Public Private PartnershiPs - Strenghtening innovation and reSearch in europe - December 2017 - n 49 - ecsel ju
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December 2017 - n°49 Public Private Partnerships Strenghtening Innovation and Research in europe
CARRYING THE
TORCH
FOR MEDICAL INNOVATION
Find out more about IMI
Visit our website: www.imi.europa.eu
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J T I s S e c t o r s : N e w A m b iti o n s – N e w S c a l e | The European Files | 3
E D I T O R I A L
PUBLIC PRIVATE PARTNERSHIPS
STRENGHTENING INNOVATION AND RESEARCH IN EUROPE
T
T he European Union is halfway through
the Horizon 2020 (H2020) framework
for innovation and the journey so far
is ripe for evaluation. H2020 is unique as a
Framework Program for research and devel-
at a continental scale. This is because the
subjects of these ETPs and their objectives
are both too large in impact and necessarily
unachievable through national initiatives.
Having identified key research themes such as
and Transport, Clean Energy and--perhaps
a testament to its importance in European
society-- the two separate initiatives on Infor-
mation and Communications Technologies
lend themselves well to the management of
opment due to its sheer scale in budget and Health or Transport research, the JTIs enable research programs in an “integrated manner”.
duration. With lifespan of 7 years and an initial large-scale programs to extend the reach of As the evaluation of H2020 thus far reveals
total budget of EUR 77 billion, it encourages H2020’s impact potential. For example, the certain gaps in its implementation, it is
members of public research institutions, Innovative Medicines Initiative was created possible the European Union already pos-
private organizations, and interested parties to tackle “bottlenecks currently limiting sesses working solutions within the breadth of
at large to come together over strategic tech- the efficiency, effectiveness and quality of financing or organizing programs such as JTIs
nological sectors. It does this by boasting one the drug development activities needed to and the accompanying Joint Undertakings.
of the most sophisticated and comprehensive bring innovative medicines to the market”. This issue of the European Files…
funding portfolio enabling a variety of actors Europe’s ability to unite all stakeholders
to find funding for their projects, big or small. involved in the financing, development, LAURENT ULMANN
With the noble ambition of organizing research approval, and marketing of new medicines
that will contribute to “building a society and is crucial to maintaining a competitive phar-
economy based on knowledge and innovation maceutical industry to properly address
across the Union”, H2020 stands out as itself a the Union and its citizens’ needs. Programs
pioneering program for innovation. funded under JTIs each benefit from unique
approaches to research and development,
It is clear that part of its strength as an including measures of “open innovation”
institutional tool for innovation stems from enabling cross-company collaboration and
its versatile financing packages to projects asset sharing.
of all sizes. H2020 includes a set of strategic
research sectors and promises to review each In fact, H2020 wholly deserves the attention
bid based on potential impact. Although the of the interim evaluation to review and revise
effectiveness of this approach cannot be fully its capacity to maintain a high level of efficacy
evaluated at this time, several ambitious ini- in delivering innovation to Europe’s citizens.
tiatives have been launched, refinanced, and Doubly important is the public’s awareness
improved to meet a standard of excellence. and perception of these innovation initiatives.
One of the most exciting approaches to Whereas some projects may be so focused
research that has experienced new life under as to invite very specialized interest groups,
H2020 is the Joint Technology Initiative (JTIs). the JTIs offer an innovation scope relevant to
Although some research sectors may benefit several Member States and its citizens. Key
from a highly focused scope, several Strategic technological advances must have the capacity
Research Agendas require coordination and to open and drive new markets. The break-
leadership in European Technology Platforms throughs required in sectors as large as Health
Management: The European Files / Les Dossiers Européens - 19 rue Lincoln, 1180 Brussels
www.europeanfiles.eu - ISSN 1636-6085 - email: ulmann@europeanfiles.eu -
Publication Director and Editor-in-Chief: Laurent ULMANN - Intern: Raphaël Benros
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4 | T h e E u r o p e a n F i l e s | J T I s S e c t o r s : N e w A m b iti o n s – N e w S c a l e
TABLE OF CONTENTS
PPP’s for a long-term vision for The Innovative Medicines Initiative: taking open
competitiveness in Europe 6 innovation to the next level 14
Jyrki Katainen, Vice-President and Commissioner Jobs, Pierre Meulien, Executive Director,
Growth, Investment and Competitiveness, European Innovative Medicines Initiative
Commission
The Innovative Medicines Initiative:
Horizon 2020 Review: Towards a more coherent Carrying the torch of medical innovation 16
R&I funding landscape 7 Magda Chlebus, Executive Director, Science Policy &
Mailis Reps, Estonian Minister of Education and Research Regulatory Affairs, European Federation of Pharmaceutical
Industries and Associations (EFPIA)
Streamlining European Research Initiatives 8
Frédérique Vidal, French Minister of Higher Education, Value of Private Public Partnerships to
Research, and Innovation address Infectious Disease Risks and needs
for epidemic prevention 18
Pushing a long-term vision for PPPs 9 Jean Lang, MD, PhD, Associate Vice President R&D,
Global Health, Partnerships & Funding, Sanofi Pasteur
Jarosław Gowin, Polish Minister of Science and Higher
Education Corinne Bardone, Pharm D, Head of Global Vaccines Public
Affairs for Polio, Pertussis and Hib Vaccines, Sanofi Pasteur
Preparing for FP9: Reinforcing JTIs and their potential 10
Jörg Leichtfried, Federal Minister for Transport, Innovation
and Technology of the Republic of Austria
Energy sector
PPP initiatives in the context of the European Energy
Regional Impact of Joint Technology Initiates and Union - A powerful element for a sustainable energy
Public-Private Partnerships for European system 20
Competitiveness and Innovation 11 Paul Rübig, MEP (EPP Group), Member of the ITRE
Markku Markkula, The First Vice-President of the European Committee
Committee of the Regions (CoR) and City councillor of Espoo
Joint Undertakings: an efficient tool toward the
energy transition 21
JTIs Sectors: New Ambitions – New Scale Dominique Ristori, Director-General, DG Energy,
European Commission
Health sector Advantages of a JU for a Clean Energy future 22
IMI contributes to efforts to accelerate access to Bart Biebuyck, Executive Director of FCH2
affordable, innovative medicine 12
Miroslav Poche, Miroslav Poche, MEP (S&D Group), Bio-Economy sector
Member of the ITRE Committee
To boost and facilitate the process of dispersion of
PPPs: The Patients’ View 13 new technologies the role of SME’s is crucial through
Nicola Bedlington, EPF Secretary General the PPP 24
Andor DELI, MEP (EPP Group), Member of the TRAN
Committee
J T I s S e c t o r s : N e w A m b iti o n s – N e w S c a l e | The European Files | 5
The necessity to sustainable bio-based economy Transport
in the EU 25
Franc Bogovič, MEP (EPP Group), Member of the REGI The future of Joint Technology Initiatives in
Committee the field of digital transport 36
Henrik Hololei, Director-General for Mobility and Transport,
Strengthening European bio-based industries in a European Commission.
