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Cluster Tecnologico Nazionale Aerospazio

Strategic Development Plan 2013-2017

September 28, 2012

2 © Entities who have collaborated in developing the Strategic Plan 2012, All rights reserved

1. Executive summary ................................................................................................................................... 4

2. Target market – opportunities and challenges .......................................................................................... 7

2.1. Global market .................................................................................................................................... 7

2.2. Italian Market ..................................................................................................................................... 8

2.3. Trends and opportunities ................................................................................................................... 9

3. European and Italian Research and Technology Development Reference Framework ........................ 11

3.1. Horizon 2020 ................................................................................................................................... 11

3.2. Aeronautics (ACARE, SRIA)............................................................................................................ 12

3.2.1. Europe ..................................................................................................................................... 12

3.2.2. Italy .......................................................................................................................................... 13

3.3. Space (ESA, ASI) ............................................................................................................................ 15

3.3.1. Europe ..................................................................................................................................... 15

3.3.2. Italy .......................................................................................................................................... 17

4. Aerospace in Italy – Current situation ..................................................................................................... 20

4.1. The Italian context ........................................................................................................................... 20

4.2. The Regional districts and clusters .................................................................................................. 20

4.2.1. Campania ................................................................................................................................. 22

4.2.2. Lazio ........................................................................................................................................ 27

4.2.3. Lombardy ................................................................................................................................. 32

4.2.4. Piedmont .................................................................................................................................. 38

4.2.5. Apulia ....................................................................................................................................... 41

4.2.6. Others ...................................................................................................................................... 45

4.3. Large groups .................................................................................................................................... 46

4.4. Universities and research centres ................................................................................................... 52

5. The Italian Aerospace System – the Strategic R&TD Agenda ............................................................... 57

5.1. Vision and strategic objectives ........................................................................................................ 57

5.2. Strategic technologies and areas of development........................................................................... 58

5.3. Research themes and project proposals ......................................................................................... 60

5.4. Technological Roadmap 2013-2017 ................................................................................................ 64

6. CTNA development strategy and model ................................................................................................. 73

6.1. Stakeholders’ Needs and Priorities ................................................................................................. 73

6.2. Strategic objectives .......................................................................................................................... 74

6.3. Strategic Initiatives ........................................................................................................................... 78

6.3.1. Supply chain development ....................................................................................................... 78

6.3.2. Intellectual property valorization .............................................................................................. 79

6.3.3. Internationalization ................................................................................................................... 80

6.3.4. Competence development ....................................................................................................... 81

6.3.5. Brand, Internationalization and technology marketing............................................................. 82

6.4. Operating model .............................................................................................................................. 82

6.4.1. Functions ................................................................................................................................. 82

6.4.2. Knowledge Infrastructures - R&TD centres networks.............................................................. 83

6.4.3. Services Infrastructure - Enabling operating platform ............................................................ 83

6.5. Financial model ................................................................................................................................ 84


6.6. Governance ..................................................................................................................................... 84

6.7. Economic and social impact on the territory .................................................................................... 86

7. Tender Projects ....................................................................................................................................... 88

7.1 Project 1 - "TiltrotorFX " Tiltorotor Flight Control System Enhancement x Pilot Workload Reduction and Flight Envelope Protection ................................................................................................................... 92

7.2 Project 2 – TIVANO - Tecnologie Innovative per Velivoli di Aviazione generale di Nuova generaziOne ................................................................................................................................................ 94

7.3 Project 3 - “Greening the Propulsion” .............................................................................................. 97

7.4 Project 4 - "SAPERE – Space Advanced Project Excellence in Research and Enterprise" ......... 100

8. Financial requirements .......................................................................................................................... 103

8.1. Financial requirements .................................................................................................................. 103

8.2. Dimensioning of financial resources .............................................................................................. 104

9. Strategic coherence .............................................................................................................................. 106


1. Executive summary

This document describes the strategic development plan of the Cluster Tecnologico Nazionale Aerospazio and it is functional to the presentation of the application form for the MIUR Tender called “Avviso per lo sviluppo e potenziamento di Cluster Tecnologici Nazionali (di cui al D.D. 257/Ric del 30 maggio 2012) by the association called “Cluster Tecnologico Nazionale Aerospazio”. The “Cluster Tecnologico Nazionale Aerospazio” (CTNA) proposes itself as association following the initiative of the following founding partners: Finmeccanica Spa, Avio Spa, Distretto Tecnologico Aerospaziale della Campania - DAC S.c.a.r.l., FI.LA.S. SpA, Società Finanziaria Laziale di Sviluppo, Comitato Promotore del Distretto Aerospaziale Lombardo, Comitato Distretto Aerospaziale Piemonte, Distretto Tecnologico Aerospaziale S.c.a.r.l., Agenzia Spaziale Italiana (ASI); the following entities will join: AIAD, Federazione Aziende Italiane per l’Aerospazio, la Difesa e la Sicurezza, Consiglio Nazionale delle Ricerche, Dipartimento Scienze del Sistema Terra e Tecnologie per l’Ambiente.

The creation of a National Aerospace Technological Cluster (CTNA is the Italian acronym) is the point of synthesis and convergence of needs and priorities that the different stakeholders of the national aerospace system have developed over the last years considering the trend of global market and sector policies at European and international level. CTNA acts as unique player at a national level, aggregating all major players of Italian aerospace industry: big firms, SMEs, research centers, academic environment, Government Institutions, national Agencies and Platforms, industry federations, and regional aerospace industrial and technology clusters.

CTNA Strategic Plan is developed by a team of highly qualified industry experts, specialized in research and development, both in the aeronautical and space fields, belonging to large groups, universities, research centers and innovative services, in collaboration with Agusta Westland Spa, AIAD (Federazione Aziende Italiane per l’Aerospazio, la Difesa e la Sicurezza), Alenia Aermacchi Spa, Avio Spa, Comitato Distretto Aerospaziale Piemonte, Comitato Promotore del Distretto Aerospaziale Lombardo, Consiglio Nazionale delle Ricerche, Distretto Tecnologico Aerospaziale della Campania - DAC S.c.a.r.l., Distretto Tecnologico Aerospaziale S.c.a.r.l., Elettronica Spa, FI.LA.S. SpA, Società Finanziaria Laziale di Sviluppo, Finmeccanica Spa, MBDA, Selex Galileo Spa, Selex Sistemi Integrati Spa, Selex Elsag Spa, Telespazio Spa e Thales Alenia Space, ICM Industrial supporting Finmeccanica Spa.

CTNA Strategic Plan develops vision, strategy, development paths of the Research and Technology Development (R&TD) and project proposals portfolio for the 2013-2017 period in the Aeronautics and Space industries.

The starting point has been the analysis of the current situation (in terms of market skills, abilities and achievements) built with the contributions of all the founders. The Strategic Plan is aligned with: market opportunities, priorities of the European and National programs and policies, both general and of the industry (H2020, ACARE, ESA/ASI, ACARE Italia, Spin-IT), strategic plans of large national groups, the activities of the Regional Districts and Universities, Higher Technical Institutes and public and private research centers.

This document started from the analysis of the global and Italian aerospace market and key trends: the aerospace and defence sector is a strategic one for countries' competiveness and features technological expertise and high level professionalism.

The sector’s power to impact and affect countries’ economies, adjacent markets and society overall is very significant indeed. In Italy, 2011 was characterized by revenues of €13.6 billion (over 60% of which for defence) and a level of exports of over €8 billion. The industry involves 50,400 direct workers (AIAD, ANIE). Aside from isolated events, from 1980 to the present day air traffic has grown over the last thirty years by an average of 5% per year. These historical figures, which are associated with average growth in GDP over the next twenty years of 3.3%, lead one to predict, for the fixed wing sector alone, average annual growth between 2011 and 2030 of 5.4%. At the same time, however, for the defence sector in particular, the high public deficit of many western countries has resulted in increasing public spending budget pressure and a fall in investments.

Considering the R&TD European and National framework, the Plan shows key references of European guidelines about aerospace, which frame CTNA activity in a structured international context: technology has always played a fundamental role and it still continues (and will always continue) to play a huge part both in terms of improving transport and in terms of industrial competition. The sectorial outlay for Research and Development represents a sizeable chunk of its overall turnover and it has significant bearing on other industrial sectors. In particular Horizon 2020 sets the aeronautics to meet the challenge of “smart, eco-sustainable and integrated transport system”, while to space research is required to safeguard and develop a competitive space industry and foster innovation based on technological research which is


fundamental for KET (key enabling technologies) in sectors with a high potential of innovation and space/earth applications. The strategic visions of the aerospace industry are also dictated, at European level, by ACARE (Advisory Council for Aviation Research and Innovation in Europe) and ESA (European Space Agency). CTNA strategy is based on and aligned with these objectives.

Italian aerospace baseline starts from the analysis of five regional districts founders of CTNA (almost 1.000 members including 800 SMEs and 150 members between universities and research centers), others Italian clusters and districts, mapping technology competences, projects, excellence areas and initiatives (in particular those regarding internationalization and smart specialization). The purpose of this mapping is the efficient integration of skills and the exploitation of synergies at national level. Furthermore, the plan indicates major activities of big groups in the sphere of research, development and innovation, participation in international programmes and projects and the main results achieved. The analysis ends with the mapping of the technological expertise of excellence of the top 50 players active in aerospace research in Italy (Universities and Research Centers). In particular CIRA (Centro Italiano Ricerche Aerospaziali) and CNR (Consiglio Nazionale delle Ricerche) have been described.

This document develops the CTNA R&TD Strategic Agenda, outlining the technological areas and R&TD projects for which allocate resources and direct investments. The starting point is the vision and strategic objectives of Italian aerospace industry: the primary objective of the CTNA is to ensure that the Italian aerospace industry remains one of the largest and most important in Europe. The CTNA adopts the strategic objectives defined by ACARE Italia and ASI, in order to be consistent and aligned with the national stakeholders’ expectations. Secondly, in order to maintain consistency with the market needs, the major aeronautical products on a long-term timeline have been mapped and the strategic technology areas have been identified by segment (fixed wing, rotary wing, propulsion and space). The third step has been the portfolio construction of the of project proposals on the indications of ACARE Italia and ASI (Agenzia Spaziale Italiana). The diverse actors involved in the CTNA development contribute to validate, update and integrate this project proposals portfolio: projects portfolios include 100 project proposals in nine technological domains for aeronautics and 8 for space. The coordination and the synthesis of these contributions so diverse was critical to maintain a strict consistency of the Strategic Plan with the strategic guidelines of the industry. Finally the technology roadmap for the years 2013-2017 has been collaboratively built. The projects were organized in the reference framework (ACARE Italia for the aeronautics and ASI for the space).

The plan outlines the development strategy of CTNA, identifying the priorities of the main actors (districts, large corporations, universities and research centers, SMEs, institutions and agencies and platforms): it clearly emerges the strong need for initiating coordination and synergic activities among the regional districts. In particular, the need comes out of a unique reference and union point making the existing Districts complementary and not in competition, in a systemic logic of specialisation putting in evidence the territorial technological excellences. The CTNA activity is driven by a series of high level strategic goals for the national Aerospace system concerning the national technological excellences improvement, the research and innovation system expansion, the development of all industrial actors along the sector supply chain, the competitiveness increase at national and international scale and the qualitative and quantitative growth of the sector employment.

The strategic management model is developed starting from World Class Cluster management models and requisites and it is organised into four areas: environment, strategic model, operating model and financial model. Speaking of strategy, CTNA aims at placing itself at European level as a national leader partner for Aerospace and aggregating in just one actor all the main actors of the national Aerospace system. CTNA defined a series of strategic programs to implement over the period 2013-2017 in order to reach these strategic goals. Strategic programs regard supply chain development, intellectual property valorization, internationalization, competence development and “brand internationalization and technology marketing” area. For each of these areas, objectives, intervention areas and the estimated impact have been identified. The CTNA operating model includes three basic components. In the first place a series of managerial functions have been defined, organised as permanent cross-working groups on the existing districts in order to optimise the financial resources and achieve a coherent development model ensuring effectiveness and operative continuity. Secondly, it has been planned the establishment of four research centres focused on specific and priority technology areas, localised in key regions. The third component is, finally, a service infrastructure consisted of an enabling operating platform (IRM Aerospace) allowing coordinating the cluster management processes and interconnecting all the involved actors in the different functions, in research projects and in all the action areas of the cluster. CTNA governance model is based on following bodies: Assemblea, Organo di Governo, Comitato tecnico, Comitato dei distretti, Presidente, Vice Presidente.


The impact of CTNA’s initiatives on research and industrial fallout, with particular attention to adjacent markets (dual applications) and to smart specialization, has been estimated at 800-1000 researchers jobs and labor force growth along the supply chain, based on the hypothesis of a potential increase in production volumes from major national and international contracts. Key professional figures’ needs have been also identified (Industrial Phd, technicians and engineers) necessary to develop SMEs capacities and the research staffing to achieve the critical mass on key technology areas.

The choice of the four Projects for participation in the tender was made in a structured manner such as to ensure compliance with innovation policies at a national and European level, with the technological requirements of the firms involved and with the scientific and technological relevance of projects, for achieving development and increase competitiveness of Italian industry. Four projects selected are: TiltrotorFX (Miglioramento del Sistema di Controllo del Convertiplano per la Riduzione del Carico di Lavoro e del Pilota e la Protezione dell’Inviluppo di Volo), for rotary wing domain; TIVANO (Tecnologie innovative Velivoli Aviazione generale Nuova generaziOne), for fixed wing; Greening the Propulsion, for propulsion; SAPERE Space Advanced Project Excellence in Research and Enterprise for space.

The execution of the Strategic Plan and implementation of a National Technological Cluster according to the World Class Cluster models requires adequate financial resources that are sustainable over time. It is fundamental to enable Cluster members to compete effectively internationally and to develop important international collaborations so that CTNA results attractive for fund raising. The plan provides an indication of the financial resources needed for the research projects identified in the technology roadmap and for the priority initiatives for the cluster realization. The sustainability of the cluster is an essential point in terms of ensuring balanced development, but especially in leaving behind the logic of being purely a facilitator/promoter in favour of a proactive logic capable of competing for market opportunities and of building strong supply chains, both at research and industrial levels. To reach this goal, CTNA will offer innovative services through IRM Aerospace platform and will promote the acquisition of research contracts from big Italian and foreigner firms and from SMEs.

To conclude the document, the strategic coherence of the Plan with the requirements and the valuation parameters defined in the Tender (which are rigorously described) is outlined. The plan respects and follows the received instructions. The overall impact of CTNA project is conditioned from the stable financial resources, from the international sector scenario (mergers of large groups), from the financial system (access to credit for SMEs) as well as from the political strength to focus its investments in a few key areas and with business models that realize significant synergies.


2. Target market – opportunities and challenges

2.1. Global market

The aerospace and defence industry is a strategic sector at the global level for countries' competiveness, expression of technological expertise and professionalism of the highest level: the ability of impact and the effect of the sector on the nations’ economy, on adjacent markets and on the society as a whole is very relevant.

The sector is characterised by factors which strongly influence its structure and level of competiveness. First of all, the high technological level of current aircraft configurations and the associated basic technology involve a slight improvement in technological performance achieved through big efforts and huge growth in end costs associated with the aircraft. There is therefore a high risk of misplacement in the technology matrix which is why collaborative agreements and development platforms are often proposed as mitigation instruments. The technological complexity of an aircraft means that the possibility of being able to check all the technological solutions on the market is limited and involves very high development costs with a notable impact on the associated financial risk.

The sector’s development is also characterised by long breakeven cycles and limited markets considering the fact that the global market has to make up for the small individual national markets. All these factors lead to tension on the debit and credit cycle: the industry is characterised by very substantial up-front investments and funding for development processes is consequently a critical factor of success for big businesses, as it is for smaller companies.

The aerospace and defence sector can be broken down into the following civil (civil aerospace sector – “CAS”) and military macro-sectors (military aerospace sector “MAS”). The first is determined by those activities and services directly related to the aerospace sector and ascribed to the demand of airlines, transport and shipping firms, private individuals and businesses and public sector clients: commercial aircraft (wide-body aircraft and narrow-body aircraft), regional aircraft, business jets and rotorcraft. The second group includes those activities or services directly related to the military-use aeronautics and space technology sector. The space sub-sector also includes the production of missiles, satellites, launch vehicles, defence systems, navigation systems for exploring space and exoatmospheric interceptors for defence. The close interdependence between the civil market and the defence market also opens up possibilities for the development of dual applications: the defence market follows its own logic but the businesses directly involved in the civil market are often able to benefit from certain new technological developments.

On an international level, considering the financials of the top 100 global companies operating in the aerospace and defence industry, in 2011 the sector reported annual revenues of $677 bn. and operating profit of $60 bn. Compared to 2010, this amounts to annual growth of 5% in revenues and 2% in profits (Figure 2.1).

Figure 2.1


The aeronautics industry also had its best year in 2011 in terms of production value and its second best year in terms of the number of orders processed. The defence sector, on the other hand, saw reduced investments, in particular in the USA and in Europe, even if the expected growth is steady thanks to growing investments in countries such as Japan, Brazil, the Arab Emirates, China and India.

Globally, the financials of the top global companies in 2012 are in line with those of the previous year and entail a decline in revenues in the defence sector which is nevertheless compensated for by cost-cutting actions to keep operating margins unchanged. In fact, it is likely that the sector will continue being characterised by cost rationalisation, non-core asset disinvestment and different mechanisms of acquisition. There is expected to be more aggressive competition within the sector and added pressure faced by the suppliers due to the necessity to meet the growing needs of local manufacturers.

These trends can also be attributed to growing globalisation, which results in greater demand for workforce movements and more stringent safety requirements to be introduced to emerging countries. In each sub-sector, we can observe the following:

Aircraft & aircraft part manufacturers (A&AP) – (including avionics and electronics): this sub-sector is one of the most important from a revenue point of view and is characterised by growing demand, especially for unmanned aerial vehicles (UAV). The industry is dominated by big players, such as the USA, France and the UK, and there is a further reduction in margins as a result of the growing competition of emerging countries.

Engine & engine part manufacturers (“E&EP”): the majority of revenues and profit margins for engine constructors derives from the sale of spare components, from the rental of engines and maintenance work. This market sector is oligopolistic by nature and is dominated by three large groups: GE Aviation (USA), Pratt&Whitney (USA) and Rolls Royce (UK).

Maintenance, repair, and overhaul (“MRO”): After two years of decline, it is predicted that the MRO sector will recover by the end of 2012. Supported by the engine component sub-sector and repair modifications, it is expected that MRO growth could be driven by demand in development countries and emerging markets. In the USA and in Europe, more moderate growth is expected.

Training & Simulation (“T&S”): this segment traditionally includes the following products and services for full flight simulators (“FFS”), flight training devices (“FTD”), maintenance services and components, training services, initial and ongoing training and “ab-initio” pilot training. Sales of simulation products are strictly related to deliveries of aircraft and tend to be cyclical.

2.2. Italian Market

The aerospace, defence and security sector is hugely strategic for the economy of the country and is supported by numerous regional and national programmes and international collaborations. In addition to fulfilling national security requirements, the AD&S industry enables the use of advanced technologies favouring economic and competitive development.

In absolute terms, 2011 was characterised by revenues of €13.6 bn. (over 60% of which for defence) and a level of exports of over €8 bn. The industry involves 50,4000 direct workers (AIAD figures, ANIE Study).

The segment is classified seventh globally and fourth in Europe and is the biggest manufacturing industry sector in Italy in the high-tech integrated system segment.

The sector represents a strong industrial hi-tech basin in Italy, capable of producing innovation and generating knock-on effects in adjacent markets. The development of the sector has always been based on the use of advanced technologies and the innovative activity of the sector constitutes a virtuous circle model involving research, technological innovation and development in industrial products, which also encourages technology to be shifted to more traditional areas.

Italy invests significantly in the development of both new product and process technologies in this sector (around 12 percent of overall R&D spending in the country). One euro invested in R&D generates around six/seven euros in GNP and €10 m creates around 300 new jobs (AIAD figures).

As a whole national companies occupy important positions on the market, both independently and as part of major European and international collaborations, and control critical technologies also capable of meeting national security requirements.


In the aerospace industry, the major players in the market are the Finmeccanica group, a leading Italian industrial group and one of the top ten world players, and the Avio group, a leader in the design and production of aerospace propulsion systems and components, in addition to a vast range of small and medium companies, research centres and universities.

On the whole SMEs use employ 10% of the total labour force in the sector and, in addition these, a series of sub-specialised sub-suppliers (e.g. precision mechanics, optics, advanced materials, etc.) contribute to national industry.

Most manufacturers make use of a consolidated distribution network which supplements all related services such as installation, routine maintenance and after-sales service.

In Italy the sector is characterised by the presence of various regional districts and clusters. The industrial and technological know-how of these groupings is very extensive and relies on local excellence which ranges from fixed wing systems, rotating wing systems, propulsion systems, software, fuselage components, design and installation of parts (in aluminium, titanium and composite materials), metallurgy, mechanics, electromechanics and the production and processing of plastics, rubber and all high-performance materials for complex applications. The trend over the last few years has been the creation of regional inter-clusters to rationalise the supply chain in order to link local expertise with the experience of Italian research centres and universities.

2.3. Trends and opportunities

The aerospace sector has always been considered a sector of strategic importance for the economy: government support and market protection have always been highly used tools for the internal organisation and funding of the sector.

The need for a strong industrial policy is even more marked in countries such as China, the Arab Emirates, Brazil and India which want to enter the market with their own products/services. These emerging countries are devoting huge resources to strengthen their strategic military role in the aerospace sector. Strong demand for new vehicles due to an aggressive technological and industrial growth campaign, cheap labour and government support, are bringing to light new hubs for international aeronautics. Alongside the Western giants (Airbus, Boeing, Bombardier, etc.) new companies are trying to make a name for themselves not only in their own domestic markets, but also by creating challenges on international markets.

At the same time, however, for the defence sector in particular, the high public deficit of many western countries, notably the USA and the United Kingdom, has resulted in increasing public spending budget pressure and a fall in investments. This pressure placed on companies by military and government bodies and commercial clients is forcing them to focus on value for money and on the need to manage costs throughout the product life cycle, also by reducing R&D costs.

Aside from isolated events, from 1980 to the present day air traffic has grown over the last thirty years by an average of 5% per year. These historical figures, which are associated with average growth in GDP over the next twenty years of 3.3%, lead one to predict, for the fixed wing sector alone, average annual growth between 2011 and 2030 of 5.1% for air traffic (Revenue Passenger Kilometre) and 5.6% in cargo traffic (Revenue Tonne Kilometre) (Boeing Current Market Outlook 2011-2030).

The aerospace industry therefore has to face conflicting challenges: on the one hand, growth forecasts for the commercial sector and on the other, the cuts forecast in defence budgets. The combined effect of these two trends places severe pressure throughout the production chain which, together with the recent volatility in petrol prices and economic weakness in the West, has made predicting future sector trends difficult. According to recent estimates, for the first time the aggregate revenues of the civil sector should exceed those of the military sector in 2018 (Deloitte&Touche, Global Aerospace Market Outlook and Forecast, 2011).

The main trends in the civil sector are:

Positive long-term growth

Recovery of profitability for airlines

Updating of the active fleet: new models of aircraft Increased use of green technology

Growing emerging markets due to the traffic generated

The trends identified in the military sector are primarily:


Government focus on reducing the deficit and continuing budget pressure

Restoration of military force equilibrium

Growth in the Indian and Chinese market

Ageing of defence equipment

Increase in mergers and acquisitions

Growing use of virtual training and simulation tests

Starting from the R&D process, successful companies have implemented rigorous programmes and risk management processes, together with effective performance metrics to manage technical risks and prevent cost overruns. During production phases, improving collaborations with suppliers and their confidence can also help businesses to manage and control costs, increasing the reactivity, flexibility and effectiveness of delivery times.

A sustainable business model should therefore be implemented which is able to guarantee:

The efficiency of current programmes

Greater competiveness in terms of time, costs and quality of the products/services on offer

Selective investments in key technologies, preserving intellectual property

The widening of the target market, including towards adjacent sectors/markets, by building on the dual potential of technologies and increasingly seeking international collaborative partnerships

The development of an efficient air transport system from a resource point of view, which respects the environment, is safe and regular

In order for these medium/long-term objectives to be achieved, companies need to undergo a strategic financial repositioning and core competences need to be built upon which will allow opportunities to be exploited in adjacent markets (e.g. Smart Solutions, Cyber Security).

By means of targeted and shared international policies, the complementary nature and coordination between European and American companies need to be maximised, seizing the trends of the respective geographical target markets, and the whole value chain of the sector needs to be covered, drawing greater benefit from the synergies between manufacturing and services and optimising the aggregation model with the other players involved.


3. European and Italian Research and Technology Development Reference Framework

3.1. Horizon 2020

Horizon 2020 is the European Union’s New 2014-2020 Framework Programme for Research and Innovation. The programme is its funding tool for R&I policy and it is the basis for the Innovation Union initiative which boasts a currently estimated budget of billion 80 euros. R&I is veritably a fundamental component of European strategy and 2020 vision.

Three main objectives are the central pivot of funding :

Science of Excellence: first and foremost to safeguard Europe’s record in the field of world science further raising the level of excellence of Europe’s scientific base, to ensure a constant flow of research projects, thus sustaining the development of talent and the most important research infrastructures so as to make Europe an attractive place for the best researchers in the world.

Industrial Leadership: to sustain research and innovation in European industry with a high level of attention towards essential enabling and industrial technologies boosting enterprise growth rate, providing suitable funding and helping small and medium industry to become world leaders.

Societal Challenges: To earmark resources to help meet the huge global challenges regarding major issues which touch the lives of European citizens everywhere.

The European Air Transportation System (ATS) has more than doubled over the past 30 years, generating profits of over €106.6 billion, which is a sizable chunk of the overall profits of the world aeronautical sector. The European ATS employs almost 500,000 highly skilled workers in direct activities and about 2.6 million workers in indirect activities which contribute to generating about €240 of gross national product (ASD 2010). Today European industry has reached levels of technological excellence and turnover volumes which place it directly in running with American enterprise and allow it to aspire to world leadership (at least in the civil sector).

European policy in research and innovation is of crucial importance for the sector: technology has always played a fundamental role and it still continues (and always will continue) to play a huge part both in terms of improving transport and in terms of industrial competition. The sectorial outlay for Research and Development represents a sizeable chunk of its overall turnover and it has significant bearing on other industrial sectors.

The Aviation R&I area is part of the “Corporate Challenges” branch with special reference to the Challenge to be met by creating a “smart, eco-sustainable and integrated transport system” (see figure 3.1). The specific goals defined for transport which the aeronautical sector must strive to reach are mainly summed up thus: a) an efficient transport system in the use of resources and one which respects the environment b) better mobility, less traffic congestion, higher safety levels; c) global industrial leadership for the European transport industry. The Aeronautics research system must strive to put together a market oriented approach, with authenticated projects, to develop a new generation of more intelligent on-board systems for means of transport, advanced production systems and to explore and develop conceptually brand new transport systems to benefit individual citizens, the economy and society in general.

As far as Space is concerned, the dedicated R&I area comes under the branch of “Industrial Leadership” with special reference to the Challenge of keeping a leadership role in the enabling technologies (see figure 3.1). The aim of the research system must be to safeguard and develop a competitive space industry and foster innovation based on technological research which is fundamental for KET (key enabling technologies) in sectors with a high potential of innovation and space/earth applications.

Moreover, it would be seriously advantageous to aim for continuous technological improvement, authentication and substantiation of new technology and concepts in space and on earth and the development of innovative systems for the management and storage of data and advanced sensorial and navigation systems for large scale European programmes.


Figure 3.1

3.2. Aeronautics (ACARE, SRIA)

The aviation industry is strategic, typically highly technological and extremely complex and so any form of development involves the investment of sizeable amounts for an entire life cycle which is much longer than those of other sectors (20-30 years). Moreover, it is becoming increasing necessary to join forces with other forms of institutions or enterprise in order to reach the set goals. This is why the European Community and ACARE (Advisory Council for Aviation Research and innovation in Europe), a European sectorial platform, set out some guidelines for the sector. In Italy, the wide-ranging European strategies are implemented by ACARE Italia.

3.2.1. Europe

The guidelines for European aviation are defined both by the institutions of the European Community (to be precise, the European Commission) and by the ACARE platform institutions.

In 2000, this led to the development of a vision and a Strategic Research Agenda (SRA) for air transport in 2020 with arduous goals on which the entire 7

th FP (Framework programme) were based:

50% reduction in CO2 emissions (per passenger, per km).

50% reduction in perceived noise levels.

80% reduction in NOx

Reduction in CO emissions, particulate matter, unburnt fuel, SOx, etc.

Minimising the impact of industry on the environment (manufacturing, maintenance and waste disposal industries)

In 2010, keeping this vision of 2020 in mind, the European Commission, through the Directorate for Research and Innovation (DG RT) and the Directorate for Mobility and Transport (DG MOVE) promoted and endorsed the “Flightpath 2050” document which envisages the entire plan even further into the future. As in the original grounds for the initiative, the importance of creating a network for strategic research in the aviation field is recognised as being the aim of catering for the needs of society at large and grooming Europe for world sector leadership. Flightpath 2050 clearly outlines the long-term goals for European aviation:

Meeting the needs of Society in general and those of the marketplace.

Preserving and strengthening industrial leadership

Protecting the environment and managing energy supplies.

Ensuring Safety and Security

Prioritising testing and training in the field of research.


The document goes on to list further guidelines to be implemented in order to achieve these top goals:

Ensure that simple and effective mechanisms, ones endorsed by all those involved, are put in place to make sure that the shared common goals for the R&TD projects are properly coordinated on a private, European, national and regional level.

Establish innovative European funding instruments which provide an excellent governance, well-founded roadmaps, some long-term objectives and an improved management.

Prompt and foster shorter time-to-market lags, from basic research to marketing, backed by an integrated environment and one which fosters research and innovation.

Create a global market so that European industry is in a position to compete fairly at market conditions.

Locate the means to check, with due coordination, a complete research programme which includes Aviation, traffic management and the related identification of alternative fuel sources.

The way in which the objectives and guidelines defined so far can be rapidly implemented has been put down in Research and Innovation roadmaps in the new SRIA (Strategic Research and Innovation Agenda), produced by the ACARE Platform and made official on the 12th of September 2012. In particular, for each goal the following points are set out: the enabling elements, the necessary skills, timing and the project concept, the necessary services and technologies.

The following figure 3.2 illustrates the framework described above.

Figure 3.2

Whilst on the subject of European initiatives in the field of aviation, it is worth mentioning two major research programmes currently underway, and both run as a Joint Undertaking between the Public Sector and the Private Sector:

CLEANSKY: born in 2008 with a budget of €1.6 billion (equally funded at 50% each between the European Commission and Industry), this project aims to develop breakthrough technologies to increase consistently green performance in air transport (noise reduction and fuel efficiency)

SESAR: born in 2007 with an overall budget of €2.1 billion (funded in quotas of 33% between the European Commission, Eurocontrol and Industry). The aim of the project is partially to modernise European air traffic management coordinating and concentrating its commitment in research and development but also to be the technological mainstay of EU policy for the Single European Sky (SES).

There has been a definite growth in European funding for aviation research. Looking back over the last few years of the Framework Programme, we can see how sector funding has gone up from 850 million from the 6

th FP to 2.15 billion from the 7

th FP (+150%).

3.2.2. Italy

The main stakeholders in the Italian aviation system (Companies and Small and medium enterprise confederated with AIAD, Research Centres, the academic world, governmental institutions, Italian representatives in European projects, sectorial federations and APRE – Agency for the Promotion of European Research) have set up ACARE Italia with the aim of fostering the development of a sectorial


strategy aimed at achieving greater incisiveness and prestige of the national R&TD system within the European and international system and to liaise between the national objectives and those set by ACARE Europe. ACARE Italia undertakes to monitor, steer and coordinate all those involved in the aviation sector and the Italian institutions.

ACARE Italia came out with the Italian version of Vision on Research and Technology Development (June 2006) and the Strategic Research Agenda (SRA) (January 2007) for the Italian aviation field defining the strategic goals for the Italian R&TD:

Increase competiveness, positioning and employment in the aviation sector. In order to reinforce competitiveness in the aviation sector, greater teamwork must be developed and existing professional alliances must strengthened, and overlapping, redundant and expensive structures must be got rid of thus optimising the network of internal collaboration. So is it necessary to invest in networking and in research conceived to develop problem driven technologies.

