An Industrial View on Clusters: Perspective from Board Members

Herve Mokrani, Senior Manager Head of R&T Public Funding & Associations - 18 January 2017

March, 2015 – 2

Where you can find us

Not just where you might think…

Airbus goes here, here but also here…

March, 2015 – 3

What we do

We develop and engineer cutting-edge and peerlessly reliable products in the fields of defence and space. Our constant ambition is to connect and protect lives.

• Our cutting-edge defence and space technology enables governments and institutions to protect natural resources, societies and individual freedom.

• Our aircraft, satellites and services help to monitor climate and crops, and secure borders.

• Our solutions guarantee sovereignty in foreign affairs and defence matters.

• Our portfolio also assures communication, mobility, expansion of knowledge, and safeguarding of the environment.

March, 2015 – 4

Knowledge • Space science (Rosetta) • Space telescopes (Gaia) • Solar system and deep-space missions • ExoMars Rover • International Space Station research • Aerodynamics

Mobility • Navigation satellites • Launch vehicle (Ariane 5) • Space transporter (ATV, Orion

Service-Module) • Transport Aircraft

Technology • Laser communication • Electric satellite propulsion • Electronic systems • High-altitude pseudo-satellite • Optronics • Nanotechnology

Our core contributions Defence • Military Transport Aircraft (A400M) • Tanker Aircraft (A330 MRTT) • Combat Aircraft (Eurofighter) • Unmanned aerial systems • Strategic missiles • Satellite-based services • Electronic warfare • Radar and Avionics • C4ISR

Communications • Telecom satellites • European data relay system • Satellite-based services • Professional Mobile Radio

Security • Cyber security • Geo intelligence services • Border control • Secure communications

Environment • Earth observation

and science satellites • Satellite-based services • Geo intelligence services

We consistently push the boundaries of defence and space solutions to connect and protect lives.

March, 2015 – 5

Content

1. Set the context that “the industry" requires national support 2. Give Airbus DS view of Clusters in this context 3. Give Airbus DS views on the overall funding landscape and how Clusters fit into it 4. Comment on how Clusters are changing, or need to change, to meet the challenges of the future

18 January 2017

Presentation Title runs here (go to Header & Footer to edit this text)

5

March, 2015 – 6

Set the context that “the industry" requires national support

Oral introduction by Airbus DS

18 January 2017

Presentation Title runs here (go to Header & Footer to edit this text)

6

March, 2015 – 7

Give Airbus DS view of Clusters in this context •Airbus DS participation to clusters •Airbus DS success stories

18 January 2017

Presentation Title runs here (go to Header & Footer to edit this text)

7

March, 2015 – 8

8

JESSI MEDEA MEDEA+ CATRENE 1989 1996 1997 2000 2001 2007 2013/2015 2008

ITEA ITEA2 1998 2005 2006 2013

CELTIC 2003 2010

CELTIC-PLUS 2011 2019

EUROGIA 2004 2008

EUROGIA+ 2009 2013

EURIMUS/PIDEA EURIPIDES 1998 2004 2013 2006

MF.IND 2013 2008

ACQUEAU 2015 2010

1989 1998-99 2005-06 2013 2020

EURIPIDES²

EUROGIA 2020

ITEA3 2014 2021

2020

EUREKA Clusters (2) Durable framework

8

PENTA 2020

March, 2015 – 9

CATRENE, then PENTA - Micro and Nanoelectronics

•Cluster for Application and Technology Research in Europe on Nano Electronics •Continuation of JESSI, MEDEA, MEDEA+, CATRENE clusters •Airbus Group projects: Cormoran, Liberty, Superstar, Swans, Thor, 3DIM3, CORTIF, FITNESS… •Airbus Group presence in CATRENE bodies

• Board, Steering Group, Support Group (and Treasurer for CATRENE) •2009-2016: 36 projects, 317 partners, 19 participating countries

215

402

3619

1781

1170

111

25

5

288 19

24

18 2

7 48

3 1

3

77

19

Members of the Board (tbc): - Alcatel-Lucent

- ASM International - ASML - Bull

- Carl Zeiss - Airbus DS

- Infineon Technologies - NXP Semiconductors

- Robert Bosch - STMicroelectronics

- Technicolor

9

March, 2015 – 10

Airbus DS success story: CORMORAN, LIBERTY

Surface d’implantation du pilote 2G (13MHz)

Pilote 3G (26MHz)

PA 3G Ttpol & APCO Ph1

Vbatt = 7.2V ASIC RX +

composants externes

DMS +

composants externes

Blindage 2G supprimé

Filtre de boucle (DMS)

Filtre à quartz 3G

Surface d’implantation des broches du PA 2G

libérée

Surface filtre à quartz 2G Surface d’implantation du PA 2G libérée

Surface d’implantation 2G libérée

Surface d’implantation 2G libérée

Delta radio board TETRAPOL HH 3G vs 2G:

