inspiration guide · indeed, since technology evolves at lightning speed, so do examples. enjoy the...
TRANSCRIPT
INSPIRATION GUIDE FOR BELGIAN CITIES AND TOWNS Smart Cities
1. SMART CITIES: BETWEEN DREAM AND REALITY . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8
2. MAIN TRENDS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12
3. WHY THE TERM “SMART CITIES”? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 20
4. A WORD ON STANDARDS. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22
5. SMART CITIES POLICY . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 24
6. 4 KEY TOPICS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 28
1. Smart Energy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 30
2. Smart Mobility . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 36
3. Smart Building, Living & Working Environment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 42
4. Smart Digital Communication & Infrastructure . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 48
7. 13 RECOMMENDATIONS FOR CITIES AND TOWNS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 56
8. OUR PARTNERS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 60
9. REFERENCE TO SOURCES . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 62
2 3
Dear reader,
More and more people choose to live in cities. This trend creates new challenges in terms of mobility, energy supply, air quality,
care for the elderly, etc. In order to continue to ensure the sustainability of their systems, cities and towns will have no choice but
to organise themselves even better in the future: they will have to become “smarter”.
Ever since 2011, Agoria’s Smart Cities Community has been assisting cities and towns by providing them with examples of good
practices from the technology industry. At present, already more than 400 stakeholders (companies, public authorities and knowl-
edge centres) have come together to develop the Smart Cities project.
What is their ambition? They aim to transform our urban environment into a sustainable space where the living, working and
staying experience of people is enhanced by innovative technology solutions.
SMART CITIES: A BROAD CONCEPT
The ITU-T, an international study group focusing on telecommunications, defines a Smart City as follows:
“A smart sustainable city is an innovative city that uses information and communication technologies (ICTs) and other
means to improve quality of life, efficiency of urban operation and services, and competitiveness, while ensuring that
it meets the needs of present and future generations with respect to economic, social and environmental as well as
cultural aspects.”
4 key topics
As the federation for the technological industry, Agoria examines closely four specific topics:
1. Smart Energy
2. Smart Mobility
3. Smart Building, Living & Working Environment
4. Smart Digital Communication & Infrastructure
For each of these areas, we can really make a difference by working together with Belgium’s cities and towns.
4 5
A holistic approach
One thing is certain: the only way to make a city “smarter” is to cross the borders between policy areas. But getting the different
stakeholders to work together is also crucial: the city and the Region, companies, knowledge centres, financial institutions, and –
last but not least – the citizen. Indeed, we should not forget that improving the comfort and quality of life of the population is the
main focus here.
Time to act
Various European cities have been trying to become Smart Cities for several years already. The combination of long-term vision,
broad political support and actual implementation plans is gradually starting to bear fruit.
Even though our country boasts a leading industry, the concept of Smart Cities is still in its infancy. If we want to showcase our
cities and towns on the world stage, we need to implement practical and scalable actions urgently.
The goal of this guide is to assist and inspire you. To do this, we will rely on case studies from Belgium and abroad. First of all, we
will observe today’s major trends in the light of our Belgian urban context. We will then examine in more detail our four key topics
(Smart Energy, Smart Mobility, Smart Building, Living & Working Environment and Smart Digital Communication & Infrastructure)
and present you with business models and technology solutions. Finally, we will provide you with a series of practical recommen-
dations.
You should view this inspiration guide as a starting point and visit the associated website regularly www.agoria.be/smartcities.
You will find even more case studies and detailed explanations on this Smart Cities digital platform. Indeed, since technology
evolves at lightning speed, so do examples.
Enjoy the read!
Ingrid Reynaert
Business Group Leader
Smart Cities, Agoria
Peter Van Den Heede
Marketing & BD Manager,
Smart Grids CEU Region &
Benelux, ABB - Voorzitter
Agoria Smart Cities
Comité
Emanuel Marreel
Business Development &
City Account Management,
Siemens - Vice-president of
Smart Cities Committee of
Agoria
Philippe Dubernard
Business Analytics, IoT,
Smarter Cities & BeNeLux
Leader, IBM - Vice-president
of Smart Cities Committee
of Agoria
292
103
13companies
federations, knowledge
centres and political parties
regional and local
authorities
AGORIA SMART CITIES COMMUNITY
6 7
... to scalable achievements
While in the development stage, a Smart City has to deal with two types of movements: “bottom-up”
and “top-down”. “Bottom-up” initiatives stem from grassroots participation. Take the many local appli-
cations for example.
These are all interesting initiatives, but they prove insufficient to transform a city or town into a smarter
environment. That’s because, in order to achieve this, it is also necessary to adapt and modernize the
infrastructure. This is consistent with the “top-down” decisions which are part of a long-term vision.
At present, there are still too few examples of large-scale projects implemented at a neighbourhood or
a city level. Compared to the best students in the European class (Copenhagen, Barcelona, Helsinki
and Vienna), we are still lagging quite far behind. Consider for example the connection of thousands of
homes to heating networks. Or the installation of intelligent traffic lights that optimize city traffic flows
while protecting vulnerable road users.
The ambition to offer a good environment in which to live, reside or work is not the
prerogative of large cities, as evidenced by numerous smaller projects implemented in
our cities and towns. As a matter of fact, this is how the Kortrijk based Shop&Go project
won the Agoria Smart City Award in 2014.
Small scale pilot projects...
Why are current Belgian Smart Cities initiatives rather small in scope? The reasons are
many: lack of (long-term) vision, a compartmentalized approach, the low impact of local
authorities on urban development, budget cuts, etc. Not to mention that the first concern
of many Belgian cities and towns is still to optimize and digitize their internal processes.
As a result, small-scale initiatives keep getting priority: those famous “quick wins” provi-
ding visible results during the same legislature. However, if we want to shift up a gear, we
must adopt an integrated and holistic approach as part of a long-term vision.
01 SMART CITIES: BETWEEN DREAM AND REALITY
Our country is one of the most urbanized re-
gions in the world. It is therefore within the
cities themselves that the quest for solutions
to the major socioeconomic and ecological
challenges of our time is initiated: climate
change, ageing population, global competi-
tion, digitalization, and so forth. Admittedly,
Belgium’s cities and towns are already playing
their part. Yet, huge potential remains untap-
ped.
8 9
The role of the citizen
How can a technology solution meet a specific need and be
implemented to increase the citizen’s comfort? Such is the
starting point of Smart Cities. As an end-user, the citizen has
a key role to play. The project’s success will therefore depend
on his or her degree of involvement.
The role of Agoria
Agoria intends to do more than just establish a dia-
logue between cities, policy makers and the technology
industry. We want to offer them a platform on which to
carry out a strategic exercise and provide them with in-
formation and advice on trends as well as technological
solutions.
We aim to become the “single point of access” of
cities and towns for everything related to the
technology industry. As a matter of fact, our members
boast extensive knowledge in this area on a world-
wide scale. Not only in terms of technology, but also
with regard to funding and business models. In short,
Agoria is the only federation to encompass the entire
technology value chain. Our ambition is therefore to
act as a facilitator and assist our cities and towns
with implementing Smart Cities projects quickly and
successfully.
OWNER OR TENANT
The cities and towns are currently facing a difficult choice:
should they develop themselves their own infrastructure,
purchase one and manage it, or rent services. Various fac-
tors such as flexibility, control, capacity and project cost are
determined by their decision.
FINANCING
Different options are possible in terms of funding to meet
the needs of both the administration and the partners con-
cerned. It is worth noting, however, that there is no blanket
magic recipe for all Smart Cities projects. Indeed, the funding
package should take into account:
/ the type of project;/ the customer’s credit-worthiness;/ the cost of the preliminary study;/ the future role played by the authorities and their partner.
New thinking and acting habits
A Smart City is visionary, digital, open and collaborative. It
makes its residents its primary concern. To achieve this goal,
a vision that is as much cross-sectoral as trans-political is
absolutely essential. So is an integrated approach.
Indeed, developing smart solutions requires a whole range
of expertise: in infrastructure, energy, mobility, ICTs and plan-
ning. The various stakeholders (companies, investors, local
authorities, knowledge centres and citizens) have to work
together in search of the best solutions to meet their needs.
Cities which successfully deploy smart city projects usually
have a strategic Smart Cities entity or department that de-
fines a long-term vision, checks that measures are imple-
mented properly, and takes care of overall coordination. In
addition, in our Belgian context, the successful deployment
will depend heavily on the degree of autonomy given to our
local authorities and the balance between private and public
infrastructure.
