regional innovation monitor plus 2015 · 2018. 4. 26. · regional innovation monitor plus 2015 i...

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2 October 2015

Regional Innovation Monitor Plus 2015 Thematic Paper 2 – Advanced Manufacturing Case Studies

To the European Commission

DG Internal Market, Industry, Entrepreneurship and SMEs

Directorate F – Innovation and Advanced Manufacturing

Regional Innovation Monitor Plus 2015

Advanced Manufacturing Case Studies

Jacek Walendowski Dr. Henning Kroll

Dr. Andrea Zenker

Dr. Mirja Meyborg

Disclaimer

This project has been commissioned by DG Internal Market, Industry, Entrepreneurship and SMEs

© European Communities, 2015.

The contents and views expressed in this report do not necessarily reflect the opinions or policies of the Regions, Member States or the European Commission. Copyright of the document belongs to the European Commission. Neither the European Commission, nor any person acting on its behalf, may be held responsible for the use to which information contained in this document may be put, or for any errors which, despite careful preparation and checking, may appear.

Regional Innovation Monitor Plus 2015 i

Table of Contents 1. Introduction 1

2. RIM Plus Survey 2 2.1 Overview of responses and geographical coverage 2 2.2 Relevant areas and challenges 2 2.3 Differentiation of findings by type of regions 3 2.4 Summary assessment 4

3. Industry 4.0 and Smart Systems 6 3.1 National Industry 4.0 initiative of the German Federal Government 6

4. Advanced materials 15 4.1 Cluster of Excellence MERGE - Merge Technologies for Multifunctional Lightweight Structures, Chemnitz University of Technology, Saxony (DE) 15 4.2 Aerospace Technology District, Puglia (IT) 19

5. Production related biotechnology 25 5.1 Chemelot and Brightlands Chemelot Campus, Limburg (NL) 25 5.2 CHEM-STER Cluster of Specialized Chemistry, Opole (PL) 33

6. De- and re-manufacturing 38 6.1 Pilot Plant for De-Manufacturing of Mechatronics, Lombardy (IT) 38

7. Printed Electronics 43 7.1 Printed Electronics Arena, Östergötland (SE) 43

8. Developing Skills for Advanced Manufacturing 51 8.1 Polymer Technology Centre, Johannes Kepler University Linz, Upper Austria 51 8.2 Jules Verne Manufacturing Valley, Academy, Pays de la Loire (FR) 58

9. Conclusions 64 Appendix A List of Interviews 65

Table of Figures Figure 1 RIM Plus Survey Results .................................................................................... 3 Figure 2 RIM Plus Survey Results Differentiated by Member States ............................. 5 Figure 3 Industry 4.0 Platform, Germany ....................................................................... 9 Figure 4 Cluster of Excellence MERGE – System of Demonstrators ............................. 17 Figure 5 Alenia Aermacchi, Grottaglie ........................................................................... 20

ii Regional Innovation Monitor Plus 2015

Figure 6 Key Information About the Brightlands Chemelot Campus, Chemelot Industrial Park ................................................................................................................ 26 Figure 7 Chemelot Community ...................................................................................... 28 Figure 8 CHEM-STER Cluster Structure and Organisation ......................................... 34 Figure 9 Pilot Plant for De-Manufacturing of Mechatronics, Lombardy ...................... 38 Figure 10 Figure Mechanical Pre-Treatment Facility, Lombardy ................................. 40 Figure 11 Printed Electronics Products and Prototypes ................................................ 49 Figure 12 Development of First-Year Students, 2009-14, the JKU Linz ...................... 52 Figure 13 New Academic Programme, the JKU Linz .................................................... 54 Figure 14 Interdisciplinarity and Synergy Effects, the JKU Linz .................................. 56 Figure 15 Jules Verne Manufacturing Valley, Academy ................................................ 59 Figure 16 Technology Platforms in Pays de la Loire ...................................................... 61

Regional Innovation Monitor Plus 2015 1

1. Introduction

Building upon the findings of quantitative analysis presented in the first thematic paper1, which resulted in mapping out advanced manufacturing networks across the EU and a preliminary identification of areas that could lend to be the focus areas of the Regional Innovation Monitor Plus 2015-2016 activities, this second thematic paper will provide more qualitative assessment of the selected regional initiatives and actions implemented at the regional level in the main areas related to Advanced Manufacturing, each with a clearly defined thematic focus.

This thematic paper has been jointly prepared by core team members from Technopolis Group and Fraunhofer ISI on the basis of interviews carried out during the period from May until July 2015. It has served as an input to structure the debate and prepare the second RIM Plus workshop, which took place on 8 July 2015 in Brussels. Its main objective was to further focus the thematic discussions on various fields of advanced manufacturing with the view to define the exact thematic focus of new RIM Plus. The workshop has brought together practitioners from various regions and provided an opportunity to exchange views and liaise with potential co-operation partners.

In a first chapter, the thematic paper will present the results of a brief survey that was conducted among the regional authorities and relevant stakeholders. Our findings illustrate which topics under the broad heading of Advanced Manufacturing are considered most important by regional stakeholders at the moment and document in which fields political and support activities would be deemed helpful in the future. Beyond a mere ranking of the thematic domains, the survey explored in which general areas, e.g. science-industry collaboration or education and training, future support measures could prove most effective.

Having established that general framework, the report’s following chapters will in more detail present individual regional initiatives and actions implemented at the regional level in different fields of Advanced Manufacturing that give the reader a concrete understanding of how a transformation of regional manufacturing can be achieved, new industries be nurtured on their way to the market and, thus, a difference be made for the local economy.

Overall, a series of concrete examples will be elaborated in detail on the basis of a case study approach from the fields of ‘industry 4.0 and smart systems’2, ‘advanced materials’, the ‘production related biotechnology’, ‘de- and re-manufacturing’, ‘printed electronics’, as well as more generally the development of skills for Advanced Manufacturing”

Intentionally, the thematic paper thus follows a broad-based approach that encompasses as many fields and potential approaches to Advanced Manufacturing as possible, from lead topics such as industry 4.0 or sustainable manufacturing to more specific new technologies and products which are currently entering the market, like de- and re-manufacturing or printed electronics. It is also important to note that the area of skills for Advanced Manufacturing is considered prominently under an own sub-heading as it was mentioned as central in next to any interview that we conducted.

1 See: RIM Plus Thematic Paper 1 “Mapping advanced manufacturing networks and exploring new business opportunities”.

2 ‘Industry 4.0’ is a commonly used, collective term for novel technologies and concepts of value chain organisation. It conceives a fourth industrial revolution through smart factories, based on cyber-physical systems, the Internet of Things and the Internet of Services. In smart factories, cyber-physical systems monitor physical processes, create a virtual copies of them and make decentralised decisions. Over the Internet of Things, they communicate with each other and humans in real time. Via the Internet of Services, internal and cross-organisational services are offered and utilised along the value chain. (Kagermann, H., W. Wahlster and J. Helbig, eds., 2013: Recommendations for implementing the strategic initiative Industrie 4.0: Final report of the Industrie 4.0 Working Group.)

2 Regional Innovation Monitor Plus 2015

2. RIM Plus Survey

2.1 Overview of responses and geographical coverage To better understand the relevance of specific areas of Advanced Manufacturing in European regions, the RIM Plus conducted a short survey among the regional and local policy makers and practitioners and the general public using the online RIM Plus platform.

The survey was offered both upon invitation (for the two former groups) and accessible through an open link on the RIM Plus website between early June and mid July 2015. On average, 65 respondents gave relevant answers with slight variations between the individual questions. Predominantly, the survey was answered by those who were directly invited and confirmed relevant expertise.

In detail, 17 answers were provided from Central Europe, 17 from Southern Europe, 16 from Eastern Europe, eight from Northern Europe and seven from the British Isles. Likewise, there was a close to balanced representation between former Convergence (28) and former Competitiveness and Employment Regions (25).

Hence, the geographical coverage in terms of Member States and economic backgrounds can be considered representative and reached beyond the standard regions usually considered in the context of Advanced Manufacturing. Nonetheless, there was a clear positive selection in the sense that 84% of all respondents stated that manufacturing was very important locally, 82% reported positive developments with respect to turnover and still 68% with respect to employment. Thus, the survey’s results reflect assessments of those regions, in which manufacturing plays a dynamic role.