competitive global market 26
Philippe Mengal, Executive Director of Bio-based Industries Aviation Strategy for Europe, the importance of JTIs 37
Joint Undertaking (BBI JU) Pavel Telička, MEP, Vice-President of the European
Parliament Committee for Transport and Tourism Group of
Taking stock of Europe’s bio-based industries: the Alliance of Liberals and Democrats for Europe
new sectors, new value chains, new investments 28
Dirk Carrez, Executive Director, Bio-based Industries Upgrading Europe’s skies, digitally 38
Consortium Florian Guillermet, Executive Director, SESAR Joint
Undertaking
Investment framework to build a competitive, dynamic
and sustainable bioeconomy in Europe 30 Clean Sky: Innovative results for a more
Miapetra Kumpula-Natri, MEP (S&D Group), Chair of the competitive Europe 40
Bioeconomy Working Group, EP Intergroup “Climate Change, Tiit Jürimäe, Interim Executive Director, Clean Sky 2 Joint
Biodiversity, and Sustainable Development”, Member of the Undertaking
ITRE Committee
Shift2Rail: no train, no gain 42
Dominique Riquet, MEP (ALDE Group), Vice-Chair of the
Digital sector TRAN Committee
Public-Private-Partnerships in Horizon 2020
and beyond 31 JTIs in Rail: Tackling a European transport
Roberto Viola, Director General DG CNECT, challenge with a new comprehensive approach 44
European Commission
Carlo Borghini, Executive Director of Shift2Rail
ECSEL Joint Undertaking: shaping digital innovation 32 Energy efficiency in the field of transport,
Bert de Colvenaer, Executive Director of the ECSEL JU a societal requirement 46
Gesine Meissner, MEP (ALDE Group),
Member of the TRAN Committee
Joint Technology Initiatives and Joint Undertakings:
speeding up Europe 34
Lambert van Nistelrooij, MEP (EPP Group),
Member of REGI Committee
Stimulating the innovation through of the PPP’s 35
Marian-Jean Marinescu, MEP (EPP Group),
Member of the TRAN Committee
6 | T h e E u r o p e a n F i l e s | S t r e n g h t e nin g I nn o v ati o n an d Research in e u r o p e
PPP’s for a long-term vision for
competitiveness in Europe
One of the most useful instruments to research to the marketplace. For Europe this
overcome market failures is organised part- means a stronger bio-based industrial sector,
nerships between the public and the private which can make it possible to reduce our
sector. It can encourage more breakthroughs dependency on fossil based products, fight
and ensure that great ideas are carried from climate change and lead to greener and more
the lab to the industry. We must make environmentally friendly growth. Overall, PPPs
the most of the knowledge and science we can also boost sustainable development in
produce to enhance growth, productivity and Europe.
competitiveness in the long- run.
The world is changing faster than ever. New
EU relies on Public-Private Partnerships technologies are introduced all the time and
(PPPs) when operating under the Horizon Europe must be ready – not just to respond
2020. This is so far the biggest EU Research and adjust – but also to invent and lead in the
Jyrki KATAINEN and Innovation programme, with nearly adoption of new technologies.
Vice-President and Commissioner Jobs, EUR 80 billion of funding made available over
Growth, Investment and Competitiveness, 7 years (2014 to 2020) - and in addition to this Our digital economy must have trustworthy
European Commission comes the private investment that this money ICT products, services and software in order
attracts. to develop. It is vital to secure Europe from
cyber-threats and make us more resilient to
When teaming up with the industrial cyber-attacks. That is why EU is engaged in
Q uality research and innovation is very sector, the implementation of research and another important PPP to support innova-
important for advanced economies innovation activities further improves. Mobi- tive solutions in the field of cyber- security,
like Europe’s. The value of Europe’s lising joint investments supports the competi- which is expected to trig- ger €1.8 billion of
future relies upon our ability to produce tiveness of sectors that can develop closer syn- investment by 2020.