Consolidate and boost leadership in areas of excellence. The Italian aviation industry must increase the competiveness of the products on the market, taking part in the major European aviation programmes, increasing penetration of the main export markets and honing its marketing skills. Contribute to the level of Italy’s technological development and increase the Hi-Tech spin-off effect. The field of aviation which is strategic for the technical self-reliance and the security of the Nation, must increasingly foster research and innovation, thus galvanising other industrial sectors, facilitate the development of District and precipitate the creation of new enterprise, also by the spin-off effect between Universities, Companies and Research Centres. Heighten the quality of the R&S system by involving all those concerned. In order to improve the quality of the Italian R&S system, greater investments are called for in training human resources and building greater harmony between Industry, Research Centres and Universities. The higher quality levels in the sector must also extend to Small and Medium Enterprise which should be appropriately instigated in order to increase investments in the development of advanced technology.

The Italian version of Vision and subsequently the Italian version of SRA demonstrated the correspondence between its top goals and the priorities set by Europe and listed in Vision 2020 (“challenges”):

Increase in competiveness: achieved by improving the quality of products and services, reducing costs and developing cutting-edge products.

Reduction in environmental impact in terms of noise pollution and harmful pollutants.

Increase in air transport system efficiency to be implemented by increasing system capacity and optimising travel times and costs.

Improving safety and security levels by cutting back on air accidents and building up better anti-terrorism devices within the air transport system.

Development of innovative applications with dual spin-off effects such as highly automated observation platforms and territorial surveillance.

In the Italian SRA the technological development lines have been backed up by specific goals for each one of the 5 set areas:

Fixed wing

Rotary wing

Engines

On-board systems, communication and defence

Air traffic management (ATM) and airport

Figure 3.3 shown below demonstrates ACARE Italia’s approach.


Figure 3.3

3.3. Space (ESA, ASI)

Much like the aviation sector, the field of space is likewise well regimented in terms of national and supranational policy. Given the strategic importance of the industry, its technological outgrowth, its need for long-term planning and the high costs involved, strategic planning and goal definition must necessarily be very accurate. In Europe, the space guidelines are set down by various bodies belonging to the European Community and by the ESA (European Space Agency). These instructions are assimilated, adapted and incorporated into the Italian system by the ASI (Italian Space Agency - “Agenzia Spaziale Italiana”). Moreover, much like happened in the aviation sector, under the patronage of the Italian Ministry for Universities, Education and Research (MUIR) an Italian Technological Platform called SPIN-IT (Space Innovation in Italy) was set up in 2011 and its purpose was defined as that of acting as a means to enhance teamwork between Industry, Universities and the field of Research and to assist dialogue between all and any institutes involved in space activities or applications.

3.3.1. Europe

The institutions of the European Union clearly steer evolution in the space industry. In the latest document which outlines the general European strategic guidelines called “Europe 2020” and dated March 2010, the industry is given the objective of a space policy which can “equip itself with the required tools to take on some of the major global challenges”. Sometime after the publication of this document, the European Commission created another specific document entitled “Towards a space strategy for the citizens of the European Union.” (Communication 152 OF THE 4.4.2011). This documents states that “space policy is a tool which serves the internal and external policies of the Union.” And which meets the requirements which revolve around three objectives:

social: Citizens’ well-being depends on space policy in areas such as the environment, the battle against climate change, public and civil security, humanitarian aid and human development, transport and information;

economic: space generates knowledge, new items and new forms of industrial cooperation. So it produces an innovative drive which stimulates competiveness, growth and jobs.

strategic: space means that the European world leadership is consolidated and it also contributes to Europe’s economic and political independence.

The fact that space is firmly in the spotlight is also confirmed by the Community funding schedule. In fact, space is one of those sectors which makes its appearance again and again when the European Union finances the Framework Programmes. Whilst the allotment of resources for the Horizon 2020 programme is still being decided on, space was allocated about €1.2 billion in the 6th Framework


Programme (FP6) for the years 2002/2006 and over €1.4 in the 7th Framework Programme (FP7 -

2007/2013).

European space policy pursues the following goals: a) to promote scientific and technological progress; b) to foster innovation and industrial competiveness; c) to ensure that European citizens reap the benefits of space applications ; d) to enhance European prestige in the international field of space.

In order to achieve these aims, the European Commission has clearly defined the priorities for investment: the Galileo beacon projects (high precision global positioning) and GMES (Global Monitoring for the Environment and Security), competitiveness, security, climate changes, space exploration.

The European Commission cooperates with ESA on numerous initiatives in order to make Europe stronger and pass on the advantages to its citizens. One result of this cooperation has been the definition of a “European Space Policy” which has the following strategic goals:

Develop space applications which benefit public policy, business enterprise and European citizens.

Cater for European safety requirements and its defence.

Promote competiveness and innovation in industry.

Enrich society in terms of knowledge.

Ensure access to technology, systems and skills so that independent work and collaboration are protected and fostered.

Figure 3.4 below gives a graphic representation of the frameworks described over.

Figure 3.4

The ESA is a yardstick for European space policy. It works to promote numerous space research projects in various fields held to be strategic in the long haul: Cosmic Vision 2015-2025”:

Science and robotic exploration

Human space flight

Mission operations

Monitoring space environment

Earth observation

Telecommunication and integrated applications

Navigation

Launchers

Space technology

As touched on earlier on, the main two projects for European space policy are Galileo and GMES.

Galileo is a satellite navigation programme which will provide a guaranteed high-precision global positioning service which will stay under civil control and which will put Europe in the lead in a sector of prime strategic and economic importance. Upon completion, the Galileo system will accommodate 30 satellites with their linked earth infrastructures.


GMES (Global Monitoring for the Environment and Security) is a programme relating to aerial observation of the Earth. It meets Europe’s need for having readily available geospatial information services. The aim of this programme is to ensure that European governments have free and independent access to information, especially for the environment and security. The ESA is implementing the spatial component of the project: the series of Sentinel satellites, its earth segment and the coordination to data access. What is more, the Agency has got the Climate Change Initiative underway so as to gather, generate and assess crucial figures and information on the climate.

3.3.2. Italy

Italy has got its own Italian Space Agency (Agenzia Spaziale Italiana - ASI) which was established in order to have a single body able to coordinate Italian initiatives and investments in the field and it has been active since the ‘60s. ASI is an Italian state institution which is legally subject to the Ministry for Universities and Research.

The guidelines for Italian space policy are largely defined by the ASI in its document of strategic national vision 2010-2020 which prioritises Italian participation in Companies of Knowledge (know-how) and meets the needs of citizens and society.

The document defines the guidelines for Italian space policy:

Preserve and strengthen scientific knowledge by developing suitable scientific tools and investigating the ensuing data;

Reach a pole position in the world in the field of Earth observation

Achieve all Security & Safety aims

Foster self-reliance in the field of institutional telecommunications and exploit the associated financial benefits

Initiate activities that will feed the dreams and ambitions of our future generations.

ASI’s long-term strategic vision has some aims in common with the European vision for the field:

Bolster existing Italian skills and develop new ones giving emphasis mainly to additional complementary ones not skills which superimpose or cover for existing specific skills in Europe.

Continue to collaborate closely with the European Space Agency and continue to dedicate to it (as in the past) about 50% of the annual resources released by ASI in the form of qualified programmes provided that Italy obtains a good return in terms of prestige and investment.

Uphold ESA’s role as the Agency for European Space Policy.

The ASI also pinpoints 8 practical areas for the Italian space industry, thus following the path plotted by the ESA.

Deep space observation and robotic exploration.

Microgravity and human exploration

Earth observation

Telecommunications

Launchers and space transport

Navigation

Technologies and tech transfer

Methods and engineering instruments

The proposed framework is illustrated in Figure 3.5 below.


Figure 3.5

The remodelling of the short to long-term activities occurs in the Three-Yearly Activities Plan. This schedule (the latest one was for 2012-2014) aims at describing the Agency’s main activities and the aims to be achieved in the three year period taking into account the factors which contribute to the overall budget. The document outlines ASI’s main activities and underlines the strategic aspects both for State Research Institutes and Universities but also for private enterprise.

Figure 3.6 shows shows the taxonomy of the work groups of the SPIN-IT Platform

Figure 3.6

The overall aim of the Platform, also in the light of the document of strategic vision 2010-2020 of the Italian Space Agency and the ESA Long term Vision, is to help to increase competitiveness in the national system by building up accurate maps of skills, industrial activities, research and scientific industrial activities thus encouraging dialogue between the institutions involved.

Clearly, compared to other platforms, SPIN-IT’s principal feature is its valuable interplay with the Italian Space Agency which is a natural depository of alliances and contacts which conveys and


distributes professional contributions and results thus sustaining and enhancing the entire Italian space system.


4. Aerospace in Italy – Current situation

4.1. The Italian context

With sales of almost 10 billion euro, the Italian aerospace industry is seventh in the world and fourth in Europe, and represents the largest manufacturing sector in Italy in the field of high technology integrated systems.

Exports count for almost 60% of the total sales of the sector. Italian aerospace directly employs more than 40,000 people and indirectly supports many more. Much of this present success derives from past investments in Research and Technology Development (R&TD). At present R&TD expenses amount to more than 12% of sales.

The Italian aerospace industry is a strategic area, supported by national and regional programmes, and featuring international collaboration. The key protagonists are the Finmeccanica group (with its subsidiaries), Avio, a wide network of small and medium sized enterprises (SME), and research centres and universities.

The following table (Table 4.1) lists the major Italian bodies active in the aeronautical and aerospace field.

Table 4.1

Italy is well integrated in the international projects and has also strongly fostered relations with partners outside Europe.

There are seven Regions in Italy with an aerospace district/cluster, some formalised, others not (Campania, Emilia Romagna, Lazio, Lombardy, Piedmont, Apulia and Umbria). There are also aerospace players (like some head offices of the large groups, SME, research organisations ...) in other Regions, especially Tuscany, Abruzzi and Friuli Venezia Giulia.

The Italian aerospace industry is facing strong global competition, not only from countries that are traditionally strong in this industry, but also a growing number of emerging countries.

These are investing heavily in technology, skills and supply chains, with the strong support of their governments, in order to acquire market shares.

4.2. The Regional districts and clusters

The initiative of the National Aerospace Technological Cluster, in this first stage, includes the direct involvement of five aerospace districts (already constituted or in the process of being formalised), in Campania, Lazio, Lombardy, Piedmont and Apulia. These are referred below in this chapter. The Italian


aerospace districts involve about one thousand members, including large companies, SME, universities and research centres, employing about 71,000 resources (see Table 4.2) and generating sales of more than 14 billion euro.

Table 4.2

Table 4.3

TECHNOLOGY COMPETENCES Campania Lazio Lombardia Piemonte Puglia

Flight Physics 3 3 3 3 2

Aerostructures 3 2 2 3 3

Propulsion 3 1 3 3

Aircraft Avionics, Systems and Equipment 2 3 3 3 3

Flight Mechanics 3 2 3 3 2

Integrated Design and Validation 3 3 3 3 3

Air Traffic Management 2 3 1 1

Airports 2 3 3 1

Human Factors 3 3 2 3 1

Innovative Concepts and Scenarios 3 3 3 3 3

On-Board Data Systems 3 3 3 3 3

Space System Software 3 3 3 3 3

Spacecraft Electrical Power 2 2 3 3 3

Spacecraft Environment & Effects 2 3 2 3 3

Space System Control 2 3 2 3 1

RF Payload and Systems 3 3 3 3 2

Electromagnetic Technologies and Techniques 3 3 2 3 3

System Design & verification 3 3 3 3 2

Mission Operation and Ground Data systems 3 3 3 3 3

Flight Dynamics and GNSS 3 3 3 3 2

Space Debris 1 3 2 1 1

Ground Station System and Networks 2 3 1 3 1

Automation, Telepresence & Robotics 2 2 3 3 1

Life & Physical Sciences 3 3 3 3 1

Mechanisms & Tribology 3 2 2 3 2

Optics 2 2 2 2 2

Optoelectronics 3 2 2 2 2

Aerothermodynamics 3 3 2 3 3

Propulsion 3 3 3 3 3

Structures & Pyrotechnics 3 2 2 3 2

Thermal 3 3 3 3 3

Environmental Control Life Support 3 3 1 3 3

EEE Components and quality 3 3 3 3 3

Materials & Processes 3 3 3 3 3

Quality, Dependability and Safety 3 3 3 3

AE

RO

NA

UT

ICS

SP

AC

E

1 BASSO

2 MEDIO

3 ALTO


The skills of the Regional districts are very solid and ranges over many technological areas, as can be seen by Table 4.3, which shows the level of skill relative to each district in both the aeronautical field (on the technological areas defined by the ACARE platform) and the aerospace field (ESA taxonomy).

4.2.1. Campania

Sistema aerospaziale regionale

Campania, in the aerospace sector, features skills, assets and areas of excellence with planning and construction capacities by which it can achieve important positions on the Italian and foreign markets. In the economic system of the Region, in fact, the aerospace production chain covers a primary role, representing an element of territorial development both in terms of industrial presence and for the high content of technical know-how required by the production processes. In Campania, beside the large operators there is a network of small and medium sub-supplier companies with the capacity to use technologies, carry out production processes, and guarantee the standards of technical quality and precision required by the aerospace industry.

The turnover of the aerospace business in Campania in 2011 is estimated at 1.6 billion, with 8,404 employees. Campania alone accounts for 22% of the national market.

The Campania producers stand out for their marked manufacturing vocation and a presence in the technical services compartment which, although minor, is significant. They operate mainly in the following spheres: the construction of the complex components of aircraft, specialist maintenance and sub-supply of parts, work processes and equipment.

In any case, the most recent element which distinguishes the aerospace compartment in Campania is represented by the vitality of the SME. In spite of a strong link with the main customer, the SME nevertheless always show interest in the possibility of territorial aggregation and collaboration aimed at challenging the growing competition from companies operating in other territories in both Italy and abroad. Put briefly, the local production system is composed of:

world level prime contractors (including Alenia Aermacchi, Piaggio Aeroindustries and MBDA);

Campania’s network of SME, composed of constructors of light weight and ultra light weight aeroplanes (VulcanAir, Tecnam), second level suppliers specialised in the production of parts, components or entire functional groups and in design (e.g. DEMA, Magnaghi, OmaSud, Foxbit, Geven, etc...);

third level suppliers, i.e. small companies which have both technologies and production process that are compatible with the quality and precision standards and the capacity to process the special materials required by the aerospace industries, and which work according to the customers' drawings and specifications.

DAC – “Distretto Aerospaziale della Campania”

The presence of such an entrepreneurial fabric, together with the excellence of the world of research, has favoured the creation of the “Distretto Aerospaziale Campano” which operates in four well defined spheres.

1. Aeronautics

The Campania aeronautical sector features the presence of numerous actors operating at different levels of the production chain. The most important production plant, for size, sales, number of employees and number of processing technologies used, is Alenia Aermacchi. Downstream of Alenia, a rich network of SME sub-suppliers has developed, which manage to survive thanks to the orders obtained from Alenia itself. In the Campania district, Alenia is a source of know-how and development of the entrepreneurial fabric of the small and medium enterprises; in fact, it plays the role of a large care and cultivation company for the area, emphasising the role played by the large companies in the development of the SME mainly through sub-supplier relationships.

Almost all the companies of the sector are part of a complex network of production relationships and are involved in collaboration programmes with large companies. Most of the medium sized companies have started an important internationalisation process, aimed at enlarging the potential market and bypassing the large national companies in order to establish a direct contact


with the international actors which are leaders of the sector. The internationalisation process seems to be the result of a gradual process of growth in size and know-how on the national market, based on the relations with the most important national companies of the sector.

2. Business & General Aviation

Speaking of aviation in general, 3 areas can be distinguished: military aviation, commercial aviation and generation aviation which by definition includes all aircraft that do not belong to the first 2 areas, therefore essentially light weight aircraft and business jets. The sector of medium and small freight aircraft has always represented a point of particular excellence in the Region of Campania, both for the development of new products and for their production. General aviation is undergoing development in Campania and the market prospects are rather good, especially in the areas in which there is no real infrastructural network which can help private citizens in daily travel over short stretches.

3. Maintenance and transformation

The MRO (maintenance and repair operators) sector is one of the strategic spheres of diversification of the aerospace production system of the Campania Region, together with the construction of spare parts and training. This is a compartment in which technological impact has enormous relevance for the capabilities and the competitiveness of the companies involved. Subsequent to the recent close-down of the heavy maintenance activities on the part of Alitalia, Campania is the only Region with a concentration of MRO, representing another development opportunity for the territory favoured by a national market which, although not protected, is not occupied by other national players. However, it is clear that to compete on an international market, in spite of the advantage of the geographic position of Campania, the winning strategy of the MRO is based on the expansion of the services offered and a higher quality. To be competitive technical innovation is therefore an absolute necessity, both to reduce costs and to supply increasingly advanced and eco-compatible services.

4. Space

Campania has a complex group of actors operating in the space sector. Telespazio and MBDA are located in the Region, as well as Consortiums and SME specifically oriented towards the space market. CIRA, the most important national research centre specialised in the aerospace field, develops projects also for the space sphere. In recent years CIRA, with certain programmes (such as the USV), has taken on the role of catalyser for the SME which have also activated a Regional demand for technologies and services in the space sector. Another asset of the Region is that relative to the presence of the Capodimonte Astronomy Observatory of the INAF (the national astrophysics institute), which can play an important role in the creation of a centre which answers the market for the creation of telescopes, as well as a more strictly scientific role.

The local demand arises from a niche market segment represented by the “applications” (especially ICT) for the public administration. The role of the large and medium companies in the space sector is often that of a “technological partner” for certain small and very small Campania companies, which can therefore actively participate in the space programmes, offering highly specialist services and giving a real innovative contribution.

Technological know-how

Il Distretto Aerospaziale Campano è nato su un

The “Distretto Aerospaziale della Campania” has developed on a territory where there is excellence not only in the industrial fabric but also in its approach to research. The technological vocation of the DAC is, in fact, witnessed by the fact that the owners of the companies include many research structures and by the close connection between the research system and the system of companies, functional to the networking for the development of innovative projects. The technological research and innovation system includes CIRA, as a key player, the INAF (the Italian National Astrophysics Institute at the Capodimonte Astronomy Observatory, the ENEA (the Italian national agency for new technologies, energy and sustainable economic development) and the CNR (the Italian National Research Council).

The “Distretto Aerospaziale della Campania” also has avail to the know-how of some of the most prestigious universities in the aerospace engineering field, such as the Federico II Naples University, the Second Naples University, the Parthenope University, Salerno University and Sannio University.


Campania also has the Campania Aerospace Research Network (CARN), instituted on the initiative of the Campania Region. The network arose from the need of the Campania aerospace industry and research sector as a whole to foster scientific research, and it represents a nucleus of know-how in the aerospace field which has the task of developing a series of Regional projects and/or programmes.

The CARN is the result of cooperation between the Institutions of the Campania Region (large, small and medium sized companies, universities and research centres), and it pursues the exploitation of the culture, the environment and the technical capacities in the aerospace sphere. Its objectives are to increase the opportunities of new industrial initiatives in Campania, and to create new jobs, new markets, new products and services for the companies on the basis of cooperation on well defined projects of both pre-competitive and industrial types (through the development of both engineering activities and production) and through the supply of products and services.

Main programmes, actions and impacts on reference systems

Over the first three years of the operations of the “Distretto Aerospaziale della Campania”, the intention is to carry out action for the achievement of the strategic objectives. The actions are of two kinds: Research and Development, and of the promotional, management and organisational type.

With regard to action for Research and Development Projects, the District has started up activities aimed at acquiring new know-how and at the development of new technologies for the preparation of new products, production process or services, or at the improvement of those already existing, in order to contribute to the expansion of the aerospace technological and industrial sector and more in general for the promotion and social-economic development of the Campania territory. Starting from the road map relative to aerospace technologies, deemed essential for the development of the District also from the viewpoint of the technological development of the sector as a whole, the planned lines of action have been drawn up or the specific pioneering technological development projects have been identified, with the active involvement of the academic, the research and the industrial worlds.

The promotional, management and organisational type action is aimed at increasing the visibility of the District and of the actors involved in the same, as well as achieving the strategic objectives.

1. Internationalisation:

The action consists of launching real services for the companies for the promotion of innovative development activities which also favour participation in international research projects. The aim is to create the conditions for a continuous exchange of information between institutions and companies, interaction between companies relative to innovative services, exchange of data on the operators of the sector and on trends and technological opportunities, through the offer of practical and information services and the execution of studies and in-depth investigations and research on the sector. More specifically, the services in question will be useful for reaching the following objectives:

the systematic monitoring of the evolving trends;

the stimulation of companies’ capacities to follow innovative paths;

the promotion of customised action to aid individual companies in following innovative paths and in expansion abroad;

the offer of a mix of specific services aimed at stimulating innovation;

to foster the creation of networks of excellence between companies, research centres and universities.

2. Spin off:

Support for the creation of new companies, also as spin-offs of universities, and of new industrial and corporate research centres, operating in the compartments identified in the District. The action is aimed at pursuing a series of concrete objectives for the purpose of major integration between the world of research and that of industry:

support for research project activities proposed by the member companies;

the expansion/modernisation/restructuring of new and/or existing research centres;

the transformation of innovative ideas in a new company.

To achieve these objectives, the DAC takes avail of the tools of the IbaPark project which supports the creation and development of start-up and spin-off for the creation of new companies with a high technological content through an integrated system of services accessible via internet.

3. Cooperation:


The “Distretto Aerospaziale della Campania” also aims to create real interaction between companies and the world of research not only at the intra-district level, but also through the promotion of inter-district collaboration initiatives. The purpose of the action is to reach the necessary critical mass to achieve excellence and to protect the companies from domestic and international competition through both horizontal and vertical collaboration processes.

4. Protectable technologies:

The objectives of the “Distretto Aerospaziale della Campania” also include the implementation of suitable measures to stimulate the development of protectable technologies (patents, works of the intellect and usage licences). The aim is to make available to the economic and entrepreneurial fabric of the Campania territory a tool to aid the companies and the structures in the optimal exploitation of all the potential deriving from the intangible assets and from the protection of intellectual property.

5. Technology transfer:

The action aims to activate and sustain the process of the transfer of the technologies developed thanks to the research and development programmes developed by the District in favour of the industrial groups of the same. In particular, the intention is:

to aid in bringing together the technological offer available or in the process of development at the research centres and the technological demand of the companies;

to sustain applied research programme activities and the transfer of technologies destined for the companies.

6. Financial support:

The action aims to satisfy the needs of a company in the start-up phase or in the execution of an important development plan, with funds in the form of participation in its own risk capital, in order to support companies which, for size or risk level, would hardly have access to other forms of funding.

7. Occupation:

Thanks to the constitution of the “Distretto Aerospaziale della Campania”, a virtuous circle will be developed in respect of the employment situation of the territory. In confirmation of this, it can be considered that:

public investment in the District generates direct effects on the sector and on the territory by which increased occupation and income is produced, as well as major appeal of the resources;

the direct effects of the public contribution are of various kinds and they activate, on one hand, a major willingness of private subjects to co-finance the activities and, on the other, they induce major competitiveness of the companies of the District thanks to the virtual cycle generated;

the increased competitiveness generates widespread wellbeing also in the sectors upstream of the production chain, by means of a multiplier effect;

the overall economic impact is therefore a consequence of the internal impact of the public and the private spending increased by the multiplier effect outside the sector.

The expansion of the District in the international field is an immediate consequence of the District's interest in the development of technologies deriving from the research, the said technologies are of international interest, and therefore they involve natural cooperation not only in the research field but also in the industrial field. On the industrial structure level, the impacts triggered off by the innovation introduced by the CAD, also thanks to the specific economic situation of the compartment, will give greater drive to certain spheres:

Space and transports will have a greater effect on the development, also thanks to the prospects of certain partners like MBDA and TELESPAZIO which, due to the implications of a dual type on the technologies involved and the planned investments in Campania, will catalyse certain interests in development deriving from the innovations for the freight craft and the micro satellites.

Maintenance and transformation, thanks to the transversal application of models and simulations and, thanks to the ATITECH reconversion process, will produce not only the stabilisation of employment but above all a considerable growth deriving from the renewed


industrial reliability and the proven capacity of investing in the innovation of maintenance processes.

The Aeronautic chain will at last be able to work on increasing the expertise of the chain, leading to a well defined product: the Regional Aerospace craft. ALENIA, especially together with MAGNAGHI and GEVEN, but also with the other companies of the chain, will be able to consolidate and work towards introducing into the system a heritage of know-how and experience often without a productive aim.

The most important evolution will be in Business and General Aviation, for which there will at last be a Campania product (such as the fixed-wing TECNAM and OMA SUD aircraft, but even more the rotating-wing K4A craft), which is the real strategic lever for exporting technology abroad and for constructing a specific chain of sub-suppliers (at present inexistent) at the service of a fast growing aircraft fleet. The development of technological and market synergy with PIAGGIO will allow for accelerating the prospects for the compartment.

Smart specialization

The concept of “Smart Specialisation” is used as a recommendation to improve the effectiveness of the national and regional systems responsible for the implementation of the research and innovation policies and to distribute and organise the subsidies of the European funds (HORIZON, COSME, structural funds) in support of innovation. The “Intelligent Specialisation” strategies represent an innovative strategic approach for economic development through support aimed at research and innovation and they will represent the basis for the future investments of the structural funds in R&D. More in general, intelligent specialisation involves a process for the development of a vision, identifying the competitive advantage, the strategic priorities of approach, and making use of smart policies to maximise the development potential based on the knowledge of each Region.

To optimise this strategic approach, it is fundamental to identify the industrial and economic chains that are critical for the specific development of the Region, in order to invest in the same and to foster technological reinforcement and upgrading. In Campania aerospace represents one of the critical chains under discussion since it has the following specific features:

a high level of regional specialisation, in the various compartments, compared to the national situation;

it can generate high employment, both directly in the field of the industrial activities, and indirectly in the compartments upstream and downstream of the production chain;

it involves a series of vertically or horizontally inter-related production compartments, as well as dedicated institutions, organisations and public-private initiatives;

it has a widespread and articulated presence on the entire regional territory;

it offers technological innovation and development prospects that can give new answers to the global market.

International activities

To be able to compete successfully at world level, it will be crucial for the DAC to pursue its own international vocation in order to further activate its innovative potential through collaboration between European industrial region and districts. Within the sphere of the “Campania Aerospace” initiatives, promoted by the Agricultural and the Productive Activities Departments of the Campania Region, certain lines are contemplated aimed at fostering the increase of the potential of the Campania aerospace industry through the promotion of agreements and synergies between companies of the Region and between the said companies and the international markets. The “Campania Aerospace” initiative adheres to the EACP (the European Aerospace Cluster Partnership), which at present has 31 members from 12 European Union countries.

CAD’s international vocation starts from the its consistency with the indications supplied by the Strategic Companies of ACARE for reaching the first level targets as indicated in the Vision 2020.

One of the objectives that the “Distretto Aerospaziale della Campania” sets itself is the creation of a network of industrial collaboration agreements and programmes with other foreign clusters such as the Hamburg Land in Europe and the St. Petersburg and Canadian clusters. Some of the international initiatives which have involved the “Distretto Aerospaziale della Campania”, on various grounds, are listed below:

the “Innovation through cooperation: Aerospace and Aeronautic Network Campania–European Aerospace Cluster Partnership” meeting, held in December 2009 at the Sciences


City of Naples (the initiative fell within the sphere of the Campania-Hamburg aeronautical and aerospace territorial network cooperation project);

in January 2009, the Campania sector was presented in Paris, at the headquarters of the GIFAS, the association of French aerospace constructors. On that occasion, relations between Campania Aerospace and ASTech were launched;

in December 2010 Campania hosted the French delegation of the ASTech centre. The purpose was to organise B2B meetings in order to activate new collaboration initiatives between the French companies which took part in the mission and the Campania companies which applied for participation.

4.2.2. Lazio

Distretto Tecnologico Aerospaziale del Lazio

With the APQ6 of 30th May 2004 between the Lazio Region, the Ministry of Economy and Finance and the Ministry of Education, Universities and Research, the “Distretto Tecnologico Aerospaziale del Lazio” for High Technology was created, dedicated to the aerospace and defence sector (programmed funds of 60 million euro), for the purpose of giving:

recognition to a complex eco-system which unites large companies of international importance, medium and small production plants, and services companies with high added value in the field of training and science;

further stimulus for a situation which today represents an asset of international importance, the vocation of which dates back to the last century.

1. Production system

The purpose of the Lazio DTA (“Distretto Tecnologico Aerospaziale”) is: a) to sustain research activities; b) to increase the degree of innovation of the companies; c) to optimise use of the human capital and of the initiatives which promote collaboration between companies, university technological centres and research centres; d) to foster the mobility of the researchers at national and international level and exchange between universities and companies; e) the involvement of all subjects engaged in the development of the territory (local bodies, universities, research centres, companies, associations). The main areas of technological know-how of the aerospace industry of Lazio are summed up in figure 4.1:


Figure 4.1

The most recent space programmes, in which the production context of Lazio has played a primary role, include the creation of: a constellation (dual use) of 4 remote sensing COSMO-SkyMed satellites; Vega launcher, developed in the ESA sphere and of which 65% was constructed at the Colleferro plant.

The Lazio chain is composed of the main national companies of the compartment with the role of systems integrator and with an increasing tendency to outsource activities towards a very large number level SME representing first and second level suppliers. The main structural dynamics which have influenced the said framework include: a) global competition and new emerging markets; b) a world industrial consolidation process; c) high intensity of innovation and investment in R&D; d) high technological diversification. In recent years, the forms of collaboration between SME and large companies have intensified and developed according to a network value chain collaboration model, also thanks to specific initiatives carried out by FILAS (detailed below), offering the SME benefits in terms of channels for access to structural growth, the accumulation of know-how, technologies and products, and opportunities for acquiring visibility at national and international level.

2. The know-how system

In Lazio, the system of know-how with importance for the aerospace sector is composed of about 2,000 university professors, researchers and experts, involved in study, experimentation and design activities, together with more than 1,000 specialists.

Research activities are mainly supervised by departments of public and private universities in Lazio and a huge number of research centres, engaged in the development of new materials, products and applications for the aerospace field. The know-how system benefits from research activities in the sector carried out at centres of excellence in the R&D field and the widespread of innovation with international collaboration programmes with the main aerospace agencies (NASA, ESA, CNES, etc.) and leading private companies. In addition to the research activity, important initiatives are carried out in certain Rome university structures in order to sustain the Technology transfer processes and to create new companies such as Sapienza Innovazione and the Rome Scientific Park. The main research centres and universities with aerospace know-how are listed in Table 4.4


Table 4.4

It is lastly important to mention the advanced training programmes regarding the aerospace sector launched by the main universities (Table 4.5):

Table 4.5

In the light of the strategic importance of the aerospace programmes for defence and national security and the relevant military contribution in the development of dual-use technologies such as the COSMO-SkyMed satellite system, it is necessary to mention the primary role and the wide know-how of the many military centres dedicated to research and to the management of the aerospace programmes, namely: RSV (Reparto Sperimentale di Volo: Flight Experimental Department), CITS (Centro Interforze Telerilevamento Satellitare: Interforce Satellite Remote Sensing Centre), COMANDO C4 Defence, the RESMA (Reparto Sperimentazioni di Meteorologia Aeronautica: Aeronautical Meteorology Experimental Department), SEGREDIFESA/DNA, the CASD (Centro Alti Studi per la Difesa: Centre of Advanced Studies for Defence) and the Transmissions and Information Technology School.

Main programmes, actions and impact

The Lazio Region has appointed Filas SpA (Lazio Development Finance company, founded in 1975 by the Region) as the managing and coordinating body of the Lazio DTA for the implementation of the following lines of action: industrial research; training; Technology transfer; support for innovative projects; support for the creation and/or growth of companies; risk capital for company development; the planning and construction of infrastructures for laboratories; large demonstrative projects. Filas operates as a tool for the implementation of the economic planning of the Lazio Region (art. 44 of Regional Law n° 3 of 27

th February 2004) following three lines of action.