Notably, however, this positive assessment is not only shared by internationally leading manufacturing hubs as only 6% of the respondents consider regional capacities globally leading and a further 47% above EU28 average. At the same time, 34% of the respondents reported below EU28 average capabilities and 13% even considered them substantially lagging.

2.2 Relevant areas and challenges As Figure 1 illustrates, the most commonly mentioned areas of regional strength (or current relevance) among all field of Advanced Manufacturing remain industry 4.0 and smart systems, followed by new materials and nanotechnology, industrial biotechnology, photonics/3-D printing as well as lightweight design/polymer technology. Other, more specialist, aspects such as wood derived materials, printed electronics or de-manufacturing are apparently of less direct relevance to many European regions.

When asked in which areas additional policy or consulting support will be needed in the future, most respondents replied in a similar manner, resulting in a next to identical ranking. The sole exception is that photonics/3-D printing was mentioned somewhat more often as an area in need of political or other support than it was as an area of existing strength – potentially reflecting the pre-competitive nature of that area when compared to e.g. industrial biotechnology.

With a view to the most important and pressing challenges, most respondents mentioned a need for better collaboration between science and industry, the skills dimension within advanced manufacturing and the need to defend Europe’s leading position and world-class capacities.

When asked in which areas the regions saw the most pressing needs for policy and other support, the number one preoccupation was the availability of skills for Advanced Manufacturing followed by an improvement of science industry collaboration. Developing factories of the future and building capacities were somewhat less commonly mentioned.


Figure 1 RIM Plus Survey Results Areas of Regional Strength or Relevance

Most Important Challenges in Advanced Manufacturing

Most Pressing Need for Policy (and other) Support

Source: Own survey.

2.3 Differentiation of findings by type of regions As outlined at the beginning of this section, the survey covers regions that attach positive expectations to the development of their local industrial sector but can differ strongly with respect to the economic and governance-related framework conditions

0 10 20 30 40 50 60

De-‐manufacturing

other

Printed electronics, smart fabrics and textiles

Wood derived materials

Lightweight design and Polymer technology

Photonics, Laser and 3-‐D Printing

Production related biotechnology

New materials and nanotechnology

Industry 4.0 and Smart systems

0 10 20 30 40 50 60

other

Prevent job losses due to increased automation

Avoid a relocation of value chains outside of the region

Integrate multinational subsidiaries with regional economy

Upgrade regional firms technological capacities to EU28 standards

Maintain and expand world-‐class capacities

Create suitable skills for advanced manufacturing

Improve collaboration between science and industry

0 10 20 30 40 50 60


Accompanying actions for companies in transition towards factories of the future


Developing skills for advanced manufacturing


that they are facing otherwise. Hence, a differentiated analysis of the identified priorities appears relevant.

Somewhat surprisingly, the overall emphasis placed on different areas does not differ substantially. Former Regional Competitiveness and Employment (RCE) regions tend to be more interested in photonics/3-D printing, industrial biotechnology and de-manufacturing, while former Convergence regions tend to display a greater interest in material technologies and nanotechnology as well as wood derived materials. Overall, however, these differences are fairly limited in a range of +/- 5 percentage points and the absolute numbers for at least de-manufacturing and wood derived materials may be too low to confirm it with certainty.

Likewise, the different topics’ relevance as such is not perceived too differently across various Member State groups. However, some of the ‘hot topics’ like industry 4.0 and smart systems, photonics/3-D printing or lightweight design/polymers see a clear gradient of importance between Central & Northern and Southern & Eastern Europe. For new materials and nanotechnology, production related biotechnology or printed electronics the differentiation is less clear. In general, differences are a bit larger in terms of percentage point which, however, may be due to the lower absolute numbers in the individual Member State groups.

More importantly, however, challenges are perceived differently according to a region’s specific starting conditions (cf. Figure 2). As to be expected, less developed regions place a greater emphasis on upgrading while more developed regions place a greater emphasis on maintaining world-class capacities. As such this finding is not surprising and was predicted based on the last thematic paper’s analysis. More importantly, however, the survey illustrates that collaboration between science and industry and the availability of suitable skills are not only important for the leading regions, but even more so for those trying to catch up. Even if respective approaches will have to differ, this is an important policy message.

A more detailed analysis by Member State group reveals that – as a tendency – lagging regions in Southern and Eastern Europe see a particular need to improve the collaboration between science and industry which appears to be less obvious in Central and Northern Europe. With regard to skills for Advanced Manufacturing, there is a similar picture only that this time regions from the UK join the group of those feeling that urgent action is needed. Furthermore, the results illustrate that comparatively few regions in Southern Europe (~40%) and, more so, Eastern Europe (~20%) feel that they dispose of world-class capacities and consider efforts to defend those as crucial. To the contrary, upgrading is the core theme in these countries (~50%/~70%) while it is rather irrelevant in Central and Northern Europe (below 10%). Interestingly, however, many UK regions see a pressing need for upgrading as well (~55%). Finally, the integration of multinational companies in the regional economy and any localised development process with a view to advanced manufacturing appears to be crucial for UK, Eastern European and in part Northern European regions while most Central European regions do not face such challenges – as they are home to the multinationals’ headquarters themselves.

2.4 Summary assessment In summary, the survey underlined industry 4.0 and advanced materials as the two main topics in the field of Advanced Manufacturing that are considered as areas of concern and opportunity in many European regions. Also, it underlines the crucial importance of improved science-industry collaboration and the development of appropriate skills for advanced manufacturing. Finally, it once more highlights that different types of regions face different challenges requiring not only differently oriented actions, but also adapted actions to the same overall end (e.g. skills).


Figure 2 RIM Plus Survey Results Differentiated by Member States Most Important Challenges in Advanced Manufacturing (by 07-13 Support Category)

Most Important Challenges in Advanced Manufacturing (by Member State Group)

Most Pressing Need for Policy (and other) Support (by Member State Group)

Source: Own survey.

0% 20% 40% 60% 80% 100%








Convergence Regional Comp Employ

0% 20% 40% 60% 80% 100%








Central Europe British Isles Northern Europe Southern Europe Eastern Europe

0% 20% 40% 60% 80% 100%


Accompanying actions for companies in transition towards factories of the future


Developing skills for advanced manufacturing

Central Europe British Isles Northern Europe Southern Europe Eastern Europe


3. Industry 4.0 and Smart Systems

3.1 National Industry 4.0 initiative of the German Federal Government

3.1.1 Origins In Germany, the main national innovation strategy document is the High-Tech Strategy. This was first launched in 2006 and the current New High-Tech Strategy (published in 2014) features six priority areas, one of which is ‘The digital economy and society’. This key task encompasses various fields of action, among them “Industry 4.0”. Already in the last legislative period (2009-2013), Industry 4.0 was one of ten forward-looking projects. In 2013, a Research Agenda and Recommendations for Implementing Industry 4.0 were published.

Industry 4.0 is also a key area of the German government’s Digital Agenda 2014-20173 that targets the active promotion of the transition into the digital era. The Agenda was launched in 2014 and is the joint responsibility of the Federal Ministry for Economic Affairs and Energy and the Federal Ministry of Transport and Digital Infrastructure. In this context, Industry 4.0 or networked production is assumed to have significant impacts through its potential to reform and/or to redesign value chains and its influence on Germany’s manufacturing sector. The German government’s innovation policy and support focuses both on the digital economy itself, and on implementing new digital technologies in companies, particularly small and medium-sized enterprises, to enhance their innovation capacity. Research and innovation in Industry 4.0 are supported by the Federal Ministry for Economic Affairs and Energy’s funding programmes “Autonomics for Industry 4.0” and “Smart Service World” (about €100m).

