NEM) 76Networked European Software and Services Initiative (NESSI) 80Photonics for the 21st Century (Photonics21) 84European Robotics Platform (EUROP) 86

New technologies applied to traditional industrial sectors European Construction Technology Platform (ECTP) 88European Steel Technology Platform (ESTEP) 92Future Manufacturing Technologies (MANUFUTURE©) 96Future Textiles and Clothing (FTC) 100Zero Emission Fossil Fuel Power Plants (ZEP) 104

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European Nanoelectronics Initiative Advisory Council (ENIAC) www.eniac.eu

Technology Platform Contacts Technical contact: Dr. Fred VAN ROOSMALEN, Board Support Group Chairman, NXP Semiconductors Executive Office, NXP Semiconductors fred.van.roosmalen@nxp.com Administrative and Financial contact: Selma TEDESCHI, Director ENIAC Office, Paris, France Tel: +33 1 77 35 07 10

Dominique THOMAS, EUROsaint Project Coordinator, STMicroelectronics, Crolles, France Dominique.thomas@st.com Tel: +33 4 76 92 63 27

Commission Services Contacts Michel HORDIES, Information Society and Media DG – Nanoelectronics Michel.hordies@ec.europa.eu Tel: +32 2 296 5718

Vision Document "Vision 2020 Nanoelectronics at the centre of change" www.eniac.eu/web/SRA/e-vision-2020.pdf

Platform Launch Date June 2004

Strategic Research Agenda (SRA) First Full Edition – November 2005 www.eniac.eu/web/SRA/SRA_HR2.pdf 2nd (updated) edition - November 2006

Overall Policy Objective Make the 2020 Information Society technologically feasible and economically affordable by driving and co-ordinating public and industrial research activities in Nanoelectronics, guided by the Strategic Research Agenda. To serve the future demands of European society, increase high-skilled employment, and keep European industry competitive.

Executive Summary of SRA The semiconductor industry and its suppliers are the cornerstone of today’s high-tech economy. It represented a worldwide sales value of US$ 340 billion in 2005; the sector supported a global market of more than US$ 1.3 trillion in terms of electronic systems and an estimated value of US$ 6 trillion in services. Semiconductor devices are the key components for applications ranging from transportation to health care, and from general broadcasting to electronic banking. Just to quote a few examples, they enable CD, MP3, DVD and Internet. Without them we would not be able to talk to people around the world, exchange messages or share photographs and video clips via a personal portable device that fits into our top pocket. The shift to the new era of Nanoelectronics with dimensions a thousand times smaller will expand the pervasiveness of silicon solutions, making them small enough, light enough and cheap enough to

build into just about anything. It will give next-generation products totally new capabilities that will elevate the Information and Communication Technology society to unprecedented levels, and it will enable Europe to realise its vision of Ambient Intelligence. In the field of lead markets, ENIAC has recognised six application domains, each of them driven by clearly recognisable societal needs: 1. Health, e.g. The Doctor in your Pocket, Real-

Time Diagnostics, Body-Sensors; 2. Mobility / Transport, e.g. 100% Safety on the

Road; 3. Security/ Safety, e.g. Personal Emergency

Systems, Secure Home Environment; 4. Communications, e.g. Mobile Services without

Compromise, Protection of Privacy;

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5. Education / Entertainment, e.g. Learning Anywhere / Anytime, Content Protection.

6. Energy / Environment, e.g. energy saving, reduced pollution, environment monitoring.

The Strategic Research Agenda (SRA) translates each of these areas into technical requirements, thereby outlining the key challenges and roadblocks to be resolved in order to reach integrated intelligent nanoelectronic solutions. ENIAC recognises six technology domains: 1. More Moore: extremely dense, complex digital

circuits (compute); 2. Beyond CMOS: pushing the physical limits of

miniaturisation; 3. More than Moore: non-digital functions and

human interface (interact); 4. Heterogeneous Integration: total system

integration (‘System-in-Package’); 5. Equipment and Materials: enables

manufacturing of complex technologies; 6. Design Automation: platform-based system

design for extremely complex devices. For all six domains, the research needs until 2020 were identified and prioritised. Specific attention is paid to the “handshake” with ARTEMIS, which is mainly occurring in “Design Automation”. The Strategic Research Agenda also covers the issues of large infrastructures for the research in Nanoelectronics, and of Education and Training, with the plan to intensify the cooperation of academia and industry. The final part is devoted to the implementation of the SRA and the required financial effort.

A revised version of the Strategic Research Agenda is in preparation and will be officially released at the ENIAC Forum of November 30 in Monte Carlo.

Budget / Financing The total financial effort for R&D in 2005 has been estimated to roughly € 4 billion, 3.4 of which from private funding, to reach € 7 billion in 2015. A strategic part of research needs could be covered by a Joint Technology Initiative. Assuming a “top-up” contribution from the European Commission, around € 450 million, matching € 900 million from the national governments and a funding ratio between 40 and 50%, R&D investment by the industry can bring the total to € 2.7-3.3 billion. Community funding in FP7 will be needed to cover more advanced research topics, while EUREKA and national/regional initiatives can support more industrially oriented research and innovation, and industry will cover the costs for product development, for an overall private/public funding ratio will be around 4.5:1. The European Investment Bank would be available to help with investment for infrastructures and equipment.

Internal Structures put in Place by the Platform See figure below

Platform Activities and Structures at National Level From the very beginning, ENIAC was rather active in most of the interested member states by contacting companies and academia, both directly and through conferences and workshops, and is continuing to do so.

A Mirror Group of Public Authorities has been formed and includes representatives from 21 countries.

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National structures have been promoted, clustering SMEs and Universities on national bases, and two of them (Spain and Austria) are represented in the Forum. The Scientific Community Council includes representatives from 23 Member States and 3 Associated States, indicated by the Ministry of Research. Individual ENIAC members from all levels in the governance structure participate regularly in major events in European (and non-European) countries to present and share the ENIAC views.

Openness and Transparency • ENIAC has posted its vision, objectives, and

strategy, as well as essential information on rules of engagement, governance, membership, and events and also the minutes of all high-level events on a dedicated website (see www.eniac.eu ).

• Workshops with the Stakeholders are held on relevant issues concerning activities and developments of the platform.

• Instructions on how to apply for membership are available on the web node, and applications are regularly considered by the Forum.

• Workshops are held in conjunction with leading technical conferences as part of the annual review and update process for the ENIAC Strategic Research Agenda.

An annual Forum open to all interested parties will be held from now on.

Cross-Platform Interactions ENIAC has explicitly coordinated its Strategic Research Agenda with ARTEMIS, the ETP for Embedded Systems. Workshops have been held with other ETPs in the ICT domain, including ARTEMIS, eMobility, NEMS and NESSI to share visions and to align objectives (see, e.g. www.artemis-office.org). A contact group has been formed to coordinate the Strategic Research Agenda with the recently formed EPOSS Platform.

International Cooperation Dedicated actions are carried out with regard to cooperation with Nanoelectronics platforms in the USA and the Far-East (see, e.g. www.inc-conf.net) ENIAC is actively involved in the INC Conferences, which target international collaboration / co-operation in the field of Nanoelectronics and Nanotechnology.

At the moment the INC organisation includes representatives from Europe, Japan and the United States, but other countries are planning to join. INC conferences provide a forum for discussion on the major features and future directions of their Nanoelectronics research programs, and promote cooperation on common issues. ENIAC participates in the organisation of the third INC Conference, to be held in April 2007 in Brussels.

Deployment Strategy With the Strategic Research Agenda providing the overall guidance, ENIAC plans an implementation strategy based on four pillars:

1. The regular instruments of the Commission (FP7) focusing mainly on the upstream part of the SRA, but including also training activities (Marie Curie Fellowships), infrastructure development, using EU Structural Funds and from the European Investment Bank;

2. A Joint Technology Initiative (JTI), to mobilise the critical mass required for implementing selected parts of the SRA, beyond usual instruments;

3. Trans-national research activities under EUREKA for more industrial oriented research;

4. National or even regional activities, which could take profit from coupling with the ENIAC SRA, and better support SMEs.

Need for Major Research Infrastructure The cost for a Research Infrastructure in Nanoelectronics capable to cover full technology integration is reaching the limits of financial capability of single countries. ENIAC has promoted a proposal for a Pan-European Research Infrastructure for NanoStructures (PRINS), submitted to ESFRI. It exploits existing resources (CEA-LETI, Fraunhofer and IMEC) complemented by a network of flexible rapid-prototyping laboratories.

Next Steps Roadmap of key activities and milestones planned for the platform in the short term. • November 2006: first ENIAC Open Forum • November 2006:release of the SRA update • December 2006: establishment of Industrial

Association AENEAS • January 2007: coordination meeting with EPOSS • April 2007: organisation of European day at INC3

conference • 2nd Quarter 2007: start of JTI discussions in

Council • 4th Quarter 2007: adoption of Council decision on

JTI

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Hydrogen and Fuel Cell Platform (HFP) www.HFPeurope.org

Technology Platform Contacts Technical contact: Estathios PETEVES, European Commission, DG JRC, Institute for Energy Estathios.peteves@ec.europa.eu Tel: +31 224 565245 Administrative and Financial contact: Alfons WESTGEEST, HFP secretariat, Brussels, Belgium secretariat@HFPeurope.org Tel: +32 2 774 96 52

Commission Services Contacts Dr Bill BORTHWICK, DG Research William.borthwick@ec.europa.eu Tel: +32 2 296 5025

Vision Document Hydrogen Energy and Fuel Cells – A Vision for Our Future (June 2003) www.europa.eu.int/comm/research/energy/pdf/hlg_vision_report_en.pdf

Strategic Overview Document www.HFPeurope.org/hfp/keydocs

Platform Launch Date December 2003

Strategic Research Agenda (SRA) Final - March 2005

Overall Policy Objective Established in 2003, the European Hydrogen & Fuel Cell Technology Platform has the aim of facilitating and accelerating the development and deployment of cost-competitive, world-class European hydrogen and fuel cell based energy for applications in transport, stationary and portable power. These are key future technologies for meeting EU policy goals in respect of economic competitiveness, mitigating climate change and improving security of energy supply.

Executive Summary of SRA An Implementation Panel (IP) was established in 2006, under the direction of the Advisory Council (AC), and in consultation with the Member States Mirror Group (MG). The panel was charged with building on the strategies developed in the Strategic Research Agenda and the Deployment Strategy Panels in 2005 and taking these forward to the implementation stage. More than 100 European stakeholders participated in the working groups of the Implementation Panel, including representatives of research institutes, industry, associations, governmental agencies, Member States and the European Commission. Together they have elaborated an Implementation Plan, which is designed to build upon Europe’s strengths.

Budget / Financing The total public-private resources necessary to undertake the proposed Implementation Plan

programme for achieving the consensus goals of “Snapshot 2020” for Europe amounts to € 7.4 billion for the 2007 – 2015 period, which is considered an achievable increase compared to current and planned public funding and private investment on hydrogen and fuel cell technologies. Funding at European level has an important role to play in coordinating and aligning the various sources of public funding in order to work jointly on strategic planning for achieving the common goals. Without major alignment of effort or contributions from member states and regions it will not be possible to achieve the common goals set by this Implementation Plan. It is considered that there are downstream opportunities to use structural funds and also debt financing (e.g. instruments being developed by the European Investment Bank) for implementation. The continued fragmentation of EU effort in this area could lead to loss of competitiveness and the export of knowledge and capacities to other parts of the world

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where the frame conditions for deployment of these technologies are more favourable. The Implementation Plan defines the totality of R&D effort required to achieve the Snapshot 2020 targets and accelerate commercialisation. It is intended that a significant part of the plan relating to high priority applied research and demonstration, would be implemented through a Joint Technology Initiative. The establishment of an Industrial Grouping to represent the private side of a public-private-partnership is already well advanced.

Internal Structures put in Place by the Platform 2005-2006 saw some changes to the platform structure. The Advisory Council and Executive Group have seen some turnover in membership. The steering panels for the SRA and the Deployment Strategy and the Initiative Groups completed their work in 2005 and an Implementation Panel has been established with a co-ordination group and five Working Groups dealing with applications in: transport; hydrogen supply; stationary; portable and early markets, and cross-cutting issues – all involving in excess of 100 experts, many not previously associated with the platform. The Member State Mirror Group continues as before, with the chair being an ex-officio member of the HFP Advisory Council. Ways to better associate the research community and the regions are under consideration. An industrial grouping is being established as an international, not-for-profit organisation. SMEs, the research community and civil society organisations are included in the membership of the platform Advisory Council and have been active in other bodies.

Platform Activities and Structures at National Level The Member States Mirror Group (MG) was launched in February 2004 and has held 11 meetings since then. It currently has delegates from 22 EU Member States, Associate States and Candidate Countries, mainly officials from Ministries, State Agencies and Public Research Centres. The MG has provided input to the Advisory Council and the other HFP bodies from a national perspective and has stimulated closer coordination and cooperation between national and regional programmes under the orientations provided by the HFP. The MG has been influential in the setting up of 'replica' Technology Platforms in different European countries in the last two years. As far as Regional activities are concerned, two important workshops were held in March and October 2006 respectively, which showed that a number of European Regions are already committed to progressing hydrogen and fuel cell energy systems and have expressed their support for the JTI concept. A Network of "Committed Regions" is in the process of being established.

Openness and Transparency Openness and transparency are central to the platform policy. The main organ for communication is the Platform website.

The website is maintained by the platform secretariat under contract from the European Commission, and supported by industrial contributions. Notice is posted on the website of all strategy related matters/documents or opportunities for participating in platform bodies and operations. Key documents (such as the SRA, DS and Implementation Plan) are open to public consultation and comment.

There is a quarterly newsletter and the secretariat recently issued an annual report, see: www.hfpeurope.org/uploads/1755/HFP_Achievements Perspectives_2006.pdf

The major outreach activity in 2006 was the Third General Assembly, Exhibition and Drive & Ride 2006 - "From Strategy to Action: Timeline 2015", 5-6 October 2006, Brussels, and attracted more than 600 delegates; see: www.hfpeurope.org/hfp/general-assembly-2006

The exhibition featured more than 70 exhibitors.

Cross-Platform Interactions The platform is autonomous but there are interactions with other platforms, especially those relating to transport, sustainable chemistry and Zero Emission Fossil Fuel Power Plant. It is foreseen to organise a joint workshop with the latter.

International Cooperation The International Partnership for the Hydrogen Economy and the IEA implementing agreements for hydrogen and fuel cells are the main fora for research co-operation beyond the EU. The former is established by ministerial charter signed by 17 members, including several EU members. It aims to further international co-operation on hydrogen and fuel cell technologies and support activities of common interest, such as safety, codes and standards, and analysis in support of policy-making. The work of the HFP platform has provided a European focus for these international cooperation activities and the European partners' contributions to the definition of common research priorities in the IPHE has drawn heavily on the work of the SRA, Deployment Strategy and the Implementation Plan. International co-operation is very important in specific areas, notably where there are challenging technical barriers, or issues of common interest (e.g. sustainability, safety, standards).

Implementation Plan (Draft - October 2006) www.HTFeurope.org/hfp/keydocs The programme comprises 4 Innovation and Development Actions (IDAs) which emphasise the priorities for Europe and encompasses all necessary activities for technology development and acquisition to foster market entry of transport, stationary and portable hydrogen and fuel cell applications by 2010-2015 and to achieve the “Snapshot 2020” targets of the HFP.

For each IDA, a comprehensive set of actions that covers technology developments, including those that may be supported by long-term research, and market enabling activities is proposed. All actions are considered necessary to fully achieve the proposed Programme objectives and respond to EU policy drivers. The actions are further analysed in respect of relative priority levels to meeting the development

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goals assigned to the IDAs and regarding the contribution needed from research and industry. High priority levels are assigned to actions dealing with critical elements for the realisation of the "Snapshot 2020" targets defined in the Deployment Strategy - and the 2050 vision. They also have a strong leverage on building up sustainable hydrogen infrastructure and competitive fuel cell supply chain across the EU as well as on strengthening the EU's industry. It is further recommended to adopt an integrated approach for these actions to ensure that a critical mass is reached at the EU level. Hydrogen vehicles and refuelling stations IDA 1 addresses transport, emphasising road transport but also other transport applications, to meet EU goals on competitiveness and sustainable mobility. The top priority is the development of competitive hydrogen-fuel cell vehicles aligned with the establishment of a hydrogen refuelling infrastructure as well as supporting elements for market deployment and industry capacity build-up.

Sustainable hydrogen production and supply IDA 2 is key to enabling the programme’s contribution on the EU's environmental and security of energy supply goals. Priority is given to low temperature electrolysis, a modular technology that allows for the integration of renewable energy sources. This is in line with the degree of decentralisation of the hydrogen supply infrastructure foreseen by 2015 and the targeted level of sustainability of this IDA. At a later stage, with rising demand in hydrogen, biomass-to-hydrogen (BTH) and fossil-based technologies with capture and carbon sequestration (CCS) will take up a growing share in the hydrogen supply chain and are therefore, allocated a medium or lower priority level. The development of advanced hydrogen production pathways as well as of alternative hydrogen storage technologies are prioritised in the longer term, as key elements for implementing a sustainable supply infrastructure. These actions would be supported by development of techno-socio-economic tools that can provide integrated analysis across the whole spectrum of the hydrogen value chain. This is considered important in view of the very large investments required for building a hydrogen infrastructure.

Fuel cells for CHP and power generation Reaching 1 GW capacity in operation by 2015 requires all three technologies, PEMFC, SOFC and MCFC to be deployed. Although these three technologies are in different stages of maturity with MCFC being closer to commercialisation while SOFC is in its early stage of development, none of them have been fully qualified to be successfully deployed in competitive markets. It is therefore recommended in this IDA to follow an integrated approach for all FC technologies that include basic, applied research-oriented and industry-related actions, while tailoring the amounts of efforts dedicated for each technology to research and development and demonstration projects according to their maturity as they evolve during the timeframe of this programme.

Fuel cells for Early markets Given the key importance of early markets in preparing for the “hydrogen economy” the programme focuses on several short term demonstrations, the development of FC power modules and the creation of industrial capability. Top priority is given to efforts to foster SME's developments, stimulate early demand through the identification and structuring of buyers’ pools and joint procurement schemes for a variety of early market applications whilst ensuring that local partnerships and regulatory measures are in place to sustain the deployment of early market fuel cell products.

On the technology front, the programme calls for an integrated and iterative process of development and demonstration to gain 'real-world' operating experience providing feedback into technical development and manufacturing processes, and to demonstrate technology to potential users. Specific milestones have been included which show gradual and timely increases in performance and capacities towards tangible market penetration by 2020.

Publications by the Initiative Groups:

• Education & Training (ET) Summary & Strategy • Subgroup Business Development (FBD)

Summary, Early Markets, Buyers Pools • Subgroup Finance (FBD) Summary • Public Awareness (PA) Summary & Strategy • Regulations, Codes & Standards (RCS)

Summary, Gaps Analysis

Deployment Strategy Final- August 2005 www.HTFeurope.org/hfp/keydocs

The Implementation Plan described above under the section "Strategic Research Agenda", builds on the SRA and the Deployment Strategy and defines an Implementation strategy. It is envisaged that this Implementation Strategy will be implemented partly at the level of the Seventh Framework Programme, and partly through a JTI. The Implementation Plan sets out priorities, timelines, milestones and indicative budgets needed for achieving the levels of market penetration described in the "Snapshot 2020" – developed in the Deployment Strategy and refined in the Implementation Plan.

Need for Major Research Infrastructure The major research infrastructure requirements relate to provision of a broad range (in capacities and fuelling options) of fuel cell component and system test facilities and scientific instrumentation for in-situ measurement and tear-down analysis, for proving performance, durability. These range from low (even micro-) to high power devices as used on aircraft of ships, or large scale stationary. This needs to be developed at pan-European scale to avoid overlap and provide extensive coverage of expensive state of the art instrumentation. In addition research facilities need to be developed relating to manufacturing methods and process development and scale-up, as well as capacities for modelling and linking physical testing and numerical simulation – "hardware in the loop" concepts.

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Next Steps: • Finalisation of the Implementation Plan –

February 2007 • Review of future role of platform bodies – in

anticipation of JTI • Preparation of material for Impact Assessment

and legislative proposal for JTI – 2007 • JTI Industry Grouping formally established as a

legal entity – February/March 2007

• Preparatory phase for the establishment of the JTI

Programme Office early 2007 • Establishment of Research Community Grouping

and regions network or grouping • Further consideration of lead markets and

opportunities for Risk Sharing Finance Facility • Further consideration of the synergies between

civil/defence and space applications of FCs as identified in the Implementation Plan.

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Nanotechnologies for Medical Applications (NanoMedicine) www.cordis.europa.eu/nanotechnology/nanomedicine.htm

Technology Platform Contacts Technical contact: Paul SMIT, Senior Vice-President, Strategy and Business Development, Philips Medical Systems Paul.Smit@philips.com

Karl Jürgen SCHMITT, Director, Public Relations and Health Strategy, Siemens Medical Solutions karl-juergen.schmitt@siemens.com

Commission Services Contacts Uta FAURE, DG Research, ‘Nanoscience and Nanotechnology’ uta.faure@ec.europa.eu Tel: +32 2 296 3334

Oliver PANZER, DG Research, ‘Nanoscience and Nanotechnology’ oliver.panzer@ec.europa.eu Tel: +32 2 299 5633

Vision Document cordis.europa.eu.int/nanotechnology/nanomedicine.htm

Platform Launch Date September 2005

Overall Policy Objective • Establish a clear strategic vision in the area (see vision paper) • Identify research priority areas and set up a roadmap (see Strategic Research Agenda) • Mobilise public and private investment • Alleviate fragmentation in nano-medical research • Strengthen innovation in nano-biotechnologies for medical use

Executive Summary of SRA Mankind is still fighting against a high number of serious illnesses like e.g. cancer, diabetes, diseases of the cardiovascular system, AIDS, multiple sclerosis, Alzheimer’s, and Parkinson’s diseases as well as all kinds of inflammatory or infectious diseases. Most of theses diseases have a tremendous negative impact not only on the patient himself but also on the whole society and linked social and insurance systems. It is of utmost importance to face these plagues with appropriate means. Nanomedicine, the application of nanotechnology to health, raises high expectations for millions of patients for better, more efficient and affordable healthcare and has the potential of delivering promising solutions to many illnesses. Research in nanomedicine will allow for a better understanding of the functioning of the human body at molecular and nanometric level and it will give us the possibility to intervene at pre-symptomatic, acute or chronic stage of illnesses.

Several areas of medical care are already benefiting from the advantages that nanotechnology can offer. The first nanotechnology-based targeted drug delivery systems are already on the market, others are in clinical trials or, by far the largest part, is under development. Another highly attractive area of nanomedicine is diagnostics at nanoscale.

The aim is to identify a disease at the earliest possible stage. Ideally already a single cell with ill behaviour would be detected and cured or eliminated. Regenerative medicine gives hope to many patients with organ failure or severe injuries. Already today artificial skin, bone and cartilage are in an advanced stage of development and partly already on the market.

The promising possibilities that nanomedicine might offer in the future have to be counterweighted against possible risks of this new technology. It is of utmost importance to examine upfront with care and responsibility its possible side effects to human beings and the environment. Where do nanoparticles that might be able to cure cancer end up in the human body? Is there a risk of unwanted accumulation in organs or tissues that could be harmful? If they are eliminated from the body, is there a potential risk for the environment? Several European projects are already dealing with this highly important issue of toxicity and risk assessment.

Also ethical concerns like the creation of expectations are taken into account. We are working towards highest targets that may sound like science fiction but at the same time it is important to make clear that most of these developments are not to be expected for tomorrow but might help our children and grand-

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children to face serious illnesses. Some of the set targets of research in nanomedicine mighteven be impossible to reach. Therefore, expectations must remain realistic although many recent developments give hope to millions of patients. In addition, it is necessary to examine existing legislation for its applicability to nanomedicine. Are existing in-vitro and in-vivo testing procedures sufficiently reliable to take into account any new responses that the nanoworld might give? The European Commission started to fund projects in the area of nanomedicine already more than ten years ago. The EU funding of nanomedicine projects has strongly increased since then. The NMP programme (Nanotechnology, Materials, Processes) has spent some € 250 million on projects linked to nanomedicine in the 6th FP (2002 – 2006). Industry has increasing interest in stepping into this area and the expected market share of final products can be enormous. In addition to the improved quality of health care, the creation of new jobs can be expected.

Budget / Financing The implementation of the Strategic Research Agenda is planned mainly through industrial and public funding as well as through programmes at national and regional level. The SRA is clearly addressing in addition to the Commission, all stakeholders in the Member States, Candidate States and Countries associated to the FPs. For the first year of implementation € 100 million of FP7 funding will be needed. In addition, the same amount coming from public/private investment at national/regional level summing up to € 200 million for 2007 will be needed. For the whole FP7 around € 800 million funding will be needed, the same is expected to be added as public/private and national/regional investment. It is expected that industrial investment will play an increasing role, being now a minor part and becoming the main funding source for research in the future.

Internal Structures put in Place by the Platform The Platform is governed by the stakeholders Platform consisting of all members. Five industry-led working groups have been established (diagnostics; targeted drug delivery; regenerative medicine; ethics, regulatory and social issues; intellectual property rights). Ad-hoc working groups can be established (e.g. for international cooperation). An Executive Board supported by a secretariat manages the day to day business. A Mirror Group represents the Member States, Candidates Countries and Countries associated to the FPs. The Platform meetings are combined with the Mirror Group meetings in order to reinforce the contact of the ETP with the national governments. The Commission is observer in the ETP.

Platform Activities and Structures The complete Platform meets 2 – 3 times per year to discuss the successful implementation of the SRA, build consortia for proposal writing, and work on a national mapping initiative. Many sub-meetings of working groups take place several times per year.

The Executive Board has telephone conferences about every 10 days to discuss the management and strategic issues of the Platform. Once a year, a full ETP meeting is combined with a nanomedicine conference. The creation of national platforms in some countries has been implemented or is planned.

Openness and Transparency A call for Expression of Interest is on the internet since January 2006 leading to a steadily growing Platform (140 member organisations until November 2006). The members and the different Commission Services are taking care of raising awareness through numerous presentations given in all Member States, Candidate Countries and Associated Countries as well as in the United States, Asia, Africa and Australia.

Cross-Platform Activities The ETP NanoMedicine is working very closely with several other ETPs through cooperation contacts of the Executive Boards, chairpersons, and members: mainly ETP on Innovative Medicine (IMI), ETP on Photonics (Photonics 21), ETP on Smart System Integration (EpoSS) and the ETP on Sustainable Chemistry (SusChem).

International Cooperation The ETP Nanomedicine is the biggest multisectorial nanomedicine stakeholders group in the world. The members have regular contacts with international expert groups in the same field. First international industrial members with research facilities in Europe became member of the ETP. The ETP has been presented several times at international level. Since nanomedicine is an area of highest IPR sensibility, contacts with international partners have to be well thought through.

Deployment Strategy The implementation of the Strategic Research Agenda is planned mainly through FP7 but funding programmes at national and regional level will also be used. The SRA is clearly addressing as well the Member States, Candidate States and Countries associated to the FPs. There is a 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. ethics, IPR, regulatory issues, public awareness and perception.

Next Steps • The Executive Board met on 12 December 2006

in Brussels to prepare the next full ETP/Mirror Group meeting on 23 January 2007 in Italy (organised by Fidia Advanced Biopolymers). Topics will be the strategy for the implementation of the SRA, creation of consortia andidentification of draft proposal topics, national mapping of nanomedicine activities, and further strategy for the ETP.

• A press conference of the ETP NanoMedicine is foreseen in June 2007 at EuroNanoforum in Düsseldorf (Germany).

• Another full ETP/Mirror Group meeting is also foreseen in mid-September 2007 in Korfu.

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Advanced Engineering Materials and Technologies (EuMaT) www.eumat.org

Technology Platform Contacts Technical contact: Dr. Derek Allen, ALSTOM, Power Ltd, Cambridge Rd, LE86LH Leicester, United Kingdom Derek.allen@power.alstom.com Tel: +44 1162845624 Administrative and Financial contact: Currently with MPA Stuttgart. New secretariat to be approved by members in January 2007.

Commission Services Contacts Dr. Susanne BECKER, DG Research Susanne.Becker@ec.europa.eu Tel: +32 2 29 59222

Vision Document “Roadmap of the European Technology Platform for Advanced Engineering Materials and Technologies (EuMaT)” www.eumat.org

Platform Launch Date June 2006

Strategic Research Agenda (SRA) Part 2 of the “EuMaT Roadmap”, completed and agreed June 2006. www.eumat.org

Overall Policy Objective The development, promotion & improvement of the global competitiveness of EU technologies in the area of Advanced Engineering Materials, as well as the development and promotion of a consolidated and unified research, development and innovation policy in this area. In addition, a concerted EU R&D programme will be deployed, covering the sustainable full life cycle of materials. Skills, training, European assets and regulatory issues will also be addressed.

Executive Summary of SRA The main practical policy objective of EuMaT is to assure optimum involvement of industry and other major stakeholders in the process of establishing European R&D priorities in the area of advanced engineering materials and technologies. EuMaT should eliminate duplication and improve coherence in existing and forthcoming EU projects, and introduce “Step Changes” and assure “Sustainable Development” in the sector of advanced engineering materials and related technologies. This will include dealing with issues of skills, training, facilities and regulatory issues facing the Materials Community in the EU. EuMaT covers all elements of the life cycle of “Advanced Engineering Materials & Technologies” (AEMT). This term refers to the three pillars of EuMaT listed below:

• Multifunctional materials for macro-applications; • Engineering materials for challenging (extreme)

application conditions (e.g. high T or cryogenic temperatures);

• Multimaterial (hybrid) systems (e.g. composites

or coated systems)

For example, as used in engineering (including materials like structural metallic alloys, composites, polymers, ceramics, coatings, adhesives, concrete, etc) and/or used to enhance engineering products, systems and processes in sectors such as energy, gas & oil, chemical, space, transportation, electronics, environment and health. EuMaT covers the full lifecycle of materials in engineering components/ applications/ systems. In particular, it clearly links with large European projects like KMM-NoE (www.kmm-noe.org) and Extremat (www.extremat.org), in which advanced engineering materials such as intermetallics, metal ceramic composites, functional engineering materials with gradient properties, self-passivating protection materials, and high-temperature materials are investigated. Developments of all advanced new products depend on materials as the underpinning technology and they will directly enable progress in areas of advanced engineering such as power

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generation (“zero-emission plant”), transport ( “Third Millennium Car” and the “low emission, light-weight aircraft”).

The overall performance targets of EuMaT and materials and technologies which EuMaT envisages for 2030 are to: • Help to reduce life-cycle costs of process

equipment and infrastructure by 30% and energy consumption by 50% (more efficient materials);

• Increase productivity of assets by reducing downtime by 25% (more reliable materials);

• Protect the environment by containing processes (e.g. by recycling 95% of metallic and 70% on average of other advanced engineering materials at the end of their useful life);

• Capture existing knowledge and effectively train a future workforce and develop capability and capacity to develop new generation of materials.

In order to assure the breakthrough in the area, EuMaT will also tackle the horizontal and life-cycle issues such as multi-scale modelling and simulation, testing, inspection, monitoring, characterization, including standardization and qualification of materials and manufacturing processes, prediction of in-service behaviour/characteristics and failure criteria, risk and impacts of new materials and training and education issues. The broad scope of EuMaT is reflected in its very broad membership.

Budget / Financing In the 7th Framework Programme (FP7) the resources planned for this area should be greater than € 4 billion, for topics like better theoretical fundamental understanding of materials and their behaviour, interdisciplinary aspects in materials science, linking fundamental research with products and linking to horizontal issues related to hazards, risks, environment, sustainability, standardization, etc. Annual operating cost for the EuMaT is estimated at about € 600,000 for the costs related to management, supporting activities and the work of the Focus Groups. Costs of EuMaT are currently covered by the participants, for their own resources. Costs related to the further development and implementation of the SRA should correspond to a budget of about 0.5 to 2.5 billion €/year. This budget will be obtained through the contribution of industry (target 35%), national governments (target 35%), and the European Commission (target: 30%). In order to assure for the large-scale coordination capacity needed, it is proposed to initiate Eureka and ERA-NET projects. National Mirror Groups will be financed at the national level.

Internal Structures put in Place by the Platform EuMaT currently has 660 registered members with 21% coming from industry, 47% from academia, 24% from research establishments and 8% other.

EuMaT has organized its structure in terms of strategy and policy (General Assembly, International Advisory Board), in terms of management (Steering Committee and Operating Agent), and in terms of technical work (work group for the 5 implementation

topics). EuMaT is open to all existing and interested new members. National Mirror Groups have have been created in the following countries:, Germany, Hungary, Italy, Romania, Slovenia (under construction), Spain, Switzerland, United Kingdom. These need formalising within the EuMaT structure.

Platform Activities and Structures at National Level Through its membership, EuMaT has developed links with national bodies such as the European KMM network of excellence and Extremat. Regional (mirror) groups (currently 9 in total) continue to develop as membership of EuMaT grows. Formal links with some of these groups are in place and others will be developed. Formal links with National Materials Institutes such as the German DGM and FEMS have also been established, others such as the UK Institute of Materials, Minerals & Mining are also planned.

Openness and Transparency EuMaT operates a policy of full openness and transparency. Its membership is open to all potential interested parties in the materials supply chain, from materials developers, processors, suppliers, manufacturers through to end users.

The primary mechanism for membership and publicity is through the EuMaT website (operational since Oct 2004). The website has both a public and ‘members only’ area. General information on the activities are publicized on the public area, with more detailed information and access to minutes of meetings, presentations, etc available through the private area. Links to existing TP’s, relevant working groups, academic institutions, other international initiatives and other networks are also provided. In addition to EuMaT events the site publicises a wide range of relevant materials events across Europe.

Cross-Platform Interactions EuMaT has already established a close cooperation with EMF (European Materials Forum), E-MRS (European Material Research Society), DGM (German Association for Materials). Further collaboration agreements (Memorandum of Understanding - MoU) are under consideration. MoU’s are also under consideration with the Technology Platforms on Steel, Transportation TPs (ERRAC & ERTRAC), Manufuture, Hydrogen, Industrial Safety and Pressure Equipment (if launched), Sustainable Chemistry, Construction, Zero Emission and other TP’s. This will be a major activity in the next year.

International Cooperation In the area of Materials it is recognised as being essential to collaborate on an International basis, particularly in areas of pre-competitive R&D. EuMat has synergies with similar International Groups and one of its objectives is to develop this activity in the future with key Countries. EuMaT has already hosted a meeting with Japanese materials scientists. Mirror Groups (eg UK) have hosted bi-lateral collaboration meetings with organisations and Government Departments in China, Singapore and USA.

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The intention is to bring this collaboration together onto a European level. Mirror Groups will play a key role in this.

Deployment Strategy The EuMaT deployment strategy covers (a) the coordination and implementation of the overall research work in the EuMaT area, and (b) providing the basis for planning of the future R&D in EU in the area of EuMaT (e.g. by periodic updating of the EuMaT SRA).

EuMaT will actively ‘broker’ meetings for partners wishing to collaborate in relevant areas of FP7. Initial meetings have already been established.

Those that are within the priority areas identified within the EuMaT SRA will be endorsed by the TP

EuMaT will be happy to monitor and publicise the progress of successful projects within FP7 that are within the scope of the Platform. An important aspect that will be dealt with is the support of organisations in the implementation stage of their R&D and identifying and assisting a route to market.

Need for Major Research Infrastructure No specific large scale research facility is envisaged to implement the SRA. What is clearly needed is the coordination of existing facilities across Europe to facilitate their optimum utilisation and help remove duplication of both facilities and R&D programmes.

Next Steps • Restructuring and appointment of new

secretariat and coordinator (Jan 07); • Hold FP7 proposal ‘brokering’ meetings for the 5

key technology areas identified by EuMaT partners (January 07);

• Help coordinate and endorse proposals in these areas (January-April 07);

• Review active membership and achieve >50% industrial membership of TP (June 07);

• Achieve greater formal links with all relevant platforms (June 07);

• Formal linking to EUREKA and to national organizations and activities supported by national programs/projects; (March 07);

• Finalising the formalities related to linking of EuMaT to European professional materials organizations.(March 07), including mirror groups;

• Definition and implementation of links with relevant international bodies to facilitate implementation of SRA (September 07);

• Periodic updating of SRA and associated documents (ongoing, annually).

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European Rail Research Advisory Council (ERRAC) www.errac.org

Technology Platform Contacts Technical contact: Dan OTTEBORN, Vice President, Signalling Systems - Bombardier Transportation dan.otteborn@se.transport.bombardier.com Tel +46 70 510 5010 Administrative and Financial contact: Nailia DINDAROVA, International Affairs Manager, ERRAC - Secretariat UNIFE Nailia.dindarova@unife.org Tel: +32 2 642 2321

Commission Services Contacts William BIRD, DG Research, Surface Transport William.bird@ec.europa.eu Tel: +32 2 295 4779

Vision Document No Vision document was prepared prior to the 1st Strategic Rail Research Agenda. A new document, Rail Vision 21, was presented to Commissioner Potocnik in March 2006, as input to FP7 and the updated version of the SRRA (SRRA II). www.errac.org/reftexts.htm (contains all the ERRAC reference texts)

Platform Launch Date September 2001

Strategic Research Agenda (SRA) 1st Strategic Rail Research Agenda (SRRA) handed over to Commissioner Busquin December 2002. Updated version (SRRA II) in preparation with expected completion end 2006. www.errac.org/reftexts.htm (contains all the ERRAC reference texts)

Overall Policy Objective ERRAC was set up in 2001 with the ambitious goal of creating a single European body with both the competence and capability to help revitalise the European rail sector and make it more competitive, by fostering increased innovation and guiding research efforts at European level.

Executive Summary of SRA • European Rail is at the heart of a sustainable

transport policy. • Increased investment in rail provides the

opportunity to rebalance the transport modes. • Rail freight offers an alternative solution to road

congestion in the logistics chain. • Rail has the potential to provide a high-speed

centre to centre passenger service to all major European cities and a complementary urban and regional transport system.

• The inherent system characteristics of rail give it unassailable advantages in safety and environmental friendliness.

• The expansion of the EU to close to 30 members provides an enormous challenge to its transport system and offers the ideal opportunity for rail to gain greater market share.

ERRAC The European Rail Research Advisory Council (ERRAC) has brought together, for the first time,

Member States, academics, opinion formers and customer groups with senior representatives of the railway undertakings, infrastructure owners and the railway industry. The European Commission is facilitating this process. Their collective role is to define the research needs and targets to be achieved to develop a railway system that Europe can be justifiably proud of, meeting the needs of the European Citizen and the demands of Sustainable Mobility. The target is to achieve this vision by 2020, its development coming hand in hand with the legislative reforms on liberalisation of the railway market and interoperability.