knowledge and how well we succeed in trans- ergies with national and regional programmes,
forming this knowledge into innovation and and encourage greater private investment. Looking at the future, we now need to
growth. strengthen further the results achieved under
A concrete example of an EU PPP is the the current research programme. The evalua-
Research and innovation are also crucial, Horizon 2020 Bio-Based Industries Joint Under- tion we carried out highlighted its strengths
if we want to create a sustainable economy, taking (BBI JU). A EUR 3.7 billion investment in as well as the areas for development. Horizon
high quality jobs and strengthen the competi- bio-based innovation - with EUR 975 million 2020 has proven to be a successful pro-
tiveness of European industry. of EU funds and EUR 2.7 billion of private gramme to stimulate research and innovation
investments. benefitting Europe’s competitiveness. The next
Research and innovation are often high risk programme will learn from the experience and
activities without guarantee for success or Here the partnerships ensure industrial will aim to deliver even greater benefits for the
profits. Many private investors are therefore research and help narrowing the gap from competitiveness and growth of Europe.
reluctant to invest even though the economic
or social return could potentially be large. This
unwillingness to invest dampens Europe’s
innovation potential.
Moreover, while on fundamental research
Europe enjoys a leadership position in the
world, on market-creating innovation the
challenge is still ahead of us.
The European Commission is committed
to take a leading role to support research and
innovation. Because of the nature of research,
the significant economies of scale and the
importance of cross-border cooperation, this
is one of those areas in which the European
Union can have a real added value.
S t r e n g h t e nin g I nn o v ati o n an d Research in e u r o p e | The European Files | 7
Horizon 2020 Review: Towards a more
coherent R&I funding landscape
of PPPs1 in Europe – under each one there are do not know what new partnerships are in the
in turn a large number thematic initiatives. pipeline. This is a problem for many Member
From the Horizon 2020 we co-fund altogether States, but especially for EU-13 countries. Early
ten contractual Public-Private Partnerships access to the discussions on the identification
(cPPP), seven Joint Technology Initiatives of topics and activities to implement these is a
(JTIs) and six EIT Knowledge and Innovation starting point for creating more equal partici-
Communities. Whilst there is no doubt that pation conditions.
the individual partnership initiatives are doing
a good job, the overall R&I funding landscape Vision in moving forward
has become too complex, and therefore needs To realize the full potential of partnerships
a more thorough discussion at the political for EU R&I policy, we need to have a clear
level before moving into FP9. This is why we agenda at the EU level for defining, what topics
decided to address this as one of our priorities we are going to push forward, and a common
Mailis REPS during the Presidency of the EU Council. framework for all partnerships. In practice
Estonian Minister of Education and Research this means having clear conditions when we
When we first introduced this topic during implement certain topics via R&I partnerships,
the informal meeting of research ministers in coupled with a strategic process for iden-
Tallinn in July, I was positively surprised by tifying, implementing and phasing out all EU
the support for this topic expressed by other R&I partnerships.
countries and there was a general agreement
S
that we need to rationalize the current Coming back to the 3% R&I investments
ince the launch of European Research complex landscape to ensure its coherence target and the current low share of private
Area at the turn of the century,
and accessibility to all parties involved. These investments in the Union, we also need to
Framework Programmes (FP) have
observations have also been confirmed by look at whether the current PPP implemen-
developed instruments to incentivize the findings of the Horizon 2020 Interim Eval- tation modes deliver the expected leverage.
European research and innovation (R&I) uation, as well as echoed in the Lamy Report First, there is the question of whether we
partnerships to address the fragmentation of and the European Parliament report on the need so many different layers of PPPs and
R&I efforts, better coordinate investments, assessment of Horizon 2020. whether they truly complement each other.
priorities and programmes, and increase Secondly, we need to reflect on whether the
investments in research. current PPPs in Europe have the means and
Current challenges
The development of different types of PPPs tools to be dynamic and bring about a truly
In March 2002, the European Council transformative change in addressing particular
is very important in the context of economy
adopted the Barcelona objective to increase societal and economic challenges.
and development of R&I policies. However, the
the overall spending on research, development
multiplication of instruments has led to a new
and innovation in the Union with the aim of The preparation phase of FP9 is clearly
type of fragmentation and a lack of overall
approaching 3% of GDP by 2010, of which the time to address the complexity of EU
coherence between the different instruments
two-thirds should come from the private R&I partnership landscape. This is a time to
and initiatives.
sector. Although this goal was renewed in the rethink the EU approach to partnerships, and
Europe 2020 strategy, the EU investments in not just make marginal changes. I invite all
Although there have been efforts to clarify
R&I have stayed at 2.03%. So let me start by stakeholders to actively contribute to the dis-
criteria for selecting and implementing PPPs
saying that reaching this target should be the cussions on how we can ensure alignment of
in the Horizon 2020, these have not managed
guide in everything we do. resources and activities in the EU, with the aim
to reduce new partnership proposals or
to jointly address common challenges, and
expectations on what happens to the existing
In this context, the EU public-private part- reduce the fragmentation of R&I efforts. Also,
ones after FP co-funding ends. I think we have
nerships (PPPs) form a very important part of I urge strong existing consortia to look outside
reached a point where we have to reflect
the EU policy, especially for mobilising private of their traditional partners and activities and
critically on the share of funding we should
sector investments and developing a long- keep their minds open to new and exciting
allocate to partnerships as they already take
term vision in addressing socio-economic R&I players. I know that Estonia has a lot to
up 25% of the Horizon 2020 budget. If we do
challenges. offer in research and innovation, and hopefully
not deprioritize, there will be no room for
we have given you a good ‘sneak peek’ during
the emergence of new topics or networks.