In its strategy towards Industry 4.0, the Federal Ministry of Education and Research focuses on the following four fields: (1) The segment of small and medium-sized enterprises, where, in order to “bring Industry 4.0 to the shop floor”, the Ministry launched the initiative “Industrie 4.0 – Forschung auf den betrieblichen Hallenboden”. Nine application-oriented research projects serve as examples of implementing Industry 4.0 solutions; (2) Standards and IT architectures concerns the definition of technical standards as reference architectures (see below – Platform Industry 4.0); (3) IT security refers to the development of a reference systems (see also programme IT Security); and (4) Qualification (cf. also programme ‘Innovation for tomorrow’s production, service and work’). So far, the Federal Ministry of Education and Research has published seven calls for proposals in order to support the implementation of Industry 4.0. In total, the Ministry has approved about €120m funds for research in the field of Industry 4.0 until now.

In order to further boost these activities and support Germany’s business sector in the transition to the digital economy and digital workplaces, the New Platform Industry 4.04 has recently been launched; its kick-off took place at the Hannover Messe in April 2015. The new platform broadens the previous platform of BITKOM (Federal Association for Information Technology, Telecommunications and New Media), the German engineering association VDMA (Verband Deutscher Maschinen- und Anlagenbau e.V.), and the German electrical and electronic manufacturers’ association ZVEI (Zentralverband Elektrotechnik- und Elektronikindustrie) into an alliance of members of the federal government, business associations (besides BITKOM, VDMA and ZVEI, BDI (Federation of German Industries), VDA (German Association of the Automotive Industry) and BDEW (Federal Association of the Energy and Water Industry) are involved), trade unions (IG Metall; Industrial Union of Metalworkers) and science (Fraunhofer Gesellschaft). The platform operates under the leadership of the German Ministers of Economic Affairs and of Research and is

3 See: http://www.digitale-agenda.de/Webs/DA/DE/Home/home_node.html 4 See: http://www.plattform-i40.de/


characterised by a unique interplay between research, industry, government and trade unions.

3.1.2 Facts and Figures Industry 4.0 is defined as the integration of cyber-physical systems in production and distribution. As briefly outlined above, its implementation is backed by Germany’s research and innovation strategy, the New High-Tech Strategy, the Digital Agenda 2014-2017, as well as by research and technology programmes and by the Platform Industry 4.0 that brings together and fosters dialogue processes between the relevant actors from business, science, unions and politics. In total, up to €200m are earmarked for Industry 4.0 in the financial plans of the ministries involved.

Relevant research and technology programmes are:

“Autonomics for Industry 4.0 (Internet of Things)”:

• Funding body: German Federal Ministry for Economic Affairs and Energy

• Budget: max. €50m

• Focus: Merging information and communication technologies with industrial production in order to speed up innovation processes

• Beneficiaries: 14 academia-industry collaborations, based on a competition approach

• Objective: Supporting the implementation of Industry 4.0 as one of Germany’s projects for the future

• The programme is composed of four phases: (1) Conception and submission of project outlines, 10/2012-2/2013, (2) Assessment of outlines by an independent jury, 2/2013-4/2013, (3) Development of proposals (winners of first phase; 4/2013-7/2013), (4) Start of approved projects (10/2013)

“Smart Service World”:

• Funding body: German Federal Ministry for Economic Affairs and Energy

• Budget: max. €50m (about 50% co-funding)

• Focus: merging different fields of application such as smart production value chains and diverse sectors (logistics, commerce, energy supply, healthcare, media, etc., as well as daily services such as living, shopping, travelling, education, etc.) through interfaces, platforms, etc.

• The programme is composed of four phases: (1) Conception and submission of project outlines, 11/2014-4/2015, (2) Assessment of outlines by an independent jury, 5/2015-7/2015, (3) Synergy workshop with winners of the competition, advice for application, development of proposals, 8/2015-10/2015), (4) Approval and project implementation (11/2015-3/2016)

“Industry 4.0 – Research on industry’s shopfloor”

• Funding body: German Federal Ministry of Education and Research

• Budget: about €25m

• Focus: Supporting research findings that enable companies to develop and implement Industry 4.0 solutions. Research by and in collaboration with SMEs is particularly supported. Programme targets cyber-physical production systems and their introduction into the German SME segment

• The programme is designed in two phases: (1) Development of project outlines (until 9/2014), (2) Project proposals


“Research for tomorrow’s production; thematic area intelligent networking in production – A contribution to the forward-looking project Industry 4.0”

• Funding body: German Federal Ministry of Education and Research

• Budget: about €1bn (by 2020; total programme)

• Focus: Collaborative research to strengthen manufacturing production in Germany, specifically supporting manufacturing companies in developing and introducing cyber-physical production systems

• The programme supports collaborative projects with interdisciplinary research approaches and holistic solutions

• The programme is designed in two phases: (1) Development of project outlines (until 9/2014), (2) Project proposals

The New Platform Industry 4.0 brings together government officials, business associations, trade unions and researchers and is thus the key actor in Germany’s activities for Industry 4.0. While Germany’s Digital Agenda targets the broad field of digitisation, the new Platform and its activities focus specifically on Industry 4.0, understood as digitally networked production. The core topics in this respect are addressed by the new Platform’s Working Groups that focus on reference architecture and standardisation, research and innovation, the security of networked systems, legal framework, as well as labour and training. Further topics will be dealt with should the need arise.

The new Platform is chaired by the Federal Ministers for Economic Affairs, and of Education and Research. The Platform’s Strategy Group comprises representatives from the Federal Ministries, the Federal Chancellery, the steering body, the federal states, business associations, trade unions, and science. It is responsible for agenda setting and political steering. Expertise and decision-making is the responsibility of the Steering body and the new Platform’s Working Groups. The Steering Body brings together business representatives, the chairs of the five working groups and other guests for joint strategy development, decision-making, coordination and implementation. The two Ministries chairing the Platform also participate in the Steering Body.

As outlined above, the Working Groups tackle crucial topics related to Industry 4.0 and its implementation and their members contribute their specific expertise. Besides the Federal Ministries for Economic Affairs and of Education and Research, the Federal Ministries of the Interior, of Justice and of Labour are also involved. A Board of Academic Advisers gives advice on the topics addressed. The new Platform’s activities are coordinated by a Secretariat. Its main responsibilities are network coordination, organisational issues, project management and supporting working procedures, as well as communication, both internal and external (cf.Figure 3).


Figure 3 Industry 4.0 Platform, Germany

Source: http://www.bmwi.de/EN/Topics/Economy/Industrial-policy/industrie-4-0,did=708234.html

3.1.3 Mission Statement On a strategic level, the federal government’s aim in supporting the Fourth Industrial Revolution is to strengthen Germany’s position as an innovative economy by encouraging German businesses to actively shape and contribute to the uptake of digitisation and the related design of value chains and production processes. The aforementioned research and technology programmes promote this development and offer financial support for research, innovation and technology development in different areas related to this topic.

Referring to the specific challenges of Industry 4.0 (as part of the broader processes of digitisation), the New Platform Industry 4.0 develops visions for Industry 4.0, and focuses on opportunities for German industry and the economy. This refers to Germany’s key position as a lead supplier in embedded systems, flexible production modes, individualised production, innovative business models and new working modes. The report “Recommendations for implementing the forward-looking project Industry 4.0” (Forschungsunion/ acatech, April 2013) presents examples and scenarios of how Industry 4.0 can be implemented in practice. These include, among others, transparent logistics chains, new forms of client-supplier interactions in supply chains, up-cycling, networked production and so forth.

3.1.4 Objectives The German federal government’s pivotal goal is to support sustainable growth, employment and welfare in Germany. Stable macroeconomic framework conditions, sustainable and future-oriented policies are considered crucial in this context. Important aspects include education, research and innovation. The High-Tech Strategy bundles interdepartmental research and innovation activities, following a holistic approach that combines target support with a focus on framework conditions.


Concerning Industry 4.0, the project’s main goals are defined in technological, economic, and societal perspectives. Further goals are to strengthen competitiveness, foster employment and future-oriented services, interlink economic and societal development, provide infrastructure and open standards, and enhance skilled manpower and young professionals. An action plan was developed to implement Industry 4.0, and a budget of up to €200m was earmarked for this initiative for the period 2012-15 (from a total of €8.4bn).