Real challenges
SMART COLLABORATION NEEDED
Only 19 of the 589 Belgian municipalities have more than
75,000 inhabitants (2015 figures). In organisational and budg-
etary terms, it is not tenable to appoint a separate Smart Ci-
ties coordinator, develop a digital platform or create an intel-
ligent energy network in every municipality. Different regions
have therefore taken steps to create clusters. For instance,
the south and centre of West Flanders, like Pajottenland and
Kempen, have signed a regional pact.
COMPLEX STRUCTURES
Each Smart Cities project has to rely on a commercial and
financial model. This has implications for the parties con-
cerned and depends on the environment. The administration,
industrial partners and financial institutions face difficult
challenges as a result. All the more since structures are
created in which none of the stakeholders have as yet much
experience.
10 11
1. Urbanization
More than half of the world population is currently living in cities. By 2050, this ratio will rise
to 70%. Here in Belgium, 98% of the population is already considered urban. It is true that
we rank among the top 10 most urbanized regions in the world.
POPULATION GROWTH
According to the new population forecasts, by 2060, Belgium should have 13.1 million
inhabitants and 5.9 million households. This represents 1.9 million inhabitants and 1.1
million households more than in 2014. The Brussels-Capital Region is expecting a 26.2%
population increase by 2060, compared to 20% in the Walloon Region. The Flemish Re-
gion for its part should register a 14% increase in its population. Cities such as Aalst, Antwerp, Asse,
Grimbergen, Halle, Hasselt, Mechelen, Lokeren, Vilvoorde, Ghent, Zaventem and Sint-Niklaas can expect a 5 to
10% population growth by 2024. Many Walloon cities and towns are also booming: according to forecasts, the
population of Estaimpuis, Habay, Orp-Jauche, Jurbise, Enghien and Arlon is expected to increase by between
20 and 26% by 2026. A new type of organisation is therefore necessary to ensure the liveability.
DENSIFICATION
This demographic boom will further
amplify population density. According
to forecasts, 20% more people will
have to share the same surface area.
Note, however, that great disparities
can be distinguished at regional level.
For instance, the population density
in Flanders is twice that of Wallonia.
Source: FPS Economy
What should the city of the future look like?
In order to answer this question we must first
identify today’s and tomorrow’s social chal-
lenges. Several major trends are emerging
globally: urbanization, globalization, ageing
population, climate change and digitalization.
We are closely concerned by these changes
as they have a direct impact on our environ-
ment.
02 MAIN TRENDS
12 13
Belgium 2000 2014 2030 2060
Total population
(in thousands of inhabitants)10,239.1 11,150.5 11,944.6 13,093.8
0 - 14 (%) 17.6 17 16.9 16.9
15 - 64 (%) 65.6 65.1 60.7 58.6
65+ (%) 16.8 17.9 22.4 24.6
85+ (%) 1.8 2.5 3.0 5.8
Average age 39.6 41.2 42.7 43.7
Senior dependency (65+ years)/(15-64 years)
25.5 27.5 36.9 42.0
Working-age persons per senior (15-64 years) / (+65 years)
3.9 3.6 2.7 2.4
3. Demographic changes
The number of seniors is expected to double worldwide by 2050. By then, there will be 2 billion people aged over 60 year living on our
planet. Nearly 392 million people will even be over 80 years old. Faced with these demographic changes, cities must reconsider the
sustainability, accessibility and availability of health care. For example, smart technologies could help seniors stay at home longer and
live independently.
The Belgian population’s ageing will continue, with the average age rising from 41 years in 2014 to 44 in 2060. Still by 2060, the share
of the 15-64 age group in the total population will decrease from 65% in 2014 to 59%, while over 65s will account for 25%, compared
to 18% in 2014. In other words, the senior dependency ratio is increasing, while the ratio of working-age people per elderly person is
decreasing.
2. Globalization
The social and spatial dimensions of urban development and urban renewal play a key role in the deployment of a Smart City. Urban
growth mainly depends on the economic structure (specialization versus diversity) and the level of education of the inhabitants. Con-
sequently, the authorities should pay attention to the development of communities in deprived areas, the level of participation and
involvement in projects, social cohesion, strategic spatial planning, the spirit of initiative as well as the role played by migration and
transit areas in urban renewal.
Each city or municipality has its own identity. And yet, the need for greater cohesion is more and more acute. Smart technology solu-
tions can boost social cohesion and help build an urban identity. The “ZWERM” city game is a shining example of such an application.
It enabled the city of Ghent to be nominated for the Agoria Smart City Award in 2014.
Source: FPS EconomySource: Belgian Federal Planning Bureau
AIR QUALITY
In June 2015, the European Commission referred Belgium to
the Court of Justice of the European Union over persistently
high levels of dust particles. These particles pose a major
risk to public health, as they can cause respiratory problems,
lung cancer and lead to premature death. For example, stu-
dies have shown that every year poor air quality causes more
deaths than road traffic accidents. What are the main causes
of this problem? Motor vehicle traffic, industry and domestic
heating.
In the top 10 European cities with the most traffic conges-
tion, we find 3 Belgian cities: Brussels (ranked 2nd), Antwerp
(4th place) and Ghent (10th place).
Rankingin 2014
Metropolitan areaNo. of lost hoursin traffic (2014)
1 London (commute zone) 96
2 Brussels 74
3 Cologne 65
4 Antwerp 64
5 Stuttgart 64
6 Karlsruhe 63
7 Milan 57
8 Düsseldorf 53
9 Utrecht 53
10 Ghent 52
MOBILITY
More inhabitants means more pressure on urban mobility. Accord-
ing to European Commission estimates, traffic congestion costs
the EU 100 billion euros each year. More than ever, therefore,
energy-efficient public transport and ways to properly manage
traffic are crucial to mobility.
Belgium remains the country where (car) drivers waste the most
time in traffic jams. This is the finding of the “Traffic Scorecard”,
the yearly analysis conducted by INRIX, a US company and inter-
national leader in real-time traffic information. In 2014, we lost an
average of 51 hours in gridlocked traffic.
Europe
country rank 2014Country
Country avg hours.wasted annually (2014)
1 Belgium 51
2 Netherlands 41
3 Germany 39
4 Luxembourg 34
5 United Kingdom 30
Source: VITO
Annual average levels of nitrogen dioxide (NO2 ) in 2013:
Source: INRIX 2014 Source: INRIX 2014
14 15
The “urban heat island” effect in Antwerp – Average temperature differences between the city and the surrounding countryside at midnight:
Summer 2013 Summer 2030
Source: VITO
URBAN HEAT ISLANDS
In towns, the temperature is generally higher than in rural areas. During heat waves, city dwellers are much more vulnerable to
heat stress. This situation leads to more deaths, especially among the elderly and children.
There has been little focus on “urban heat islands” in our country until quite recently. What causes this phenomenon? Less veg-
etation (and therefore less natural evaporative cooling), sun radiation caught between buildings, limited heat exchange between
the city and the atmosphere, the thermal inertia of materials and heat generated by heating and cooling systems as well as street
traffic.
There is a clear link between population density and the urban heat island effect at ground level. In cities, a 4 to 5°C temperature
increase has therefore been observed. An additional 2 to 4°C rise is predicted by 2030.
The Covenant of Mayors
Despite occupying only 2% of the Earth’s surface, cities are responsible for three quarters of global energy consump-
tion. They also generate 80% of global CO2 emissions and 70% of the waste. In Belgium, 41% of the total energy
consumption is attributable to residential housing.
In short, cities bear the brunt of the responsibility. The very existence of the Covenant of Mayors is proof that
they are aware of that fact. Indeed, many European cities have pledged to reduce their CO2 emissions by 20%
by 2020. In our country, 253 cities and towns signed this covenant. 114 of them (45%) have even submitted
an Action Plan for sustainable energy and 32 of the signatories (13% of the total number of cities and towns)
have delivered progress reports on the basis of these Action Plans.
4. Climate change
Climate change is a direct consequence of the growing increase in levels of greenhouse gases in our atmosphere. Forecasts thus
predict a 30% increase in ozone concentrations by 2030. This increase will be most acute close to high traffic road systems and
in city centres. This phenomenon stems from the ozone layer depletion.
In this century, we can also expect a rise in sea level by 18-59 cm, an average temperature increase in the order of 1.1 to 6.4°C
globally, and changing rainfall patterns. All that will result in floods, drought and the spread of diseases.
VISIBLE EFFECTS
Are these climate changes already visible at present in our country? And what does the future hold for us? Although it is quite
normal to observe strong natural fluctuations, the effects of climate change are already clearly visible. For instance, the average
annual temperature recorded in our country is already 2.4 degrees Celsius higher than in pre-industrial times, the average wind
speed inland has fallen by 10-15% over the past 50 years and the average sea level in Ostend was already 11.5 cm higher in
2013 than in 1950.