Strategic initiatives to sustain the Lazio DTA (Table 4.6)


Table 4.6

Action in support of the Regional innovation system (Table 4.7)

Table 4.7

Services with added value for the companies (Table 4.8)

Table 4.8

Performance of the DTA and main strategic objectives

The analysis of the performance of the DTA is based on a survey (2004-2010) carried out on a sample of 206 companies in the Lazio Region (25 of which are Large Companies) operating in the aerospace sector (excluding the production and services companies which cannot guarantee continuity of data, air companies with head office in Lazio and the structures operating in management of the airports). The main findings are as follows:

the SME represent about 88§% of the companies of the sector and generate 26% of sales, equal to approximately 1.4 billion euro, with about 7,000 employees;

the average growth of the SME for the 2004-2010 period was greater than that of the Large companies;

in 2009, growth was driven mainly by the SME (+5.6%);

total sales increased considerably in the 2004-2009 period with average annual growth of more than 6%, and an increase in 2010 of 1-5%;

the total number of employees increased in the 2004-2010 period by an average of 4-5%;

the total number of employees in 2010 increased in spite of the reduction in the number of the SME (-3.2%).

In the light of these results and of the action carried out, figure 4.2 shows the main strategic objectives in support of the reinforcement of the DTA:


Figure 4.2

Smart specialization

Smart specialisation of the Lazio Region is summed up in the Regional Research Plan and the strategic axes of the Filas Activity Plan.

Table 4.9


The Lazio DTA represents in internationally important functional and efficient aerospace network, which can effectively express all the diverse institutional functions of international connection, coordination, management and regulation. The District is an important centre for exploiting synergies and collaboration that are mutually advantageous for the actors involved, contributing to the creation of a network with a high potential for innovation and development, with the capacity of ensuring the involvement of the regional research and innovation system in large EU and international projects, placing itself on the same level of similar organisations abroad. The area of Rome in particular is the heart of a dense network of national and international exchange, with the head offices of many foreign companies and important international groups. Many Italian companies are also members of international consortiums and collaboration, including, in particular, those of the Finmeccanica Group. The Lazio Universities also collaborate on a stable basis with foreign universities and research centres, the NASA and the Russian aerospace agency, and they participate with many companies on various projects promoted and sustained by ESA (the European Space Agency) and ASI (the Italian Space Agency) which also involve other Italian Regions and other countries of the European Union.

Through FILAS, the Lazio Region is specifically committed to sustaining the positioning of the Regional system in the supra-national panorama and to facilitate the internationalisation processes of


the local companies by means of measures for the promotion of cooperation with international institutions and bodies, with real services for internationalisation.

Table 4.10

4.2.3. Lombardy

Regional aerospace system

The Lombard aerospace sector, featuring a long tradition with roots dating back to the early 1900s, it today a highly integrated system of companies, technological know-how and advanced scientific capacities thanks to the existence in the Region of important world players, MSME (medium, small and micro enterprises), research centres and universities, active in the aeronautics and aerospace fields.

The aerospace entrepreneurial system in Lombardy stands out for the presence of the most important integrators of both aeronautical systems (relative to helicopters and flight training) and space systems. These are leading contractors at international level, which are accompanied by many small and medium sized enterprises, and together they represent a specialist production fabric of noteworthy importance holding certain specific features, including: the complete nature of the chain, multi-specialisation, the existence of highly specialised suppliers, and services in support of production. From the viewpoint of the products and services provided, Lombardy in fact is a Region with a marked variety of products in the aerospace sector featuring the presence of companies which cover the entire aerospace production system: from aeronautics to space, to the production of systems, outfitting and payloads, electro-avionic systems, advanced work processes, equipment and special materials.

At present in Lombardy, considering the aerospace production chain and only the directly connected services, there are more than 185 manufacturing companies operating at various levels, with about


15,000 employees, and they are able to generate 4 billion euro of sales and 1.4 billion euro of exports (data obtained by the Promoter Committee by a survey which involved the reconstruction of the entire Lombard aerospace chain). The growth of employment was constant in the period monitored and new entries to a large extent regarded high training profile figures contributing to constitute specialist employment.

Extending the analysis to the first level of products (integrated aeronautical and space systems and equipment) and cross checking with the geographic distribution, a high concentration of the most specialist companies in the province of Varese is revealed, followed by the area in and around the city of Milan.

Figure 4.3

Considering the companies and workers according to size, as already pointed out, Lombardy has core companies with extremely large production units (AgustaWestland, Alenia Aermacchi and Selex Galileo) with almost, and in some cases more than, one thousand workers, together with production companies or units of large international groups with a significant presence in the Region (CGS Compagnia Generale per lo Spazio; Thales Alenia Space; Microtecnica ...) and an ancillary industry represented by highly specialised MSME.

The system of companies and services is accompanies by the research system (table 4.11) which has long collaborated in synergy with the production, exploiting its scientific know-how in various technological spheres: sensor systems, acoustics, ICT, materials, mechanics, design and the integration of complex systems, testing, RFID, remote detection and Earth observation, environmental monitoring, payloads and complex optical systems for satellite applications.

Table 4.11

There is a great deal of collaboration between the world of research and the companies: of particular importance is the AWPARC in collaboration between the Milan Polytechnic and AgustaWestland, dedicated to the study in specialist laboratories of specific vertical flight technologies. The only European Research Centre in Italy is located in Lombardy: JRC of Ispra in the Province of Varese.

In terms of innovation and research, the role that the aerospace sector plays in constantly opening up new applications for technological development is well known: the value of the industrial research generated is estimated at more than one million euro. For the high value of the investments in R&D, the sector is nothing less than a real technological laboratory: the capacity to stimulate research and

Most of employees are concentrated in the production of integrated systems and aeronautical and space systems and equipment, or in the early stages of the “production pyramid”: 41.9% of the total workforce is concentrated in the activities carried out by aircraft and satellites supplements and 30.7% in the production of equipment, avionics, facilities, equipment and systems and special materials (Figure 4.3)


innovation of the Lombard aerospace system is shown by the number of patents registered, numbering around 300, and the effect of technological contamination.

Promoter Committee of the Distretto Aerospaziale Lombardo – Main programmes and results

In Lombardy, the aerospace companies, universities and research centres have a long tradition and have been operating for decades; however, at the end of 2009 only one aerospace district actually existed, and there was no formal Regional recognition or a system organisation. In 2009, the Promoter Committee of the “Distretto Aerospaziale Lombardo” was formed, with the purpose of starting up the process of recognition f the Lombard aerospace technological district and of promoting the growth of the member companies, especially the MSME. The initiative was launched by 9 founding partners: AgustaWestland, Alenia Aermacchi, Aerea, CGS Compagnia Generale per lo Spazio (in 2009 Carlo Gavazzi Space), Gemelli, Secondo Mona, Selex Galileo, Spaziosystem, Unione degli Industriali della Provincia di Varese.

In the same year the Region of Lombardy also formally recognised the Lombard aerospace system. The procedure for recognition of the Technological District continued in 2010 when the Region of Lombardy and the Ministry for Education, Universities and Research (MEUR) signed a memorandum of understanding (19

th July 2010) in support of the research activities in certain sectors of strategic

interest, including aerospace, followed, at the end of 2010, by the undersigning of a programme agreement. In 2011 activities began with the formation of the Technical Committee, to implement the Programme Agreement. The process continued with the resolution of the Lombardy Region (June 2011) for the implementation measures of the Programme Agreement and with the publication of the Lombardy Region – MIUR competitive invitation (July 2011) for industrial research and experimental development projects.

Since 2009 the roadmap for the strategic development of the “Distretto Aerospaziale Lombardo” regarded the following spheres of action.

1. System action for the emergence of the Lombard aerospace system and the company aggregation processes:

From 2009 until today the Promoter Committee of the “Distretto Aerospaziale Lombardo” has carried out continuous networking action involving the various actors present in the Lombard aerospace system and participating in the Lombardy Region programmes.

The results of the network action (table 4.12) and of the system are clear: the Promoter Committee of the “Distretto Aerospaziale Lombardo”, which was founded in 2009 by 8 companies and a category association, now has 75 members. 185 companies have been surveyed and over 130 have adhered to the various networking actions and are present on the e-scouting platform at the dedicated site. The role of the Promoter Committee of the “Distretto Aerospaziale Lombardo” was also fundamental in respect of the aggregation of the companies in R&D projects.

Table 4.12


2. Research & Development:

The Promoter Committee of the “Distretto Aerospaziale Lombardo” has activated a Scientific Technical Unit which deals with research and development in which 14 different companies, from very large to medium, small and micro enterprises, universities and research centres participate. The Scientific Technical Unit has drafted a Strategic Technological Plan to identify the strategic guidelines of research, innovation and development for the Lombard aerospace sector. It has also started up Focus Groups to promote the development of research projects and it has carried out action in support of companies on R&D issues.

Since 2009, about 30 projects have been launched by Lombard aerospace companies consequent to 3 Regional competitive invitations for total financing of 15 million euro, for projects with a total value of double that amount. Continuous attention to research and the high technological level have created specialist employment: about 30% of new recruits are graduates, especially in engineering and scientific subjects.

The importance and the central role of R&D in the aerospace field are also recognised by the institutions. Collaboration between the Region of Lombardy and the MIUR

Table 4.13

3. Space:

A workgroup has been formed within the Promoter Committee of the “Distretto Aerospaziale Lombardo”, dedicated to Space; it works on research issues in close collaboration with the Scientific Technical Unit. In particular, the Space workgroup collaborated on the development of the Strategic Technological Plan.

In response to the above-mentioned Lombardy Region’s R&D competitive invitations, 6 projects regarding space issues were presented. In addition, the Lombardy Region holds the Vice Presidency of the NEREUS – the Network of European Regions Using Space Technologies, in which large companies, MSME and research centres of the Lombard aerospace system participate.

4. Training:

The Promoter Committee of the “Distretto Aerospaziale Lombardo” has formed a workgroup dedicated to training; it carries out activities in support of training in high schools and especially in technical institutes and universities.

With regard to training in high schools, in January 2011 the Promoter Committee of the “Distretto Aerospaziale Lombardo” signed a memorandum of understanding with the Regional Education Department which led to the launch of a Master diploma for 34 technical institute teachers focusing on aerospace topics and to the appointment of company representatives as members of the Scientific Technical Committees of the State Secondary Education Institutes.

With regard to support for university training, in 2009 support was given for the creation of the Master H&A – Helicopters and Airplanes Management at Carlo Cattaneo University. Furthermore, in 2011 the creation of a Summer School at Pavia University was promoted, where 45 people qualified in the first two summers.


5. The development of a production system of the MSME:

A workgroup was formed within the Committee, for the development of a production system of the MSME; the members included representatives of the large companies and of the MSME, and it has carried forward various activities:

the development of formats for contractual agreements, confidentiality agreements and codes of ethics in Italian and English made available to all the members;

the definition of KPI – Key Performance Indicators, as a tool for the effective achievement of company targets;

the creation of an e-scouting platform through the use of detailed technological-production profiling on the District portal, to promote the supply chain and to foster the encounter of on-line demand and offer;

training meetings on Lean Production, and the creation of Lean Assessment of the companies;

meetings on Project Manager addressed to the MSME;

the launch of a project dedicated to the MSME on EN 9100 certification.

6. Marketing and internationalisation:

Various actions have been carried forward by the Promoter Committee of the “Distretto Aerospaziale Lombardo” which has created a workgroup to support the internationalisation of the MSME and which, from 2010 on, has coordinated the joint participation of Lombard aerospace companies at international trade fairs and events of the sector and which has also participated in the programmes and initiatives made available by the Lombardy Region and other institutions.

The results of these actions are visible both in terms of the presence of the main international events of the sector and in terms of the increase in exports. From 2010 to 2012 about 40 SME participated in international exhibitions or trade fairs of the sector, guaranteeing a total of over 100 presences, while from 2006 to 2011 (the last year for which the official ISTAT – the Italian National Statistics Institute – are available) Lombard aerospace exports have increased by 37.8%.

The actions of the Promoter Committee of the “Distretto Aerospaziale Lombardo” have had the support of the Lombardy Region which, in 2011 within the Dafne Programme, launched the competitive invitation for the financing of the international promotion of production systems. The project “LOMBARDY AEROSPACE CLUSTER – WORLDWIDE” was present in response to the call. In addition to the programme launched by the Lombardy Region, the Varese Chamber of Commerce made available economic incentives for the participation on the part of the MSME in international trade fairs (Table 4.14)

Table 4.14


7. Funding

Monitoring funding opportunities at regional, national and European level aimed at the aerospace sector carrying out an informative action by means of mailings, newsletters, workshops and meetings.

The launch of initiatives to foster the constitution of project panels through a partner search system and to accompany the companies in participating in public invitations for the competitive applications for financing.

Smart specialisation

The Regional Smart Specialisation concept adopted by Lombardy, in its capacity as adherent to the S3Platform, can be summed up in the 4C formula:

Choices: the choice of a limited set of priorities;

Competitive advantage: mobilising talents by synergy between research and innovation with the needs and capacities of the business world;

Critical mass: supplying adequate spaces for constructing transversal links (cross-cutting) between sectors which can lead to specialist technological diversification;

Collaborative leadership: a collective effort based on public-private partnerships and the synergies between European, national and regional financing tools.

The “Distretto Aerospaziale Lombardo” well embodies Lombardy’s regional specialisation strategy, in as much as the Lombardy Region: a) has signed a specific Programme Agreement with the MIUR (December 2010) dedicated to the development of technological districts, recognising the strategic nature of the Lombard aerospace sector; b) is one of the regions belonging to the NEREUS (the European Network of Regions which use Space Technologies); c) has participated in reconstructing the framework of the demand and offer of satellite services.

International vocation

In terms of international opening, the companies of the sector present in Lombardy are certainly among the most advanced in the absolute sense. They include the prime contractors which export throughout the world and they have extended international sourcing chains, but they are also the producers which construct the “parts which fly”, i.e. the systems and the structure of the aircraft, which participate in the main international aeronautical programmes.

The data of the exports of aircraft, spacecraft and relative devices confirm the importance of the territory. Since 2005 Lombardy has been involved with values of more than 30% of the national exports of the sector, reaching a peak of 38% in 2010. This figure, considered a litmus test, confirms the strong productive and international vocation of the Lombard aerospace system, even if it must be read taking into account the presence of two large aircraft companies on the territory which act as a hub for exports. In 2011, Lombard exports amounted to 1,401 million euro, equal to 31% of national exports of the sector, generating a positive business balance of about 933 million euro, showing a drop compared to 2010 (-16.7%) and a rise of 37.8% of the five-year period from 2006.

The analysis of Lombard aerospace business flows for the outlet market in 2010 shows the United States as the first country of destination (11.7% of total exports) followed by Malaysia (8%) and Japan (7.5%).

Table 4.15

Paese Export 2011 euro

Peso % su totale export aerospaziale lombardo

Stati Uniti 164.180.828 11,7%

Malaysia 111.896.828 8,0%

Giappone 104.425.318 7,5%

Francia 80.209.252 5,7%

Paesi Bassi 76.449.181 5,5%

Turkmenistan 73.067.972 5,2%

Regno Unito 70.386.133 5,0%

Brasile 64.527.067 4,6%

Algeria 63.215.225 4,5%

Qatar 62.232.025 4,4%

Mondo 1.401.033.971 100,0%

The analysis of trade flows for regional aerospace industry should be read in light of: a) the high degree of openness of multinational companies that makes incomplete a regional analysis: recorded trade flows may reflect decisions related to the different distribution within of the group's range of products, or logistics choices; b) indirect participation to export activity in complex supply chains such as aerospace where the finished product (aircraft) is the result of the integration of many parts, processes or services.


Apart from the export data, there is also a constant presence of leading contractors as well as many MSME at the main international trade fairs of the sector.

Furthermore, the Lombard aerospace system, through the representation of the Promoter Committee of the “Distretto Aerospaziale Lombardo”, is also a member of the EACP (European Aerospace Cluster Partnership), the European network of aerospace clusters. Large companies, MSME and research centres are also members of NEREUS (Network of European Regions Using Space Technologies), of which the Lombardy Region holds the Vice Presidency.

4.2.4. Piedmont

The aerospace tradition in Piedmont

The history of national aeronautics has been linked to that of the industrial tradition of Piedmont since 13

th January 1999, when the first Italian aeroplane took off from Turin, designed by the engineer

Aristide Faccioli.

Across the events of more than a century which has marked the evolution from the pioneering prototyping to participation in the large international programmes, the aerospace sector of Piedmont has acquired its present character, featuring strong integration between the scientific research system, led by Turin Polytechnic, the 2 Piedmont universities, and by specialist CNR centres such as the INRIM (the National Metrology Research Institute – formerly the Galileo Ferraris Institute) and the INAF (the National Astrophysics Institute) and a complex industrial fabric based on 9 large companies (Alenia Aermacchi, Avio, Aviospace, ICARUS, INTECS, Mecaer Aviation Group, Microtecnica, Selex Galileo and Thales Alenia Space) and more than 200 SME in part linked to the production of the large companies and in part belonging to independent production chains (ultra light aircraft, special outfitting) or strongly featuring a consolidated vocation for export.

With regard to specialist professional training in the aerospace sector, the importance of the Carlo Grassi Technical Institute and the recent constitution of the Higher Technical Institute for Aerospace and Mechatronics with seats in Novara and Turin is worth noting.

The capacity of the Piedmont aerospace sector, which has about 12,500 workers and annual sales of 2.6 billion euro *, includes all the main products of civil and military international aeronautics involving Italian participation. The Turin factories produce 50% of the inhabitable volume of the International Space Station. Even the water (that treated according to the Russian protocol and that certified by the USA standards) for the astronauts of all the international space missions is also from Piedmont.

The support of the Piedmont Region to this scientific and technological heritage has been given in 2 separate actions: the valorisation of the district as an integrated competitive system and the development of large research models according to the model of the European technological platforms for research and innovation which involve large companies, SME and research systems on technological priorities linked to competitiveness on the end markets in the medium-long term.

To implement this strategy, the “Comitato Distretto Aerospaziale Piemonte” has been created, representing the coordinating body between the institutions which are active in the compartment at regional level, the industrial fabric and the research system.

District organisation

Subsequent to the rooted presence of the aerospace sector in the Region, the need to render the dialogue between Research, Industry and Institutions on the issues of the development of the compartment has increased, to adequately answer the competitive challenges of the sector which, although having completely global horizons and dynamics, is based on distinctive know-how developed on a regional scale.

In 2005, on an initiative of the Piedmont Region, the “Comitato Distretto Aerospaziale Piemonte” was formed by the Piedmont Region, Finpiemonte SpA (the Piedmont Region's financial institute), the Province of Turin, the Turin Chamber of Commerce, and the employers of the Turin Industrial Union and the Turin API (the association of small enterprises).

The Committee, an institutional table for coordination on the policies of the compartment (Research and Innovation, Training, Supply Chain Development, Internationalisation) takes avail, in its capacity as an advisory body, of a Steering Committee which includes the main aerospace stakeholders of Piedmont (9 large companies, 3 universities, research and training centres, employers’ organisations and trade unions).


The main commitment of the Committee and of the Steering Committee emphasises the interaction between Industry and Research aimed at defining the research agenda - the Regional technological platform - which identifies the investment priorities of the Piedmont Region on support for innovation and the development of productive activities.

The “Comitato Distretto Aerospaziale Piemonte” is managed by Finpiemonte, which not only plays the role of treasurer and technical secretariat of the Committee, but is also involved in the practical management of the financial tools activated by the Piedmont Region for the development of the Regional aerospace compartment.

The Piedmont aerospace technological platform

The Piedmont Region, with Grant 1 – Innovation and productive transition of the Regional Operating Programme (ROP), has undertaken a complex plan of action aimed at reinforcing the competitiveness of the Regional system through increasing its capacity to produce research and innovation, and to absorb and transfer new technologies.

Among the protagonists of this commitment, the aerospace sector has benefitted from the actions relative to the development of the Regional aerospace technological platform and the activities for the development of the “Distretto Aerospaziale Piemonte”.

The aerospace sector has been selected as the sphere of action for the ROP-FESR funds linked to innovation both in virtue of the scientific-industrial heritage of the sector present in Piedmont and for the technological features which make it the compartment of one of the main driving forces of technological innovation at world level: average expenditure on research and development, equal to 14% of sales, the number of patents, equal to about 15% of total world production, the integration of extremely varied know-how (ICT, physics, mechanics, materials science, optics).

1. Stage 1

In the first stage of investments in the platform, the Piedmont Region has allocated about 30 million euro to research and innovation in the aerospace compartment, concentrated on the 3 aerospace technological platform projects. The use of these funds as activated, on these lines of research, a total investment of 51 million euro (Table 4.16)

The projects involve the participation of universities and research centres working together, with leadership entrusted to large companies, while most of the subjects involved are SME which, through participation in the aerospace technological platform sustained by the Piedmont Region through the ROP FESR funds, have become a fundamental part of strategic technological projects.

Innovation & Research Area - STAGE 1

Project private investments

Public investments

Prog. total

UAS for territorial monitoring SMAT F1 8.31 9.70 18.01

Eco-compatible aeronautical engine solutions

GREAT2020 5.84 9.65 15.49

Space exploration technologies STEPS 7.70 9.93 17.63

TOTAL investments (million *) 21.86 29.28 51.14

Table 4.16

In addition to the technological results of the single projects, it is necessary to emphasise the fallout on the territory in terms of growth and collaboration between local players which have increased their own perception and have modified their behaviour to assume the system identity which must feature a modern Regional industrial district.

The results of the 3 projects (including the administrative balances) that have been completed in the first months of 2012, are summed up below:

1. UAV for civil purposes: development of systems and technologies for unmanned flight destined for territory monitoring activities for civil purposes (pollution measurements, surveys of natural disasters, flying radio bridges, etc.). European record at 30

th September 2011:

contemporary flight of 3 UAV for the civil protection of Cuneo / Levaldigi; 2. development of eco-compatible engine solutions: study of technologies to reduce the

environmental impact of aeronautical engines, in line with the EU targets of 2020 (new engine architecture, components in Ti-Al alloy);


3. space exploration technologies: multidisciplinary study of technical solutions for robotic Moon and Mars landing and exploration in view of the large ESA and NASA space exploration programmes.

2. STAGE 2

In the wake of the positive results achieved by the investments in STAGE 1, the Piedmont Region has recently re-financed the technological platform with approximately 20 million euro with an equal sum invested by private subjects in the two-year period 2012-2013.

For this purpose, the “Comitato Distretto Aerospaziale Piemonte” has organised an in-depth study of foresight technology aimed at identifying the emerging technologies which are critical for the competitiveness of the territory in respect of the international technological scenarios and it has presented the results to the Piedmont Region for assessment of the investment.

From this interaction, the portfolio of priority technological areas of the Piedmont Region in the aerospace field has been enriched by the following two issues:

4. more electric aircraft: development of sensors, actuators, new generation equipment featuring the replacement of the hydraulic-mechanical elements with advanced electro-mechanical systems for limiting weight and improving the reliability and performance of the aircraft;

5. space debris management: development of technologies to capture and neutralise orbiting space debris which represents a hazard both for space missions and infrastructures and for the potential impact (with the risk of explosion and fire) on the surface of the earth.

3. MIUR – PIEDMONT REGION AGREEMENT

The Piedmont aerospace technological platform can be further expanded – according to the directions which will be developed within the National Technological Cluster of reference, through the resources made available by the recent agreement signed by the Piedmont Region and the MIUR (Ministero Istruzione Università e Ricerca) in support of technological innovation, which contemplates a contribution of public funds of 8 million euro.


Since 2005, the Piedmont Region’s industrial policy has been committed to connecting the industrial capacities and the Piedmont technological skills with the European research and development programmes, and to increasing the possibilities of the Regional players’ access to and participation in the opportunities offered by the large international industrial programmes.

This strategy has been confirmed by the growing interest for the actions developed the Piedmont on a European and international scale and by the participation of the “Distretto Aerospaziale Piemonte” in the international networks NEREUS and EACP.

Supply chain internationalisation and development

The “Distretto Aerospaziale Piemonte” benefits from the action undertaken by the Turin Chamber of Commerce through the CEIP (the Piedmont Foreign Office for Internationalisation) for the development of the Piedmont aerospace supply chain through support to the SME of Piedmont for visibility, qualification and opening to foreign markets. In particular:

1. Torino Piemonte Aerospace:

Supply chain internationalisation and development project of the Turin Chamber of Commerce. Torino Piemonte Aerospace guides buyers in contacts with about 85 Piedmont companies selected according to strict parameters such as technical know-how, innovative products and processes, company qualities, involvement in aeronautical programmes, level of internationalisation and the potential of the human resources.

The project unites a chain of excellent companies in the aeronautical, space and defence sector of Piedmont, and it expresses its competitiveness on the international markets.

It was launched in 2007 to spread and consolidate, in international orders, the awareness that a cluster of excellence exists in Turin and in Piedmont based on a complete and technologically innovative aerospace supply chain, fostering the interests of the key foreign players to consider this territory as a strategic point for the provisioning and localisation of qualified production activities.

It directs the technicians and international programme managers in contacting about 80 Piedmont companies selected according to strict parameters such as technical know-


how, innovative products and processes, company qualities, involvement in aeronautical programmes, level of internationalisation and the potential of the human resources.

It contributes to the growth of the foreign sales of the companies participating in the project, improving business skills, identifying new international customers and partners, stimulating the growth of competitiveness through the aggregation and development of innovative projects.

It acts as a driving force for the economic growth of the territory through activities carried out with foreign partners of the sector. From 2007 to 2011, the Piedmont companies have obtained orders for a value of Euro 49,050,000.00 from companies of international importance, thanks to the project.

It operates in close connection with the large industries on the territory, sharing best practices and policies with the same.

It develops activities known as “Technical Tables” and “Team Building” for the creation, respectively, of groups of technologically advanced SME and of production chains organised according to system/product which are particularly coherent and competitive on the international markets.

2. Aerospace & Defence Meetings:

The only international business convention in Italy for the aerospace sector. Over 8,000 meetings arranged between companies, with an average of about 20 per company, half of which will lead to at least a successive appointment and negotiations, and 20% can develop into an order. More than 600 companies present with 360 stands, over 1,000 participants (50% from abroad) representing 25 countries.

4.2.5. Apulia

Regional aerospace system

Aerospace represents one of the most flourishing lines of industrial development for the Apulia Region: in fact, it is a sector featuring high innovation and research levels and high added value production which can generate positive spill-over to other sectors of Apulia industry. Thanks to the conspicuous resources received from the European Union Structural Funds, it has been possible to carry forward a strong development policy in the sector and to attract investments.

On one side, Apulia has undergone strong acceleration in the development of the aeronautical sector in the wake of important industrial investments in the Region towards the middle of the first decade of this century, thanks to which the territory has some of the most innovative businesses of the aerospace sector at global level (rotating wing, fixed wing, aircraft engines, electro-avionics and space).

On the other side, over the years an important chain of sub-suppliers has developed, consisting of local SME which – “fed” by the orders of larger companies – have progressively increased in number and have evolved on the technological front (thanks to the involvement in the programmes of the large companies) and they have gradually diversified their customer portfolios, also abroad. The third element which has contributed to reinforcing the dialogue between these two subjects in favour of scientific progress in this sector is represented by the universities and the public and private research centres located on the territory.

Distretto Aerospaziale Pugliese

Identifying the aerospace sector as a key area in which to invest in order to reinforce competitiveness, innovation, internationalisation and the creation of new, more qualified jobs, the Puglia Region, with Regional Law 3/2007, has recognised the “Distretto Aerospaziale Pugliese” (DAP ), of which the consortium member, “Distretto Tecnologico Aerospaziale” (DTA) of Brindisi, is the main operating tool. The development programme of high technological content of the “Distretto Aerospaziale Pugliese” (DAP ) already contemplated in 2007 the constitution of a company which would be a candidate for recognition as a Technological District by the MIUR (DTA). In the overview of the whole, the DTA already held a central position and rose to the role of the driving force of change, becoming the cutting edge of industrial research and of training in support of the Regional production system.

The DTA, founded in 2009 and recently recognised by the MIUR as an instrument capable of intercepting and satisfying the demand and offer of industrial research, advanced training and innovation, set itself from the start the aim of interacting, to foster activities, with the other Districts in


Apulia (Medis and Ditech and the Apulia industrial districts), elsewhere in the country (IMAST and the Aerospace District of Piedmont, Lombardy and Lazio), in Europe (European Aerospace Cluster Partnership, Toulouse, Hamburg ...) and in the world (Aeromontreal, PNAA). At the same time it set itself the target of integrating with other bodies such as the centres of know-how and the public-private laboratories. The partners of the DAP are the main aerospace companies which have operating headquarters in Apulia. They are in the sector of the fixed wing, the rotating wing, engines and propulsion and space. According to an estimate calculated by the DTA company on the basis of information from national sources, in addition to the availability of information gathered in the field, present sales can be quantified at about 1 billion euro and about 5,500 people are employed directly.

In recent years the District has constructed the network and it has defined its strategy, the implementation of which has already been launched focusing on increasing the level of know-how, innovation, loyalty and cooperation, as the essential elements for its competitiveness. The District is inspired by the cultural and strategic “need for change” which is the reason for its existence. Today the aerospace world is experiencing the affirmation of a new industrial model, induced by the globalisation process, which is based on the principles of networking.

The innovative nature of the new aeronautical and space programmes favours the evolution of the aerospace production chain towards new models which exalt the energy of the territory to face the challenges of a world in which it is called upon to compete. Peer production creates a watershed between old and new production models, an evolution and new characterisation of the Apulia aerospace sector. If production involves a world network and if the production chain is composed of partners located in different areas of the world, then the territories become networks of relations, integrated systems, key organisms in the capacity to compete within the new model. Industrial culture, production structures, R&D know-how, human capital and industrial policy instruments – all these contribute and cooperate to create and reinforce a specialisation on the territory to be exploited on a global scale. In this framework the District operates to foster the evolution and the establishment of its production and, consequently, scientific specialisations.

In short, Apulia is the only Region which simultaneously contains companies of the sector of the “fixed wing”, the “rotating wing”, propulsion, software and space services, aerospace electronics, on-board sensors, transmission hardware and telemetric reception, remote controls and space mission data.

The District research and development system is composed of: 2 Apulia universities (Bari Polytechnic, Bari University, Salerno University), public and private research centres (CNR, ENEA, INFN, CETMA, OPTEL, Centro Laser, etc.), the technological parks "Tecnopolis” in Valenzano and “Cittadella della Ricerca” in Brindisi, and the regional skills centres.

Technological know-how

The production of components of primary structures of aeroplanes and helicopters of large dimensions with the use of composite materials is certainly a key to understanding the competitiveness of Apulia. This is shown by the participation of the Apulia chain in projects like the Boeing 787, the first aeroplane of certain dimensions involving, in the construction of its structural parts, the use of composite materials to a decidedly greater extent than other aircraft models, but also the Cseries (Alenia Aermacchi and Bombardier) or the AW149 and AW169 helicopters (AgustaWestland). In general, it can be stated that the production of productions in composites in Apulia represents a mark, a brand for the Apulia aerospace industry, which can be sustained adequately by an intense research activity the protagonists of which are the research centres and the universities.

On the front of the industrial components for engines, AVIO has recently diversified its production in Apulia, both in the sense of expansion in the territory and as regards focus on production and development.

Given the transversal features of the research connected to the aerospace chain (discoveries and applications that can also interest other sectors), it is not easy to identify the number of the researchers in Apulia, outside the companies, of the said chain. With a very detailed analysis, however, it can be said that there are about 500 researchers in Apulia involved directly or indirectly in research activities linked to the aerospace sector. Of these, 300 are at the universities (200 in Bari and 100 in Lecce) and over 200 in the research centres, prevalently in the province of Brindisi. The main topics of research are: new materials, sensor systems, mechanics and propulsion. Moreover, the study of space technologies is equally important.

With regard to the perimeter of the spheres of the District activities and on the basis of the know-how and the industrial and academic vocations on the territory, three priority themes can be identified, as shown in the following figure (Figure 4.4):


Figure 4.4

Main programmes and actions with impact on the system of reference

Over the next few years the District intends to invest in the issues and technologies illustrated below (Table 4.15), the development of which is of considerable importance for the Regional territory, but which in any case represent a considerable reinforcement of the partners’ capacities to compete on the international markets.