The New High-Tech Strategy focuses on Industry 4.0 as one of several action fields in the future-oriented task ‘Digital Economy and Society’, in order to exploit the underlying potentials for Germany’s economy and employment. Particularly, large opportunities are seen for small and medium-sized enterprises. Innovation in future-oriented fields is supported by:

• Intensified science-industry networks;

• Support SME and technology-oriented start-ups;

• Improved framework conditions for training and recruiting skilled staff; and

• Strengthening the dialogue between policy and society.

The main objective of the New Platform Industry 4.0 is to define and discuss the most crucial topics related to Industry 4.0, as well as to develop targeted measures for research and industry in order to support Germany’s lead position in this field. The main focus is on digital connectivity and linking various actors in real time. The involvement of government, industry, research and trade unions in the New Platform’s work means that quick and consolidated decision-making is possible, based on direct exchanges and flows of information and expertise.

3.1.5 Partners Various actors are involved on the strategic, political, research, consulting and implementation levels.

Between 2006 and 2013, the Industry-Science Research Alliance was the central advisory board that accompanied and supported the implementation and further development of the High-Tech Strategy 2020. It comprised 28 high-level experts from the science and business sectors. The Alliance published various position papers and recommendations. It outlined the next steps and conditions to realise core projects, and the need to:

• scientifically support the process of transformation into a digital economy and society and emphasize IT as a generic technology for all high-priority areas;

• encourage and support the use of digital technologies in production, and diffuse the results of Industry 4.0’s Working Group throughout the relevant industry sectors (Working Group established in 2012); and

• use Internet-based services for industry as a platform for new business models (Industry-Science Research Alliance Prospect Study 2013, page 10).

In October 2012, the Working Group Industry 4.0 published its recommendations on how to implement the forward-looking project Industry 4.0. Its final report was published in April 2013 as a co-publication of the Research Alliance and Acatech and is available at the platform Industry 4.0. The report identifies eight key areas in which action is considered necessary: Standardisation and reference architecture, managing complex systems, comprehensive broadband infrastructure for industry, safety and security, work organization and design, training and continuing professional development, regulatory framework, and resource efficiency.

Acatech, the National Academy of Science and Engineering, represents the German scientific and technological communities and supports policy-makers and society by providing evaluations and recommendations.


Other important actors include large industrial associations that were involved in the Platform Industry 4.0. The Platform was established in the federal government’s forward-looking project “Industry 4.0”, which was initiated in the context of the High-Tech Strategy action plan. The main actors were the Federal Association for Information Technology, Telecommunications and New Media BITKOM, the German engineering association VDMA and the German electrical and electronic manufacturers’ association ZVEI. The results of the Platform’s work were discussed at the Hannover Messe in April 2015 and the new and broadened Platform was presented here (its structure and key characteristics are described above). The New Platform Industry 4.0 and its participating partners can be considered the core actors in Germany who are specifically targeting Industry 4.0 in the genuine understanding of digitally-networked production. These actors are stakeholders from government (the German Federal Ministries of Education and Research and for Economic Affairs and Energy being the core actors), industry (represented by the business associations VDMA, ZVEI, BITKOM, BDI, VDA, BDEW), research (the Fraunhofer-Gesellschaft), and the trade union IG Metall.

Other key actors can be found on a regional level. In addition to Industry 4.0 initiatives on the federal level, the German Bundesländer (Federal States) organize and support activities in their regions. To give an example: Baden-Württemberg has established the “Alliance Industry 4.0 BW” in cooperation with stakeholders from business, research, associations and trade unions. The state supports a Project Office that is associated to the regional association of VDMA. In total, Baden-Württemberg provides €14.5m for promoting collaborative research projects, transfer and other activities. The main goal is to promote Industry 4.0 applications in small and medium-sized manufacturing enterprises, and to bundle competences in production technology, automotive and information and communication technologies. Regional and national activities are coordinated in the Platform Industry 4.0.

Other important actors are experts in the fields that deliver data, studies and analyses. Industry 4.0 is implemented in different types of German companies that are active in diverse sectors and technologies. The German Mittelstand (SMEs) is specifically addressed by supporting measures to introduce Industry 4.0 to the segment of small and medium-sized enterprises.

3.1.6 Scope of Activities The following key activities are addressed by the New Platform Industry 4.0:

• Defining Industry 4.0 and developing a strategic approach;

• Coordinating research and industry and supporting exchanges; and

• Public communication and supporting discussions both in the public sphere and in industry (including aspects like security, employment, etc., as well as impacts for businesses, particularly small and medium-sized enterprises in terms of business models, organisational changes, etc.).

These aspects were addressed by the Platform Industry 4.0 in its White Paper (2014, 2015) that includes a definition of the strategic goal, the opportunities offered by Industry 4.0 as well as the need for research and innovation both from a scientific and an industrial perspective. These aspects will be continuously further developed. The White Paper is also conceived as a contribution to future supporting measures of the Federal Ministries of Education and Research and for Economic Affairs and Energy, both with respect to R&D support and also concerning transfer activities.

Under the heading “Industry 4.0 by Design”, the White Paper develops five thematic areas: (1) Horizontal integration across value added networks, (2) Integrated engineering in complete life cycles, (3) Vertical integration and networked production systems, (4) New social infrastructures at workplaces, and (5) Interdisciplinary technologies for Industry 4.0.


The basic hypothesis of Industry 4.0 is that the postulated increasing complexity of production (holistic resource efficiency and effectiveness, enhanced flexibility including client-specific production) will be mastered in intelligent factories. These are characterised by smart machines, highly-skilled and flexible employees who operate automated, self-organised and optimised processes (cyber-physical systems, CPS). These systems have a self-contained mode of action, and organise and optimise themselves. The underlying requirements are business models, processes, methods, tools and functions that enable actors from diverse fields (e.g. mechatronics, electronics, electrical engineering, and software) to design and implement such systems. In this context, Industry 4.0 develops quality criteria in order to ensure the interoperability of the supplied CPS.

With a time horizon of 2035, this general vision is realised through the above-mentioned thematic areas. The first area, horizontal integration across value added networks, targets the integration of different IT systems for supporting diverse value added processes such as production, logistics, marketing, engineering, and services. Research and innovation are foreseen in new business models (including the assessment of benefits and risks, legal aspects, payment and accounting models, etc.), framework value added networks (including for instance flexible linkages of value added networks in production, CPS platforms and their economic role, forms of value added networks organisations, etc.), and the automation of value added networks (including aspects such as pervasive information flows, modelling, simulation and optimization methods, integrating process steps, shaping man-machine interfaces, etc.).

The second thematic area - integrated engineering in complete life cycles – is planned to be realised by (i) integrating real and virtual worlds, and (ii) systems engineering. While the first aspect targets the co-modelling of real and virtual worlds and their interfaces (aiming at models to create complex systems for transferring activities between both worlds, etc.), systems engineering focuses on developing complex technical systems in Industry 4.0. This includes inter-coordinated tools, chains of tools and development environments, reference models for developing intelligent technical systems, etc.

Vertical integration and networked production systems, the third area, will be realised through research and innovation in sensor networks, on the one hand, and through intelligence, flexibility and mutability, on the other hand. Sensor networks target the detailed comprehension of production processes through the descriptive analysis of processes, as well as predictive analytics, which forms the base for improving process control. The second aspect of intelligence, flexibility and mutability is based on the characteristics of production systems in an Industry 4.0 environment, particularly their adaptability, the flexible interplay of men, machines, production systems and value added networks, and process conversion.

The Industry 4.0 production mode is assumed to have impacts on working conditions and the social infrastructures of work. Important aspects addressed in the White Paper are multimodal assistance systems with user-friendly interfaces, learning technologies to support employees, shaping the man-machine-interface and also new forms of collaborative work. Further aspects include working modes, which enable lifelong learning, creativity and the autonomy of employees. In total, measures aim at enhancing the attractiveness of production work and at counteracting the shortage of skilled manpower.

3.1.7 Novelty The genuine novelty of Industry 4.0 – understood as digital connectivity which leads to the evolution of value added chains into value added networks – is the real-time interlinkage of multiple actors that are closely related and jointly work on one product. Referring to the New Platform Industry 4.0, the novelty refers to the involvement of policy-makers, trade unions - whose core interest concerns questions related to work conditions - as well as the external communication by the Platform that is based on the joint internal definition of objectives and a joint understanding of Industry 4.0


processes and activities. An important condition for a coherent vision of Industry 4.0 is the broad involvement of actors and a broad base in society. In this respect, the New Platform organises exchange processes among all societal actors in the pre-competitive phase.