16 17
5. Digitalization
Information and communication technologies are booming. And the associated digital infrastructure - whether cable, wireless or
satellite - is being deployed at a fast pace. In fact, this is crucial, since, according to estimates, by 2020, as many as 50 billion
devices will communicate with each other independently via the “Internet of Things” (IoT). Incidentally, today the average European
household already has 5 connected devices.
The Internet of Things is expected to develop into an ‘Internet of Experience” where devices, infrastructure and citizens will create
their own data. In the last two years alone, the total amount of data exchanged worldwide has doubled. These massive flows of
data obtained from devices, sensors and social networks will give rise to a host of smart services.
The human body and mind is a major data source as yet relatively untapped: we can measure almost everything about us. All this
data can be stored, analysed and processed worldwide in the cloud. According to forecasts, by 2025, over 60% of computer
data will be stored in the cloud.
THE BELGIAN DIGITAL FOOTPRINT
(Source: Proximus)
52%80%
54%50%
68%
73%of Belgians are active on social networks
of Belgians use the internet daily
of Belgians have a smartphone
of Belgians surf the Internet on mobile devices
households have a broad-band Internet connection
of consumers (over 15 years) made online purchases in 2015
18 19
AGORIA SMART CITIES RANKING 2015
For the third time, Agoria has established a ranking of Bel-
gian cities and towns which are organised smartly.Ranking Municipality Score
1 Hasselt 85
2 Namur 69
3 Leuwen 68
4 Mechelen 66
5 Genk 63
6 Kortrijk 60
7 Liège 57
8 Seraing 57
9 Roeselare 57
10 Sint-Niklaas 57
11 Ghent 56
12 Mons 50
13 Aalst 49
14 Bruges 48
15 Tournai 45
16 Charleroi 37
17 Brussels (Region) 37
18 Ostend 36
19 Antwerp 32
20 La Louvière 31
This ranking is established on the basis of public data
and according to 5 criteria:
1. The environment: the average number of kilos of
unsorted household waste per capita (kg/habitant)
(2013).
2. Energy: the average consumption of residential
energy per capita (MWh/inhabitant) (2012).
3. Buildings: the number of residential renovation
permits issued per 1,000 inhabitants (2014).
4. ICTs: the number of digital companies per 1,000
inhabitants (2014).
5. Air quality: levels of PM2.5, PM10, O3 and NO2
expressed in nanogrammes per cubic metre (2013).
We also analysed the extent to which our cities and
towns aim to become “smart”. To do this, we examined
the 2013-2019 government agreements by the yard-
stick of 41 different criteria (2014).
Smart Cities Rankings
The ambition of many cities across the world is to rank among the Smart Cities. Their achievements in terms
of sustainability, greening and mobility play a major part in increasing their chances of recognition.
The international standard ISO/DIS 37120 consists of 17 indicators used to map a city’s urban processes
and the quality of life of its inhabitants and thus compare cities internationally. Barcelona, London and Paris
prance ahead of the top 10 European Smart Cities ranking established in 2015 by the British Standard Insti-
tution (BSI). Juniper Research even elected Barcelona “Global Smart City 2015”.
Here is the result for the 20 largest cities and
towns:
03 WHY THE TERM “SMART CITIES”?
Over the years, the concept of “Smart Cities” gradually became ubiquitous
in city marketing. But what does it mean exactly? Dozens of scientists
have studied the topic. The common denominator in the definitions they
provided? Smart technology.
Intelligent digital applications are intrinsically part of the Smart Cities concept. It must be said
that technology is a powerful tool that can be leveraged to develop an urban ecosystem that is
innovative, sustainable and inclusive.
/ INNOVATIVEUse innovative technologies and all other means available as efficiently as possible to raise the
quality of life, processes and services to a higher level, stimulate creativity and entrepreneur-
ship, and increase competitiveness.
/ SUSTAINABLEMeet the needs of present and future generations optimally, use natural resources responsibly
and take economic, social and environmental aspects into account.
/ INCLUSIVEForge links between different groups of residents, both among themselves and with their environ-
ment. In doing so, citizens become jointly responsible for the project and a future-proof ecosystem
is set up.
Ultimately, what is the definition of a smart city? Even though experts can’t agree on that point, they
are unanimous when it comes to defining the objective of Smart Cities: improve the quality of life
of city dwellers and visitors’ comfort. Above all else, a Smart City must be a pleasant environment
where people enjoy living, working and spending their leisure.
20 21
Several European and international standardization committees have already provided definitions and
drawn up a list of criteria for a city to be recognised as a Smart City. However, there is still much to do in
terms of standardization and technical norms. Here is a list of the main standardization committees:
/ The CEN-CENELEC-ETSI Coordination Group “Smart and Sustainable Cities and Communities”
(SSCC-CG)/ The ISO Technical Committee 268 “Sustainable Development” (ISO/TC 268) / The ISO Strategic Advisory Group “Smart Cities” (SAG S_cities)/ The IEC Systems Evaluation Group on Smart Cities (IEC / SEG1) / The ISO/IEC JTC1 Working Group “Smart Cities” of (JTC1/SG1) / The UIT-T group specialised in smart and sustainable cities (FG-SSC Group)/ The Smart Cities Development Group of the British Standard Institution (BSI) / Other ISO standardization technical committees: ISO/TC 59/SC2 “Terminology and harmonization
of languages”, ISO/TC 207 “Environmental management” and ISO/TC 292 “Security and resilience.”
04 A WORD ON STANDARDS
If Smart Cities want to go beyond the exper-
imental stage and roll out large-scale soluti-
ons, widely recognised and accepted tech-
nical norms and standards are needed. This
explains why Agoria plays an active role in the
various standardization committees.
22 23
1. Europe
In October 2015, EU Member States finally reached an agreement on the 2030 climate
and energy targets: reduce greenhouse gas emissions by at least 40% compared to
1990, generate energy from 27% renewable energy sources as a minimum, and im-
prove energy efficiency by at least 27%.
THE SET-PLAN
The Strategic Energy Technologies (SET) Plan is the technology pillar of the EU’s energy
and climate policy. Indeed, it is impossible to achieve the EU’s goals with regard to the
environment and energy without deploying more efficient energy technologies.
The SET-Plan establishes a long-term action plan for research, demonstration and innova-
tion, without forgetting to target specific milestones for the years to come. Strategic pro-
gramming and planning play a key role in the matter. The European Commission published
a new SET-Plan on 15 September 2015.
THE EIP-SCC
In 2012, the European Commission also kick-started the European Innovation Partnership (EIP) on
Smart Cities and Communities (EIP-SCC). It aims to accelerate the deployment of integrated industrial
solutions for Smart Cities. The EIP approved its Strategic Implementation Plan (SIP) in October 2013.
The first version of the Operational Implementation Plan was published in 2014.
HORIZON 2020
The SET-Plan and EIP-SCC have been translated into concrete actions in the “Horizon 2020” European
Research Framework Programme. The new theme of “Smart and Sustainable Cities” was incorporated
in the section entitled “Cross-cutting Activities” of the 2016-2017 Horizon 2020 work programme.
Several political initiatives with regard to Smart
Cities have been set up at European level and
within our three Regions. However, com-
petences at federal level are rather limited.
05 SMART CITIES POLICY
24 25
POLICY STATEMENT OF THE GOVERNMENT OF THE
BRUSSELS-CAPITAL REGION - 2014-2019
Smart Cities are among the objectives defined in the general
policy statement for 2014-2019 of the Brussels government.
Responsibility for the deployment lies with the Secretary of
State in charge of IT and digitalization at the regional and
municipal levels.
The http://smartcity.brussels/ website was launched shortly
after the Brussels Smart City Summit of June 2015. A Smart
City Coordinator was also appointed in October 2015. She
will act within the BRIC (Brussels Regional Informatics Cen-
tre). Note that the BRIC had already developed a Smart Cities
strategy in its “White Paper 2014-2019 smartcity.brussels”.
The White Paper focuses on four major challenges for the
development of the City-Region: connection, sustainability,
openness and security.
DIGITAL BELGIUM
At the federal level, the Smart Cities policy is limited to the
action plan “Digital Belgium” action plan and a residual com-
petence with regard to the coordination of mobility and the
large cities policy.
In April 2015, the Minister for the Digital Agenda introduced
the “Digital Belgium” action plan. It presents the long-term
digital vision of our country and translates it into clear objec-
tives to strengthen the position of Belgium in the digital field.
Despite a significant transfer of funds from the Federal Cities
Policy to the regions, it was decided to also retain large cities
as a domain of action at the federal level.