SRRA ERRAC is now able to present its first “Strategic Rail Research Agenda 2020” (SRRA). The agenda identifies key research drivers which will place rail at the core of the European transport system.

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It is the first step in a continuing process which is anticipated to modify content, regulate achievement and revisit its objectives in accordance with changes in market demand, social and legislative conditions and speed of achievement of results. Business Scenario The rail sector has a vision for the future of rail in 2020, which reveals its ambition to become an important player in the European transport system by providing seamless, integrated high speed passenger services and door-to-door freight services, as well as, efficient and environmentally friendly metropolitan and urban mass-transport.

In order to support this vision, ERRAC has developed the Railway 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.

Strategic Targets In line with the Business Scenario, and in order to achieve the customer goals in terms of quality and cost, the research priorities of the SRRA are focussed on strategic priorities which address the relevant elements, from service quality to production and interoperability.

These are:

• Seamless Passenger Services; • Door to door Freight Services; • Integrated Mass Transit Services; • Modular Interoperable Rolling Stock; • Fully Interoperable Infrastructure; • Environment and Sustainability.

ERRAC, through the SRRA, has identified the key research avenues, in line with the strategic targets, which need to be developed to deliver the anticipated market results.

Significance of the SRRA for the stakeholders The SRRA represents an identifiable, coherent forward looking and adaptable framework for railway research at the beginning of the 21st Century. It gives a clear signal to all the stakeholders involved of the direction to be taken and the speed of progress needed to be made.

• Commitment: All stakeholders are committed to the co-ordination of research investment based on the ERRAC strategy at in-house, national and supra-national levels.

• Implementation: ERRAC will continue the dialogue it embodies in order to further develop and adapt the SRRA to become the core of the overall management of rail research.

• Financing: Considerable investment will be required from all partners to make the vision a reality. The level of investment in the research as outlined in the SRRA is currently being determined.

Budget / Financing Historically there has not been an agreed figure for the cost of implementation of the SRRA.

When the SRRA was published in 2002 there was a

conscious decision made not to make any figures public at that time. This may be reconsidered for SRRA II. It is normally considered that the Commission provides a leverage budget for research which represents 5% per annum of the total pre-normative research spent by the entire rail sector. On an annual basis this is thought to be No JTI is currently planned for FP7. Given the current lack of a clear cost of implementation no indication can be given of a shortfall in funding.

Internal Structures put in Place by the Platform All the major relevant stakeholders of the railway sector are represented in ERRAC. The Plenary Assembly of ERRAC is composed of the following members (number of allocated seats in specified in brackets):

• Member States and Associated Countries; • European Commission (4); • Manufacturing industry (8), including systems

integrators, infrastructure contractors and component suppliers;

• Research establishments and academia (3); • Operators (6) including urban transport and new

undertakings; • Infrastructure managers (4); • Environmental (1) and urban planning (1)

organisations and transport users groups (freight (2), rail safety (1) and passengers (1)).

Members are appointed for 3 years and may be re-appointed.

The composition of ERRAC ensures an appropriate balance in terms of expertise and geographical distribution. The possibility of rotation after a 3-year term ensures platforms openness to new representatives of the different stakeholders.

The Plenary is assisted by a Support Group.

There are Working Groups which deal with the update of the SRRA, evaluation of projects (lessons learnt), linkage with MS/regional activities and communication/dissemination.

Platform Activities and Structures at National Level Unlike most other ETPs, ERRAC's Plenary includes Member State representation (there is no separate mirror group). From the beginnings of its activities in 2001 it was clearly recognised within ERRAC that there needed to be an effective link up with Member State activities and there has been a specific Working Group created to this effect. Two documents have been produced which detail national rail research programmes.

Several Member States have their own Rail Advisory Councils (UK, Poland) but as of yet there is no formal link between these bodies and ERRAC.

Openness and Transparency

A task force comprising of the communications experts of each of the major organisations involved in ERRAC activities (CER, UIC, UITP, UNIFE) is responsible for the dissemination activities associated

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with the TP. Events to date include the launch of the SRRA in December 2002, a series of sessions in Member States communicating ERRAC and its activities and an information session in October 2005 to Simon Chichester (Chair of the EP Research Committee), MEPs, Commission services and other influential personalities in Brussels. The principal aim is to ensure widespread awareness of the SRRA at European and national level through seminars in the EU Member States. Some of the important events, where ERRAC activities have been presented recently include the following: high-level event on the Technology Platforms organised by the Austrian Presidency of the EU in Vienna on 4-5 May 2006; World Congress of Railway Research (WCRR) in Montréal in early June 2006, Innotrans in Berlin in September 2006.

Cross-Platform Interactions There is regular contact with the other Surface Transport ETPs (ERTRAC, WATERBORNETP ) and EIRAC which deals with Intermodal Transport. These bodies meet to determine overlaps and identify areas of mutual interest.

ERRAC also takes part in the High Level group of MANUFUTURE and ECTP.

International Cooperation A number of areas have been identified as being appropriate for International Cooperation.

• Market attraction − Research aiming at facilitating trans-

continental freight corridors. − Development of gauge-changing

technology. • Exchange of science and technology

− Feasibility studies of high-speed underground urban rail transit with low energy consumption and reduced tunnel diameter operating in partial vacuum.

− Gaining access to experience with very heavy haul traffic.

− Establishment of a permanent survey group on the EU level to monitor complementary specialist skills and knowledge in third countries.

− Diagnosis and detection devices (on-board and way-side) for improving maintenance of rolling stock, track and cost-effectiveness of the railway system.

• International standards − Expand the deployment of the European

standards to outside the EU. • Socio-economic domain

− Co-operation with Japan on effects of ageing society.

• Personal security − Identify and exchange technologies and

processes in order to acquire higher level of security for rail passengers, particular in urban areas.

At the same time a series of studies has been carried out on rail research activities in Japan, Korea and the United States.

Deployment Strategy A Working Group has been established which is reviewing recently completed and current rail research projects to assess their impact on and contribution to the SRRA. In addition assessments are being made of how current research and development programmes align with the SRRA (national rail programmes, rail research projects under the Fifth Framework Programme, programmes for other transportation modes)

A review has been carried out of the initial Rail Business Scenario for 2020 (which was established in 2001) to modify and update it in relation to changing trends in the Transport Sector by examining the drivers that influence, and the actions that will improve, the rail sector’s short to medium-term competitiveness.

Other related benchmarking activities include:

• Examining the research implications of investment in rail infrastructure;

• Reviewing the light rail and metro system market sector in the 25 EU Member States for the next 20 years and highlighting the inherent research implications;

• Analysing future research needs required to make smooth the transition to a harmonised European railway market.

Their purpose is to ensure a robust and harmonised evaluation of the SRRA ambitions in the context of sector activities to deliver a compliant research strategy.

Need for major Research Infrastructure This has not yet been considered in specific detail by ERRAC. There is a reasonable spread of research facilities between the principal actors involved in the ETP. This is enhanced by the link to EURNEX - the Network of Excellence involving the main academic institutes involved in rail research.

Next Steps • Ensuring the best alignment of the research

programmes with the identified ERRAC research priorities;

• Identifying synergies among various corporate, national and EU research programmes and promoting better co-ordination;

• Nurturing and endorsing new research initiatives; • Evaluating on-going and completed projects; • Driving training and development of engineers

with new skills for the emerging technologies = > key role for EURNEX (the European Rail Research Network of Excellence);

• Specific tasks; • Acting as an advisor on future rail research

needs to the European Commission for the 7th Framework Programme and beyond;

• Completing the second Strategic Rail Research Agenda;

• Promoting ERRAC activities and implementing an efficient communications strategy;

• Contribution to the 7th Framework Programme; • Finalise SRRA II; • Provide informal contribution to the content of the

FP7 Work Programme for rail.

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European Road Transport Research Advisory Council (ERTRAC) www.ertrac.org

Technology Platform Contacts Technical contact: Rudi KUNZE, ERTRAC Chairman, Brussels, Belgium rudolf.kunze@ertrac.org Tel: +32 2 508 1413

Rainer AUST, ERTRAC Secretary, Brussels, Belgium rainer.aust@ertrac.org Tel: +32 2 508 1413 Administrative and Financial contact: Josef AFFENZELLER, AVL List GmbH, Graz, Austria josef.affenzeller@avl.com Tel: +43 316 787 253

Horst SOBOLL, Chairman ERTRAC Finance & Governance Group, Dreieich, Germany horst.soboll@web.de Tel: +49 6103 82230

Commission Services Contacts Patrick MERCIER-HANDISYDE, DG Research patrick.mercier-handisyde@ec.europa.eu Tel: +32 2 296 8329

Vision Document European Road Transport Research Advisory Council - Vision 2020 and Challenges, published June 2004 www.ertrac.org/publications.htm

Platform Launch Date June 2003

Strategic Research Agenda (SRA) European Road Transport Research Advisory Council – Strategic Research Agenda, published December 2004 www.ertrac.org/publications.htm

Overall Policy Objective The Technology Platform ERTRAC’s main goal is to reflect on the future research priorities necessary to support the development of a truly sustainable road transport system in Europe and to establish and promote a Strategic Research Agenda and its implementation for the next decades for Member States, European institutions and road transport stakeholders.

The TP ERTRAC is fully in line with the Lisbon objectives and is also considered as being a key element in the European strategy for increasing the R&D investment in the Member States to 3% of GDP by 2010, as stated in the Barcelona Council.

Road transport is one of the major sectors of the European industry and an important driver for the growth of the European economy. In particular, the automotive industry employs directly 1.9 million people, indirectly the sector employs 14 million people (10% of jobs in the EU). It represents 11% of EU GDP and contributes to € 33 billion of EU external trade.

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Executive Summary of SRA Based on the Vision 2020 which was published in June 2004, the SRA was elaborated by different Working Groups with input from various external experts who participated in a set of workshops and with individual contributions. 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 the Strategic Research Agenda around four pillars: 1. Mobility, Transport and Infrastructure; 2. Environment, Energy and Resources; 3. Safety and Security; 4. Design and Production Systems.

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 have 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.

In the SRA, the assessment charts and roadmaps are presented for each major research objective across the four pillars.

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. An updated version of the SRA will be presented in June 2007.

Budget / Financing 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 European research in the sector and, thus, it should be implemented through the synergy of EU, national, and regional programmes as well as industrial programmes.

In the case of the EU Framework Programme, implementation mechanisms could include:

• Cooperative RTD including Joint Technology Initiatives;

• Research Infrastructures; • Training and Mobility of researchers; • Coordination policies.

Other funding schemes, including national, private, Eureka, EIB, will also be considered. In particular the JTI activity is also taken into account for future action. ERTRAC is in line with other JTI’s linked with road transport (Embedded Systems in ARTEMIS and Hydrogen and Fuel Cell).

Internal Structures put in Place by the Platform All major Road Transport stakeholders participate in ERTRAC, representing associations as well as the EC and Member States.

There are more than 70 persons in the Plenary representing industries and their associations, research providers and universities, users and citizens, the European Commission (DG RTD, DG INFSO, DG ENV, DG TREN, DG ENTR), Member States, candidate countries, EFTA countries and the European Parliament.

The ERTRAC internal structure is shown in the diagram below.

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Platform Activities and Structures at National Level The Member State representatives are directly involved in the Plenary for a better involvement (There is no mirror group). In order to improve links with national activities, ERA-NET representatives (ERA-NET Transport and ERA-NET Road) are also directly involved in ERTRAC activities.

National ERTRAC platforms have already started (e.g. ERTRAC Slovenia, ERTRAC Poland).

ERTRAC created an inventory of national research activities in the road transport sector. This inventory is based on information from the FP6 initiative ERA-NET Transport, ERA-NET Road and the FP5 project EXTR@WEB, as well as input from national ERTRAC representatives. It covers a short overview of the national road transport sector and the recent RTD programmes. Currently there are 17 European countries: Austria, Belgium, Denmark, Estonia, Finland, France, Germany, Greece, Hungary, Iceland, The Netherlands, Norway, Poland, Sweden, United Kingdom, Italy, Slovenia. Next step will be the analysis of overlaps and gaps between these national activities, the EC programmes and the ERTRAC recommendations.

Openness and Transparency General remarks ERTRAC was initiated three years ago and today involves all major stakeholders of European road transport sectors 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.

ERTRAC operates on the basis of three levels. The high level group (Plenary), which is currently composed of 70 members, meets every 4 months. The Steering Group is the management body of ERTRAC and it meets regularly before the Plenary meetings. Finally, Working Groups on the four ERTRAC work streams are currently being reorganized to implement the Strategic Research Agenda.

The rules for membership in the three bodies of ERTRAC are clearly defined in the Terms of Reference (ToR). The ToR are available from the web site. Membership applications and changes are regularly decided upon in the Plenary meetings.

Key positions in the different groups are subject to a periodic rotation. The working methodology and the decision process are also defined in the ToR. More than 400 experts were invited, for example, to participate in the workshops to define the basis of the Vision and Strategic Research Agenda.

ERTRAC is ensuring full transparency of its activities by the following measures

• Operational web site with all relevant reports, meeting minutes and other documentation (www.ertrac.org);

• Organisation of regularly scheduled international conferences on road transport research (Transport Research Arena -TRA): the

first TRA was held in June 2006 in Gothenburg, Sweden (www.traconference.com); the second TRA will be held in Ljubljana, Slovenia, 21-25 April 2008 (www.TRA2008.si);

• Half-year Newsletter summarizing ERTRAC activities which is distributed widely;

• Publicizing ERTRAC activities at national and international events (see special activities);

• Participation at EC Technology Platform seminars;

• Links to other ETPs have been initiated through members.

Special activities Workshops and presentations at national events such as a comprehensive ERTRAC presentation at a Seminar in Lisbon, March 2, 2005; at ERA-NET Meeting, March 14, 2005; at the Strategic Development Conference on November 10, 2005 in Ljubljana; at the International Conference on Transport Research in Thessaloniki, March 16, 2006; at conferences in Ljubljana April 11, 2006; in Vienna May 4, 2006; in Warsaw June 6, 2006.

ERTRAC presentations with open discussions were given at several conferences such as at EARPA General Assembly, February 16, 2005; at Tire

Technology Cologne Exhibition, February 24, 2005; at AUSTROTEC in Graz, June 9, 2005; at FEHRL Road Research Meeting, June 14, 2005; the “ICT for Safer Mobility Meeting”, September 26, 2006; and at the UITP conference October 26, 2006.

During 2005 and 2006 European Organisations were asked for input to the FP7. ERTRAC organised meetings to co-ordinate major input.

ERTRAC has organised an open workshop on 5-6 December 2006 "Sustainable Road Transport in Europe – move from SRA to Road Map" with more than 120 participants to update the Research Framework.

Cross-Platform Interactions ERTRAC operates on 3 levels with other European Technology Platforms.

1. ERTRAC established a close link to related Platforms by nomination of ERTRAC members to: - MANUFUTURE TP; - Hydrogen & FC TP; - ARTEMIS TP; - ECTP TP; - BioFrac TP; - ACARE TP; - Steel TP.

2. ERTRAC participates at EC Technology Platform seminars, e.g. “Seminar of the Industrial Leaders of Technology Platforms”.

3. ERTRAC established a communication and exchange platform with the other two Technology Platforms on surface transport: Waterborne TP and ERRAC TP (rail). The aim is the co-ordination and identification of broader research topics on e.g. long distance freight transport and urban mobility. Links have been also established with 2 Coordination Actions: EIRAC for inter-modal freight transport and EURFORUM on urban mobility.

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International Cooperation International Cooperation is an important topic for future research collaborations in road transport, especially with emerging countries (e.g. China, India, Brazil and South Africa). Six main topics of collaboration have been identified. The detailed areas of research collaboration and countries for collaboration have been developed as a summary of potential topics for International Cooperation (INCO).

The SIMBA coordination is supporting ERTRAC activities via its members.

Deployment Strategy Research Framework So far most activities have focused on the creation of the Vision, SRA and the Research Framework for the implementation of the SRA.

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, Waterborne TP, ERRAC, ERTRAC). Also, there are several Integrated Projects from the last Calls of FP6: HI-CEPS on hybrids, GREEN on heavy duty engines, HySYS on fuel cell hybrid vehicles, HYICE on hydrogen combustion engines, SILENCEon environmental noise reduction, CITYMOBIL on advanced road transport systems for urban environment, SLC on production technologies and light weight cars.

Based on the SRA, the ERTRAC Research Framework (RF) is being developed for research implementation. The aim is to provide more detailed guidance for research initiatives/programmes to achieve the Vision 2020 and face the challenges as defined by ERTRAC. The RF focuses on the definition of RTD targets, the evaluation of impacts and effectiveness, as well as cost-effectiveness considering the goals of sustainable growth, competitiveness and social aspects. A first document was published April 2006. In particular, this serves as input for several Thematic Priorities of the 7th Framework Programme for R&D.

After the successful examination of the Strategic Research Agenda (SRA) of October 2004 and our Research Framework of April 2006, it is now the task to develop road maps for the implementation of ERTRAC Research Framework.

A workshop on 5-6 December 2006 with 120 experts from different organisations and countries developed first drafts of road maps on the following three main topics:

1. Long distance freight transport (ensure the transport of goods to market);

2. Urban mobility (improve quality of urban and regional life);

3. Intelligent & safe vehicle and infrastructure (deploy leading edge technologies to enhance safety and mobility).

The aim of the workshop was to:

• Discuss new ideas for the Research Framework activities;

• Develop a coordinated timeline for main steps by developing road maps;

• Discuss further steps for project initiation and monitoring of results.

The updated Research Framework with road maps will be presented at the ERTRAC event to be held on 26 September 2007.

Outlook towards building a long-term public-private partnership The Technology Platform ERTRAC is basically an initiative of the road transport industry, which invests approximately € 19 billion per year on R&D. ERTRAC has, for the first time, established an open dialogue between the main driving forces in the European public and private road transport sectors and published an SRA which was agreed by all stakeholders. It will play a major role in helping to align both private and public research activities, as well as national with EU research initiatives. Continuous investment in RTD is the most important factor to remain competitive.

In support of the CARS 21 initiative to support the competitiveness of the European automotive industry, the industry looks forward to creating a detailed research, development and demonstration programme in two main areas: “Clean fuels and vehicles” and “Intelligent roads and vehicles”.

ERTRAC Office In February 2006, ERTRAC opened its office in Brussels for a further improvement of networking and the implementation of proposed activities. It is located at: Rue du Trône 98, 1050 Brussels.

Need for Major Research Infrastructure ESFRI “Open European database on vehicle and traffic safety” has been expressed and forwarded to the FP7 “Capacities” Specific Program.

Next Steps • December 2006: First draft of road maps to

update the Research Framework • June 2007: Strategic Research Agenda – first

update • September 2007: ERTRAC Event with

presentation of updated SRA and Research Framework

• April 2008: TRA Conference in Ljubljana, Slovenia.

In the Research Framework, ERTRAC proposed 6 topics for the FP7 first calls to be included in different Themes: 1. Future long-distance freight transport, including

logistics; 2. Urban freight and passenger transport; 3. The intelligent vehicle and infrastructure; 4. Road transport safety; 5. Sustainable energy for road transport; 6. Competitive EU production in a global context.

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Food for Life (Food) etp.ciaa.be

Technology Platform Contacts Technical contact: Dr Jan MAAT, Chairman Operational Committee, Unilever, Vlaardingen, The Netherlands Jan.Maat@Unilever.com Tel: +31 10 460 61 42

Daniele ROSSI, Board member, Federalimentare, Rome, Italy direzione@federalimentare.it Tel: +39 06 590 3470 Administrative and Financial contact: Beate KETTLITZ, Director Scientific and Regulatory Affairs, CIAA, Brussels, Belgium b.kettlitz@ciaa.be Tel: +32 2 500 8752

Commission Services Contacts Jürgen LUCAS, DG Research, "Food, health, Well-being" Jurgen.Lucas@ec.europa.eu Tel: +32-2 296 4152

Valerio ABBADESSA, DG Research, "Food, health, Well-being" Valerio.Abbadessa@ec.europa.eu Tel: +32-2 299 9169

Vision Document European Technology Platform on Food for Life – The vision for 2020 and beyond etp.ciaa.be/asp/about_etp/etp_vision.asp etp.ciaa.be/documents/BAT%20Brochure%20ETP.pdf

Platform Launch Date 5 July 2005

Strategic Research Agenda (SRA) A two-step Strategic Research Agenda (SRA) process has been defined and agreed:

• Stakeholders proposal for a SRA (SSRA) submitted to EC on 24 April 2006. Regional and national stakeholders and web-consultations on SSRA are being carried out, and will continue in the course of 2006. The SSRA focuses on six key challenges for innovation such as Food and Health, Food Quality and Manufacturing, Food and the Consumer, Food Safety, Food Chain Management, and Sustainable Food Production.

• Final SRA and Implementation Plan (IP) to be published in March and December 2007 respectively

etp.ciaa.be/documents/ETP_ffl_SSRA_240406.pdf etp.ciaa.be/asp/about_etp/nat_cons.asp www.ciaa.be/pages_en/news_events/news_list.asp?news_id=180&year_crit=2006

Overall Policy Objective To strengthen the competitiveness of the EU food and drink sector, to increase R&D investments and to promote a better coordinated EU food and nutrition research activity for an effective consumer-oriented and consumer-targeted food innovation and for the establishment of a greater synergy between consumers’ demand, social welfare and wellbeing, economic growth, and environmental production in Europe.

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Executive Summary of SRA The European agro-food industry is the largest manufacturing sector in Europe. The food and drink industry itself had a turnover of € 810 billion in 2004, transforming over 70% of the EU’s agricultural raw materials and employing over 4 million people, the majority within the SME sector. The European agro-food industry is a leading global exporter and affords significant value addition; it also offers scope for economic growth within new EU Member States, development of regional economies and exploitation of Europe’s rich cultural diversity and traditions. The agro-food industry is thus central to the wider, economic development of Europe as it will develop over the next two decades.

There is an increasing societal awareness of the opportunities to improve the quality of life through healthy eating and of the contribution that sustainable production can make to improvement of the overall environment. The preferences of consumers for quality, convenience, diversity and health, and their justifiable expectations of safe, ethical and sustainable food production serve to highlight the opportunities for innovation. In some sectors of the food chain, such as food safety, process engineering and sustainability, Europe is already a world leader and innovation and investment are both high. However, in many others this is not the case.

Within the ETP Food for Life Vision document a coherent strategy for the future of the food chain was developed based upon the shared vision of its diverse stakeholders. Key elements of this flexible strategy are initiatives in food and health, food quality and manufacturing, food and consumer, food safety, sustainable food production and food chain management. These elements needed support from an effective input from communication, training and technology transfer. The SSRA has developed the vision document into a coherent series of research challenges to ensure that the R&D is conceived with perspective of the consumer as the major driver (fork-to-farm).

The seven key challenges that are developed in the SSRA are considered to be crucial for innovation in the food chain. In addition, four complementary tasks have been identified that will need to be undertaken to ensure that there is an effective implementation of the SSRA. The SSRA is structured such that it addresses the key challenges in the various areas, denotes the research topics to be undertaken and the deliverables that can be expected in the short-, medium- and long term. Close contact has been developed with other relevant ETPs, including ETP Plants for the Future since one of their three challenges, Healthy, safe and sufficient food and feed, is closely linked to aspects of the programme of this ETP. In this way, gaps and overlaps have been prevented and synergistic opportunities identified.

Seven challenges are presented, each of which will require targeted and managed trans-disciplinary activities if they are to be addressed and delivered with maximum impact. Challenges 2 and 3 are pivotal for delivering innovation and competitiveness.

Challenge 1: Ensuring that the healthy choice is the easy choice for consumers.

To be able, through a better understanding of food consumer behaviour, to strengthen the consumer involvement in healthy foods and their production and to ensure that food products are adapted to consumer demands for nutrition, health and pleasure.

Challenge 2: Delivering a healthy diet.

To develop new and effective food-based strategies to optimise human health and to reduce the risk, or delay the onset, of diet-related disease. The focus will be on the emerging areas of brain function, immune and intestinal function and metabolic function.

Challenge 3: Developing value-added food products with superior quality, convenience, availability and affordability.

To provide the consumer with the type of food demanded, at the right time, in the right place and at the right price. Food products, process and packaging design and process control, are considered within the overall context of understanding and exploiting process-structure property relationships and consumer behaviour in respect of food quality and manufacturing.

Challenge 4: Assuring safe foods that consumers can trust.

To develop and promote an integrated approach to food safety that encompasses the complexity of the food chain, consumer concerns and trust, lifestyles, globalisation and competitiveness.

Challenge 5: Achieving sustainable food production.

To put sustainability at a crucial place of future European food production, to develop and exploit the tools necessary to better understand the sustainability of food chains, optimise sustainable primary production and identify consumer attitudes towards sustainable food production.

Challenge 6: Managing the food chain.

To better manage the efficiency and delivery by the food chain, develop and exploit outputs of scenario studies to most effectively position Europe’s food chains and to reduce the overall complexity of value chains.

Challenge 7: Communication, training and technology transfer.

To conduct research necessary to improve the process of food investment of research and development and to develop and exploit innovative strategies in communication, training and technology transfer to optimise the impact of Innovation in the food sector.

The Chapter entitled “Towards implementation” identifies complementary activities needed to deliver innovation and increasing financial resources committed to innovation of the European food industry, improving education, skills and facilities in Europe, optimising stakeholder understanding and commitment and initiating scenario studies. It is these challenges, and the opportunities associated with their delivery that will provide the basis of the consultations that will be entered into over the coming

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months. Given the level of enthusiasm and interest already expressed by stakeholders of the food chain for this ETP the inputs, which will inform the Strategic Research Agenda, are likely to be both stimulating and diverse.

Budget / Financing To be defined and described in the Implementation Plan.

Internal Structures put in Place by the Platform The inaugural Board meeting was held on 9 January 2006 in Brussels. During the meeting, the terms of reference and working procedures of the ETP have been elucidated and discussed, and eight Working Groups have been defined, namely Food and Health, Food Quality and Manufacturing, Food and the Consumer, Food Safety, Food Chain Management, Sustainable Food Production, Communication, Training and Technology Transfer and Horizontal Activities.

Commitment and support will be achieved through communication, meetings and consultations, and – when appropriate – from inputs channelled through national food platforms that many countries are proposing to set up. The ongoing activities which will address both dissemination and feedback will be driven by the Horizontal Activities Working Group and the Communication, Training and Technology Transfer Working Group.

Platform Activities and Structures at National Level National Food Platforms are being formed for the moment in 11 countries: Austria, Belgium, Czech Republic, Denmark, France, Hungary, Italy, Poland, Russia, the Netherlands and Turkey. The setting up of platforms foresees the involvement of national food federations into the organisation of national consultations and the advice coming from already established national platforms. The Mirror Group will include representation of national funding agencies, ERA-Nets, COST, EUREKA and other bodies funding agro-food research, training activities and innovation. The ETP and Mirror Group will work together to establish the level and targets of national publicly funded food research programmes across Europe (2007-2008), to exchange best practice in calls, evaluation and administration of research programmes (2007-2008), to align research priorities and agendas (2010) and to open up national research programmes to European competition (2015-2020).

Openness and Transparency The ETP is open to membership from industry, academia, all relevant stakeholders, including industry, public authorities, research community, regulators, civil society, operators, users and consumers as direct members, observer or guests. All interested parties expressing an interest of participation should be committed to support the aim of strengthening research, development and innovation efforts in Europe in the food and drink

industry sector in a non-dogmatic manner and on the basis of broadest consensus. Transparency and communication will be ensured via the ETP website, summary meeting reports, register to comment of drafts, register to get involved in the activities.

Web-link: etp.ciaa.be/documents/Transparency_code.pdf

Activities undertaken in 2005-2006: Maintenance of a website with access to all ETP Food for Life documents, accessible to everybody. Creation of a board with an open call for membership amongst all relevant stakeholders having a particular interest in the field. Creation of an operational committee, comprising of working group leaders of all eight work packages of the ETP.

Cross-Platform Interactions ETP Food for Life will closely interact with other ETPs (i.e. Plants for the Future, Sustainable Chemistry, Animal Breeding, Animal Health, Bio-fuels, Forestry) addressing food, biotechnology and agriculture and will support national food platforms to underpin its activities and ensure that it addresses the needs and opportunities for all Europe.

International Cooperation The ETP Food for Life has taken an active part in EC-led initiatives to establish potential INCO programmes. Specifically Russia and New Zealand were visited by several members of the ETP and the ETP has been presented and discussed at length. Depending on the work programme of FP7 the establishment of specific co-operation projects will be pursued.

Deployment Strategy To be defined.

Currently, implementation concentrates on the stakeholders' views of the priorities that must form a part of the European research co-operation activities at the public level to achieve a better co-ordination of national and regional research resources, to obtain better added value for the resources and to improve the skill base. Four tasks have been envisaged:

1. Increasing the financial resources committed to innovation of the European food industry;

2. Improving education, skills and facilities in Europe;

3. Optimising stakeholder understanding and commitment;

4. Initiating scenario studies.

Need for Major Research Infrastructure To be defined.

Next Steps • 2006 -2007: National Consultations, National

Food Platforms, Mirror Groups • March 2007: Publication of the final Strategic

Research Agenda • December 2007: Implementation Plan

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Forest-Based Sector Technology Platform (FTP) www.forestplatform.org

Technology Platform Contacts Technical contact: Claes-Göran BECKEMAN, Project Director c.g.beckeman@sca.com Tel: +46 70 538 1800

Administrative and Financial contact: Dr. Andreas KLEINSCHMIT VON LENGEFELD, Secretary, Brussels, Belgium andreas.kleinschmit@cei-bois.org Tel: +32 2 556 25 85 - Fax: +32 2 556 25 95

Commission Services Contacts Christos TOKAMANIS, DG Research, "Industrial Technologies -Products, processes and organisations" christos.tokamanis@ec.europa.eu Tel: +32 2 295 9565

Maria GAFO GOMEZ-ZAMALLOA, DG Enterprise, "Textiles, fashion and forest-based Industries" maria.gafo-gomez-zamalloa@ec.europa.eu Tel: +32 2 295 97 22

Vision Document Innovative and sustainable use of forest resources, Vision for 2030. www.forestplatform.org/easydata/customers/ftp/files/pdf/FTP_Vision_Document_2030.pdf

• The European forest-based sector plays a key role in a sustainable society. • It comprises a competitive, knowledge-based industry that fosters the extended use of renewable

forest resources. • It strives to ensure its societal contribution in the context of a bio-based, customer-driven and

globally competitive European economy.

Platform Launch Date February 2005

Strategic Research Agenda (SRA) Finalized, February 2006 www.forestplatform.org/easydata/customers/ftp/files/pdf/SRA_FTP_Final.pdf

Overall Policy Objective

• To increase the sector’s competitiveness while continuing to build on its competence in providing functions that enhance sustainability.

• To ensure the perpetuity of renewable forest resources as the basis for meeting the multi-functional needs of society, including a range of sustainable processes, products, services and other benefits for individual consumers and other users.

• The overall vision is that by 2030, products, services and energy derived from renewable, wood-based and composite materials should be amongst the preferred choice of the consumers.

• To contribute significantly to achieving goals set up by European Councils in Lisbon Gothenburg and Barcelona as well as contributing to well-founded policies, directives and regulations.

• To contribute strongly to the fulfilment of the objectives of the European Research Area in respect of integration, co-operation and focusing of research concerning utilization of renewable forest-based resources.

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Executive Summary of SRA The Forest-based Sector Technology Platform (FTP) represents a step into a new era for the sector. An era that will build a more knowledge-based, more customer focused and more innovation oriented Industry.

At the same time, the sector aims at developing the economic and social benefits it provides today, while still seeking continuous improvement in terms of sustainability.

The Strategic Research Agenda is aimed at increasing the competitiveness of Europe by developing innovative products and services. Competitiveness is the key objective of the platform, because without it there will be no capacity to deliver the economic, social and environmental goods and services for which the sector strives so hard. By contributing to all three pillars of sustainability, the sector walks hand in hand with the EU in reaching goals and strategies set out in Lisbon and Gothenburg.

The sector’s prime asset is the renewable nature of its raw material – wood. Fabricated by nature using carbon dioxide and water, this resource can be used for a variety of products and services, as well as for energy. The amazing properties of wood means that today there is probably no other major industry that positively influences the daily life of Europe’s citizens as broadly as the forest-based sector. This situation is not guaranteed, however. On the contrary, the sector is subject to a variety of threats and challenges, mainly due to increased global competition, changes in the energy market and the concern for the effects of climate change.

The forest-based sector can turn these threats and challenges into opportunities though. This is precisely the goal of the FTP and its Strategic Research Agenda. Society demands and deserves higher added-value products in existing product segments. However, there is also need for the development of entirely new uses for wood as a raw material and a more active engagement in the bio-energy field. Indeed, “green” chemicals, novel composites, and the non-wood values of European forests are already identified as product opportunities.

New concepts that use wood will further contribute to mitigate climate change as all wood products in essence ‘lock up’ carbon. Wood can contribute in other ways too, though, for example by providing substitutes for non-renewable materials in sectors such as packaging, fuels, chemicals and construction.

However, to take advantage of all these opportunities, secured wood supplies are obviously vital. This is helped by the fact that Europe‘s forest areas are increasing, but even more important is to mobilise already existing forest resources in a sustainable way. Efforts are also needed to increase the growth yield of forest biomass through various measures. In order to secure wood supplies, Europe must also create a supportive policy framework that allows the use of the potential existing in Europe’s forests.

Furthermore, forests represent far more than a secure raw material supply base in today’s Europe.

For example, the forest provides a valuable resource in terms of recreation, tourism and other indirect ‘nonwood’ values.

The forest-based sector is well aware that it needs to develop open and effective communication channels with Europe’s citizens on issues of stewardship. As a result, the SRA also outlines the need for a scientific approach that will generate a better understanding of the public’s perceptions and concerns and provide effective responses. Sustainability, product development, resource availability, multiple forest use, biodiversity, the production of bio-energy and energy efficiency – in tackling all these areas and more, the SRA is clearly an ambitious undertaking.

Successful implementation of the SRA depends on bold steps and innovative ideas. Here, the research society has to take the lead with industry, forest owners and public bodies to clear a path toward commercial or societal implementation. A well-functioning innovation system, a strategic communication action plan, and activities in the field of education and training must support the drive to ensure that the sector’s vision for the future becomes reality – for the benefit of all.

Budget / Financing So far the FTP project has been financed by the industry through the European Confederation of Woodworking Industries (CEI-Bois), the Confederation of European Forest Owners (CEPF) and the Confederation of European Paper Industries (CEPI).

For the implementation stage, the FTP has been awarded an EC contribution from FP6.

Platform Activities and Structures at National Level In order to link the platform with its wide scope to the national levels National Support Groups (NSG) are set up serving as dual communication channels. The NSGs shall typically comprise representatives of the forest-based sector, including research, representatives of national financing and governmental bodies. All EU countries are invited to set up NSGs. The main roles of the NSGs are to:

• Secure that the key stakeholders are represented in the national group;

• Formulate national views on and inputs to the platform;

• Inform about the platform on the national level, e.g. contacts with authorities, public financiers etc.;

• Coordinate national research agendas.

So far 21 NSGs have been established.

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Internal Structures put in Place by the Platform

Openness and Transparency The FTP has implemented its own code of openness and transparency.

Cross-Platform Interactions The FTP is in close contact with related platforms are especially:

• Plants for the Future; • Technology Platform on Sustainable Chemistry; • The European Construction Technology

Platform; • Water Supply and Sanitation Technology

Platform; • Manufuture - Platform on Future Manufacturing

Technologies; • Biofuel Technology Platform.

Deployment Strategy The FTP has 21 National Support Groups many of which have received substantial back-up from national and regional government agencies and the industry. This will ensure a strong regional and national base for implementing the SRA. Orchestrated with the support of the European Commission on the European Level, the implementation of the SRA will generate a continuously changing portfolio of programmes and projects. The FTP implementation structure will increase the efficiency of dissemination, support the innovation process, training and education. The implementation of the SRA will require improved cooperation across the traditional value-chains and interactions with other ETPs and policy makers.

Need for Major Research Infrastructure No specific large-scale research facility has been identified as necessary to implement the SRA.

Next Steps The next FTP conference will be held in Hannover, Germany, 15-16 May 2007, with focus on innovation and lead markets for the forest-based sector. The conference is an official event under the German presidency.

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Global Animal Health (GAH)

www.ifah.be/Europe/euplatform/platform.htm

Technology Platform Contacts Technical contact: Declan O’BRIEN, Chairman, Executive Board, ETPGAH, International Federation for Animal Health Europe (IFAH-Europe) Managing Director, Brussels, BELGIUM animaltp@ifah.be Tel: + 32 2 54 75 60

Commission Services Contacts Dr Isabel MÍNGUEZ TUDELA, DG Research, "Agriculture, Forestry, Fishery, Aquaculture" isabel.minguez-tudela@ec.europa.eu Tel: +32 2 299 2109

Vision Document cordis.europa.eu.int/nanotechnology/nanomedicine.htm

Platform Launch Date December 2004

Strategic Research Agenda (SRA) Final May 2006 www.ifah.be/Europe/euplatform/SRA_May06.pdf

Executive Summary of SRA The Strategic Research Agenda (SRA) describes the research that is recommended in order to realise the aim of the platform, namely: - "To facilitate and accelerate the development and distribution of the most effective tools for controlling animal diseases of major importance to Europe and the rest of the world, thereby improving human and animal health, food safety and quality, animal welfare, and market access, contributing to achieving the Millennium De-velopment Goals."

The current focus of the platform is the development of vaccines, pharmaceuticals and diagnostic tests for major animal diseases.

There is a need to boost research by developing methodologies to prioritise requirements and develop more effective funding, so that new or improved veterinary medicines – vaccines, pharmaceuticals and diagnostic tests - can be delivered. Closely associated is the effort required to enhance and enable the effective transfer of innovations and breakthroughs from the research base into the development, manufacture, authorisation and distribution of new and safe products for practical use.

Stakeholders have defined the SRA setting out their common views on the necessary short, medium and long-term research, development and delivery needs for Global Animal Health over a period of 10 years. This will establish a framework for guiding research over this period. In achieving this, the anticipated changes in animal health and production worldwide must be taken into account. The SRA must also be

aligned to competitiveness and other Community policies and strategies. The SRA must also be closely linked to the Community Animal Health Policy Strategy which is currently under development and due for completion by 2007 covering the period 2007 to 2013.