The Working Groups form the core of the Platform’s activities. They develop recommendations for both policy-makers and for the business sector. Further, they collect and present examples of application, i.e. specific demonstrator cases related to Industry 4.0 activities. These are not only good practices, but showcases for Industry 4.0 designs, ideas and activities that are already implemented and in place (“use cases”). This concept aims to bring Industry 4.0 to the actors, mainly to companies and to demonstrate opportunities and options. In addition, these cases have an important communication function.

3.1.8 Organisational Structure and Implementation On a policy level, Industry 4.0 is strategically embedded in the New High-Tech Strategy and the Digital Agenda 2014-2017. Topics that are specifically related to Industry 4.0 and its implementation are targeted by the New Platform Industry 4.0, which has close ties to industry due to the involvement of prominent business associations. The New Platform develops strategic approaches and creates pre-competitive conditions for the economic implementation of the Industry 4.0 vision. Its participants develop concepts for technologies, standards, business and organisation modes in a cross-sectoral way. In parallel, different research, innovation and technology programmes provide financial support for research and industrial actors in order to boost the introduction and implementation of Industry 4.0 in industrial companies backed by research findings.

3.1.9 Results and Impacts Basically, the evolution towards Industry 4.0 is still in its preliminary stage. The results achieved so far are on the strategic level as well as in relation to the core topics developed by the New Platform Industry 4.0’s Working Groups. Thus, the main results are in the area of action plans and recommendations for implementation. The first Industry 4.0 concepts and projects will be presented in the autumn.

While the initiative is per se initiated at the national level the impact of any policies that will eventually be launched under its heading will eventually be highly regional – as was the case with earlier thematic policies. As several regions in Germany are already well positioned with regard to Advanced Manufacturing while others are not the former will profit more and earlier from funding opportunities offered or at least from different ones. In the coming years, industries in all German Länder will be challenged to profit from the envisaged new federal funding opportunities and leverage them at the regional level.

Furthermore, federal processes of strategy definition have in the past in no small number of cases prompted or at least informed parallel processes of strategy definition at the regional level. Already today, some German Länder are starting to develop their own strategies to address issues of Advanced Manufacturing and, more specifically, Industry 4.0. Likewise, many regional innovation strategies that were submitted in the context of the RIS3 process reflect the topic in one way or the other. In the coming years, this process of mutual, strategic exchange will continue.

3.1.10 Potential Market As far as German industry is concerned, Industry 4.0 is intended to initiate a significant push and/or leverage for manufacturing sectors. It is important to be aware that these developments are already taking place, and will most probably be take centre stage in the immediate future. Private businesses and entire sectors will be subject to change, and it is essential to closely coordinate the actors and activities involved. On the other side of the spectrum, user acceptance is another important


aspect and a goal to be achieved. This includes questions like the limits of digitisation that will impact the way we will be living and working in the future.

In terms of industrial sectors, Industry 4.0 is very important for mechanical engineering and for transportation. It also has high impacts on the agricultural sector (for instance the digital remote control of harvesting). The chemical and pharmaceutical sectors are other major actors in Industry 4.0.

3.1.11 Main Lessons Learnt Lessons learnt so far lead to the conclusion that Industry 4.0 implies dramatic changes in the way products are made, in business models, products, and our working world, etc. These changes can be shaped and this enables to decide how to progress under these general conditions. This can be understood as a great opportunity in various fields: in industrial production processes, in value chains and networks, business models, etc. as well as in communication and the organisation of work.

One important lesson learnt so far refers to the integration of a wide range of relevant actors in the New Platform. Bringing together representatives of the most relevant concerned parties creates a pivotal societal base able to integrate the interests of the majority of stakeholders and to introduce and implement Industry 4.0.

3.1.12 Transferability and Sustainability The New Platform as the core actor for Industry 4.0 activities in Germany can be considered a unique institution, which brings together key stakeholders from government, industry, research, and trade unions under the thematic roof of Industry 4.0. These activities have attracted interest at both European and supra-European level. Exchanges are taking place with initiatives from other countries, and plans are being drawn up for future cooperative activities. The transfer of such a structure, its tasks and activities to other regions and nations is considered helpful to organising the transition to Industry 4.0 in Europe and on an international scale.

Actors in other countries are very interested in both Industry 4.0 as such and the Platform and its activities and in transferring parts of the underlying models and concepts to other contexts, both within Europe and beyond. Industry 4.0 developments and the Platform’s structure, organisation and mission are transferrable, but should be adapted to the respective context. Industry has its own specific focal areas and specific characteristics in each context; specificities also exist at the level of political organisation and institutions.

It is conceivable that coordinated approaches such as the German Industry 4.0 initiative could be transferred to other European regions and Member States that have structures comparable to Germany such as Austria, France, Sweden or Italy. Other regions and/or countries currently engaged in re-industrialisation might also be suitable for such coordinated approaches, depending on the individual context and development strategy.

Concerning sustainability, Industry 4.0 is supposed to provide a significant impetus for research and industry over the coming years, i.e. in a medium- and long-term perspective. It is evident that the cited evolutions are taking place, and it is important to remain aware of new and future developments and to react to them appropriately. Accordingly, substantial modifications are expected both on the micro level of individual companies and on the level of sector and industries. Research can provide the basis for these developments of digital connectivity, and for modified working conditions including a possible overhaul of our understanding of ‘work’ and of the concept of time devoted to work. Other crucial topics include the integration of users as well as aspects of acceptance and awareness-raising.

To sum up, significant changes can be expected in the near future. These changes can be shaped and their implementation be influenced which gives many opportunities to benefit from them.


4. Advanced materials

4.1 Cluster of Excellence MERGE - Merge Technologies for Multifunctional Lightweight Structures, Chemnitz University of Technology, Saxony (DE)

4.1.1 Origins Implemented since 2006 by the DFG (German Research Foundation) and the German Council of Science and Humanities, the Programme “Excellence Initiative” aims at consolidating Germany’s position as a science location, enhance its international competitiveness and promote top-level research at universities.

Following a successful first phase 2005-2012 of the programme, the Federal and State Governments decided to extend the Excellence Initiative from 2012 until the end of 2017. In total, the funding provided by the Federal and State Governments accounted for some €4.6bn during the period 2006-2017.

As a young professor, Lothar Kroll (whose alma mater is the Opole University of Technology located in Poland) had taken up a challenging task of establishing a large consortium and coordinating the preparation of proposal that was submitted in response to the call launched during the second phase of the Excellence Initiative.

Out of more than 100 proposals, 43 projects (i.e. 31 extensions and 12 new projects) were selected for funding. Led by the Technische Universität Chemnitz (TUC), the Cluster of Excellence MERGE (Merge Technologies for Multifunctional Lightweight Structures) was among the successful bids. MERGE has become Germany‘s first and only Federal Cluster of Excellence in the field of lightweight structures.

The Government of the Free State of Saxony took a decision back in March 2013 to invest additional €30m to build a new research centre. The cumulative investment taking into account the funding obtained in the framework of the Excellence Initiative and provided by the Free State of Saxony accounts for some €80m.

4.1.2 Facts and Figures • Funding period: 1 November 2012 – 31 October 2017

• More than 20 institutes, 25 principal investigators and 13 participating researchers

• Promoted are more than 100 scientists, technical and administrative staff

• MERGE-Demonstrators (new manufacturing technologies and materials, systems integration and intelligent parts)

• MTC Lightweight Structures e. V. for industrial partners

• New international master‘s programme “MERGE Technologies for Resource Efficiency”, PhD-programme

4.1.3 Mission Statement The mission statement of the Cluster of Excellence MERGE is defined as follows:

“The need to conserve raw materials and energy renders the resource efficiency of manufacturing processes and products a central competitive factor. Combined technologies offer promising approaches to improving resource and energy efficiency by merging discrete manufacturing methods in the production of weight-optimised multifunctional structures.