Table 4.15

Of the initiatives at present in progress in the DTA, the following are worth noting for their innovative nature (sensor systems for the monitoring of airport environments, propulsion systems of unmanned aircraft, new architectures and processes for the construction of wing surfaces):

Enabling Technologies for Airport Monitoring Systems: aimed at the development and perfection of enabling technologies for the construction of micro-electronic and micro-electromechanical components for transmission and reception;

MALET: aimed at the acquisition and validation of technologies for the development of propulsion systems of UAV (unmanned air vehicles) which carry out high altitude, long-endurance missions. This project is accompanies by specialisation initiatives of young engineers and of training for researchers and technicians;

Structural Architecture and Innovative Processes of the Wing: to develop innovative architecture and processes for the creation of wing surfaces of “regional” aircraft.

The initiatives of the district, apart from the research projects, include:


1. Valorisation of the human capital

“District training plan in support of the technological innovation processes in the Apulia aerospace companies”: 15,500 hours of training for the 13 adhering companies.

Activation of the Higher Technical Institute in the Aeronautics sector. Activation of several traineeships for the benefit of the companies and over 150

scholarships (of which 60 for 18 months) for university and high school graduates, all under contract with companies.

2. Promotion of enterprises with a high technological and innovative content through new investments and services

The philosophy which is typical of these public funding instruments is aimed at reinforcing the links, the transactions, and the planning of the investments and therefore the business strategies of large, medium and small enterprises. The effects of such actions can be identified and summed up as follows:

expansion of the production base in terms of significant growth of the production capacity of the Apulia aerospace system;

diversification and enrichment of the production specialisations through the start-up of new investments with new technologies;

reinforcement of the supply chain.

3. Support for internationalisation processes

For three years the District has been the protagonist of the aerospace sector programme of the SPRINT (the Regional Department for Internationalisation of the Apulia Region). The programme contemplates an annual series of initiatives such as company missions, incoming and outgoing actions, scouting, seminars and business conventions.

4. Expansion of the research infrastructures

The initiative “Laboratory Networks for reinforcing the Regional technological potential” has recently been launched, thanks to which 7 laboratory networks have been created representing centres of high technological specialisation spread over the territory.

Feasibility studies for the expansion of the structures and of the scientific and technological equipment for Bari Polytechnic and for the ENEA.

The creation, at present in progress, of the Centre of Excellence for Technologies and Advanced Diagnostics in the transport sector.

The future creation of a Laboratory for the Development of Advanced Technologies for the Manufacture of Structures in Compounds (COSTAM_LAB).


The approach to intelligent specialisation, or Smart Specialisation, determines the development of a Regional strategy for innovation which:

concentrates public resources on priorities, challenges and development needs based on innovation and knowledge;

contemplates measures to stimulate private investment in research and development;

helps the Region to position itself globally in specific international markets or niches in the sphere of the chain of value;

favours the complete involvement of the stakeholders and encourages innovation and experimentation of governance models;

is based on evidence and contemplates monitoring and assessment systems.

Aerospace in Apulia certainly represents a framework in which it develops and fosters the adoption on the part of the Apulia Region of the programmed approach of smart specialisation to consolidate a new generation of public policies for research and innovation and to arrive promptly at a new cycle of programming for 2014-2020. The Apulia Region is active in the process of revising its own strategy for research and innovation, being one of the few Italian Regions to adhere, since December 2011, to the S3 platform, coordinated by the Joint Research Centre IPTS of Seville, which gives methodological support to the Regions and the member states of Europe. The platform promotes collaboration between Regional and national authorities and EU researchers and experts, and collaborates with international bodies such as the OECD and the World Bank. The present Regional strategy must be updated in order to optimise the effectiveness of the efforts to sustain research and innovation, concentrating them in the


economic sectors where comparative advantages are available which allow for reaching levels of excellence sufficient to become competitors on the markets of reference.

The DTA may contribute to fostering specialisation in Apulia, accompanying the repositioning of the Regional production system, aimed at reinforcing the competitiveness on the global markets, thus promoting more qualified employment and widespread well being.


The strategic programme and the actions launched by the DTA rest on three pillars which support EU research:

national public funding programmes;

EU research programmes;

new forms of trans-border cooperation and joint participation in national and EU programmes, with improved structuring of the aeronautical research panorama in Europe.

The activities of an international character carried out in the previous two-year term, and which represent the sphere in which the District will carry out its activity in the future are illustrated below. The DTA:

is a member of the European Aerospace Cluster Partnership (EACP);

has launched projects within the sphere of the VII FP with international partners;

has launched outgoing and incoming missions, most of which fall within the internationalisation of the Apulia Region; in the last two-year term, the DTA has hosted delegations of companies and research structures from Germany, France, Canada and the USA;

has launched several initiatives in collaboration with Canada (cooperation agreement with AeroMontreal, Italo-Canadian cooperation agreement on scientific research, partner of the CANAPE project);

has started up collaboration with the PNAA: the Pacific Northwest Aerospace Alliance; has carried out incoming actions of Chinese companies under the protection of the Chinese

Embassy;

is planning an international Italo-Canadian conference on innovation and an international trade fair in the sector of composite materials.

The District has also employed the services of the “Bridge Economies” consortium to place the District know-how on line and to reinforce the capacity for innovation and competition of the SME, in order to sustain trans-national technological cooperation and the transfer of technology with Apulia enterprises. The agreement contemplates the joint collaboration between the parties:

to stimulate the SME towards innovation through audit technologies, watch technologies and business evaluation;

to foster the research/company link through the valorisation and the circulation of the results of the research, and the valorisation of patents, negotiations and Technology transfer agreements;

to give support to participation in Regional, national and EU R&D programmes through training, specialist assistance, the definition of international partnerships and pre-screening and pre-assessment activities.

4.2.6. Others

In Italia vi sono diverse Regioni con un distretto/cluster aerospaziale, formalizzato o meno (Campania, Emilia Romagna, In Italy there are several Regions with an aerospace district/cluster, some formalised, others not (Campania, Emilia Romagna, Lazio, Lombardy, Piedmont, Apulia and Umbria). There are also aerospace players (like some head offices of the large groups, SME, research organisations ...) in other Regions, especially Tuscany, Abruzzi and Friuli Venezia Giulia (Figure 4.XX – Source Confindustria). The most important include: the Technological Aeronautical Centre of Forlì with its management company ISAERS; the Technological Optoelectronic and Space Centre of Tuscany “Optoscana” which is the Tuscan centre for optoelectronics and space and for industrial, biomedical and aerospace applications; the Aerospace Centre of Umbria, founded in 2008; the Emilia Romagna Aerospace Cluster IR4I which was founded in June 2011 as the industrial cluster which gathers together the best


production enterprises of the Tuscan aerospace sector. Finally, scientific skills in the space component are also present in Basilicata and Sardinia (Figure 4.5)

Figure 4.5

4.3. Large groups

The Italian Aerospace industry is dominated by two large players: the Finmeccanica Group, the first Italian industrial group and among the first ten world players, and the Avio Group, leader in the design and production of components and systems for aerospace propulsion.

The main activities of the two groups, in the sphere of research, development and innovation, participation in international programmes and projects and the main results achieved, are illustrated below.

Paragraph 4.3 is based on AIAD, Finmeccanica and Avio sources.

The sector of aeronautics, helicopters and electronics for defence

Finmeccanica, the main national company of the sector (~ 65 % of total AD&S income in 2011), is one of the main industrial groups in the world active in high technology sectors, and represents an production and technological system of great importance for the Country. The assets of the Group are represented by about 70,000 qualified employees in the world, of which 15,000 are engineers, mostly aeronautical/aerospace engineers, electronic experts, mechanics, information technology and telecommunications experts, which are the technological – industrial soul, and about 18,000 specialist technicians which augment the manufacturing vocation. In 2009 the Italian companies of the Group have invested a value (~ 1.4 billion euro) representing about 14% of the R&D expense of the national industry. The FNM Group has invested a total of more than 9 billion euro in recent years, of which approximately 6 billion were invested in Italy (Source: FNM).

The fixed wing aeronautics sector is essentially focused on the activities of Alenia Aermacchi and other subsidiaries like GIE ATR and SuperJet International. These companies play the role of integrator aircraft builders and aeronautical construction companies specialised in composite materials for civil and military applications, and they are the leaders of various specialist small and medium sized enterprises grouped into Districts.

In the rotating wing area, AgustaWestland continues to compete at world level with 4 other world players, three of the United States and one European, according to its own competitiveness reinforced


by a constant flow of investments in Research and Development aimed at improving existent products and at the development of new and more advanced helicopters.

The area of Defence and Security Electronics confirms its role of the strategic protection for Italian industry and it central position in an evolving world market of the expansion of advanced solutions with dual applications also in connected sectors, which requires integrated capacities implemented essentially by Finmeccanica with SELEX Sistemi Integrati, SELEX Galileo, SELEX Elsag and the Elettronic company. The electronics field also includes the protection of electronic ware systems, which is assured by the Elettronic company.

The national missile component, the main actor of which is the MBDA Group, and in the specific context MBDA Italia, is defining scenarios and medium and long term institutional and industrial collaborations by which it will be able to maintain world leadership of the sector, also maintaining its national supremacy in terms of both products and technologies.

With regard to the R&D activities of the Finmeccanica companies, and the integrating companies of aeronautical platforms, in the helicopter sector AgustaWestland continues the development of the AW169, presented in 2010. In 2011 AgustaWestland presented the AW189, a new generation multi-use two-motor 8 ton helicopter. In this context, technological developments, regarding above all new active rotors, continue. In-flight experimentation continues, also for certification purposes, of the BA609 prototype, the first convertiplane based on advanced solutions (technological and systemic) as regards high reliability flight controls, propulsion and integrated transmission.

In the military sector, the development continues on the multi-role medium class (8.5 tons) AW149 craft, equipped with an advanced integrated mission system. Research activities continue on the technologies for the “all-time” helicopter, also with experimentation of the Enhanced Vision System (EVS).

For the fixed wing aircraft sector, Alenia Aermacchi continues with the developments relative to training aircraft, and in particular with the activities linked to the extremely modern military trainer M346-Master.

In addition, Alenia Aermacchi pursues the development of proprietary aero-structural technologies that are contributing to the success of the new A380 components. At the same time, the creation of some of the main components of the B787 plane (Dreamliner) for the Boeing company is in full operation.

Activities continue linked to the project of the Neuron demonstrators (technologies for Unmanned Combat Air Vehicles – UCAV) AND Sky-Y, a medium altitude long endurance (MALE) UAV on which Alenia Aermacchi has already installed and experimented various types of payload (Electro/Optical and Radar) as well as advanced unmanned flight functions. On 30

th September 2011, the final

demonstration of the SMAT F1 project was carried out (the basis for future UAV programmes), obtaining flight permits in the test area identified south of Piedmont and operating form the civil Levaldigi airport of Cuneo.

Always linked to the unmanned flight sector, the activities of SELEX Galileo continue for the development of the Falco EVO system, a medium altitude endurance (MAE) UAV for surveillance and tactical uses, which made its maiden flight in 2012, as well as AgustaWestland for the development of a UAV version based on the model SW4.

In the sphere of studies for the military sector financed by the European Defence Agency (EDA), the FAS4EUROPE study, with the participation of Alenia Aermacchi and AgustaWestland, has prepared an initial roadmap for the FAS (Future Air System). On 21/12/2011, in conclusion of the study, the final report was examined and accepted by the EDA.

Within the sphere of the JIP-Innovative Concepts and Emerging Technologies (ICET) programme, AgustaWestland continues the activity in the project named HECTOR (Helicopter fuselage crack monitoring and prognosis through on-board sensor network).

Always in the EDA sphere, the MIDCAS consortium, composed of 13 European industries – including Alenia Aermacchi, SELEX Galileo, SELEX Elsag and SELEX Sistemi Integrati – continues its activity for the creation of a Sense & Avoid system able to identify and avoid potential threats of collision in flight for the unmanned air vehicles, culminating in the experimental flight phase of the “Sense & Avoid” suite on the unmanned vehicle Sky-Y.

Within the sphere of the ETAP (European Technology Acquisition Program), Alenia Aermacchi continues in the activities (as coordinator) of the Global System Study and in the Low Observable Aperture Integration project together with SELEX Galileo.

The participation of the Finmeccanica companies in the research activities of the 7th Framework

Programme for transport, including aeronautics (2007-2013), is summed up below.


3rd

Call: Alenia Aeronautica participated in 6 projects in the “Transports and Aeronautics” field: 4DCO-GC, COOPERATUS, GRAIN, PRIMAE, SMAES and X-NOISE-EV.

4th Call: Alenia Aermacchi is participating in 2 large projects (L2) in the “Transports and

Aeronautics” field (ACTUATION-2015 and SARISTU) and a project in the “ICT” area (TERRIFIC);

5th Call: Alenia Aermacchi is participation in a large proposal on the reduction of the

production costs of the composites (LOCOMACHS). Alenia Aermacchi is also participating in some L1 projects;

6th Call: participation of SELEX Galileo in the ASHLEY project on modular avionics and

participation of Alenia Aermacchi in AFLoNext, on active wing, in ATOME, on advanced maintenance technologies, and in TOICA, for an integrated project for thermal analysis of commercial aircraft.

The strong and qualified participation of the companies of the Group also continues in the research activities in the aeronautics area to which a considerable part of the European funds are destined, i.e. in the two Joint Technology Initiatives:

Clean Sky: two of the six ITD (Integrated Technology Demonstrators) have the co-leadership of Finmeccanica: the Green Regional Aircraft (Alenia Aermacchi) and the Green Rotorcraft (AgustaWestland in collaboration with Eurocopter). These activities also involve SELEX Galileo AND SELEX Sistemi Integrati, together with many other companies, research centres and Italian universities. The two Finmeccanica co-leaders are also contributing to the definition of Clean Sky 2;

SESAR: with the active involvement of the companies SELEX Sistemi Integrati and Alenia Aermacchi (with first level responsibility), SELEX Galileo, SELEX Elsag and Telespazio. The contribution of the two FNM consortiums to the SESAR programme is, speaking in general, to define the requisites and the data which must be managed by the new intranet system SESAR and the development of the ATC ground systems and the $D functions focusing on use of regional and military aircraft in the future Single European Sky.

Propulsion

The Avio Group is a primary international operator and leader in the sector of aeronautics and space propulsion, the parent company of which is Avio S.p.A. which dates back to 1908. Present in 4 continents with sales and representative offices and 12 production plants, the Group’s head office is in Turin. It has more than 5,100 employees, of which 4,300 work in Italy. Avio has always dedicated consistent resources to the research, development and innovation of products and processes, and it includes among its aims the development of distinctive technologies for its own products.

Avio, for more than fifty years a partner of the major world engine constructors in the main programmes for the engines of civil aircraft, and member of the international consortiums for the design and production of propulsion systems for military aircraft, is firmly in control of the propulsion field in the fixed wing aircraft engine aeronautics. For the propulsion of helicopters, Avio develops and produces main transmission modules, accessory transmission modules, low pressure turbines and other structural components, having consolidated know-how and good growth prospects.

In line with the objectives established by the Advisory Council for Aeronautics Research in Europe (ACARE) and in collaboration with the main constructors of the world, the group has thus continued to invest in the development of new products with eco-compatible technologies able to ensure high performance and low consumption, and at the same time limiting polluting emissions.

With regard to the mechanical transmissions platform, in which the group is the recognised world leader, research activities have continued on materials and component design and construction technologies, especially gears and bearings, aimed at maintaining and improving Avio’s competitiveness.

For turbo rotors, certification has been obtained for the TP400 engine for the A400M aircraft, for which Avio is jointly responsible for the mechanical transmission which activates the rotor. The project of this transmission, the largest ever constructed for a turbo rotor, involves the technologies deriving from the research and development programmes implemented successfully in recent years.

The power transmission production programme for the new generation of eco-compatible engines in Geared Fan configuration has also been purchased. These are fitted on the new regional freight aircraft,


Bombardier C series and Mitsubishi Regional Jet, with excellent prospects also for the medium range segment.

With regard to the turbine platform, the development and certification activities have been completed for the stator subsystem of the low pressure turbine of the GEnx-1B engine, destined for the new generation Boeing 787 Dreamliner, and for the GEnx-2B engine, destined for the new stretched version of the B787-8. At the same time, an evolution of the turbine itself has been designed, involving a further increase in efficiency and a reduction in consumption. This was possible thanks to the experimental activity on particularly advanced new cold flow, developed entirely by Avio and successfully tested in February.

With regard to combustion systems, Avio has focused on the development of a PERM (PartialEvaporation and Rapid Mixing) type combustion demonstrator with low emissions, with possible application for the engines of regional aircraft of the next generation.

Research initiatives have also continued with DMLS (Direct Metal Laser Sintering) technology for the regional engine. Similarly, technologies of additives manufacturing are being developed for other components, for various materials – including titanium aluminides which reach the same working temperatures as nickel alloys but with half the mass, and for various powder casting techniques, including the use of electronic bands.

With regard to Avio’s participation in the European collaboration programmes of the 7th Framework

Programme for transport, including aeronautics (2007-2013), in the first 5 calls 19 new collaboration projects were acquired in the sphere of high level consortiums involving the main European engine producers (RollsRoyce, Snecma, MTU …), universities and research centres. This represents a substantial improvement compared to the level of participation in the previous framework programmes.

The level I and level II programmes (integrated projects) aim at reaching a sufficient technological level to allow for the introduction of the new technologies on both advance technological demonstrators (e.g. in the CleanSky sphere) and the new development programmes.

The projects acquired for each single Call are listed below:

4th Call: LEMCOTEC (level 2), ESPOSA (level 2) and IMPACT on combustion technologies

and advanced transmission systems;

3rd

Call: FIRST and FACTOR on turbine and combustion technologies, including their interaction;

2nd

Call: CRESCENDO (level 2), OPENAIR (level 2), ERICKA, KIAI on robust design technologies, noise reduction, advanced cooling systems and combustion technologies;

1st Call: DREAM (level 2), FLOCON, NEWAC, TEENI, TECC, ALFA-BIRD, FUTURE,

ACCENT, FLEXA on innovative non-conventional engine configurations (open rotor), turbine technologies, combustion also with alternative synthetic fuels (Carbon-To-Liquid), flexible and adaptive production processes.

Within the sphere of the 5th Call, the projects, E-BREAK (level 2) and RECORD which will shortly be

launched, were signed and 2 new projects are being proposed within the sphere of Call 6.

At the same time, always within the sphere of the 7th Framework Programme, Avio pursues the activities

of CleanSky JTI (Joint Technology Initiative), the most important ever carried out in Europe with a dedicated engine platform. In CleanSky, the operating activities of which will be completed in 2016, Avio is an associated platform of the SAGE (Sustainable Aircraft Green Engine) engine platform, coordinated by RollsRoyce and Safran, and the main activity focuses on the technological development of an innovative turbine and of the advanced power transmission system which will be designed and constructed to be fitted on one of the technological demonstrators for open-rotor application for medium range aircraft which will be tested in 2015. Always within the sphere of the Framework Programme, 3 other projects of the NMP (nanotechnologies, materials and production systems) type have been acquired (ACCELERATED METALLURGY, EXOMET and AMAZE) which focus on the development of advanced materials.

Within the sphere of the 6th Framework Programme in which Avio was involved both on integrated

projects and STREPS (Specific Targeted Research Projects), with regard to the turbine project, Avio successfully worked on the integrated VITAL (EnVIronmenTALlyFriendly Aero Engine) project, completing bench experimentation on the new high efficiency, reduced atmospheric pollution and minor weight turbine technologies. A second line of activity regarded the integrated programme NEWAC


(NEW Aero Concepts), for large scale demonstration of new "core" engine technologies relative to combustion chambers with injection systems with extremely low NOx levels.

With regard to programmes in the field of Defence, after the successful completion of the first Italo-Russian programme for the development of new technologies applied to turbines, in collaboration with the Ministry of Defence, a new programme was launched in 2010 dedicated to high power concentration turbines. Always with the Ministry of Defence, within the sphere of more efficient engines with advanced prognostic systems for transmission systems, The ETAP (European Technology Acquisition Program) projects were also pursued.

Lastly, the strategic study “European UAS engines” was also completed, in which Avio was, for the first time, the leading contractor with the European Defence Agency (EDA), for the development of engine technologies for unmanned air vehicles.

Space

Subsequent to the investments for the execution of the COSMO-SkyMED programme, Italy has consolidated its absolutely pre-eminent position in the area of Earth observations, both as regards the activities of the system and of the flight segment, and as regards the ground segment. The COSMO-SkyMed programme was planned and executed by Thales Alenia Space Italia for the space segment and by Telespazio for the ground segment.

Thales Alenia Space Italia was selected by ESA as Prime Contractor for the project and the development of both the satellites of the first SAR mission of the GMES programme (Sentinel-1) and by the KARI as Prime Contractor of the SAR payload of the Korean programme Kompsat-5. Telespazio also has an important role in the execution of the PDGS (Payload Data Ground Segment) of the Sentinel-1, Sentinel-2 and Sentinel-3 satellites of the GMES programme and within the sphere of the 7PQ (Call Gmes through e-Geos) as Prime Contractor for security, maritime and emergency issues. While in the international field, it is engaged as Prime Contractor for the Earth observation satellite system Göktürk for the Turkish Ministry of Defence.

In the satellite telecommunications area, with the Sicral programme, the space industry has been qualified as a centre of excellence for the end-to-end military missions in the fields of the UHF and EFH frequency ranges; these activities are still in progress with the services supplied both by the Sicral 1 satellite, which is still operating, and by the Sicral 1B satellite. The second phase of the contract (originally signed in 2010) for the supply of the Sicral 2 satellite has also been signed; this is being developed within the framework of collaboration with the Italian Ministry of Defence and the French DGA (General Directorate for Armament) in which Telespazio participates as co-financer and is responsible for the issue of the services supplied by the Sicral 1B satellite. Avio has constructed the propulsion and position controls system.

With regard to satellite navigation (GNSS – global navigation satellite system), the first two Galileo IOV satellites, integrated and testes by Thales Alenia Space Italia in their Rome plant, were launched in 2011. The launch of the other two satellites is planned to take place within the end of September 2012. The activities relative to the Galileo FOC Programme are in progress. For Thales Alenia Space Italy, this regards the segments: WP1 System Engineering Technical Assistance (SETA), WP4 Space Segment, and WP2 GMS for Telespazio regarding the WP6 Operations segment for which it is the Prime Contractor through the company Space Opal.

With regard to the EGNOS programme, one of the two EGNOS V3 Ph A contracts was awarded to Thales Alenia Space with the participation of TAS Italia for the RIMS and M&C subsystems and with the participation of Telespazio as responsible for the WP operations.

The GNSS programme is about to start a reorganisation phase as form 2014, when the new Regulations will come into force, and the budget will benefit from the new budget. In this context, Thales Alenia Space Italia intends to consolidate the positioning on the System and Telespazio intends to consolidate its role in the operation in order to be able to cover the role also in the System Engineering area.

Within the sphere of the European and national programmes, the applications and relative users have been identified, but in any case Thales Alenia Space Italia must be supported in the development and miniaturisation of the receivers and the users’ terminals.

The know-how acquired in the field of navigation systems, especially “safety of life” systems such as EGNOS and Galileo, led Thales Alenia Space Italia to cover a key role in the Iris Programme of the ESA


relative to satellite communications for ATM (air traffic management) applications. It is essential for the ASI to continue to support Iris maintaining Italy as major subscriber of the Programme and TAS-Italia as Prime Contractor.

In the security area, in the Space Situational Awareness (SSA) programme, Telespazio participates in the studies to define the architectural complex of the system and it is active, in particular, in the study for the ESA aimed at the design of the asteroid-type control centre.

In the Human Exploration segment, Thales Alenia Space Italy plans to capitalise the unique skills and capacities for the design and construction of inhabited space systems gained in the course of the ISS development programme which has developed on behalf of ESA and ASI most of half of the inhabited elements (3 MPLM, Columbus, Nodi 2 e 3, Cupola, PMM e 3 ATV) and other two ATV are to be completed and launched in 2014.

In the ESA sphere, in fact, Thales Alenia Space Italia will maintain a pre-eminent role in the activities relative to the operations (also through its subsidiary ALTEC) and to the use of the International Space Station, the active life of which will be extended until at least 2020.

Contracts of operative support are in fact active with ASI and Astrium/ESA,, within which new ameliorative developments of of subsystems and equipment are also planned (eg new pack pumps, standard European racks, new experiment Hexapod). In this front also, Thales Alenia Space Italia is contributing with important involvement to A / B phases to two derivatives projects ATV (MPCV/SM andVAC) involving collaboration with NASA for next missions of Space Exploration. It should be noted in this regard that Thales Alenia Space Italia, also through Piedmont Regional co-financings, is committed to developing a set of technologies enabling the Exploration that could see the ISS in a natural testing for future applications.

These unique skills in the world have allowed to Thales Alenia Space Italia to acquire a major commercial contract from U.S. company Orbital for the construction of 9 Pressurized Cargo Module (PCM) for the Cygnus system. This system will provide a service to NASA a transport cargo service to the ISS, which is considered strategic after Space Shuttle retirement. Two of these modules are already completed and 7 are to be delivered by 2014.

With regard to the use of the ISS, Telespazio supplies data operation, acquisition, processing and distribution services for the scientific missions carried out within the ISS with role which encompasses engineering, operations and the scientific side.

Regarding Transport Systems, Thales Alenia Space Italia has taken on a leadership role within the European reusable vehicles that represent the next generation of launchers. Indeed, it has completed the development for ESA of a technological re-entry demonstrator EXPERT that will be launched in a few months, and also in the role of prime contractor it is developing a second orbital demonstrator IXV that will be launched in 2014 with VEGA. This project could be the precursor of a subsequent pre-operational vehicle that underlines the great Italian experience in the field (see also USV project of CIRA) giving Italy a clear leadership even at global level. This vehicle through concepts of orbital operations, reusability, landing on the track and maybe adaptability to service operations in orbit, could represent a unique ability in military and commercial field.

In the Robotic Exploration segment, subsequent to the Ministerial Conference of the ESA in November 2008, the technical baseline of the ExoMars programme is reaching consolidation; the execution phase began in 2012, with Thales Alenia Space Italia as job chief. In the sphere of the scientific satellites, Thales Alenia Space Italia has recently reinforced its strategic position thanks to the experience gained in the construction of the GOCE satellite and it is actively participating in the international mission to Mercury called Bepi Colombo.

Telespazio also supports the definition of the scientific missions in ESTEC, the infrastructural developments of the Deep Space stations of the European Space Agency and their operational management. In the area of the launchers, all the tests for qualification of the subsystems of the small European launcher VEGA were completed in 2011, and the test flight was performed at the beginning of November. With regard to the VEGA programme, Telespazio coordinates, among other things, the development of the national FPS (Flight Programme System) in collaboration with AVIO itself and MBDA. Telespazio is also involved in the construction of the earth control system of the launcher.


4.4. Universities and research centres

In the aerospace chain, universities and research centres play a fundamental role. In fact they deal with the basic scientific and technological research. These two types of actors are strongly present in all the components of the aerospace world, from the platforms to the category associations and, as already seen, in the regional districts.

The main universities and research centres active in the sector, and the relative specialisations, are listed (in alphabetical order) in Table 4.16 below.

Main research

centres and

universities Field of research, specialist know-how

AMRA Regional (Campania) Skills Centre for Environmental Risk Analysis and Monitoring

AWPARK Flight physics, Aerodynamics (experimental and numerical), flight mechanics, systems

identification, crashworthiness, structural dynamics and vibration control

CAMPEC Polymers Aerospace composites

centre Advanced materials and rotor technologies

CESI Geographic information processing

CETMA Materials and Structures Engineering, Information Technology, Industrial Design

CIRA

Italian Aerospace Research Centre

Aerothermodynamics and Thermostructures, Aerodynamics, Ice and Aeroacoustics, GN&C

Systems, Advanced Structures and Process Investigations, Information Technologies, Space

Propulsion, Adaptronics

CISAS

Plasma Thruster - electromagnetic modeling Design Development and testing Hybrid rocket – Modeling Design Development and testing Propellant Simulation (support to TAS-I Turin activities) - Development of Code for PMD simulation Development of an experiment to study zero-g propellant behavior Propellant Priming verification test bench Sloshing analysis and algorithm for a bladder tank Space Exploration, Space Debris

CNR

Enabling Technologies for the development of Sensors and Microsystems (IMM, IMIP, IPCF),

Development of no destructive investigation methodologies and techniques for the study and

the characterisation of new materials (IC, ISSIA, ITIA), Innovative systems for Aerospace

industry (IMIP), Reduction of flight risk and airport Nowcasting (ISAC, ITIA), Development of

methodologies for the use of monitoring aerospace platforms (ISSIA, IAC, IRPI, IRSA),

Development of methodologies and instruments for the support of industrial automation (ITIA,

ISSIA)

ISAC (the Atmosphere and Climate Science Institute); IMM (the Microelectronics and

Microsystems Institute); IIA (the Atmospheric Pollution Institute); IFN (the Photonics and

Nanotechnologies Institute) CNR-IREA Earth observation, Environmental monitoring, Geographic data processing

University consortiums

(CNIT and MECSA) Telecommunications technologies; Microwaves and electromagnetism

CSM (Materials

Development Centre) Aeronautical Propulsion; Materials for Aerospace Structures; Aeronautical Structures;

Advanced Sensor Systems

DIA Department of Aerospace Engineering – Pisa University

ENEA

Materials and new technologies

Cassaccia Centre for energy, environment and new technologies sectors; Frascati Centre for

research on nuclear fusion and advanced technologies (advanced materials and technologies

in the high temperature ceramics field for space launchers)


Main research

centres and


ENEA - Brindisi

Research Centre Materials characterization and qualification

ESA/ESRIN (European

Space Research

Institute)

Earth observation; Information technologies; Design, development and execution of the VEGA

programme

ICT – Information and

communication

technologies Regional (Campania) ICT Skills Centre

IMAST Technological District for Engineering of Polymers, Composites and Structures

INAF - (National

Astrophysics Institute)

IAPS (Space Astrophysics and Planetology Institute) with specialists also from the former CNR

IASF (Space Astrophysics and Cosmic Physics Institute); IFSI (Physics and Interplanetary

Space Institute)

INAF - (National

Astrophysics Institute /

Turin Observatory) Fundamental Astronomy, Astrometry, Planetology, Solar Physics, Extragalactics

INAF – Brera

Astronomy

Observatory

Space Science; Instrumentation and Measuring; Materials Science and Engineering;

Aerospace Engineering; Optics and Acoustics (Precision optics for ground and space

applications, Optic metrology, Conceptual design for scientific space missions, Innovating

polishing techniques, Ion beam figuring) INFN - (National

Nuclear Physics

Institute) Study of elementary particles and gravitational waves

INRIM - (National

Metrology Research

Institute) Electromagnetism, Mechanics, Optics, Thermodynamics. Special focus: Time signal for Galileo

ISMB – The Mario

Boella Higher Institute Navigation Technologies, Galileo and GPS receivers, environmental applications

JRC- ISPRA Joint

Research Centre (VA) Innovative concepts (RFiD technology applications in the aeronautics sector)

LAB#ID LIUC Environmental monitoring

LASER CENTRE Laser Applications (Sensors, Micro technologies, Environment, Rapid Prototyping, Computer

Vision)

MARS Fluid Physics and Experimentation for Parabolic Flight Microgravity, Sensor rockets, the Space

Shuttle and the International Space Station (ISS)

MARSec Satellite technology for space and environmental monitoring

NT - New Technologies Regional (Campania) New Technologies Skills Centre

Milan Polytechnic

Flight Physics, Aero-structure, Aircraft Avionics, Systems and Equipment, Flight Mechanics,

Integrated Design and Validation, Space System Control, Payloads and Systems, System

Design & Verification, Mission Operation, Flight Dynamics, Aerothermodynamics, Automation &

Robotics, Propulsion, Structures, Materials & Processes

Turin Polytechnic

Aerodynamics, Gas Dynamics, Heat Transfer; Aerospace Structures, Materials; Aircraft Design,

Subsystems And Integration; Rotary Wing Systems And Non-Conventional Aircraft

Performance, Stability And Control , Flight Dynamics; Propulsion & Combustion; Production &

Maintenance; Aircraft Operation, Avionics Safety, Airlines / Airports Operations And Operation

Management, Air Traffic Management; Aircraft Navigation, Avionics, Communications; Space

Engineering & Technology

Forlì Scientific

Teaching Centre Faculty of Engineering

Naples Second

University Aerospace construction and structures; Flight dynamics and aircraft design


Main research

centres and


TEST Regional (Campania) Transports Skills Centre

LIUC Carlo Cattaneo

University Human factors: (Research Organisation, Training of Researchers); Innovative concepts and

scenarios (Technology and business intelligence); Quality, dependability and safety

Bari University Plasmas, fluid dynamics, electric motors for aerospace applications, gas dynamic reactivity at

high temperature, plasma or laser aided combustion for supersonic engines, diamond film

sensor technology

Cassino University Study of materials; Construction and engines systems; SAR signal processing and

interferometric radar observations

Bicocca University of

Milan Equipment and aircraft avionics, Space System Software Control, In situ resource utilisation,

Optics, Payloads and Systems, Mission operations

Pavia University

Aircraft avionics: Airborne radar data processing for target detection, Tracking and

classification.