The SRA considers the research necessary to ensure breakthrough and innovation in the development of new tools to control animal diseases. It also considers the research requirements to resolve the problems in manufacture, production and registration of new products. This involves identifying the research required to develop new methodologies and tests for demonstrating the safety, quality and efficacy of new products thereby enabling their rapid registration and approval by the regulatory authorities. As well as the specific research requirements, a number of critical factors linked to the successful transfer of technology from the research base to the development phase and subsequent manufacture are identified. It is these enabling factors which need to be enhanced before Europe will be in a position to compete successfully.

The SRA is organised around 6 themes to reflect the issues which impact on the successful transfer of ideas into deliverable products. In each of the themes a number of recommendations for research or other actions are suggested.

The 6 key interacting themes are:

1. To prioritise animal diseases; 2. To conduct a number of gap analyses;

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3. To ensure high quality relevant fundamental research;

4. To identify the enabling factors to improve the rate of Technology transfer;

5. To consider regulatory issues; 6. To maintain a Global Perspective.

The first stage in developing the SRA is to define a rational methodology to prioritise diseases within Europe and worldwide. This is crucial to set the priority framework for research into the new or improved tools for disease control and to ensure the most effective use of resources and research capacity.

An attempt at producing an interim list of priority diseases has been made with a preliminary gap analysis aimed at considering all available information on the interim prioritised diseases listed in Chapter 2. The objectives are to determine the gaps which currently exist in the knowledge and understanding of the diseases, gaps in the availability of products and the weaknesses of existing products. Finally the gaps in research activity within the EU were considered. A strategic approach should target all the gaps in a co-ordinated manner.

Action is needed to develop programmes to fill gaps whilst at the same time developing research collaboration and synergies to avoid duplication of research effort. A formal mechanism to identify research gaps is essential for success. Much of the current public research funding is targeted at problem resolution or at providing the evidence on which to base policies. Consequently, funding for innovation is lower than appropriate, resulting in difficulties in filling knowledge gaps. Furthermore, no single group has an overview to ensure an integrated and coordinated Research and Development (R&D) programme across Europe. Provision of such an overview would reduce duplication of effort, lead to a more effective use of resources and limited funds, encourage synergies, and enable major gaps in research to be identified and filled. A series of recommendations are made to develop the methodologies and to ensure that the research activity across Europe is coordinated.

Fundamental sciences are critical to the SRA since they act as the building blocks for the new technologies. Funding is vital for the fundamental sciences and it would be appropriate to consider specific programmes for each discipline. A series of recommendations are made. One of the most important is that a European Central Institution for Epidemiology and Infectious Diseases should be recognised to have responsibility for training epidemiologists, to create a critical mass for the future, and for acting as a repository for a range of databases on disease information.

The enabling factors to the better identification, development and use of innovation are an important component of the SRA. Five potential barriers to the efficient transfer of technology to enable development of new products are identified:- quality management, intellectual property rights, facilitation of technology transfer, education and training, and infrastructure. It is essential to minimise or overcome the effects of these barriers if the EU is to remain

competitive and to produce innovative and new products. Many enabling factors are involved in the successful delivery of new products. Perhaps one of the most important is the urgent need to establish a method for Europe to identify innovation, ensure the scientists involved understand the need to acquire patents and to fill the critical gap which currently exists between the science and the major pharmaceutical companies. A series of recommendations for action and research are made to improve the potential and reality of technology transfer.

Much has been achieved in Europe over the past 25 years to establish the standards for the supply and safe and effective use of veterinary medicines. The development of the regulatory controls now applied has resulted in the improvement of medicinal products and food safety, and developed the harmonisation of regulatory approach throughout the 25 Member States. Research and good scientific data underpin the regulatory processes across the world and provide the technical solutions to respond to the regulatory hurdles. The new legislation recently enacted in the EU could have a major impact and lead to considerable improvements in the regulatory process. The recommendations in the SRA are intended to identify the research needed to develop possible solutions to improve the regulatory process further thereby continuing the achievements of the past 25 years.

Societal studies are also needed to assess the impact of new technologies or alternative eradication programmes with the use of veterinary medicines and to evaluate the most effective ways to present the new technology to the public. An assessment of the risks and benefits of new products along with an evaluation of the risk communication and science strategies available to present the new technologies to the public would be valuable.

Finally, from a global perspective it is vital to work in partnership with countries outside of the EU. The global nature of many of these problems, and the scale and complexity of new product development means that solutions will not be very effectively produced or very robust if developed exclusively for and/or in Europe. The scale and complexity of vaccine, pharmaceutical and diagnostics development is such that alliances with non-European countries and international organisations such as the World Organisation for Animal Health (OIE) and the Food and Agriculture Organisation (FAO) will be essential. In general projects should be promoted in partnership with developing countries.

The recommendations in the SRA fall into three categories. First, the short term analyses which need to be completed in order to confirm the priority areas on which to focus research funding to meet the aims of the Platform. Although detailed analyses are recommended it is important to ensure that funding is primarily directed to research, which will deliver products. Second, the areas identified for funding. And third, the enablers which need to occur in parallel to ensure the successful outcomes from the funded research.

The next stage is to consider the full range of recommendations, classify them into one of the three

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categories above and identify which groups or organisations will take ownership and responsibility for progress. Linked to this is funding, and contact is required with the funding organisations in order to develop an action plan for a 5-year period; the strategy itself will cover the next 10 years. It is also anticipated that the recommendations in the SRA will be taken into account by the EU Commission when developing the work programme for the EU Framework 7 Programme. The Steering Council of the European Technology Platform for Global Animal Health working closely with all the stakeholders and funders will develop the Action Plan for the SRA to ensure that wherever possible the recommendations are implemented.

Budget / Financing The ETPGAH is currently finalising its Action Plan. The Plan is scheduled to be completed by February 2007 with costings attached in relation to the various proposals for action.

Sources of funding include FP7 and the EIB. However, a major effort will be made, via national Mirror Groups, to link into National funding. It is estimated that National funding is at least ten times greater than funding that might be anticipated from FP7. The targeting of this funding towards the priorities of the Action Plan is regarded as critical to the efficient use of resources in terms of developing innovative products that will deliver tremendous benefits to society.

Internal Structures put in Place by the Platform Structure and Governance The structure comprises: an Executive Board, a Steering Council, the stakeholders and a secretariat. The detailed terms of reference have been agreed and are available at the platform website.

The Executive Board Comprises 9 members selected from industry, users and public bodies with the participation of the EC as observer. The EB is responsible for ensuring that the process is directed in an efficient and transparent way implementing the recommendations of the Steering Council.

The Steering Council Comprises a maximum of 30 members, it constitutes a network connecting the platform to the major stakeholders and the pool of ideas. The SC oversees the TP and acts to move it forward. The EC attends as observer.

Stakeholders Comprise the organisations and individuals interested in the aim and objectives of the platform. Organisations: • European associations relevant to Animal

Health and Welfare and Food Safety representing industry. (IFAH-Europe, EuropaBio, diagnostics), farming industry (COPA-COGECA) and veterinarians (FVE);

• European Regulatory Authorities (Heads of Medicines Agencies, EDQM, EMEA);

• International organizations relevant to Animal Health and Food Safety (e.g. FAO, OIE, ILRI, WHO, etc.);

• Representatives from the European Research community (Institutes, Universities, Network of Reference Labs);

• Member States representation; • EFSA; • Invited experts from International Organisations

or NGOs and from regional organizations (Asia, Africa, Latin America)

The Secretariat Lead and hosted by IFAH-Europe. It coordinates the daily work of the platform including the organisation of workshops, editorials etc.

Member States The Member States are involved through the representation at the SC by 4 Chief Veterinary Officers (CVOs) responsible for Animal health Policy in each Member State. A representative of the Heads of Medicines Agencies of the EU, responsible for the licensing of veterinary medicinal products will also represent the Member States by membership of the SC and the EB.

Platform Activities and Structures at National Level Mirror groups are already set up or in development in several Member States: Spain, France, UK, The Netherlands, Italy, Nordic countries.

These Mirror Groups have already started, or will start very soon to dialogue with all relevant Interested Parties in their country, including representatives from Governments (Ministries), Universities, specific Research Organisations, if existing, and professional organisations (farmers, vets…) in order to avoid duplication of efforts and assess the existing resources and potential joint development possibilities.

Openness and Transparency All meeting (Executive Board, Steering Council, Stakeholders, Working Groups, Coordination Groups) agendas and minutes are circulated and placed diligently on the Platform’s public website (www.ifah.be/Europe/euplatform/platform.htm). A special “Interested Parties” mailing group has been established to inform all organisations and individuals that do not comply with the criteria to become a Platform Stakeholder.

Cross-Platform Interactions The ETPGAH is part of a “Knowledge Based Bio-Economies” (KBBE) group of platforms. This group meets a number of times per year in order to exchange information and experiences.

International Cooperation International organisations such as OIE, FAO, WHO, GALV, DFID, OUA, the SAP Institute are full partners of the Platform as formal Stakeholders. An International NGO (VSF), which is very active in Central and West Africa, is also a Stakeholder.

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Deployment Strategy The SRA will be implemented by an Action Plan that is currently in the drafting process.

Four Coordination Groups (CG) of experts, including Stakeholders AND Interested Parties, have focussed on the major themes of the SRA.

The ETPGAH will oversee the delivery of the Action Plan by communicating opportunities to engage in relevant research such as calls under FP 7 and by encouraging the activity of Mirror Groups to align National research programmes with the priorities identified in the Action Plan.

Over time, the SRA and Action Plan will be updated to reflect work completed ongoing priorities and new priorities that emerge over time. The ETPGAH will continue to perform the critical task of acting as a communications hub between the research community, funders and the users of technology such as Chief Veterinary Officers, Industry, Veterinarians and Farmers. This communication role will attempt to continue to identify the research priorities over time.

Need for Major Research Infrastructure The ETPGAH does not need a specific research facility, but will encourage the efficient use of existing facilities throughout Europe and the World.

Next Steps • 15 February 2007: Finalisation of the Action Plan

– identification on short term (1-2 years) and mid-term priorities (until end of FP7 – 2013) along with long term priorities that will continue after FP 7.

• March 2007: Recommendation for first projects in second FP7 call.

• Ongoing stimulation of the creation and successful operation of Mirror Groups.

• Ongoing communication of the contents of the Action Plan to founders.

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European Technology Platform on Industrial Safety (ETPIS) www.industrialsafety-tp.org

Technology Platform Contacts Technical contact: Richard GOWLAND, Chairman, European Process Safety Center, Rugby, United Kingdom rgowland-epsc@icheme.org.uk Tel: +44 1788 534410

Olivier SALVI, Vice-Chairman and Scientific Coordination, INERIS, Verneuil-en-Halatte, France olivier.salvi@ineris.fr Tel: +33 3 44 55 61 01

Administrative and Financial contact: Aleksandar S. JOVANOVIC , "ZIRN - Interdisciplinary Research Unit on Risk Governance and Sustainable Technology Development" - University of Stuttgart, Stuttgart, Germany Aleksandar.Jovanovic@sowi.uni-stuttgart.de Tel: +49 172 635 9190 or +49 711 685 83971

Commission Services Contacts Dr Ir Georgios KATALAGARIANAKIS, DG Research, "New Product Generation" georgios.katalagarianakis@ec.europa.eu Tel: +32 2 296 2922

Dr Achim BOENKE, DG Enterprise, "Chemical Products and Construction" Achim.Boenke@ec.europa.eu Tel: +32 2 296 07 56

Vision Document Safety for Sustainable European Industry Growth. www.industrialsafety-tp.org/downloads.aspx

Platform Launch Date 30 June 2005, Gdansk (Poland), at the ESREL 2005 Conference.

Strategic Research Agenda (SRA) Final version: January 2006. www.industrialsafety-tp.org/downloads.aspx

Overall Policy Objective

The overall policy objectives of the Technology Platform Industrial Safety are : • To gain ‘Safety for the Sustainable Growth of all European Industry’ by reducing the number of

accidents & by supporting safe technological innovation. This has a major impact on cost of manpower, availability of production systems and therefore on the competitiveness of the Industry.

• To bridge the different aspects of "industrial safety" (Occupational health & safety of the workers plus environmental safety including prevention of major accidents & protection of the environment).

• To facilitate and accelerate the breakthrough for progress in industrial environmental, health & safety (EH&S) via a co-ordinated, integrated research & implementation process.

• To valorise, exploit and implement results of research and innovative methods within Industry.

The platform will be a major industrial contribution to the design of Commission policies related to Safety and Health (particularly Framework Directive), Seveso II Directive, ATEX Directive, IPPC Directive, transport of dangerous goods, REACH, etc.

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Executive Summary of SRA It is expected that improving the level of industrial safety will sustain and foster the competitiveness of the European industry In particular, improved control of industrial risks will contribute to the sustainable growth of the European industry.

There is also a benefit to be expected from the development of a co-ordinated effort in safety-related research across industry sectors. As it stand today, the effort in Research & Development often remains fragmented, at both national and European levels, and no coherent attempt is made to transfer success from one industry to another or the benefits of research in one sector to another.

The ETPIS recognises that only an integrated approach to risk assessment and management will help introduce better and integrated safety standards across the European industry, along with occupational practice that matches the objectives of industrial safety. Such integration includes: man-machine interactions, organisational and cultural factors, influence of safety culture, etc. The ETPIS also recognises that it is through education and training that can be established a context wherein managers, technology developers and designers can create safe industrial systems, while operators at facility level also know how to operate and maintain these systems in a safe way. The methods relied upon by ETPIS partners include: modelling the risk, as well as reliability and availability of the systems throughout their lifetime. Purpose here is to be able to study the impact of new maintenance and repair schemes on system safety, life cycle costs, reliability, serviceability and quality. Another major problem facing many industrial products, structures and industrial facilities at large is the technical need, or economic pressure, to extend the lifetime of industrial systems and structures. It is therefore critical to ensure that this extension will not degrade the level of safety in industrial activities. This problem is being dealt with in different industries, which usually rely on the same main theoretical background but often develop different strategies and approaches. Thus, methods for the assessment of existing structures and equipment (reliability; ageing; etc.) are also addressed by ETPIS. This is also the case of approaches and criteria relied upon to extend, in a safe way, the lifetime of products and industrial systems. Purpose is that this practice of extending lifetime of systems and products is done based on properly identified and accepted levels of risk, reliability and availability.

For safety to be maintained throughout the operational life, safety management systems are required. These deal with physical systems, processes and people; these systems are based on measures including: risk elimination, prevention, control and mitigation, emergency response and recovery. All these features shall be used in different combinations, depending on the nature of hazards, precursors, accidental scenarios (e.g.: from benign incident to worst-case) and potential loss.

The ETPIS is closely co-operating with the industry-specific platforms, such as MANUFUTURE, ECTP, Sustainable Chemistry… The commitment of ETPIS is expected to help industry practitioners to identify

and prevent potential risks, understand and improve safety culture, and understand what other factors have an influence on safety. RTD Strategy

The analysis of the broader situation, regarding industry and safety interactions and issues, led the ETPIS members to propose a RTD strategy that focuses on 6 major challenges. These have been identified wherever there is a clear need to develop basic knowledge in safety sciences.

• Improving methods and technologies to reduce risks at work and to prevent major accidents

• Developing new risk assessment and risk management methods addressing the complexity of industrial systems

• Understanding the impact of human and organisational factors in risk control

• Improving knowledge transfer to industry and in particular SMEs, education and training activities

• Understanding emergent risks and cross-cutting risk & safety issues

• Structural safety

Budget / Financing The operating cost for the ETPIS is estimated at about € 400 k per year (including travel, I.T etc).

This amount corresponds to :

• Work and meeting of the Management Board, High Level Group and Advisory Council

• The supporting activities • The sectoral deployment • The work within the Focus Groups to define and

review the SRA

Today, the cost of the preparation of the ETPIS is covered by each leading participant who invests time and resources. Up to November 2006, it is estimated that € 400 k were spent to organise the initiative that resulted in : the constitution of a group with functioning rules (workshops and meeting), the share of a common Vision, the preparation of the Strategic Research Agenda, with several seminars and meetings. In particular, the ETPIS jointly with DG RTD have organised a Seminar ‘Sharing knowledge and vision in industrial safety’ in December 2005.

Additionally to these costs for operating the ETPIS, the implementation of the SRA is expected to require a budget of about € 60 M per year. This budget will be obtained through the contribution of industry, through national governments supporting the work of research organisation (universities, institutes, research centres), as well as through the European Commission.

A rough estimation of the split-up of financial resources among the ETPIS partners should be: 1. Industry : 30 %, 2. National governments : 50 % and 3. The European Commission : 20 %. In order to co-ordinate the work of the ETPIS among the Member States, it is proposed to create an ERA-NET+ in Industrial Safety.

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Internal Structures put in Place by the Platform The platform is currently organised in a number of support activities, horizontal task groups, and a number of focus groups. Two new focus groups (HUBs) have been created during the last year, answering the wish expressed by the members. A third dimension has been added with national platforms working in national language.

The TP is currently led by EPSC and INERIS, with the help of the Management Board constituted by the FG leaders and other key persons in charge of the operational deployment (link with national TPIS, link with other ETPs). The process of nomination of the Mirror and High Level Group is progressing : invitations have been sent.

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.

Platform Activities and Structures at National Level The level of implementation of National TPIS differs among countries. Since last Status Report, 3 NTPIS have been launched: Italy, Greece and Germany. At this moment the situation is as follows:

• A group of leading countries, composed by France, Germany, Greece, Italy, Poland and Spain, which respective NTPIS have been presented and/or launched and are already operating.

• A second group of countries constituted by Finland, Portugal, Middle East (Jordan), Norway, Romania, Slovenia and UK, which NTPIS are under construction; they are developing the first contacts with companies, competent Authorities and other interested parties in order to develop a base for launching the platform.

• A third group composed by the rest of the EU Members States that have not carried out any initiative at National level. ETPIS will have to promote the creation of these structures.

It is necessary to underline the clear orientation of the NTPIS towards the development of synergies with other NTPs in order to avoid overlaps and any duplication of work. In this sense, there have been established close relationships at national level, between NTPIS already operating and other NTP also related with safety issues, such as Construction, Sustainable Chemistry and Manufuture.

Openness and Transparency The ETPIS is open to any interested bona fide organisation, the only requirement being active participation in the Focus Groups of interest. The request for access is available through the dedicated web site of the Technology Platform. All organisations wishing to be associated with the TP must participate actively in the Focus Groups of its interest or in the strategic and tactical activities associated with the Management Board.

Roles and responsibilities of any organisation in the ETPIS have been clearly defined as it was voted at the General Assembly meeting attended by all stakeholders on 7th February 2006, at the following levels: General Assembly, Management Board, Research Focus Groups. Further open meetings have been held to allow the structure, its accountabilities and performance to be critiqued. In particular the Launch Meeting in June 2005 at Gdansk during the ESREL Conference. This was an open meeting with all stakeholders represented. The structure is shown in the appendix to this document. All proceedings of the TP are posted on an internet website. Access to the public area of the website is unrestricted. Proceedings and decisions are all accessible from the public area of the web site. In addition there is a member area which is accessible to all participants in the TP. Since the qualifications for membership of the Platform are simple to achieve for bona fide organizations, this does not present a significant barrier. These principles will be continuously emphasized throughout the Technology Platform and make clear to any participant or applicant for support.

Cross-Platform Interactions Interactions have been engaged with the following TPIS and correspondants have been nominated : ECTP, STEEL, MANUFUTURE, SusChem, Waterborne, ERTRAC, ERRAC, Hydrogen, EU-Mat, BioFuel, EMF… One representive of ECTP, MANUFUTURE and STEEL is taking part in the Management Board meeting to ease the communication and develop synergies with these ETPs.

International Cooperation ETPIS has developed relations with the following organisations :

• Society for Risk Analysis (SRA) and SRA Europe : www.sra.org and www.sraeurope.org

• ESRA : European Safety and Reliability Association – www.esrahomepage.org

• European Safety, Reliability & Data Association (ESReDA) - www.esreda.org

• ISO/TMB/WG Risk management – “Guidelines for Principles and implementation of Risk management”. International standard under development to provide the concept, guideline and a generic iterative process for the management of risk in any size organisation, see: isotc.iso.org.

Exchanges of work programme contents has started with Canada, and wishes to collaborate have developed with Romania, Ukraine, Middle East (Jordan) and China, in particular to guarantee a quick knowledge transfer.

Deployment Strategy Bringing the scientists together The ETPIS is based on activities currently running on European, national and private level bringing them together to maximise synergy on voluntary basis. It draws on the experience and knowledge accumulated in national and European frameworks concerning work and environment safety as well as pollution prevention. It seeks to establish a common

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“playing field” at operational level. The target is to create a European research community and a community of practice on industrial safety able to maximise the leverage effect of all available resources. Output : Annual colloquium to share the result of research.

Preparing the future (Periodic review and update of the SRA) The SRA need to be updated according to the evolving context and by taking into account the results of research and a specific review of stakeholder concerns and needs. Therefore, every second year the SRA will be reviewed and updated.

Output : Biennial workshop to review and update the Strategic Research Agenda.

The most important research topics will be determined thanks to a systematic and collaborative prioritisation exercise among the members of the ETPIS. They will be adapted to the objectives of each specific programme. In particular, it has been identified that ETPIS can contribute to the following specific programmes:

• Information and Communication Technologies : ICT to improve risk management;

• Nanosciences, Nanotechnologies, Materials and new Production Technologies : safer and cleaner processes, construction, nanosciences, multifunctional material, integrated risk management;

• Energy: risks related to hydrogen, LNG, biomass, CO2, safety of batteries;

• Environment (including Climate Change) : impact of natural hazard on critical infrastructures;

• Transport (including Aeronautics) : transport of hazardous goods, multimodal transportation;

• Socio-economic Sciences and the Humanities : new forms of governance regarding risk issues;

• Security and Space: reduction of vulnerabilities of critical infrastructure, crisis management.

Output: Contribution (input) to the Work programme of FP7.

Co-ordinating RTD efforts and linking with national TPIS The objective is to develop synergies between public and private sectors at regional, national and European level to optimise the resources allocated to research in industrial safety. This will result in consolidated financial plan for RTD, a scenario for financial funding using existing programmes, institutions and other funding mechanism. The national technology platforms will provide contribution in resources and work and distributing new knowledge and experience. Involvement at regional level through the "Pôles de Compétitivité" (like the Pôle Risques, www.pole-risques.com) and clusters is crucial to concentrate the research investment on key technologies. Therefore, the efforts have focus on the creation of national TPIS in 2005-2006.

Output : Distributed effort and consolidated financial plan for RTD (implementation of the SRA) and coordinated funding structure with creation of “ETPIS label” to identify projects relevant to the SRA

Implementation of the RTD results & measurement of the impact : The implementation strategy has to take into account the economical context and market opportunities. The improvement of the situation regarding industrial safety is dependant of the economical context and market opportunities. A formal step in the process of endorsement of research projects will be the firm, transparent, realistic and user stakeholder agreed implementation plan.

In pursuit of measuring progress in industrial safety and the impact of the ETPIS an expert group gathering representatives from industry, trade union, government, NGO is being created to select indicators and monitor them.

Output : Creation of the observatory of Industrial Safety

Communication strategy • Web Site was open in October 2004 :

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 sectoral or transversal topics related to industrial safety;

• 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.

Education and Training • 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.

Links with other international initiatives • Links to different industrial programmes (e.g.

Responsible Care). • Use of the existing networks between OSHA

Agencies in Europe, in the USA and other countries.

• Use of industrial networks when major industry members of the ETPIS operates international companies.

• A formal link is being established with the American Institute of Chemical Engineers, Section dealing with industrial safety.

Need for Major Research Infrastructure The safe development of new production technologies shall be enhanced thanks to specific research infrastructures to work on industrial safety. Therefore, New Production Technologies will benefit from joint calls between Cooperation and Capacities programme in particular to reinforce experimental research and provide a global offer concerning large-scale experiments. This has to be coordinated with the European Strategy Forum on Research Infrastructures (ESFRI).

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Next Steps Bringing the scientists together to prepare projects: • 27 & 28 November 2006 (Paris, France) :

Seminar ‘Implementing the SRA of ETPIS’ organised by ETPIS and EU-VRi (brokerage event to prepare FP7)

Preparing the future at the 2nd General Assembly (February 2007) • Periodic review and update of the SRA to be

discussed • Creation of a ERA-NET + in industrial safety • Discuss the opportunity to include "security

issues" as a Focus Group

Co-ordinating RTD efforts and linking with national TPIS: • Energise the operating national platforms • Develop synergies between national TPIS

(using ERA-NET +) • Continue the creation of a national TPIS in each

Member State

Co-ordinating with other ETPs & Associations: • Organise an annual meeting with other ETPs to

mutualise research effort and to disseminate results

Implementation of the RTD results & measurement of the impact: • Work in relation with the INNET Project (which

aims at providing assistance to SMEs in the financing of innovative projects, under the Competitiveness and Innovation Programme.

• Prepare a 1st draft of a consolidated financial plan for RTD involving the contribution of the various Member States and industry participation

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European Photovoltaics Technology Platform (Photovoltaics)

www.eupvplatform.org

Technology Platform Contacts Technical contact: Eleni DESPOTOU secretariat@eupvplatform.org, pol@epia.org Tel: +32 2 400 10 12

Administrative and Financial contact: Tomasz SLUSARZ secretariat@eupvplatform.org, adm@epia.org Tel: +32 2 400 10 14

Commission Services Contacts Georges Deschamps, DG Research, "New and Renewable Energies – PHOTOVOLTAICS" Georges.Deschamps@ec.europa.eu Tel: +32 2 295 1445

Vision Document A vision for Photovoltaic Technology. www.eupvplatform.org/fileadmin/Documents/vision-report-final.pdf

Platform Launch Date September 2004

Strategic Research Agenda (SRA) The current version of the SRA is available for public consultation on: www.eupvplatform.org/uploads/media/WG3_060717_SRA_ver17b.pdf The SRA includes technology priorities for short, medium and long term

Overall Policy Objective The Photovoltaic Technology Platform is an initiative which aims at mobilising all the actors sharing a long-term European vision for photovoltaic; implementing the European Strategic Research Agenda (SRA) for PV) and give recommendations for ensuring that Europe maintains industrial leadership.

Executive Summary of SRA A two-page summary of the SRA is available at this address: www.eupvplatform.org/uploads/media/WG3_ 061025_SRA_Executive_Summary_v1.pdf

Deployment Strategy The PV Technology Platform SRA will be used as input for the Commission annual Work Programmes to help define PV topics. Member States will implement the SRA by aligning their approach to funding research with the direction set out in the SRA. This is what WG3 expects from the months of work that it has put into writing the SRA. Targets for the market penetration of a variety of PV technologies are set out in the SRA. Those close to the PV industry and the general public will be able to measure whether the SRA is being adhered to and whether it is boosting the efficiency with which the PV industry works.

Budget / Financing It has been estimated that a total public expenditure of 156 M € per year would be needed to achieve the Vision target. Over the period 2007-2013, the private sector will provide the same amount of funding and later on increase to 2/3 of total funding. Private financing will be spent mostly on product development and near-to-market research. The ratio between short, medium and long-term research funding will be 2:2:1. The use of loans to has not been considered so far.

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Internal Structures put in Place by the Platform

Created in April 2005, the Steering Committee is comprised of 20 high level decision-makers representing all relevant European PV Stakeholders from 12 countries: • Industry: 9 • Research and technology: 5 • Policy and instruments: 6 The members have been appointed as individuals, on the basis of their knowledge and expertise. The Working Groups role is to ensure the definition and the implementation of an Action Plan for each group with the view to reach the goals set in the Strategic Plan. The PV Secretariat (PV-SEC) is a supporting entity to the PV Platform financed by the EC. It consists of 4 partners: EPIA (coordinator), WIP, EUREC Agency and the EC JRC (Joint Research Centre).

Its role is to provide organizational support and coordinate the flow of information between the Platform stakeholders, the working groups and the Steering Committee. The Mirror Group provides an interface between the activities of the platform and the public authorities responsible for PV research and dissemination programmes in the EU Members States and Associated States.

Platform Activities and Structures at National Level The European Research Agenda has been elaborated with the participation of national programme representatives and the PV-ERA-NET. In some member States, a National PV platform has been created to coordinate PV research and deployment activities at national level.

Openness and Transparency The PV Technology Platform is a non exclusive

grouping of people. The Steering Committee members are renewed every two years and all interested parties and relevant stakeholders can join the Working Groups via the PV-Secretariat or the Website: www.eupvplatform.org the communication tool of the platform: • All meetings of the Steering Committee and

working groups are announced in the website and all the related documents are published there.

• All PV-related questions can be addressed via website to the Secretariat, the Steering Committee or the leaders of the Working Groups.

Cross-Platform Interactions The EU PV technology Platform is participating at Platforms meetings and discussions with other platforms and the EIB. It has created permanent links with the Construction TP, the Sustainable Chemistry TP and the Smart grids TP.

International Cooperation Photovoltaics Research international collaboration has been developed since the 1970's with the USA (NREL) and with Russia (IOFFE Institute) . Recently through the PV secretariat permanent relations have been established with Japan, China and USA to exchange information on innovation, research and deployment programmes. Closer collaboration with third countries are explored for the implementation of the SRA.

Deployment Strategy • The PV Technology Platform SRA will be used

as input for the Commission annual Work Programmes to help define PV topics. Member States will implement the SRA by aligning their approach to funding research with the direction

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set out in the SRA. This is what WG3 expects from the months of work that it has put into writing the SRA.

Targets for the market penetration of a variety of PV technologies are set out in the SRA. Those close to the PV industry and the general public will be able to measure whether the SRA is being adhered to and whether it is boosting the efficiency with which the PV industry works.

Need for Major Research Infrastructure The PV platform might not need a specific large-scale research facility to implement its SRA but depending on the topics in the future Calls within the ‘Capacities’ Specific Programme a proposal for Research Infrastructure could be envisaged.

Next Steps WG1 tasks: • To provide ready-to-use reference material on

PV-relevant policies and instruments; • To engage in the dialogue within the relevant

policy discussions – link to platform Mirror Group;

• To outreach to relevant RES-e policy goals and stakeholders, i.e. RES-e 2020 goals;

• To provide input to policy consultation where appropriate (ongoing);

• To finalise Feed-In Tariffs model.

WG2 tasks: 1. BIPV

• Promotion of the PV Platform on the biggest building fairs in Europe;

• Cooperation with Construction Platform. 2. Access to the Grid Cooperation between both

financial and industrial communities • Production of a survey on the Grid Access in

cooperation with Council of European Regulators;

• Organisation of the workshop; • Recommendation to the EC, what efforts

have to be done in order to remove most barriers.

3. Quality • Facilitating the networking through the whole

value chain involving all actors; • Better understanding of mechanisms/identify

bottlenecks/propose solutions; • Solutions tailored to the industry needs and

controlled by the industry. 4. Financial issues

• Organisation of the workshop for investors on 13-14 Feb. 2007 in Brussels including 3 sessions :

• Photovoltaic Market trends; • Country market assessment; • Removing financial barriers.

5. Market • European PV Youth Campaign; • Proposal to be presented and published on the

PV Platform and EPIA websites; • Implementation expected for end of 2007.

6. Environment, Health and Safety • Survey on cost/effective solutions (Jan to May

2007); • Cooperation EPIA-BSW-PV Platform and IEA-

PVPS; • Expected result: Structure and methodology

to be suggested to the EC (WEEE revision).

WG3 tasks: • To finalise the SRA text by end of January for

publication in March 2007. • To publish the final version of the SRA and

prepare the Implementation Plan for the second half of 2007.

• To establish an agreement with the Mirror Group on the promotion/dissemination of the SRA for the Member States to adopt it as reference document. The members states will apply their country-specific template to determine/motivate their own research programme

• To evaluate (with the help of MG & PV-ERA-NET) the EC + national programmes and detect white spots & clear discrepancies to define actions.

• To prepare a modular slide set on SRA to facilitate communication with different target groups in all member states in a uniform manner

• To make available a glossy version of SRA February/March 2007.

• Publication of a press release to support the launch of the SRA.

• The MG members will present SRA to their own governments (if necessary with the help of WG3 members), ask for explicit feedback.

• First results of the whole process available before the GA2007.

WG4 tasks: • Introduction of action plan for the realization of

the project using FIT (Feed in tariff) in developing countries based on hybrid technologies.

• Search for financing and site selection. • Dissemination of model. • Replication in other developing countries

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Plants for the Future (Plants) www.plantsforthefuture.eu

Technology Platform Contacts Technical contact: Karin METZLAFF, EPSO, Executive Director, Brussels, Belgium PlantTP@epsomail.org Tel: +32 2 213 62 60

Simon BARBER, EuropaBio, Director Plant Biotechnology Unit, Brussels, Belgium PlantTP@epsomail.org Tel.: +32 2 739 11 76 Administrative and Financial contact: AnnaKarin HEDIN; EPSO, Executive Assistant, Brussels, Belgium PlantTP@epsomail.org Tel: +32 2 213 62 62

Commission Services Contacts Guillermo CARDON, DG Research, "Biotechnologies" Guillermo.Cardon@ec.europa.eu Tel: +32 2 295 68 20

Jacques REMACLE, DG Research, "Genomics and System Biology" Jacques.Remacle@ec.europa.eu (SSA project) Tel: +32 2 2963045

Vision Document Plants for the Future: 2025 a European vision for plant genomics and biotechnology www.epsoweb.org/Catalog/TP/TP%20Documents.htm (available in EN, FR, DE, HU)

Platform Launch Date June 2004

Strategic Research Agenda (SRA) Final SRA to be launched May/June 2007. Stakeholders proposal for a Strategic Research Agenda, published August 2005. www.epsoweb.org/Catalog/TP/TP%20Documents.htm

Overall Policy Objective To facilitate and accelerate the development and deployment of plant research, including genomics and biotechnology, to ensure European and global supply of healthy, safe and sufficient food and feed; work towards sustainable agriculture, forestry and landscape; develop green products; and contribute to the competitiveness of European agricultural, food and biotech industry, consumer choice and good governance.

Executive Summary of SRA The Strategic Research Agenda and Action Plan will endeavour to address five main challenges:

Challenge one: Basic Research

The successful implementation of the following challenges of this Research Agenda and the EU competitiveness depend on a strong European resource base: vibrant basic research, skilled and mobile researchers, access to key research infrastructures and networking. Specific goals are: advanced genome resources, advanced plant breeding, novel uses of genomic diversity, improved

GM technologies, multi-level precision phenotyping, systems biology, computational biology and modelling, basic plant processes.

Challenge two: Sustainable agriculture, forestry and landscape

The human population will continue to grow bringing with it increased constrains on the earth’s natural resources due to increase in demand for food and wood. Over the next 20 years, the challenge is not only to satisfy growing demand, but also to do it in a sustainable manner. Political and social will must lead the way. Europe’s common agricultural policy serving

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the agricultural self-sufficiency in the continent shows what can be done when the political will is there: Europe’s agricultural productivity has jumped two-fold within the last fifty years. This Technology Platform will result in new knowledge of plants that can help to address future needs. This knowledge will demonstrate what is possible in new energy-efficient farming practices and how the use of fertilisers and of phyto-chemical products can be modified. It will also help broaden the range of European crops, and reduce energy-consuming transportation of food.

The specific goals are: 1. Improve plant productivity and quality. 2. Optimise agriculture to further reduce its

environmental impact. 3. Boost biodiversity. 4. Enhance the aesthetical value and sustainability

of the landscape.

Challenge three: Healthy, safe and sufficient food and feed

Food demand is likely to rise significantly in the coming decades, straining agricultural resources further. This will be fuelled by population growth, which is expected to reach 9 billion by 2050. In industrialised countries, demand for high-quality and safe food will increase, while the poorest countries will continue to struggle putting food on the tables of their populations Meat consumption is expected to increase by 7% annually over the next decade, resulting either the need to double the arable land for animal feed or significantly increase crop productivity.

Diets and lifestyle are cornerstones of human health. Nutrition research can help identify the relationship between food and health and plant sciences can help develop specially tailored food products. We should exploit the potential of food for preventing the onset of chronic diseases such as obesity, diabetes mellitus, stoke etc.

The specific goals are: 1. Develop and produce safe and high-quality

food. 2. Create food products targeted at specific

consumer groups and needs. 3. Produce safe, high quality, sufficient and

sustainable feed.

Challenge Four: Plant based Products: Chemicals and Energy

Environmentally friendly bio-based ‘green’ products are an opportunity targeting the needs of consumers, industry, society and government. European welfare depends largely on the emergence of new and the growth of existing markets, while respecting the environment and responding to societal expectations. To this end, critical success factors are the ability of companies to innovate their product portfolio and diversifying away from fossil fuel-based products.

This requires quantum-leap innovations. The underlying concept is that plants are exploited as a production system in the broadest way imaginable.

This may include any plant species and range from their use as a production vehicle for proteins and chemicals for industrial and health use, to a

renewable, totally redesigned resource for the health, nutrition, materials and energy industries. This would provide the world not only with better, cheaper and safer products, but also with totally new products, production methods, land uses, jobs and ways of living.

The specific goals are: 1. Enabling research; 2. Biochemicals such as pharmaceuticals,

specialty chemicals and enzymes, industrial feedstocks and biopolymers; and

3. Bioenergy, consisting of biomass production and biomass utilization.

Challenge five: Competitiveness, consumer choice and good governance

The plant sector in Europe can only be effective in responding to society’s needs and building economic competitiveness if the scientific endeavour is matched with a political one. Certain aspects of plant science stand right at the frontier of human knowledge taking us into some uncharted ethical territory. The optimal way of resolving emerging ethical issues and to ensure that the plant sciences deliver the technology and applications people desire is to engage in a broad public debate.

Legal and regulatory issues, relating to the safety of the use of plants and the products resulting from innovations in genomics and biotechnology, together with the provision of choices for citizens, are important aspects that need to be addressed in a balanced manner. A careful weighing of the relative risks and benefits associated with these innovative products compared to the status quo needs to be achieved.

The financial environment for private investment in plant sciences and biotechnology depends very much on how markets for these products will develop. Stronger consumer confidence and a regulatory environment supporting open markets for high-technology plant products are likely to be the decisive elements in strengthening investor confidence.

The specific goals are: 1. Public and consumer involvement. 2. Ethical issues. 3. Safety and legal issues. 4. Financial environment.

Budget / Financing We estimate that public and private funding – at EU, national and regional level – will have to exceed 45 billion EUR over the next ten years if Europe is to remain competitive. This concerns the agro-food industry in the first place, which with more than 600 bill EUR in annual turnover, is the leading industrial sector in the EU. But it is also important for the chemical and energy industries. Our Science and Technology capacity will likely change the face of agricultural production, which employs 8% of the EU workforce and counts 17 million farms.