New types of public-private partnerships our Presidency. But more importantly, I am
Moreover, it makes our national selection
have been launched with each Framework happy about the warm response that we have
processes extremely difficult because we often
Programme that either benefit directly received from partners across all Europe to
from the FP or at least exert influence on its this topic and I hope we have contributed to
content. Currently we have six different forms 1 cPPPs, JTIs, EIT-KICs, ETIPs, ETPs, EIPs. creating a simpler and more open FP9.
8 | T h e E u r o p e a n F i l e s | S t r e n g h t e nin g I nn o v ati o n an d Research in e u r o p e
Streamlining European
Research Initiatives
State of play and ideas for the time-consuming without real added-
value for them nor for the industrial
future
sector as such. There is undoubtedly room
European R&I partnerships are essential
for simplification. I therefore suggest that
tools for experimentation and structuration.
a common reflection should be initiated
In the last decade, a lot has been done to
between the Commission, Member States
stimulate the co-design and co-investment
and industry in order to take into account
of a wide range of European R&I, with the
this diversity and differentiate mature
Member States and the private sector. For
and integrated European value-chains
instance, on the co-designing side, since 2008,
from more recent and unstructured ones
10 joint programming initiatives have enabled
and define PPP key performing indicators
the adoption of common agendas among the
accordingly.
member States. Similarly, the European Com-
› › PPP interactions with the Member States
mission has favored the involvement of the
Frédérique VIDAL should be reinforced, as the latter rep-
private sector in the design as well as in the
resent more than 90% of the total R&I
French Minister of Higher Education, project implementation of the private sector.
public investment in Europe. This dialogue
Research, and Innovation The principle of cPPP, for instance, has is of utmost importance to help Member
brought a clearer, institutionalized and more States take the best advantage of the very
transparent dialogue between the European high quality of the SRAs while helping the
Commission and the stakeholders, in particular PPP stakeholders to propose a more lim-
with specific industrial sectors. Moreover, ited number of focused EU-level relevant
when properly managed, cPPPs have a great
Why streamlining matters? EU added-value by pulling together Europe
R&I priorities. In this respect, Member
We live today in an exciting and unprec- States have to be closely involved in the
academics and industries and encouraging governance of these partnerships.
edented time: knowledge creation has never
them to structure themselves, share their ›› A right balance has to be kept between
been so strong, turning this new knowledge
visions and cooperate on mid to long term the need to provide visibility to the in-
into innovation has never been done so
research and technology challenges. As an dustry and the capacity to adapt to new
quickly, and the international competition has
illustration, the reports (Strategic research and emerging areas or new industrial trends.
never been so intense. As public policy makers,
innovation agenda, (SRA)) produced by cPPP In other terms the budgetary commit-
we have to make our Research & innovation associations are often of great quality and
(R&I) policies as lean as possible. This is even ments in PPPs need to be used as flex-
contribute to the efficiency of the European ible frameworks for the programming of
truer for Europe. Commission programming.
Indeed, R&I is key to the future of Europe. actions.
With a view towards the FP9, these part- ›› Finally, finding the right balance between
Investment in this sector relies on a wide nerships instruments must be further used representativeness and openness requires
range of actors: Member States, European to serve strategic objectives codesigned by fine tuning. PPPs must not turn into close
Commission, local governments, private Member States, the Commission and the clubs and be open to novel ideas and new
sector. Yet, in spite of this undisputed political industry, such as technological autonomy. actors especially SME and start-ups. Yet,
importance and of this significant number of Their input should go beyond mere calls for they must remain attractive to partici-
funders the investments at EU level in R&I still projects. France deems necessary to strengthen pants. As such, PPPs may not be adapted
lag well behind the political target coined as the support to public-private partnerships, to sector characterized by a high level
part of the so called Lisbon strategy almost 20 namely JTIs, for industry sectors matching the integration and concentration, where the
years ago and reaffirmed in the Europe 2020 maturity and excellence criterias. level of commitment by public authori-
strategy: indeed, in 2015, the level of research A few tweaks are therefore necessary to ties must be enduring, and where a very
and development in the EU28 lies at 2.03% of further improve PPPs impact: strong coordination between R&I activi-
the GDP, a far cry from the 3%. ›› The wide range of maturity degrees across ties is required. For this latter initiatives,
In this context, streamlining the landscape different industrial sectors has insuffi- very limited in number (such as European
of the European research initiatives is needed, ciently been taken into consideration. As low-power processor for example), other
not only to progress toward the achievement an example, one cannot ask the same level tools are required while keeping the nec-
of the European Research Area, but also to of common commitment and assign sim- essary relationships with the parent PPPs.
simplify the whole framework and make it ilar objectives to 5G and Big-Data indus- Based on three keywords (focus, simpli-
more efficient. This is a key issue to facilitate a tries! Yet, too often, extremely challenging fication and inclusion), the incoming nego-
major investment of the private sector in R&I. objectives have been set uniformly across tiation on the next EU FP (FP9) is a clear
Attracting the private sector is indeed crucial each PPP, generating a huge complexity opportunity to correct and adjust the PPPs
for achieving the 3% goal and finding solutions within the governance of each initiative. to enable their full impact and France will
to the many societal challenges our societies In many PPPs, stakeholders complain support this approach in its position papers.