Process assessment for multi-sensor management, Earth observation for mapping, Monitoring

and multi-risk management. Space borne radar for damage assessment, Data fusion for

vulnerability proxying.

La Sapienza University

of Rome

Aerospace plant and systems; Flight mechanics; Aerospace construction and structures;

Aerospace propulsion; Remote tracking and telecommunications (Radar, Remote Sensing,

Navigation); Space missile and ballistic technologies; Design and construction of

microsatellites; Satellite observation and space detritus for orbital analysis; Earth Observation &

Earth Science; Access to Space (launchers, re-enter, …); Human activities in space (medicine,

biotechnologies, micro gravity, …); Electronics, Robotics, Thermal control; Deep Space

Observation; Fundamental physics (astrophysics, cosmology, planet exploration)

Tor Vergata University

of Rome Astrophysics and space physics; Study of anti matter; Cosmology; Mission planning; Systems

for space; Space bio-medicine

Salento University

Advanced combustion systems. Active control of flow. Fluid-dynamics advanced design. Alternative fuels.

Advanced energy systems. Processing of thermosetting matrix composites. Processing of thermoplastic

matrix composites. Nanocomposites. Modelling of advanced composites processing. Structural analyses

and optimization. Structural dynamics. Noise and vibration. Innovative materials. Light Alloy sheet forming.

Sheet Metal Hydroforming. Validation and Optimization in CAM environment. Parameters Optimization

through an Advanced CAE-CAM Procedure. Optimization of the forming process of aeronautical

components in aluminium alloys and innovative materials. Unmanned Aerial Vehicles (UAVs). Virtual

Prototyping. Optimization and control in robotic and sensor networks: Application to a UAV cooperative

system. Materials mechanical behaviour. Structural analysis of mechanical systems. Materials fatigue.

Fracture mechanics. Thermo-graphic analyses. Determination of residual stresses. Creep analysis – Stress

rupture tests. Stress analysis in elastic, plastic and coupled thermal field. Dynamic and modal FEM

analyses. Advanced calculation methods based on FEM tools. Experimental/numerical interactions and

optimisation problems. RFID Systems. RFID Sensor-TAG (S-Tag). Microwave and Optical circuits.

Development of sensors and actuators for monitoring combustion and concentration of pollutant emissions

to be integrated in avionics equipment and for the engine controls .Development of ceramic materials

resistant to high temperatures, for engine applications and for more general industrial applications.

Characterization of the corrosion performance of metallic materials in combustion and propulsion systems.

Autonomous Unmanned Aerial Systems. Helicopter modelling and MDO techniques. Robust control of

unstable highly manoeuvrable fixed wing aircraft. Modelling and control of flexible aircraft. Sannio University Faculty of Engineering

Bologna University Faculty of Engineering

Salerno University

Turin University ICT for aerospace applications, astrophysics, human-machine s interface, advanced materials,

biotech for space

Federico II University

of Naples

Aelab – Aero-elastics Laboratory, Aerodynamics, Experimental number aerodynamics,

Aerothermochemistry, Structural analyses, Dynamics and control of space systems, Flight and

dynamics and simulation, Industrial engineering design and methods, Renewable energies,

Fluid dynamics, Use of composite materials in aeronautical design, Magneto-elastics, Flight

mechanics, Microgravity, Aircraft design, Aerospace propulsion, Space systems, Structural


Main research

centres and


experimentation, Statistics for experimental research and technology, Innovative materials

technologies, Remote sensing

Parthenope University

of Naples Degree course in Nautical and Aeronautical Sciences

Of the Italian aerospace research centres, the CIRA (Centro Italiano Ricerche Aerospaziali ) and the CNR (Consiglio Nazionale delle Ricerche) are worth special mention.

The Italian Aerospace Research Centre (CIRA), created in 1984 to manage PRORA, the Aerospace Research Programme, and which keeps Italy updated in the Aerospace field, is a public-private company involving the participation of research bodies, territorial bodies and aeronautical and space industries. Geographically, it is located in the immediate vicinity of Capua (CE). About 320 people work in the centre, most of whom are engaged on research activities, within the sphere of national and international programmes. The aims of the CIRA are the acquisition and transfer of know-how for the improvement of the competitiveness of the existing companies and for the creation of new companies, the promotion of training and the spread of knowledge in the aerospace sector. To reach these objectives, the CIRA develops research projects, national and international collaboration, and activities for the “dissemination” of the know-how and technologies acquired.

The CNR (through various departments, including Scienze del Sistema Terra e Tecnologie per l’Ambiente, Scienze Chimiche e Tecnologie dei materiali, Scienze Fisiche e Tecnologie della materia, Ingegneria ICT e tecnologie per l'energia e i trasporti, Scienze Biomediche) has competence covering the entire space production chain, well balanced between application domains and enabling technologies. It employs about 300 researchers. As seen in figure 4.6, the areas of major interest for the CNR are Earth observation, thermo-mechanics and electronics/sensor systems.

Figure 4.6

The CNR is well integrated into the national and international context. In fact, it participates in many projects, of both the EU (of the ESA and of the EUMETSAT), it is active in the coordination of both cooperative projects and infrastructural projects of the European Union, it collaborates with all the main space agencies (USA, Japan, France, Germany, Argentina, India, etc.), it gives significant contributions to the development of GMES, and it also collaborates with the ASI and with the companies of the sector.

A strong area of interest of the CNR, in the space field, is Earth observation. In particular it should be noted the presence of large infrastructures, both domestically (such as experimental centers like Osservatorio Atmosferico CIAO di Tito Scalo, Stazione “Ottavio Vittori” di Monte Cimone, the


Atmospheric Observatory “Torvergata” in Rome, …) and globally. The CNR in fact worked in various international networks, in some cases also with coordinating functions at European level (Earlinet ASOS, ACTRISS), and is present in many international stations (such as polar or Everest ones).

The CNR is also active in the application services area related to the technologies developed in aerospace. (table 4.19)

Table 4.19


5. The Italian Aerospace System – the Strategic R&TD Agenda

The fundamental element of the CTNA for planning Research and Technology Development (R&TD) is the Strategic R&TD Agenda. In fact, it is necessary to clearly determine the technological areas and R&TD projects for which allocate resources and direct investments. R&TD activities are costly, high riskly, and require an adequate critical mass in terms of financial and human resources. The risk of bad investments is the loss of competitiveness, which takes decades and enormous investments to recover. This is particularly true in the aerospace sector, where the time horizon is long term. Optimum harmonisation of the national R&TD programmes on a European level and the reinforcement of the virtuous cycle of the technologies development research for applications are of fundamental importance. The development strategies in the sector are defined at diverse levels, both European and national, as described in Chapter 3. The R&TD agenda of the CTNA must necessarily be consistent with these guidelines and it must be shared by all national stakeholders, thus answering the needs and objectives of the sector and of the entire national system. The creation of a shared framework of reference is a fundamental condition for expanding national collaboration and for participation in international programmes.

To define the agenda, the CTNA has:

developed a vision of the Italian sector, with unified and shared strategic objectives;

determined the areas and strategic technologies of priority development of the sector over the long-term;

identified the research issues and constructed a portfolio of coherent project proposals;

constructed the 2013-2017 technological roadmap focused on key technologies for competitive advantage.

5.1. Vision and strategic objectives

The CTNA has the task of developing an Italian vision and acting as spokesman for the aerospace sector. A highly strategic sector for the country must have clear objectives, shared by all the actors involved: aerospace districts, large industrial groups, universities, research centres, government institutions and technological platforms. It is therefore necessary to consider and bring together the interests and needs as much as possible.

The primary objective of the CTNA is to ensure that the Italian aerospace industry remains one of the largest and most important in Europe. This vision is rendered even more ambitious and demanding by the growing international competition and by the rapid rate of innovation in the sector.

The CTNA adopts the strategic objectives defined by ACARE Italia and ASI, in order to be consistent and aligned with the national stakeholders’ expectations. As illustrated in more depth in Chapter 3, ACARE Italia has defined 4 high level objectives for the aeronautic sector:

to increase competitiveness, positioning and employment levels in the aeronautics sector;

to consolidate and extend leadership over areas of excellence;

to contribute to the level of technological development of the country, expanding the Hi-Tech fallout;

to increase the quality of the R&D system with the involvement of all the actors.

With regard to the space sector, ASI has defined five guidelines to reach the two priorities identified (awareness of the space sector within Italian Society and responsiveness to the goals and needs expressed by the citizens):

maintain and strengthen scientific Knowledge through the development and the launch of key scientific instruments and analysis of the data they provide

achieve a global leadership position in Earth observation

support National Security objectives

foster independence and profitability in Italy’s national telecommunications infrastructure

pursue activities which will inspire the dreams and fuel the aspirations of future generations


The CTNA adopts and promotes the above objectives, placing them at the centre of its own strategy. In order to allow the initiative of the national cluster technologies to implement the national aerospace vision, as well as those of ACARE Italia and ASI, the CTNA intends to also pursue the following strategic objectives:

to optimise the resources, reinforcing collaboration levels between diverse actors, developing all the possible synergies and eliminating duplications;

to increase the integration of scientific research with the industrial world;

to maintain project planning consist with the strategic lines identified;

to foster the introduction of new researchers;

to dialogue with the institutional and government representatives;

to provide adequate infrastructures.

5.2. Strategic technologies and areas of development

The main point of reference for the definition of the strategic areas of priority development is represented by market needs. In fact, in the aeronautic field, the scenarios drawn by the large world level integrators dictate the needs that the supply chain downstream must satisfy. To improve the international positioning and competitiveness of the Italian aeronautical sector, strong commitment in research and innovation is necessary for the development of advanced and transversally enabling technologies in the various areas of the aeronautics sector. The space sector is particular because the scientific research issues and priorities are identified at world level, by means of an intense exchange of ideas and the joint work of the researchers of the whole world. No national space agency can disregard this evidence in its choices. In addition, space research development involves the execution of missions of high profile, cost and complexity, able to produce considerable quantities of data, for the processing of which the collaboration of many multi-disciplinary sectors, involving various areas of the scientific community, is essential.

The CTNA divides the strategic priorities of its members using the domains defined by ACARE Italia for aeronautics and by ASI for space, as well as focusing on the dual applications and on smart specialisation.

Aeronautics – ACARE Italia

• fixed wing

• rotary wing

• engines/propulsion

• on board and communication systems

• air traffic management and control (ATM) and airports;

Space - ASI

• deep Space observation and robotic exploration

• micro gravity and human exploration

• Earth observation

• telecommunications

• launchers and space transport

• navigation

• technologies and Technology transfer

• methods and engineering instruments

For each of these areas (especially the fixed wing, rotary wing and propulsion areas as regards aeronautics, and all space areas), the strategic priorities are identified in terms of product development,


segmented according to time horizon. In particular, the projects at present underway are carried out together with various evolutions and extensions of existing products in the short term (2013-2017), while for radical innovations and new concepts horizon from 2020 until 2050 are contemplated. The diagram below (Figure 5.1) shows the main project areas of the aeronautic segments (fixed wing, rotary wing and propulsion);

Figure 5.1

The strategic technologies to be safeguarded in order to achieve the above priorities are also divided into segments in the same way. The following table (table 5.1) gives a list.

SEGMENT STRATEGIC TECHNOLOGIES

Fixed wing (aircraft)

Advanced Structural Materials Design & Processes Technologies for Main Structures (incl.SHM) More/All Electric General Systems, Thermal and Power Management Advanced Air Vehicle Technologies Advanced Avionic Specific Nacelles Technologies UAS Avionic Integration & Autonomy Technologies Low Observability technologies Advanced Engine Integration Logistic Support Technologies Integrated Training Systems & Simulation Technologies System Engineering Technologies and Virtualization Processes Green & Low Cost Manufacturing and Production Processes Life Cycle Management Processes

Rotating wing (rotorcraft)

Advanced and Innovative Aircraft Configuration and Platforms Advanced Materials & Processes HUMS (health usage monitoring systems) Highly efficient EPGDS (Electrical Power Generation Distribution System) Low Noise Technologies Low Emissions (CO2, NOx) Technologies Technologies for High Comfort (low internal noise, low vibrations) Integrated Advanced Avionics Technologies for Situational Awareness


Enabling Technologies for Rotary UAV (RUAV) Platforms and Missions Integrated Training Systems & Simulation Technologies Integrated Design, Production, Logistic Support Technologies Advanced Simulation Methodologies for System Engineering “Full Life Cycle Management” Approach to Design, Production, Support &

Operations

Propulsion

Green engine innovative architectures Low Emissions Turbine platform Advanced Mechanical Transmission platform Low emission technologies (CO, NOX, Noise) Simulation, robust and multidisciplinary optimisation Innovative materials Prognostic and Health Management More Electric configurations Propulsions and power systems for Unmanned Aerial Systems Innovative production process (i.e. Additive Manufacturing) Low environmental impact process Repair technologies for engine aftermarket (recycling) Competitive manufacturing Integrated Life Cycle approach to design, manufacturing, support and

operations

Space

Automation and Robotics SAR On Board Radio Navigation Receivers Thermal SW tools & Space Environment SW I/F Aerothermodynamics tools Microelectronics Ground Systems SW On Board Computer, Data Systems and Payload data processing systems On Board Software TTC transponders and Payload Data Transmitters Power Management and Distribution Inflatable and deployable structures Solar Arrays Drive Mechanisms Antenna Reflectors Critical Microwave RF Payload Technologies Electric Propulsion Technologies and Components AOCS Sensors and Actuators High Pressure Tanks Array Antennas Frequency & Time Generation Fuel Cells Technologies for Optical Remote Passive Instruments System Design and Verification Electrical AIT and EGSE Deployable aerodynamic deceleration systems (parachutes and Inflatable

structures)

Table 5.1

5.3. Research themes and project proposals

One of the focal points of attention of the CTNA is the identification of priority research issues and the consequent construction of the portfolio of project proposals.

In carrying out this activity, coherence is maintained between the project portfolio and:

market needs

Italian core skills

the analysis frameworks existing at present and used by all the stakeholders.

However, to reach this aim it is fundamental for the project proposals portfolio to be constructed in a joint manner, with contributions from as many actors as possible. For this reason, the CTNA project portfolio is constructed by the input from the R&TD programmes of the aeronautic and space programmes and the contributions of the large Italian industrial groups and from the Regional


Aerospace Districts. The following step is the construction of the technological roadmaps for aeronautics and space. The process is illustrated in figure 5.2 below.

Figure 5.2

The first step is therefore the construction of the project proposals portfolio. To maintain coherence with what already exists, the CTNA maps the project portfolio according to guidelines already defined and shares at national and European level: In particular, the visions of ACARE Italia for aeronautics and of the ASI for space are considered as fundamental. This analysis framework has also been used to map the existing projects planned by the Regional Districts.

In 2010 ACARE Italia constructed a Research and Technology Development (R&TD) programme approved by all the national stakeholders, which answers the needs and objectives of the sector and of the entire national system.

The drivers and theme areas of the proposed research area are defined starting from the Vision and from the national SRA (Strategic Research Agenda) developed by ACARE Italia, from the needs emerging at national level, from the guidelines dictated at international level with the 7th PQ and the large programmes presented by the European research programmes "CleanSky" and SESAR.

ACARE Italia has divided the 36 proposed projects in eight theme areas (Figure 5.3). The first four of the following list focus on basic technologies and/or methodological tools, while the others regard applications on systems of high complexity:

1. Greening technologies

2. Tools for integrated planning of complex systems

3. Innovative materials

4. Avionics and equipment

5. Innovative systems for ATM and airports

6. Safety and Security

7. Innovative aircraft

8. Autonomous flight

The diverse actors involved in the CTNA development contribute to validate, update and integrate this project proposals portfolio, drawn up in 2010. In particular, a ninth area, "advanced manufacturing", must be added to the research area.


Figure 5.3

With regard to space, as already mentioned, the framework of reference of the CTNA is defined by the Italian Space Agency. More specifically, ASI has developed a strategic vision for the space sector in Italy, with a time horizon of 2010-2020. The Agency also provides for periodically publishing its own Three-Year Activity Plan (PTA – Piano Triennale delle Attività) which is drafted according to the contents of the Strategic Vision Document, but which also takes account of the variations in the overall economic balances and the budget limits.

The last 3-year plan, published in August 2012, regards the three year term 2012-2014 and is integrated with the previous plan (2011-2013). This document highlights the fact that the public funding is less than expected. With regard to 2010 planning, in fact, the Ordinary Contribution of the MIUR was reduced (from 570 to 503 million euro). This affects the 2012-2014 planning cycle, especially since ASI must necessarily allocate most of the Ordinary Contribution to previous commitments (previous planning) and to the ESA contribution (which corresponds to about 67% of the Agency’s three-year commitments).

The budget limits compromise the possibility of maintaining complete continuity with the previous planning. However, an attempt has been made:

to respect the priorities indicated in the National Research Programme and in the definition of the “flagship projects”;

to avoid prejudicing the investments already made in the previous planning cycles.

In the light of the above, the 2012-2014 3-year plan is a minimal plan which cannot cover all the requests presented to ASI by the various stakeholders of the space compartment, nor does it allow for the execution of the Flagship Projects within the nominal terms, as specified in the National Research Plan.

In any case, PTA highlights all the new initiatives that ASI deems necessary to start up and the economic implications for a more effective and prompt execution of the Flagship Projects. The economic resources planned at present are insufficient for the new initiatives.

For space, ASI defines eight sectors of activity:

1. deep space observation and robotic exploration

2. micro gravity and human exploration


3. Earth observation

4. telecommunications

5. launchers and space transport

6. navigation

7. technologies and Technology transfer

8. methods and engineering instruments

Earth observation, communications and navigation sectors are at present the areas in which the positive impact of the satellite system for the quality of life is more clearly apparent. The pursuit of the efficiency and effectiveness of the applications in these sectors is the guide for the Research & Development activities which are carried out continuously, since it can never be stated that the relative technologies are mature in as much as international competition is always strong.

The launchers sector is followed with attention, both because European independence for access to space is one of the key points of the European Union policy, and because the construction of a medium class launcher, carried out under the guidance of the Italian industry, has reached the final stage.

Figure 5.4

In the light of the above, the ASI project portfolio includes numerous international projects, in collaboration with ESA and with extra-European countries. For each of the domains mentioned, a rich project portfolio exists. Given the present shortage of financial resources in our country, the project priorities identified by ASI in the last PTA (apart from the contribution to ESA and the continuance of the investments already in progress) clearly indicate that attention will be directed towards the three flagship projects:

Cosmo SkyMed (II generation): dual system for Earth observation;

OPSIS: optical high resolution satellite;

SIGMA: telecommunications infrastructures for institutional uses.


5.4. Technological Roadmap 2013-2017

After constructing the project proposals portfolio, the CTNA deems it necessary to map the portfolio, drawing up nothing less than a real technological roadmap for the period 2013-2017.

This type of approach to strategic planning, used at international level, allows for spreading knowledge of the direction undertaken in the sector to the entire industrial supply chain, to the Government, and to universities and research environment. In particular, the use of technological roadmaps gives to all stakeholders the required requisites and helps them to express the market impact of the research.

The collaborative approach in defining technological roadmaps allows for reaching several objectives:

the alignment of the overall strategy to the European objectives, since the EU funds granted today are one of the main sources of finance;

first and foremost, identification and pursuit of national priorities;

integration at the greatest possible level of detail of the variegated needs of the subjects with interests;

optimum exploitation of the synergies to amplify Italian excellence directed effectively towards the market;

improvement of relations between aerospace actors, joining forces on common objectives.

The construction of the technological roadmap for Italian aeronautics, as well as the updating and integration of the ACARE Italia portfolio, also includes the proposal of new project areas, distributed over a period of five years, from 2013 to 2017. In addition, it is important to define the impact of all the projects with high level objectives defined by ACARE Italia in the Italian SRA:

increase of competitiveness: this is obtained by increasing the quality of products and services, reducing costs, and the development of innovative products;

reduction of environmental impact as far as concerns both acoustic impact and polluting emissions;

increased efficiency of the air transport system, to be achieved by increasing the capacity of the system and optimisation of travel times and costs;

improvement of safety and security levels by reducing air accidents and defence against terrorism threats against the air transport system;

development of innovative applications with dual fallout such as highly automated platforms for observation and surveillance of the territory.

This operation allows for keeping strict control over the coherence of the CTNA programmes with the national guidelines. The result is illustrated in figure 5.5 below.


Figure 5.5

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New engine architecture for low environmental impact 2 3 2 2 K-P 2 5 5 25

Components for low emission engines: High power

concentration turbines, Power transmissions, Low emission

combustors

3 3 2 2 K-P 2-3 4-5 5 25

Eco-compatible production processes for engine systems and

aeronautical platforms and systems2 3 2 K 2-3 6 5 15

Integration of innovative architecture of aircraft and propulsion

systems to reduce environmental impact2 3 P-K 3 5 5 45

Innovative aero-structural architecture and solutions to reduce

environmental impact3 3 K 3-4 6 5 265

Development of eco-compatible surface treatments for

aeronautical structures1 K 4 6 0 0

Simulation modelling of the environmental impact of the Air

Transport System3 3 P 4 6 5 35

Methodologies for the simulation and multi-disciplinary

optimisation of aircraft3 3 3 2 K 3 5-6 5 150

Methodologies of simulation and multi-disciplinary optimisation

for the development of innovative propulsion systems2 3 2 K 3 6 5 4

Integrated platform for Digital Manufacturing 3 3 P 3 5 4 20

Global condition-based aircraft maintenance system 3 3 P 4 6 4 90

Development of new materials (composites, metallics,

intermetallics, hybrids)2 3 2 K 2-3 4-5 5 17

Development of new technologies for the protection of materials P 2-3 4-5 3 20

Development of new technologies for the fusion of light alloys 1 K 3 5 3 5

Innovative materials for propulsion 3 2 3 E 3 6 5 15

Multifunction materials/structures 2 3 2 P-K 4 5 3 60

New avionic architecture for Navigation and Surveillance 3 2 3 2 P 2-3 5-6 5 50

New generation human-machine interfaces 2 3 2 1 P 2-3 5-6 5 115

Cooperative surveillance architecture and systems 2 3 P-K 2-3 6 5 115

Integrated modular CNS architecture 3 3 P 2-3 6 5 25

Multifunctional Phased Array Radar 13

Ground Based Augmentation satellite navigation systems for

precision landing in Categories II and III3 3 3 P 4 6 5 30

4D automated trajectory negotiation 2 3 3 3 K 3 6 5 30

automated integrated weather forecasting system 3 K 3 6 5 25

Integrated ATM communication system 3 1 K 2-3 6 5 25

Advanced systems for guidance and control of aircraft

movements in airports (A-SMGCS)20

Integrated territory surveillance systems 3 3 P 4 6 3 35

Integrated supervision systems for air traffic management K 3 6 3 20

Security, Availability and Identity Management in the new IP

networks for ATMP 2-3 6 4 13

Advances systems for the safety of helicopter flight operations

(collision and obstacle avoidance, situational awareness, low

visibility operations)

2 3 E 2-3 6 5 55

Innovative methods for the assessment of the structural

intactness of helicopters and convertiplanes2 2 2 P-K 2 6 4 15

Assessment and prognosis of damage in structural elements 2 3 3 P 2 4 3 10

Power transmission for innovative engine architectures 3 3 2 2 P 3 6 3 20

New wing load control concepts and relative architecture for

FCS certifiables3 3 2 1 P-K 3 6 5 40

Technological solutions for all electric on board systems (incl.

Power & Thermal Management)3 2 P-K 3-4 5-6 5 105

Drafting of laws for the control of non-conventional aircraft 3 3 3 P 4 6 5 140

Technological solutions for the integration of advanced training

systems in aircraft3 3 K 4 6 3 15

Design of innovative configurations and systems for fast

rotorcraft platforms3 3 2 2 K 2 6 5 150

Anti-collision systems for autonomous navigation of unmanned

aircraft3 3 3 E-P 3 6 1 35

Autonomous airport operations 2 3 P 3 6 4 85

Autonomous flight and mission operations 2 2 3 3 E-P 3 6 4 150

Communications systems for UAV in BLOS (Beyond Line of

Sight) conditions2 2 3 K 3 6 3 15

Innovative production processes for engine systems (e.g.

Additive Manufacturing)3 2 K 3 6 5 15

Repair technologies 3 2 3 K-P 2-3 6 5 15

Advanced Manufacturing Processes (incl. CFRP Repair & Non

Destructive Controls)3 2 1 K 3 6 3 110

Product Life Cycle Management 3 P-K 4 6 3 10

Collaborative Engineering & Extended Enterprise 3 2 P-K 4 6 3 10

Knowledge Management 3 P-K 4 6 4 10

Virtual Factory 3 P-K 4 6 3 5

2.317

3. Innovative

materials

RESEARCH

THEMESPROJECT PROPOSALS

IMPACT ON ACARE

CHALLENGES

Technolo

gy status

Budget

M euro

1. Technology

for greening

2. Tools for

integrated

design of

complex syst.

TRL

Years

TOTALE

4. Avionics

and

equipment

5. Innovative

systems for

ATMiand

airports

6. Safety and

security

7. Innovative

aircraft

8.

Autonomous

flight

9. Advanced

Manufacturing

1 Low Impact

2 Medium Impact

3 High Impact


The aeronautical projects budget amounts to about 2.3 billion euro, comprehensive of European funding. The construction of budget for the aviation technology roadmap is a natural follow-up of ACARE Italia 2010 plan, which estimated 347 million euro, related just to the national component of funding. Compared to this figure, there were two types of upgrade. First, an additional research area (advanced manufacturing) is introduced. This area accounts for 175 million. Secondly the development level (TRL) target for some projects is advanced, including more expensive developmental stages, as flight testing activities.

In the next figure (Figure 5.6) the portfolio of aeronautic project proposals (in progress and already planned) of the Campania, Lazio, Lombardy, Piedmont and Apulia Districts is represented according to the research issues defined by ACARE Italia.


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Sviluppo di un veicolo con propulsione

ibridaLazio 0,6 Regione Lazio

Sviluppo di un sistema per la

manutenzione dei motori aeronauticiLazio 3,2 Regione Lazio

Great 2020 Piemonte 15 Regione Piemonte + EU + PrivatiSmall prototypes and innovative solutions for

emission reductions

Great 2020 II Piemonte Regione Piemonte + EU + Privati

NEWAC Puglia 0,2 UE

ERICKA Puglia 0,1 UE

Technologies for the sustainable

propulsion (GREEN ENGINE)Puglia 2,5

93% UE

7% SELFResearch facilty building

FLIGHT RISK MIIGATION AND

NOWCASTING AT AIRPORTSPuglia 2,5

93% UE


FIRST Puglia 0,1 UE

GRC (Green Rotorcraft)

Lombardia,

Puglia,

Campania

22 UE + self

Configurazioni low drag, nuovi materiali Eco-

Design, traiettorie “low-emission”, efficienza

energetica

CERVIA – Metodi di certificazione virtuale

applicati a soluzioni innovativeCampania 17 MIUR

Piattaforma giroscopica Lazio Regione Lazio + UE

STAR Puglia 0,4 Regione Puglia

Enabling Tecnologies for high altitude and

long endurance UAVPuglia 10,3

67% UE

23% SELF

NETWORK LAB FOR EXPERIMENTAL

Mechanics EMILIA Puglia 2,6

93% UE


NETWORK LAB FOR FORMING

PROCESSES (TRASFORMA)Puglia 2,4

93% UE


NETWORK LAB FOR INNOVATIVE

NANOCOMPOSITE MATERIALS (MITT)Puglia 2,6

93% UE


NETWORK LAB FOR INNOVATIVE

MATERIALS WELDING (TISMA)Puglia 2

93% UE


NETWORK LAB FOR Advanced Sensors

Puglia 2,8 93% UE, 7% SELF Research facilty building

ACTIVE FLOW CONTROL IN LOW

PRESSURE TURBINES FOR

AEROENGINES USING PLASMA

MICROACTUATORS

Puglia 1,767% UE

23% SELF

REte di seNsori Distribuita ad Elevata

efficienZa energetica per monitoraggio

industriale ed aVionico Operante in

banda Ultralarga con radio a impulSi

Puglia 0,570% UE

30% SELF

TASMA – Tecnologie abilitanti per

sistemi di monitoraggio aeroportualiPuglia 12,4

82% UE

18% SELF

VOCAL-FAN Puglia 0,02 UE

Materiali e Strutture in composito per

velivoli leggeri, UAV ed applicazioni

motoristiche

Puglia

Difetti, danneggiamenti e tecniche di

riparazione nei processi produttivi di

grandi strutture in composito

Puglia

Metodologie avanzate di ispezione e

controllo dei processi produttivi di strutture

complesse in composito

Puglia

Tecnologie Produttive per Leghe di

Alluminio ed al TitanioPuglia

Tecnologie Produttive e Manutentive

applicate ai Propulsori AeronauticiPuglia

Sensori, modelli e sistemi integrati per

structure, engine e aircraft management

Sistemi elettrici per il more electrical

aircraft

Puglia

IMM - Interiors con Materiali Multifunzionali Campania 10 MIUR

Tecnologie Infusion moulding Lazio Regione Lazio + UE

ELIMAT: Tecnologie avanzate per lo

sviluppo di componenti innovativi in

materiale composito polimerico per

applicazioni elicotteristiche

Lazio 3,2 MIUR + Regione Lazio

FADTAD LABNET – Creazione di una

Rete di Laboratori per la Progettazione

ed Assessment sulla Failure Analysis e

Damage Tolerance


Messa a punto di metodologie e

tecnologie per lo sviluppo di grandi

componenti innovativi, forgiati e lavorati di

macchina, in lega di titanio per l’industria

aeronautica


Soluzione di problematiche inerenti il

processo di polimerizzazione di materiali

compositi ad alto spessore attraverso la

realizzazione di un autoclave più

performante ed una eventuale nuova

tipologia di stampi preriscaldati

Lazio 0,1 Regione Lazio

Metallizzazione elettrochimica di strutture

tessili Lombardia 0,75

Regione Lombardia + Fondi Nazionali +

SELFStart up production line

VERDI Puglia 0,2 UE Prototipo

STAR-EXD Puglia 0,3 Regione Puglia Prototipo

TASMA – Tecnologie abilitanti per

sistemi di monitoraggio aeroportualiPuglia 12,4

82% UE

18% SELF

TELEMACO – Tecnologie abilitanti e

Sistemi Innovativi a Scansione Elettronica

del Fascio in banda Millimetrica e

Centimetrica per Applicazioni a Bordo

Velivoli

Campania 15 MIUR

Qualification and certification of prototype

for solid state controller for avionic

application

Lombardia 0,6Regione Lombardia + Fondi Nazionali +

SELF

Attuatore elettromeccanico multistadio Lombardia 1,6Regione Lombardia + Fondi Nazionali +

SELF

CaSchFLEX Lombardia 0,37Regione Lombardia + Fondi Nazionali +

SELFPatents+ prototypes + ready for production

More electric aircraft Piemonte Regione Piemonte + EU + Privati

ALICIALombardia,

Lazio1 UE + Self Architetture cockpit avanzate, concetti HMI

Analytical and Experimental

Methodologies for Flaw an Ballistic

Tolerant Design of Rotor Components

Lombardia,

Puglia4 Ministero Difesa + self

Sviluppo di modelli a supporto della “flaw and

ballistic tolerant design” di strutture/sistemi

2. Tools for

integrated design

of complex syst.