Internal Structures put in Place by the Platform The stakeholders of the TP Plants for the Future are academia, industry (crop improvement, seed, food, feed , new products, retailers etc. ), agricultural,

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forestry, educational, financial, consumer and environmental organisations. Permanent groupings are established to structure the work of the platform: The Secretariat – managing TP activities, balancing involvement of all relevant stakeholders, disseminatethe outputs. The Steering Council – ensuring all TP activities contribute to TP long-term goal, leading actors in TP initiatives, supporting activities & results of TP among stakeholders. The Mirror Groups – advising from the 3 political institutions at European level (Council, Parliament, and Commission), providing support at European, national & regional level, specifically for the implementation of TP recommendations. In addition to these, ad hoc committees are formed to approach a specific short-term task.

Platform Activities and Structures at National Level Consultations on the SRA Proposal in 19 European countries in 2005/6 with national stakeholders and ministry representatives provided comments that are now being incorporated into the Final version of the SRA. The contacts made during the consultations will now be used to set up a Member States Mirror Group. National stakeholders and ministry representatives will be approached again in the future to discuss how best to implement the SRA at national and trans-national level.

To the Survey on Possible Future Plant Research Activities in Europe, carried out 2006, over 280 research plans were submitted involving 42 nations. The analytical report was disseminated to European and, via the ERA-Net on Plant Genomics, to national research councils and agencies as unique “bottom up” analysis of the preparedness of European plant scientists to contribute to strategic research objectives. The TP encourages discussions between European and National research.

Openness and Transparency The first goals of the Plants for the Future TP were the development of a SRA and an “action plan” to set these research priorities in motion. The process for developing these drafts has, while being coordinated by a Steering Council of stakeholders, been made available on an open website to anyone with an interest in this subject. The draft was developed by stakeholder experts through a series of four workshops. Afterwards a number of consultations took place with the European Parliament, the European Commission and in Member States, involving some 1500 people. The results of these consultations are incorporated into the final SRA. Members of the Steering Council participate in meetings across Europe to provide information about the TP and encourage participation of those interested. All information on the process, meetings, publications, Code of Conduct is available at www.plantsforthefuture.eu. Anyone is welcome to contact us at PlantTP@epsomail.org.

Cross-Platform Interaction The Plants for the Future TP is part of the Network of Knowledge-Based Bio-Economy TPs, the “KBBE-ETPs”. These TPs agreed to establish a network with a “light mode of interaction”. They cooperate

through: Joint meetings organised by the EC; joint informal meetings, the next one to take place in Feb 2007; and joint activities, such as discussion on FP7 with the European Parliament, Member States and the Commission.

International Cooperation The Plant Sector is a global challenge and opportunity that needs and will benefit from interaction beyond Europe. During the course of the Project representatives from the Plants for the Future TP have participated and presented the work of the TP at international conferences in e.g. Australia, Russia and Romania. Further, discussions have taken place in Belgium with visiting heads of institutions and CEOs of companies from New Zealand, USA etc.

Deployment Strategy As a basis for future implementation, the TP carried out a Survey on Future Plant Research Activities in Europe: Academic and industrial scientists in Europe contribute to a survey of current and possible future trans-national collaborative research activities in Europe relevant to plant science. The survey was carried out in 2006 via a web-based portal. Some 280 research plans were submitted involving partners from 42 nations, with a total budget of nearly € 1.4 billion. The analytical report bioinformatics.psb.ugent.be/FPRA/ was disseminated to European and national research councils and research agencies as a unique “bottom up” survey of the current preparedness of European plant scientists to contribute to strategic research objectives. The gaps between strategic objectives and research preparedness will be addressed in specific workshops. The TP encourages discussions between European and National research that promote the implementation of the SRA.

Need for Major Research Infrastructure In progress, will be developed in the coming year.

Next Steps • Finalising the Strategic Research Agenda 2025

and the Action Plan 2010 (launch May/June 2007).

• In parallel already input to European (FP7) and National Programs (ongoing).

• Stock Taking of existing and planned activities contributing to the SRA in Europe at national and European level (foreseen, possibly via the ERA-Net on Plant Genomics).

• Consultation with European nations, members of the European Parliament and the European Commission on the implementation of the Action Plan 2010 (throughout 2008).

• Interaction with related TPs, eg. KBBE ETPs, and the ERA-Net on Plant Genomics.

• Longer term implementation of the proposed activities at European and national level in the public and the public / private sector using the recently published Research survey report.

• Monitor progress and amend the Research Agenda.

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Sustainable Chemistry (SusChem) www.suschem.org

Technology Platform Contacts Technical, administrative and financial contact: Dr Marian MOURS, Cefic, Brussels, Belgium mms@cefic.be or suschem@suschem.org Tel: +32 2 676 73 87

Commission Services Contacts Dr Andrea TILCHE, DG Research, "Environment, Environmental Technologies - Pollution Prevention" andrea.tilche@ec.europa.eu Tel: +32 2 299 63 42

Jürgen BÜSING, DG Research, "Environment, Environmental Technologies - Pollution Prevention" Juergen.buesing@ec.europa.eu TEL: +32 2 295 56 25

Vision Document European Technology Platform for Sustainable Chemistry: The vision for 2025 and beyond www.suschem.org/media.php?mId=2170

Platform Launch Date June 2004

Strategic Research Agenda (SRA) Final - November 2005 www.suschem.org/media.php?mId=3670

Overall Policy Objective The European Technology Platform for Sustainable Chemistry aims to boost research development and innovation in Europe in the areas of chemistry, biotechnology and chemical engineering.

The objectives are to foster the development of innovative chemistry and technologies that contribute to sustainability and ongoing competitiveness of the European chemical industry through:

• Development of leading-edge advances in environmentally respectful, energy and resource efficient processes and product technologies in the three main technology innovation areas: industrial biotechnology, materials technology and reaction and process design.

• Actions that may allow identifying and addressing major barriers to innovation in chemistry.

Executive Summary of SRA The European Technology Platform (ETP) for Sustainable Chemistry (SusChem) has prepared a Strategic Research Agenda (SRA) which outlines the future priorities for European research efforts as perceived by its stakeholders. The document comprises the contributions from four working groups, tasked with identifying key areas of research, the limitations and hurdles faced by researchers, and to propose amendments where necessary for future activities. This process was conducted in an open and transparent fashion, with participants from all spheres of society, from non-governmental agencies through academics to the industry representatives.

The SRA document is structured in such a manner as to address all aspects of research within the European Union. The SusChem Vision is discussed,

followed by the economic and social importance of the chemical industry in Europe, the structure of the ETP, the synergies with other ETPs and the thematic priorities of the 7th Framework Programme.

This is followed by an examination of the societal needs that are the driving force behind the activities of SusChem. Three truly visionary projects are described that give an impression of what will be possible in the future using the results of SusChem’s proposed research. A budget to realise the goals and targets set by the working groups in the SRA document has also been developed.

The Industrial Biotechnology section details the approach to make Europe's industries leaders in biotechnology processes and technologies for various sectors, including chemicals, textiles, leather, animal feed, pulp and paper, energy and waste processing.

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Industrial Biotechnology plays a significant role in increasing the sustainability of the European economy. It will be one of the key contributors to the competitiveness of many of Europe's industries. From a business perspective the main objectives for R&D in Industrial Biotechnology are the development and production of novel, innovative products and processes in a cost- and eco-efficient manner, and the discovery and optimisation of strains and biocatalysts.

The Materials Technology section focuses on materials for mankind's future surroundings, which will be designed to enhance the quality of life. These materials will make life simpler, easier, safer, better, and more importantly place mankind at the centre of technology. One important factor will be the role of nanoscience, and the related nanotechnologies, in providing the knowledge necessary to lead to new innovative products and process methods. Nanotechnology is presented as an important enabling technology for the development of new material technologies.

The Reaction and Process Design section considers the developments necessary to achieve sustainable development: the identification, design and development of appropriate products and the processes that will produce them. These fundamental enabling technologies contribute to the entire life-cycle of processes ranging from product development via catalyst and process development, plant development and operation to product handling and logistics. By integrating the complementary approaches of chemical synthesis and process design and engineering, and providing key contributions to all relevant steps from reaction to viability of process plants, they can be applied to all areas of chemistry and biotechnology.

The Horizontal Issues section focus is to find better solution for these innovations, thus providing improved security for our society. The top level goal is to ensure that the citizens of the EU benefit from the development and use of innovations based on the SusChem SRA. In particular there is a need to ensure that SusChem technologies lead to wealth and job creation within the EU. Priority areas for further work within the horizontal arena fit into two themes: addressing environmental, health and societal concerns associated with new products and processes; and stimulating support for innovation. These include the evaluation and improvement of funding models for innovation as well as means to develop the appropriate skills sets to enhance the human capacity that will underpin these innovations.

To provide guidance in setting priorities for the SusChem technology areas, a strategic assessment of the factors influencing the chemical industry with a special focus on innovation was performed. The SusChem strategic research agenda was developed with this analysis in mind, focusing on current strengths and especially future opportunities for the industry. Downstream users have been involved to ensure that SusChem addresses their future needs. Innovation in products and processes will be essential for the future of the industry in Europe. Advances in chemistry and biotechnology, and new enabling processes and pathways leading to innovative products are a key element of a European research strategy.

Sustainable chemistry provides important enabling technologies for innovation in other industrial sectors which are particularly important for economic growth in Europe. At the same time sustainable chemistry contributes to the other pillars of the ‘Lisbon strategy’ by creating highly qualified workforce and attractive employment opportunities, and by contributing to sustainable development and to protection of the environment.

Budget / Financing SusChem offers a unique opportunity to focus European spending in chemical R&D towards the most promising areas in respect of their impact on the overall goal of sustainability and a high level of competitiveness. A unanimous effort by European research funders, both public and private, to avoid duplication of research and to make the best use of resources will lead to a more efficient European Research Area. Achievement of the SusChem goals will require significant funding, the order and the anticipated sources of which are described in detail in the Implementation Action Plan. The collaborative activities necessary to pave the way to achieving the SusChem vision require funding in the order of € 1,400 million annually in the coming years, approximately 50 % of which should come from public sources (both European and national). This figure demonstrates the expectations from SusChem stakeholders in terms of public contributions and at the same time gives an estimate of the amounts the private sector is willing to spend on SusChem R&D priorities provided that public co-financing is secured.

The landscape for research funding in Europe is remarkably fragmented with a multitude of different pan-European, national, and regional players being involved. The European Union funding under the Research Framework Programmes accounts for a small fraction of available funding only. For Europe to increase its competitiveness, and the value of its research funding, it is essential to coordinate available resources where this is feasible and meaningful. SusChem will actively seek to continue its current collaborations with some of the relevant ERAnets and establish coordination and alignment with others to help achieving this goal.

Internal Structures put in Place by the Platform SusChem comprises three technology sections, Industrial Biotechnology, Materials Technology and Reaction & Process Design, and a cross-cutting Horizontal Issues Group. A high-level board, consisting of nominees from the main stakeholder groups (incl. SME and research NGO representatives and an open position for a representative from the financial community) and representing the three technology sections and the Horizontal Issues Group, manages the Platform's overall activities. Essentially the Board has a strategic role - it sets directions, policies and strategies. Two other groups also input into the platform, the Member States Mirror Group and the Industry Steering Group. SusChem is supported by a secretariat.

Downstream users, SMEs, industrial and academic researcher are present in all working groups, the horizontal issues group also involves consultants and

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civil society organisations.

Platform Activities and Structures at National Level SusChem has a very active Member States Mirror Group with representatives from almost all 25 Member States as well as Norway and Switzerland. They contribute to a direct communication between SusChem and national research policy makers and funding agencies.

The European Chemical Regions Network (ECRN), representing important chemical industry regions in Europe, is also present in this MSMG.

Several national SusChem platforms or similar organisations exist, for example in the Czech Republic, France, Germany, Italy, Spain, and UK.

Contacts to regional governments and institutions (e.g. in Asturias, Lombardy, North Rhine-Westphalia, Saxony-Anhalt) exist through the ECRN on SusChem’s European level and through the national platforms.

Openness and transparency SusChem has engaged with existing and prospective stakeholders in 4 major stakeholder events between November 2004 and August 2006. The last one was held in conjunction with the 1st European Chemical Congress (around 3000 registrations) to engage even more potential stakeholders.

All our major documents (vision, strategic research agenda and implementation action plan) have been published in draft form on the Internet and consultation and feedback of these documents were sought actively via the Internet and by addressing relevant stakeholder groups before finalisation of those documents.

We have published 4 newsletters announcing progress, major events, upcoming documents, national activities, etc. during the last one and a half years.

All relevant information on the platform is publicly available on our dedicated website.

SusChem stakeholders and partners have been involved in various conferences, workshops, seminars and fairs (e.g. ACHEMA, the world largest fair for chemical engineering in May 2006) throughout Europe to promote the ideas of the platform and to foster new relationships with potential stakeholders.

Cross-Platform Interactions As an enabling technology in different industry sectors SusChem is relevant for a number of different technology platforms as outlined in the SRA (p. 16). SusChem is part of the informal platform network in the KBBE (knowledge based bio economy) area through its Industrial Biotechnology Section. Other platforms in this network include Plants for the Future, Forestry, Food for Life, and Biofuels. SusChem has sent its draft Implementation Action Plan to various other related technology platforms for commenting. SusChem partners and

stakeholders are also discussing common interests on a bilateral level with other platforms such as for example Construction, EuMaT, Industrial Safety, Photovoltaics, and Textile.

International Cooperation SusChem took note of and discussed its activities with similar initiatives in the US and Japan. At the last stakeholder meeting in August 2006, we invited a representative from the National Natural Science Foundation of China talking about the prospects for Sustainable Chemistry Innovations in China. Norway and Switzerland as FP associate countries are actively involved in the working groups and the Member States Mirror Group.

On a case by case basis it might be useful for SusChem to cooperate with other countries outside the EU. Potential examples are Russia in the field of industrial biotechnology or Asian countries for education and research training and exchange.

Deployment Strategy www.suschem.org/media.php?mId=4885

SusChem is currently finalising its Implementation Plan, a draft of which was presented and discussed at the 4th stakeholder meeting in Budapest in August 2006. The Implementation Action Plan (IAP) explains how the research priorities that were identified in the SRA can be implemented. For each research theme it describes in detail the issues that need to be addressed to realise its respective potential. It also illustrates activities required by SusChem, its stakeholders and other parties to facilitate this process. While the SRA focused on topics and themes, the IAP focuses on activities and actions.

Each priority, for which the most immediate actions are needed, is defined in terms of key activities, players, budget lines and time frames. Priorities and activities described in the IAP are organised around 8 themes of major importance for sustainable chemistry: bio-based economy; energy; health care; information and communication technologies; nanotechnology; sustainable quality of life; sustainable product and process design; and transport. For each selected activity, the reasons for choosing it, expected outcomes, contribution to gap closure, requirements, time frame, and other valuable information are presented.

SusChem is planning to monitor the implementation of the research agenda making use for example of its wide stakeholder base. Estimated future market sizes for new products to be developed under the SusChem regime are given in the SRA.

Results from the research proposed in the SusChem SRA will impact almost all areas of our society, and thus promote sustainable development in Europe. Three visionary projects, a smart energy home, an integrated biorefinery demonstration facility for research and scale-up, and a future fast and more flexible F3 factory are described in the IAP. These projects paint a picture of what will be possible in the future by applying the results of the research proposed. Their realisation will play a crucial role to demonstrate the full potential of the SusChem SRA.

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Need for Major Research Infrastructure The three SusChem visionary projects can be considered as major demonstration and research infrastructures: 1. The Smart Energy Home; 2. The integrated biorefinery demonstration facility; 3. The F3 factory.

More details regarding those projects and the planned steps towards their realisation are available in the IAP.

Next Steps Fostering chemistry and biotechnology research and innovation in Europe will remain SusChem’s key goal. SusChem’s role in the future is thus a logical continuation of its recent and current work. Its aim will remain that of achieving the conditions necessary in Europe for innovation in chemistry, industrial biotechnology and chemical engineering by monitoring the implementation of the SRA, by actively engaging in the political debate in Europe, and by providing support to researchers and innovators.

In addition to promoting its vision, reviewing progress and updating a rolling programme of research, it is essential for SusChem to meet and satisfy the needs of its stakeholders and to continue to be a forum to turn dialogue into actionable outcomes. Therefore, SusChem will take on a role as information platform facilitating networking and exchanges between researchers and manufacturers, funders, governmental bodies, academic institutions and NGOs. SusChem intends to provide a service that clearly differentiates it from other networks in the mind of existing and potential members so that it is seen as the preferred point of entry into all SusChem-related technologies.

Implementation monitoring SusChem will: • Establish an implementation monitoring system

encompassing both European and national programmes.

• Prepare a yearly assessment of achievements based on the monitoring.

• Promote yet unmet SRA and IAP priorities with policy makers, funding bodies and other SusChem stakeholders. This will include the organisation of review meetings between SusChem Board and Commission and Member States’ representatives to agree on improvements and priorities for the future.

• Update its Strategic Research Agenda and Implementation Action Plan when appropriate. The current expectation is that the SRA will be updated every 5 years, and the IAP will be updated every 2 years.

SusChem also expects to take a more active role in respect of Horizontal Issues.

Promoting the SusChem vision Activities which are necessary include: • Continued advocacy for chemistry and

biotechnology research and innovation at an European level. Activities, such as public engagement and innovative communication, aimed at increasing public awareness and perception of sustainable chemistry.

• Follow up work on visionary projects.

SusChem will also engage in: • Keeping a direct contact to national SusChem

platforms and ERAnets as well as supporting the establishment of national platforms where they do not exist.

• Remaining an important communication link between EC Directorates and national funding organisations (e.g. via the MSMG).

• Working towards alignment between FP7 and national programmes.

SusChem support SusChem will: • Engage in activities to provide a communication

link between EC Directorates, national funding agencies, and SusChem stakeholders.

• Act as a dissemination platform for SusChem related information on call for proposals, projects, etc. via:

− The SusChem website; − Regular newsletters and electronic mailings; − Press releases; − Meetings including stakeholders, user group

members and project representatives; − Presentation at relevant fairs.

• Support activities to facilitate partner searching for those working in SusChem areas. Possibilities currently under consideration are for example the publication of stakeholder interests on the SusChem website or the organisation of partnering activities in specific cases.

• Work to establish and organise dedicated user groups and fora for wide-spread implementation of concepts and results from SusChem related projects.

Concrete example: 5th stakeholder meeting on 8 March 2007 in Brussels.

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Water Supply and Sanitation Technology Platform (WSSTP) www.wsstp.org

Technology Platform Contacts Technical contact/Administrative and Financial contact: Adriana HULSMANN KIWA, Coordinator secretariat, Kiwa Water Research, Nieuwegein, The Netherlands adriana.hulsmann@kiwa.nl Tel: +31 30 606 9654

Commission Services Contacts Andrea TILCHE, DG Research, "Environmental Technologies and Pollution Prevention" andrea.tilche@ec.europa.eu Tel: +32 2 299 63 42

Panagiotis BALABANIS, DG Research, "Environmental Technologies and Pollution Prevention" panagiotis.balabanis@ec.europa.eu Tel: +32 2 299 3630

Vision Document Final October 2005. Water safe, strong and sustainable, European vision for water supply and sanitation in 2030. October 2005.

Platform Launch Date June 2004

Strategic Research Agenda (SRA) Final October 2006. Water Research- A necessary investment in our common future. www.wsstp.org/Shared%20Documents/WSSTP%20report%20for%20public%20consultation/ Strategic%20Reserach%20Agenda%20documents/Strategic_Research_Agenda_2006_WSSTP_.pdf

Overall Policy Objective To bring together all stakeholders involved in water supply and sanitation in Europe, manufacturers, water suppliers, waste water managers, research community, technology developers and suppliers, consumer organisations, scientists etc. To jointly define a common vision for the short, medium and long term, the associated research needs for these periods and to set research priorities and accompanying implementation plans. To increase the competitiveness and sustainability perspectives of the European water sector and to contribute to the relevant Millennium Development Goals.

Executive Summary of SRA The experts working together in the WSSTP have jointly identified four major challenges for the future of water in Europe and beyond. These four challenges are:

• Increasing severity of water stress or shortage of water, affecting an ever increasing part of the world. Primary drivers for water stress are high population density, extensive and inefficient irrigation, rapid industrial growth and changes in rainfall patterns. Water stressed areas need to be managed in such a way that water is no longer a barrier to economic growth and human and animal welfare and health.

• Urbanisation. Rapid increasing urbanisation is one of the most distinctive changes of the

previous and current century. In the near future more than 65% of the world population will be living in urban areas. Flexible and innovative solutions are needed to cope with sudden and substantial changes in water demand for people and their associated economic activities. There is an increasing need for innovative water supply methods and technologies, while water re-use options have to be further developed and implemented.

• Extreme events Climate change is not just a challenge of long term changes in average precipitation; it is also the challenge of increased frequency and severity of extreme events as droughts and floods. Both have a devastating effect on human and animal life and on the

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economy. There is a need for appropriate, timely and readily understandable mitigation, warning and management methods and measures to keep short and long term damages as limited as possible. Solutions are required which will significantly reduce the social and economic impact.

• Rural and under-developed areas in need. Many of such areas exist within and outside Europe, many of which lack any significant infrastructure such as water and waste water services. People are self supporting and have small scale agricultural activities, while industrial activity is mostly absent. The development of such areas is economically not interesting for private enterprises and is left to municipalities and regional or national governmental bodies which often lack money and the know-how for proper improvement. Improvement will make the areas more attractive for new activities and will boost the development in such regions and will reduce the need to migrate to urban areas.

Common solutions for all challenges are:

• Integrated and transparent management of water resources.

• Balancing demand and supply by water saving, increased re-use (water and waste as useful resources) and by exploiting alternative water sources such as brackish water, seawater and treated waste water.

• Ensure the quality and security of water, by knowing the quality of water everywhere in the water cycle and produce and use water fit for purpose. Real time monitoring tools and models are required within the whole water cycle be it water resources management, water for people, water in industry or water in agriculture.

• The development of a new approach to the design and operation of water assets is needed, with emphasis on small scale decentralised systems to reduce the need for extensive networks and to ensure a higher degree of flexibility to changing conditions and demands.

• A reduction of the environmental impact of (waste) water services, through a reduction in energy consumption and an increased re-use of energy, minerals, valuable waste water flows and other resources produced in various processes and water cycles.

• A number of enabling conditions have to be met to achieve a successful implementation of the technological innovations, such as a sound socio-economic, socio-cultural and legal framework. This to ensure contributions from private and public stakeholders, the scientific disciplines and the civil society.

Budget / Financing There will be two major ways for the implementation of the SRA which are: grants and subsidies and debt financing. Financial tools within the first category are: national research grants and subsidies, FP7, bilateral funds (member states, third country and EU third country), translational programmes (EUREKA cluster on water), European Investment Bank (Risk Sharing Finance Facility) and the structural, regional and cohesion funds.

The second category - Debt Financing-concerns public-private partnerships with financial participation of the problem owners as well as of the participating industrial partners.

Financial details will be further describes in the Strategic Deployment Document but a first estimate for the required contribution from the FP7 programme has been made and presented to the EC:

FP7: • A total of 6 Integrated Projects totals € 150

million; • A total of 3 NoE totals € 60 million; • A total of approximately 36 Streps totals € 108

million; • Grand total expected contribution from FP7 to

the implementation of the SRA: € 318 million.

Internal Structures put in Place by the Platform The SRA will be implemented through 6 Pilots each addressing a major water challenge in Europe. The 6 Pilot themes are:

1. Mitigation of water stress in coastal zones; 2. Sustainable water management inside and

around urban areas; 3. Sustainable water management for agriculture; 4. Sustainable water management for industry; 5. Restoration of degraded water zones

(groundwater and surface water); 6. Adaptation and mitigation of extreme hydro-

climatic events.

Within each pilot commercial Consortia consisting of various types of stakeholders will carry out Implementation Cases in real life situations. The Platform and its bodies will be transformed and organised to enter and execute this next phase. Important bodies that still have to be detailed in the ToR are WSSTP Executive Board, General Assembly, Member States Mirror Group (MSMG), Pilot Advisory Panel, Pilots Coordination Committee, Financial Engineering Committee and the Secretariat. Details of the organisation of the future WSSTP will be available in the Implementation Plan from October 2006 onwards on the WSSTP website.

Platform Activities and Structures at National Level The MSMG and the Secretariat actively encourage and support the establishment and the related work of the national platforms. National branching is considered to be one of the major success factors for the WSSTP. National branches already exit in Denmark, Finland, Germany, the Netherlands and the United Kingdom and are in preparation in many other countries.

Openness and Transparency The openness and transparency is considered to be very important for the WSSTP. We try and involve all stakeholders in a number of ways:

• All draft versions of the WSSTP documents are published on the website for comments and input.

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• The platform is open to all interested parties. During the preparation phase of the documents interested parties were directed towards the Thematical Working Group(s) closest to their interest.

• During the large scale Stakeholder Event in Budapest in 2006 everybody was invited to attend and give input on the Vision Document and SRA

• At the moment the platform is in a transitional phase and it is not possible to directly answer to requests for involvement. In the future once the ToR has been adopted and the new structure is in place it will again be possible to answer to all requests. Deadline for the new structure is the end of 2006.

• In addition the platform will start an internet consultation asking for expressions of interest to participate in the implementation cases.

Cross-Platform Interactions Within the platform a sub-group has been set up with the objective to prepare a strategy for cooperation with other TP’s but also with other major projects on related issues, examples are: Aquastress, Switch and Techneau.

Within the platform there are linking pins with other platforms, such as the Construction Technology Platform, the Sustainable Chemistry Technology Platform and the Zero-emission Technology Platform. The chair of the Board takes part in the European Technology Platforms Financial Engineering Group.

International Cooperation Third countries interaction is foreseen in the implementation cases that are currently being defined. Also third country involvement is guaranteed through links with the EUWI within the Board members of the platform and indirectly through bilateral contacts of Board members. The WSSTP could improve on this aspect.

Deployment Strategy The Deployment Strategy will be delivered in 2007. A first step has been made with the production of an Implementation Plan, which will be finalised in October 2006. The IP includes general descriptions of the implementation of the SRA which will be worked out in much more detail in the SDD. The SDD will also include commitment from relevant stakeholders and a firm and sound financial engineering plan for the implementation cases within the pilot themes.

Need for Major Research Infrastructure Major research infrastructures mentioned within WSSTP are:

1. Hydrological Observatory Network 2. HYDRALAB 3. Technology Networks for Establishing and

Improving Sustainable Farming Practices 4. Integrated Agricultural Monitoring and Decision

Support PlatformBELISSIMA – Investigation on micro-compounds in the MELISSA loop

5. FIPES - Facility for Integrated Planetary Exploration Simulation

Next Steps Before end 2006: • Final version Strategic Research Agenda • Final version Implementation Plan • Registration WSSTP on the basis of the ToR 2007 • Internet Consultation Expression of Interest

Implementation Cases • First draft Strategic Deployment Strategy • Strategy for interaction with other TPs and

related major European projects • Start of one or more of the Pilots

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Waterborne TP (Waterborne) www.Waterborne-tp.org

Technology Platform Contacts Technical contact: Michael VOM BAUR, Secretary, Aker Yards, Germany Michael.vombaur@akeryards.com Tel: +49 170 7671302 Administrative and Financial contact: Paris SANSOGLOU, Secretariat, CESA, Brussels, Belgium ps@cesa.eu Tel: +32 2 282 03 53

Commission Services Contacts Joost DE BOCK, DG Research, "Surface Transport" Joost.De-Bock@ec.europa.eu Tel: +32 2 296 9089

Vision Document The Waterborne sector: A Key Asset for Europe’s Development and Future. www.Waterborne-tp.org/bal_ims_controler.php?menu=YmVmPTgzZG1qZTVgMGk3Zg===&page=1&reset=search

Platform Launch Date January 2005

Strategic Research Agenda (SRA) Overview (Final - May 2006)- Implementation Plan (draft - December 2006). www.Waterborne-tp.org/bal_ims_controler.php?menu=NjEyaWJpamM+MTJnYTg3Zg===&reset=search&page=1

Overall Policy Objective The primary policy objective of the WaterborneTP is to support the Research Policy. WaterborneTP is a forum where all the stakeholders develop on a medium to long term Vision for the maritime industry and Waterborne transport and operations, assess the key challenges, formulate the R&D actions to be fulfilled for meeting these challenges in a Strategic Research Agenda and promote the mobilisation of the necessary resources.

Executive Summary of SRA The history of civilisation and of commerce cannot be separated from that of Waterborne transport. Trade of goods, passenger transport, exchange of knowledge, and the development of cities, regions and even civilisations, were in past centuries often only possible by means of Waterborne transport.

Today’s Europe would not be one of the world’s most powerful regions, giving a stable and safe standard of living with a high social security for around 400 million citizens, without the performance of Waterborne transport and operations, including the related European industry, know-how and professionals. Always with a high commercially motivated innovative pitch, almost all maritime technology developments have been made in Europe, even today, in the age of globalisation. European stakeholders along the Waterborne value chain belong to the world leaders in their fields,

benefiting from a tradition of development cooperation between e.g. operators and builders or clients and suppliers – a proven maritime cluster.

The WaterborneTP is the initiative of all parties involved in the areas of shipping and shipbuilding, offshore industry and leisure vessels, ports and infrastructure development, and equipment manufacturers and systems suppliers to present their contribution to the development and prosperity of the EU and the member states.

Continuing the successful efforts of the Maritime Industry Forum (MIF) in publishing two volumes of maritime R&D Master Plans since 1994, the industry stakeholders of the Waterborne sector launched the Waterborne Technology Platform in January 2005, together with the EU member states, the European Commission services and stakeholders from science and society.

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A vision of the year 2020 (Vision 2020) was developed and was followed by the Waterborne Strategic Research Agenda (WSRA). The WSRA addresses the innovation challenges in the next 15 years, summarised under the 3 Pillars of the Vision 2020:

1. Safe, Sustainable and Efficient Waterborne Operations;

2. A Competitive European Maritime Industry; 3. Manage and Facilitate Growth and Changing

Trade Patterns.

It describes the key priority themes for Research, Development and Innovation accordingly. Whatever the coming years will bring, they will surely present serious challenges. There will be threats and there will be opportunities for Europe.

It is important to realise that some of these challenges will impact on more than one Pillar. The challenges are not stand alone issues, to materialise the highest innovation potential often an integrative and interdisciplinary approach is the most promising way. These represent opportunities which the members of the Waterborne Technology Platform intend to seize.

The WSRA has been primarily compiled to address the market and society challenges for the Waterborne sector, not to satisfy political expectations. However, it supports by its nature in many aspects major policy lines and initiatives of the EU Commission, such as e.g. safety, security and sustainability in transport, avoiding traffic congestions by modal shift etc.

The WSRA summarises and introduces at executive level the numerous RDI challenges and thus to support the acknowledgement of the importance of continued and enlarged RDI efforts in the Waterborne sector for the European society and the competitiveness of the European maritime industry, as well as to contribute to the mobilisation and effective use of the necessary resources and funds.

The WSRA will be followed by the Waterborne Implementation Plan which will further detail the targets, specify their time horizon and expected funding.

Budget / Financing This part is currently under development.

Internal Structures put in Place by the Platform The ETP Waterborne is constituted by three permanent Groups (General Assembly, Support Group and Mirror Group) and a variable number of temporary thematical working groups.

The General Assembly is the Forum of all members (including all national authorities) and the ultimate decision body. On 5th October 2006, the Waterborne General Assembly has elected a Chairperson Mr Govert Hamers, CEO of IHC Holland, and two Vice-Chairpersons, Mr Duncan Forbes, EVP of Rolls-Royce Marine, and Mr Bernard Anne, EVP Bureau Veritas. The Waterborne Support Group is the working body of Waterborne and prepares all initiatives and activities of Waterborne within the framework endorsed by the

General Assembly.

As required the Support Group may implement standing or temporary Thematic Work Groups to work on specific topics. The Support Group for Waterborne is chaired by the R&D Director responsible within EURACS (European Association of classification societies) rotating on a bi annual basis. The R&D Director representative from the shipyards association (CESA) is the Support Group Secretary and manager of the Waterborne Secretariat.

The Member States Mirror Group is composed of representatives of all Member States (incl. Candidates and Associates) on senior or directors level, nominated by the appropriate government body responsible for maritime/Waterborne research. The Member States Mirror Group has elected a Chairperson Mr Niko Wijnolst, representing The Netherlands, and a Secretary, Mr Nick Heyes, representing the United Kingdom. The Mirror Group is coordinating and integrating national programmes.

In Waterborne “Industry” is represented through the European Associations, which work like a network of thousands of companies, “Society” is mainly represented inWaterbornethrough stakeholders like the trade unions, universities, regulatory bodies (e.g. the classification societies) and the governmental organisations are mainly represented through the government agencies, ministries and the Commission Services.

Platform Activities and Structures at National Level The Member States Mirror Group sends 2-3 rapporteurs to the Support Group meetings. During the formulation of the long and medium term Vision 2020 and the Waterborne Strategic Research Agenda, several joint meetings of Mirror Group and Support Group have been held on a regular basis in 2005 and 2006. Representatives of the national platforms and national maritime clusters in the Mirror Group are multiplying the local contacts through their platforms.

Using the network of companies and institutes/universities, direct contact with the national and regional authorities is today often organised locally. After the first agenda building phase which will come to an end approx in May 2006, one of the main challenges of the WaterborneTP will be (as for all other ETPs), the close cooperation with regional and national programs for the implementation of the SRA. Waterborne, basing on the positive mood in the Member States Mirror Group, has good starting conditions for this, however, this issue will have to be practiced.

Openness and Transparency The active involvement of all the stakeholders is promoted through the associations’ networks reaching member and sometimes associated companies/organisations. The Support Group launched an awareness and participation campaign within 2006-2007, for which existing national maritime clusters and other national stakeholder association structures are used. The ETP Waterborne (and RDI) has been the key

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topic during the recent joint New Year reception of the stakeholders CESA and EMEC on 8 February 2006 in Brussels, with Commissioner J.Potocnik and MEP Prof. Buzek as the keynote speakers. Waterborne participated and presented itself during the ETP conference of the Austrian Presidency on 4-5 May 2006 in Vienna. Waterborne used the top level attention during the plenary of the Maritime Industry Forum (MIF) on 5-6 October 2006 in Oslo for promotion actions, part of the awareness & promotion program, and also held it’s General Assembly there. Over the years 2005-2006, Waterborne representatives have participated to more than 30 International, National or Regional events as part of the awareness & promotion program. Waterborne remains open to new participants at all time and the membership grows both in the Support Group and in the Mirror Group.

Cross-Platform Interactions Waterborne regularly participates to meetings of the ETPs MANUFUTURE and ETPIS. Other platforms have been identified (e.g. ERRAC, ERTRAC, Steel, H2/FC). Informal and formal contacts have been made particularly with the other transport modes platforms.

Waterborne has established working contacts with the EUREKA initiative EUROGIA (Offshore technology), and will do so, together with the other surface transport platforms, also with the Intermodal Advisory Council EIRAC.

However, even in the dawn of the new ETP era, it becomes evident, that a clear focusing and interface description is necessary in the tasks of the ETPs themselves as well as for the selection of the most relevant and regular contacts, in order to avoid double efforts and overhead. Although “everything is related with everything”, task overlaps should be avoided. The lead responsibility should always remain with the generic ETP (e.g. for shipping issues with Waterborne).

International Cooperation

International Cooperation in the Waterborne sectors is a very sensitive and delicate issue. Before approval of any International Cooperation project in the Waterborne sectors, all relevant EU policies should always be checked and the ETP Waterborne should always be consulted in order to identify and report potential conflicts. European aid to developing countries should also consider the specific markets and the role played by the respective “developing country”: development of main global competitors should not be supported by EU tax payers money.

Taking these comments into consideration, International cooperation areas could include:

• Cooperation on ice research (with selected countries, e.g. Russia);

• Cooperation in developing inland navigation networks (with selected countries, e.g. Russia);

• Academic & scientific cooperation with Universities (with selected countries);

• Cooperation on end of life (scrapping) strategies & procedures (with selected countries, e.g. India-Pakistan-Bengladesh);

• Improving working conditions and human resources (with selected countries, e.g. with the Philippines);

• Safety and Security (with selected countries, e.g. the US;

• Cooperation in accident investigations (with selected countries, e.g. Panama, Liberia).

These are critical issues and concerns for the competitiveness in the Waterborne sectors.

Deployment Strategy This part is currently under development.

Need for Major Research Infrastructure This part is currently under development.

Next Steps Waterborne’s next milestones are

• Monitor the results of the 1st Call of FP7 • Contribute to the Work Programme of the 2nd

Call of FP7 • Finalise the Waterborne Strategic Research

Agenda Implementation Plan (WSRA IP) following the building phase of the WSRA IP and develop the Implementation Process

• Sign a Memorandum of understanding (MoU) with member states and other funding partners to implement the WSRA IP locally

• Development Knowledge Networks

To finalise its WSRA IP, Waterborne will develop the Implementation Process by:

• Organising workshops to improve and harmonise the coverage of all Waterborne research areas

• Investigating potential lead markets and potential new funding sources (e.g. new EIB instruments)

• Organising dissemination, awareness and brokerage events (international, national and regional) to inform the stakeholders about the opportunities offered by RDI and their funding and motivate partnerships and cooperation through concrete RDI projects, with a special focus on SMEs

• Implementing the necessary additional resources and their financing to face the sizeable increase of activity of the ETP Waterborne

• Exploring the avenue of a common action plan with the other Transport ETPs.

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Innovative Medicines Initiative (IMI) www.imi-europe.org

Technology Platform Contacts Technical contact: Karen STRANDGAARD, European Federation of Pharmaceutical Industries and Associations (EFPIA), Brussels, Belgium karenstrandgaard@efpia.org Tel: +32 2 626 2564

Commission Services Contacts Irene NORSTEDT, EC DG RTD, F5, Head of Sector Innovative Medicines Irene.Norstedt@ec.europa.eu Tel: +32 2 296 9527

Bernd RAINER, EC DG RTD, F5, Sector Innovative Medicines rtd-innovative-medicines@ec.europa.eu Tel: +32 2 296 6652

Vision Document “Creating biomedical R&D leadership to benefit patients and society”. europa.eu.int/comm/research/fp6/p1/innovative-medicines/pdf/vision_en.pdf

Platform Launch Date May 2004

Strategic Research Agenda (SRA) 2nd updated version, after consultation with Member States and Associated Countries, September 2006. www.imi-europe.org/Publications.aspx?viewCategory=Researchx20Agenda

Overall Policy Objective The overall goal of IMI is to re-invigorate the European bio-pharmaceutical sector and to make Europe more attractive for private R&D investment in this sector, by overcoming the research bottlenecks that currently hamper the drug development process. This is also expected to, in the long term; enhance the access to better medicines for the benefit of patients and society.