• BOM : -195 components (717 522) = -27%

• PCB area : -1162mm2 ( 4433 3271) = -26%

• Weight : -11g (39 28) = -28% 10

March, 2015 – 11

ITEA3 - Software-intensive Systems and Services • Subject = « Software intensive systems » • Continuation of ITEA and ITEA2 clusters • Airbus Group projects :SIRENA, SODA, EASY, SPY… • Airbus Group presence in ITEA bodies

– Board, Board Support Group (ex ITEA Office)

Airbus Daimler Technicolor

Alcatel-Lucent Ericsson Telvent

Barco Mobilera Thales

Bosch Philips Turkcell Technology

Bull Siemens

ITEA3 Board

Incl. South Korea 11

March, 2015 – 12

Airbus DS Success story: RECONSURVE

•A Reconfigurable Surveillance System with Smart Sensors and Communication •Scope:

• Building scalable and reconfigurable system of systems • Enabling interoperability of Maritime Surveillance Systems to reinforce Maritime

Situational Awareness • Providing intelligent decision support to Maritime Authorities

• Airbus DS scope: • GCS development: Use of VISU (video processing ptf) and ATOM (docking

structure for VISU) for image processing integration and validation • Demonstration of UAV with MCR4S

• to investigate and/or improve on innovative UAS technologies and concepts • to test and validate in-flight equipments/technologies in realistic UAS

environment before implementation on UAS • Consortium: Thales (Leader), Airbus DS, Aselsan, GMTC (Kr) VTT, Eolane,

Aselsan…

12

March, 2015 – 13

Celtic-Plus - Telecommunications

•Subject = Integrated Communication System Solutions, including platforms and test vehicles •Communications oriented •Sucessor of CELTIC •Airbus DS projects: HNPS, MACICO, SAN… •Board: mainly European Telecom players

13

March, 2015 – 14

Airbus DS success story: MACICO

•Multi Agency Cooperation In Cross border Operation •Scope: Interoperability between legacy PMR networks •Key achievements:

• ISI demonstrated • AGR-IP demonstrated • MMI for AGR-IP developed • Interoperability through control room implemented • Dual mode terminal study achieved

• Consortium: Airbus DS Fr (leader), Airbus DS Fi, Prescom, Eolane, Ajeco, Abertis

14

March, 2015 – 15

EURIPIDES2 – Smart System Integration

•Cluster for Smart Systems Integration •Continuation of PIDEA+ and EURIMUS clusters •Airbus Group projects :VISIOPACK, SMART, UMANISTA, MIDASS, SINETRA… •Airbus Group presence in Board •56 projects labelled, 400m€ •500 partners from 17 countries (incl.Canada & South Korea)

15

March, 2015 – 16

Airbus DS success story: SINETRA

•Smart INtEgraTion for Rescue TeAms •Scope:

• First Responder monitoring: E2E location (indoor), vital signs, environment

• Full operational solution with bidirectional data transfer using Tetrapol equipments (TPH700 & IDR)

• 1 prototype per year • Consortium: Airbus DS Fr (Leader),

Airbus DS Fi, FhG IZM, Varta, ESYS…

Electronic embedded

GPS Datalogge

r

Battery Internal to the jacket

Sensors Management

Board

T° Sensor

3,6 –

12 V=

Battery

NFC

LED

LED 2

PMR Radio

GPS

2x GPS modules

Back and Front Lights display

T° Sensor T° display light

Field Commander Display

16

March, 2015 – 17

EUROGIA+ Low-carbon Energy Technologies

•Scope covering the entire Energy Mix and Value Chain (except Nuclear) •16 Board Members: 10 LE (Airbus Group), 6 SME, 9 countries •17 EUROGIA+ Supporting Countries •40 International Experts •24 Countries involved •380 Partners •28 Projects labelled •Budget labelled = 120 M€

17

March, 2015 – 18

Airbus DS success story: RENERSTA

•Renewable Energy Station •Scope:

• Autonomous power solution from 1kW to 5kW • Wind mill, solar panels, Li-ion batteries, fuel cell • PMR base station power supply • Use cases: sustainable, backup or tactital

•Consortium: Airbus DS Fr, Airbus DS Ge, Airbus Group Innovations, CETH, ATERMES, SAFT, AEG •Airbus DS spin-off:

18

March, 2015 – 19

ACQUEAU – EUREKA Cluster for water

• Road Map for Water Technology Needs – Water resources & alternative sources – Water treatment – Water distribution – Customer – Agriculture – Industry – Wastewater treatment – Bio-solids and other sludge's – Urban drainage and wastewater collection

• Dedicated to the water industry and related technologies • Established in April 2010 - 23 countries support • 13 Projects Labelled • 51 M € Project Funding