2. Belgium
DIGITAL PLAN WALLONIA
The digital plan was presented by the Digital Council to the
Walloon Government on 18 September 2015:
“Transform Wallonia into a connected and smart territory,
where technology companies are globally recognised lead-
ers and the engines of a successful industrial change and
where digital innovation is supported to enhance the quality
of education, the accessibility of public services and the well-
being of citizens.”
The Walloon government has set Smart Cities high on its list of
priorities, naming the well-being of citizens as one of its objec-
tives. The plan covers 5 topics, with Smart Cities falling under
the “Connected and Smart Territory.
URBAN PLANNING IN WALLONIA
On 12 November 2015, the Walloon government approved
its strategy for a regional urban policy:
“Adopted by the Walloon Government on 12 November
2015, it provides for the establishment of urban develop-
ment plans (plans de développement urbain - PDU), which
will constitute long-term development projects, and a coor-
dinated set of urban development, planning and re-planning
actions with a 6-year implementation deadline. In addition to
a section on attractiveness and another on “living together”
(i.e. social cohesion), these urban development plans will in-
clude a section dedicated to the Region’s digital and tech-
nology intelligence.”
POLICY NOTE ON “HOME AFFAIRS AND URBAN POLI-
CY 2014-2019” – FLANDERS
To pursue a policy of innovative cities is one of the strategic
objectives contained in the Policy Note “Home Affairs and
Urban Policy 2014-2019” of the Flemish Region:
“The starting point is the cross-disciplinary attention given to
cities in the coalition government agreement and the chal-
lenges inherent in cities that can be leveraged. These may
be the following major challenges: ensure sustainable distri-
bution and smart urban logistics; develop a multifunctional
infrastructure; develop efficient and effective communication
and transportation networks, develop innovative energy so-
lutions for the city, create a green city in line with the needs
of families and the environment, support the new economy
and circular economy, strengthen urban housing policy and
enable smart densification, reduce poverty and social disad-
vantage, promote integration, etc.”
26 27
06 4 KEY TOPICS
28 29
ENERGY IN THE CITY OF TOMORROW: A BALANCING ACT
Greater scope for innovation
The outsourcing of energy infrastructure, the absence of vi-
sion or roadmap, no legal framework and the scarce financial
means contribute to the lack of ambition plaguing the energy
projects run by Belgian cities and towns. If we want to future-
proof our competitiveness, however, we urgently need to lau-
nch projects at city or neighbourhood levels.
Unfortunately, many utility companies are only concerned
with the economic aspect, thus postponing the upgrade
of the energy network. It is true that for many new technol-
ogies, the short-term return does not cover the initial invest-
ment. This explains why most of the tender specifications still
provide for conventional lighting rather than LED lighting, for
example. And yet this type of lighting offers many opportu-
nities to make neighbourhoods more energy efficient, more
pleasant and safer.
In addition, due to the regulatory framework and limitations
applying to the low voltage network automation, the energy
from solar panels on the roofs of companies cannot be har-
nessed optimally. For example, connected participants can-
not sell and buy electricity from each other and run the risk of
their installation not being able to inject part of its production
into the grid. In short, within this narrow framework, it is often
difficult for innovation to develop, with the result that we may
end up lagging behind compared to neighbouring countries.
Energy management driven by new technologies
To avoid such scenarios in the future and ensure opportuni-
ties for innovation are there, it is crucial that the city and its
citizens urgently strengthen their control over energy supply,
without overlooking the expertise and experience of public
utility companies, however. The challenge, therefore, is to
find a balance between the powers of municipal authorities
and inhabitants on the one hand, and effective actions at
regional level, on the other.
The city offers many opportunities to produce, store and use
energy more efficiently. It is best to address these issues at
the local level to match demand and supply optimally and
interconnect the various flows. For instance, the smart man-
agement of waste could ensure optimum supply of the heat-
ing network, or the battery of an electric car could locally
support the grid.
Faster technological changes
There is no shortage of successful European projects. In
Denmark, for example, as many as 63% of buildings are
connected to a heating network. In Belgium, Roeselare is a
pioneer in the field of heat networks. Cities like Antwerp and
Ostend are also taking steps to set up a “district heating and
cooling” network.
A few decades ago, cities were responsible for their own
energy supply. Little by little, this responsibility was transfer-
red to utility companies, because they offer significant ad-
vantages, financially speaking and in terms of scalability and
expertise.
A few decades ago, cities were responsible for their own
energy supply. Little by little, this responsibility was trans-
ferred to utility companies, because they offer significant ad-
vantages, financially speaking and in terms of scalability and
expertise.
But there are also disadvantages. Following the decentral-
ization of the energy market and the impact of renewable
energy, the adequacy of this model is now strongly called
into question. Take the example of the autumn 2014, when it
turned out that the port of Ghent was in the midst of a load
shedding zone. This is why it is .
WHAT IS ‘SMART ENERGY’?
The concept of “smart energy” refers to the various public utility flows that go in and out of a town: electricity,
gas, hydrogen, water, waste, etc. The smart management of these flows leads to the optimal use of raw
materials and energy. But how? By connecting them to intelligent, integrated and connected management
systems.
SMART ENERGY
The guaranteed and continuous supply of energy is an absolute prerequisite if we want to ensure
the sustainability of our cities. However, the growing demand from an ever growing urban population
clashes with the scarcity of natural resources and the limitations of energy supply. How will the Belgian
cities and towns of tomorrow handle energy supply? And which challenges do they have to overcome
today to achieve their goals?
3130
Extract from the thermographic map of the town of Leuwen:
The French Nice Grid is the first European pilot project of a “smart solar district” deployed on a large
scale. By connecting the solar energy infrastructure to information technology, it defines the main
lines of action for a new urban energy model.
Smart grid pilot project
The pilot project district is located at Carros, in the Alpes-Maritimes region, in south-eastern France. 250 homes, various com-
panies, as well as PV rooftop panels and energy storage systems are connected to the same low-voltage grid with a capacity of
several megawatts. No less than 2,500 people are taking an active part in the pilot project.
NICE (FRANCE):
FROM SMART GRID TO SMART CITY
EXAMPLE 2
Objectives/ To test the operation of a power
distribution network with a high
proportion of solarphotovoltaic (PV)
and energy storage;
/ Test a self-reliant area where
consumers are at times isolated
from the main grid and able to
have their own power generation
resources (islanding);
/ Give the participating consumers
an active role in the management
of their electricity: production,
consumption and storage;
/ Test out economic models linked to
the Smart Grid concept.
Source: Nice Grid project
These analyses involve taking aerial thermal images of the
city in order to detect and map thermal losses in the urban
fabric. This helps identify quickly and clearly the buildings
responsible for the biggest losses, due to inadequate insula-
tion in particular. It is possible to determine which renovation
works will have the greatest impact as a result.
Mapping energy consumption
By making the maps available online, the analyses can also
raise awareness of the problem among citizens. This tool has
proven effective in cities like Antwerp, Ghent and Brussels,
where it is already used. Ghent, for example, experienced a
10 to 20% increase in grant applications for roofing insulation
after the thermographic map was posted online. The website
presenting the map of Antwerp recorded 80,000 visitors in
two months. Genk’s “thermal scan desk” has already had
1,000 visitors. And in Furnes and Ostend, citizens are also
very interested in individual information on roof insulation and
related grants.
Source: EUROSENSE (copyright City of Leuwen)
THERMOGRAPHIC ANALYSIS:
PRIORITIZATION OF ENERGY SAVING MEASURES
By renovating old buildings, cities can save a lot of energy. Unfortunately, budget constraints force
them to set priorities. Thermographic analysis can help them in this respect.
EXAMPLE 1
32 33
The city is currently creating a virtual energy
network integrating electric mobility. As a result,
Trier is already producing 72% of sustainable
energy. The renewable energy is sold for re-
charging electric vehicles. Trier has now joined
the “Global 100% Renewable Energy Cities and
Regions Network” because of that.
TRIER (GERMANY):
VAN ENERGIE-IMPORT NAAR -EXPORT
For many years, the area of Trier (Germany) had been importing energy to meet the energy demand
of its 245,100 inhabitants. In 2010, a plan was developed to reverse this trend: the region aims to
generate 100% of its energy from renewable sources by 2050, combining energy savings and in-
creased energy efficiency.
EXAMPLE 4
Source: Renewable Energy in the German 100% RE region of Trier.
15% savings
Thanks to the smart building management
systems, the 2,000 residents are already
saving 15% on their water and electricity
consumption. In addition, intelligent
automation ensures that demand and supply
are perfectly synchronized. For instance,
washing machines and other appliances
automatically adjust their consumption to the
network conditions.
Ultimately, Kalasatama will become the
benchmark for any city wishing to implement
a sustainable energy policy. By 2030, this area
will have 20,000 residents and the project will
create some 10,000 jobs.