The removal of the current research bottlenecks in drug development is expected to facilitate the decision-making for pharmaceutical companies on which compounds their development programmes should focus and thus reduce significantly the attrition rate in late development phases. This achievement should have significant economic and societal effects, first of all boost the private investment in pharmaceutical R&D in Europe, thereby contributing to economic development and wealth creation, and, on the long term, translate into better medicines for patients and hence lead to an improved health situation.

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Executive Summary of SRA The aim of IMI is to overcome the current bottlenecks in the drug development process by developing improved methods and tools to predict better the safety and efficacy of candidate drugs, underpinned by improved management of knowledge and improved education and training.

These four areas represent the cornerstones of IMI's Strategic Research Agenda (SRA). The SRA has been developed via a series of workshops gathering all key stakeholders involved, i.e. academia, clinicians, regulators and patients, under the lead of biopharmaceutical industry and proposes a number

of clear practical paths that will accelerate the discovery and development of more effective innovative medicines with fewer side-effects.

In the first pillar, Improved Predictivity of Safety Evaluation, both pre-clinical and clinical safety will be addressed: The key efforts within the pre-clinical safety will be to address the following issues:

• Development of a framework for biomarker development;

• Relevance of rodent non-genotoxic carcinogens;

• Development of in silico methods; • Intractable toxicities.

The clinical safety field will focus on Pharmacovigilance, and will be tackled in close collaboration with the European Medicines Agency (EMEA).

The second pillar, Improved Predictivity of Efficacy Evaluation, will focus on the following core areas: • Predictive pharmacology; • Identification and validation of biomarkers; • Recruitment of patients; • Regulatory approvals and assessment of risk. As therapeutic areas to tackle, the following have been identified after an extensive consultation process:

• Cancer; • Brain disorders; • Inflammatory diseases; • Metabolic diseases; • Infectious diseases. In each of these therapeutic areas, specific research recommendations are given and they include: • Creation of disease-specific experts

communities; • Regional Biomarker centres; • Imaging networks; • Dedicated networks for contacts with patients

and regulatory authorities.

The pillar, Improved Knowledge Management will be an underpinning field and an essential component of IMI that provides the data-pooling and data-processing infrastructure to support the public-private collaborations. Therefore it will address two issues: • The set-up of a Translational KM team to

support the collaborative projects in the safety and efficacy field; and

• The set-up of a KM platform to conceive the overall architecture for an integrated biomedical data platform and interactive scientific exploration tools.

The pillar, Improved Education and Training, equally an underpinning field, will tackle the current E&T gaps in the whole lifecycle of a medicine through the creation of a virtual European Medicines Research Academy that will establish programmes for integrated medicines development and include: • Training and Education at the existing

interfaces, i.e. between disciplines to close the

Joint Undertaking (see below). The contribution to be committed from the pharmaceutical industry shall be matched by the EC; the resources for research grants will be provided in kind by the EFPIA members and in form of funding by the Community for academia, SMEs and patient organisations.

The maximum EC contribution proposed for the IMI JTI is € 1 billion for the period of FP7 (2007-2013), including administration. Dependant on the industrial commitment, the annual contribution from the EC for the research grants will start in the range of € 100 million and gradually increase to reach € 300 million at the end of the period.

The research recommendations of the SRA will be implemented by open calls, submitted proposals will be evaluated by peer review. The projects will be open to all types of organisations; the EC will support academic participants SMEs and patients' organisations, while the participating pharmaceutical companies will fully finance their own contributions.

Internal Structures put in Place by the Platform The IMI has been proposed for a Joint Technology Initiative under FP7, subject to a decision by the European Council. It is planned to be implemented via a Joint Undertaking, to be set up jointly by the European Commission and EFPIA. The executive bodies of this joint Undertaking shall be the Board, the Scientific Committee and the Executive Office:

• The Board will be composed of the Founding members, the EC and EFPIA.

• The Scientific Committee shall be an advisory body to the Board that will be composed of high-level scientists.

• The Executive Office shall be responsible for overall management and communication of the Joint Undertaking.

The Joint Technology Initiative will involve two additional groups:

• A Member States Group, facilitator for information from/to Member States;

• A Stakeholders' Forum, an open forum representing all stakeholders (researchers from academia, SMEs and industry, clinicians, regulators, patients, etc.).

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interdisciplinary gaps and between the involved actors/institutions to close the information loop, crucial for effective translation of knowledge into actual benefit for the patient.

Budget / Financing The total costs for implementing all research recommendations identified and described in the SRA have been estimated to an amount of € 3.23 billion.

It is foreseen that resources from the pharmaceutical industry (EFPIA members) and from the Community (FP7) are devoted to the implementation of the research , to be accomplished via the proposed

Board

ExecutiveOffice

ScientificCommittee

MemberStates Group

StakeholdersForum

IMI JU

Board

ExecutiveOffice

ScientificCommittee

MemberStates Group

StakeholdersForum

IMI JU

Platform Activities and Structures at National Level Apart from the Member States' Group, which is established (current representatives can be accessed via the web-link: http://europa.eu.int/comm/research/imi.html ) and acts as information facilitator to/from the different stakeholders in Member States (+ Candidate and Associated countries), dedicated national (or regional) platforms and initiatives have been set up in some countries, like e.g. "Top Institute Pharma" (NL), "Medicamentos Innovadores" (Spain), "HiTechMap" (Slovenia).

Openness and Transparency Based on the involvement of stakeholders and the resulting first version of IMI's SRA, the open consultation process on the SRA performed in 2005 lead to the updated SRA (accessible via the web-link mentioned in the section on the SRA).

Several meetings were held with the Member States Group and IMI was presented at a variety of conferences involving the different stakeholders (e.g.: BIO, DIA, etc.). Other outreach activities include meetings with other international organisations (e.g.: WHO, OECD, etc.). Additionally an IMI website provides the stakeholders with up to date information about the status of IMI, www.imi-europe.org.

Cross-Platform Interactions IMI has established relations with several other Technology Platforms, in particular with the "Nanomedicine" ETP. A constructive dialogue between the involved industrial companies has started and an exchange of SRAs has been agreed upon.

International Cooperation There are related specific research efforts at smaller scale ongoing or have recently been launched in other parts of the world, in Japan e.g. the "Toxicogenomics project" (driven by the National Institute for Biomedical Innovation); in the US for example the "C-Path Institute" (Univ. of Arizona), "Biomarker Consortium" and "Clinical Research Consortium" (driven by Industry, FDA and NIH).

With IMI a holistic approach is taken to address the challenges and via the appropriate channels (like e.g. Pharmaceutical Forum, International Conference on Harmonisation) a constant dialogue with these countries is taking place.

Deployment Strategy The approach of involving all key players ensures not only a holistic view of the entire drug development process, but it will also facilitate the implementation of the proposed research recommendations.

The recommendations concentrate on "pre- competitive" R&D", i.e. methodological development, which has so far not been a prioritised area by pharmaceutical industry.

Therefore, the implementation of IMI's goals implies increased research efforts from and cooperation between the bio-pharmaceutical industry into this type of research and introduces a new dimension and a paradigm shift of research collaborations in the pharmaceutical sector. Not only will it bring an increase at an unprecedented scale of industry/SME/academy research collaborations in the "pre-competitive" field, it will also foster and stimulate the collaboration between pharmaceutical companies that normally are competitors. In order to be useful for translation into industrial (and/or regulatory) practice, the research must be done at a scale providing sufficient statistical power to demonstrate the validity of research results and new scientific breakthroughs.

Need for Major Research Infrastructure The implementation of the SRA will be performed via research collaborations and will hence involve also virtual research centres. Certain activities may involve existing large-scale research facilities, nevertheless, a particular need may give rise to establish a new facility.

Next Steps The Commission's proposal to establish the Innovative Medicines Joint Technology Initiative is foreseen to be presented to the Council during early spring 2007 for Decision. It is envisaged that the IMI JTI should be operational by end of 2007 when it also may publish its first call for proposals.

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Integral Satcom Initiative (ISI) www.isi-initiative.eu.org

Technology Platform Contacts Technical contact: Prof. Giovanni E. CORAZZA , ISI Chairman, University of Bologna, Italy gecorazza@deis.unibo.it Tel: +39-3204386464 Administrative and Financial contact: Christine LEURQUIN, ISI Vice-Chair, SES Global, Brussels, Belgium Christine.Leurquin@ses-global.com Tel: + 32 2 733 55 93

Ioannis MERTZANIS, ISI Vice-Chair, Space Hellas, Greece imer@space.gr Tel: +30 210 6504292

Commission Services Contacts Pertti JAUHIAINEN, DG Information Society and Media, "Networks of the Future" Pertti.Jauhiainen@ec.europa.eu Tel: +32 2 296 75 45

Vision Document ISI Strategic Vision Document. www.isi-initiative.eu.org

Platform Launch Date February 1, 2006

Strategic Research Agenda (SRA) ISI Strategic Research Agenda – Version 1.1 – January 2006 www.isi-initiative.eu.org

Overall Policy Objective ISI is focused on all aspects of satellite communications, including broadcasting, broadband, and mobile applications, and their convergence. ISI promotes European industrial competitiveness, growth and employment in a sustainable way, in synergy with National priorities. Representative sectors of interest include ICT, Space, Security, Transport, Development, and Environment. Specific policy initiatives of interest include i2010, the European Space Policy, bridging the digital divide, as well as civil security, disaster relief, and crisis management.

Executive Summary of SRA Satellite communications constitute a strategic sector for Europe, with significant economic impact and high societal relevance. They are instrumental for European-wide and International broadcasting, mobile communications, broadband access, bridging the digital divide, safety, crisis management, disaster relief, and dual use applications. The ISI SRA addresses the overall development of satcoms in Europe over the next 20 years, identifying medium and long term strategic objectives. The SRA is built upon understanding future user needs and necessities and how these are going to be satisfied by satellite communication systems. In practical terms, a classification of satcoms user markets into five macro-categories is adopted:

1. Citizens and Governments: the CG institutional

market; 2. Individual users and families in their Homes: the

IH market; 3. Individual users on the Move: the IM market; 4. User Groups in villages and Remote areas: the

UGR market; 5. User Groups on the Move: the UGM market.

For each of the above markets, ISI has identified the major R&D challenges and defined some clear system concepts which incorporate the specific R&D priorities:

• CG market: the ISI system concept includes a European civil security system for public protection, emergency and disaster relief, with

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services for citizens and governments, integrated with GMES and Galileo, as well as High Altitude Platforms

• IH market: the ISI system concept includes high capacity direct-to-home satellite broadcasting systems for HDTV and 3DTV, as well as IPTV development.

• IM market: the ISI system concept includes mobile broadcasting and datacasting systems, the 4G satellite component (complementary to terrestrial 4G), and systems for info-mobility integrated with Galileo and GMES.

• UGR market: the ISI system concept includes direct broadband access provision for bridging the digital divide, and interworking with several terrestrial wireless access systems for seamless and dependable broadband connectivity.

• UGM market: the ISI system concept includes mobile broadband interconnections for the aeronautical, maritime, railway, and vehicular user platforms, integrated with Galileo, GMES, and Air Traffic Management systems.

In order for Europe to achieve and maintain its excellence and leadership in these strategic markets, several R&D and non-R&D horizontal challenges must be faced:

• Development of new technologies, with lower costs and faster deployment;

• Design of flexible satellite missions; • Interworking with terrestrial networks, with

urban and in-building coverage; • Development of open standards with world-wide

promotion; • Development of dual-use technologies; • Development of satcoms support to Galileo and

GMES; • Harmonization of spectrum availability across

Europe and Internationally; • Exploitation of higher frequency bands; • Harmonization of the regulatory framework.

Budget / Financing Implementation of the ISI SRA requires an effective public-private partnership for the focused support of its ambitious objectives, which have strategic relevance for the citizens and governments of Europe. The estimated amount of public funding provided through FP7 in the period 2007-2013 is foreseen in an average of € 200 million per year, for a total of € 1.4 billion, which will be matched by an equal amount of private funding.

Internal Structures put in Place by the Platform The ISI Steering Council consists of 18 elected members representing manufacturing industry (5 members), network and service operators (5), small- and medium-sized enterprises (4) and research and academic institutions (4). The duties of the Steering Council are to monitor the implementation of the ISI SRA and to ensure the valorisation of the achieved results, essentially providing a sort of business plan for the ISI ETP that will enable market penetration.

The ISI General Assembly is the open forum for discussion and approval of the major strategies and decisions. It has been convened five times: on July

19, 2005, in Brussels; on September 29, 2005, in Rome; on February 1, 2006, in Brussels; on September 26, 2006 in Bologna; on September 28, 2006 in Vicenza.

The Working Groups are the core of the ISI activities. WG Society must make sure that the ISI implementation is effectively helping and influencing the specific policies of interest; that financial sources are correctly searched for and utilized; that ISI is promoted and its results are widely disseminated. WG Regulatory & Standardization Matters must ensure that all relevant non-R&D issues are addressed and that a common European voice is raised in all important for a. WG Users must deal with the identification of the user requirements, of the corresponding market segments, and of the most effective applications and services to satisfy the needs; training and education will be pursued as a way to enable the citizens and governments to fully benefit from the above services and applications. WG R&D must address the direct implementation of the ISI SRA, and will likely be organized into multiple focused groups in order to maximize efficiency. WG Convergence must be especially focused on all matters which entail that satellite communications will converge within the global telecom infrastructure, with terrestrial mobile networks, with navigation and positioning systems, with Earth observation systems, etcetera. All WGs will deal horizontally with the main three vertical priorities: broadband, broadcasting, and mobile satellite communications.

Platform Activities and Structures at National Level A Member States Mirror Group has been established and one meeting has been held with 7 countries participating. A European Space Policy Board is to be established to ensure that ISI is in line and supported by the National policies and by the European and National Space Agencies. European Space Agency has observer status together with EC in ISI.

The deployment of ISI is greatly helped by the parallel experience of the Task Force on Advanced Satellite Mobile Systems (ASMS-TF), which has been running since the year 2001. It has been decided that from Jan.1, 2007 ASMS-TF will be merged with ISI.

Openness and Transparency ISI is an open platform, whose membership embraces all relevant and interested private and public stakeholders. ISI intends to collaborate and cooperate with the European Commission, the European Space Agency (ESA), the EU and ESA Member States and Associated States, the National Space Agencies, International Organizations, User fora, and other European Technology Platforms. Over 140 organisations are participating in ISI from 24 countries including Russia, South Korea and U.S.

Cross-Platform Interactions ISI has worked together with 5 ICT related platforms (eMobility, NEM, NESSI, ENIAC, Artemis) to co-ordinate the initiatives in terms of foreseen related R&D activities and also the possibility of setting up a common mirror groups for all 5 ICT platforms.

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International Cooperation ISI fosters international cooperation under a global perspective, and it is mandatory to work at European level in order to achieve any significant result in satcoms, which are trans-national in nature.

This element has key strategic relevance and it demands wide co-operation (not just within the satellite community, but also between the satellite community and other sectors), an effective framework, and a shared vision. ISI will provide these, and will contribute to maximising the benefits of the various research activities in Europe and outside, mitigating risk, and speeding up the delivery in orbit of new systems.

Deployment Strategy Satellite communications in the 21st Century must move fundamental technologies forward to the next level, deal with the convergence requirements of new applications, systems and services, and integrate and inter-operate with terrestrial networks.

Research & development is fundamental for industry competitiveness. ISI will provide the basis for ensuring that:

• The needs of the users and the operators are rationalised and factored in to future programmes, through the active involvement of the user and satellite associations.

• Maximum use is made of the available funding to generate European initiatives focused on public needs (e.g. security, emergency) and commercial requirements.

• The advent of operational or pre-operational systems to pull the European technology towards the next step of performances and technologies is supported.

Next Steps The main next steps for ISI are the following:

• November 22, 2006: ISI Workshop (at the IST 2006 conference), Helsinki

• December 2006: Next version of SRA released.

• January 1, 2007: Merge of ISI with Advanced Satellite Mobile Systems Task Force (ASMS-TF)

• January 15-16, 2007: ISI General Assembly, Barcelona

• February 22-23, 2007: Meeting with EUREKA/CELTIC for planning of co-operation between ICT FP7

• Technology platforms (i.e. ISI, eMobility, NESSI and NEM)

• April 2007: Submission of proposals from the ISI constituency to the first FP7 call.

• ISI also to submit (continuously) to the ESA ARTES programme.

• May 14-15, 2007: ISI General Assembly, Salzburg

• June 2007: Next election to the ISI Steering Council.

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Mobile and Wireless Communications (eMobility) www.emobility.eu.org

Technology Platform Contacts Technical contact: Dr Fiona WILLIAMS, Chairperson, Research Director, Ericsson GmbH, Eurolab Research and Development, Herzogenrath, Germany fiona.williams@ericsson.com Tel: +49 1722 434 132 Administrative and Financial contact: Beate TITZE, Ericsson GmbH Eurolab beate.xb.titze@ericsson.com Tel: +49 1722 434 132

Commission Services Contacts Francisco MEDEIROS, DG INFSO, " Network and Communication Technologies" Francisco.Medeiros@ec.europa.eu Tel: +32 2 295 1955

Vision Document SRA-eMobilityExecutiveSummary. www.emobility.eu.org/research_agenda.html

Platform Launch Date March 2005

Strategic Research Agenda (SRA) Revision 5 (September 2006). www.emobility.eu.org/research_agenda.html

Overall Policy Objective The eMobility Technology Platform aims are to reinforce Europe's leadership in mobile and wireless communications and services and to master the future development of relevant technologies, so that it best serves Europe's citizens and the European economy.

Executive Summary of SRA The potential of mobile and wireless 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 communications sector as 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 R&D 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 communications technologies offer.

The following sentence articulates the essence of the future aims and vision: “The improvement of the individual's quality of life, achieved through the availability of an environment for instant provision and access to meaningful, multi-sensory information

and content”. Realisation of this vision demands a major shift from the current concept of “anywhere, anytime” to a new paradigm of “any network, any device, with relevant content and context in a secure and trustworthy manner”. The future system will be complex, consisting of a multitude of service and network types ranging across Wireless Sensor Networks (WSN), Personal Area, Local Area, Home Networks, Moving Networks to Wide Area Networks. The increasing dependency of society on such communication infrastructure requires new approaches and an emphasis in European research captured here in a new concept called the “SET Concept” that underscores the need for a 3-dimensional vision of research activities that will deliver Simplicity, Efficiency and Trust. The SET Concept is designed to overcome potential technical, business and psychological barriers to the adoption and acceptance of new technologies and services. It takes into consideration the interests of users, network operators, service providers, and manufacturers, and provides a challenging research agenda for all.

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It is formed by three elements 1. Simplicity; 2. Efficiency; and 3. Trust.

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 September 2006 report of the Technology Platform. It contains the following main chapters:

• Seamless User Experience; • Security and Dependability; • Ubiquitous Services; • Ubiquitous Connectivity; • New and flexible Business models 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. A return on the massive investments and long lead-times depend on economy of scale and on a large home market. The need for inter-working implies concentration on the most attractive options, and the need to master technology requires an optimal use of human resources and research facilities, finance and time.

• 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 timely initiatives 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.

Maintaining the momentum of economic growth in Europe through mobile and wireless technology in the light of changing user requirements, markets, competition, regulations & policies and the technology options and in the context of the EU enlargement to 25 Member States, will be both a challenge and an opportunity.

Budget / Financing • Technology leadership requires concerted efforts

from all players in the field incl. regulators and governments in order to provide the environment needed for growth.

• Complexity of future systems and the need for global standards, requires early cooperation between major players, beginning already in the research phase.

At present Europe’s mobile communications manufacturers are allocating between 10-20% of turn-over to R & D. This includes competitive investments as well as collaborative efforts.

Addressing a part of the R & D spectrum in which the sharing of work and results is in the common interest and outweighs the advantages of competition:

• Consensus building; • Complexity and need for global standards,

requires cooperation beginning with research; • Europe’s industry is fully committed; • 10-20% of turn-over are committed to R & D to

competitive and collaborative R&D; • € 4-500 million p.a. matched by EU funding

would be appropriate. This was the position of the eMobility TP, however this will change in the light of the actual FP7 contribution and contributions from other sources.

The reflection on the optimal use of different instruments including financial instruments is on-going. It needs to reflect both national and international developments and a changing commercial environment.

Internal Structures put in Place by the Platform The internal structure is given in the figure. Around this structure Working Groups and other mechanisms are used to adjust flexibly to the evolution of the requirements. The scope of the work is indicated in the figure.

eMobility SSA

Secretrariat to theeMobilityPlatform

Support ofStrategic Research

Agenda

Support of SteeringBoard Activities

Liaison withnational andinternational

Activities

ProjectManagement

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Platform Activities and Structures at National Level To create awareness at a national and international level the following instruments have been used:

1. Extensive direct participation in the eMobility Technology Platform via membership. The eMobility Technology Platform has currently (November 2006) 410 members from 30 EU countries. In the category "Research Domain" there are 160 members, "Industry" 98 members and "SME" 152 members.

2. Establishment of formal working relations (liaisons) with 12 national and European initiatives.

3. Formation of an eMobility Mirror Group working on the synergy between national and EU plans and initiatives.

4. Collaboration with other ETP’s working in related areas, specifically NEM, NESSI and ISI.

5. Links with several international efforts e.g. GENI/FIND in NSF and National programmes in Japan, Korea and China are established.

There are so far 6 national efforts to encourage people to join eMobility (e.g. in Spain, Poland and Norway).

Openness and Transparency The eMobility Technology Platform is open to all organisations active in European R&D in the area of mobile and wireless communications systems, applications and services. At present, about 400 organisations, covering the whole value chain, have joined the eMobility Technology Platform.

Specifically, on-going R&D work under the 6thFP and future projects under the 7thFP will be closely associated and close relations with related EUREKA Projects are being established. With the support of the Mirror Group, close collaboration with future activities supported on a national level will be established. International links are being extended, for example, through liaison with the Wireless World Research Forum.

The eMobility Technology Platform has systematically increased the membership to include research establishments (160), industrial partners (98) and SME (152). By now it is includes a large part of all interested sector actors engaged in mobile and wireless communications systems. This has been achieved by a range of measures from an open invitation, participation in numerous events, web presence to personal contacts etc. For details see: www.emobility.eu.org.

Cross-Platform Interactions Collaboration with ETP’s working in related areas has been established and is being further developed. This applies in particular to NEM, NESSI and ISI, but may in future include others. EPISTEP has worked with eMobility to strengthen the SME participation.

International Cooperation Several international efforts e.g. GENI/FIND in NSF and National programmes in Japan, Korea and China are addressing the same area as eMobility. Contacts are being maintained in view of common interests and the creation of awareness. This will need to be continued and extended to address, for example, subjects such as “Post-IP” and “Beyond 3G”.

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Deployment Strategy Operational focus / Concrete projects The eMobility Technology Platform is open to all organisations active in European R&D in the area of mobile and wireless communications systems, applications and services. At present, about 400 organisations, covering the whole value chain, have joined the eMobility Technology Platform. Specifically, on-going R&D work under the 6thFP and future projects under the 7thFP will be closely associated and close relations with related EUREKA Projects are being established. With the support of the Mirror Group, close collaboration with future activities supported on a national level will be established. International links are being extended, for example, through liaison with the Wireless World Research Forum.

Industrial orientation The Platform aims to exploit research and development results, eventually aiming at products and services for the European and global market. It will address the needs of urban and rural regions differing very much with respect to the communications infrastructures.

While, so far, mobile communications has been concentrating on voice communications, the focus of industrial development is shifting towards multi-media communications, with mobile services being embedded in other applications. This results in an industrial orientation towards Simplicity, Efficiency and Trust (SET-concept) as the key elements of future systems. Outlook towards building a long-term public-private partnership The eMobility Platform has already matured into a framework representative of the industry and of the research community in mobile and wireless communications. Links with related activities and organisations (e.g. standardisation) are being systematically developed.

A dialogue with representatives of the Member States (Mirror Group) has been initiated and agreements with EUREKA Projects (e.g. CELTIC) have been reached. Liaison with 12 major activities has been established. Beyond this, several options for the implementation of the eMobility Platform under the form of a public-private partnership are being considered by the Technology Platform, and will be investigated further as information on their possible implementation becomes available.

Next Steps • Further Steering Board, Mirror Group and Expert

Group meetings in 2006 and 2007. • 3rd Annual General Assemblies in 2007. • A further release (6th Published version) of the

SRA is planned in June 2007. • Further working group meetings on a Post-IP

roadmap, applications, a roadmap for Beyond 3G and developing Broadband in Europe using Structural Funds are planned to be held in Brussels during 2006 and 2007.

• Dissemination of results planned through further Mirror Group meetings, General Assemblies and presentations at many conferences, organised sessions and events at conferences and through eMobiltiy exhibition stands at relevant conferences, as well as though the web site of eMobiltiy.

• Closer cooperation with other ETP’s has been established and is being further developed with joint mirror group meetings and joint press releases. Cooperation focuses on the theme of Broadband infrastructure and skills in Europe at present.

• The challenge of “Future Internet” is being addressed jointly with the Commission and other ETP’s.

For up-to-date details please consult the web-site.

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Advisory Council for Aeronautics Research in Europe (ACARE) www.acare4europe.org

Technology Platform Contacts Luigi BOTTASSO, ASD, Brussels, Belgium luigi.bottasso@asd-europe.org Tel: +32 2 775 9379

Commission Services Contacts José MARTIN-HERNANDEZ, DG Research, "Transport" Jose.Martin-Hernandez@ec.europa.eu Tel: +32 2 295 7413

Vision Document “European Aeronautics: A Vision for 2020". europa.eu.int/comm/research/growth/aeronautics2020/en/

Platform Launch Date June 2001

Strategic Research Agenda (SRA) First edition - October 2002, second edition - October 2004.

Web-link to second edition: • Executive summary www.acare4europe.org/ACARE-SRA2-exec-sum.pdf • Volume 1 www.acare4europe.org/ACARE-SRA2-volume1.pdf • Volume 2 www.acare4europe.org/ACARE-SRA2-volume2.pdf

Overall Policy Objective The future challenges of the European Air Transport System need an ambitious, holistic approach. To this purpose, in 2001 a Group of Personalities chaired by former Commissioner Busquin set out a vision for the future of civil aeronautics. The Group identified two top-level objectives for Europe: to meet society’s needs for an efficient air transport system and to achieve global leadership for Europe in this sector. ACARE’s mission is to provide guidance for the future of the European aeronautics research in relation to the above objectives.

Executive Summary of SRA The 2nd edition of the Strategic Research Agenda addresses the research needs of Europe in the field of air transport systems over the next 20 years. It sets out the likely directions of technological change that will need to be converted into specific research programmes over the coming years if the objectives of the work are to be realised. As the 2nd edition it builds on, updates, and widens the work done in the 1st edition published in October 2002.

It is built in four sections:

Section 1 – Summary Section 1 of the Agenda summarises the content and findings for a rapid assimilation of the main messages.

Section 2 – Preparation Section 2 recalls the preparation of the second edition starting from the basics of SRA-1. It covers the underlying points on the macro-economic importance of the sector and the expectation of

creating between 2 and 4 million additional jobs by 2020 and with a direct impact on up to 13% of Europe’s future GDP. The section sets out other key figures for an understanding of the sector.

It continues with the history of the Agenda and the key findings of the 1st edition. It makes the point that the Agenda is not only concerned with direct technology programmes but also about the factors that will enable these to be productive and efficient. It also reports on activities since the 1st edition, the dissemination activities and the actions already taken by governments and industries to make use of the Agenda in their technology planning measures.

The work set in hand after edition 1 to create a better assessment of likely uncertainties in the future is set out in Section 2. This scenario work enabled three clearly different possibilities for the future to be identified in addition to the base-line scenario of the 1st edition. This was an important precursor to the 2nd edition and enabled the new Agenda to deal more

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effectively with possible futures and to consider the technology development implications of these. This work has been one of the main advances of this edition of the Agenda.

This is taken forward in the final part of the Section by the identification of the main advances needed and delivered by this edition. The objectives for the edition are set out and the section describes the notion of the High Level Target Concepts or HLTCs. These are extensions of the scenario work to create emphasis on particular characteristics coming from the scenarios. In the evolution of this concept five HLTCs were selected:

1. The highly customer oriented air transport system;

2. The highly time efficient air transport system; 3. The highly cost efficient air transport system; 4. The ultra green air transport system; 5. The ultra secure air transport system.

Executive Summary of the Second Edition of the SRA Section 3 – High Level Target Concepts The next Section 3 is in parts that correspond to these HLTCs and discusses each one in depth and is, in many senses, the heart of the Agenda where the technology issues are discussed. There is no sense in which one HLTC will be chosen in isolation or that technologies identified in one will not be appropriate in another but the concept allows the priorities of the technologies to be discussed and examined. Section 3 also looks beyond the horizon of the HLTC’s and is a useful extension of the concept into the longer-term future. By looking towards the latter part of the century and examining possible developments it adds to the understanding of what technologies should be kept alive now, or even started so that these outlying possibilities will be supported with technology at the time.

Section 4 – Implications Section 4 brings the HLTCs into focus in considering an integrated view of their implications across the whole air transport system. It considers the issues as Business, Policy, Process or Technology and it is here that the wider implications of the Agenda are discussed as a whole. In the assessment part of the Section the Agenda addresses the institutional and public implications of the work. The scope for public decisions to influence the progress of the Agenda is great. It ranges from investments in facilities, co-operation in the construction of new facilities, research co-operation, education as well as in many aspects of public policy for qualification and mobility of researchers and, indeed, in their broader availability. The final part of this section deals with the resource and efficiency implications of the Agenda. The overall need is for the technical issues identified by the Agenda to receive more effective research. Some of this increment of progress can be delivered by greater efficiency in the research processes and the means of doing so are identified. Notwithstanding this there is a need for substantially more funding, about 65% more, to be applied from public and private sources if the issues facing the sector are to be properly addressed.

Budget / Financing According to an analysis carried out by ACARE, the financial resources needed in research and development up to the year 2020 in order 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 planned split of funding would have to be 2/3 private and 1/3 public (including EC and national funding). This would be in line with the Lisbon agenda and would also translate in an overall increase in public funding compared to the current situation where roughly 75-80% of the aeronautics research funding is private.

The SRA has been created to influence all the European aeronautics research, 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 should include (1) Collaborative Research for upstream and applied research, (2) Research Infrastructures, (3) Training and Mobility of researchers, and (4) Coordination policies.

The preparation of a proposal for a Joint Technology Initiative aimed at downstream technology development and demonstration in FP7 is in an advanced stage. This JTI proposal is named “Clean Sky” and will focus on demonstration of environmentally friendly technologies across the full spectrum of aeronautics platforms and systems.

Internal Structures put in Place by the Platform ACARE’s structure comprises two co-chairmen, one for technical and the other for institutional issues. Below them the Integration Team co-ordinates the activities of the working groups, and reports to the ACARE Plenary two to three times a year to update the strategic direction of the platform.

The working groups cover the following subjects: communication (dissemination of the SRA, raising of public awareness, preparation of position papers etc.), implementation (monitoring of SRA implementation, advice in the preparation of content for R&T programmes and in the JTI etc.). The more transversal groups cover the integration of Member States views (especially for the NMS), HR and education issues as well as the research infrastructure needs. In particular for the last two topics, the universities and research infrastructure communities are widely engaged. In general all stakeholders populate the various groups.

Platform Activities and Structures at National Level The main body covering these issues is certainly the ACARE Member States Group which acts as a Mirror Group. The mission of the group is to foster the optimum involvement of Member States and their regions in the development of the European Air Transport System.

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Other specific tasks consist in: • Assistance with implementation issues in

Member States related to ACARE and the Strategic Research Agenda.

• Manage relations and be the interface between the ERA Net (AirTN) and ACARE.

• Integration of the new Member States’ representatives into ACARE and its processes.

Openness and Transparency Distinct types of actions have been taken in this respect, and can be grouped in the following way:

1. Participation at communication events. Here ACARE organised information stands with distribution of informative material, posters, projection of multimedia material, demonstration of tools etc.

2. Development of tools for a better understanding of the Strategic Research Agenda. In this respect ACARE had developed or is developing software tools for the interactive exploration of the SRA, aimed at an easier and more effective dissemination and assimilation.

3. Continued maintenance and development of the ACARE public web site.

4. Development of multimedia material for communication.

5. Provision of information to prospect partners

Cross-Platform Interactions Contact have been established with the following platforms: EPoSS (Smart Systems), Manufuture (manufacturing) and EIRAC which is a larger formal network embracing the transport ETPs (including ACARE. ERRAC, ERTRAC and WATERBORNE). The contacts have been established with mutual participation to meetings, exchange of information and respective Strategic Research Agendas. ACARE monitors public available information on all other ETPs on a regular basis.

Deployment Strategy The deployment strategy stands on two pillars:

1. A plan for dissemination and communication, which facilitated the assimilation of the Agenda and its implications across the European aeronautics stakeholders and countries, including the new Member States. Several dedicated dissemination workshops have been organised after the official launch of the SRA-2 in March 05. Many more events, though not focused on the SRA, have taken place in 2006 where ACARE played an active communication role. Also new promotion tools were developed, including software tools aimed at facilitating the communication of the key messages toward the broader audience including the general public.

2. A plan for monitoring the implementation of the

SRA. For this purpose ACARE launched a so-called Observation Platform (OP) which is monitoring the implementation of the SRA in the stakeholders’ research programmes and will provide them with information useful for the planning of their research programmes. This is being done both from a technical and institutional perspective.

Need for Major Research Infrastructure ACARE has a dedicated sub-group on research infrastructure which developed a position on this topic. The team exchanged views also with ESFRI. The overall position is that the aeronautics sector does not currently need any major new infrastructure, but rather favours upgrades or better co-ordination and use of the existing facilities.

Next Steps The following is a list of the main activities around which ACARE will focus its efforts in the foreseeable future:

Medium-term: 1. Raise public awareness of the platform with

information & communication tools. 2. Contribute to key issue for debate by

developing agreed position papers. 3. Assist the air transport stakeholders in

developing an position on international cooperation.

4. Measure the progress being achieved towards the ACARE goals.

Longer-term: 5. Support a successful JTI and its coherence with

other ATS initiatives such as SESAR and collaborative research.

6. Advance coherence between EC and MS R&T programmes.

7. Extend the Visionary Horizon beyond 2020.

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Advanced Research and Technology for Embedded Intelligence and Systems (ARTEMIS) www.artemis-office.org/

Technology Platform Contacts Technical contact: Ivo BETTENS, Thales, Brussels, Belgium ivo.bettens@thalesgroup.com Tel: +32 2 627 0324 Administrative and Financial contact: Sophie BATAS BJELIC, Thales, Brussels, Belgium sophie.batasbjelic@thalesgroup.com Tel.:+32 2 627 03 17

Commission Services Contacts Alkis KONSTANTELLOS, DG Information Society and Media, "Embedded Systems" alkis.konstantellos@ec.europa.eu Tel: +32 2 295 71 53

Tom BO CLAUSEN, DG Information Society and Media, "Embedded Systems Unit" tom.clausen@ec.europa.eu Tel: +32 2 299 49 42

Vision Document Building Artemis - Report by the High Level Group on Embedded Systems. www.artemis-office.org/DotNetNuke/Backgrounddocuments/tabid/58/Default.aspx

Platform Launch Date June 2004

Strategic Research Agenda (SRA) Final – November 2006. www.artemis-office.org/DotNetNuke/Home/tabid/36/Default.aspx

Overall Policy Objective Europe currently leads the world in embedded electronics and software for aerospace, automotive, consumer and communications markets. This leading position is threatened by global competition, fragmentation of efforts and insufficient research investment. An ambitious initiative is needed for Europe to maintain its position and realise its potential in new emerging markets for intelligent products and services. The platform will provide the technology to tackle a broad range of social challenges including the aging population, safety of citizens and security of physical infrastructure.

Executive Summary of SRA ARTEMIS - “Advanced Research & Technology for Embedded Intelligence and Systems” - is the Technology Platform for Embedded Systems. Embedded Systems are computers that do not look like computers that are “embedded” in electronic products like mobile phones, cars or even planes. ARTEMIS is an Industry-led initiative to reinforce the position of the EU as a leading worldwide player in the design, integration and supply of Embedded Systems. It brings together leading industrial and academic groups with national and European bodies to establish and implement a coherent and integrated European research and development strategy for Embedded Systems. No action would lead to the same situation as the desktop computing market which is dominated

by a few non-European players.

The ARTEMIS Strategic Research Agenda outlines the evolution of the field from a medium to long-term perspective and identifies a number of important technological challenges that have to be met in order to allow Europe to implement the vision of the ‘Building ARTEMIS’ document as set by the High level Group on Embedded Systems. It also sets financial objectives for Embedded Systems R&D in Europe (see next section).

With the constant evolution of electronics and software technologies, there will be more and more Embedded Systems integrated into products and infrastructure.

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Already today 90% of computing devices are in Embedded Systems; the growth rate is more than 10% per annum and there are forecast to be over 40 billion devices worldwide by 2020. Moreover, the value added to the final product by embedded software is often orders of magnitude higher than the cost of the embedded devices themselves. For example, 20% of the value of each car today is due to embedded electronics and this will increase to an average of 35-40% by 2015. Similarly in the avionics sector, embedded software now accounts for a significant proportion of the development costs of an aeroplane.

Embedded Systems have evolved from stand-alone single-processor computers of the eighties and early nineties, to the special-purpose sophisticated fixed-function multi-processor systems of the present day associated with increasing communication capacities. The market for electronic systems is characterised by a constant need to bring to the users innovative products and services with increasing functionality at ever diminishing price. The increase of the technologies capabilities of the hardware as described by Moore’s Law, is out-pacing the productivity improvement of the designers. This leads to an ever widening design productivity gap that must be addressed by ARTEMIS. In future, this “productivity gap” is projected to increase even more unless this phenomenon is addressed.

The vision driving ARTEMIS is a major evolution of our society in which all electronic objects will become digital and communication-enabled with self-managed resources. These transformations will be possible through advances in Embedded Systems technologies and their large-scale deployment, not only in industries and services but in all areas of human activity. Taking a leading position in Embedded Systems requires significant investment in research and development. As they form the enabling technology for many areas of enterprise, the importance of Embedded Systems to the world economy, makes it imperative for Europe to intensify its efforts in this area. European efforts must at least match, if not exceed, comparable investments being made in the USA and Asia: the aim is for Europe to achieve leadership in intelligent, interconnected Embedded Systems. Therefore, ARTEMIS recognises the need to focus this investment.