Compared to classic assembly-oriented manufacturing, a technological fusion of metal-, plastic- and textile-processing techniques can reduce heat, friction and mechanical energy. Furthermore, low-consumption methods of construction are inherent in lightweight structures, which results in saving additional resources.


The vision of the Cluster of Excellence is to tap into the joint resource potential of merged technologies and lightweight structures by adopting an integrated approach. Thus, the Chemnitz Cluster MERGE is pursuing a long-term strategy of bivalent resource efficiency, also known as the BRE strategy”.

4.1.4 Objectives The main objective of the Cluster of Excellence MERGE is to remove the existing barriers between various scientific domains and improve the resource efficiency of manufacturing processes and products by combining different technologies suitable for mass production, comprising plastic, metal, textile and smart systems.

4.1.5 Partners The Technische Universität Chemnitz is a leader of the Cluster of Excellence MERGE and more than 100 scientists, technical and administrative staff from 6 interacting research domains are involved in this undertaking.

The participating institutes include 14 Institutes of TUC, 3 Institutes of Technische Universität Dresden and 7 Faculties, in addition to three affiliated Institutes of TUC(i.e. Cetex, STFI and KVB) 2 Fraunhofer Institutes – IWU and ENAS and Leibniz Institute for Solid State and Materials Research – IFW.

4.1.6 Scope of Activities The activities carried out in the framework of the Cluster of Excellence MERGE are organised in six interacting research domains.

The four vertical research domains include:

• Semi-finished products and preform technologies;

• Metal-intensive technologies;

• Textile-/plastics-based technologies; and

• Micro- and nanosystems integration.

In addition, there are two other cross-cutting themes:

• Interface technologies

• Modelling, integrative simulation and optimisation.

The focus of the research domain ‘Semi-finished products and preform technologies’ is on the combination of textile, plastic and metal predestined for large-scale roll-to-roll production. One of the projects aims at upgrading the fibre-foil-tape unit (FFTU) for production of metal/plastic and metal/fibre-reinforced plastic multilayer composite preforms, which will allow the integration of the process of consolidation of various materials and manufacturing of high-strength, high-stiffness hybrid material composites.

The scope of other projects is to apply a new orbital wrapping (COW) technology for continuous production of multilayer polymer matrix composite parts with variable cross-sections, develop technological approaches for production of thermo-mechanically compatible hybrid structures based on bionic-inspired reinforced structures and deploy monitoring systems of the conditions of the lightweight components.

Within the research domain ‘Metal-intensive technologies’ the focus is placed on basic metallic structures such as metal sheets and profiles, metal foams, fibres and conductors. Particularly, activities are focused on resource-efficient aspects and the combination of properties of different materials in production processes and products.


The implemented projects within this domain concern the development of new process of metal forming and injection moulding in one die and one process. The activities of the other two projects involve the development of planning methods and tools to ensure reliable process chains in production of hybrid components as well as development of adaptive composites that are capable of modifying their mechanical properties.

The activities undertaken with the third research domain ‘Textile-/plastics-based technologies’ are focused on the development of textile-reinforced plastic composites.

The large-scale production of hybrid demonstrator components with high-density of performance and functionality and the development of a new conveyor chain which are being used increasingly for the internal transport of general cargo are the main objectives of the implemented projects. The other projects aim at the development of process chain for the integration of active modules in hybrid metal/polymer composites, natural fibre-reinforced thermoplastic bio-composites process and guaranteeing the requirements of comfort and safety in a lightweight construction using a new multi-material concept.

The emphasis of the fourth research domain ‘Micro- and nanosystems integration’ is placed on the integration of microelectronic components into hybrid structures with the view to ensure further improvement of the performance and functional density of hybrid components.

One of the projects undertaken in the scope of this domain aims at combining and integrating sensors and actuators into composite components. By doing so it will be possible to adapt structures optimally to their applications and achieve a reduction in weight. The development of new approaches for monitoring of lightweight structures by integration of large-area, foil-based sensors during the production process, wireless sensor system (an antenna too be used for data communication) and the integration of miniaturised silicon sensor systems into devices to monitor structural health of materials.

To validate the new manufacturing technologies, materials and systems integration, the Cluster of Excellence MERGE foresees three system demonstrators, notably Chemnitz- Car-Concept (CCC), Car Conveyor Complex (CCX) and Preform Wind Energy Rotor Blade (WERB), as outlined in the following Figure 4.

Figure 4 Cluster of Excellence MERGE – System of Demonstrators

Source: Cluster of Excellence MERGE.

Apart from research activities, the “MERGE-Technology” International Master’s course and PhD programme are designed to ensure graduates pool for the companies. It is also important to mention International MERGE Technologies Conference (IMTC), which bring together experts from academia and industry with know-how on lightweight structures, and the corresponding manufacturing technologies. The second conference is planned to take place in Chemnitz on 1-2 October 2015.


4.1.7 Novelty Primarily, the novelty of the Cluster of Excellence MERGE lies in:

• Interdisciplinary thinking and the networking of multiple actors in the areas of material, manufacturing technology, microelectronics and system integration, design, calculation, simulation, and quality assurance.

• Combination of various technologies suitable for mass-production, such as plastic, metal, textile and smart systems for the development of resource-efficient products and production processes.

• The system demonstrators, comprising of the Chemnitz-Car-Concept (CCC), Car Conveyor Complex (CCX) and Preform Wind Energy Rotor Blade (WERB).

4.1.8 Organisational Structure and Implementation The organisational structure of the Cluster of Excellence MERGE has clearly defined roles and functions but what stands out is an important role played by the Industrial Advisory Board (IAB).

The IAB comprises of some 40 members representing the private sector from Saxony and other German regions but also from other countries like Austria, France, the Netherlands, Poland and even Mexico.

Other models used elsewhere which overly emphasise the importance of large companies in such undertakings are viewed as less effective for boosting innovation activities. The management of the Cluster of Excellence MERGE believes strongly in and pursues actively the idea of creating interacting platform involving multiple actors.

4.1.9 Results and Impacts The Cluster set out a target for improving energy efficiency by 50%. To this end, it has developed a long-term Strategy of Bivalent Resource Efficiency, also known as the BRE strategy. In this context, bivalent means that the energy efficiency can be achieved not only during the production phase but also during the actual exploitation. So far, 30% of energy efficiency target has been achieved.

The Cluster of Excellence MERGE has also attracted a lot of interest among the representatives of the private sector which can be considered as a direct result of this initiative.

According to the interview undertaken in the framework of the RIM Plus, there are some 300 projects which are carried out by the research teams from the TU Chemnitz. Many of the implemented projects involve the cooperation of 10-20 companies. One of the concrete examples of a lightweight product was the development of a battery carrier adapter for an electric car. The lightweight hybrid battery carrier was manufactured under large batch conditions at the Technische Universität Chemnitz and tested on a component test facility belonging to the Audi AG. The Cluster of Excellence MERGE has also collaborated with VW AG and managed to reduce the production time of trunk-integrated lid antenna for VW Eos model from 120 to 15 minutes.

Among other further examples of projects are those relating to the development of innovative composite structures for the car seats (VW Up demonstrator), basalt fibres for application in the automotive industry (a network of some 25 companies cooperating together including companies from Russia) and cooperation with the research teams from Wolfsburg which is known as the location of Volkswagen AG's headquarters.

At the beginning of June 2015, the Cluster of Excellence MERGE was selected out of some 112 proposals submitted in response to the call “Internationalisation of leading-edge Clusters (known also as ‘Spitzenclustern’) future projects and similar networks” launched by the Federal Ministry of Education and Research (BMBF). It is also


worthwhile mentioning that it is the only successful cluster from 43 clusters that had received the financial support in the previous rounds of the Programme “Excellence Initiative”.

4.1.10 Potential Market The activities relating to mobility are characterised by a relatively higher profitability than other areas. The available data also suggests that achieving 10% decrease of the weight of broadly defined area of mobility (i.e. cars, trucks, transport and machinery) would contribute to some 100m tons of CO2 reduction in Germany alone and about 3bn tons worldwide.