KALASATAMA (FINLAND):
FROM AWARENESS TO SAVINGS
Inhabitants of the new Kalasatama district in Helsinki, the capital of Finland, are able to monitor and
adapt their energy and water consumption in real time with the help of intelligent building manage-
ment systems.
In 2013, the City of Helsinki launched the “Smart Kalasatama” project, a smart energy system involving a smart grid, smart build-
ings, infrastructure for electric cars and energy storage facilities. Recently, a vacuum waste collection system was added to the
system, which uses waste to fuel the heating network.
EXAMPLE 3
Source: City of Helsinki, Kalasatama project
34 35
A close call
In our country, even though we are fascinated by all these pilot
projects and achievements, we tend to remain on the side-
lines. We therefore risk being outclassed by neighbouring
countries when it comes to mobility policies. Yet, we are fully
aware of the urgent need to reverse the trend if we want
to future-proof the comfort, accessibility and economic
relevance of our urban environments.
The high concentrations of fine particles are particularly
harmful to public health. According to recent calculations by
the Flemish Research Institute for Nature and Forests (INBO),
every year these particles cost the whole Flemish population
about 80,000 years of a good quality and healthy life. These
figures also show that Flanders is one of the most polluted
European regions.
In addition to being detrimental to human health, the issue
of mobility also has a very high impact on the economy.
For passenger transport, the cost of structural congestion
amounts to several hundred thousand euros a day, but the
losses incurred due to logistical delays are even higher for
our companies. This explains why more and more compa-
nies are considering relocating to less congested areas.
Smart mobility management, greening of the vehicle fleet and
optimizing our outdated road infrastructure will have a consid-
erable impact on traffic congestion and air quality. However,
if the development of intelligent mobility solutions are to suc-
ceed, we need open access to raw data bases belonging to
the various actors in the mobility sector.
Redistribution of powers
In order to tackle the problem at its root, cities and towns
also have to control the total cost more effectively. The distri-
bution of powers across different levels of government - lo-
cal, regional and federal - creates legal and administrative red
tape which tends to discourage efficient operation.
However, the absence of a clear legal framework is also pre-
venting some projects from getting off the ground. As a re-
sult, keeping obsolete existing infrastructures is preferred to
innovative alternatives.
Towards contract-based management
In addition, infrastructure projects take time and their positive
effects are only visible in the medium or long term. If we want
to give innovative solutions a chance to succeed, it is crucial
to ensure they are not bound by notions of legislatures and
policy areas.
New forms of collaboration with actors from the private sec-
tor are also an avenue worth exploring in order to boost in-
novation. When cities and towns make the transition towards
contract-based management, suppliers have more flexibility
to implement new solutions. Administrations then cease to
write lengthy specifications containing technical details, pre-
ferring contracts focused on requirements in terms of quality
and performance, regardless of the selected equipment.
Structural bottlenecks in Belgium are among the world’s biggest; the thoroughfares of our cities are
reaching saturation, and every year we come dangerously close to the European limits for fine parti-
cle emissions. Allowing literally more oxygen into our cities and towns, without mortgaging their ac-
cessibility and economic sustainability, is now one of the thorniest issues faced by our governments.
Mobility therefore has to be managed intelligently.
WHAT IS “SMART MOBILITY”?
Our ever increasing road traffic is weighing heavily on the urban fabric and the environment. “Smart mobility”
leverages technology to organise vehicle movements in a more efficient and sustainable way and reconcile
accessibility and quality of life.
SMART MOBILITY
TOWARDS INTELLIGENT MOBILITY MANAGEMENT
Considerable progress has been made in recent years with
regard to mobility technology. Actual projects are being rolled
out across Europe, from smart parking systems to wireless
communication between traffic lights, and including the read-
justment of urban mobility policies based on data analysis.
Thanks to the ban on transport vehicles with high emission
rates, the trend towards low emission public transport
and the installation of charging stations for electric
vehicles in sufficient numbers, city centres will soon
become more liveable. Meanwhile, technology contin-
ues to develop: research centres are working on the
development of self-driving cars and the latest technological
breakthroughs gradually allow cars to communicate with
roadside infrastructure. By 2030, the flawless interaction
between individual vehicles, on the one hand, and software
systems, on the other, will be a reality.
3736
Our country is the perfect testing ground
Despite all these obstacles, our country is unique in that it boasts
a public fibre optic network, no doubt the envy of other European
countries. The presence of this digital highway, combined with our
significant mobility problems and emissions, makes our country a
perfect testing ground for deploying intelligent mobility solutions
on a larger scale and even allows us to play a pioneering role in
Europe.
In addition, we have considerable technological expertise to fulfil
this testing ground role. With Flanders Make, for instance, we have
a real competence centre for innovation in the automotive sector
and, in particular, electric vehicles. As for electric buses, Flanders
has two competence centres owned by VDL and Van Hool. With
regard to the EV charging stations, we have lost our leading
position by failing to take meaningful initiatives at the right time.
Towards a planned approach
The development of a general approach and action plan for mo-
bility will take some time. First, cities must decide how far they
are willing to use technology to make mobility management more
efficient and their vehicle fleet cleaner. A strategy should then be
developed: what goals do we want to achieve in terms of greening,
traffic in the city centre, public transport, logistics, etc.? At which
levels do we want to make improvements and to what extent? The
answers to these questions help define the most appropriate tech-
nological solutions. The city government must also decide whether
it should manage itself the mobility infrastructure or subcontract
the job.
Thanks to the Stuttgart ServiceCard, Stuttgart residents and visitors are able to enjoy the unlimited use
of many mobility services and later receive a single transportation bill.
The ambition of the Stuttgart ServiceCard was to offer mo-
bility as a service. With this card and the underlying software
platform, residents and visitors can choose from a wide
range of modes of transportation, from the bus or train to
car-pooling, and electric bikes.
The Stuttgart Service Card serves both as a public transport
ticket and a key for an e-bike or a shared car. A central soft-
ware platform integrates all mobility services and a booking
and billing system. At the end of the month, the user receives
a single transport invoice.
The objective of the Stuttgart Service Card is to make using
mobility services so accessible and affordable that users will
gradually abandon their car, leading to a general shift in the
use of modes of transportation. This system allows this south-
ern German city to drastically reduce traffic congestion in the
city centre as well as the resulting harmful emissions.
STUTTGART (GERMANY):
MOBILITY AS A SERVICE
CASE 1
Source: Bosch
38 39
Finding a parking space in Amsterdam city centre is not easy. Using dynamic traffic information, the
city implements its parking policy masterfully.
On average 30% of urban traffic is caused by motorists who
are driving around in search of a parking space. Besides the
pollution, this creates many unnecessary emissions. “Dynam-
ic parking” allows the city to solve this problem. The entire
system is managed centrally.
For instance, the price of a parking space – whether in a car
park or on the street – varies according to the events which
are held in the immediate vicinity. Visitors can reserve a space
in advance in a specific area and then get there directly. The
residents are rewarded whenever they free temporarily a
spot in front of their homes to park elsewhere. This smart
system also involves checks. Offenders are fined immediately
through a number plate recognition system.
In Los Angeles, USA, a similar dynamic parking policy has
helped increase parking capacity in the downtown area from
10 to 30% and reduce traffic jams by 10%. Moreover, the dy-
namic pricing policy has led to a change in motorist mentality.
A total of 6,000 sensors installed in 800 different streets send
the necessary data to a software platform.
AMSTERDAM (NETHERLANDS):
A DYNAMIC CAR PARK SYSTEM AVOIDS ENDLESS DRIVING AROUND
Supported by an ingenious monitoring system, the German city of Münster has optimized traffic
flows. Indeed, by braking and accelerating less, vehicles generate fewer harmful emissions.
In 2016, the City of Luxembourg will launch
electric buses on two of its bus lines.
Traffic congestion is causing substantial additional emissions
of CO2 and fine particles. The same applies to braking when
approaching a traffic light, followed by the restart. The City of
Münster, Germany, is ensuring constant traffic optimization.
The implementation of an adaptive control system has im-
proved traffic flow by 38% over a distance of 6 km, and a
reduction in fuel consumption by 20% and in NOx- and CO2
emissions by 50% and 33% respectively.
Sensors and cameras thoroughly map the traffic flow and den-
sity and pinpoint congestion risks. A central computer auto-
matically adjusts the intervals between the traffic lights based
on this data. In addition, the detection system always gives
priority to cyclists over other users.
The vehicles will be recharged automatically using fast charging
stations located at their terminus. Charging will only take 4 to
6 minutes, allowing the buses toremain in service without in-
terruption. The result? Public transport will not release of CO2
emissions in the city centre.The same technology had already
been tested in Geneva (Switzerland), Offenbach (Germany) and
Coventry (United Kingdom).