The focus is achieved by setting the following ambitious targets to be attained by 2016:

• 50% of Embedded Systems deployed throughout the world will be based on ARTEMIS results and engineering disciplines including hardware, software and systems design.

• Achieve the cross-domain connectivity needed for the seamless interoperability between the ‘Ambient Intelligent Environments’ for the citizen at home, at work, travelling etc.

• There will be twice as many European SMEs engaged in the Embedded Systems supply chain, from concept through design, manufacture and support.

• Integrated tool chains based on ARTEMIS results to support development of Embedded Systems design.

• ARTEMIS will have generated at least 5 ‘radical innovations’ and will double the number of patents granted per year for European companies in ARTEMIS.

• Adapt the European research infrastructure and education system by 2016 to industry needs, in terms of design skills, based on ARTEMIS recommendations.

• Close the design productivity gap between potential and capability through a reduction by 50% in: system design cost, design time and validation/testing respectively.

The ARTEMIS approach is to remove barriers between application sectors, stimulating creativity and yielding multi-domain reusable results. This will be achieved by specifying an ARTEMIS reference architecture. ARTEMIS will seek maximum commonality across application sectors, however recognising that different application domains impose differing demands on the technology to be developed. ARTEMIS has therefore identified a number of representative ’Application Contexts’:

• “Industrial systems” - large, complex and safety critical systems, that embraces Automotive,Aerospace, Manufacturing, and growth areas such as biomedical.

• “Nomadic Environments” – enabling portable devices and on-body systems to offer users access to information and services while on the move.

• “Private Spaces”, - such as homes, cars and offices, that offers systems and solutions for improved enjoyment, comfort, well-being and safety.

• “Public Infrastructure” – major infrastructure such as airports, cities and highways that embrace large scale deployment of systems and services that benefit the citizen.

ARTEMIS strategy is to establish common technology to support the development of high value-added Embedded Systems across these application contexts. The common technology will include:

• Reference designs, that offer standard architectural approaches for a range of applications to address the complexity challenge and build synergies between market sectors;

• Middleware that enables seamless connectivity and wide-scale interoperability to support novel functionality, new services and build the ambient intelligent environment;

• Systems design methodologies and associated tools for rapid design and development;

• Generic enabling technologies derived from foundational science.

Budget / Financing The European Embedded Systems expenditure scenario for 2005 and 2010 is depicted in the table below. The total expenditure is estimated at € 20 billion in 2005 that would grow to € 32.5 billion in 2010. The public component of this expenditure needs to increase almost threefold from about € 250 million to € 700 million over the same period.

The bulk of the expenditure is the € 20 billion private industry R&D which mainly comprises

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downstream product development based on a conservative estimate of five major industrial sectors. The research component is partially supported through a number of publicly funded activities through the EU framework programme, EUREKA and specific National programmes in member states focused on Embedded Systems. Pre-competitive collaborative research uses the matched funding model. The Eureka programme supports Embedded Systems through the ITEA and MEDEA+ clusters. Centres of Excellence may envisage applying for EU Structural Funds, as well as loans from the European Investment Bank (EIB) in combination with the new Risk Sharing Facility foreseen in FP7. Furthermore, the new EU Competitiveness and Innovation Programme (CIP) may provide opportunities for technology take-up by SMEs.

All numbers are industry estimates and do not constitute a commitment from the European Commission.

The FP7 proposal includes a JTI in the area of Embedded Computing systems and Artemis members are currently discussing the various implementation options. There is strong interest in moving forward to a public-private joint undertaking able to implement parts of the SRA by pulling together resources at Community, national and inter-governmental (EUREKA) level under the same framework.

Internal Structures put in Place by the Platform ARTEMIS has a Steering Board that takes care of all strategic issues related to the platform activities. The Executive Board is a smaller executive and operational representation of the Steering Board.

ARTEMIS has 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. A number of WGs have been created thus far on the following topics: Technology, Applications, Governance, Communications, Innovation Environment, Research Infrastructure, etc.

Platform Activities and Structures at National Level 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,

the Strategic Agenda and to promote a fertile innovation environment and a state-of-the-art research infrastructure in Europe.

Openness and Transparency ARTEMIS is aware of the importance of raising awareness of its activities and has a dedicated team to define the strategy and an office to implement the comprehensive dissemination activities. These include a professional website that is the focal point of all the awareness creation. The website is constantly updated and is used actively to support existing and new participants in ARTEMIS. The ARTEMIS office issues bi-weekly newsletters and a quarterly journal. ARTEMIS is the organiser of an annual conference that attracts more than 300 participants. In 2007 this conference will be in Berlin, Germany. In March 2006 ARTEMIS organised an ARTEMIS SRA Launch event in Brussels. The launch event had Commissioner Reding as keynote speaker and resulted in more than 50 articles published in the European press.

Cross-Platform Interactions ARTEMIS co-ordinates its activities with the other Technology platforms through both personal contacts and joint meetings. It has in particular very close cooperation with ENIAC both on SRA issues and set-up of the JTI activities. ARTEMIS is also involved in the EPISTEP activities towards increasing SME participation in the ARTEMIS platform.

International Cooperation The objective of the ARTEMIS international cooperation strategy is to define “modalities” for interaction between the European R&D community, and the main international players in the area, including research institutions, professional organisations (ACM, IEEE), standardisation bodies (e.g.: OMG, IEEE), large consortia, funding agencies (e.g.: IST, NSF, DARPA). International Collaboration covers a potentially wide range of activities, from the organisation of technical meetings, high-level meetings, conferences, schools, and joint international projects. These may have various aims, including education and training, dissemination, definition of standards, and development of joint R&D activities. It is clear that International Collaboration should fit into a global win-win strategy, for achieving the participants’ long-range aims.

Deployment Strategy ARTEMIS brings forward proposals for improving the coordination of the European research instruments for fostering efficient innovation environments. By doing so, ARTEMIS stakeholders ensure that the right research is conducted in the right way. To implement its Strategic Research Agenda and to achieve coordination and consistency of existing RTD European instruments, ARTEMIS puts forward a synergetic approach consisting of three pillars under a common roof, as depicted in the next figure.

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For the left pillar, focussing mainly on the upstream part of the ARTEMIS SRA, use will be made primarily of the regular instruments in the four Specific Programmes envisaged for FP7.

For the central pillar, focussing mainly on the downstream part of its SRA, ARTEMIS proposes setting up a Joint Technology Initiative (JTI). The only means to mobilise the critical mass required for implementing the selected parts of the SRA is a Public-Private Partnership combining private sector resources with national and European public funding. The core of the JTI will be an ITEA/MEDEA+ like industry-driven programme for collaborative RTD. In addition, the JTI will provide a flexible basis for common public-private actions to create a fertile ecosystem in Europe for Open Innovation in embedded systems, involving large firms, SMEs, institutes and universities.

Regarding the collaborative RTD programme, industry will commit to investing the RTD efforts necessary for accomplishing the selected SRA objectives. The private sector will mainly contribute in-kind, carrying the remaining 50% of the precompetitive RTD costs, as well as the costs and risks of all RTD and innovation on Embedded Systems beyond the phase of pre-competitive RTD that is publicly supported in the context of ARTEMIS. Furthermore, industry will cover the organisational costs of governing the JTI and its Operations structure.

On the public side, the EU would provide a financial incentive for Member States to focus national RTD activities on the ARTEMIS SRA; to join forces within the European Research Area (ERA); and to improve the efficiency of funding mechanisms for intergovernmental cooperation taking place in the ITEA and MEDEA+ clusters in EUREKA.

In essence, an EU contribution would complement the financial contributions from each Member State or Associated State engaged in the JTI to its national participants in transnational projects. In this way, Member and Associated States would increase their RTD expenditures to address the SRA objectives, and cooperate transnationally. In addition, the scheme would optimally exploit the advantages and valuable experiences of EUREKA clusters such as ITEA and MEDEA+ in running industry-driven RTD programmes, while overcoming EUREKA’s notorious problem of harmonising and synchronising funding.

Need for Major Research Infrastructure ARTEMIS has identified a need for research infrastructures. An example is that extensive user tests have to be conducted before embedded electronic products can be put on the market. For this reason, Philips for example has substantially invested in a “HomeLab”, where psychologists, sociologist, communication specialists and engineers analyse the way family members interact in a “normal” home environment with prototype products containing embedded systems. Such single-company initiatives are important, but have important drawbacks: its application space is limited (e.g. the HomeLab is limited to the private space), and SMEs, research institutes and universities, for which it goes beyond their own investment capabilities, have very limited activities on the ARTEMIS SRA; to join forces within access to the facilities created by the big companies.

ARTEMIS will therefore conduct a study to clarify the needs in each domain of the ARTEMIS SRA

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(applications and technical domains) for major research infrastructures.

Next Steps Key activities and milestones planned for the platform in the short term:

• Steering Board, Mirror Group and Executive Board meetings;

• Working Groups on roadmapping activities and Innovation;

• Creation of the ARTEMIS Industrial Association (ARTEMISIA);ARTEMISIA launch meeting (November 2006);

• Publication of the “full” Strategic Research Agenda with roadmaps, (November 2006);

• Annual Conference in Berlin, Germany (June 2007).

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European Platform on Smart Systems Integration (EPoSS) www.smart-systems-integration.org

Technology Platform Contacts Technical contact: Klaus SCHYMANIETZ, Chairman, Senior Vice President Operations, EADS Deutschland GmbH, Münich, Germany klaus.schymanietz@eads.com Tel: +49 89 6 07- 0 Secretariat: contact@smart-systems-integration.org

Commission Services Contacts Francisco IBAÑEZ GALLARDO, DG Information Society and Media, "Microsystems" Francisco.ibanez@ec.europa.eu Tel: +32 2 296 8659

Vision Document Towards a vision of Innovative Smart Systems Integration. www.smart-systems-integration.org/public/documents/eposs_papers

Platform Launch Date 5 July 2006

Strategic Research Agenda (SRA) First version – August 2006. www.smart-systems-integration.org/public/documents

Overall Policy Objective European industry leads the world in micro/nano systems technologies and related advanced technologies. Europe demonstrates high competence and competitiveness in the various segments of micro- and nanosystems. EPoSS, European Technology Platform on Smart Systems Integration, brings together European private and public stakeholders in order to implement the European Research Area of Smart Systems Integration.

Executive Summary of SRA Strong international competition calls for rapid product change, higher quality, lower cost and shorter time to markets. Smaller and smarter by transdisciplinarity will be the key issue in the future, innovative systems integration the major challenge. The evolution of the critical dimension of technologies into the nanometre scale together with the exploitation of completely new physical phenomena at the atomic and molecular levels has opened opportunities for groundbreaking solutions to old and new problems in bioengineering, environment, human-machine interface, etc. The ability to miniaturise and integrate intelligence and new functionalities into conventional and new components and materials is particularly relevant for the implementation of the vision of ambient intelligence and to extend this vision towards ‘ambient assisted living’ in general.

Research and Innovation Aspects

European R&D and innovation related aspects of Smart Systems Integration will address the following issues in order to obtain significant structural improvements:

• Future research priorities and scenarios for

product/technology developments and for upcoming applications in different industrial sectors (automotive, industrial, aeronautics, logistics, health, consumer, etc…).

• Scenarios for fast and secure transfer of RTD into innovation in existing and new products of high economic or socio-economic value (e.g. manufacturing issues, ambient assisted living, environmental applications, security).

• Smart systems integration and support activities of common interest or more advanced nature (standardisation and regulatory issues, use of eco-efficient technologies, development of human resources, quality assurance, reliability, new emerging technologies, IPR, …).

• Shared access to excellent but dispersed European research infrastructures: managing research infrastructures to ensure shared utilization of existing infrastructure and the development of new facilities and reduction of barriers, cooperation, communication and information exchanges and exploring coordination opportunities between national and

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regional initiatives. • Greater public awareness, visibility,

dissemination and common presence at European and global level.

• Stimulation of new regional ecosystems for research and innovation in the field of Smart Integrated Systems and enhancement of existing ones.

• Contribution of Smart Integrated Systems to general policy and other research and development activities.

• Coping with disruptive technological changes and promotion of competition and commercialisation of research results with special focus on the needs of SMEs.

EPoSS, the European Technology Platform on Innovative Smart Systems Integration and Integrated Micro and Nanosystems

A group of major industrial companies intends to coordinate their activities and to set-up a vision for and a research agenda on Innovative Smart Systems Integration by applying the mechanism of a ‘European Technology Platform’. The platform is an industry driven policy initiative aiming at defining R&D needs, innovation and policy requirements in this case related to the particular field of Innovative Smart Systems Integration and Integrated Micro and Nanosystems. The initiative is of particular importance in view of defining research and technology priorities for the EU’s VIIth Framework Programme, for raising more critical mass and resources and for coordinating between different initiatives (national, regional, EUREKA, European public funding and industry).

Budget / Financing EPoSS has been fully financed by its founding industries and is currently investigating additional financing mechanisms. On Dec 2006 EPoSS decided to ask its members for a small contribution to the costs. This contribution is not intended as a formal membership fee, but as remuneration for the services to be provided (i.e. participation at the costs for maintaining the organisational structure and for the activities of the EPoSS Office).

Internal Structures put in Place by the Platform The following WG covering priority application areas of smart systems are established:

• Automotives; • Aeronautics; • Telecommunication; • Medical Technologies; • Security; • Logistics/RFID; • Common Technology Issues (Communalities).

Each working group will be led by an industry representative and will involve representatives of public research, universities, public authorities and scientific, industrial and civic associations which are deeply involved in the targeted field of the respective working group. Each group should develop a long-term vision and implement a corresponding road-map.

Platform Activities and Structures at National Level In addition to the working groups, a steering committee will be formed to deal with all the cross-sectional issues related to framework conditions for research targets and directions. This group will also provide an operational link to the European Commission, other public authorities and to the working groups, with the aim of establishing an innovation framework in Smart System integration for companies in Europe.

Above this operational structure, a High Level Group (HLG) will guide the overall strategic development of the Technology Platform. The HLG will provide the link to the European Commission and to other thematically related European Technology Platforms. The chairman of the HLG is a senior industry representative.

The mirror group of EPoSS is in the progress of being set up.

Openness and Transparency EPoSS has been present in the major events related to ETPs organised in 2006. As an example, EPoSS successfully participated in the IST 2006 Event in Helsinki. EPoSS also participated in the Seminar of the industrial leaders of European Technology Platforms chaired by Commissioner Potocnik in the presence of President Barroso. The web page of EPoSS is a very useful instrument to raise awareness on the platform's activities and to inform new potential partners and officially involve those interested in the platform structure.

Cross-Platform Interactions The European Technology Platform on Smart Systems Integration (EPoSS) constitutes a decisive link between the technology platforms at component level (ENIAC, Photonics21) systems (ARTEMIS) and the application platforms (ACARE, ERTRAC, eMobility etc.).

International Cooperation Currently, international cooperation is being discussed within the different EPoSS working groups.

Deployment Strategy The steering group of EPoSS and the members of the working group are currently discussing a number of project proposals which are being evaluated and clustered.

Additional details of EPoSS deployment strategy is currently being developed by the Steering Group of EPoSS and it will be presented shortly.

Need for Major Research Infrastructure Currently, EPoSS does not foresee a need of specific large-scale research facilities to implement its SRA.

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Next Steps • Active participation in FP7 Call 1. • Working groups roadmaps - For each of the

working groups already established, the update of the current roadmaps is under development.

• Participation in the European Technology Platforms Workshop. London 6/2/2007.

• Part of the activities of EPoSS is the organisation

of SMART SYSTEMS INTEGRATION 2007. 1st European Conference & Exhibition on integration issues of miniaturized systems - MEMS, MOEMS, ICs and electronic components. 27 - 28 Mars 2007, Paris

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European Space Technology Platform (ESTP) www.estp-space.eu

Technology Platform Contacts Technical contact: Edmund WILLIAMS; European Space Agency, Noordwijk, The Netherlands edmund.williams@esa.int Tel: + 31 71 565 3212 Administrative and Financial contact: Stéphane LASCAR; European Space Agency, Noordwijk, The Netherlands stephane.lascar@esa.int Tel:+ 31 71 565 5161

Commission Services Contacts Andras ROBOZ, DG Entreprise, "European Space Policy" andras.roboz@ec.europa.eu Tel.: +32 2 298 8615

Vision Document European Space Technology Master Plan (ESTMP) issued in November 2005.

Platform Launch Date September 2004

Strategic Research Agenda (SRA) Final V1.0 – 22 June 2006. www.estp-space.eu

Overall Policy Objective The ESTP will reinforce, improve and enlarge the coordination and planning of the European efforts (based on the European Space Technology Harmonisation/ESTMP process) to establish a sound, competitive and non-dependent space technology base, supporting EU policies and enabling services to the citizen.

Executive Summary of SRA Europe needs a broad space technological base aimed at deploying competitive and non-dependent space systems in answer to EU policies and European citizen needs. This cannot become a reality without a stronger commitment to technology research, innovation, in-flight demonstration and coordination of resources. Services for civilian use based on space assets must become sustainable through deployment of cost-effective underpinning technology, from upstream onboard space technology to efficient and economic downstream applications and added value services to end-users.

In 2001-2004 the European Space Sector has faced an unprecedented crisis. For the first time, industry is confronted with a drastic decrease in the telecom and commercial market simultaneously with a stagnant-to decreasing institutional market.

Worldwide, the competition is increasing. In the USA, the institutional market, especially the Dept. of Defence, but also the NASA Exploration initiative, are more than compensating for the commercial

shortfall. More importantly, this approach is pushing for new systems architectures and higher performance technologies. Russia is still an important reservoir of conventional technologies at low cost while India and China are developing today’s technologies at lower cost than their European counterparts in all domains of space activities (e.g. launchers and satellites). In some areas of technology Europe is still dependent on imports from non-European countries. Coordination and increase of the efforts in space-related activities is a prerequisite to improve the strategic place of Europe in the world and to reduce dependency from the leader in the sector, the US. Increasing efficiency will require maximising synergies through reinforcing complementarities amongst stakeholders (space/non-space) and avoiding duplications in each element of the value chain.

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The 3 SRA Pillars: Pillar 1 Non-Dependence – Development of strategic space technologies needed for Europe’s non-dependence; promotion of international cooperation for alternative supplies

Pillar 2: Multiple-use and Spin-in – Synergistic actions with the non-space sector in areas of mutual interest (e.g. embedded systems, photovoltaics, fuel-cells, nano-technologies and robotics).

Pillar 3: Enabling technologies – support the implementation of EU policies by developing the needed technology (e.g. in the area of security/defence.

Aware of this problem, the ESA Ministerial Council, at its meeting in Edinburgh in November 2001, invited ESA and its Member States to pursue, together with the other players in the space sector, the programmatic coordination and harmonisation of technology programmes in Europe and to prepare a European Space Technology Master Plan (ESTMP).

Moreover, the 2nd Space Council (June 2005) reaffirmed the need for Europe to have its space programme (ESP) defined. The European Space Programme will provide an opportunity for ESA and the European space Industry to respond to new European political challenges, exploiting opportunities and reaping benefits stemming from the new environment.

With that respect, the European Space Technology Platform (ESTP) has been established in the frame of the European Commission’s European Technology Platforms initiative.

The objectives of the ESTP are to:

• Extend the coordination process to all EU Member States;

• Provide a long-term vision for space-technology R&D;

• Implement at EU level the vision and a coherent cooperation framework for the deployment of space technologies within the European Space Programme;

• Promote actions to reduce European dependence;

• Enhance and cross-fertilise technology (promote multiple-use and spin-in) by: − Developing synergies between the ESTP

and other related non-space Technology Platforms (e.g. in the areas of photovoltaics, fuel-cells, materials, nano-technologies and nano-systems, telecommunications, etc);

− Promoting joint upstream research on dual-use technologies (civil and security/defence).

• Drive technology R&D strategy in response to EU needs;

• Promote the worldwide competitiveness of the European industrial base;

• Facilitate international cooperation on technology issues (also for non-dependence).

The ESTP builds on the success of the established ESTMP / Harmonisation process , adapting and

responding to the enlargement of the European Union, and developing synergies with related non-space Technology Platforms. Since its pilot launch in 2000, approximately 45 technologies have been harmonised, with the participation of all ESA Member States, Eurospace, Industry, more than 800 Professionals from more than 170 European Space Companies and research organisations. In addition to what is covered today by existing ESA, national, industry and other research programmes, the European Space Technology Platform foresees a complementary effort through three strategic pillars, for which EU support is required:

Key issues Europe must ensure the appropriate technology preparation with a strong technology policy, based on an enlarged coordination and well integrated into an overall European Space Policy.

Space-technology readiness requires a strong political commitment and additional financial support with adequate funding schemes (up to 100% of development costs) from European Member States, to meet European space ambitions in due time, enhance industry’s worldwide competitiveness and ensure European non-dependence through the development of strategic technologies.

Community efforts must focus on identified development priorities complementing existing programmes.

Budget / Financing Most of the financing of the Space Technology developments identified in the SRA will come from ESA, National Agencies and Industry. It is necessary to complement current space funding on identified development priorities through community programmes (e.g. EC FP7).

Further to the funding available through national and ESA programmes, it will be necessary to complement current space technology R&D adequately supporting and funding the 3 pillars of the ESTP:

• Support Pillar 1 (Non-dependence) through a dedicated effort in the Space budget of FP7 and other Community budget lines/programmes.

• Support Pillar 2 (Multiple-use/spin-in) on upstream technology of multiple-use through related FP7 priority areas (eg. robotics, information technologies, materials, embedded systems, etc.), incorporating space requirements in Community programmes from the very beginning. The space community will therefore be able to build on basic research in non-space-specific technologies.

• Support Pillar 3 (Enabling Technologies) on an ad-hoc basis via related application domains. One specific example relates to security, where space technology R&D needed by an operational space component should be financed through the Security budget in FP7.

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ESTP Element Pillar 1 -Non-Dependence

Financing mechanism: FP7’s Space budget + CIP

Pillar 2 - Multiple-use Financing mechanism: FP7 within respective thematic priorities

Pillar 3 -Enabling Technology Financing mechanism: FP7 along application lines (Galileo, security, etc.)

Extended (ESP) Coordination Financing mechanism: Specific Support Actions in FP7

Existing Coordination Financing mechanism: Funded by stakeholders

Stakeholders’ Programmes Financing mechanism: Funded by stakeholders

Internal Structures put in Place by the Platform The ESTP is coordinated by ESA in close collaboration with Industry (Eurospace), expanding on the established European Space Technology Harmonisation. The main contributors to the platform are the national space agencies that run their own R&D and the main space industry together with relevant specialized SMEs.

ESTP stakeholders include:

• 18 EU member states (Austria, Belgium, Czech Republic, Denmark, Finland, France, Germany, Greece, Hungary, Ireland, Italy, Luxembourg, Netherlands, Poland, Portugal, Spain, Sweden, United Kingdom) plus Switzerland, Norway, Romania and Canada;

• European Space Industry (over 110 companies) represented by Eurospace, covering more than 90% of the total turnover of the European Space Industry;

• Research Laboratories and Universities; • The European Space Agency (ESA), National

Space Agencies and other Organisations; • The ESTP is open to receive members from

other European organisations and EU Member states.

Platform Activities and Structures at National Level As per above.

Openness and Transparency The ESTP is open to all European players involved in the development of space technology, and to the user communities that benefit from it. All of the information exchanged in the framework of the ESTP and the results of the coordination are communicated to stakeholders (www.estp-space.eu).

Concrete actions in 2006 included: • ESTP stakeholder meeting has been held on

11th May 2006;

• Setting up of webpage (www.estp-space.eu); • Presentation of ESTP to EC-JRC in July 2006; • SRA issuing July 2006.

Cross-Platform Interactions Bilateral meetings already took place with other TPs and European-wide initiatives in 2006 (ISI, EUROP EuMat, EUROBAT) and further meetings are in the pipeline, with the aim of identifying synergies and collaboration praxis.

In summary, the ESTP will promote and pursue ad-hoc collaborations with other technology platforms with the objective to:

• Provide other TPs with requirements for the development of specific technologies (e.g. new materials);

• Harmonise requirements and promote joint research on multiple-use technologies (e.g. propulsion aeronautics/space/defence);

• Promote the use of relevant technology in the space sector (spin-in);

• Promote the transfer of space technology to other areas (spin-off);

• Supply other TPs and initiatives with a European space technology one-stop-shop.

International Cooperation The part of the SRA that is under consideration requires more a European effort and cooperation rather than an international cooperation due to the nature of the critical components to be developed. However, FP7 participating third countries will be considered when relevant for the research actions.

Deployment Strategy • Most of the financing of the Space Technology

developments identified in the SRA will come from ESA, National Agencies and Industry. It is necessary to complement current space funding on identified development priorities through community programmes (e.g. EC FP7).

• It is fundamental that Community Programmes related to space technology will be coordinated with the space community under the umbrella of the ESTP.

• The ESTP-SRA shall be the basis for the preparation of FP7 work-programmes with affinities to space technology. In particular:

− FP7 work-programmes related to space technology, including biennial revisions, should be prepared in close coordination with the ESTP governing structure.

− This SRA proposes, today, a list of actions to be supported by Community Programmes for 2007. Future releases will comprehend an updated list of actions agreed among stakeholders, for inclusion in work-programmes beyond 2007.

− The vision and strategy expressed by the space community through the SRA shall be taken into account in the preparation of

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Community programmes from the very beginning, FP7 in particular, not only in the area of Space but also in areas where space has specific needs upstream (demand: e.g. fuel cells, embedded systems, etc) or in areas where it can supply technology to enable new services (e.g. security).

The monitoring of the work and the progress will be done under the ESTP governing structure.

Need for Major Research Infrastructure Not relevant.

Next Steps Short-term: • Monitor the implementation of the SRA; • ESTP secretariat meeting early 2007; • Stakeholder meeting first semester 2007.

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Networked and Electronic Media (NEM) www.nem-initiative.org

Technology Platform Contacts Jean-Charles HOURCADE, Chair, Thomson, Paris, France jean-charles.hourcade@thomson.net Tel: +33 1 41 86 50 00

Technical contact: Jean-Michel DUPONT, Thomson Jean-Michel.Dupont@thomson.net Tel: +33 1 41 86 61 36

Financial contact: Luis Fernando SOLÓRZANO, Telecommunications Engineer luisf@tid.es Tel: +3491337 42 79

NEM Secretariat: c/o David KENNEDY, Eurescom, Heidelberg, Germany kennedy@eurescom.de Tel: +49 62 21989 122

Commission Services Contacts Bartolomé ARROYO-FERNÁNDEZ, DG INFSO, Deputy Head of Unit bartolome.arroyo-fernandez@ec.europa.eu Tel: +32 2 296 3592

Vision Document Vision “Networked and Electronic Media” European Technology Platform (version 8.0, 31 January 2006). www.nem-initiative.org/Documents/NEM-V-001.pdf

Platform Launch Date June 2005

Strategic Research Agenda (SRA) Working Version 4.0 (Aug. 2006). www.nem-initiative.org/Documents/NEM-SRA-040.pdf

Overall Policy Objective The Networked and Electronic Media Initiative focus on an innovative mix of various media forms, delivered seamlessly over technologically transparent networks, to improve the quality, enjoyment and value of life. NEM represents the convergence of existing and new technologies, including broadband, mobile and new media across all ICT sectors, to create a new and exciting era of advanced personalised services. A main driver is the user centric evolutionary framework towards seamless service provision.

Executive Summary of SRA Networked Electronic Media are the central element of the European Commission's i2010 agenda. An "integrated approach to information society and audio-visual media policies" has been communicated as the central element to reaching the target of a "Single European Information Space" as well as an "Inclusive European Information Society".

The NEM SRA highlights the European industry’s views on the research priorities that are required in

the next few years so that Europe can truly become a worldwide champion in all domains related to “Networked and Electronic Media” (NEM). Numerous reports show that significant investment in research is essential for creating new products, services and solutions that can be deployed worldwide in the future. The convergence, currently happening between telecommunications, broadcasting, information technologies, media & content providers, and consumer electronics will significantly reshape the environment and usage for media and

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communications. Borders between telecommunications and broadcasting are already starting to blur as on the one hand e.g. telecommunications operators are providing access to television channels in addition to access to the Internet and to phone calls (what is called “triple play”), and on the other hand e.g. satellite broadcasters are starting to offer interactive services such as pay-per-view and video on demand in addition to accessing traditional TV channels. This trend will continue at an even faster pace in the next few years, enabled by a number of new and innovative technologies that will become more and more widely available. The ambition of the NEM European Technology Platform is that this new sector include first rank European industrial actors and that the technologies that will be used worldwide will be based on European standards, enabling the products, services and solutions from European companies to lead the market and benefit to all European citizens and businesses.

The European Citizen is the centre NEM is placing the consumer and European citizen in the centre of its perspective. It is the service which provides benefits to the consumer. Applications enable him to use content and services. Consequently, the NEM vision will eventually become reality in a large number of very different new types of services and applications. The citizen is connected to his current environment wherever he is, and this environment seamlessly offers services and applications to him matching his current needs and expectations. That such applications can intuitively be used without any barriers is self-evident.

Services drive the market development This perspective is supported by today’s understanding of the market environment. The importance of content and services is permanently growing as almost all stakeholders, in particular network operators, complement their business with services. ASPs like Google or Yahoo generate billions of Euro revenue with service provisioning (mainly searching) and advertising. In the light of the world soccer championship 2006 almost every media company bid for a transmission license.

Simplifying Content Creation and Management NEM identified the importance of content and services as one of its big challenges “to empower end-users by putting the user first”. Services require content. For offering a broad set of services lots of content needs to be generated – and managed. This will imply not only a need for advanced content management technologies. Sophisticated tools for flexible, dynamic, and automated service creation are required as well. As the amount of content increases finding the relevant piece of content is getting more and more important. Already today consumer create content by themselves, e.g. in WEB-pages, blogs or podcasts. It is expected that the amount will significantly increase over the next decade.

Seamless Service Provisioning The variety of services will call for techniques allowing to instantaneously creating new service by connecting service atoms, even over any kind of network. The consumer is pleased by services

optimized to his needs. Important is also, that services are provided seamlessly. It is of no interest to the consumer which network has to be used. NEM identified this as another big challenge “To create interoperable network infrastructures that enable seamless multimedia networking”. Today’s infrastructure is inapplicable for the NEM vision as it is characterized by very heterogeneous, proprietary and thus not interoperable approaches, not to mention that not all technologies are available for the NEM vision.

Unified System Architecture as glue between heterogeneous network infrastructure The technology platform NEM aims for developing an overall system concept and network architecture. This has been identified by NEM as an extremely important and challenging research topic. The current network infrastructure is characterized by an increasing number of access network types. Many types of wireless and wired networks ranging from personal area networks, local networks, access networks and core networks will have to interoperate and be managed. Broadband network access becomes a commodity. From April 2005 to March 2006 DSL connections grew by 39% to now 150 Million worldwide. Terminals implement more and more different access interfaces with the opportunity to use multiple interfaces simultaneously.

The challenge is that the amortization time in network infrastructure is rather long (10 years +) and NEM will have to develop technologies to glue existing infrastructure together. On the other side new network concepts are needed for seamless service provisioning. Not only planning of networks, but also optimizing network operation is critical in an environment, where networks are no longer designed for dedicated services. Seamless service handover between networks is a prerequisite for the envisioned services. Research has to include QoS issues, ease of configuration and service provisioning, and network and service management. From a commercial point of view the aspects of digital asset management, trust, and security as summarized in the big challenge “To promote “Electronic content from all to all” is important. Consumers expect that services, in particular personalized service, are available regardless of devices and networks. One implication for service provisioning is the need to serve all kinds of devices and networks. With increasing variety and complexity of services an individual adaptation is not possible at all. Therefore, NEM seeks to develop a suitable middleware as stated in the big challenge “development of new middleware for media applications” The importance of such a technology is commonly understood as all market segments started now to develop something. However, the NEM vision requires a consolidation, which in fact would enable an even more attractive market for services and content. The SRA is a living document. The technologies mapped onto the system concept help to identify gaps and missing links for the overall vision of NEM. SRA reflects those technologies identified as missing or requiring development form today’s perspective. Only a comprehensive gathering of all European expertise in the domain, as the NEM European Technology Platform is doing, will bring efficient responses to those.

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As the development moves on the SRA will need to reflect new insights. Solved issues will be removed as new ones will be taken in. Business starts with implementations Besides technology it is important to establish and foster an environment for implementation of the envisioned scenarios and technologies. Seeking aligned approaches, or at best standardized solutions is only half the way. In fact, NEM has to influence the standardization bodies, both at a European and a worldwide level, with contributions to push for a homogeneous European technology platform. At the next step, the European regulatory landscape is required to stimulate the deployment of innovative (European) solutions throughout Europe. Besides putting national priorities on various regulations, some scenarios require a synchronization of regulations on a European level. Another critical issue is interoperability. Applications and services that are and will be more and more available to all citizens and businesses will use various types of infrastructure Therefore interoperability between all kinds of terminals and the various transport networks needs to be ensured. This is the only way to prevent a monopolistic situation to occur, which may be detrimental to European cultural diversity and European independence.

In addition to the above general aspects, the i2010 initiative calls for ambitious innovation and research programmes. In this way, NEM is paying significant attention to those enabling technologies which will enable the NEM vision and make a significant positive contribution to the goals of i2010.

Budget / Financing The market which is in the scope of NEM is estimated at € 600 billion in 2005, with more than 1.5 million jobs, mostly highly qualified, employed in this area today. Implementing the NEM vision could increase the number of jobs in this area to 3 million by 2015.

The financial resources estimated for such an implementation should at least reach the level of € 3.5 billion in the next 10 years. This means that Europe should make a huge effort to maintain the competitiveness of the sector and take benefit of the enormous opportunities that NEM will offer. For the FP7, it is estimated that € 2 billion should be invested in this field in the period 2007-2013.

It is intended that projects will be run under the 7th framework programme, the Eureka CELTIC cluster and through private collaborations to realise the technical challenges of the NEM SRA.

NEM is open to the possibility of becoming a JTI in the future but has not progressed this point as yet.

Internal Structures put in Place by the Platform The NEM Initiative has a steering board of up to 40 members with a significant percentage made ou pf academics and SMEs alongside the leading industrial players in the NEM sector. This board gives the NEM policies to the NEM Executive group, chaired by the executive director, to implement.

The NEM membership is now over 300 companies with a diverse set of competences that cover practically all aspects of the NEM domain.

Platform Activities and Structures at National Level NEM has organised and shared a number of meetings between the platform and the national representatives of up to 34 European countries.

Based on these interactions and many direct representations there are now NEM national platforms in a number of countries – the largest is in Spain – and these are ensuring that national programmes are reflecting the NEM SRA as well.

Openness and Transparency The NEM platform has a policy of openness to all interested parties and we have maintained Membership as a no-cost option to ensure that nobody is excluded for economic reasons. All NEM members are invited to participate fully in NEM activities and in the October 2006 NEM GA more than 50 members presented their ideas and expressions of Interest for possible FP7 activities.

In October 2006 as well there was an open call for candidates for the NEM steering board and the elections were held and the membership of the steering board was increased to better reflect the cross section of members in the NEM community.

Cross-Platform Interactions NEM is a key part of the 4 Technology Platforms in the ICT area and is leading an initiative to co-ordinate the presentation of the results from these 4 platforms through the orchestration of common conferences and demonstrations once projects are underway.

International Cooperation NEM is planning to make several proposals over the next year for diverse international collaborations. These collaborations will be based on an intellectual evaluation of which regions we need to influence to primarily ensure the acceptance of the NEM results in a global context but with a second agenda to promote the potential of the NEM members and to identify future opportunities.

Deployment Strategy NEM will also pursue the optimum harmonization with European-wide and other national R&D initiatives. The objective of this liaison is the establishment of pan-European virtual laboratories in the new Networked and Electronic Media by fostering strong cooperation among European researchers as well as the creation of opportunities for the cooperation of European R&D forces with other teams beyond Europe.

The immediate goal will be to establish a European Member States Mirror Group in the NEM technologies to foster sharing of information about national R&D programmes and initiatives has already been achieved.

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We expect that the decision making processes of participating Member States R&D organizations will be significantly improved thanks to the wide availability of R&D information, that will be subject to exchanges among responsible entities within each Member State, particularly, to assist NMS and ACC countries to better shape their own national programmes based on the experiences and priorities common to other Member States.

Need for Major Research Infrastructure There are several different aspects to the NEM needs for experimental support. These include: • Large scale Test Networks for trialling advanced

applications and services; • Experimental Networks to validate new network

architectures and components; • Integrated test facilities that could evolve into

conformance test facilities for third party service providers.

Next Steps The focus of the NEM strategy going forward is to:

• To extend EU strength with regard to innovation capability in, in particular, the telecom/broadcast constituency, in close collaboration with all associated research and SME entities to build up a visionary public sector that catalyses the take off of novel markets and enterprises to the benefit of the general public;

• To seize opportunities, notably, those offered by the emergence of new untested markets, such as the home/extended home and nomadic environments and the virtual home and office environments, the co-operation opportunities with Asia and other world regions with regard to standardisation, the new forms of convergence that emergence, e.g. between movie and game industry, and totally new application domains;

• To promote system approaches, i.e., initiatives in the field should cover all elements of the evolving value networks and should not be limited to sub items. This implies that such initiatives should be able to address all levels in the value network, from basic technologies at component level to application level, to achieve consistency of such system approaches at EU level, economies of scale, and economies of scope;

• To address the issues in a sectorial manner, i.e., carried by the strong and well-identified EU industrial/research basis;

• To promote an End-to-End, long-term and integrated approach to provide a level of funding commensurate with the economic importance of the sector;

• To further involve Member States, through their national programmes (BMBF, RNRT, RIAM, PROFIT, etc.) and also other European Initiatives (in particular: Eureka CELTIC initiative, SmartHouse Initiative, etc.).

In addition the NEM initiative will:

• Advise on the achievement of a programme of standards' development that encourages investment and innovation, engenders industrial and consumer confidence, whilst protecting European consumer and commercial interests.

• Disseminate the NEM vision towards its widest acceptance by all constituencies and research groups in Europe.

• Develop a deployment strategy involving the major global companies with large European presence. The deployment strategy will be influenced by the 'European Roadmap' derived from the results of the research programme and will include an analysis of transition strategies.

• Advise on proposals to stimulate and encourage collaborations beyond Europe that benefit European employment and local wealth creation.

• Encourage a monitoring methodology for evaluating the impact of particular projects and of the overall ‘NEM Industrial Initiative’, against scientific, commercial and social criteria. An impact assessment methodology will be proposed to include tangible measures of value and impact.

• Advise on competition, regulation and other legislative issues to address for maximum impact of the NEM sector.