are facing! that the processes are burdensome and
S t r e n g h t e nin g I nn o v ati o n an d Research in e u r o p e | The European Files | 9
Pushing a long-term
vision for PPPs
focusing on overlapping thematic areas, is Simplifying the partnership landscape and
too complex and to be efficient, needs to be reinforcing effectiveness of the partnering
reviewed. Taking into consideration the fact instruments should begin with a horizontal
that a need for simplification and stream- and comparative analysis of all existing PPPs
lining of the partnership environment was in research and innovation. Taking into con-
indicated unanimously by Member States and sideration the importance of reducing the
stakeholders during the interim evaluation of number of undertakings by, among others,
Horizon 2020 and the fact that the High-Level combining the initiatives with similar inter-
Group on maximizing impact of the European vention logic and overlapping areas of activity,
Union’s Research and Innovation Programmes modifications in the current partnerships
chaired by Pascal Lamy recommended to might become indispensable. Additionally, it
cut the number of R&I funding schemes and is necessary to be aware of the fact that the
instruments, there is no doubt that now – European innovation system is consistently
Jarosław GOWIN during the preparation of the next Framework undergoing changes and, as a consequence,
Programme – is the time to take appropriate requires creation and implementation of
Polish Minister of Science and Higher
actions in this regard. adjusted policy instruments. In this regard
Education
To fully seize the opportunities resulting the comparative analysis of existing PPPs
from public private partnerships it is essential would be helpful to submit recommendations
to adopt a strategic and holistic approach concerning replacing or adapting the current
involving a broad spectrum of aspects that partnering instruments by the new, enhanced
G
should be taken into account in the future ones, that would be better aligned with
lobalized and competitive economy the purposes jointly set by Member States and
and society require new approaches to definition and operation of partnerships.
the European Commission.
solving crucial challenges we face. Well The above refers not only to an open and
Redefining the role of partnerships in the
designed, structured partnerships between the transparent process of topics selection –
future European R&D&I framework is of
public and private sectors could gain a more representing the interests of all Member
crucial importance as it connects with the
prominent role in the European research and States and being coherent with priorities
recently proposed mission-oriented approach,
innovation support portfolio. set out at European, national and regional
that should be a major new element for
In order to provide sustainable economic level in particular with Smart Specialization
future Framework Programme. The concept
growth and strengthen competitiveness at priorities – but also to the monitoring of
of developing a coordinated mission-oriented
both European and national level as well as established initiatives based on a set of duly
approach for tackling jointly agreed challenges
to adequately address societal challenges elaborated Key Performance Indicators. implemented by, among others, PPPs is an idea
the European Union is facing nowadays we Among criteria measuring progress towards worth considering and needs to be further
need well-structured partnerships between pursued objectives the following should discussed.
the public and private sectors jointly framing be included: economic and societal impact A well thought-out design of public private
and implementing research and innovation demonstrated as European Added Value of partnerships system can contribute to
agendas. Properly functioning, long-term undertaken activities, as well as openness to achieving the core European policy objectives.
public private partnerships in the area of sci- newcomers, including smaller R&I entities and By clearly defining the role of Member States
entific research are necessary to achieve the SME’s, throughout their duration. As far as and industry in setting priorities and steering
objectives of Horizon 2020 and the Europe the latter is concerned, it is worth underlining the process, optimizing the contribution
2020 strategy by, among others, enhancing that partnerships should be open not only at of public and private entities as well as by
interdisciplinary approach in tackling the moment of their creation but throughout properly balancing top-down with bottom-
emerging socio-economic issues, facilitating all their duration. Moreover, the abovemen- up approach, the instrument could provide
introduction of innovative technologies on tioned approach towards PPPs should involve solutions to current and upcoming societal
the European market, attracting interna- their mid-term evaluation and higher degree and economic challenges. Nevertheless, while
tional research and development investments of flexibility, which would allow to implement reforming the partnership landscape it is nec-
and decreasing fragmentation of sectors by necessary changes in justified cases including essary to bear in mind that any modifications
building collaborative networks. assessment of a partnership relevance in should bring more simplification and trans-
Given the considerable advantages of the contributing directly to competiveness and parency to the process with the aim of creating
partnership instrument, it is crucial to make EU policy goals. Apart from the need for a a more efficient, accessible and open next
full use of its potential. However, it seems strategic process of selecting and monitoring European Union’s Framework Programme for
that the current landscape of public private of PPPs, it is essential as well to define from Research and Innovation.
partnerships, which consists of multiple ini- the outset a phasing out strategy from the EU
tiatives operating under different rules, with funding and a leverage effect for each newly
different funding mechanisms and sometimes established partnership.
10 | T h e E u r o p e a n F i l e s | S t r e n g h t e nin g I nn o v ati o n an d Research in e u r o p e
Preparing for FP9: Reinforcing
JTIs and their potential
research and industry that would otherwise top-level RTI and are the basis for competitive
not be possible, the recent founding of the products and services in return. The par-
initiative “Silicon Austria” as an investment ticipation in PPPs has thus become an integral
programme to establish Austria as a prime part of the Austrian RTI-ecosystem.
location for electronic based systems being
closely related. In January 2017 the Austrian Ministry for
Transport, Innovation and Technology has
We welcomed the founding of the PPP published its position on FP9, following an
“Shift2Rail” in 2014 and supported the joining intense discussion with the major repre-
of the “Virtual Vehicle Austria Consortium+” sentatives of Austrian industry and applied
and the company Kapsch CarrierCom AG as research. Based on the experience in FP7 and
associate members. With its ambitious targets in Horizon 2020 this Position confirms the
Shift2Rail helps to meet technology oriented high relevance and value of PPPs, however a
Jörg LEICHTFRIED as well as societal needs, much in line with more transparent process when setting up
the goals of Austria’s as well as of Europe’s new initiatives and more openness towards
Federal Minister for Transport, Innovation
policy to develop competitive and sustainable new partners have been asked for by some.
and Technology of the Republic of Austria
Noticeably the European Commission’s gen-
transport solutions and boost the compe-
erally very positive Mid-Term Evaluation of
tiveness of industry at the same time. Again
the PPPs confirms this analysis.