MÜNSTER (GERMANY):
OPTIMIZATION AND GREENING OF TRAFFIC FLOWS THANKS TO MONITORING
LUXEMBOURG (GRAND DUCHY OF LUXEMBOURG):
ELECTRIC BUSES WITH AUTOMATIC CHARGING SYSTEM
EXAMPLE 3
EXAMPLE 4
Source: ABB
EXAMPLE 2
40 41
Smart at four levels
A building is regarded as smart if it implements innovative tech-
nologies simultaneously in four areas:
1. The envelope: insulation, solar protection, solar panels, green
areas, wind turbines, innovative and flexible housing concepts,
use of sustainable materials and sensors measuring air quality
and water content in particular.
2. Technical installations: intelligent lighting, HVAC (heating,
ventilation, air-conditioning), access control, fire protection,
intelligent evacuation plan, digital communication and in-
frastructure (wired and mobile), detection of gas and water
leaks, detection of occupancy rate, modular partitions and
furniture. Smart meters and accumulators are used to man-
age energy.
3. Automation: this station is the heart of the building man-
agement system. The collection, analysis and integration of
data on energy, safety, the occupancy rate, water, the tem-
perature, weather forecasts… allow facilities managers to
better understand and control the building. Only one system
is not enough however to solve all issues. In order to gua-
rantee optimal productivity, the best is to integrate several
intelligent systems. The data collected can be visualized on
a central dashboard and is automatically analysed in the cl-
oud. The discrepancies with regard to the optimum settings
are detected and automatically transmitted to the persons
in charge of maintenance and the facility managers. As a re-
sult, they can reduce operational costs, improve efficiency,
optimize the systems and withstand power outages.
4. Environment: in this case, this relates to accessibility, the
integration of electric transport systems, the presence of
green areas, the balance between private and professional
life and the connection to a smart grid.
Sustainability and comfort above all
Buildings account for approximately 40% of the world’s total
energy consumption. They therefore offer significant saving
opportunities. Thus, more efficient systems, proper de-
sign and better understanding of operational requirements
would help reduce global energy consumption down to 20%
without this being detrimental to comfort in terms of temper-
ature, air quality and lighting.
Besides energy consumption, indoor climate should also be
set optimally. People spend 80 to 90% of their life in build-
ings. Intelligent technologies are redefining the role of build-
ings: from static environments, they are becoming dynamic
and interactive spaces that influence the lifestyle, comfort,
well-being and productivity of their occupants. The user him-
self/herself also becomes aware of his/her energy consump-
tion and is able to manage supply and demand. This aware-
ness alone can allow the user to achiever energy savings of
at least 10%.
Reasoned construction
Construction or renovation represents only 20% of the total
cost of a building over its entire life cycle. The remaining 80%
have to do with the building’s everyday use, with energy by
far the biggest expenditure. Effective design and sustainable
materials can therefore play a significant part in reducing
waste, costs and total energy consumption.
Homes, office buildings, shopping centres, hos-
pitals, schools... The average city dweller spends
most of his time inside these buildings. In order to
guarantee a certain quality of life there, they will
have to be in the future not only comfortable and
safe, but also sustainable, energy efficient and
accessible. Moreover, they will not be isolated,
but connected to other infrastructures.
Smart Cities rely on electrical grids which tend towards a bal-
ance between energy production and consumption. It all starts
with smart buildings: energy requirements are automatically
adjusted depending on occupancy rate, charging the batteries
of electric vehicles is integrated with energy forecasts, which
also reflect the changing climatic conditions. The smart building
adapts automatically for maximum efficiency.
WHAT IS A “SMART BUILDING”?
A so-called “smart” building is a sustainable, energy-efficient building, connected to other buildings and
systems and anchored in its environment. Smart Interactive Systems (IBS - Intelligent building solu-
tions) provide an energy-efficient, secure, accessible, and sustainable connection between buildings to
maintain or improve the level of user comfort. This applies equally to residential and non-residential
buildings.
SMART BUILDING, LIVING & WORKING ENVIRONMENT
SMART BUILDINGS WITHIN INTELLIGENT CLUSTERS
4342
EXAMPLE 1
GOTHENBURG (SWEDEN):
BENGT DAHLGREN BUILDS A SUSTAINABLE BEHEMOTH
In order to optimize the efficiency of this huge building in
terms of energy, costs and maintenance, it was decided to
opt for sustainable materials combined with smart technol-
ogy already at the design stage. The building is clad in an
insulating premium quality envelope and 60% of the façade
is made of glass. A demand-driven ventilation system con-
trols the indoor climate by means of temperature, CO2 and
volatile organic compounds (VOC) sensors.
The building is also equipped with heating networks, and
the excess heat generated by the cooling system is used to
heat tap water. On sunny days, the external automatic blinds
also ensure 50% of the air conditioning, since there is less
demand on the cooling unit as a result. On cold nights, the
system retains the heat inside the building.
Through these efforts and many more, the building was
awarded a Green Building Certificate in 2008.
The office building of technical consultancy firm Bengt Dahlgren, in the Swedish city of Gothenburg,
deploys a surface area of 4,113 m2 over five floors.
Source: Verozo
Smart buildings integrated in a smart grid
In view of increasing energy needs and the ad-
vances made by renewable energy sources, there
is an ever larger demand for smart grids. However,
integrating buildings in this type of decentralized
network implies that the consumption and supply of
energy can be perfectly matched. Smart buildings
will play a key role in stabilizing the grid, not only
by optimizing their consumption and their ability to
generate energy, but also thanks to energy storage.
Moreover, all these operations will rely on accurate
forecasts that can be shared with the utility compa-
nies and network operators.
CERTIFICATION A MUST
A certification process is essential to ensure
compliance with the sustainability principles applicable
to smart buildings. The BREAAM (Building Research
Establishment Environmental Assessment Method)
and LEED (Leadership in Energy & Environmental
Design) systems applied respectively in the UK and
the USA provide guidelines for the construction of new
buildings. Obtaining the highest score within one of
these processes is a major challenge that few cities
are able to meet.
Achieving a balance between all these aspects requires
understanding, vision and efficiency on the part of all
stakeholders. In other words, a holistic approach inte-
grating design and implementation is needed.
44 45
Behind the scenes, it also hides a very efficiently coordinated
facilities management system. The system consists in partic-
ular of wireless energy meters perfectly combining ease of
use and reliability.
The system is entirely automatic: each week, the operator
receives an e-mail indicating the energy usage for the previ-
ous week. On the basis of this data, he adjusts settings in
order to improve systematically the energy efficiency of the
building. A weather station located on the roof makes sure
the centre is heated according to the ambient temperature
and the weather forecast.
EXAMPLE 3
AMSTERDAM (NETHERLANDS):
VILLA ARENA OPTS FOR WIRELESS ENERGY METERS
The Amsterdam shopping and residential centre of Villa Arena is striking by its distinctive architecture
and futuristic look.
Source: Cimpro
The building generates all the energy it needs through pho-
tovoltaic panels and wind turbines and uses energy-efficient
equipment, which is switched off whenever possible.
During renovation works, the school had opted for a lighting
system based on motion detectors. It adjusts automatically
to daylight levels, and is run according to a schedule.
This project, involving among other things the installation of a
heat pump, a Low Temperature Heating (LTH) system, a dual-
flow ventilation system with heat exchanger and a solar wa-
ter heater, has led to a drop in CO2 emissions by about 85%.
GOES (NETHERLANDS):
ODYZEE SCHOOL BETS ON ZERO ENERGY
EXAMPLE 2
A LOW VOLTAGE NETWORK COLLECTS AND ANALYSES DATA TO MANAGE THE FACILITIES EFFICIENTLY
In particular, installing sensors in a building helps improve efficiency in the following cases:
• In the event of a sustained increase in temperature or humidity values, the maintenance team is notified.
• When a workplace has been occupied for some time, the cleaning crew is notified to allow them to include that
room in their cleaning schedule.
• Counting the times the toilet door is opened is used to determine if cleaning is necessary and if more toilet paper is
required.
The OdyZee School in Goes (Zeeland) is the first zero energy school in the Netherlands.
Source: ETAP
46 47
The constant improvement and acceleration of combined data
flows give rise to new applications that have an immediate im-
pact on our society. Some well-known examples include Uber
and Airbnb, which allow the user himself/herself to take the
initiative. At the city level, too, the digital revolution is driving cit-
izens to take action. For instance, the inhabitants of the Dutch
city of Groningen have set up a network of seismic sensors
themselves in order to clearly and accurately map the effects
of the shocks caused by gas extraction.