In practice, the work of the NEM will involve:

• Regular NEM Executive Board and NEM Steering Board meetings;

• Regular NEM Mirror Group and Inter-platform meetings;

• Regular NEM SRA working group meetings on selected topics;

• 2 General Assembly meetings per year continuing with 4th General Assembly in March 2007, and 5th General Assembly in September 2007;

• Frequent revisions of the NEM Vision and SRA as the knowledge develops and changes;

• Facilitation meetings to promote the development of projects and activities to fulfil the NEM SRA.

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Networked European Software and Services Initiative (NESSI) www.nessi-europe.eu

Technology Platform Contacts Technical contact: Dario AVALLONE, Chairman of the Steering Committee dario.avallone@eng.it

Frédéric GITTLER, Vice-chairman of the Steering Committee and Governance leader – frederic.gittler@hp.com

Stefano DE PANFILIS, SRA Committee leader stefano.depanfilis@eng.it

Véronique PEVTSCHIN, Communication Coordinator veronique.pevtschin@softwareag.com

Administrative and Financial contact (NESSI Office contact): Bruno FRANÇOIS-MARSAL, NESSI Office Director Bruno.francois-marsal@thalesgroup.com, office@nessi-europe.eu Tel: +32 2 762 00 82

Commission Services Contacts Matteo BANTI, DG Information Society and Media, "Software & Service Architectures and Infrastructures" Matteo.banti@ec.europa.eu Tel: +32 2 298 5557

Vision Document NESSI Vision Document

Platform Launch Date 7 September 2005

Strategic Research Agenda (SRA) Organised in three volumes. SRA volumes are available at www.nessi-europe.eu

Volume 1 “Framing the service economy” – published March 2006. Volume 2 “A strategy to build NESSI” Volume 3 “The short, mid and long term roadmaps”” are currently under preparation. First edition of Volume 3 published July 2006.

Overall Policy Objective NESSI aims at shaping a vision and building an ecosystem that together enable the emergence of a service-oriented economy in Europe.

NESSI’s ambition is to develop a visionary unified European strategy and implementing technologies for secure and trusted services architectures, software and grid infrastructures, and trustworthy policies to boost the development of software and service-oriented architectures in Europe. This strategy will target both technological developments and business eco-systems.

Executive Summary of SRA The innovation driver and core enabler of economic growth in the 21st century is Information and Communication Technology (ICT). The combination of the growing demand for trustworthy software and services together with the structural forces affecting industry, represent a new opportunity for Europe. In this context, the NESSI

initiative embodies the strategic mechanism through which Europe will seize this opportunity and exploit its global capability, not only to the benefit of the software and ICT services industry, but also to that of all economic sectors, and at the end of the day, to the benefit of all citizens. Within ICT the IT services marketplace is today changing dramatically, due to a series of factors:

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• Private and public organisations require flexibility to keep up with the ever increasing pace of change caused by globalisation and technological innovation as well as the capacity to put in place new business models that distinguish their offering from their competitors;

• A continuing shift toward increasingly made-to-order solutions, which changes the balance of demand from products to services and from monolithic do-it-all applications to customised software solutions based on the composition and configuration of service components;

• A major shift toward mission-critical 24/24 running systems integrating with continually changing third-party systems;

• The broader uptake of ICT by end-users leads to new needs such as ubiquitous access, ease of use, personalisation and trusted transactional capabilities on all types of platforms, from embedded systems to distributed environments;

• The clear emergence of Open Source Software, which nourishes the dynamics of the ICT marketplace and creates a specific ecosystem that fosters opportunities by: increasing competition and choice, aligning with open standards, positioning software as a public good, improving technological self-reliance, increasing transparency while optimising costs.

To address the above factors properly, the ICT industry in general, and the software and IT service industry in particular, need to step up to the task of developing innovative products and services.

Although technology related aspects are important, it is crucial to address as well the sociological implications of building such systems, since the success of the initiative will be determined in a significant part by the acceptance of new technology by end users and communities.

NESSI aims at shaping a vision and building an ecosystem that together enable the emergence of a service-oriented economy in Europe.

It is with this in mind that NESSI is developing its Strategic Research Agenda, an SRA that is based on a holistic model which embraces the whole service approach from the behaviour of large systems service-based to delivery of a simple service to end-users. This model foresees the NESSI ecosystem as a key element in the EU Economy and architects it in three main constituent parts: 1. ICT Technologies, represented by the NESSI

Framework, where the services, the key elements of the ecosystem, are engineered;

2. The NESSI Landscape, comprising an emerging service economy, where services are applied to specific businesses and domains as well as made cross-domain. The NESSI Landscape aims at enabling tight interactions between trusted and dependable systems of agile service-oriented businesses in an always changing market;

3. The set of instantiation mechanisms based on regulations, rules and policies, experiences and learning approaches constitute the NESSI Adoption element and makes services usable by consumers. (see figure below)

At the core of NESSI vision is the provision of new approaches enabling the transformation of the European economy through service oriented business models.

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Budget / Financing The European software and services sector presently employs more than one million specialists and enjoyed a 4.4% growth in 2005. According to NESSI, an R&D investment of € 2.5 billion is required to advance the competitiveness and global reach of this key sector. NESSI has been fully financed by its founding industrial partners and is currently investigating additional financing mechanisms.

Internal Structures put in Place by the Platform NESSI is open to all stakeholders through a membership approach. Members are at the core of NESSI and contribute to NESSI through Working Groups. As of November 2006, 8 horizontal Working Groups address technological, systemic and adoption issues while the first vertical Working Group focuses on eHealth. Additional vertical working groups will be set up over 2007. The horizontal Working Groups are structured to address all areas of the Framework and Adoption layers of the Holistic model. NESSI is coordinated by 22 partners including 3 Universities and 3 SMEs and 3 User partner positions are still open. Partners operate through a NESSI Board and a NESSI Steering Committee – in addition, the NESSI Office is a support structure providing services to members, partners and acting as a central information and liaison point. The NESSI constituency of 200 companies and universities includes 40% ICT companies including 15% of SMEs, 5% of users and 55% of Academics.

Platform Activities and Structures at National Level In parallel to NESSI, national initiatives have and are emerging. This is the case for Spain with INES, Slovenia, Norway and Belgium. Other countries are currently investigating the opportunities of similar national initiatives.

Openness and Transparency NESSI’s approach is totally open, with membership enrolment available on the Web since January 2006, following the public announcement of the governance of NESSI. Membership simply requires the signature of a letter of intent, and all governance documents are publicly available from NESSI’s Web site. All information about NESSI, including vision, list of partners and members, SRA volumes and working group contacts and manifestos are also publicly available from the Web site. The NESSI Office provides continuous information support and acts as a liaison to channel any requests to the right contact person. In addition to these channels, NESSI has set up through its partner ObjectWeb an open source channel, ONESSI, whose purpose is to foster open source implementations of the NESSI framework. A dedicated Web site has been set up to manage this channel and presentations of ONESSI such as the session during IST’06 in Helsinki show that this channel is gaining momentum.

Cross-Platform Interactions As presented during the round table on ETPs chaired by Commissioner Viviane Reding on 21/11/2006, NESSI is a strong advocate of cross-platform interactions. Specifically, while it is clear that NESSI provides the services infrastructure to ensure the secure and personalised delivery of information, NESSI strongly relies on Artemis, eMobility and NEM to ensure the seamless delivery of these services. In particular, NESSI is proposing to set up collaborations to link to user communities such as eGovernment, eHealth, eBusiness etc as a cross-platform approach rather than individually. Beyond this proposal, NESSI participates to the inter ETP activity.

International Cooperation Beyond its national cooperation activities, NESSI monitors international developments in the fields of software, services and grids. It follows up on opportunities to participate to events such as the ICSOC conference to provide a visibility for NESSI’s approach and create industrial links.

Deployment Strategy In order to maximise its market penetration and wide adoption as well as to keep the work in line with research trends and end-users needs, NESSI is managed by a Board and a Steering Committee. These instances organise a deployment strategy along two lines of activities:

• Ensuring active participation of all stakeholders; • Disseminating the key role of NESSI in the

evolution of a service oriented business model for the European Economy to a wide range of audiences to ensure awareness and coordination with other relevant initiatives.

Deployment strategy – ensuring active participation of all stakeholders NESSI involves all relevant stakeholders through four Communities each having a specific role: • SME Community - The role of the SME Community

is to advise the Steering Committee on relevant issues affecting the development of SMEs in Europe and to suggest measures to support and facilitate their development and growth.

• User Community - The User Community represents the interests of the industrial and private users of the software and services that will result from the activities of NESSI. Its role is to ensure that user requirements are fully taken into account and that potential users are aware of the results. This aim is to maximise the economic benefit of the results of NESSI in a wide range of industry sectors as well as to all citizens.

• ICT Industry Community - The ICT Industry Community represents the interests of the European ICT industry, broadening the representation beyond the Permanent Members on the Steering Committee. It consists of companies that are not SME’s and thus cannot participate to the SME Community.

• Academic & Research Community - The role of the Academic & Research Community is to ensure that the research activities of NESSI have a sound scientific basis and that decisions are made with full awareness of advances made by the scientific

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and research community. It will consist of member of universities and research centres that do not have legal industrial profile and thus cannot join the ICT Industry Community.

In order to take into the account the work done at Community level and in general to participate to the NESSI strategic decision process, each of the above communities has its own representatives to the Steering Committee and to the NESSI Board.

Members will also be encouraged to participate to Working Groups that will be created, as necessary and on a temporary basis, to focus on specific topics necessary to the overall success of NESSI. NESSI already operates four working groups on the following topics: SRA, governance, new members, strategy and communication.

Following its launch on the 7th of September 2005, NESSI opened up its membership at its first Forum Conference on the 26th of January 2006 in Brussels.

With over 300 participants, this first NESSI Forum constituted the key opportunity for NESSI to open to all stakeholders in a structured, organised approach. At the Forum, the NESSI roadmap and the first public contribution of the SRA were presented.

Following this Forum, NESSI organised its first General Assembly where 9 new partners joined its Board and Steering Committee and 200 individual members formally joined its activities. In September 2006, NESSI launched its call for participation to working groups and as of October 2006, 8 technological working groups and one application working group are operating.

Deployment strategy – disseminating NESSI to a wide audience, coordinating with relevant initiatives NESSI is implementing a Strategy and Communication Plan which identifies all audiences to which the NESSI vision and advances should be communicated. This plan includes specific activities, through events, targeted information notes, animated scenarios, packaged information kits to ensure that the NESSI vision generates interest at all levels and is easily accessible. Specific events include, for instance, the Forum held in January 2006 and the General Assembly each of which attracted over 300 participants from all over Europe.NESSI also monitors European, national and regional events to which it can participate to widen its impact. For instance, it participates to Networks of Excellence meetings to collaborate on the adaptation of education curricula and training programmes that reflect the NESSI vision and, therefore, adapt to the industrial needs for trained human resources in the coming years. NESSI participates to SME specific events organised by SME associations to promote NESSI in terms of what ICT SMEs can contribute to and receive from NESSI. The first such SME event took place in April 2006.

NESSI was presented at the eChallenges conference in October and at the IST’06 conference in November, where it included 3 NESSI dedicated sessions, 1 information booth, participation to the ETP Round Table with

Commissioner Viviane Reding. NESSI was also filmed by Euronews for its Futuris programme.

Deployment strategy – delivering the NESSI Framework NESSI aims at delivering and fostering the development of reference implementations of the NESSI Framework. The methodology NESSI has chosen is to publish within 18 months a first implementation of an Open Framework including the necessary interfaces and standards. The purpose is to encourage the adoption of the NESSI Framework by other companies and encourage its adaptation to different vertical areas. NESSI will also provide compliance testing to ease the interoperability verification.

Need for Major Research Infrastructure To support the development of reference implementations of the Open Framework, NESSI intends to develop a number of test beds allowing any company to validate the compliance of its reference implementation through the use of these selected test beds. In parallel, NESSI is analysing how existing research infrastructures can be used and, if necessary, networked.

Next Steps • The SRA – publication of volume 2; • The setting up of activities targeted to the

enlargement of the users community and launching a new call of interest for the 3 user partnerships positions currently open;

• The setting up of activities targeted to the SME community, with the strategy towards SME currently under definition by the SME committee;

• The setting up of new application working groups; • The definition and publication of strategic

proposals and of NESSI Compliance criteria for proposals to ensure that FP7 collaborative projects are coordinated towards the implementation of the NESSI framework;

• The extension of links towards standardisation (on-going activity);

• The contributions from the working groups (on-going activity).

The main dates of NESSI over the year 2007 are: December 2006 – January 2007 publication of NESSI

Strategic proposals and compliance

January 2007 SME action plan - start of implementation

January 2007 official inauguration of the NESSI Office – presentation of the NESSI movie

March 2007 SRA Volume 2 Q1 2007 vertical areas selection September 2007 NESSI’s second general assembly

(date to be confirmed) October 2007 NESSI Roadmap event (date to be

confirmed)

In parallel to these activities, regular meetings of the NESSI governing bodies (Steering Committee and Board) are held. NESSI is also represented at a number of European events and non-European events, such as ICSOC 2006 held in December 2006 in Chicago.

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Photonics for the 21st century (Photonics21) www.photonics21.org

Technology Platform Contacts Technical contact: Sebastian Krug ,VDI Technologiezentrum GmbH Tel: +49 211 6214 472 Markus Wilkens, VDI Technologiezentrum GmbH secretariat@photonics21.org Tel: +49 211 6214 478

Commission Services Contacts Ronan BURGESS, DG Information Society and Media, "Photonics" Ronan.burgess@ec.europa.eu Tel.: +32 2 295 4445

Vision Document "Photonics for the 21st Century". www.photonics21.org/pdf/visionpaperPh21.pdf

Platform Launch Date 1st December 2005

Strategic Research Agenda (SRA) First Full Edition – April 2006. www.photonics21.org/download/sra_april.pdf

Overall Policy Objective Photonics21 undertakes to establish Europe as a leader in the development and deployment of Photonics in five industrial areas (Information and Communication, Lighting and Displays, Manufacturing, Life Science, and Security) as well as in Education and Training. Through a shared vision between industrial and public actors, it will create the critical environment necessary for visionary and industrially relevant R&D in photonic components, systems and applications.

Executive Summary of SRA The entry into the “photon century” requires a shared European initiative that enables industry and research to uphold their outstanding initiatives to explore the nearly limitless future applications of light and to reap the expected benefits in terms of creating both jobs and wealth. Many important European industries, from chip manufacturing and lighting, health care and life-sciences, to space, defence and the transport and automotive sectors rely on the same fundamental mastery of light. Without strong European leadership in photonics technologies, these industries will be left vulnerable to strong competition from the USA and Asia.

To achieve this leadership for the benefit of Europe and our citizens, an ambitious programme is required to:

• Supply the necessary research environment capable of supporting the visionary and industrially relevant R&D activities for photonics components, systems and their application over a broad range of industry sectors;

• Establish strategic links between mainly SME-

based photonics industries and principal user industries to share their long term vision and to mobilise a critical mass of resources;

• Foster co-operation and smooth out the current fragmentation of national and European R&D activities.

The Photonics-21 Technology Platform is committed to ensure that Europe is a leader at the forefront of the photonics century.

Budget / Financing The public contribution needed for the implementation of the SRA during FP7 is estimated at up to ± € 230 million per year, which will be complemented by a strong industrial contribution.

Internal Structures put in Place by the Platform The SRA covers the following areas:

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• Information and Communication; • Industrial Production/ Manufacturing and

Quality; • Life Sciences and Health; • Lighting and Displays; • Metrology and Sensors; • Design and Manufacturing of Components and

Systems; • Photonics Research, Education and Training.

Platform Activities and Structures at National Level A number of photonics technology platforms have been set up at national level with close links to Photonics21. A Mirror Group of Public Authorities is in the process of being set up with the task of exploiting synergies between the national and European research programmes in photonics.

Openness and Transparency • Photonics21 has posted its vision, objectives,

and strategic research agenda, as well as essential information on rules of engagement, governance, membership, and events and also the minutes of all high-level events on a dedicated website (www.photonics21.org).

• Workshops with the Stakeholders are held on relevant issues concerning activities and developments of the platform.

• Instructions on how to apply for membership are available on the web node, and applications are regularly considered by the Forum.

• An annual meeting reporting on the platforms activities was held in December 2006. . This meeting also included workshops as part of the update process for the Photonics21 Strategic Research Agenda.

Cross-Platform Interactions Photonics21 has links with the Manufuture, the Robotics, the Nanomedicine and the ENIAC technology platforms.

Deployment Strategy At Work Group level, Photonics21 actively supports the initiation and preparation joint research projects and other activities among stakeholders (members as well as non-members) within and outside FP7.

Activities aiming at the involvement of a larger community will include the stimulating networking and establishing links among Photonics21, national and regional platforms, networks and other relevant constituencies. Opportunities for cooperation, mutual support, joint activities and the creation of public private partnerships shall be identified. Strategic research topics as well as relevant markets will be continuously monitored. The analysis will results in continuously updated recommendations and technology roadmaps, where appropriate.

Need for Major Research Infrastructure At this time, the need for a specific large-scale photonics research facility has not been decided. Emphasis will be put on the improvement of the coordination and cooperation of existing research facilities. In specific (sub)areas (e.g. III/V semiconductors) joint initiatives in collaboration with other interest groups or platforms will be considered.

Next Steps Roadmap of key activities and milestones planned for the platform in the short term.

• 1st Quarter 2007: Setting up mirror group; • 2nd Quarter 2007: Update of the SRA update; • December 2007: Annual meeting Photonics21.

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European Robotics Platform (EUROP) www.robotics-platform.eu.com

Technology Platform Contacts Christophe GUETTIER, SAGEM, Paris, France christophe.guettier(at)sagem.com Tel: +33 1 69 19 96 70

Commission Services Contacts Franco MASTRODDI, DG Information Society and Media, "Cognitive Systems and Robotics" Franco.Mastroddi@ec.europa.eu Tel: +352 4301 33020 / 34142

Vision Document EUROP the European Robotics Platform - Glossy Brochure. www.robotics-platform.eu.com/documents.htm

Platform Launch Date October 2005

Strategic Research Agenda (SRA) Final – May 2006. www.robotics-platform.eu.com/documents.htm

Overall Policy Objective The main mission of EUROP’s stakeholders is to agree on strategic research goals and on industrially relevant priorities and to define and implement an action plan to support the growth of robotics industries in Europe. This action plan will support the European Union’s Lisbon strategy to boost competitiveness and growth by generating break-through innovations in robotics. This ambitious mission would see Europe maintaining its leading position in robotics and developing new companies and supply networks to meet the new technology needs.

Executive Summary of SRA Industry has strong expectations for EUROP, as we need to answer new requirements in service and security markets, both inside and outside the Union. European industries must be ready and strong enough to play its role by anticipating market development and by developing adequate supply chains in the different robotic sectors. The future prospects motivate current Japanese, Korean and US efforts. Today, it is fundamental to develop industrial capabilities, under a unified approach, in order to match and exceed these initiatives.

From a different angle, EUROP aligns with the Lisbon Strategy, and will be a very useful tool, in the context of i2010, to address global societal challenges. To tackle the over-ageing society and improve life quality of the physically challenged, new services, machines, tools and especially robot assistants can be developed. They will enable these persons to make use of their skills and experience without the full physical strain. The development of products with high added value will support economic growth and the development of knowledge-based employment. Similarly, productivity can be consolidated by producing more

and at lower cost. The manufacturing industry can become an asset to fight accelerating international outsourcing. Furthermore, robotic services can help tackle immigration and security problems, which are increasing with both EU enlargement and global terrorism. In addition, robotics will be an essential part of future information & communication society: as Japanese experts quote "robots will become the physical Web".

The EUROP vision can be translated into missions, to be fulfilled mainly in the FP7 time scale. The first step consists in continuing to develop and agree on a consistent Strategic Research Agenda around convergent objectives. The second step proposes initiatives to federate industrials, academics and public institutions to generate innovations and breakthrough in the robotic domains. Evaluating and stimulating new markets is also essential to balance technological objectives and to set relevant benchmarks. Finally, the platform will propose improvement of existing business models for industrial and space markets and produce new ones for the emerging service and security robotics market.

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This can only be achieved by delivering co-coordinated and collaborative efforts between industrial stakeholders, academics, SMEs and public authorities.

Budget / Financing This point will be addressed during 2007.

Internal Structures put in Place by the Platform The governance structure of EUROP is intended to ensure the realisation of its mission and objectives. It consists of:

• A Steering Board, to define and update the Strategic Agenda and oversee its implementation. This board includes decision makers from leading stakeholders from the private sector and academia, as well as representatives from the Mirror Group of Public Authorities.

• An Executive Board, as a smaller executive and operational representation of the Steering Board.

• A Group of Public Institutions, to provide decision making support based on scientific analysis and ensuring the participation of the scientific community (public research institutes and universities) excelling in Robotics research. This includes members of EURON, the European Network of Excellence in Robotics (EURON - www.euron.org).

• An End-Users Forum, including representatives from industrial sectors that are major users of robotics technologies (aerospace, automotive, food, but also security applications), in order to state expectations, requirements, and validation principles.

• Working Groups for specific predefined tasks, either permanent or on an ad-hoc temporary basis.

• An Office that provides permanent secretarial, operational and public relations support for EUROP.

Platform Activities and Structures at National Level • 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 and European 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 for Robotics in Europe.

Openness and Transparency EUROP is an open initiative and can be joined at any time by any new organisation involved in robotic activities in Europe as a research, developer or user organisation of robotic technologies.

New candidate members to join, need to submit a letter to the Executive Board, motivating their interest in joining the activities of the platform and stating that they accept terms of reference and Rules of Procedure set up in the governance document available on the web site, as well as that they agree to the vision outlined in “EUROP”, the 2005 report presenting the strategic vision of the platform.

The participation process is continuous; as a result, the number of participants has risen from 50 members in September 2005 up to 300 members today. The governance describes the process able to manage a limited expansion of the steering board to prevent ossification due to a too large number of participants.

Cross-Platform Interactions EUROP will address the relationship with ETPs in regard to robotics, such as Manufuture for robotics’ need in manufacturing, Artemis with respect to embedded system software, ENIAC concerning the micro and nano technology objectives, and Networks of Excellence like EURON in order to interact positively with the Strategic Research Agenda.

International Cooperation EUROP will address international co-operation issues within Europe and outside by examining the interaction between national and EU research funding and the necessary co-operation with competing industrial economies that will support the construction of a European robotic economy.

Deployment Strategy The platform will promote the defragmentation of research efforts by suggesting the creation of co-coordinated programs to a particular technological axis. Different levels of team integration and effort balanced between academic research and industry will be proposed. This will necessarily match the FP7 time-scale and maturity levels.

The platform will develop new business models for growing service and security market involving robots. With regard to the new robotic markets, the platform will define the appropriate business model including the supply chain, funding, resources, enabling services, standardization, social and societal issues, and by-products (technology, services etc).

Need for Major Research Infrastructure This point has not yet been addressed.

Next Steps Further development of the robotics vision and coordination of the Strategic Research Agenda including sectorial SRAs in industrial, service, space and security robotics sectors respectively.

As from Jan 2007, the main next steps include: • M6 - Assessment of the SRA Methodology; • M18 - Mid-term assessment of the SRA project

results; • M24 - Assessment of the sectorial SRA reports; • M30 - Assessment of the preliminary Common

SRA.

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The European Construction Technology Platform (ECTP) www.ectp.org

Technology Platform Contacts Technical contact: Jesus RODRIGUEZ, Dragados, President ENCORD jrodriguezs@geocisa.com Administrative and Financial contact: Luc BOURDEAU, CSTB, secretariat.ectp@cstb.fr

Commission Services Contacts Christos TOKAMANIS, DG Research, "New Product Generation" christos.tokamanis@ec.europa.eu Tel: +32 2 295 9565 Christophe LESNIAK, DG Research, "New Product Generation" christophe.lesniak@ec.europa.eu Tel: +32 2 295 5290

Vision Document Challenging and Changing Europe's Built Environment. A vision for a sustainable and competitive construction sector by 2030. www.ectp.org/documentation.asp#ECTP

Platform Launch Date July 2004

Strategic Research Agenda (SRA) "Achieving a sustainable and competitive construction sector by 2030" (Final: December 23, 2005). www.ectp.org/documentation.asp#ECTP

Overall Policy Objective The European construction sector, representing some 10% of GDP and one quarter of industrial output, is the largest industrial cluster in the EU and supplies our living and working infrastructure. The European Construction Technology Platform (ECTP) will take the construction sector to a new high level, by identifying and analysing the major challenges that the sector faces in terms of society, sustainability, technology, etc. and by developing strategies for how to address these challenges in the coming decades, in order to fit the society needs.

Executive Summary of SRA The general Vision of the European Construction Technology Platform (ECTP) states that in the year 2030, Europe's built environment is designed, built and maintained by a successful knowledge- and demand- driven sector, well known for its ability to satisfy all the needs of its clients and society, providing a high quality of life and demonstrating its long-term responsibility to the mankind's environment. Diversity in age, ability and culture, equalisation of opportunities for all is embraced. Finally, Construction has a good reputation as an attractive sector to work in, is deeply involved in research and development, and its companies are well known for their competitiveness on the local and regional as well as global levels.

The SRA defines the research that need to be carried out to achieve the vision whilst at the same time taking into account market forces. It is for these reasons that the SRA is inherently difficult to get right and at the same time is a document of crucial importance. Construction is a huge industrial sector that involves more than 2.5 million enterprises. Furthermore, the dimensions of the social demand are multiple, which makes the selection of a coherent set of priorities quite a difficult task. The list of priorities which are proposed by the ECTP can be gathered in 13 main items grouped in three pillars.

1. Meeting Client/User Requirements Society is at the same time the end-user and the client of the Construction Sector. It is in permanent

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evolution, now confronted with an ageing and growing population, with new and more diversified demands for more equity, more comfort, more safety and security, better health, better mobility. The demand of Society is for a new approach to our built environment: houses, cities, transport infrastructures and networks. The challenge of the Construction Sector is to meet this demand not only by new constructions but even more by renovation and by upgrading of existing structures. Four main sets of R&D needs have been identified in this area: • Healthy, Safe, Accessible and Stimulating

Indoor Environments for All; • A New Image of Cities; • Efficient Use of Underground City Space; • Mobility and Supply through Efficient Networks.

2. Becoming Sustainable Our built environment is intimately linked with nature and its natural resources, and should make the most of our interface with the natural environment. The impact of our built environment on nature is considerable through the resources it consumes, through the land it occupies and transforms, and through the nuisances it imposes. It is therefore vital to strive for a sustainable built environment. Emphasis has to be put on the following domains: • Reduce Resource Consumption (energy, water,

materials): − Energy Efficient Buildings; − Efficient and Environmentally Friendly

Construction Materials; − Reduce Environmental and Man-made

Impacts; − Protecting Land and Water; − Impact of Infrastructure on the

Environment. • Sustainable Management of Transport and

Utilities Networks. • A Living Cultural Heritage for an Attractive

Europe. • Improve Safety and Security.

3. Transformation of the Construction Sector Previous chapters have explored the demands of European customers and European Society both in terms of products and functions to be provided by the Construction Sector. But all of these demands can be placed in a more universal objective: the Construction Sector must be at the service of society, a key player in improving the competitiveness of European industry.

Innovation is needed to support the growing trend towards integrated construction teams and long-term supply chain collaboration. Although off-site techniques are not applicable in all cases, advanced manufacturing techniques must be introduced either on- or off-site to enable suppliers and manufacturers to undertake the following: to reduce costs; to enable mass customisation; to reduce installation problems and health and safety risks; to facilitate design; and finally, to improve quality and consistency. The challenge here is to reengineer the construction process, to transform a technology-driven sector, one that is slow to integrate innovation, into a sustainable demand-driven sector, one that is creative, flexible, innovative, knowledge- based, and which offers new business opportunities

and attractive work places to all.

Another important challenge is to incorporate the myriad of small and medium-sized enterprises (SMEs) into this global innovation process, a necessary move to increase the impact and application of new ideas in construction. A knowledge-based construction process will sustain the importance of the sector for our economies, both in urban and rural areas.

The built environment will be of growing value and comfort for people in our cities and villages. There will be a shift away from new construction to renovation and refurbishment, always following the target of improving comfort for consumers, sustainability and value for investors. The construction sector will maintain its importance as an employer of people with a range of skills from both urban and rural areas. Construction will diversify to embrace entirely new performances and methods, but will also remain a craftsman-oriented business for SMEs.

Four main areas of R&D needs have been identified on this topic:

1. A New Client-driven, Knowledge-based Construction Process;

2. ICT and Automation; 3. High Added-value Construction Materials; 4. Attractive Workplaces.

Budget / Financing Because most firms in the Construction Sector are small or medium-sized enterprises (SME’s), the contribution of the sector to the European GDP and its importance for the 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.

Possible implementation mechanisms:

• At the level of the EC, the support of projects (mainly collaborative projects) with a public/private share of the costs of the projects. Nine main priorities (requiring a budget of around € 1,200 million at short term) have been identified for that framework.

• 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 "Foundation" scheme in France.

• At trans-national level, the support of projects through the Eranet and Eranet+ schemes and Eureka.

• The identification of parts of the SRA which would need to reach a critical mass through the setting-up of Joint European Technological Initiatives (JTI). Two Initiatives are under development: one on Energy Efficient Buildings, and another one on Underground Innovative Construction Technologies.

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Internal Structures put in Place by the Platform The structure of the Platform basically includes a set of 7 Focus Areas (dedicated to main themes or sub-sectors) and a network of more than 20 National Technology Platforms. The FAs and the network of NTPs, as well as Advisory Groups (on SMEs and Clients/Users) and Working Groups (on Standards and Infrastructures), are animated and coordinated by a Support Group. A High Level Group, gathering CEOs (or their representatives) of the various categories of stakeholders, endorses and orientates the work of the Platform. All categories of stakeholders participate to the work of the ECTP (more than 700 members registered today in the Collaborative Work Space of ECTP, without taking account of the members of the National Platforms who have to be added to this figure).

Platform Activities and Structures at National Level The Platform has been the initiator of many of the more than 20 National Technology Platforms (NTP) under activities. Each NTP has created its own structure often similar to the ECTP. The NTPs have been widely integrated in the work of editing the Vision and the SRA of the Platform, through presentations of the successive versions, organisations of questionnaires, analysis and synthesis of the answers, comments and contributions. After the endorsement of the SRA by the HLG, the next fulfilled objective was to select the 9 main priorities of ECTP for the coming years. This selection was made taking into account a voting exercise carried out through the NTPs (around 15 NTPs have participated).

Since June 2006, this network of NTPs has taken a new dimension towards the development of R&D proposals, for example through the setting up of the EurekaBuild Umbrella.

A Mirror Group is regularly informed about the main output of the Platform.

Links have been also established with the Network of national programmes owners and managers gathered in the running Erabuild project.

Openness and Transparency The ECTP operates along the five principles of good governance, including openness and participation: ECTP is open to any interested organisation. The mechanism for new members to accede to the Platform is through the (existing or new) Focus Areas. The entry is completely open to any organisation having the intention of making active and effective contributions.

A website is maintained to allow a better communication both inside the ECTP (collaborative work space between different groups, focus areas and national platforms), and externally, to be used for other relationships and for dissemination of the ECTP activity (public website: www.ectp.org ).

The Network of NTPs has largely participated to the definition of the Vision, the SRA and the 9 priorities,

thus contributing to a very good openness and transparency.

Finally several presentations of the platform (by the SG Chairman or NTPs Network Coordinators) have been done in several countries before and/or at the launching of the NTPs.

Cross-Platform Interactions Cross-platform interactions on Construction aspects have taken place though participation of other platform members (Safety, Steel, Wood…) to the ECTP Focus Areas meetings, and trough participation of ECTP FAs Leaders to other Platforms meetings. Moreover an initiative has been taken to set up an inter-ETPs working group gathering the Steel, Wood, Chemistry, Photovoltaic, Hydrogen, Construction Platforms (meetings on October and November 2006), with a specific collaborative initiative on the topic of "Energy and Buildings" (European Solar Thermal Technology Platform – ESTTP). A session around this topic took place at the Second Conference organised by ECTP in Versailles on November 2006.

International Cooperation No specific relation with third countries has been organised so far at the level of ECTP. However, through its numerous members, ECTP maintains contacts with several individual and/or collective organisations in various non-European countries" such as USA (FIATECH) or China (a representative of a big R&D organisation in China was invited to the Versailles ECTP Conference in November 2006).

Deployment Strategy From the SRA, a set of nine priorities have been selected for implementation in the coming years (endorsed by the HLG on September 12, 2006). These nine priorities are:

1. Technologies for Healthy, Safe, Accessible and Stimulating Indoor Environments for All;

2. Innovative Use of Underground Space; 3. New Technologies, Concepts and High-tech

Materials for Efficient and Clean Buildings; 4. Reduce Environmental and Man-made Impacts

of Built Environment and Cities; 5. Sustainable Management of Transports and

Utilities Networks; 6. A Living Cultural Heritage for an Attractive

Europe; 7. Improve Safety and Security within the

Construction Sector; 8. New Integrated Processes for the Construction

Sector; 9. High Added Value Construction Materials; 2 additional priorities have been identified:

1. Nanotechnologies for materials in construction;

2. Technologies and engineering for innovative added-value services offered by SMEs.

The major objective of ECTP is now to promote these priorities at European and National programme levels and to support the development of R&D projects in that field. At European level, ECTP is supporting

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brokerage events through FAs events and its annual conference. The role of NTPs will be paramount to be active at national level. At trans-national level, the links of ECTP with Erabuild has enabled some national programme owners/managers to be aware of ECTP needs in order for them to consider ECTP priorities in their current and/or future joint calls. At last, the EurekaBuild Umbrella endorsed by Eureka in June 2006 has already planned a set of 5 or 6 thematic workshops in 2007 in various countries. The 2 JTI proposals under preparation on Energy Efficient Buildings and Underground Innovative Construction Technologies will also contribute to the implementation activities at mid term.

Need for Major Research Infrastructure A new Working Group was launched in late 2006 in order to detail the specific needs of ECTP in that field. First results should be made available by early/mid 2007.

Next Steps Key activities and milestones planned for the platform in 2007 are following:

• Second ECTP Annual Conference on "New Research and Innovation Strategy for Construction in Europe – Building up together towards FP7 and trans-national programmes" (Versailles. November 21-22, 2006);

• National Workshops on specific themes organised in various countries in the framework of ECTP and EurekaBuild (provisional dates: January 22-23, 2007 in the Netherlands on Networks, April/May in a Nordic country to be decided on ICT, June in Spain or Czech Rep. on Materials etc);

• Detailed implementation roadmap of the nine ECTP priorities with foreseen results and budget needed for further projects (first version in mid 2007);

• February 14, 2007: Support Group meeting. First draft of implementation roadmap;

• May 23, 2007: Support Group meeting. First version of implementation plan;

• May or June 2007: HLG meeting to endorse the first version of implementation plan;

• September 19, 2007: Support Group meeting; • November 26, 2007: Support Group meeting; • Third ECTP Annual Conference (planned

November 27-28, 2007).

Other activities: • Identification of needs of pre/co-normative

research for ECTP; • Identification of needs on infrastructures for

ECTP; • Promotion of participation of SMEs to projects; • Continuous links with EC programmes/priorities

potentially interested in the R&D needs and priorities of ECTP such as: − Nanosciences, nanotechnologies, materials

and new production technologies; − (integration of technologies for traditional

industries, materials, processes); − Information and Communication

Technologies (ICT supporting businesses and industry);

− Energy (energy efficiency and savings); − Environment (environment and health,

natural hazards, sustainable management of resources, environmental technologies, cultural heritage);

− Transport (infrastructure construction & maintenance);

− People; − Capacities (new R&D infrastructures); − CIP (Competitiveness and Innovation

Programmes).

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European Steel Technology Platform (ESTEP) cordis.europa.eu/estep/

Technology Platform Contacts Technical, administrative and financial contacts: Dr Jean-Claude CHARBONNIER, Secretary General secretariat@steelresearch-estep.org jean-claude.charbonnier@steelresearch-estep.org

Commission Services Contacts Philippe VANNSON, Head of Unit, DG Research, philippe.vannson@ec.europa.eu Tel: +32 2 299 30 03

Vision Document “European Steel Technology Platform - vision 2030”. cordis.europa.eu/estep/key-docs_en.html

Platform Launch Date March 2004

Strategic Research Agenda (SRA) From a Strategic Research Agenda to implementation - March 2006. cordis.europa.eu/estep/key-docs_en.html

Overall Policy Objective The creation of the European steel technology platform as part of the European Research Area will enable the implementation of a strategic research agenda, which is a key part of a sustainable development policy aimed at maintaining the leadership of the European steel industry. Objectives are to:

• Achieve the ambitions of the European Steel sector: to meet society’s needs and to consolidate a global, sustainable and competitive leadership;

• Contribute to the European Research Area’s objectives: integration and co-operation..

Executive Summary of SRA Three industrial programmes with a major societal impact are proposed and being implemented:

1. Safe, clean, cost-effective and low capital intensive technologies;

2. Rational use of energy resources and residues management;

3. Appealing steel solutions for end users.

The first programme aims at strengthening the competitiveness of the European Steel Industry. To fulfil this global ambition in the long term, innovation is required in the production processes and manufacturing technologies in order to meet key challenges:

• To achieve the highest standards of quality with highly productive processes;

• To renew continuously steel product on offer; • To ensure a short time to market; • To favour sustainable development and clean

operations of the steel industry.

Innovation is required to achieve the development of much more integrated routes to go further in

reducing the successive steps of heating and cooling resulting in the formation of scale, a major cause of iron loss.

However, great flexibility is needed in the whole steel industry production chain to cope with the expanding range of products that will have to be supplied at low cost. Much more compact lines and extended ranges of capability would be of benefit to the steel sector. New advanced physical and clean technologies for coating are being developed but still need to be improved. They will offer completely new surface functional properties.

On the other hand, where conventional technologies are mature and robust enough to guarantee stable performance, intelligent manufacturing technology should contribute to developing the more flexible processes. New paradigms, such as intelligent manufacturing processes, efficient production organisation, need to be designed and developed, based on breakthrough concepts to ensure the evolution of the next processes, products and services.