RESEARCH

THEMESPROJECTS DISTRICTS Budget M€ FUNDING SOURCE RESULTS (FOR ENDED PROJECTS)

1.Technology for

greening

3. Innovative

materials

4. Avionics and

equipment


Figure 5.6

As for aeronautics, also for the space sector the project areas are distributed over a five year period, from 2013 to 2017. In spite of the reduction in national funds available, the technological roadmap for space, illustrated below, takes into consideration the entire project portfolio defined by the ASI in the last 3-year plan. The impact of each on the guidelines defined by the ASI in the 2010-2020 National Strategic Vision document is also worth noting (see Chapter 3). The purpose of this illustration is the strict control over the coherence of the CTNA programmes with the national guidelines:

to maintain and reinforce scientific knowledge with the development of adequate scientific instruments and analysis of the relative results;

to reach a primary world role in the sector of Earth observation;

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Sistema di impianti luminosi in ambito

aeroportualeLazio Regione Lazio + UE

Sviluppo di un prototipo di sistema ATM

avanzatoLazio 1,1 Regione Lazio

Local Area Grid for the surface traffic

safety in the airport - Grid su area locale

per la sicurezza dei movimenti di

superficie negli aeroporti


Local Area Grid for the surface traffic

safety in the airport - Grid su area locale

per la sicurezza dei movimenti di

superficie negli aeroporti


Rete di sensori intelligenti per impieghi

aeroportualiLazio Regione Lazio

Monitoraggio di infrastrutture critiche Lazio UE + Regione Lazio

Sistemi multi-agenti per la risoluzione di

conflitti in uno spazio aereo di tipo Free

Flight

Lazio Regione Lazio

Firecopter - Sistema di spegnimento

incendi montato su elicotteroLazio Regione Lazio

Sviluppo di un sistema di allenamento

all'espulsione di aviogetto militareLazio Regione Lazio

"Smart-maintenance” Lombardia 1,7Regione Lombardia + Fondi Nazionali +

SELF

De-Light - De-Icing System Lombardia 0,74Regione Lombardia + Fondi Nazionali +

SELF

Piattaforma tecnolgica per ricerca e

soccorso di dispersi Lombardia 1,34

Regione Lombardia + Fondi Nazionali +

SELF

Life Monitor Lombardia 1,2Regione Lombardia + Fondi Nazionali +

SELF

Solitech tematiche sicurezza Lombardia 0,2Regione Lombardia + Fondi Nazionali +

SELFPrototype samples qualified

FAILSAFE Puglia 1,5 Regione Puglia + Self

CAPRI - CArrello Per atterraggio con

attuazione IntelligenteCampania 14 MIUR

Sviluppo UAV per uso urbano Lazio UE + Regione Lazio

CARDO (Computer Aided unmanned

Rororcraft Design and Optimization) -

Realizzazione di un velivolo ad ali rotanti

senza pilota denominato Asio, di classe

mini a decollo e atterraggio verticale


Next Generation Civil Tiltrotor Lombardia 200 UE + Nazionali/Regionali + self In fase di avvio

WINGTECH_EVALUATION Puglia 0,09 UE

Green2020 Puglia 0,4 Regione Piemonte

E Break Puglia 0,03 UE

NICETRIP – Novel Innovative Competitive

Effective Tiltrotor Integrated Project

Lombardia,

Puglia,

Campania,

Toscana

35 UE + self

Sviluppo metoologie di progettazione e

validazione mediante prove su modelli in

scala di una nuova architettura di

Convertiplano

AUTOTECH - Tecnologie elettroniche del

Volo Autonomo per UASCampania MIUR

SMAT F1 Piemonte 18 Regione Piemonte + EU + PrivatiEuropean record: 3 UAS flight for civil

protection purposes ; systems improvement

SMAT F2 Piemonte Regione Piemonte + EU + Privati

RADAR INTERFEROMETRY FOR

NAVIGATIONPuglia 0,05 Altre Prototipo

MAVER - Manutenzione Avanzata per

Veicoli RegionaliCampania MIUR

SIFUR - SvIluppo di tecnologie di

assemblaggio FUsoliere innovative per la

classe di velivoli Regionali

Campania 12 MIUR

TABASCO – Tecnologie e Processi di

produzione a basso costo per strutture in

composito

Campania 15 MIUR

TECMA – Sviluppo di TECnologie

Innovative per MAteriali Metallici Campania 16 MIUR

Sviluppo prodotti aeronautici e tecniche

produttive avanzateLazio 0,8 Regione Lazio

Fin.Co.Mec. - Finitura a letto fluido per

l'aggiustaggio di componenti meccanici

per uso aeronautico


OPTIMA – Ottimizzazione del processo

Tecnologico di Bussole a Interferenza per

Impieghi Aeronautici

Lombardia 2 Regione Lombardia + self

Completato nel 2012.

Ottimizzazione/miglioramento processo di

imbussola mento su componenti aeronautici

"TACITUS" Tecnologie avanzate per la

competitività nella realizzazione di

pannelli acustici

Lombardia 2Regione Lombardia + Fondi Nazionali +

SELFPrototipo

Great 2020 Piemonte 15 Regione Piemonte + EU + PrivatiSmall prototypes and innovative solutions for

emission reductions

RESULTS (FOR ENDED PROJECTS)RESEARCH

THEMESPROJECTS DISTRICTS Budget M€ FUNDING SOURCE

5. Innovative

systems for

ATMiand airports

6. Safety and

security

7. Innovative

aircraft

8. Autonomous

flight

9. Advanced

Manufacturing


to pursue the safety and security objectives;

to foster independence in the field of institutional telecommunications capitalising the economic advantage;

to create activities which can inspire the dreams and ambitions of our future generations.

Until the moment of the writing of this plan, the technology roadmap for the space remains to be defined, also considering the Ministerial Conference in November 2012 and the commitments that individual member states will take for next three-year cycle of activity The following figure 5.7 are presented only projects that are defined up to now.

Further indications could be introduced after the presentation of Italian projects for the last funding round (7

th Framework Programme) called SPACE 2013. Deadline for the presentation is 21

st Novembre

2012. The tender, that has a 126 milion budget, focuses particularly on the issue of Climate change in the sphere of Global Monitoring for Environment and Security (GMES), as well as on opportunities for funding in the sphere of space technologies, exploration and science. Specific opportunities are also contemplated for the SME and for international cooperation.


Figure 5.7

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Aspir

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s

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TRL

starting

TRL

objectiv

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Low Earth Orbit (LEO) infrastructures

Research for a positive solution for the ExoMars programme

Stratospheric balloon projects:OLIMPO, Boomerang, LSPE,

DUSTER

Additional Protocol to the Framework Convention ASI-INFN for

ASDC for the AMS mission

National space programmes

CRUSOE (Cruising in Space with Out-of-body Experiences)

GLOBE (Gas-Lubricated Oil Bearings) experiment, in

collaboration with the ESA

GPM (Genomics, Proteomics and Metabolomics)

MCC (Molecular Control of Circadian rhythms during space

flight)

RA (Radiation, Microgravity, Apoptosis) - sight lesions

NIMURRA (Non Invasive Monitoring by Ultra wide Radar of

Respiratory Activity of people inside a spatial environment)

Physical Sciences and Life Sciences on board the International

Space Station – ESA ILSRA 2009.

Television Image Processor (ELITE-S2)

Cosmo-SkyMed operating phase 3 3 3 3 2 K 5 9 3 8

Definition of the requisites of the second generation Cosmo-

SkyMed System2 1 1 1 1 P 3 6 3 2

Hyperspectral mission PRISMA

(phase C), pursuing the ROSA (Radio Occultation Sounder for

Atmosphere) mission

Dual satellite telecommunications system ATHENA-FIDUS,

under development

BMM project with the DIISM (Integrated Interdepartmental

Maritime Surveillance Device) system2 1 2 1 1 P 3 6 3 4

High resolution Optical Satellite (OPSIS) 2 1 2 1 1 P 3 6 3 4

Enhancement of the EARTH SITUATION

International collaboration 3 2 2 3 3 E 4 9 3 6

3D Platforms for data management 3 2 3 3 3 P 4 9 4 4

Programma Athena-FIDUS (Access on THeatres and European

Nations for Allied forces)

SIGMA

Payload ASI, in banda Ku, sul satellite E-DRS ESA

Terminali d’utente/Hub ed Apparati di bordo in Banda Ka e Q/V

Applicazioni integrate: informazioni ed immagini geo-

referenziate (GPS/GALILEO)

Servizi di telecomunicazione a Valore Aggiunto 2 2 3 3 3 P 4 9 4 8

Mobile Broadband 2 3 3 3 3 P 4 9 4 8

Progetto TELEA: telemedicina per il Kenya

Avvio fase di eserciz. lanciatore Vega

Primo lancio VERTA, con a bordo il nuovo Flight Program

Software (per Vega)

Programma Lyra (future evoluzioni lanciatore Vega)

Produzione dei boosters di Ariane 5 e dei motori di 1°, 2° e 3°

stadio del piccolo lanciatore Vega

Test dimostraz. propulsione liquida Ossigeno-Metano

Propulsione ibrida, programma Theseus

Progetto ‘CAST’,modelli avanzati e codici di calcolo dei

fenomeni aero-termodinamici del rientro atmosferico

Capsula IRENE, veicolo spaziale a basso costo per il rientro di

campioni e/o carichi utili da orbita bassa

Attività di definizione, in collaborazione internazionale, dei

requisiti di missione, del reprofiling dei servizi e dei concetti

operativi di Galileo

3 2 2 3 2 E 2 6 5+ 15

Baseline per l’utilizzo dei sistemi PRS 3 3 3 3 3 P 2 6 5 80

Realizzazione di applicazioni prototipali per la piena utilizzazione

del sistema EGNOS2 3 3 3 2 K 6 9 3 5

Realizzazione di Centri Servizi per

applicazioni della Navigazione ad alto valore aggiunto2 2 2 3 2 K 6 9 4 8

Clock atomico di bordo con tecnologia POP

Osservatorio delle tecnologie 3 3 2 3 3 3

Partecipazione Italiana ai programmi di

finanziamento europeo e dell’ESA (ESCC, THAG, ARTES,

GSP, GSTP, TRP, FLPP, Galileo, etc.).

3 3 3 3 2 8

Bandi dedicati alle PMI nelle aree: “Telecomunicazioni ed

Applicazioni Integrate” e “Navigazione”

Aree strategiche:componentistica elettronica, la sensoristica

ottica e radar

BANDI dedicati al trasferimento delle tecnologie spaziali e allo

sviluppo di innovazioni di processo e prodotto

Potenziamento dell’efficacia della Concurrent Engineering

Facility

Continuare il supporto tecnico allo IADC(UARS e Rosat)

Adozione del sistema degli standard ECSS: sorveglianza

programmi nazionali3 2 2 2 2 2

165 TOTALE

6. Navigation

7.

Technologies

and tech

transfer

8. Methods

and

engineering

instruments

Budg

et M€

1. Deep Space

observation

and robotic

exploration

2.

Microgravity

and human

exploration

4. Telecom-

5. Launchers

and Space

transport

DOMAINS PROJECTS

IMPACT ON

CHALLENGES ASI Te

ch

nol

og

y

sta

tus

TRL

Years

3. Earth

observation

1 Low Impact

2 Medium Impact

3 High Impact


In the following figure (Figure 5.8) the portfolio of space project proposals (in progress and already planned) of the Campania, Lazio, Lombardy, Piedmont and Apulia Districts is represented according to the domains identified by ASI.

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STEPS Piemonte 17 Regione Piemonte + EU + Privati

Mars terrain simulation,

prototypes about landing

and rovering technologiesSTEPS II Piemonte Regione Piemonte + EU + Privati

PROC Puglia 0,17 Altre Operational webgis

ALiSSE Puglia 0,07 ESA Prototipo

MELiSSA-FC1 Puglia 0,28 ESA Prototipo

MISTRAL - MIcro SaTelliti con capacità di

Rientro AvioLanciati Campania 18

Development and pre-operational

validation of upgraded GMES marine

core services and capabilities

Lazio 54,94 UE sviluppo servizi informativi

Sviluppo di piccoli sistemi spaziali Lazio 1,3 Regione Lazio

Sviluppo di MMIC Multifunzionali (Core-

Processor) per sistemi di antenne attive a

scansione elettronica (AESA)


Services and applications for emergency

responseLazio 40,31 UE sviluppo servizi GMES

Sviluppo di software di compressione e di

ricerca per database di immaginiLazio Regione Lazio

Progettazione e realizzazione di

un'antenna piana a doppia polarizzazione

circolare

Lazio Regione Lazio

EOMAC-Modelli di controllo satelliti Lazio ESA Sviluppo Software

MCAS-Sistemi di antenne satellitari Lazio ESA

SINOPIE – monitoraggio multi sorgente

dei costituenti atmosferici, valutazione

degli indicatori ambientali, stima degli

impatti climatici

Lombardia 1,8Regione Lombardia + Fondi Nazionali

+ SELF

Sistema ottico compatto e integrato,

basato su specchi leggeri elettroformati,

per l’osservazione multi/iper spettrale

della Terra


+ SELF

PRISMA Puglia 0,46 ASI

SHIRA Puglia 16 Regione Puglia

Geoentrance Puglia 0,32 UE

Geoland2 Puglia 0,33 UE

Gmosaic Puglia 0,17 UE Servizi e prodotti pilota

Urban Heat Island Puglia 0,39 ESA Prototipi prodotti e servizi

BIOSOS Puglia 0,15 UE

GRAAL Puglia 0,29 UE

GMES Initial Operations 2011-2013 Land

Monitoring Services Puglia 0,11 ESA

Multimission National Centre (CNM) Puglia 0,13 ASIOperational EO ground

receiving station

SPACEPDP Puglia 0,36 ASI

Archiving Data Fusion -ADF- Puglia 0,45 ASI

DREAM Puglia 0,24 ESA

Morfeo Puglia 0,09 ASI Prototipo

Israele Puglia 0,02 Regione Puglia + GAP Prototipo

Frane Puglia Puglia 0,06 Regione Puglia + GAP Pubblicazioni

Carslide Puglia 0,03 MIUR + GAP

ADF Puglia 0,2 ASI + GAP

Shoreline and waves Puglia 0,06 Altre

I Forest fires Puglia 0,15 Regione Puglia Algoritmi

Cresp Puglia 0,03 ASI

Haiti Puglia 0,04 Altre

SSOA Puglia 1,5 Regione Puglia + Self4. Telecom-

SHELTER - Moduli Innovativi

Multiapplicazione ad Elevate PrestazioneCampania 5 MIUR

Planetary Entry Integrated Models Lazio 2,79 UE

High power electric propulsion Lazio 5,36 UE

Sviluppo di innovative

tecnologie di propulsione

elettrica per trasporto

Trasferimento tecnologie sviluppate per

lanciatore VegaLazio 1,4 Regione Lazio

Tecnologie e materiali innovativi per

rivestimenti resistenti all'ossidazione ad

elevata temperatura per componenti

aerospaziali ad altissime prestazioni

(TRIAL)


Sistema di lancio spaziale per il lancio di Lazio Regione Lazio

Space debris management Piemonte Regione Piemonte + EU + Privati

Hall Puglia 0,76 Regione Puglia + GAP

GAPACOM - Sistema satellitare

terra/bordo basato sullo studio di un

payload NAVCOM innovativo da

imbarcare sui satelliti GALILEO


SPACE COMPASS - Bussola Satellitare

basata su Egnos e GalileoLazio 0,2 Regione Lazio

Galileo PTF (Precise Time Facility ) Piemonte 5 Regione Piemonte + EU + Privati PTF delivery

IRGAL (Innovation and Research on

GALileo) Piemonte 3 Regione Piemonte + EU + Privati

Enabling technologies on

GNSS Timing and

Receivers

GAL-PMI Piemonte 4 Regione Piemonte + EU + Privati

Galileo-Products and

services for Mobility and

SecurIty feasibility studies

3. Earth observation

5. Launchers and

Space transport

6. Navigation

Budget M€ FUNDING SOURCERESULTS (FOR ENDED

PROJECTS)

1. Deep Space

observation and

robotic exploration

2. Microgravity and

human exploration

DOMAINS PROJECTS DISTRICTS


Figure 5.8

As already described, space research depends heavily on Italian or supra-national public funding. In particular, European funds represent the main resource of the sector. To this regard, in the drafting of the strategic plan of the CTNA, it must be emphasised that the projects portfolio of the five-year plan may be subject to modifications subsequent to the definition of the next European subsidies:

SPACE 2013: the last round of financing of the 7th Framework Programme, for which 126 million euro has been budgeted. Applications relative to this competitive invitation may be presented within November 2012;

European financing for the 2020 HORIZON programme (see chapter 3).

UNTI

L

2012

2

0

1

3

2

0

1

4

2

0

1

5

2

0

1

6

2

0

1

7

CADMO - Control Autoconfigurable Data

network for MobilesLazio 2,2 MIUR + Regione Lazio

TRAMP - Sistema Integrato di Gestione e

Controllo per il TRAsporto in Sicurezza di

Merci Pericolose


Infrastruttura IT per Info-Mobilità ad alto

valore aggiunto orientata al GRIDLazio 1,9 MIUR + Regione Lazio

Schiumatura resine termoindurenti Lazio ASI schiumatura allo stato solido

Sviluppo codice multibody Lazio ESA PROTOTIPO

Meccanismi formazione bonding

metallurgicoLazio ENEA

Manifattura di materiali

avanzati

Sistemi controllo aerospaziali Lazio European Defense Agency Test simulativi

DEDALO - studio sui materiali

termostrutturali sensorizzati per impieghi

spaziali


+ SELFPrototipo

MITO -sistemi ottici complessi dotati di

elementi difrattivi per impieghi in

strumentazione scientifica


+ SELF

Wireless sensing misura di grandezze

fisiche per piattaforme satellitariLombardia 0,9

Regione Lombardia + Fondi Nazionali

+ SELF

SHREK – shock release kinematic Lombardia 1,1Regione Lombardia + Fondi Nazionali

+ SELF

HARRISON Piemonte 1,8 GALILEO Supervisory Authority

Galileo Time &

Synchronisation

Applications

DSPfor Space Applications (dspace) Puglia 0,5 UE + SELF

STAR Puglia 0,6 Regione Puglia + SELF

Progetto Hall Puglia 0,6 Regione Puglia + SELF

IN.CO.TRA.T. Innovazione nel controllo dei

processi di trattamento termico di

componenti per l'industria aerospaziale


Cosmo Skymed interferometric stripmap

processorPuglia 0,02 Altre Prototipo

Cosmo Skymed interferometric catalogue Puglia 0,06 Altre

Optimal interpolator for meteo surface

dataPuglia 0,02 Altre

Budget M€ FUNDING SOURCERESULTS (FOR ENDED

PROJECTS)PROJECTS DISTRICTS

7. Technologies and

tech transfer

8. Methods and

engineering

instruments

DOMAINS


6. CTNA development strategy and model

6.1. Stakeholders’ Needs and Priorities

The creation of the“Cluster Tecnologico Nazionale Aerospazio” (CTNA) is the point of synthesis and convergence of needs and priorities that all national aerospace system stakeholders have developed over the last years considering the trend of global market and sector policies at European and international level.

Main system stakeholders’ needs and priorities analysis clearly highlights the strong need to start up coordination and synergy actions among the regional Districts.

The Districts system is an effective tool to overcome the occasional relationships between companies, in favor of a constant and continuous reinforcement of competitiveness and development: it is necessary to lift this system up to national level in order to boost its effectiveness and leverage power.

In particular, the need comes out of a unique reference and union point making the existing Districts complementary and not in competition, in a systemic logic of specialisation putting in evidence the territorial technological excellences.

The Aerospace industry is by nature characterised by a strong level of internationalization and networking ability: the ability of cohesion among companies, universities and research centres and, of course, the institutional and governmental actors’ ability of working together are the success key of the R&TD in the sector given the fact that Aerospace represents a strategic industry.

For University and Research system, it is crucial that a national cluster promotes the competence development as well as the access to resources, funding and infrastructures both at local and national level to properly support the research activity.

For the industrial system , the first need is to find out within the CTNA the right institutional partner able to catalyze the necessary investments, to ensure the decision effectiveness and to guarantee the stability required by wide projects to developed over years: it deals with creating the proper conditions for a system competitiveness within the international markets.

Moreover, it is more and more important for the big Aerospace players to leverage on a positioning including the entire value chain and to develop the cooperation network with small and medium enterprises and the research centres working on the territory at the different levels.

For SME of, the CTNA model represents a qualifying factor to develop and set off the specific industrial skills and increase their value not only at local scale.

Besides that, the creation of a national cluster would let SMEs better interact with the big industry without just playing a subordinated role, but rather properly investing in research and technology to successfully face the global market challenge.

Big groups tend more and more to externalise R&S because of the impossibility to defend a wider and wider range of qualifying technologies: this trend is an opportunity for the coordinated, synergic and complementary development for those territories and Districts believing in specialisation as a key element of their development. Specialisation can also support the supply chain development process towards stable partnerships between big companies and SMEs.

A comprehensive and coordinated strategy is a requisite to give a unique direction to this Districts’ movement: here starts the CTNA role.

In figure 6.1 the main expectations of the Aerospace system stakeholders towards the establishing CTNA.


Figure 6.1

6.2. Strategic objectives

The CTNA activity is driven by a series of strategic high level goals for the national Aerospace system concerning:

the valorization ofnational technological excellences,

the research and innovation system expansion,

the development of all industrial actors along the supply chain,

the competitiveness increase at national and international scale,

the qualitative and quantitative growth of the industry employment.

The CTNA aims at positioning itself at European level as a national leader partner for Aerospace and aggregating in just one actor all the main actors of the national Aerospace system: Big, Medium and Small Enterprises, Research Centres, Universities, Governmental Institutions, National Agencies and Platforms, Professional Federations and Regional Industrial and Technological Aerospace Districts.

In particular, starting from the regional Aerospace Districts experience, the objective consists of aggregating competences, resources and productive and technological resources in order to synergically achieve common goals and overcome the current challenges to competitiveness (Figure 6.2).


Figure 6.2

Therefore, the CTNA pursues the following strategic goals:

The CTNA will be organised on the basis of a strategic management model (figure 6.3) allowing achieving the strategic goals the cluster wants to pursue.

Protect and strengthen the national technological excellences starting from the local specialisations

Develop and reinforce the national competences in research and innovation by creating a critical mass of resources for research and technology development in the prior industrial and technological areas

Support the Italian companies at all levels of the supply chain to broaden and diversify their global customer base at global level

Promote the development of strong productive chains both in the core Aerospace industry and in the adjacent markets by setting off the technological fall-out (namely smart applications)

Build up a “World Class National Aerospace Cluster” by levering on the experience of the existing regional departments and on the competences of the Research and University system.

Support the Regional Government in creating entrepreneurship initiatives and new jobs.

Increase the capacity to attract public and private fundings and ensure adequate returns in the European financing programmes compared with the Italian contributions to Europe.

Positioning as leader cluster at European level to build up strategic and long-term cooperation with the other Aerospace clusters in order to support members to effectively compete on R&D projects at national and international scale

Develop and attract a workforce of qualified engineers and researchers at international level

Ensure at medium-term cluster financial sustainability


The strategic management model is developed starting from World Class management models and requisites and it is organised into four areas:

Eco-system: the CTNA aims at catalyzing inputs, needs and priorities of all the actors of the national Aerospace system, from industry to the research system to the institutional world. Moreover, the CTNA has to be a point simplifying the observation and reception of European directives and policies related to R&D in aerospace and space, supporting the work of the national Technology Platforms.

Strategic Model: allows the CTNA pursuing the strategic goals defines through:

o Definition of scientific and managerial governance.

o Definition of key strategic programs that the CTNA shall put in place over the years 2013-2017 in order to better accomplish its objective of constitution.

Operating Model: it translates the key strategic programs in specific action plans and defines the appropriate tools to implement the CTNA activities.

Financial Model: it defines the guidelines for the financial sustainability to the CTNA activities and the need of financing to implement the technological roadmap and the strategic initiatives.

Figure 6.3

At strategic level, the CTNA role is totally aligned with:

the high level goals defined by the National Technological Platform ACARE Italia as far as Research and Technology Development of the aeronautical sector is concerned

the primary research areas identified by the ASI.

In line with the European orientations and the national specificness, at R&TD level the CTNA actively supports the achievement of crucial goals for the industrial system and the country.

R&TD objectives for Aeronautics – ACARE Italia:

Objective 1: Increasing competitiveness, positioning and employment of the aeronautical sector. In order to reach this objective, the CTNA:

o promotes the aggregation of resources and infrastructures for research and supports the achievement of a critical mass through relevant synergies among the cluster members;

o supports the creation of long networks of cooperation and the strengthening of the supply chain at all levels;


o does not create inefficiencies since it does not propose itself as an overhead structure against the existing Districts and platforms, but as a point of synthesis in line with smart specialization concept.

Objective 2: Consolidating and extending the leadership on excellence areas. In order to reach this objective, the CTNA:

o aggregates the excellence and competence areas of each cluster creating remarkable synergies;

o positions itself as leader cluster at European level in order to cooperate and work together as leader with the other European clusters.

Objective 3: Contributing to the level of technological development of the Country, by enlarging the Hi-Tech spin-off. In order to reach this objective, the CTNA:

o speeds the technological development of the sector up in the priority areas;

o provides the regional governments with support in creating initiatives in favour of entrepreneurs and job opportunities;

o accomplishes a support function for the research and innovation coordination in line with the governmental policies (national and regional), the needs of the research and academic bodies and the industrial world.

Objective 4: Improving the R&D system quality by involving all the actors. In order to reach this objective, the CTNA:

o promotes the achievement of a critical mass of resources and competences for R&TD in the primary technological areas;

o supports the SME development in terms of technological competence development and access to the international markets.

R&TD objectives for Space – ASI:

Objective 1: Strengthening the competitive position and leadership in the main domains of space applications through a medium-long term R&TD strategy. In order to reach this objective, the CTNA:

o positions itself as leader cluster at European level in order to cooperate and work together as leader with the other European clusters.

o promotes a common strategy implementation in the space sector for the existing Districts activities by levering on the competences of each to reinforce the national position in the European space framework.

Objective 2: Keeping and reinforcing the scientific knowledge through the development and launch of key scientific and analysis tools.

In order to reach this objective, the CTNA increases the attractiveness of Italy for high profile researchers and technicians and for foreign investments.

Objective 3: Supporting the development of innovative technologies by achieving a critical mass for the realization of systems, subsystems and space tools, with a specific reference to the cross-technologies. Building a strong position to lever on the value chain of the national technological scenario in the framework of the European process of “technology harmonization”. In order to reach this objective, the CTNA:

o promotes the achievement of a critical mass of resources and competences as well as infrastructures for R&TD in the primary technological areas;

o aggregates the excellence and competence areas of each cluster creating remarkable synergies;

o fosters the supply chain development towards structured cooperation and partnership models to encourage the SME competitiveness and internationalization.


6.3. Strategic Initiatives

The CTNA defined a series of strategic programs to implement over the period 2013-2017 in order to reach the strategic goals defined at paragraph 6.2.

These programs aim to practically implement the objectives of high level defined by the CTNA (Table 6.1). The CTNA operating model is also in charge of defining in detail each of the following initiatives in its operating actions.

Strategic Goals Programs and Actions

Protect and strengthen the national technological excellences starting from the local specialisations

Encourage the aggregation and constitution of specialised industrial research centres and with a critical mass of human and financial resources able to compete at international scale

Develop and reinforce the national competences in research and innovation by creating a critical mass of resources for research and technology development in the prior industrial and technological areas

Support the Italian companies at all levels of the supply chain to broaden and diversify their global customer base at global level

Supply chain Program

Technology Transfer and IP asset exploitation Program

Promote the development of strong productive chains both in the core Aerospace industry and in the adjacent markets by setting off the technological fall-out (namely smart applications)

Build up a “World Class National Aerospace Cluster” by levering on the experience of the existing regional departments and on the competences of the Research and University system.

Operating Platform – IRM®

Aerospace

Support the Regional Government in creating entrepreneurship initiatives and new jobs.

Technology Transfer and IP asset exploitation Program

Positioning as leader cluster at European level to build up strategic and long-term cooperation with the other Aerospace clusters in order to support members to effectively compete on R&D projects at national and international scale

Brand, Internationalization and technology marketing Program

Develop and attract a workforce of qualified engineers and researchers at international level

Skills development Program

Ensure at medium-term the cluster financial sustainability Funding task force – Services to members through the operating platform IRM

® Aerospace; New

financial approaches (PPP, Project funding, VC...)

Increase the capacity to attract public and private fundings and ensure adequate returns in the European financing programmes compared with the Italian contributions to Europe.

Table 6.1

6.3.1. Supply chain development

Objectives

The supply chain development is one of the main objectives for the CTNA as this subject plays a relevant role in the Aerospace industry. Even though the number of system integrators is limited, the industry uses a wide, deep, multi-layer and multiform basis of suppliers. According to some assessments, from 80% to 85% of the final product value comes from the supply chain.

With this goal in mind, the supply chain management became a core competence of the main sector palyers. They are more and more a system integrator, providing coordination of programs, taking care of the final assembly and the interaction with the markets. The current phase of vertical evolution for the aeronautical sector is characterised by the higher and higher degree of cooperation among the supply chain actors. The trend of the big industrial groups is mostly oriented towards the transformation of the main SMEs from simple sub-suppliers to partners.


In Italy, thanks to the experience of the industrial Districts, the attention has always been focused on the chain coordination. The Italian technological Districts have the advantage of coagulating big and small and medium enterprises and public research bodies on specific research and development programs. Even in the framework of the departmental aggregations, a higher emphasis is put on the projects of cooperation.

The CTNA considers as a priority to include a specific program supporting the chain development among its activities, in order to meet the needs defined by the market trend.

Areas of intervention

The main suppliers must “climb the value chain”. Transform the supply model from a simple outsourcing to cooperation/partnership model. In order to reach this objective, the CTNA:

maps the SME competences up by integrating at national level the regional Districts knowledge in order to simplify interactions;

is the reference point for cooperation requests and offer, by promoting the dialogue among the different actors;

promotes and supports the creation of “networks”, mainly among the SMEs in order to share the risk;

provides services of management best practices.

This method, more and more implemented at global level, allows the smallest companies to meet the requirements imposed by the customers.

Impact

SMEs are then invited to a more proactive role towards the actors being at the top of the value chain, mainly in the research and innovation field. A quick way to reach the objective is the creation of cooperation relationships between big and small companies. Besides allowing the customer reducing the risk linked to the sub-supply, this type of solution has two advantages for the downstream SMEs:

higher and new competences;

possibility of increasing the turnover with impacts on employment

others…

6.3.2. Intellectual property valorization

Objectives

The Aerospace sector showed a remarkable growth (+25%) in registering patents between 2009 and 2010, with more than 30.000 filings. This industry is definitely innovation-driven: the number of patenting companies out of the total is almost the double compared to other sectors and, as we can see from the CIS4 data (Community Innovation Survey), about 38% of the Aerospace companies defends its own intellectual property rights in a formal way. Besides the patent, it is worth mentioning that the industrial secret is often used as a form of protection on innovation.

In the following table (table 6.2), for the different actors, the main implications linked to innovation, intellectual property and technology transfer that the CTNA is going to solve by specific initiatives and services are listed.

ACTOR NEEDS

SMEs

Poor propension for patents and technologies acquisition

Missing scouting competences for new markets and new applications in order to transfer the intellectual property internally developed

Poor intelligence competences

BIG COMPANIES

Optimisation of the patent portfolio

Monetization of non-core intellectual property assets

Exploitation of IP in collaborative research activities with the SMEs and the research organisations


RESEARCH ORGANISATIONS

Quickly bring the research results into the market

Limited capacity of technology transfer

Poor propension to IP management

Poor intelligence competences

Table 6.2


The CTNA provides for three areas of intervention for the valorization of IP assets of its members:

Training:

o Economic and strategic value of the intellectual property in the cooperation R&TD activities

o Exploitation of the innovation and technology transfer fall-out

Intelligence and technology transfer

o Aggregation of the patent and technological intelligence demand for:

Optimisation of the investment decisions

Technology scouting

internationalisation and Partner selection

Innovation speed-up

Transfer to the market

o Monetization activity of non-core technology portfolio

Dual technologies

Smart Applications

Initiatives for start-up: a specific program will be launched to encourage the creation of start-up focused on selected technologies (ICT, electronics, automation, …)

Impact

The intellectual property improvement has a big potential in terms of impacts. The proposed initiatives, mainly the technology transfer, have the following advantages:

competence expansion (mainly for SMEs);

increase of the total effectiveness of the innovation system;

increase of revenues thanks to the non-core asset monetization;

incentive to the development of cross-technologies applicable to different industries (smart specialization).