Cities embracing (digital) change
Due to the increase in (connected) urban population, the
scarcity of resources and the need for improved urban infra-
structure, cities have to reorganise. In this respect, a good
digital infrastructure is essential. In addition, the digitalization
rate plays an important role in attracting investment.
The increasing use of apps and connected clothing and de-
vices fuels the citizens’ need for information. Administrations
are therefore forced to consider new opportunities related to
these developments. By processing, accessing and analys-
ing all of this data they are actually able to provide effective
solutions to social issues, with limited means. As a result,
the people themselves also contribute to the transparency,
effectiveness and legitimacy of the administration.
Continuous monitoring of a number of parameters allows
local authorities to govern proactively and effectively shape
their policy for the long term.
Whether a city can be viewed as smart will depend on the
rate of integration between infrastructure and data. In this
context, the traditional model, in which city administrations
operate in a compartmentalized way within their political field,
is no longer tenable: it leads to the duplication of investments
and a lack of efficiency.
The foundations of digital infrastruc-tures and platforms
For a city, the digital infrastructure is a key pillar on a par with
water, electricity, gas or road networks. It is composed of
various layers:
1. Connectivity through the fixed and mobile infrastructure.
2. Data creation through connected systems such as sen-
sors, mobile devices, cameras and social media.
3. Data dissemination, communication and exchange via
fixed broadband or wireless Internet, low-voltage and satellite
networks.
4. Storage of data in local data centres and in the cloud.
5. Processing and analysis of data (big data) by the intel-
ligent integration of internal and external data, across differ-
ent areas and platforms, including social media data.
6. Data visualization by providing and facilitating the under-
standing of large amounts of information.
7. Applications on four levels: / e-government: service provision from the city to the
citizen;/ modernization, digitalization and integration of applica-
tions for the internal functioning of the city;/ services provision by the city in collaboration with ex-
ternal partners, such as electronic ticketing and parking
guidance;/ data collected by start-ups, students and citizens and
used to develop applications.
The digital platform itself should offer a catalogue of services and
products from which the city or town can pick what it needs.
Cities and towns can share the digital infrastructure and even
specify the application(s) they wish to use. These applications
may be different from one partner city or town to the next. For
instance, while one municipality may focus on energy, another
may promote mobility.
The digital infrastructure, whether wireless or wired, is developing rapidly. In fact, this change is necessary
since, according to forecasts, 50 billion devices will be communicating with each other autonomously
by 2020. The massive data streams generated by smart devices, sensors and social networks allow the
development of new smart services and therefore smart cities.
WHAT IS THE “SMART DIGITAL COMMUNICATION & INFRASTRUCTURE”?
In order to become Smart Cities, cities and towns must first undergo a digital transformation. The digital in-
frastructure, platforms and data form the core of a smart city, the IT foundation that a city needs to support
and encourage smart initiatives.
SMART DIGITAL COMMUNICATION & INFRASTRUCTURE
60% of data processing to and fromdata centres will be done in the cloudBy 2025
5Number of interconnected devices in the home of an average European family:
97minutes2012:
2014:195minutes
Average time spentdaily on the Internet:
DIGITAL FOUNDATION OF THE “SMART CITY”
4948
Imagine big, but start small
Creating an efficient urban digital infrastructure
won’t happen in a day.
/ First, we must develop a strategy for the data we
want to store and make available and the applica-
tions we hope to get off the ground. What kind of
city do we want to help create? At which levels do
we want to make improvements? The answers to
these questions form the basis on which to define
the most appropriate data infrastructure and cloud
solution. / There should be sufficient capacity to collect large
amounts of data securely, quickly and correctly.
Using a cloud platform enables dynamic and effi-
cient integration of capacity, ensuring the reliability
and profitability of the services provided./ The administration also has to decide whether it
should develop and manage the data platform it-
self, or opt for a public-private partnership. / A modular platform is a must, as this allows gradu-
al investment, according to political objectives and
priorities./ Last but not least: the decompartmentalization of
the administration of cities and towns. An integra-
ted policy framework, establishing links between
ICTs and other policy areas, is essential.
In Belgium, only a few cities and towns can justify
that implementing their own digital platform is eco-
nomically viable. The development of such a plat-
form can therefore also fall under a collective initiative
between cities and towns. For instance, the “Fix My
Street” application is coordinated at regional level for
the 19 municipalities of Brussels.
NO SMART CITIES WITHOUT ICT
Virtually all initiatives developed in the context of a
smart city project are based on ICT infrastructure
worthy of the name:
/ Smart buildings use ICT to collect, analyse and share
information on safety, energy and climate.
/ Smart mobility solutions provide citizens via their
mobile devices, for example, with the best route to
follow – based on data from social media and intel-
ligent road infrastructure. Through mobile networks,
operators in the traffic management centre have a
real-time overview of the traffic situation.
/ Thanks to communication technologies, smart
energy solutions are used to monitor the con-
sumption and production of energy. Sensors sound
the alarm in the event of a gas or water leakage.
/ E-government services integrate ICT in the devel-
opment of a digital service desk and remote commu-
nication systems.
/ Public utility network operators rely increasingly
on automatic meter control, resulting in lower costs
and a reduced margin of error.
Right to privacy and cybersecurity: essential
The complexity of the ecosystems that will emerge in the
context of new digital services and the domino effect in case
of failure will have a major economic impact. Constantly en-
suring security against cyber-attacks to digital infrastructure
and systems such as traffic lights, alarm systems, etc. is there-
fore a must. The same applies to the protection of personal
data.
Open data
Current technology allows us to process and analyse raw
data, regardless of origin. These “open data sets” will soon be
required to communicate with citizens. This is why many cities
and towns already offer access to raw data sets.
In addition, the opening of data creates new knowledge econ-
omies. Smart cities develop knowledge clusters. Amsterdam,
for example, organises a “start-up boot camp” on the topic of
Smart City & Living. The event “Apps for Antwerp” is held in
Antwerp, and in Ghent, “Apps for Ghent”. All these initiatives
attract young entrepreneurs.
What are the repercussions for the city?
Even though digital transformation may not always generate
immediate financial returns, it does offer society significant
advantages. A city or town which is connected and utilizing
data can pursue the following objectives:
/ (Virtually) real time monitoring of developments (mobility,
energy) and of own efficiency levels, involving improved
traffic flows, lower CO2 emissions, better air quality, etc.; / Understanding the effects of the policy and its implemen-
tation, and therefore possibility to make effective adjust-
ments;/ New and better services in various fields.
50 51
Individual citizens can use custom applications to moni-
tor their energy bills, or keep abreast of cultural events, for
example. Moreover, in 2015, the city invited start-ups, re-
searchers and entrepreneurs to submit new and innovative
services that can be offered on the platform.
MULHOUSE (FRANCE):
A COMMON PLATFORM FOR OPEN DATA
EXAMPLE 2
Source: Engie - Cit’ Ease
The French city of Mulhouse uses a digital interface to optimally inform its government, services and resi-
dents of the large amounts of open data made available.
Digipolis Antwerpen, the IT partner of the Stad Antwerpen
Group, has developed an innovative platform that constitutes
the backbone of the ACPaaS. It is built around an integrat-
ed transparent IT architecture. With regard to infrastructure
(IAAS), Antwerp has opted for a hybrid model: its own infra-
structure and data centre connected to an infrastructure in
the cloud.
Around this core, an “OS layer” has been installed: this is
a kind of self-service front office where the platforms of the
city group can select applications. However, it is also possi-
ble for other target groups, such as start-ups, to access the
open data and services of the OS layer. The front office of
the ACPaaS platform includes, among others, applications
that are part of public services offered to citizens, employees,
students, businesses, visitors, etc.
ANTWERP (BELGIUM):
CUSTOMIZED DIGITAL SERVICES ENABLED BY ANTWERP CITY PLATFORM AS A SERVICE
Citizens, companies, students, teachers, administrative staff… All these target groups will from now
on avail of personalized digital services through the “Antwerp City Platform as a Service” (ACPaaS).
EXAMPLE 1
The ACPaaS makes sure standardization and customization
go hand in hand. Indeed, the different components of the Stad
Antwerpen Group are free to choose which applications and
features they wish to use for their own website. This meth-
od is already well established in the IT world, but is still quite
unique in the context of government.
Source: Stad Antwerpen Group and Digipolis Antwerpen
52 53
This system takes into account geographic information, the
occupancy rate of car parks, traffic flow, use of public trans-
port, demographic data, information regarding events, weath-
er conditions, etc.
All the data is automatically routed and processed in a
so-called “city dashboard”: a powerful software tool which
translates the big data into usable traffic information. Road
planners then use the data to take short- and medium-term
measures designed to influence traffic and travel behaviour.