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Three major themes have been identified in the first large programme:

1. Novel integrated routes for a scale free and energy efficient processing;

2. Flexible and multifunction production chain; 3. Intelligent manufacturing.

The promotion of cost-effective processing solutions while preserving the natural resources constitutes a mandatory and permanent target for the steel sector. Protecting the environment (greenhouse gas emissions and more particularly CO2 emissions) and increasing energy efficiency both constitute major transversal issues in the sphere of the RTD programmes that are proposed in the second large industrial programme where again three major themes have been identified:

1. The greenhouse gas challenge; 2. Energy effectiveness and resources savings; 3. The social impact of materials.

The European steel industry has already met the challenge of lowering CO2 emissions by creating a consortium of industries and research organisations that has taken up the mission of developing breakthrough processes, the ULCOS (Ultra Low CO2 Steelmaking) consortium. This large-scale consortium (48 European participants), which was set up in the spirit of a joint initiative in 2004, plans to develop a breakthrough steelmaking process that has the potential of meeting the target of drastically reducing greenhouse gas emissions beyond 2020 (50%). The pilot and demonstration phase of the selected technologies at industrial scale should start in 2009.

The European steel sector constantly addresses the challenge of meeting customers’ demands for a broad variety of ever more sophisticated high-performance materials. To meet these needs, direct partnerships between steel producers and their immediate customers will be reinforced in the frame of the implementation of the ESTEP SRA. New appealing steel solutions will be offered to the automotive, construction and energy sectors which are regarded as priorities. This is the aim of the third large programme covering those 3 sectors.

There are common challenges to the Steel and Automotive Sectors such as energy consumption and CO2 emissions, dismantling and recycling, safety, reliability, cost effectiveness and modular and flexible production, individual design for the car of the future, The targeted development of a production and manufacturing chain using new high performance steels for lightweight construction including new forming and joining techniques and new coating processes is a very ambitious aim.

The R&D themes deriving from these challenges are:

• Complex components from new steel grades using innovative manufacturing methods;

• Development of new functional surfaces; • Development of steel solutions for the cars of

the future.

The construction industry is fragmented and there is a need for much closer cooperation between

suppliers and major construction companies. Different challenges should be addressed: sustainable development urbanisation, demographic changes, ICT, safety and health, recycling and reuse of construction material earthquakes and accidental loadings, fire, new EU directives. Two main R&D themes are being implemented: 1. Safe and healthy steel construction; 2. Sustainable steel-intensive construction, where

energy-efficient construction represents a first priority.

The challenges for both the oil and gas and the power generation industries are similar. That is a guaranteed supply of energetic fuels and electricity at the lowest costs with the maximum degree of reliability of plants and safety towards the citizens. Two sub-programmes are dedicated to the energy sector with several R&D themes each. They aim at developing higher performance steels for working in extreme conditions for the two different uses:

1. Exploration, production and transportation. Three R&D themes: • New highly-performing tubular materials for oil

& gas; • Steel pipes for high productivity energy

transportation; • Environmental fracture control.

2. Power generation. Four R&D themes: • New classes of heat resistant steels; • High corrosion and erosion resistant steels; • Steel and component manufacturing. • New steels and components for alternative

energies (wind farms, solar towers, etc.)

A major transversal theme regarding the human resources aspects has also been taken into consideration (attracting and securing qualified people to help meet the steel sector ambition). In this respect:

• A large European network (TIME, 47 universities), involved in education, training, communication and dissemination activities has been identified among the stakeholders of the EU steel technology platform. This network should play a leading role in analysing how the education system could meet the future requirements for qualified people in the European steel industry, and in devising effective approaches to address its anticipated shortcomings.

• Human resources, as the holders of a company’s core competencies, represent a key asset that should be fully optimised. A survey of the steps taken by European steel producers in terms of change management and progression towards “knowledge organisations”, leading to exchanges of best practices, should significantly contribute to such optimisation process.

Breakthrough technologies must be developed to achieve the technological advances of the three large industrial programmes of the platform. A critical mass of both skills and financial resources is necessary to meet the challenges of this long term ambition.

However, ESTEP will further integrate and broaden the scope of the European RTD partnership built in the framework of the ECSC Treaty (more than 8,000 researchers).

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Indeed, it will constitute broad partnerships involving the whole European steel industry, its suppliers and customers (automotive industry and construction sector and the energy sector), SMEs, private and public research organisations, public authorities and representatives of trade unions.

Budget / Financing The estimated total budget corresponding to the SRA activities amounts to around € 1.7 billion over 15 years, not including the industrial implementation of the selected low CO2 steelmaking technology.

However, the total budget for the first priorities of the 3 large industrial programmes amounts to around € 0.8 billion and their implementation should take place from 2007 to 2013 for RFCS, FP7 and other programmes. Please refer to the SRA for detail regarding all the First priorities.

Private funding by the stakeholders and funding from different institutions is foreseen. It is envisaged that all necessary resources of the existing instruments will be combined at different levels: EU programmes (Framework programmes, RFCS, Eurêka, etc.), national programmes and regional programmes.

However, the launch of a Joint Technology Initiative is envisaged and, together with possible loans from the European Investment Bank, it would cover, where appropriate, both the pilot and demonstration and the industrialisation phase of the ULCOS (Ultra Low CO2 Steelmaking) project.

Internal Structures put in Place by the Platform Two committees (a steering committee and a support group) and six working groups were set up following the organisation structure below and became operational in 2004. An additional Implementation group takes care of the implementation strategy and links with both the public authorities and the other platforms. Dr Jean-Claude Charbonnier was appointed General-Secretary of the platform by the Steering Committee in March 2006, as of July 2006.

Platform Activities and Structures at National Level Several platforms already derive from the European steel Technology platform. The best illustration is the Spanish platform whose structure reflects the ESTEP’s one. A Polish steel platform has also been set up and an Italian platform is under consideration.

The launch of a Mirror group was decided at the last Steering Committee of ESTEP on March 21st. National representatives have been invited to join this mirror group thanks to the Commission support (Unit Coal and Steel). Around 15 countries have replied so far and a first meeting will be organised at the beginning of next year 2007. (see figure below)

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Openness and Transparency The European Steel Technology Platform brings together all relevant stakeholders: the steel industry (including automotive and construction sectors), research centres, universities, trades unions, the European Commission as well as the other European institutions and Member States.

The organisation of the Platform is flexible, reactive and open: since the beginning, additional partners have been integrated into the organisation. As an example, EUnited Metallurgy (representing the European metallurgical plant and equipment industry) recently joined ESTEP. Each stakeholder is represented in each body of the platform, ensuring its participation in the different working groups, in the support group as well as the steering committee.

Several other R&D organisations have recently asked to join ESTEP and are going to become stakeholders.

Different communication activities were carried out:

• Publication and dissemination of key documents of ESTEP.

• Publication of a dedicated website on Cordis: cordis.europa.eu.int/estep/home_en.html.

• ESTEP was presented during many European meetings, such as: ATS 2005 meetings, Paris, 15 December 2005, seminar on European Technology Platforms, Brussels 16 December 2005, Austrian Presidency conference on European Technology Platforms, 4-5 May 2006, seminars with other European Federation such as the ECCS at Poina Brasov (September 2006), Versailles ECTP conference on November 21/22, 2006, etc.

Cross-Platform Interactions Contacts have been developed with other relevant platforms (exchange of good practices and information about the strategic research agenda). ESTEP participates to the “Inter-working group” recently set up in the construction sector (ECTP, PV Photovoltaic, Suschem, Forest). Common actions are being identified and will be communicated at the Versailles Congress of the ECTP. Furthermore in-depth discussion are carried out with the Manufuture platform to implement the process related priorities of ESTEP, namely regarding intelligent manufacturing and, on the other hand, with Eumat to develop the “SOVAMAT” project focused on the social impact of the development of new materials.

International Cooperation In the frame of the ULCOS project cooperation are carried out in the frame of the IISI (International Iron and steel) organisation with different countries such as USA, Canada, Japan, Korea etc.

Another large project in preparation SOVAMAT (Social impact and enhancing the value of Materials) already gathers approximately 50 participants worldwide and most of the materials manufacturing industries.

Deployment Strategy Detailed information regarding the global implementation process is described in the final version of the SRA: “From a Strategic Research Agenda to implementation” (short and extended versions).

The three industrial programmes, which are fully described in the SRA, are broken down into R&D themes and areas. The implementation strategy consists of defining, for each R&D area, the level of priority according to its strategic importance, the instrument to be used (e.g. the Seventh Framework Programme, the Research Fund for Coal and Steel), and the timeframe (short, medium, long term), as well as the budget deemed necessary. This strategy was endorsed by the ESTEP Steering Committee on 7th July 2005.

A JTI will be proposed to carry out the two last phases of the ULCOS (Ultra Low CO2 Steelmaking) project (2007/2015). These two phases will aim at developing selected new breakthrough technologies for low CO2 steel production and their implementation on a large industrial scale in the coming decades (beyond 2015). With regard to the ULCOS project and also other large projects, where a pilot and demonstration phase followed by an industrialisation phase is necessary, loans from the European Investment Bank (EIB) are envisaged.

Evaluation of results, dissemination strategy, the necessary business plans and future markets and their penetration will be defined by the appropriate working groups of ESTEP when preparing projects, according to their specificity.

The six working groups will be in charge of the follow up of both the global implementation process and the different running projects (evaluation, dissemination, training, etc.).

Need for Major Research Infrastructure ESTEP does not need larger scale research facilities to implement its SRA as a network gathering just under 8000 researchers from both private and public sectors was developed over the 50 years period of the ECSC.

However ESTEP needs to find in the FP7 work programmes bullet points which correspond to its priorities as much work has been done by approximately 120 people over the 3 years programme to identify them very precisely.

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Future Manufacturing Technologies: (MANUFUTURE©) www.manufuture.org europa.eu.int/comm/research/industrial_technologies/manufuture/home_en.html

Technology Platform Contacts Technical contact: Prof. Heinrich FLEGEL, President, Daimler Chrysler, Heinrich.Flegel@DaimlerChrysler.com Tel: + 49 711 1792927

Prof. Francesco JOVANE, Vice-President, ITIA-CNR, francesco.jovane@itia.cnr.it Tel: +39 02 23 69 9995 Administrative and Financial contact: Dr. Carlos COSTA, Vice-President, European Investment Bank DASILVAC@eib.org Tel: +351 21 790 53 39

Commission Services Contacts Christos TOKAMANIS, DG Research, Head of Unit,"Industrial Technologies" christos.tokamanis@ec.europa.eu Tel: +32 2 29 59565

Andrea GENTILI, DG Research, "Industrial Technologies" Andrea.Gentili@ec.europa.eu Tel: +32 2 29 84344

Vision Document “MANUFUTURE – Assuring The Future of Manufacturing In Europe. A vision for 2020”. www.manufuture.org europa.eu.int/comm/research/industrial_technologies/manufuture/home_en.html

Platform Launch Date 7 December 2004

Strategic Research Agenda (SRA) Final version of the SRA: July 2006. After the public presentation on December 2005, the SRA was published in October 2006. www.manufuture.org

Overall Policy Objective The mission of MANUFUTURE is to propose a strategy based on research and innovation, capable of speeding up the rate of industrial transformation in Europe, securing high added value employment and winning a major share of world manufacturing output in the future knowledge-driven economy.

Executive Summary of SRA The Manufuture Technology Platform aims to provide an analysis and methodology leading to a transformation of European manufacturing industry into a knowledge-based sector capable of competing successfully in the globalised marketplace.

The economic importance of sustaining a strong manufacturing base in Europe is evident from the fact that it provides jobs for around 34 million people, and produces an added value exceeding € 1,500 billion from 230 000 enterprises with 20 and

more employees. Today, however, it faces intense and growing competitive pressure on several fronts. In the high-tech sector, other developed economies pose the greatest threat. On the other hand, manufacturing in more mature traditional sectors is increasingly migrating to low-wage countries such as China and India. And these, too, are rapidly modernising their production methods and enhancing their technological capabilities.

Moreover, the short-range perspective of some shareholder considerations leads to a disproportionate

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loss of European technology to outside countries, causing a destruction of work-places that cannot be repaired by technology alone. A step further A number of ‘vertical’ technology- or sector-specific action plans and Technology Platforms have already been established, or are in the course of preparation. Manufuture goes a step further by addressing underlying ‘horizontal’ approaches applicable across a broad spectrum of industries.

It advocates the use of existing and new science-based solutions to transform European industry in ways that will strengthen its ability to compete in terms of high added value, since purely cost-based competition is unsustainable. By formulating synergistic fields of action and research, it also pursues the goal of maintaining the Community’s social and sustainability standards, while making efficient use of Europe’s remaining resources.

The Strategic Research Agenda ’s priorities for maximising added value are outlined in a strategic perspective linking the principal drivers of change with a series of ‘pillars’ of activity spanning the short- to long-term timeframe.

The key drivers as:

• Competition, especially from emerging economies;

• The shortening life cycle of enabling technologies;

• Environmental and sustainability issues; • Socio-economic environment; • Regulatory climate; and • Values and public acceptance.

The countermeasures for competitive and sustainable reaction to these challenges are seen in terms of five priority pillars and their associated enabling technologies:

1. New, high- added-value products and services; 2. New business models; 3. New manufacturing engineering; 4. Emerging manufacturing science and

technologies; 5. Transformation of existing RTD and educational

infrastructures to support world-class manufacturing, fostering researcher mobility, multidisciplinarity and lifelong learning.

Concentration on these actions will attract high value manufacturing industry, as well as the other fundamental actors such as universities and research centres, even from outside Europe

Role for collective research Collective research will certainly have a central part to play in realising the transformation, but technology alone will not meet the objectives of the Lisbon and Barcelona Councils. Understanding of business and financial mechanisms, implementation of new business models and re-strengthening of the ethical and social core values of European enterprises will all be required – as will the realisation of scientific innovation in traditional technology areas. Only by involving the largest possible number of stakeholders – notably the existing and proposed Technology Platforms,

whether applied at EU or national/regional level, and the innovative SMEs and other independent enterprises that figure largely in the structure of all manufacturing sectors – can today’s knowledge be applied to structure manufacturing as a new engineering science bringing sustainable results for Europe.

Traditionally, European products are associated with high quality, appealing design and cutting-edge technology. The effectiveness of the Manufuture agenda in transforming industry will depend upon manufacturers’ readiness to leverage these strengths, while adapting continuously to the changes necessary in an open, fast-moving global industrial marketplace.

Developments in enabling technologies such as innovative materials, nanotechnologies, ICT and mechatronics give almost limitless possibilities to develop new products or add functionality to existing products. European industry must have access to these technologies and to the tools for incorporating them into product designs.

Research topics to be supported should nevertheless have real industrial relevance and produce measurable impact in terms of marketable products/services or more efficient manufacturing methods. Programmes should therefore be conceived in order to reward results rather than efforts – which implies a substantial parallel investment in the improvement of existing technologies.

From products to product/services The market increasingly demands products that are customised, yet available with short delivery times. Consequently, the business focus must shift from designing and selling physical products, to supplying a system of products and services (‘product/services’ or ‘extended products’) that are jointly capable of fulfilling users’ demands, while also reducing total life-cycle costs and environmental impacts.

Innovating production A fundamental concept of the Manufuture vision is that of ‘innovating production’, which embraces new business models, new modes of ‘manufacturing engineering’ and an ability to profit from ground-breaking manufacturing sciences and technologies.

The ‘virtual factory’ of the future will manufacture in adaptable networks linking medium- and large-sized OEMs (original equipment manufacturers) with value-chain partners and suppliers of factory equipment/services selected according to needs at a given time. Its composition will not be limited by the presumption of physical co-location, nor by a need to maintain rigid long-term relationships.

This will demand a tremendous and concerted effort. At the heart of the new enterprises will be knowledge management, network management, and relationship management based on trust and ethics. The understanding that Europe and its population cannot forever live on a cushion of welfare underlines the fact that there is no other way into the future but to network globally in a reliable way.

Favourable climate Reaching these objectives will depend on the implementation of supportive fiscal and legislative framework conditions at EU market level. A consensus

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of support for the Manufuture vision will naturally enable a European Manufacturing Innovation and Research Area (EMIRA) to be created as an integral part of the European Research Area. It will promote the interests of European manufacturing industry, take account of regional and national needs, promote participation in European programmes (Framework Programmes, Eureka and other initiatives) and recognise Europe’s wider role in the global RTD network.

Budget / Financing This information is not available at this moment.

Platform Structure The governance of the Manufuture platform is ensured by the following structure:

High Level Group (HLG) The HLG is the Governing Body of the Manufuture Platform. It should help in setting-up the strategy to maintain European leadership in manufacturing through the development and update of a Strategic Research Agenda (SRA) and its Implementation Plan (IP) and in identifying the main barriers and technological needs of the sector. The HLG is mainly composed of industrial members; however representatives from Research centres and Academia are also present. A representation of the European Federation of Metal Trade Unions is ensured.

The Support Group (SG) coordinates all the work in the platform and provides the secretarial support. SG is composed by selected members who have internationally recognized knowledge and experience in Manufacturing and are able to commit resources for the Strategic Research Agenda (SRA) and the Implementation Plan (IP).

The Industrial Advisory Group (IAG) oversees the strategic part of the SRA and Implementation plan and ensures its dissemination to industrial stakeholders.

The Mirror Group (MG) is composed of one representative from each of the 25 member States and each of the Associated States to Research and Development Framework Programmes. The MG should ensure the harmonisation of Manufacturing Research activities in Member States with those of the Manufuture Platform.

Working Groups and Horizontal G groups have been established for the finalisation of the Strategic Research Agenda (SRA) and implementation plan.

This operating structure will be updated in the new of the Terms of Reference to be released in 2007.

Manufuture Platforms at National and Regional level National/Regional Manufuture initiatives (NRTP) related to the ETP Manufuture were created in 16 EU member states and there are new ones in the development phase in further countries. The NRTPs have defined their main development goals using the Manufuture vision and approach. They are present in: Italy, Portugal, Spain, Poland, Austria, Switzerland, Germany, Denmark, United

Kingdom, the Netherlands, Ireland, Romania, Slovenia, Greece, Belgium, and Norway. In several Eastern countries such as Ukraine, Moldova, Estonia, Lithuania, Serbia, other Manufuture national/regional initiatives are under construction. It is foreseen that very active cooperation will take place at the national level among all NRTPs.

The National Manufuture Platforms will be of great relevance for an integrated and effective response to the challenges confronting European Manufacturing Industry.

Openness and Transparency The web site www.manufuture.org is composed of:

• A Public Area for visitors with useful information on: the platform objectives, activities, history and members; public events (Conferences/workshops); documents published by the Platform; web links to the Manufuture national initiatives;

• A Restricted Area only for members.

The most important public dissemination activities in 2006 were:

• The Roadmapping Conference on July 4-6, in Stuttgart (DE attended by around 300 people);

• The 4th annual Manufuture Conference in Tampere (FI) on October 9-10, attended by around 400 people from Industry (45%), from Research centres (25%), from Academia (21%) and from public organisations (8%).

The 1st Industrial Advisory Group meeting held on July, 24 in Porto (PT) was held with the presence of President Barroso and of around 50 top industrialists in Europe, with the aim of raising the industrial/public awareness on manufacturing issues.

Cross-Platform Interactions Several actions have been done in the 2006 for stimulating cross-platform:

• Invitation to all the ETPs related to manufacturing to appoint a representative who is invited to sit in the High Level Group to stimulate cross-links with different industrial sectors.

• Interactions with the specific ETPs: Textile&Clothing, Photonics 21 and EUROP, Suschem (Chemical), Waterborne, Construction (ECTP), Steel, Safety and Forest based.

• Development of a Memorandum of Understanding (MoU).

• Launch of MANUTEX initiative, the Manufuture /Textile and Clothing cross platform, on May 4, in Vienna. MANUTEX has generated a specific roadmap for machine-tool and engineering technologies for textile&clothing applications.

• In progress: the signature of the Memorandum of Understanding (MoU) between Manufuture and Photonics 21 and EUROP by the end of 2006.

International Cooperation During the implementation phase, International collaboration will be performed.

In October 2006 a visit of the Japan Delegation (METI and JIPM) hosted by the EC was held with a

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delegation of the Manufuture Platform.

A visit in return is planned for April 2007 to Japan including meetings with public and private organisations.

Collaboration through IMS/EUREKA and INCO schemes will be enhanced during 2007 especially in areas such as networked industrial design and industrial safety.

Deployment Strategy In 2007 it will be necessary to maintain, increase and enhance the Manufuture Platform activities through:

• Secure additional financial resource; • Promote a positive public image of

manufacturing; • Insist on all political levels of using resources in

an effective way; • Concentrate on short and visible return of

investment periods for 80% of the money invested.

The work will address 4 strands:

1. Industry attention and participation “evangelizing our peers” To get, keep and increase significant attention and engagement from industrial stakeholders (at EU, national, regional level). To organize dissemination of best practice results, both instances of high value added products and the value of research.

2. Communication to governmental organizations and the press for the public opinion”) To create a “jobs engine and economic growth” and high technology image for manufacturing in Europe at governmental, parliamentary, and public opinion levels and stop the wrong image of “old technology”

3. Leveraging the output for manufacturing

To work together with cooperation models with ETPs clustering and prioritizing to maximize the multi sectoral usability of results.

4. Ensuring effective FP7 execution To maximize innovation and economic results by assessing measurable criteria for project success. In Cooperation with the Commission.

Need for Major Research Infrastructure The implementation of the European Manufacturing Innovation and Research Area (EMIRA) will be crucial to establish links with the running NoE, CAs, SSA in the field of manufacturing and exploit the maximum synergies in terms of networking.

Next Steps October 2006: 4th Manufuture 2006 Conference in Tampere (FI), report on website November 2006: 1st Joint meeting between MG and NRTP: pilot actions. 1st SG Implementation meeting December 2006: Launch of the French Manufuture initiative February 2007: 1st Manufuture meeting with MEPs March 2007: 1st Manufuture meeting with the EESC and CCMI April 2007: 7th HLG meeting: monitoring the SRA implementation. 1st Manufuture visit to Japan. June 2007: 2nd Industrial Advisory group (IAG) meeting: financing the Implementation Plan July 2007: 2nd Joint meeting between the MG and NRTP: planning the Eranet + in manufacturing for 2009 December 2007: 5th Manufuture 2007 Conference in Porto (PT): Implementation Plan.

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Future Textiles and Clothing (FTC) www.textile-platform.org

Technology Platform Contacts Lutz WALTER, Euratex, Brussels, Belgium Lutz.walter@euratex.org Tel: +32 2 285 48 85

Commission Services Contacts Patricia HUALDE, DG Enterprise, "Textiles, fashion and design industries" Eva-Patricia.Hualde-Grasa@ec.europa.eu Tel: +32 2 296 6225 John CLEUREN, DG Research, "Industrial Technologies – products, processes, organisations" John.Cleuren@ec.europa.eu Tel: +32 2 296 7314

Vision Document The European Technology Platform for the Future of Textiles and Clothing – A Vision for 2020). www.textile-platform.org/documents/Key%20Documents/Basic/A%20Vision%20for%202020.pdf

Platform Launch Date December 2004

Strategic Research Agenda (SRA) Final, June 2006. www.textile-platform.org/documents/Key%20Documents/SRA/TextileETP_SRA_final.pdf

Overall Policy Objective To develop a long-term vision for the transformation of today’s European textiles and clothing (T/C) industry into a sustainable, competitive global industrial player, able to provide significant employment and economic added value to Europe; to focus on the effective exploitation of research, innovation and knowledge-orientation in all T/C sub-sector activities; and to overcome the existing fragmentation of textile-clothing RTD activities in Europe, while fostering synergies with other industrial sectors.

Executive Summary of SRA The SRA document is the result of a collective scenario development and technology roadmapping exercise by more than 400 individual experts representing all involved stakeholder groups carried out during the 2005 and early 2006. The document outlines the current situation as well as major economic, scientific-technological, political and societal trends which should directly impact upon the development of this industry in Europe. It highlights major areas for innovation and identifies crucial research priorities to be tackled to unlock industrial growth potential or to improve the competitive position of this industry on the global market.

The Strategic Research Agenda builds on the concept outlined in the document “The European Technology Platform for the Future of Textiles and Clothing – a Vision for 2020” published in 2004. In this document, the following three major development trends for this industry in Europe were identified:

• A move from commodities towards specialty products from flexible high-tech processes along the entire fibre-textile-clothing value chain.

• The establishment and expansion of textiles as

the material of choice in many industrial sectors and new application fields.

• The end of the era of mass manufacture of textile products, and move towards a new industrial era of customisation and personalisation of products coupled with intelligent production, logistics, distribution and service concepts.

These three major trends constitute the principal focus areas of the platform and three dedicated Thematic Expert Groups have been set up in each area to develop concrete research priorities. This total of nine expert groups brought together the bulk of the information which was condensed and structured in the present Strategic Research Agenda.

In the first area ‘From Commodities towards Specialties’ key research priorities were identified for ‘new speciality fibres and fibre-composites for innovative textile products’, ‘functionalisation of textile materials and related processes’ and ‘bio-based materials, biotechnologies and environmentally friendly textile processing’.

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In the second area ‘New Textile Applications’ research must prioritise scientific-technological solutions enabling ‘new textile products for improved human performance’, ‘new textile products for innovative technical applications’ and ‘smart textiles and clothing’.

Research in the third area ‘Towards Customisation’ should focus on ‘mass customisation for clothing and fashion’, ‘new design and product development concepts and technologies’ and ‘integrated quality and life cycle management concepts’.

All identified research priorities, concisely described in the summary SRA and fully detailed in nine separate thematic SRA’s, have been identified by industrial and academic experts alike as being of crucial importance to drive innovation and competitiveness in the European textile and clothing industry in the coming years. Successful advances in research and technological development across all these areas can enable the industry to innovate in its products and services, processes and organisational procedures in countless ways. European companies will be able to open new textile application areas in major growth markets by offering revolutionary solutions for mobility, health care, safety, energy and resource efficiency; to compete more successfully on global markets through radically enhanced productivity, quality, flexibility and time-to-market; and finally continue to attract end consumers with diverse, imaginative, emotive and at the same time comfortable and safe textile and clothing products.

The SRA also emphasises that research and development work alone will not be enough to make the European textile and clothing industry more innovation driven and competitive. Very important preconditions for more innovation intensity in this industry highlighted in the SRA are:

• An innovation-friendly regulatory framework; • An educational system to support industrial

transformation; • A financial system to accommodate textile

innovation; • Innovation-supporting standardisation; • Capacities for effective management of

innovation and technological change.

During the implementation phase the Technology Platform will seek to advance all these horizontal innovation-related subjects through dedicated Horizontal Task Groups which will each collaborate closely with relevant public authorities and other interested stakeholders.

Budget / Financing For the implementation of the present Strategic Research Agenda through collaborative projects on European level a total budget of at least € 1 billion is estimated for the first 3 years of implementation (2007-2009). Public funding will be matched by private funding according to EU state aid rules. The technology platform stakeholders will request that ample provisions be made in the 7th EC Framework Programme as well as EUREKA and various national or regional programmes and schemes for support of industrial R&D.

In respect of the particular structure of this industry in which 96% of companies are SME’s, specific funding opportunities targeting these companies (like CRAFT, Collective Research and SME-IP’s under FP7 and similar project types in national and regional programmes) have to be made available in sufficient number.

In addition Technology Platform stakeholders will explore further R&D and innovation financing options like equity, loan and guarantee based schemes which so far are very little used for research, development and innovation projects in the textile and clothing industry.

Internal Structures put in Place by the Platform The major stakeholders of the European Technology Platform for the Future of Textiles and Clothing is the European textile and clothing industry and its research community mainly composed of public and private research institutes and university research departments.

The following picture provides an overview on the governing and working structure of the Textile ETP:

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The ETP’s Governing Council is composed of 15 high level representatives from industry and academia from 12 EU member states and 3 European representative organisations (Euratex, Textranet & AUTEX)

A total of 8 Thematic Expert Groups (TEG’s) have been set up. A total of close to 500 individual experts from industry and academia from all across Europe is active in the following 8 TEG’s:

1. New speciality fibres and fibre-composites for innovative textile products;

2. Functionalisation of textile materials and related processes;

3. Bio-based materials, biotechnologies and environmentally friendly textile processing;

4. New textile products for improved human performance;

5. New textile products for innovative technical applications;

6. Smart textiles and clothing; 7. Mass customisation & new design and product

development concepts and technologies; 8. Integrated quality and life cycle management

concepts.

In addition 4 Horizontal Task Groups (HTG) are devoted to the following horizontal topics:

1. Research and Innovation Financing; 2. HTG on Education; 3. HTG on Innovation and Standards; 4. HTG on Innovation Management.

Interaction with European, national and regional policy makers:

Since launch of the platform in late 2004, progress has been regularly reported to the EU Textile-Clothing High Level Group composed among others of members of the EC, EP, member state governments and representatives of regional/local authorities (more info about the HLG at ec.europa.eu/enterprise/textile/high_level_group.htm). Since the HLG is concluding its work at the end of 2006, a decision was taken to set up a separate Political Mirror Group for the Technology Platform for which EU, national and regional representatives are being invited. A first meeting is scheduled to take place in the first half of 2007.

Platform Activities and Structures at National Level The Textile ETP maintains close links and regular exchange with numerous platforms, research councils and networks on national and regional level in many EU member states. Directly corresponding national platforms have been set up or are in the process of being set up in the following countries: Italy, Poland, Romania, Slovenia and Spain.

Openness and Transparency Active participation in the Technology Platform is possible for all individuals or organisations that can demonstrate interest, competences and expertise to meaningfully contribute to the activities of the Technology Platform and which are based in the EU or any country associated to the EU 7th Framework Programme. Participation of Non-European entities will be evaluated on a case-by-case basis by the

Technology Platform’s Governing Council.

The Textile ETP communicates extensively and openly with all interested stakeholders including public authorities and the media.

The main public dissemination event of the ETP is its annual public conference. The first such event took place on 7-8 June 2006 in Brussels and drew an audience of more than 300 participants from industry, scientific community, European and national public authorities as well as the media. The 2007 edition of the public conference is scheduled to take place on 30-31 May 2007 in Brussels.

In addition numerous road-show-like public presentations about the activities of the Textile ETP in 2005 & 2006 took place in the following countries: Austria, Belgium, Finland, France, Germany, Hungary, Italy, Lithuania, Netherlands, Portugal, Romania, Slovenia, Spain and Turkey.

Cross-Platform Interactions The Textile ETP collaborates with a number of related European Technology Platforms. A joint initiative between the Textile ETP and Manufuture entitled ManuTex has been kicked-off in May 2006 with the signature of a Memorandum of Understanding by the 2 ETP’s presidents at the Technology Platforms Conference in Vienna. Objective of this collaboration will be a joined development and implementation of a research roadmap between the textile & clothing and the related mechanical engineering sectors.

Members of the Textile ETP participate actively in various governance and working groups of the following ETP’s:

• Sustainable Chemistry; • Water Supply and Sanitation; • Manufuture.

International Cooperation The possible participation of third party entities is evaluated by the ETP’s Governing Council on a case-by-case basis.

Due to the strong global innovation leadership of the European textile and clothing sector, no specific strategy for international cooperation has been established.

Interest for information exchange with the Textile ETP has been registered from Japan but no concrete activities have been undertaken to date.

Deployment Strategy On the basis of the Strategic Research Agenda the stakeholders organised in the platform have entered the Implementation Phase, during which the research priorities identified will be tackled through targeted R&D projects bringing together the best scientific and industrial capacities in the respective fields. A major part of this implementation work is expected to be carried out through collaborative research projects under the 7th EU Research Framework Programme (FP7). However, (cross-) national and (cross-) regional research and innovation schemes including ERA-Nets should play a crucial role too during the implementation phase. The ETP and its national counterparts work with public authorities in charge of

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all such programmes and schemes to identify opportunities for textile and clothing-related research and to define relevant research policy measures. In areas where textile innovation crucially depends on advances in other scientific-technological fields or where textiles themselves act as a key enabler for innovation by down-stream users, collaboration with other European Technology Platforms will be pro-actively developed (see above).

Need for Major Research Infrastructure No need for a specific large-scale research infrastructure has been identified so far.

Next Steps List of major milestones planned for 2007:

• Delivery of more detailed research roadmaps for all key Thematic Areas, based on the thematic SRA’s;

• Delivery of a joined research roadmap and implementation plan for ManuTex (Textile ETP-Manufuture Collaboration);

• Successful submission of a first batch of SRA implementation projects under the first calls of FP7, notably in the NMP and IST programmes;

• Organisation of the second annual public conference on 30-31 May 2007;

• Organisation of at least one meeting of the political mirror group with the largest possible participation of national and regional textile research policy makers;

• First two-yearly rotation in Governing Council membership (mid-2007);

• Initiation of further cooperations with related ETP’s;

• Continuation of ETP information road show across the EU with focus on events in countries not yet covered in 2005-06;

• Stimulation of further set-up or reinforcement of national platform activities.

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Zero Emission Fossil Fuel Power Plants (ZEP) www.zero-emissionplatform.eu/website

Technology Platform Contacts Robert VAN DER LANDE, secretariat M Hans MODDER, secretariat Technical contact: Hans MODDER, hmodder@zero-emissionplatform.eu Tel: +31 70 387 7622 Administrative and Financial contact: Anton KOONSTRA, Price Waterhouse Coopers, Den Haag, The Netherlands anton.koonstra@nl.pwc.com Tel: +31 70 342 6111

Commission Services Contacts Vassilios KOUGIONAS, DG Research, "Energy Production and Distribution Systems" Vassilios.kougionas@ec.europa.eu Tel: +32 2 295 7972

Vision Document A vision for zero emission fossil fuel plants. www.zero-emissionplatform.eu/website/library

Platform Launch Date December 2005

Strategic Research Agenda (SRA) Final 22 november 2006. www.zero-emissionplatform.eu/website/library

Overall Policy Objective To identify and remove the barriers to creating highly efficient power plants with zero emissions, which would drastically reduce the environmental impact of fossil fuel use, particularly coal.

Executive Summary of SRA Experts agree that CO2 capture and storage technology (CCS), together with improved energy conversion efficiency, is a near-term solution to reducing CO2 emissions from fossil fuel power generation on a massive scale. Its immediate deployment is therefore vital if we are to avoid the catastrophic consequences of climate change we are facing today.

Yet despite most of the technology elements being available, CCS is still not deployed for two key reasons:

1. The costs and risks still outweigh the commercial benefits;

2. The regulatory framework for CO2 storage is not sufficiently defined.

The Strategic Research Agenda therefore describes a collaborative programme of technology development for reducing the costs and risks of deployment ; while the Strategic Deployment

Document outlines how we can accelerate the market for zero emission power production. To this end, the Technology Platform for Zero Emission Fossil Fuel Power Plants (ZEP) recommends:

1. Urgently implementing 10-12 integrated, large-scale CCS demonstration projects Europe-wide • Improve the cost-effectiveness and

availability of current CO2 capture technologies; optimise energy conversion efficiency when integrated into a power plant; and bring to commercial readiness by 2020;

• Assess the full potential for CO2 geological storage, demonstrate its safety to the public and understand/respond to their concerns;

• Resolve all technological uncertainties and establish a critical mass of data for exploitation in parallel R&D projects.

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1. Developing new concepts already identified, but not validated, for demonstration by 2010-2015 and implementation beyond 2020, e.g. • Advanced new materials and combustion

systems; • Storage in onshore, deep saline aquifers

and CO2 for Enhanced Oil Recovery in the North Sea.

2. Supporting long-term exploratory R&D into advanced, innovative concepts for implementation of next-generation technology by 2050, e.g. • Innovative CO2 capture technologies

(membranes, adsorption etc.); • Innovative concepts for CO2 storage. • Simple, reliable tools for long-term

modelling and monitoring of CO2 storage 3. Maximising cooperation at national, European

and international level • Mobilise national and European funding

and explore new options for launching large integrated projects, such as Joint Technology Initiatives;

• Further promote international cooperation, especially with emerging countries such as China and India.

Strengthening and accelerating R&D priorities to support the Strategic Deployment Document, informed by experience from demonstration projects and parallel R&D projects on advanced, innovative concepts.

Budget / Financing The finances needed for the implementation of the SRA have not yet been estimated. A rough indication would be: • Implementation of 10-12 demonstration plants

announced (extra investment costs for CCS on top of normal power plant for each demonstration plant: € 250 million): € 2,5 billion. A Flagship Programme and a public-private partnership are foreseen.

• Research for new concepts: € 200 million; • Exploratory research: € 50 million; • Maximising cooperation: p.m.; • Strengthening priorities: p.m. The financing of these costs has not yet been investigated.

Internal Structures put in Place by the Platform • The Advisory Council, consisting of 24 people,

originating from industry, public research and NGO’s, with the main tasks of guidance and approval of all activities of the platform, wit a chairman and three vice chairmen;

• An executive body, consisting of the chair and the 3 vice chairs of the AC, responsible for the daily decisions;

• Working groups and taskforces, whose members are appointed by the AC, who carry out specified tasks;

• A coordination group (CG), who coordinates the activities of the working groups/taskforces and prepares the meetings of the AC;

• A Mirror group, consisting of representatives of MS, who supports the activities of the platform;

• A secretariat that supports the activities of all these bodies.

Platform Activities and Structures at National Level A mirror group has been formed that will be used to develop structures at national level.

Openness and Transparency The platform only recently finalised its strategic plans (SRA and SDD), hence it has not yet had time to organise its outreach activities. Among the present outreach activities: • Website and newsletter; • An annual general assembly; • Attendance of all major CCS-related events; • Formation of a taskforce on public acceptance.

Cross-Platform Interactions The platform is autonomous but there are interactions with other platforms, especially with the European Steel Technology Platform (ESTEP) and the Hydrogen and Fuel Cell Platform (HFP). A joint workshop has been organised with the latter in January 2007.

International Cooperation ETP-ZEP is the only known effort to develop integrated CCS-solutions in which the whole value chain is involved (fossil fuel producers, utilities, equipment manufacturers) and which aims at a broad range of technologies (pre-combustion, post-combustion, oxyfuel). The SRA and SDD do state as recommendations that activities are deployed with respect to India, China. Also contacts are being sought with industrial countries that have relevant CCS-activities such as the USA and Australia.

Deployment Strategy CCS is still not deployed for two key reasons: 1. The costs and risks still outweigh the commercial

benefits. 2. The regulatory framework for CO2 storage is not

sufficiently defined.

Hence the deployment strategy has the following objectives: • Kick-starting the CO2 value chain with urgent

short- and long-term commercial incentives; • Establishing a regulatory framework for the

geological storage of CO2; • Gaining public support via a comprehensive public

information campaign; • Establishing robust RD&D funding under the FP7

(see Strategic Research Agenda).

The specific action plan to implement these objectives is still being developed.

Need for Major Research Infrastructure The need for a large scale research infrastructure is still under debate by the platform.

Next Steps The roadmap for 2007 is still under development further to the advisory council meeting of 14 March 2007.

European Commission EUR 22706 – Third Status Report on European Technology Platforms – At the Launch of FP7 Luxembourg: Office for Official Publications of the European Communities 2007 – 130 pp. – 21.0 x 29.7 cm ISBN 92-79-02529-5

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