To give an indication about the market potential, a case of Daimler was mentioned. It is using advanced welding techniques and systems, which combines hydroforming (a cost-effective way of shaping metals into lightweight, structurally stiff and strong pieces) and injection moulding. It is considered as a concrete example of dynamically developing and profitable market. The current activities undertaken by the Cluster of Excellence MERGE are focused to advance the research on hydroforming and the use of other composite materials.

4.1.11 Main Lessons Learnt There are a number of lessons to be drawn from the design and implementation of the Cluster of Excellence MERGE. Primarily, the challenge lies in building a modern creative team with complementary knowledge and skills. Secondly, it is necessary to have a clearly defined strategic focus. As it was pointed out during our interview, it is important to have an idea that is both viable from the economic point of view and addresses the societal challenges but also is aligned with the regional structures and potential. Thirdly, it was noted that conditions are conducive to innovation if the participation of large companies, SMEs and representatives of the science sector is ensured. Fourthly, it is important that the focus on applied research activities is introduced as soon as possible with the view to establishing long-term cooperation with the industry.

4.1.12 Transferability and Sustainability During the interview it was also pointed out that the Chemnitz Cluster MERGE practice was not only replicable but should be used in other regions. Given that lightweight construction is a key technology of the future, the association, known also as ‘MTC Lightweight Structures’ was established in order to ensure the sustainability of the activities of the Cluster of Excellence MERGE in the future. The MTC Lightweight Structures e. V. can be considered as a cooperation platform for participating companies. The core activities of this association include the establishment and maintenance of an international network integrating industry and science, initiation of new projects with national and international partners within the cluster platform, and cooperation in all technical issues surrounding the key technologies used for the resource-efficient manufacturing of lightweight structure, etc.

4.2 Aerospace Technology District, Puglia (IT)

4.2.1 Origins Established in July 2009, the Aerospace Technology District (DTA) is an operational body of the Apulian Aerospace Cluster. The DTA is a non-profit consortium represented by the main enterprises in the aerospace field, the universities, as well as the public and private research centres from Apulia. It is recognised by the Ministry of Education, University and Research (MIUR, the Italian acronym) as technological district and operates both in the national, international context to increase the competitiveness of the regional productive system.


The lead on the establishment of the DTA was taken by Dr. Joseph Acierno, the current President of the DTA. Previously, he was employed at the Technological Park and in 2004 started to work on the topic relating to improving the competitiveness of the Apulian aerospace industry. At that time, he noted that something interesting was happening in this specific field and one of the observable trends was the intensification of SMEs cooperation.

As background information, it is important to mention that in the past the Apulia region was characterised by the presence of large industries, which were supported by the public investment during the 1970s and 1980s. The activities undertaken by Airbus and Boeing had clearly a positive influence on the development of Apulian companies. Around that period there was also an important technological achievement made, notably the development and introduction of new advanced materials.

Figure 5 Alenia Aermacchi, Grottaglie

Source: Aerospace Technology District (DTA).

The DTA was established as a result of bottom-up mobilisation of various actors with a clearly defined objective of reinforcing and developing high-value production activities. Subsequently, the DTA received financial support from various programmes and initiatives, including the funding linked to the status of ‘Technology District’.

4.2.2 Facts and Figures • During a three-year period (2010-2013) the DTA accounted for the highest growth

in the aerospace at the national level in terms of the increase in the number of employees, the birth of new enterprises, the increase in the number of researchers and research labs as well as the rise in the private and public investments.

• During the 2012-2014 period, the DTA was involved in several research and training projects funded by 7th Framework Programme, by national Ministry of Research and by Apulia Region. The total funding accounted for more than €100m.

• 15 industrial research projects

• The involvement of 28 enterprises (small, medium-sized and large) and 350 researchers from the Universities and the public and private Research Centres

• 123 beneficiaries of the training projects (graduates and holders of a diploma)

• 32 missions and projects of international cooperation


• 13 advanced training projects

• 52 company training courses

• The provision of 16.500 lifelong training hours and involvement of 436 employees in the training programmes

• 264 Educational training projects aimed at hiring young graduates

• 314 Stable employment as a result of the carried out projects

• 200 Schools involved in the orientation initiatives and over 10.000 pupils who have taken part in the orientation initiatives

• 96% Percentage of young people who have found stable employment thanks to the participation in the training projects

4.2.3 Mission Statement The DTA is based on trust and cooperation. It is considered as a modern development tool for design, planning and implementing strategies and policies related to a variety of actors such as small, medium and large enterprises, universities and research centres, local and regional institutions, trade unions and national associations in the field of aerospace and defence. Overall mission is to boost the competitiveness of the Apulian aerospace industry and increase the visibility of research activities and potential at the national and international level.

4.2.4 Objectives The main objective of the DTA is to reinforce and consolidate the competitiveness of regional aerospace industry. Among the specific objectives, which the DTA aims to achieve through various activities are: increasing competitiveness and innovation of SMEs, fostering internationalisation, reinforcing research and vocational training, and contributing to the growth of aerospace sector.

4.2.5 Partners The regional authorities and municipalities are actively involved in the definition of the DTA Strategy. Several other actors play an important role, including trade unions, and major aerospace and defence associations.

The Polytechnic of Bari, the University of Salento (Lecce), and the University of Bari, together with Enea, CNR, and the consortia Cetma and Optel represent aero- spatial research potential in the region.

It is important also to mention strong industry involvement. Shareholders of DTA are four large-sized enterprises (ALENIA AERMACCHI, AGUSTA WESTLAND, GE AVIO, DEMA) eight SMEs (CMD, SALVER, IAS, BLACKSHAPE, PLANETEK, ENGINSOFT, SITAEL, GSE), in addition to the above-mentioned universities, national and private research centres.

4.2.6 Scope of Activities The R&D projects undertaken by the DTA are characterised by their practical orientation towards the productive and economic spin-offs, and are the results of the integration of competences of their participants.

The focus of activities is placed on several areas and involves planning, construction, integration and support to aircraft and helicopter complex systems to the transformation and overhaul of aircrafts, propelling for civil and military aeronautics and space, planning, development, and marketing of advanced software systems and real time for aerospace, civil, and military application.

The thematic focus of activities that are undertaken by the members of the DTA is the following:


• Composite materials for the integration of production, especially through process innovation;

• Virtual reality, integrated with radiofrequency identification devices, and robotic and mechatronic systems;

• Integrated sensor microsystems;

• Cellular materials (foams);

• Ceramic materials for propellers;

• Nano-materials (i.e. nanometrics, like nano-wires, nano-fibres, nano-laminae); and

• Special software.

Another important area of activity concerns the skills development especially promoting vocational training as well as mobility of staff between enterprises, universities, and scientific research institutions.

It is also important to cite a number of cooperation agreements which the DTA has singed. Among the most recent cooperation agreements are those with Aeromontreal (2010), Aerospace Valley (2014), Hellenic Space Technologies and Applications Cluster (2014) and Wirtschaftsförderung Bremen GmbH (2015).

4.2.7 Novelty The infrastructure for research, experimentation, training and integration of air and ground systems are integrated into the Test Bed "Airport Marcello Arlotta of Grottaglie" for the new aerospace solution (i.e. autonomous vehicle) which together with the activities undertaken by the DTA member organisations represent a novel approach in improving the competitiveness of the Apulian aerospace industry.

4.2.8 Organisational Structure and Implementation The structure of the DTA is very lean and flexible. The President, who accountable to the shareholders, is assisted by a Board of Directors which currently consists of 12 members. The President leads the divisions "administration", "secretary and general affairs" and "technology transfer and training", the latter supported by the activities of the division "training tutoring ".

The Board of Auditors, a body composed of three members, is responsible for verifying legality and accountancy. Four advisors are responsible for monitoring and promoting actively the projects, in addition to five external consultants for provision of specific support (e.g. activities related to accounting, reporting, legal affairs and employment contracts).

The Shareholders' Meetings happen at least once every year (for the approval of the annual financial statement) and the Board of Directors meets on a monthly basis or when it is necessary.

With regard to the purely technical and scientific aspects, the DTA is supported by the experts proposed by the academic and the industrial associates.