RTI of this scale and scope requires long-term
collaboration of the best in Europe and their
T
To conclude, we believe that JTIs will have to
he Austrian Ministry for Transport, sustained commitment, supported by the
be of continued relevance in FP9 and will have
Innovation and Technology supports European Framework Program.
to be reinforced, closely linked to enhanced
since many years targeted research, national support of RTI and more ambitious
technology and innovation (RTI)-programs in Alongside these two examples we are efforts in aligning national with European
applied and industrial areas in domains such as interested and active in particular also in the priorities by European Member States. The
transport, energy, ICT, industrial technologies, PPPs FCH2 (Hydrogen and Fuel Cells), CS2 support for PPPs within the Framework
nanotechnologies, aeronautics, security and (Clean Sky 2), BBI (Biobased Industries) and Program for RTI will continue to be of
space as a building block of its RTI-policies. The SESAR (Single European Sky Air Traffic Man- undisputed European added value, helping
procedures followed are similar to the ones in agement Research), all of them corresponding at the same time to meet societal challenges,
Horizon 2020. The programs have proven to be both to RTI and policy goals of the Ministry. pursue European policy goals and boost the
money spent well, being crucial to enhancing Compared to the support of individual col- competiveness of Europe’s industry.”
Austria’s competitiveness, both of research laborative projects these large European
and of industry. initiatives require long-term commitment
and investment by the actors involved but
We are also active in supporting Austria’s they offer a great range of opportunities for
participation in the industry-driven European
Public Private Partnerships corresponding
to the above-mentioned RTI-domains since
their beginnings. This international collabo-
ration in large-scale consortia with the best
industrial and research actors across Europe is
of high relevance both for achieving European
goals and for increasing the quality of our
national programs. This collaboration allows
us - as a comparably small RTI-actor - to
play prominent roles in large consortia – this
would otherwise not be possible. One example
is the JTI ECSEL (Electronic Components
and Systems for European Leadership). The
Austrian participation is linked to our national
programs in ICT as well as in nanotechnologies
and the Austrian contribution is financed by
these programs. The collaboration within
ECSEL offers immeasurable opportunities toS t r e n g h t e nin g I nn o v ati o n an d Research in e u r o p e | The European Files | 11
Regional Impact of Joint Technology
Initiates and Public-Private Partnerships for
European Competitiveness and Innovation
strategic priorities, multidisciplinary approach Innovation arises from the ground, from the
and investing better in project preparation everyday needs of the everyday users. Inno-
and contract management. vation is co-creation, and the Joint Technology
Initiatives are an inspiring example. They rep-
For bench-learning and awareness raising of resent positive change at EU level. By getting
cities and regions and a step towards European people, researchers and businesses – together
partnerships, joint initiative Knowledge with the public sector – to think, plan and
Exchange Platform was launched two years execute is the best way forward for European
ago between CoR and DG RTD. The Joint competiveness.
Technology Initiatives (JTIs) are the aims to
attract more consistent private investment, The European Committee of the Regions
promote research and innovation along whole can make a difference. Our focus is on kick-
value chains, to overcome fragmentation, to starting sustainable growth based on more
Markku MARKKULA avoid duplication and to coordinate better partnerships. Local and regional authorities
innovation activities. JTIs like BBI intend to have proven their worth in identifying local
The First Vice-President of the European
de-risk in research, demonstration and com- needs, bringing partners together and stimu-
Committee of the Regions (CoR) and City
mercialization of technologies and to respond lating investment in the real economy. Entre-
councillor of Espoo
to the challenge of creating and maintaining preneurship, capacity building, smart speciali-
a competitive position of Europe. The main sation and risk-taking must be the mantra of
positive effects in terms of competitiveness EU spending. Every region and city can be a
E
of technologies come via encouragement and pioneer in societal innovation and public-
urope today is different than it used to private partnerships.
be. In the face of economic and political support of value chain driven cooperation
turbulences as well as global megatrends, across sectors (‘the structuring effect’) and
To conclude, geography matters and pro-
there an increasing will to incorporate the via innovation driven mobilization of key
ductivity in regions are directly connected
voices from regions and cities from the stakeholders (‘the mobilizing effect’). Flagships
with aspects that have a strong impact on
bottom-up into decision-making in Brussels. projects are one of the distinctive measures of
people’s wellbeing: wellbeing indicators can
The European Committee of the Regions CoR JTIs. Overall, JTIs have created a stimulating
help rally behind strategic objectives. Regions
has a crucial role to represent these opinions research and innovation environment in
and cities are at the heart of European com-
and concerns. Europe, which we should continue to foster
petitiveness and innovation. The European
for the European competiveness.