LYON (FRANCE):
EFFECTIVE PLANNING OF MOBILITY IN LYON USING BIG DATA
EXAMPLE 4
In the French city of Lyon, a powerful analysis software maps traffic flows. This allows the city govern-
ment to shape its mobility strategy and adjust it proactively.The City of Dallas (USA) recently started using a cloud platform for the real-time sharing of traffic information and data relating to
traffic conditions between connected vehicles, whether public or private, and traffic control operators. The latter can collect and
analyse various data provided in real time by connected vehicles and systems, allowing them to better control traffic management
and take the necessary steps.
DALLAS (USA):
CONNECTED CLOUD FOR OPTIMUM TRAFFIC MANAGEMENT
EXAMPLE 3
Source: Ericsson
54 55
07 13 RECOMMENDATIONS FOR CITIES AND TOWNS
Cities and towns are facing huge challenges.
Moreover, the search for adequate solutions to
resolve major socioeconomic and environmental
issues (climate change, ageing populations,
global competition, digitalization, mobility, etc.)
has begun. Yet, although our cities and towns
are taking their responsibilities, huge potential still
remains untapped.
56 57
latest technological developments. This is why contracts
should be drawn up with more flexibility and in line with
the new technological requirements. Given the rapid evo-
lution of technology, contracts should make it a require-
ment for the supplier to upgrade the technology provid-
ed.
11. Cities and towns should allow the introduction of
small-scale solutions, with a view to deploying on a
larger scale at a later stage.
12. Administrations (or administrative clusters) are respon-
sible for their own digital communication infrastructure.
Connectivity is ubiquitous and is based on various tech-
nologies (wired, mobile, satellite, Internet) that communi-
cate with each other. A clever use of bandwidth is crucial
because all applications do not require broadband.
13. Cities and towns must invest in a generic open digital
platform accessible to all applications and able to pro-
cess and analyse data in real time. Such a platform will
ensure the efficient management of business processes
and the provision of services to citizens (at the lowest
possible cost). It will also be open to developments by
third parties using public data. Since a scenario in which
every city or town implements its own closed digital plat-
form should be avoided, clusters or partnerships are nec-
essary.
The new integrated operating model to which smart cities are
evolving:
Source: BSI Standards Publication – PAS 181:2014 - Smart City frame-
work – Guide to establishing strategies for smart cities and communities
1. Such a deployment requires leadership, cross-disci-
plinary collaboration within the administration as well as
professionalized management. The required holistic ap-
proach promotes actions involving various fields of com-
petence. In order to achieve those results, the project
also has to acquire political support.
2. The development of a long-term strategy and vision is
essential. Quantifiable targets should also be formulat-
ed by 2030: what will be the improvements for the city,
today and tomorrow? The deployment of a Smart City
project takes place over several legislatures.
3. Once the strategy has been clearly defined, 2030
objectives should be shaped into an operational model,
based on the needs of citizens and local businesses.
Consequently, this involves much more than managing
the city’s internal processes.
4. The next step consists in developing a roadmap: a
phased implementation plan that clearly distinguishes
between the “quick wins”, with a low risk, on the one
hand, and long-term risky investments, on the other.
5. Given the fragmentation of competences, designating a
central point of contact for the public is an absolute
must.
6. The city government must consider urban development
in the context of an open economy. It is therefore essen-
tial to open up a dialogue with internal and external stake-
holders, across sectors. The city or town will prove par-
ticularly open to neutral discussions between its policy
makers and industry. It has now become impossible for
a single stakeholder to have all the knowledge and capa-
bilities. Instead, Smart City projects are synonymous with
collaboration, consultation and long-term relationships.
7. Cities and towns should be prepared to join forces. By
grouping themselves in clusters, they are in fact able
to increase their administrative capabilities. This is the
only way to implement a number of Smart City infrastruc-
tures in a responsible way from an economic and social
perspective: sharing a digital platform, deploy a smart
network, manage facilities intelligently, etc.
8. Cities and towns must ensure accessibility to a maximum
of raw data sets. There is no need to develop a “narrow”
standard for open data, since current technology is totally
capable of processing and analysing raw data. Ultimately,
open data sets will be necessary to communicate with
citizens.
9. Cities and towns have to stop using traditional schedules
of conditions for their projects and switch to performance
contracts instead. Drafting specific technological require-
ments in the schedules of conditions of public invitations
to tender is no longer relevant. What is important rather
is to describe the functional specifications and require-
ments to allow the contractor to agree with the adminis-
tration on the way he/she proposes to achieve this result.
10. Cities and towns should encourage contracts focusing
on lifetime, in which total cost of ownership (TCO) is a
key element. The provisions listed in the current types
of contract are not always up-to-date with regard to the
Agoria would like to share the following tips with cities and towns to ensure the success of their transformation into Smart Cities (*).
(*) at regional level for the Brussels-Capital Region, possibly in clusters for municipalities setting up partnerships.
58 59
traffic & automation
SMART MOBILITY
SMART ENERGY
STRUCTURELE PARTNERS
OUR PARTNERS
A TOTAL APPROACH TO ENERGY
SMART BUILDING, LIVING & WORKING ENVIRONMENT
SMART DIGITAL COMMUNICATION & INFRASTRUCTURE
60 61
REFERENCETO SOURCES
/ http://www.itu.int/en/ITU-T/focusgroups/ssc/Pages/default.aspx
/ http://www.briobrussel.be/ned/webpage.asp?WebpageId=1110
/ Federaal Planbureau - Demografische vooruitzichten 2014-2060 - http://www.plan.be/admin/up-
loaded/201503170937310.FORPOP1460_10926_150310_N.pdf - http://www.plan.be/admin/uploa-
ded/201503170937470.FORPOP1460_10926_150310_F.pdf
/ http://www4.vlaanderen.be/dar/svr/Pages/2015-01-29-projecties.aspx
/ http://walstat.iweps.be/carto/cartographie.php?niveau_agregation=C&type_onglet=1&liste_com-
munes=-1&theme_id=2&indicateur_id=244600&ins_entite_id=57081
/ http://statbel.fgov.be/nl/binaries/NL_kerncijfers_2014_WEB_tcm325-259552.pdf
/ http://inrix.com/scorecard/key-findings-us/#key-findings-europe
/ MIRA Klimaatrapport 2015 - over waargenomen en toekomstige klimaatveranderingen - http://www.
milieurapport.be/Upload/main/0_Klimaatrapport/342195_Klimaatrapport%20toegankelijk.pdf
/ http://www.covenantofmayors.eu/index_en.html
/ http://www.dataforcities.org/
/ BSI Top 10 Smart Cities in Europe - http://www.bsigroup.com/en-GB/our-services/bsi-membership/
for-members/newsletters/2015/March/Top-10-smart-cities-in-Europe/
/ http://www.juniperresearch.com/press/press-releases/barcelona-named-global-smart-city-2015
/ The German Standardization Roadmap Smart City version 1.1, DIN/DKE
/ De Smart City – de stadsmarketing voorbij (Stad Gent)
/ https://ec.europa.eu/energy/sites/ener/files/documents/1_EN_ACT_part1_v8_0.pdf
/ http://ec.europa.eu/eip/smartcities/files/sip_final_en.pdf
/ http://ec.europa.eu/eip/smartcities/files/operational-implementation-plan-oip-v2_en.pdf
/ http://ec.europa.eu/research/participants/data/ref/h2020/wp/2016_2017/main/h2020-wp1617-focus_en.pdf
/ https://www.digitalwallonia.be/plandunumerique/
/ http://cibg.brussels/nl/over-het-cibg/een-strategie-smart-brussels
/ http://www.digitalbelgium.be/nl#this_id
/ Opmaak van een hittekaart en analyse van het stedelijk hitte-eiland effect voor Antwerpen (2013) -
http://ecohuis.antwerpen.be/docs/Stad/Bedrijven/Stadsontwikkeling/SW_Ecohuis/plannen_presenta-
ties/Hittekaart_Antwerpen_Eindrapport_v1.1_klein.pdf
/ http://www.atmosys.eu/faces/services-annual-maps.jsp
62 63
www.agoria.be/smartcitiesSmart Cities
64
Ingrid Reynaert
Business Group Leader Smart Cities
AGORIA VLAANDEREN/FLANDERS
Wilson De Pril
General Director Flanders
AGORIA BRUSSELS
Floriane de Kerchove
Chief Brussels Region
AGORIA WALLONIE/WALLONIA
Thierry Castagne General
General Director Wallonia
Verantwoordelijke uitgever: Peter De Brabandere, August Reyerslaan, 80 – 1030 Brussel