6.3.3. Internationalization

Objectives

Competing on international markets is a stronger and stronger need: there is the possibility to enlarge the customer basis in the merging regions. The Aerospace sector is by nature international, considering the strong coordination and cooperation among bodies from different countries. The strong attention to the development of this industry by Europe or the strong international involvement in the space programs are representative: it is assessed that 75% of companies of the Aerospace sector cooperates with a European partner.

In this field, the CTNA sets the objective to help SMEs and research organisations more and more involved in an international framework.



The current Italian regional Districts are working to promote the Italian companies abroad, in particular thanks to the industry supply chains.

The CTNA will then support and reinforce the current initiatives by adding others:

interaction with the main European Aerospace clusters to realise common project proposals towards Europe;

promotion of training periods for foreign researchers at Italian research centres and vice versa;

European visibility and promotion of the CTNA activities.

Impact

For a SME enlarging the range of markets where it works means to have at its disposal a strong potential of growth in terms of suppliers customer, cooperation opportunities and competence acquisition. The economic growth of the company could have positive effects even on the employment.

6.3.4. Competence development

Objectives

The strength of the industry research and innovation is well reflected in the workforce composition. About 35% of people working in the aeronautical segment is high-skilled (this category includes for example graduated, engineers PhD) while in the space even 53% has a Master's degree. In an industry with so high technology strength, the workforce competences are a focal point of attention. Moreover, the high rate of innovation determines the higher number of requests for some specific resources (for example, in the software and modelling domain). The CTNA then pursues the objective to make work demand and offer meet, both in terms of quality and quantity, to sustain the Italian Aerospace industry competitiveness.


Following the EACP (European Aerospace Cluster Partnership) directives, the CTNA aims at internationally contributing to the training of the human resources.

The activities then include:

mapping of the excellence training initiatives at Italian and European level to start synergies and exploit complementarity;

development of high profile training programs;

o “super-technicians” program in cooperation with the aeronautical Italian ITS (Senior Technical High Schools);

o promotion of a specific MBA program about Aerospace and Defence;

o PhD-industry programs, to encourage the first steps of doctorate students and PhDs in the companies;

initiatives to support event the international mobility of researchers and qualified workforce.

Impact

The increase of qualified workforce brings several advantages. First of all, the progressive integration of doctorate students within the companies could have important spin-off in terms of employment. Moreover, the industry and mainly SMEs take a huge advantage from highly trained people coming from the research world: this is the quickest way to acquire state-of-the-art competences. This feature plays a very remarkable role considering that the technology spin-off of research in the Aerospace field is more and more transversal (smart specialization).


6.3.5. Brand, Internationalization and technology marketing

Objectives

The CTNA pursues the strategic goal of positioning itself as leader cluster at European level to build up strategic and long-term cooperation with other Aerospace clusters. In order to reach this objective, it is necessary that the CTNA could propose itself as a body equipped with a stable identity and not only as the union of existing bodies. It is then necessary that the CTNA explains its own strengths and its role of national palyer to better position itself.


The main areas of intervention are:

Coordinated and uniform mapping of technological excellences and competences of the existing aerospace Districts at national level

Branding and promotion of the national cluster

o Harmonization of the "branding" and "communication" activities of the Districts (participation to the sector events, joint initiatives, institutional communication, …)

o Definition of the CTNA international position by levering on the key competences and strengths of all members

International Cooperation

o Launch of the international Aerospace clusters mapping in order to raise the level of knowledge and awareness of the CTNA members on clusters and innovation poles with similar and complementary technological competences (members, products, services, technologies, specialization)

o Launch of actions to introduce the CTNA to the international interlocutors and cooperation agreements on specific subjects

o Launch of technology marketing actions to build up a preferential channel for industrial partners and investors in order to launch research and development projects with the CTNA members.

Impact

The creation and international position of the CTNA will set to conditions for:

Presentation of the Italian Aerospace as unique institutional body, heavier weight in defining international sector policies and increase and reinforcement of the role played by Italy in European projects in terms of leadership and received funds.

Start-up of international cooperation with other European Aerospace clusters that could encourage the creation of new business opportunities for the CTNA members and support them in effectively competing on R&D projects at international scale.

6.4. Operating model

The CTNA Operating Model receives as input the strategic initiatives defined to reach the objectives that the CTNA wants to pursue.

Through a series of managerial functions, it has to define specific action plans for each initiative and to define the appropriate operating tools to implement the CTNA activities.

6.4.1. Functions

The proposal for the cluster management function has been realised considering the strategic goals and it relies on the best international practices adopted for the operating management of the Aerospace clusters as well as on the main requirements of the World Class Cluster model.

The defined managerial functions are the following ones:


Brand, Internationalisation and Technology Marketing

Competitiveness for the supply chain

Technology transfer and IP management for SMEs

Competence Development

Contract Research and Development

Improvement of the technology and intellectual property assets (adjacent markets, Smart Applications)

These functions will be organised as permanent cross-working groups on the existing Districts in order to optimise the financial resources and achieve a coherent development model ensuring effectiveness and operative continuity to the CTNA.

6.4.2. Knowledge Infrastructures - R&TD centres networks

A critical factor for the Aerospace sector in the R&TD framework is certainly the lack of critical mass and the fragmentation of industrial research resources in key technology areas for the Italian industry competitiveness.

A possible solution to reinforce and achieve a critical mass of industrial research is the consolidation in four-five research centres focused on specific and priority technology areas, localised in key regions, with a minimum target staff of 150 resources in order to develop and sustain the system and the Italian Aerospace research centres.

6.4.3. Services Infrastructure - Enabling operating platform

The CTNA organisation and activities will be supported by a qualifying operating platform supplied by Finmeccanica - Innovation Relationship Management Aerospace - allowing coordinating the cluster management processes and interconnecting all the involved actors in the different functions, in research projects and in all the action areas of the cluster.

This operating and service platform has to:

be a scalable and flexible tool of cluster management and operative management in terms of information basis and processes;

connect big companies, SMEs, Universities, research centres to allow the cooperative R&D, the coordinated project management, the exploitation of intelligence data and the transfer of research results and produced technologies;

allow know-how and best practices transfer to SMEs;

generate financial resources useful for the cluster sustainability through the supply of innovative services to the cluster members (see the following table 6.3):


Table 6.3

6.5. Financial model

The CTNA financial model shall be built considering two main objectives: on one side, it is necessary to define how to build the CTNA financial sustainability at medium and long term; on the other side, it is necessary to define the need of financing to support the implementation of the research roadmap set by all the CTNA stakeholders and the strategic initiatives (see chapter 5).

The financial model has then to define the guidelines in terms of type and source of financing to meet the two above-mentioned requirements. For further details, see Chapter 8.

6.6. Governance

The CTNA proposes itself as Association called “Cluster Tecnologico Nazionale Aerospazio”, following the initiative of the following founders partners Finmeccanica Spa, Avio Spa, Distretto Tecnologico Aerospaziale della Campania - DAC S.c.a.r.l., FI.LA.S. SpA, Società Finanziaria Laziale di Sviluppo, Comitato Promotore del Distretto Aerospaziale Lombardo, Comitato Distretto Aerospaziale Piemonte, Distretto Tecnologico Aerospaziale S.c.a.r.l., Agenzia Spaziale Italiana (ASI), and following subjects will also join the Association: AIAD, Federazione Aziende Italiane per l’Aerospazio, la Difesa e la Sicurezza, Consiglio Nazionale delle Ricerche, Dipartimento Scienze del Sistema Terra e Tecnologie per l’Ambiente.

The non-profit Association aims at starting up all appropriate initiatives to develop and consolidate a national technological cluster in the Aerospace sector promoting: a) the development and improvement of the excellences in the Aerospace sector available on the national territory; b) the attractiveness and training of technical and research personnel being highly qualified; c) the strengthening of cooperation and partnership networks even at international level. The Association aims to support by specific actions the improvement of the scientific and entrepreneurial excellences and skills available on the national territory, even to promote the creation and/or development of SMEs in the Aerospace chain, always in compliance with the State and Community principles regarding aids to companies, if applicable.

The Association is open to the adhesion of public and private bodies representing general interests that desire to contribute to the achievement of the Association's goals (full members).

The CTNA governance model is based on the following bodies: the Assembly, the “Organo di Governo”, the “Comitato tecnico”, the “Comitato dei distretti”, the President, and the Vice-president. The participants to each body are summarised in Table 6.4; as far as the details of tasks, functions and characteristics of each body are concerned, see the Statute Official Document

In particular, this structure ensures the representation of all relevant actors of the national Aerospace scenario, clear and quick decision, organisational and managerial functions and coordinated, effective


and high level scientific coordination functions. The link to the cluster operating system and the operating functions described in paragraph 6.4.

Finally, the strategic, operational and governance model of the cluster, its operational functions and the possibility to join CTNA for all relevant players ensure compliance with the logic of partnership, non-discrimination and sustainability. The CTNA governance organisms also undertake to guarantee the horizontal principles of equal opportunities, accessibility for disabled people and environmental sustainability.

Participants

Assembly Founders Partners and Full Members

Organo di Governo

Five presidents of the Districts (Campania, Lazio, Lombardia, Piemonte, Apulia);

A representative of the SMEs chosen just by the members designed by the Districts in the Technical Steering Committee as better specified in the following art. 12.

One AIAD representative, if and when it will join the Association as full member with same rights of founders

One ASI representative.

One CNR representative, if and when it will join the Association as full member with same rights of founders

One representative of the full members of regional dstrict cathegory, elected by non-founders regional district

One representative for each big enterprise of the Aerospace thematic area according to the following criteria:

number of workers higher than 3000 on the national territory;

production units in at least 3 out of 5 Districts;

if they are controlled companies, they are globally represented by the industrial parent company.

Comitato tecnico

Four members for each of the 5 constituent Districts (whose at least 1 representing the SMEs, at least one representing the big companies and at least one representing the public research structures);

One member representing the ASI (Agenzia Spaziale Italiana);

One member representing the CNR (Consiglio Nazionale delle Ricerche) if and when it will join the Association;

One member representing the AIAD if and when it will join the Association

One member representing the ACARE Italia platform

One member representing the SPIN IT platform

2 representatives representative of the full members of regional dstrict cathegory, elected by non-founders regional district

President and Vice-President

The President of the Association is appointed by the Assembly, unanimously by the Founding Partners, among the Presidents of the Districts belonging to the Government Authority. The President is responsible for the legal representation of the Association

The Vice-president, appointed by the Government Authority, replaces the President in case of absence or obstacles

Comitato dei distretti

It is composed by Presidents of following entities:

Founder Districts

Regional districts with aerospace competences

Entities for regional Governments

Functions

Assemblea

provides annual approval of the balance sheet and budget of the Association;

appoints the auditor, in accordance with art.15;

outlines the general guidelines of the activities of the Association;

appoints the President, in accordance with art.13 and with the quorum specified in art.10.3;

deliberates - with the quorum specified in art.10.3 - on changes regarding amendments to this Statute;

deliberates on destination of operating profits, whatever they are denominated, and of funds provisions or capital during Association’s life, if this is allowed by the law and by this statute;

approves the rules governing the details of the activities of the Association and the functioning of its organs;

Assembly, finally, decides - with the quorum specified in article. 10.3 - the dissolution and liquidation of the Association and the disposal of its property

Organo di Governo

monitors compliance with the Statute;

prepares, within four months of the financial year, the budget and the annual expenditure accounts;

appoints, on a proposal from the President, the Vice President;


approves - with the quorum specified in art. 11.3 - the rules of management, which defines the contributions of the members in accordance with art. 5.;

approves and coordinates the adoption of the strategic plan of the Association, ensuring it is updated yearly;

promotes the implementation of the strategy plan by involving stakeholders;

promotes the use of tools and community resources in support of national and regional growth of the Association and the implementation of its strategy;

expresses opinions and proposals to national and Community government bodies, about policies supporting of aerospace;

organizes and conducts the monitoring procedures of the various stages of implementation of the development strategy;

decides - with the quorum specified in art. 11.3 - on the request for admission of Ordinary Members and potential new members of the Association;

deliberates- with the quorum specified in art. 11.3 - annual contributions for each member in accordance with art. 5;

deliberates with the quorum specified in art. 11.3 - regarding requests for exclusion of members;

fosters relations between clusters at national and international level establishing and using a data/info network;

decides on the application for benefits grant in accordance with the current regulations;

promotes the realization of interdisciplinary projects between clusters in the aerospace sector at national and international level;

builds on the experience to strengthen a system of territorial development based on innovation and to promote benefit impact for the local communities;

approves the feasibility study

proposes specific research topics to be developed

Comitato tecnico

supports the “Organo di Governo” in the strategic plan preparation as well as in monitoring its implementation and its annual upgrades;

if requested by” Organo di Governo” it expresses opinion on industrial research projects and training or otherwise on the various initiatives proposed in order to ensure consistency with the requirements of the national and international public tenders as well as consistency with the strategic plan;

promotes consistency among strategic plan, research and training projects and national/international technology platforms

President and Vice President

The President has all initiative and decision-making powers necessary for the proper Association operational work he is responsible for organizational and accounting-administrative management of the Association, with the ability to start and manage bank accounts and other credit relationships.

The President convenes and presides over the Assembly and the “Organo di Governo” and he is responsible for the implementation of decisions.

The Vice President, appointed by the Government, shall replace the President in case of absence or impediment

Comitato dei distretti

Expresses opinions and provides guidelines on strategy and on the Association

Table 6.4 (references to Articles refer to the Official Document of the Statute)

6.7. Economic and social impact on the territory

The founding concept of CTNA activities and strategy is the awareness that the Aerospace industry represents a strategic sector, expression of very high level competences, excellence and professional resources: the level of economic impact of this industry on its supply chain, on adjacent markets, on the society and citizens life quality is very high both for the value itself of the Aerospace and for its multiplying effect.

If properly managed and supported at financial and managerial level, the CTNA will have remarkable positive effects for the national Aerospace industry in terms of employment, SME development, strategy of regional smart specialization, national platforms development, and support to the total competitiveness of the sector.

The research externalization and outsourcing phenomenon on specific technological areas and the strengthening of the supply chain through cooperation and partnership models implemented by the CTNA will lead to the development of employment in the different territories: this development will be encouraged by the creation of new entrepreneurial initiatives and by the increasing possibility for SMEs


to have access to the global markets and to leverage on the mutual specializations in a coordinated strategic framework.

Moreover, the creation of a network of R&TD centres is a huge opportunity to recruit researchers and engineers assessed in 800-1000 jobs in line with the necessary and achievable international benchmark.

Considering its feature of national player, the CTNA can contribute to increase Italy international visibility and pursue international partnerships to consolidate the role of the national Aerospace on the market, to increase the critical mass and improve the technology excellences through:

enlargement of the target market, even through adjacent sectors/markets

improvement of the technology dual potential

In a perspective of sustainable development, thanks to its role of aggregation point, the CTNA can support the companies in identifying and exploiting new adjacent and complementary businesses (such as defence, automotive, ICT Smart Solutions, dual use technologies, mechatronics) to seize the opportunities of diversification allowing improving its own distinctive competences in the adjacent markets.

Moreover, the development of the dual technologes areas and the wide range of smart applications is considered as an element of huge importance in big groups growth strategy not only at national level.

The CTNA strategy is included in a smart specialization perspective: the strategic goal of the CTNA is to protect and strengthen the national technological excellences starting from the territorial specialisations. The CTNA has to play on the comparative advantages of the existing Districts, expression of the key competences of companies, Universities and research centres and to leverage on these advantages to define a unitary, flexible and dynamic innovation strategy at national level.

The smart specialization, which the CTNA wants to promote and which starts from a clear policy of the involved Regions and Districts, aims at properly improving the areas of technological excellence expressed by the territories by organising them in a coherent framework and using them together as a flywheel for the national industry. The CTNA aims at increasing the capacity of organising and supporting the technological strategy of the national platforms and the development of the regional specializations.

The final objective is to define and position the national Aerospace in order to increase its competitiveness on the global markets and to promote qualified job and a spread wealth.


7. Tender Projects

CTNA projects portfolio will not comprise merely the four R&TD projects produced to participate in the aforementioned tender, but will also include a wider ranging projects portfolio grouping together collaborative projects started by the members of the CTNA according to the priorities identified in the technological roadmap outlined in chapter 5 (Figure 7.1) and the project activities of the participating companies and Districts.

Figure 7.1

The choice of the four Projects for participation in the tender was made in a structured manner in order to ensure compliance with innovation policies at a national and European level, the technological requirements of the firms involved and the scientific and technological relevance of projects contents.

The Cluster is part of a long-term plan which will not end after the three-year timeframe provided for the research projects or after the five-year period provided by this strategic plan. It is therefore necessary that the activities of the CTNA, and the projects included therein, may reasonably be expected to last for a long-term period that is more typical of the aerospace sector.

Given the technological complexity characterizing products in the sector, the significant costs and the long development times involved, it is imperative that the CTNA projects are in line with the principal technological pathways defined by the major players and the financing promoted by the major international and European Union collaboration programmes.

The construction of the CTNA projects portfolio, and especially the selection of the four Projects for the tender, is based on the following guidelines:

Coherence with the strategic objectives, challenges and goals of the European Horizon 2020 research and innovation programme from an aeronautics and space viewpoint. This guarantees continuous financing and a long-term prospective in terms of planning the CTNA projects portfolio.

European financing is of great significance in this sector, especially in terms of enabling radical innovation. Furthermore, support to public financing programmes is also highly significant in terms of implementing ambitious international collaboration initiatives, developing capabilities and supporting the competitiveness of small and medium enterprises.


Coherence with the research and innovation policies in the sector, defined by the international industrial associations and European and national technological platforms. This ensures that alignment with the areas of strategic research and response to collective requirements.

Specific reference is made in the aeronautical sector to ACARE Europa. This carries out the following functions: a) development and updating of the Strategic Research & Development Agenda (SRIA) for European aeronautics; b) ensuring the involvement of all the major stakeholders in the aeronautics and air transport sector, c) defining the guidelines to enable the European aeronautics sector to satisfy the needs of the company and ensure a position of global leadership. ACARE Italia then deals with the European objectives at a national level in order to favour the development of a coordinated sector strategy.

As regards the space sector, reference is made to the long-term vision of the European Space Agency, which outlines and implements the European space programme. At a national level, the ASI defines the guidelines in its Strategic Vision Document to respond to the country’s management needs in terms of know-how and the social needs of the people; it then defines the priority research areas in the Triennial Plan of Activities.

Coherence with the research, technological and industrial know-how of each District and the subjects forming the project partnerships. The mapping of the principal areas of specialisation in the Districts, which derives from the know-how of their members in the technological sectors of aeronautics and space, highlights that the projects undertaken are also supported at a regional level by research and industrial capabilities.

Scientific and technological relevance: research areas selected for the tender are really interesting from scientific and industrial point of view for national aerospace industry. In particular, the projects explore and develop some of the technologies identified as priorities for the national aerospace system (Chapter 5) and they highlight issues of great scientific significance for the industry: technology solutions for the flight control of convertiplanes, cross-cutting technologies applicable to general Aviation and UAS platforms, innovative and composites low cost materials, alternative propulsion to reduce consumption and emissions, space services and its onboard systems for crisis management.

The objective is to ensure the close compliance of the CTNA research and innovation activities with the existing programmes and platform in order to focalise resources on technological areas defined as priority and most significant in terms of the country’s competitiveness.

This exercise in coherence has two objectives:

on one hand, it enables medium-long term planning, which is indispensable for an aerospace cluster which is intended to be part of the technological and thematic guidelines and for which continuous financing can reasonably be guaranteed;

on the other hand, it enables the increase of the effectiveness and significance of research and innovation activities, creating a critical mass on selected and priority technological areas.

Figure 7.2 outlines the contexts of the four projects


Figure 7.2

As can be seen in Figure 7.3, the projects proposed are perfectly in line with the Horizon 2020 goals, in both the aeronautics and space sectors:

Figure 7.3

Specifically, Projects 1, 2 and 3 will contribute towards the achievement of a smart, eco-sustainable and integrated transport system by pursuing some of the specific Horizon 2020 goals in the transport sector: a) an efficient transport system in terms of the use of environment friendly resources; b) improved mobility, less traffic congestion and better safety; c) global leadership for the European transports sector.

Project 4, with its “SAFE” and “STRONG” sections, will be in line with the goals of the European space programme: a) enabling competitiveness, non-dependence and innovation in terms of space activities at


a European level; b) enabling advances in space technologies; c) enabling specific contexts for implementation/activation; d) enabling exploitation of space data.

Figure 7.4

Figure 7.5

In the aeronautics sector (Figure 7.4), Projects 1, 2 and 3 fall principally under the fixed wing, rotary wing and engines technological domains; each of them is involved in several research themes at a technological level and an applicative level, highlighting coherence with the thematic areas of the research programme developed by ACARE Italia on the basis of the national Vision and SRA (Strategic Research Agenda).

In the space sector (Figure 7.5), Project 4 focuses on two specific segments of the sectors of space activities defined by the ASI, which are earth observation with reference to safety aspects and space launchers and transport.

The four Projects chosen for the Tender are also based on the key research, technological and industrial capabilities of the participants. The composition of the partnerships aims at setting up primary


networks of businesses, academies and research centres, developing their scientific, industrial and management know-how from a collaborative viewpoint.

The set-up chosen for the formation of the partnerships is based on the choice of the nest know-how present within national territory in order to maximise the level of specialisation and ensure continuing collaboration.

7.1 Project 1 - "TiltrotorFX " Tiltorotor Flight Control System Enhancement x Pilot Workload Reduction and Flight Envelope Protection

The flight control of a Tiltrotor is particularly critical in relation to the pilot’s workload and to the safety aspects of the flight conduction within a certain flight envelope, for the complexity and the intrinsic novelty of the platform that at the same time it has flight mode of the airplane and of the helicopter.

The project includes industrial and experimental research activities aimed at the study and development of an innovative system of flight controls in the cabin (cockpit) in order to improve the flight control of a Tiltrotor. The system, interacting with other onboard systems, allows to reduce the pilot’s workload, ensuring, also, an increase in the safety level and avoiding to enter critical areas of the flight envelope (such as the conditions of hovering, the stability loss due to the reduction of authority commands, the entry in Vortex Ring conditions, the operations at the speed limit in the " conversion corridor ").

The project involves the realization of new conception flight controls that the pilot will use for all flight phases; innovation element of commands, in addition to the shape and position in the cabin, is represented by the control logics that the on-board computers of the system flight control have to do to exploit all the potentials offered by the new commands.

Another research element is the automation of the engine nacelles handling of the tiltrotor, which today is done with a manual control, while the research activity aims its automation and control through the on-board computer that controls all flight phases. The project involves the realization of prototypes and simulators for all the activities of technological demonstration and validation.

Technological development, object of this project, is in line with H2020 objectives (Figure 7.6): the project theme has some contact points with the ‘societal challenge’ “Smart, Green and Integrated Transport”, and in particular with the sub- theme of “Better mobility, less congestion, more safety and security“ and with “Global leadership for the European transport industry” (referred to the European Commission document COM (2011) 809 final, “establishing Horizon 2020 - The Framework Programme for Research and Innovation”, of 30

th November 2011).


Figure 7.6

In greater detail with respect to the future vision and strategy of aeronautical research in the coming decades, the project theme is to develop enabling technologies of the basic systems of a tiltrotor platform, to achieve technological and product leadership objectives, the increase of safety flight, and greater operational flexibility in the major takeoff and landing phases (referred to the document of the European Commission Flightpath 2050, March 2011).

This project is fully integrated in the project proposals developed by the technological roadmap of CTNA and of ACARE Italia, as explained in Picture 7.7

The project is also in line with the current district plans of technological and strategic development in the field of rotary wing, both at the level of integrated platform that of system or sub-system for the platform. In particular, in Lombardy and Apulia there is the integrating company of the rotary wing industry in Italy, AgustaWestland, which is the world leader in this field, but opportunities for research activities are foreseen in other regions too.

The research, oriented to the Tiltrotor, supports the development of this particular platform (and high speed rotary wing machines) to facilitate the diffusion and the use for different types of missions (people and goods transport, utilities, etc. .). Research on this platform will be a dominant subject also in the future national and international programs in the aeronautics sector.


Figure 7.7

7.2 Project 2 – TIVANO - Tecnologie Innovative per Velivoli di Aviazione generale di Nuova generaziOne

The goal of the proposed project is the demonstration of transversal technologies applicable to general aviation and UAS platforms, such as:

the study of alternative means of propulsion (diesel, hybrid)

low cost composites (design and construction)

brake by wire

These technologies will be demonstrated through the development of a new generation primary trainer which, in line with the corporate strategic plans, will complete the corporate assets in terms of satisfying all requirements the training segment.

As an aircraft integrator/manufacturer, Alenia Aermacchi intends to act as coordinator of a scientific-technological team capable of developing the above technologies. The technologies chosen are definitely transversal to various different products of the group leader. The market of initial application

RESEARCH


Competitivenes

s

Environme

ntSafety

ATM

EfficiencySecurity

Defence -

dual

app.

Simulation modelling of the environmental impact of the Air Transport System 0 3 0 3 0 0

Methodologies for the simulation and multi-disciplinary optimisation of aircraft 3 3 3 0 0 2

Methodologies of simulation and multi-disciplinary optimisation for the development of

innovative propulsion systems2 3 0 0 0 2

Integrated platform for Digital Manufacturing 3 0 0 0 0 3

Global condition-based aircraft maintenance system 3 0 0 0 0 3

New avionic architecture for Navigation and Surveillance 0 3 2 3 0 2

New generation human-machine interfaces 2 0 3 2 0 1

Cooperative surveillance architecture and systems 0 0 2 3 0 0

Integrated modular CNS architecture 3 0 0 0 0 3

Advanced systems for guidance and control of aircraft movements in airports (A-SMGCS) 0 0 0 0 0 0

Integrated territory surveillance systems 0 0 0 0 3 3

Integrated supervision systems for air traffic management 0 0 0 0 0 0

Security, Availability and Identity Management in the new IP networks for ATM 0 0 0 0 0 0

Advances systems for the safety of helicopter flight operations (collision and obstacle

avoidance, situational awareness, low visibility operations)2 0 3 0 0 0

Innovative methods for the assessment of the structural intactness of helicopters and

convertiplanes2 0 2 0 0 2

Assessment and prognosis of damage in structural elements 0 2 3 0 0 3

Power transmission for innovative engine architectures 3 3 2 0 0 2

New wing load control concepts and relative architecture for FCS certifiables 3 3 2 0 0 1

Technological solutions for all electric on board systems (incl. Power & Thermal Management) 0 3 0 0 0 2

Drafting of laws for the control of non-conventional aircraft 3 3 3 0 0 0

Technological solutions for the integration of advanced training systems in aircraft 3 0 0 0 0 3

Design of innovative configurations and systems for fast rotorcraft platforms 3 0 3 2 0 2

7. Innovative

aircraft

2. Tools for

integrated design

of complex syst.

4. Avionics and

equipment

6. Safety and

security

Coherence with CTNA tecnology Roadmap and ACARE Italia research

themesIMPACT ON ACARE CHALLENGES

1 Low Impact

2 Medium Impact

3 High Impact


which has been identified is represented by general aviation / primary training aircraft. Specifically, Alenia Aermacchi has a “business unit” specialising in primary training aircraft, including the SF-260, which is perfectly suited to the target identified. It was therefore deemed a natural step to develop technologies around a demonstrator aircraft in this category which can be considered as a “test bed” for the validation of the aspects deemed indispensable in terms of innovating the product and preparing the way for a successor which is capable of achieving the same level of international success. On the basis of this, it is believed that the technologies involved in this research project have an excellent chance of being used on “unmanned” platforms in the same weight class to be used for territorial monitoring and observation.

Specifically, the project involves the development of:

A new mechanical design involving advanced aerodynamics

A new structural design involving the use of low cost composite materials (all composite or only partly)

Low cost manufacturing (e.g. without using autoclaves)

Diesel propulsion with trade off studies of alternative propulsions from a More Electric and green viewpoint

“Designed to cost” general systems from a More Electric viewpoint, especially brake by wire

As regards the demonstration of the technologies to be developed within the project, this involves various levels according to the initial TRL – “Technology Readiness Level”. Therefore, the demonstration/validation of these technologies will be done using suitable “rigs” (“Ground Demonstrator”) and/or flight demonstrators on the basis of the technological “target” hypothesised at the beginning of the project.

The technological development involved in this project is in line with the objectives in the strategic plan of the Aerospace Cluster and those of H2020 (Figure 7.8), given that the 3 principal areas of study have the primary objective of reducing consumption, emissions and manufacturing and running costs through the use of an innovative power plant, the reduction in weight of the aircraft and the replacement of some mechanical systems on the aircraft with electrical systems.

Figure 7.8

As regards coherence with the European guidelines, it should be highlighted that one of the Flightpath 2050 objectives is to conduct aircraft movements that are emission-free when taxiing and that hybrid propulsion is specifically quoted in H2020 ads a required element in achieving the environmental protection and alternative energy supply goals.

Similarly, the H2020 roadmap provides for the availability of on board energy obtained solely by electrical generation (Fully electrical on-board energy) by 2035. Therefore, it is important to develop progressively more electrical aircraft in the general aviation segment. Furthermore, as already stated in paragraph 1-3, brake by wire is a technology which enables high levels of safety to be achieved when applied to Remotely Piloted Aircraft Systems (RPAS).


The aspects linked to the design and manufacturing of aircraft using low cost materials and manufacturing systems are linked to the goal of maintaining the European industrial leadership, which involves the development of various aircraft technologies (structure, aerodynamics, materials, manufacturing processes, etc.) and the development of the supply chain. The roadmap provides for 2035: “Advanced manufacturing technologies implemented throughout supply chain”.

Furthermore, propulsion for unmanned systems, “more electric” systems, training platforms and technologies for low cost manufacturing are part of the technological roadmap for the aeronautics sector highlighted in the CTNA Strategic Plan (Figure 7.9) for the following areas: 1) Greening Technologies, 2) Methods and tools for the integrated design of complex systems, 3) Innovative materials, 4) Avionics and equipment, 7) Innovative aircraft and 9) Advanced Manufacturing, which are also part of the Alenia Aermacchi technological development plan.

Figure 7.9

For more information on the “TIVANO – Innovative Technologies for New Generation General Aviation Aircraft”, see the specific project technical documentation.

RESEARCH


Competitivenes

s

Environme

ntSafety

ATM

EfficiencySecurity

Defence -

dual

app.

New engine architecture for low environmental impact 2 3 2 0 0 2

Components for low emission engines: High power concentration turbines, Power

transmissions, Low emission combustors3 3 2 0 0 2

Eco-compatible production processes for engine systems and aeronautical platforms and

systems2 3 0 0 0 2

Integration of innovative architecture of aircraft and propulsion systems to reduce

environmental impact2 3 0 0 0 0

Innovative aero-structural architecture and solutions to reduce environmental impact 3 3 0 0 0 0

Development of eco-compatible surface treatments for aeronautical structures 0 1 0 0 0 0



Methodologies of simulation and multi-disciplinary optimisation for the development of

innovative propulsion systems2 3 0 0 0 2



Development of new materials (composites, metallics, intermetallics, hybrids) 2 3 0 0 0 2

Development of new technologies for the protection of materials 0 0 0 0 0 0

Development of new technologies for the fusion of light alloys 0 1 0 0 0 0

Innovative materials for propulsion 3 2 0 0 0 3

Multifunction materials/structures 2 3 0 0 0 2

New avionic architecture for Navigation and Surveillance 0 3 2 3 0 2

New generation human-machine interfaces 2 0 3 2 0 1

Cooperative surveillance architecture and systems 0 0 2 3 0 0

Integrated modular CNS architecture 3 0 0 0 0 3Innovative methods for the assessment of the structural intactness of helicopters and





Technological solutions for all electric on board systems (incl. Power & Thermal Management) 0 3 0 0 0 2




Innovative production processes for engine systems (e.g. Additive Manufacturing) 3 2 0 0 0 0

Repair technologies 3 2 0 0 0 3

Advanced Manufacturing Processes (incl. CFRP Repair & Non Destructive Controls) 3 2 0 0 0 1

Product Life Cycle Management 3 0 0 0 0 0

Collaborative Engineering & Extended Enterprise 3 0 0 0 0 2

Knowledge Management 3 0 0 0 0 0

Virtual Factory 3 0 0 0 0 0



7. Innovative

aircraft

9. Advanced

Manufacturing

1.Technology for

greening

2. Tools for

integrated design

of complex syst.