Union must become a union of citizens; the
Our work is guided by our political priorities, CoR reconnects Europe with its citizens by
agreed in the June 2015 Plenary for the whole According to benchmark study done, one encouraging dialogue and collaboration with
five-year mandate until 2020. One of the of the main challenges is the preparation; we local and regional representatives as well
major CoR initiates is the Reflecting on Europe need better well-structured public-private as enforcing subsidiarity – taking decisions
project. Our starting point is to show that the partnership (PPP) projects to attract emerging closest to the citizens. We need to be true
European Union can and must work for our markets and private sector investments to believers of Europe and European compe-
communities and citizens. However, for this to make regional impact on European com- tiveness and Innovation.
happen, we need to achieve a mindset change petiveness. There is considerable scope to
– a transition towards entrepreneurship and improve practices related to the disclosure of
open innovation, experimentation and action information as well. In addition, we should find
instead of planning, planning and planning. the right balance between strategic priorities
This can be done together with closer coop- and encouraging companies to submit inno-
eration between regions and cities but also vative project ideas and maintaining the trans-
industries in public-private partnerships. parency and efficiency gains of a competitive
tender process.
We need good governance, public and
private, for implementing better policies for The future is built on increasing synergic
better lives and solving today’s challenges in collaboration between regions and cities
different parts of Europe and its neighbours. throughout Europe. Good start has been the
We need a new way of thinking. This means thematic Smart Specialisation Platforms which
that we need to focus on how we do things have brought together 100 regions working in
better, instead of only focusing on what we do. 20 interregional partnerships in a broad range
New cross-border and cross-institutional part- of areas.
nerships are needed and we must embrace a12 | T h e E u r o p e a n F i l e s | J T I s S e c t o r s : N e w A m b iti o n s – N e w S c a l e
IMI contributes to efforts to
accelerate access to affordable,
innovative medicine
a bigger market means bigger potential. That for JTIs in the MFF for 2020+. The discussions
is why the Innovative Medicines Initiative Joint have already started. For future EU financial
Undertaking (IMI) was created in 2007. support, high quality outputs are essential.
The key objective of IMI is to speed up devel- What are they? Around 90 projects run
opment of innovative medicines and their under the IMI I and IMI II, which represents
accessibility to patients. It serves as a platform hundreds of new discoveries. By end of 2016,
for cooperation of dozens of participants on 33 patent applications were filled, mostly by
every project such as academics, doctors, academia, research organizations or SMEs
researchers or SMEs. IMI even managed to from 15 countries, some patents have already
bring together big competitors from the phar- been awarded. Many projects resulted in
maceutical sector, which illustrates the sig- spin-off activities. They generated new foun-
nificant potential of the JU. The ever-growing dations, non-for-profit organizations, national
engagement of patients is another big plus of platforms, research hubs or spin-out com-
Miroslav POCHE
the concept. panies. The citation of IMI projects in scientific
Miroslav Poche, MEP (S&D Group), Member IMI’s project portfolio is varied. While gen- publications has been more than double
of the ITRE Committee erally focused on challenging diseases (brain compared to the world average, with fields of
disorders, cancer, metabolic or infectious genetics and clinical neurology topping the
diseases or development of vaccines), the list. IMI projects delivered almost 200 new
projects seek to reach specific research goals definitions and mechanisms in the sphere of
of both a qualitative and a quantitative nature. drug discovery, concerning for example Alz-
E
very person eventually becomes a The backbone of IMI consists of the EU and a heimer and Parkinson. It speeded up devel-
patient. Our health is our priority and pharmaceutical consortium called EFPIA, but opment of innovative medicines in the areas
we are very sensitive to anything con- previous successes have attracted interna- of autoimmune and inflammatory diseases,
nected with the well-being of ourselves and tional partners like the Bill and Melinda Gates vaccination or drug-resistance. Projects iden-
our nearest and dearest. The medical devel- Foundation, the International Diabetes Fed- tified different biomarkers or new plasma
opment has made fantastic progress in recent eration or Autism Speaks. proteins and contributed to the development
decades, which can be illustrated, for example, With a total budget of €3.276 billion for the of new antibiotics. Thanks to IMI, unprec-
by drastically decreased cancer mortality. Yet period 2014-2020, the EU should contribute edented pan-European platforms, networks
many suffer because of non-existing or even 1,638 billion euro through Horizon 2020 to and databases have been set up to speed up
inaccessible treatment. Widely-spread but be matched by the private sector (namely the process of clinical testing. Thousands of
not fully explored illnesses exist in parallel to EFPIA and its members), financially or in-kind. people have been educated and trained for a
rare illnesses for which the drug development Pharmaceutical industries are never recipients successful implementation of discoveries.
process simply is too expensive. And many of any funding from the programme. On the The challenges for medical research and
patients don’t have enough time. contrary, universities, researchers and patient industry are endless and the resources are
The pharmaceutical industry is often crit- organizations, SMEs and mid-sized com- limited. The IMI Joint Undertaking projects
icized for being too profit-led; however, the panies receive funding, often from industrial have demonstrably boosted medical research
development of any new drug is an immensely members of the same project consortium. This and development and thus diminished the
complex process that costs plenty of money. financial model has proven to be a success and forever-existing gap between needs and
Profitability is an essential condition for the has become a model for financing other JUs. resources. Measurable results such as the
sustainability of every business, including the The significant budget allows the Joint number of studies or patents are easily proven;
pharmaceutical one, and whereas you cannot Undertaking to deliver remarkable results however, the unmeasurable effects - coop-
buy health for any money, without money you and its financial management is under a per- eration, best practices or changing business
cannot develop new treatments. Companies manent scrutiny. The European parliament thinking - are equally important. In my
logically hesitate in situations of high risks plays an essential role in this respect as the opinion, IMI does exactly what should be done
and uncertainties. Fast development of new final authority in the auditing process granting at a Europe-wide level and I believe that this
drugs requires involvement of a large number the discharge for IMI. The European Parliament will be reflected in the EU budgeting for the
of stakeholders (hospitals, research institutes, also decides about the budget, in particular 2020+ period.
patients, SMEs or medical regulators together when it comes to EU money going to the
with pharma-industry) because a lot of data envelope for Joint Technology Initiatives/Joint
and other inputs are necessary. Undertakings and a degree of co-financing.