19

March, 2015 – 20

Airbus DS success story: Win4Smart

•Water Information Network for Sensing, Monitoring & Actuating in Real-Time •Airbus DS scope:

• Data transmission security (cryptography) • Data fusion • SCADA cyber security

• Consortium: NXP (Leader), Leti, Univ of Sevilla

A B C D

Base station

ISM and TVWS transmission, control

WSN or ISM Data collection

Communication infrastructure

Sensor

20

March, 2015 – 21

Airbus DS views on the overall funding landscape and how Clusters fit into it

18 January 2017

Presentation Title runs here (go to Header & Footer to edit this text)

21

March, 2015 – 22

Eureka Framework

•EUREKA is a pan-European network for market-oriented, industrial R&D” •Bottom-up orientation (vs top-down of FPx/H2020) •Industry initiated (High TRL projects, strong award vs submission # success rate ) •Consortium : 2 countries min (66% max), balance between SME/Institutes/Labs/LC •Project can be individual one, part of a cluster or under an umbrella •Label allows to receive funding from NPAs •Flexibility in workplan •www.eureka.be

22

New active countries: - Canada - South Korea

March, 2015 – 23

Eureka Clusters

• Strategically significant industrial initiatives • Large number of participants • Goal = to develop generic technologies of key importance for European competitiveness, primarily in ICT and, more recently, in energy and biotechnology. • “To ensure that Europe retains its leading position in the world market” • Initiated by industry in close collaboration with national funding authorities, each Cluster has a technological ‘roadmap’ defining the most important strategic domains. Specific goals are achieved through scores of individual projects.

Software-intensive Systems and Services

Micro- and Nanoelectronics

Telecommunications

Smart Systems Integration

Low-carbon Energy Technologies

Water

Manufacturing

23

March, 2015 – 24

Eureka Clusters

EUREKA clusters, status end 2011: •120 running projects with a total effort of more than 15000 PY and a total budget of more than 2 B€

•Labelled in 2011: 48 new projects with a total effort of ~5700 PY and a total budget of ~800 M€

Source: EUREKA 25 year overview (2011)

24

March, 2015 – 25

EUREKA clusters versus other R&D funding tools (FP7/JTIs) (1/2)

• FAST Return On Investment (ROI) - EUREKA is industry-driven and market-driven. The activities are close to market, allowing quick use of project results in commercial products

and solutions. EUREKA projects are focusing on higher Technology Readiness Levels (TRLs) than other European tools. This allows quick return on investment for the allocated R&Tmoney

• Lean project operation

– Manageable Technical Risk: in a bottom-up approach: the scope of the R&T project is defined by the Consortium itself, to solve an identified technical entry barrier to business. Projects are close to innovation and business creation.

– Manageable Consortium: partners from only two different countries can form the consortium (fits well with Airbus Group transnational organization), without any limit in term of number of participants. This allows in each country a strong national consortium that can provide the complete value chain. Thus, partners are creating a national eco-system, strengthening national capabilities.

– Manageable IP for Small and Medium Size Enterprises (SMEs): EUREKA allow a limited number of countries and partners. Confidentiality and intellectual properties rights are manageable. This is a key element vis à vis SME’s.

• Agile

– Agile selection process is fair (two steps approach, guidelines and recommendations from technical experts), quick (less than one year to run the full process from first idea to label) and criteria are clear. Feedbacks allow major improvements and maturation during the application process.

– Agile co-labelling: crosscutting activities and projects between EUREKA Clusters will be handled though the co-labelling procedure.

• Generate Win/Win situations – Member States may influence the selection of strategic projects: this is the main asset of the bipartite model against the tripartite one

(involving the European Commission). Neither the bipartite nor the tripartite models have solved the complexity of national funding rules.

25

March, 2015 – 26

EUREKA clusters versus other R&D funding tools (FP7/JTIs) (2/2)

• BUT:

– Funding is provided by Countries – Project scope and national consortium has to be negotiated with Public Authorities during project set-up.

– Funding ratio

– Funding ratio depends on Country policy: from 25% to 50% (average). Requires strong matching of project scope with R&D/R&T roadmap.

26

March, 2015 – 27

Comment on how Clusters are changing, or need to change, to meet the challenges of the future - Focus on EU Engineering strenghts: develop components (software, hardware, smart systems, communications) to design and manufacture products and solutions for applications led by EU industries

- Aeronautics: aircrafts, helicopters, UAS, balloons - Spatial - Defence - Security - …

March, 2015 – 28

The reproduction, distribution and utilization of this document as well as

the communication of its contents to others without express authorization is prohibited. Offenders will be held liable for the payment of damages.

All rights reserved in the event of the grant of a patent, utility model or design.

28 Title // Name

// Date

Thank you for your attention!