3. Innovative

materials

4. Avionics and

equipment

1 Low Impact

2 Medium Impact

3 High Impact


7.3 Project 3 - “Greening the Propulsion”

The civil aviation industry is a sector which is expected to increase significantly in the medium and long-term, despite the worldwide crisis, especially for those who have the means required to deal with the technological challenges arising in order to be the sector leader in the Western world. The eco-sustainability aspects must also be taken into account to reduce the short-term (life cycle costs) and long-term (on a planetary scale) costs. Propulsion is one of the systems which requires more technological “step changes”, for example to satisfy the ACARE objectives or reducing consumption and emissions. These objectives are made even more challenging by the ACARE 2050 Vision (Flightpath 2050 – Goals to take ACARE beyond 2020). Furthermore, leadership in power plant innovation gas become a discriminating element, given that the current market involves GE, RR and PW engines and very few others, because without modules capable of providing increased added value to propulsion systems, one can no longer be a partner of OEMs at a global level.

Avio, which is proposing the project and if the project leader, includes the development of crucial distinctive technologies for future power plants as part of its strategic guidelines. The ongoing R&I programmes, in coherence with these guidelines, are structured around Districts, national and European programmes. The national programmes enable the identification of new technologies, and develop them to a TRL level such as to be able to demonstrate them at a European level (e.g. CleanSky). The choice made for the tender, on the basis of its economic limitations, is to give priority to innovation to further strengthen the inter-regional structure of SMEs and Academies in terms of accessing future aeronautical development programmes (Horizon2020) and making the most of international business opportunities with significant roles for future “wide-body” and “narrow-body” engines with traditional, innovative (Geared Turbo Fan) and future (Open Rotor) configurations.

The project will be based on three segments during this phase:

SEGMENT DESCRIPTION

Low Pressure Turbines

Focused on next generation turbines for aeronautical engines evolved with BPR values of around 11-12 for the development of aerodynamic, aero-elasticity an acoustics for increased performance (efficiency, weight, noise abatement) with experimentation on experimental cold flow plants. The project is integrated with that predisposed in the regional Great2020 programme phase 2 and certain European projects (Factor, OpenAir, Flocon, E-Break, Enoval and Future). In the turbines sector, Avio is also involved in a significant investment in Poland for the realisation of a worldwide experimental facility and the testing of turbines (ColdFlow PoloniAero), which represents a significant opportunity in terms of testing the technologies developed.

Transmissions

With the objective of increasing the value chain of the unit by developing accessories (for example oil pumps and accessories) in a more integrated way with transmissions and with improved overall performance (weight, reliability, cost), thus breaking free from foreign monopolies and promoting a national chain. Electrically powered concepts will also be developed which will enable “more electric” configurations or alternative propulsions for unmanned aircraft to be developed in the near future. The latter project is contiguous with the activities already provided in regional programmes (Apulia Programme Contract, AmbitionPower and Malet).


New manufacturing processes and materials

Additive Manufacturing technologies are becoming increasingly significant for the manufacturing of metal components in sectors other than aeronautics. Avio is considered to be one of the European companies at the forefront of these technologies and the project intends to explore the use of new temperature resistant materials for use in aeronautical turbines. High temperature coating programmes will be investigated at the same time. There are synergies on this with Piedmont regional programmes (GREAT 2020 phase II) and European programmes (E-Break, Amaze, Exomet, Accelerated Metallurgy).)

As required by the tender, part of the proposal will focus on training younger people.

Figure 7.10

The Project (Figures 7.10 and 7.11) is fully in line with the ACARE Europa objectives which, with the “Flightpath 2050 – Goals to take ACARE beyond 2020! Document, have become increasingly more challenging compared those for 2020. Among these, the major impact concerns eco-sustainability commitments towards the goals that the propulsion system is required to respond to: 75% reduction in CO2 per passenger-kilometre; 90% reduction of NOx emissions; 65% noise reduction.


Figure 7.11

The Project is completely in line with the project proposals developed by the CTNA and ACARE Italia technological roadmap. As regards compliance with the Horizon 2020 guidelines, the contribution of the project towards achieving a smart, eco-sustainable and integrated transport system by pursuing the objectives of: a) a transport system that is efficient in the use of environment friendly resources; b) improving mobility, reducing traffic congestion and improving safety; c) global leadership for the European transport industry; d) research and “forward looking” activities for the definition of policies is worthy of mention.

The Project is also in line with the European Union documents concerning “Key Enabling Technologies”, especially with “Advanced Materials”.

The project proposed in the context of the Ministry of Education is coherent and synergic with the set-up of the Districts projects and those of the framework programmes, including the CleanSky demonstrators and continues the ongoing themes (Figure 7.12):

Figure 7.12

For more details on the “Greening the Propulsion” project, see the specific project technical documentation.

RESEARCH


Competitive

ness

Environme

ntSafety

ATM

EfficiencySecurity

Defence -

dual

app.

New engine architecture for low environmental impact 2 3 2 0 0 2

Components for low emission engines: High power concentration turbines, Power

transmissions, Low emission combustors3 3 2 0 0 2

Eco-compatible production processes for engine systems and aeronautical platforms

and systems2 3 0 0 0 2

Integration of innovative architecture of aircraft and propulsion systems to reduce

environmental impact2 3 0 0 0 0

Innovative aero-structural architecture and solutions to reduce environmental impact 3 3 0 0 0 0

Development of eco-compatible surface treatments for aeronautical structures 0 1 0 0 0 0



Methodologies of simulation and multi-disciplinary optimisation for the development

of innovative propulsion systems2 3 0 0 0 2



Development of new materials (composites, metallics, intermetallics, hybrids) 2 3 0 0 0 2

Development of new technologies for the protection of materials 0 0 0 0 0 0

Development of new technologies for the fusion of light alloys 0 1 0 0 0 0

Innovative materials for propulsion 3 2 0 0 0 3

Multifunction materials/structures 2 3 0 0 0 2

Innovative methods for the assessment of the structural intactness of helicopters and





Technological solutions for all electric on board systems (incl. Power & Thermal

Management)0 3 0 0 0 2






7. Innovative

aircraft

1.Technology for

greening

2. Tools for

integrated design

of complex syst.

3. Innovative

materials

1 Low Impact

2 Medium Impact

3 High Impact


7.4 Project 4 - "SAPERE – Space Advanced Project Excellence in Research and Enterprise"

The proposed research within the space project is divided in two areas: SAFE - Space Asset For Emergency: The first, generically called "Space Systems of Observation for Emergency Management" addresses the role of space services and of the related on board systems to the knowledge in the crisis management after traumatic events. (Crisis Management)

STRONG - Sistemi Tecnologie e Ricerche per l'Operatività Nazionale Globale: the second area is related to the theme of space exploration and access to space. The theme aims to develop technologies for electric propulsion module that allows, starting from intermediate orbits such as those of the space station, the tools and platforms launch with considerable savings in weight and a strong optimization of the relationship between the workload and platform.

SAFE - Space Asset For Emergency

Space assets contribute today to the security infrastructures in different domains. In this context, the management of the emergency phases, subsequent to a crisis event due to both natural factors and dependent on man, cannot prescind from the possibility to observe from the space and to communicate with space infrastructure that is to know with precision your own position.

In this description it is possible to recognize the fundamental application domains of the space segment such as the Earth observation, telecommunications and navigation ones.

The project (Fugure 7.13) underlines, in particular, the need to have short times of revisits in observing systems, to have sensors of different nature (eg radar, optical) and the possibility to deploy them, for example in constellations and satellites formations, quickly than larger space infrastructure and in support to the integrated services supply for emergency management.

This implies on the one hand the systemic analysis of the requirements that these constellations and / or formations must meet and on the other hand technological developments enabling a strong miniaturization, an optimization of the payload / platform ratio and the study of rapid methods of access to space

The first objective of the proposed system/service is to provide, through the study and analysis of criticalities, an integrated platform able to operate fusion data between sensors of different nature, working also for the database normalization and for a geo-localization of all information. The data thus organized and used by the platform can be an effective support for decision and management during the intervention.


The possibility of the development of this management platform towards a Center of Advanced Command and Control will be developed in order to manage in the most effective way Pre-Disaster, Disaster Response and Post Disaster phases, using the various space assets such as satellite monitoring system and external database, emergency communication system based on broadband space assets and current and future tracking systems (ie. Galileo).

On the other hand, the project will identify and develop significant technology demonstrators in relation to the outlined development objectives, addressing enabling technologies in the field of optics, of enabling technologies for deployable antennas in flight, of integrated electronics for compact radar and HW / SW elements for avionics of microsatellite verification.

Figure 7.13

STRONG - Sistemi Tecnologie e Ricerche per l'Operatività Nazionale Globale

The project (figure 7.14) aims to maximize the operational involvement of national assets, to increase VEGA’s use and to provide preparation to space exploration.

In particular, on a technical level, the project has the following objectives:

Bring in orbit the highest capacity possible of P/L using VEGA vector

Return to earth significant samples of P/L with the use of the reentry vehicle IXV Evolution

Use ISS as a "Reference Port" of space (Space Port)

Develop and demonstrate selected critical technologies enabling to this scenario and to the future space exploration

The project activity is divided into two main areas: a study of the system relative to the overall scenario of reference and the research and development activities of the critical system enabling technologies.

Figure 7.14


The activity of system aims to define the conceptual design of the specific elements of the overall scenario:

the Space Tug electric propulsion for transporting the platform P/L from LEO to the requested final orbit (and vice versa)

Platform P/L Standard and Modular to lodge in the fairing of Vega

The tank on the ISS for periodic refueling of Space Tug

In addition, the system activity includes the study of the changes required to the other main elements of the scenario:

The I/F of Vega launcher with Space Tug and with the Platform

The robotic arm of the vehicle IXV Evolution for grasping of the samples of P / L.

The ground segment for mission control in particular of the non-standard phases involving Space Tug and ISS

The technological activity concerns the enabling technologies critical system and in particular:

The Rendezvous & Docking system in its various aspects of docking mechanism, GNC and vision system

The electric propulsion including thruster development, of the control electronics, the system of distribution of power and innovative technologies for the capture of solar energy.

The automation technologies to enable the automatic On-orbit Refuelling for a periodic Refuelling of Space Tug

The robotics for the vehicle IXV Evolution for grasping of the samples of P/L

Each technology area will produce a more functional demonstrators on completion of the research.

Figure 7.15

The project, as a whole, is also consistent with the specific objectives for the area space of Horizon 2020 and with the research topics and projects planned by ASI, as well as with districts skills and activities.

For more details on the SAPERE project, see the specific project technical documentation.


8. Financial requirements

8.1. Financial requirements

The execution of the Strategic Plan and implementation of a National Technological Cluster according to the World Class Cluster models requires adequate financial resources that are sustainable over time. It is fundamental to enable Cluster members to compete effectively internationally and to develop important international collaborations so that CTNA results attractive for fund raising.

The amount of the financial resources has been estimated for the following items:

Development and realisation of the project proposals in the priority areas of Aeronautics and Space

Consolidation and implementation of a structured network of four Industrial Research Centres focusing on specific technological areas localised in Regions, with a critical mass of 150-200 researchers

Permanent programme for strengthening/developing SMEs in the Aeronautics, Space and ATM segments (improving management/technological capability, internationalisation and business network)

Permanent programme for the development of technician/engineering/research skills (Industrial Doctorates) by Universities, Higher Technical Institutes and Large Businesses

Installation and management of an operating platform for services and applications for managing the cluster, Technology transfer and the management of intellectual property (database of patents for key technological areas) and collaboration projects

Development of a programme for the positioning, value communication and technological marketing of the cluster

Coordination and management costs

The realization of projects and initiatives for CTNA implementation is conditioned to availability and the access to necessary financial resources.

Table 8.1 contains the figures for the duration of the plan.

Financing methods and sources:

The financing channels identified are:

Public funds

o European – H2020, others

o National – MIUR and MISE

o Regional

Financial operators

o Banks

o Venture Capital

o Specialised funds

Private

o Large Businesses

o Networks of SMEs

A mix of the sources of financing has been hypothesised for each of the above items, specific to the case in question and listed in the table below.

It is also proposed to proactively involve banks and private/public funds aimed at the development of the SMEs and innovative start-ups.

A specific and permanent “fund raising task force” will be established. It will develop a detailed business plan, designing financial solutions involving different financing channels.


8.2. Dimensioning of financial resources

The sustainability of the cluster is an essential point in terms of ensuring balanced development, but especially in leaving behind the logic of being purely a facilitator/promoter in favour of a proactive logic capable of competing for market opportunities and of building strong supply chains, both at research and industrial levels. In order to accomplish these goals, innovative and scalable services are needed, overcoming Italian weakness in bridging the gap between research and market, in producing and managing intellectual property, and in the growth of managerial and professional capabilities in high tech industries.

Through the IRM Aerospace platform provided by Finmeccanica, CTNA can provide innovative services to SMEs, research centres and big firms. Thanks to the platform, users can access in cloud computing to technological management services, market and technology intelligence, valorisation of intellectual property, technology and best practices transfer and in managing collaborative projects/initiatives, idea generation, intelligence supporting the concept and transfer to the market.

Through the platform described above, cluster management could have members database for what regards products and services, patents, financial analysis, collaborative projects proposals, intelligence information about strategic technologies for aeronautics and space industries.

Hypothesising a conservative 10% penetration on the population of the cluster (about 900 entities), these services could lead to revenues of between 4 and 6 million euro in 2013-2017 period. These revenues are mainly constituted by service commissions and royalty fees for Technology transfers/monetisation of patents.

Another element of financial sustainability considered in the plan derives from the possibility for the Cluster to promote and support the acquisition of research contracts from major national and international firms and SMEs for industrial research Aerospace R&TD Centres. Technological marketing and international inter-cluster collaborations play a fundamental role. A suitable business plan for contracted research will be developed after the expiry of the tender.

These revenues will partially cover the management and development costs of the Cluster.


Table 8.1

CTNA - CLUSTER TECNOLOGICO NAZIONALE

AEROSPACE

Financial requirements 2013-2017

Milion €

Project/Initiative 2013 2014 2015 2016 2017 TOTALPrivate

Ind

Private

FinRegions MIUR/ASI EC

Development and implementation od project

proposals in Aeronautical priorities areas360 378 429 580 570 2.317 50% 10% 10% 30%

Development and implementation od project

proposals in Space priorities areas700 700 800 800 800 3.800 10% 10% 70% 10%

Aerospace Applied R&TD Centres - Consolidation

and implementation of a structured network of 4

industrial R&TD Centers, focussing on key

technological areas and localized in Regions, with

a critical mass of 150-200 researchers

0,50 30 34 54 84 202,50 20% 20% 30% 20% 10%

Phase 1 - Strategy e development plan 0,50 0,50

Phase 2 - Set-up facilities/tools (4 centresx3M€) 12 12

Phase 3 - Operations (HR costs) from 150 to 700-800 in

201718 34 54 84 190

Supply chain initiative - Permanent program of

reinforcment/development SMEs inAeronautics,

Space and ATM supply chains (increase in

management/technological capabilities,

internationalization and "reti d'impresa")

0,50 1 1 1 1 4,50 30% 20% 30% 20%

Phase 1 - Strategy and development plan 0,50 0,50

Phase 2 - Best practice and tools running Projects 1 1 1 1 4

Permanent skill development program for

technicians, engineers and researchers (industrial

PhD) by Universities, ITS and big firms

1,35 3,50 4,50 5,50 3 17,85 20% 80%

Phase 1 - Strategy and development plan 0,35 0,35

Phase 2 - Education and Know-how transfer running

Projects2 2,50 3 7,50

Industrial PhD Project - Grant 1 1,50 2 2,50 3 10

Installation and management of an operating

platform of services and applications for cluster

management, technology transferm intellectual

property management (patent database for key

technological areas) and collaborative projects

1 0,50 0,50 0,50 0,50 3 50% 30% 20%

Setup 1 1

Running 0,50 0,50 0,50 0,50 2

Development of cluster program of positioning,

communication of value and technology marketing0,30 0,25 0,28 0,30 0,30 1,43 50% 50%

Coordination and management costs 0,2 0,25 0,3 0,35 0,4 1,50

TOTAL 1.064 1.114 1.270 1.442 1.459 6.348

Funding Mix


9. Strategic coherence

The strategic plan of the CTNA is a document which summarises the current position and vision, strategy and development paths of R&TD in the national aerospace system, shared by those with an interest in the sector.

The particular, the formation of the cluster began with a baseline of the current situation to map out the excellences in the aerospace sector nationally and understand in which specific technological areas the country excels, in which geographical areas and through which actors. Once the initial situation was understood, the critical technologies were then identified on which to focus at a national level and a technological roadmap was constructed for the aeronautics and space sectors, starting with the portfolio of project proposals from national platforms, the projects portfolios of the Districts and the strategic planning of the businesses involved.

The strategic objectives of the CTNA are aimed at creating the optimal conditions for the implementation of this roadmap. The selection of the four Projects for participation in the tender was made in a structured manner so as to ensure their alignment with the principal technological guidelines defined by the major players and the financing possibilities promoted by the major international and European Union collaboration programmes.

Compliance with the tender requirements

1. “Il Piano, di durata almeno quinquennale, deve mettere in luce la combinazione di processi ed azioni che rendano possibile l'acquisizione di conoscenze e tecnologie avanzate su scala globale e il conseguente radicamento di tali asset, attraverso la loro adozione e sfruttamento, nell'ambito della dimensione locale, nazionale e europea.”

The CTNA promotes internationalisation initiatives (paragraph 6.3.3) for its members aimed at the acquisition of capabilities and technology on a global scale. Specifically, training programmes will be organised with foreign researchers at Italian research centres (and vice-versa). As this initiative continues over time, it will be possible to integrate national capabilities with those from other parts of the world on an increasing scale. Furthermore, the cluster will promote and make its initiatives visible at a European level, interacting with the other clusters of excellence. These activities will make increasingly closer international collaboration possible. Lastly, it should not be forgotten than many members of the CTNA already have numerous working relations at a supra-national level, given that numerous research projects are by their very nature expanding internationally. Also, as described in paragraph 6.3.2, the initiatives of the CTNA include the transfer of technology (both outgoing and incoming), an activity which will assume increasing significance and greater possibility of success if conducted on an international scale.

2. “Il Piano deve essere caratterizzato da elevato dinamismo, flessibilità e capacità di rispondere alle esigenze emergenti nei settori di riferimento”.

The aerospace sector is characterised by long-term planning. The actors involved in the CTNA are of the highest level in worldwide terms or are involved at different levels (Tier 1 and 2) in their supply chain. This allocation ensures a rapid response to the emerging requirements of the market, which are driven by the major international players. The strategic and operating plan of the cluster is based on the requirements expressed by the market worldwide and breaks them down into a strategy based on the synergy of local centres of excellence to respond to sector trends. The separation between government functions and the orientation of the CTNA (chapter 6) enables flexibility in terms of decision-making and a high level of focus on the scientific contents and programmes.

3. “In particolare, il Piano dovrà evidenziare come il Cluster intenda favorire il processo di Smart Specialization delle Regioni e, più in generale, facilitare ed accelerare i processi inerenti lo sviluppo strutturale nel sistema economico Regionale e Nazionale caratterizzandosi quindi per le capacità di:

Identificare puntualmente i risultati di ricerca industriale perseguiti e sinora conseguiti, valorizzandone gli impatti industriali, socio-economici, occupazionali, sul territorio e sul settore di riferimento, l'eventuale implementazione di strumenti tecnologici di condivisione


e sviluppo aperti agli attori pubblici e privati del Cluster, ed i collegamenti nazionali e internazionali generatisi”

The CTNA is promoted by all the major stakeholders in the Italian aerospace sector. Their activities and results are visible in chapter 4 of the Plan. As regards the strategic initiatives of the CTNA (chapter 6.3), their territorial effect is predicted. The CTNA also has an operating platform (chapter 6.4.3) in order to organise and manage its activities in the most effective manner possible.

“Valorizzare programmi strategici di ricerca, di sviluppo tecnologico e innovazione, coerenti con le agende strategiche di riferimento a livello europeo e globale (in particolare Horizon 2020), ed in linea con i programmi di sviluppo e innovazione nazionali ed internazionali”

The R&TD Strategic Agenda of the CTNA has been developed by closely following the strategic guidelines (chapter 3) defined at a European level and accepted nationally, by ACARE in the aeronautics sector and the ESA in the space sector. In order to achieve a greater strategic coherence of the CTNA with the reference strategic guidelines, the technological roadmaps have been included in the frameworks drawn up by the platforms in the sector (ACARE Italia and ASI).

“Favorire soluzioni a problematiche di filiera/settore, attraverso lo sviluppo e il potenziamento di reti lunghe e collegamenti coordinati e stabili con altri Distretti tecnologici e altre Aggregazioni pubblico-private, inclusi quelli delle Regioni della Convergenza, con il fine di sostenere le attività sinergiche tra gli attori del Cluster, e di valorizzare efficaci modalità nel rapporto pubblico-privato per azioni diffuse di trasferimento dei risultati della ricerca verso le attività produttive”

The CTNA groups together 5 regional aerospace districts (Campania, Lazio, Lombardy, Piedmont and Apulia) and sees the active involvement of the major industrial groups, research centres, Universities and associations in the sector. The most significant elements of the Italian aerospace sector are thus represented, covering the entire country. Due to its structure, this grouping is suited to the creation of long networks, responding directly to the requirement for greater integration within the supply chain. The cluster also provides the development of specific programmes in support of the supply chain in its strategic and operating model (chapter 6.3.1).

“Favorire processi di internazionalizzazione, migliorare la capacità di attrazione di investimenti e di talenti, di formazione di capitale umano qualificato anche attraverso la valorizzazione dell'istruzione tecnico-professionale sino al livello post-secondario, creando le condizioni per la nascita e l'avvio iniziale di start up e di spin off di ricerca, nonché per la valorizzazione piani con l'obiettivo di raggiungere una maggiore competitività a livello internazionale, ed una maggiore capacità di realizzare sinergie tra settori industriali diversi sulle stesse tipologie tecnologiche”

The CTNA provides for specific internationalisation (chapter 6.3.3) and Skill Development initiatives, dedicated to training (chapter 6.3.4). In particular, focus is concentrated on training at all levels of specialisation. Programmes are provided for ITS, post-graduate master’s degrees and joint PhD-industry programmes. In addition to the numerous initiatives for the promotion of start-ups and spin-offs already existing in the regional districts, the CTNA provides for a specific programme for start-ups and spin-offs (paragraph 6.3.2). The overall activity of the cluster is oriented towards satisfying one of its high level strategic objectives: the strengthening of competitiveness nationally and internationally. This is especially true if one considers the significance given throughout the Plan to the effects of aerospace research in similar technological contexts (dual smart specialization applications).

“Valorizzare il modello organizzativo scelto dal Cluster e la sua capacità di focalizzare il ruolo del Cluster a supporto delle politiche nazionali e regionali della ricerca e dell'innovazione, al fine di favorire una stabile connessione tra ambiti, politiche, interventi e strumenti di carattere nazionale e regionali”

The organizational model of the CTNA provides for the presence within the management bodies (paragraph 6.6) of the AIAD and ASI associations. These will ensure the compliance of the CTNA agenda with the national strategic guidelines. The technological roadmap defined by the cluster is based on that prepared previously by the national


platforms and updated thanks to the contribution of all the major stakeholders. The operating model also enables the start-up of programmes on all the main themes in support of the competitiveness of the national aerospace sector. In these programmes, each regional district can valorise and share all the activities previously carried out and find a definitive role in each function and programme. The operating platform (chapter 6.4.3) also provides a tool for management and planning/coordination and sharing which is indispensable for the functioning of the complexities of the CTNA.

“Attrarre capitale e finanza privata anche attraverso la maggiore capacità di deals flow permessi dalla rete, mirando a ridurre nel tempo la percentuale di finanza pubblica, e ad assicurare l'autosostenibilità di lungo termine”

Attracting public and private financing is one of the strategic objectives of the cluster (chapter 6.2). The CTNA is supported by a five-year financial plan (chapter 8) providing for the self-sustainability of the structure, thanks to the supply of services to members of the cluster and specific initiatives to increase the contribution of financing other than public contributions (Technology transfer and involvement of private financiers).

Adherence to the assessment criteria of the tender

1. “Coerenza Programmatica: Complementarietà e coerenza degli obiettivi e delle attività del Cluster con le strategie previste dalla programmazione regionale, nazionale e comunitaria in materia di ricerca e innovazione, con particolare riferimento ad Horizon 2020, alla strategia dell'innovazione per il raggiungimento dell'eccellenza dei Cluster europei, ed ai principi orizzontali (partenariato, pari opportunità e non discriminazione, accessibilità per le persone disabili, sostenibilità ambientale)”

The CTNA strategic plan respects the criterion of Planning Coherence: the strategic objectives of the CTNA are based on an accurate analysis of the needs of the various interest bearers from a grouping at a national level (chapter 6.1). The operating programmes and technological roadmap (chapters 5.4 and 6.3) have been constructed jointly and shared with all the interest bearers, ensuring equity and a partnership logic.

The CTNA is in line with the regional research and innovation strategies through the action of the Districts in the framework of the aerospace policies of each region (chapter 4.2) At a strategic, technological roadmap and project selection level, the CTNA is also coherent with:

the strategic objectives, challenges and goals of the European Horizon 2020 aeronautical and space research and innovation programme (chapters 3, 5.4 and 7)

the strategic research and innovation guidelines for the sector defined by the international industrial associations and European and national technological platforms, ACARE, ESA/ASI, ACARE Italia and Spin-IT (chapters 3.2, 3.3, 5.1, 5.3, 5.4 and 7)

the international models and policies for European clusters (chapters 6 and 8)

the research, technological and industrial capabilities of each District and the subjects which will form the project partnerships (chapters 4,1, 4.2, 5.2, 5.3 and 5.4).

Lastly, the strategic, operating and governance model of the cluster, its operating functions and opening to all interested subjects ensure the respect of the horizontal principles, such as partnerships, non-discrimination and sustainability (chapters 4.2.6, 6.6 and 8).

2. “Rilevanza dei Risultati Conseguiti dal Cluster, e/o dei soggetti pubblici e privati di riferimento nei tre anni precedenti, con particolare riferimento alla valenza scientifica delle attività di R&D sullo scenario nazionale e internazionale, allo sviluppo di brevetti, alla nascita di start-up e spin-off, all'implementazione di progetti pubblico-privati, ed all'impatto industriale, socio-economico, occupazionale complessivamente generata; rilevanza dei risultati conseguiti nella gestione amministrativa del Cluster, con particolare riferimento alla ottimizzazione delle risorse finanziarie pubbliche ed all'attrazione di risorse finanziarie private”

Given the accurate mapping and current status on which it is based, the strategic plan of the CTNA highlights the technological capabilities (chapters 4.2, 4.3, 4.4 and 5.2), the results achieved in terms of innovation produced, initiatives carried out at a national and international level and the results achieved (chapters 4.2, 4.3 and 4.4) by each of the


subjects involved. The plan also highlights the map of all the research projects undertaken by the promoting Districts, including completed projects and those being started/planned, the relevant budget, sources of financing and results achieved in the completed projects in terms of patents, development of prototypes and new technologies and creation of start-ups and spin-offs. Lastly, the plan highlights the economic, social and employment impact of starting the CTNA (chapters 6.7 and 8).

3. “Rilevanza dei Risultati Attesi dal Cluster rispetto al contesto scientifico nazionale e internazionale, capacità di valorizzare laboratori e strutture di ricerca dei soci ripensandone il funzionamento su scale trans-nazionale ed in un'ottica di rete, capacità del Cluster di generare ricadute positive in più settori/ambiti, consolidare la competitività dei territori di riferimento, attrarre capitali, finanza privata, investimenti e talenti, perseguire l'autosostenibilità di lungo termine e promuovere la nascita e l'avvio di start up e di spin off da ricerca, favorire la formazione di capitale umano qualificato anche attraverso la valorizzazione dell'istruzione tecnico-professionale”

The strategic plan of the CTNA highlights a long process for the definition of a portfolio of project proposals shared and validated by all the players. This is basically a multi-annual R&TD programme constructed on the basis of the identification of the priority technological areas (chapter 5.2), the capabilities/strategies of the participants and the input of the national and international technological platforms. This process highlights the absolute significance and coherence of the results which the CTNA will achieve in a national and international context. The construction of this technological roadmap represents the updating of the research plans submitted by the national technological platform and may be considered in itself a result of great significance and impact.

In order to respond to and satisfy the strategic objectives in line with national and European policies and the requirements of the interest bearers, the CTNA intends to develop five strategic programmes:

Expansion of the supply chain (chapter 6.3.1): the programme ensures the strengthening of the supply chain in terms of the collaboration and partnership models and long networks operated by the CTNA, guarantees the capacity of the CTNA to generate positive effects in several sectors/contexts and support the supply chain and firms in identifying and making use of business opportunities and valorising the dual potential of the technologies.

Valorisation of intellectual property (chapter 6.3.2): the programme ensures the start-up of initiatives in support of the valorisation of the intellectual property of its members in a context of specialist training, intelligence and Technology transfer and initiatives in support of research start-ups and spin-offs.

Intellectual internationalisation (chapter 6.3.3): given that it is a national player, the CTNA can contribute towards increasing Italy’s international exposure and pursue international partnerships to consolidate the role of national aerospace on the market.

Development of capabilities (chapter 6.3.4): the programme ensures the consolidation of the competitiveness of the territories involved, favouring the training of highly qualified human resources through managerial, scientific, academic and technical training programmes in collaboration with universities, major firms and Higher Technical Institutes.

Brand, Internationalisation and technological marketing (chapter 6.3.4): the programme ensures the positioning of the CTNA as cluster leader at a European level for implementing strategic and long-term collaborations with the other aerospace clusters. By presenting itself as a body with an established identity and not merely as a union of existing bodies, the CTNA will be favoured in terms of attracting capital, private financing, investments and valuable human resources.

Lastly, the action of the CTNA on the know-how infrastructures is aimed at creating a network of R&TD centres which valorise the research laboratories and structures of the stakeholders, reviewing their functioning on an international scale and from a network viewpoint, thanks to the consolidation of specific priority technological areas.


4. Management, Governance e Reti di Collaborazione: Efficacia e rilevanza delle capacità del Cluster in termini di management e governance delle attività e dei rapporti di tra i partecipanti, nonché capacità del Piano di promuovere processi di internazionalizzazione e sviluppare e potenziare reti lunghe di collaborazione strutturale e stabile a livello nazionale e internazionale, creare collegamenti coordinati e stabili con i Distretti Tecnologici e le altre Aggregazioni pubblico-private delle Regioni della Convergenza, nonché aderire e contribuire allo sviluppo di Piattaforme Tecnologiche Italiane ed Internazionali

The governance model outlined (chapter 6.6, part of the statutes) enables the proper management of the CTNA at a decision-making/managerial and technical-scientific level, ensuring operational flexibility and quick decision-making. The CTNA also facilitates transversal relations between all the interest bearers in the common themes of the strategic initiatives. The CTNA also provides for the adhesion of other subjects and interest bearers as ordinary stakeholders, giving all the players in the national aerospace sector (large, medium and small enterprises, Research Centres, the academic world, Government Institutions, national agencies and platforms, category federations and industrial and technological regional aerospace districts) the possibility of active involvement.

The plan underlines the capacity of the CTNA to promote internationalisation processes and developing and expanding long structural collaboration networks at a national and international level. The CTNA favours increasing Italy’s international exposure and the search for international partnerships (chapters 6.3.1, 6.3.3 and 6.7). The plan highlights the role of the CTNA in creating coordinated and stable connections with the Districts and other public and private players to rationalise the actions of the aerospace system. The intelligent specialisation that the CTNA intends to promote, and which is based on a clear policy of the Regions and Districts involved, is aimed at properly valorising the areas of technological excellence expressed by the territories involved, organising them in a coherent framework and using them together as a flagship for the national industry.

Lastly, as already mentioned, in producing the technological roadmap, the CTNA acknowledged the inputs of the national technological platforms, integrating them and updating them with the strategic and design vision of the industry and existing districts (chapter 5.4).

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