4.2.9 Results and Impacts The DTA has contributed to the biggest growth in the aerospace at the national level in terms of the increase in the number of employees, sales, exports, the birth of new enterprises, the increase in the number of researchers and research labs as well as the rise in the private and public investments.

During the 2007-2013 period, the Apulian aerospace employment grew by almost 70% and turnover of aerospace industry exceeded €1bn. The average export growth accounted for almost 30%. With regard to skills development and research activities,


the Apulian universities launched two different degrees in aerospace and established public-private foundation for vocational training. During the same period, six new laboratories operating in the field of aerospace were also launched.

With regard to the impact of the economic and financial crisis, it is important to note that in 2013 the DTA was recognised as one out of the five Italian clusters resilient to the financial and economic crisis.

The undertaken activities by the DTA have substantially contributed to the development of the network of relations of the Apulian aerospace system. According to the study conducted for a doctoral thesis research on 5 Technological Clusters by Giuseppe Calignano, including the DTA, it emerges an important result regarding the consolidation and development of cooperation among the companies and key actors in the area of aerospace.

The Apulia region is the Italian Region in which there is the highest concentration of composites production and the only region with a unique test bed. To the end, the Grottaglie Airport has been selected by the national authorities for the development, testing and evaluation of RPAS – Remotely Pilot Aircraft System.

4.2.10 Potential Market According to available data more than 50 companies are generating sales worth about €1bn and employing over 5,000 people. Particularly, the following areas represent market opportunities with the highest potential:

• New solutions of composite parts for the aerospace;

• New engine solutions for reducing CO2 emissions;

• Services and technological platforms for the testing of manned and unmanned aircrafts;

• Innovative services for the territories (by satellite and/or aircrafts piloted by remote) such monitoring and environmental prevention, fire prevention, innovative services for agriculture, citizen security, coastal monitoring, etc.; and

• Microsatellites and new launchers.

It was also mentioned during the interview that General Electric Company (GE) completed back in 2013 the acquisition of the aviation business of Avio, a leading Italy-based provider of civil and military aviation components and systems. This concrete example illustrates a recent trend that is taking place in the aerospace industry.

4.2.11 Main Lessons Learnt One of the main lessons learnt is the need to develop an ability to anticipate the future market developments and this is precisely what is happening in the case of DTA. The related challenge is to ensure that different companies and key stakeholders are co-working as a group towards achieving a common objective.

Secondly, the integration between demand and supply is ultimately guaranteed by the new cluster organisational model, which through its composition brings together businesses, universities, research centres, associations, trade unions and public bodies. As a result, the concept of the productive cluster offers concrete solutions and generates a virtuous circle, which increases the level of competitiveness of the Apulia system by directly linking the players in the various industries.

4.2.12 Transferability and Sustainability The model is not only transferable to other regions but it is highly recommended to use the approach adopted by the DTA as an inspiration for similar initiatives in other regions.


Apulia has a well-established university system that is evenly distributed across the territory, able to create a level of expertise which is at the forefront in meeting the needs of the various territorial areas.

In recent years, a model of networking has taken shape in which universities, public and private research centres and other institutions collaborate in trying out new products and processes and promote the transfer of technologies.

The training provision is also completed by numerous specialised activities, offered both by the universities and by training centres and business schools which, in close contact with employers, respond quickly to the professional requirements of businesses.

In parallel, seven Industrial Liaison Offices, whose offices are located in Universities and Public research centres, support the regional actors in technology transfer activities.

With regard to the sustainability, the DTA is an example of bottom-up initiative, which has subsequently managed to secure funding from the EU, national and regional programmes.


5. Production related biotechnology

5.1 Chemelot and Brightlands Chemelot Campus, Limburg (NL)

5.1.1 Origins The foundation for the Chemelot chemicals cluster, now home to more than 160 companies and 6,400 jobs, was laid with the introduction of the ‘brand name’ in 2002. Earlier, the area now known as Chemelot was the site of the Maurits coal mine (1926-1967) and, until much later, Dutch State Mines’ chemicals and polymer divisions (1930-2000). By the end of 2000, however, DSM launched the strategy “Vision 2005” that led the company away from bulk chemicals and polymers in the direction of specialty products in performance materials, health and nutrition, combining this approach with further internationalisation. For the DSM’s Geleen site, this implied the sale of DSM’s petrochemical divisions, which made up about half of its local activities, to the Saudi-Arabian company SABIC in 2002. This divestment created a new situation with now two major players on one industrial estate.

At the same time, it gave DSM the means to raise investments in life sciences and new materials. In this situation, the name Chemelot was first introduced in 2002. After the petrochemical activities had been taken over by SABIC, the remaining DSM units were drastically reorganised in the ‘Copernicus project’ from 2002-2004. Research activities were decentralised and activities of a more general nature, such as analysis, were delegated to departments presenting themselves under own names, such as DSM Resolve.

In 2005, DSM concluded an agreement with Sittard-Geleen, the province of Limburg and the trade unions (concerned about the future of the site), with the aim to transform Chemelot site into an open industrial estate for chemical production, research and development. At the same time, a first master plan for a campus area in addition to the industrial estate was presented and finalied in 2008. Hence, the year 2005 can be considered the starting point for Chemelot as it exists today.

In parallel, DSM continued to its remaining bulk production activities based at the Chemelot site and concentrated more strongly on the development of nutrition and health products and performance materials. In 2011, DSM’s synthetic rubber activities were sold to LANXESS. Recently, in 2015, DSM sold its last remaining production activities at the Chemelot site that does not fit in their new strategy for the future. At this moment only 5% of the production at Chemelot is DSM. In the course of this ongoing divestments, DSM’s supporting services (DMC) were transferred to a new entity, Sitech Services, in 2009 the shares of which are held by the companies now owning the main plants operating in the Industrial Park (DSM, OCI Nitrogen, SABIC and LANXESS). Today, Sitech supports individual plants with services, such as maintenance, and provides services to the whole site, in particular the company fire brigade, the security department, the overall infrastructure and waste water purification. The creation of Sitech Services prevented fragmentation of expertise and ensured competitive costs.

After a process of four years of negotiations and shaping in 2012 DSM, the province of Limburg and Maastricht University Medical Center+ founded the Chemelot Campus, a separate initiative to bring together research, innovation, education and pilot and miniplant production, in the field of performance materials, biobased materials and biomedical materials, at one site that was at the same time close to large scale production in the industrial park. The main goal of the province of Limburg is economic growth. That of DSM is creating an excellent environment for researchers and talent and for the Maastricht University is broadening education from alpha to beta studies and being close to businesses.

While legally distinct from the industrial park, the Campus is located directly adjacent to it and there are various interactions between them. In 2014 Chemelot Campus became the Brightlands Chemelot Campus. Brightlands is the brand of the four campuses in the province of Limburg. The Brightlands Chemelot Campus with its 40


employees in 2015 is a development organisation. Besides managing the investment and development of real estate and infrastructure as the site it also has a large business development group with nine staff. It provides regular if not daily support to many young enterprises at the Campus and, not uncommonly, takes shares in start-up companies in return. Besides that the campus has an investment fund that invests in research institutes (applied research) and research infrastructure.

The province of Limburg is the main investor in infrastructure. Their share in the development of the real estate is 80%.

In addition to the Campus activities, the overall Chemelot Industrial Park remains the location of two naphtha crackers and SABIC’s polymerization plants. OCI Nitrogen is present with two ammonia plants, three nitric acid plants, a fertilizer plant and a melamine plant. DSM operates a caprolactam plant, an acrylonitrile plant and a plant for performance plastics (Stanyl) in the Industrial Park. LANXESS has a synthetic rubber plant there and Sekisui S-Lec a relatively new resins plant. DEXPlastomers, INEOS ChlorVinyls, Polyscope Polymers and Carbolim complete the list of large-scale chemical production facilities at the site.

5.1.2 Facts and Figures

At the Brightlands Chemelot Campus, scientists from Maastricht University, the RWTH Aachen University, the Technical University of Eindhoven and TNO perform joint research in several institutes on the themes biobased materials, performance materials and biomedical materials in collaboration with companies such as SABIC, DSM and LANXES

regional innovation monitor plus 2015 · 2018. 4. 26. · regional innovation monitor plus 2015 i...

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