Doing all of this at a European level is much The outcome from the mid-term review of
more efficient than at a national one because Horizon 2020 will outline the future supportJ T I s S e c t o r s : N e w A m b iti o n s – N e w S c a l e | The European Files | 13
PPPs:
The Patients’ View
partnership can only be achieved through ethical aspects of the project, including con-
solid and transparent governance measures flicts of interest, including – amongst others:
and a strong ethical culture between all ›› Interaction and communication within
partners. The European Patients Academy on the Consortium;
Therapeutic Innovation – EUPATI project, for ›› Generation and dissemination of infor-
instance, offers a good example of a clear and mation to patients;
genuine ethical governing structure. ›› Communication within the EUPATI
Network;
EUPATI ›› Communication to patients and public
This patient-led academy leads an ambitious at large.
programme to develop educational material, Adherence to the EUPATI Code of Conduct
by all EUPATI members ensures trustful and
training courses and a public Internet library
successful execution and completion of the
to educate patient representatives and the lay
Nicola BEDLINGTON project. The EUPATI Code of Conduct was
public about all processes involved in med-
collated with reference to:
EPF Secretary General icines development, with a current focus on
›› WMA Declaration of Helsinki, 2008 and
training courses and expert meetings. Under
2011;
the framework programme of EPF, EUPATI
›› CIOMS 2002 International Ethical
brings more than 30 partners from academia,
Guidelines for Biomedical Research
civil society, patient organisations and phar-
Involving Human Subjects;
maceutical industry together.
P
›› EMA Policy on the handling of conflicts
utting patients at the centre of research The governance principle of EUPATI sees
of interests of scientific committee
projects is a long-standing priority for an Executive Board comprising two repre-
members and experts, April 2012.
the European Patients’ Forum (EPF) and sentative of each stakeholder involved in the The ‘EUPATI Code of Conduct’ outlines the
its membership, and is a pillar of the vision of PPP with equal voting rights: patient organi- working culture and spirit of “assumed good
the organisation. EPF has been participating in sations, NGOs & Academia, pharmaceutical intent” within the Project Consortium, while
projects of various shapes and forms for more industry, and the EUPATI National Platforms the ‘Ethical Framework’ outlines the ethical
than a decade now and our credo has always Network (national level PPPs replicating the ground rules of the project.
been to represent patients as meaningful EUPATI model)This ensures patient organi- Members of the ethics panel and advisory
partners, with co-deciding roles and strategic sations are involved in all strategic decisions network continue to offer guidance to the
positions in the governing bodies. of the programme, with equal rights when it EUPATI Programme since it was established
comes to steering the wheel in one direction as a permanent programme under EPF in April
Governance and Ethics or another. 2017. We believe governance and ethics are
The economic crisis had a massive impact However, a balanced and democratic critical success factors for a PPP to achieve
on budgets of EU Member States, including governance structure is only one part of the its goals, whilst maintaining the credibility,
budgets for research and public health equation. Having in place a strong ethics quality and resonance of their work, will be
projects. This new situation accelerated the policy is another essential component of a the strength of the collaboration between the
development of public-private partnership well-organised PPP. partners and the creation of an environment
(PPP) funding mechanisms in research, a coop- The EUPATI Ethical Framework establishes and working culture for each of them to con-
eration arrangement between two or more the core ethical principles to which all EUPATI tribute in a constructive, productive way, and
public and private actors, putting together Consortium members, as well as the members in a spirit of respect and dynamism.
resources for potential projects. of sub-committees, are required to adhere to. The European Patients’ Forum (EPF) is
PPPs can offer a sustainable alternative The elaboration of this EUPATI Ethical an umbrella organisation that works with
to research funding. By leveraging larger Framework was provided under the IMI patients’ groups in public health and health
resources, it enables more projects to be project which established the EUPATI Pro- advocacy across Europe. Our 74 members rep-
funded or continued and allows initiatives to gramme by the EUPATI Ethics Panel (2 co- resent specific chronic disease groups at EU
grow with stability. leaders from academia and a patient deputy level or are national coalitions of patients. EPF
However, their complex and hybrid funding co-leader). reflects the voice of an estimated 150 million
mechanism require a sound and serious The core remit of the EUPATI Ethics Panel patients affected by various chronic diseases
budget management, with proper in-house was to provide the infrastructure and access to throughout Europe.
checks and controls process while retaining the required intelligence and genuine expertise
flexibility and trust for the participants of the in ethics and law as pertains to the medicines More information: www.eu-patient.eu -
potential project. development processes and patient advocacy. info@eu-patient.eu
This is where governance and ethics play an It advised the Project Steering Committee,
important role. We believe a true and mature Executive Committee and Work Packages on14 | T h e E u r o p e a n F i l e s | J T I s S e c t o r s : N e w A m b iti o n s – N e w S c a l e
The Innovative Medicines Initiative:
taking open innovation to the next level
IMI projects are accelerating the patients for clinical trials. To date, there are
seven clinical trials and studies involving the
medicines development process
COMBACTE networks, covering studies on the
During the earlier stages of drug discovery
incidence, treatment and outcomes of certain
and development, scientists deploy a range
types of infection, as well as clinical trials of
of tests and tools to study diseases, identify
novel anti-infectives.
potential drugs, and determine whether
In the field of Alzheimer’s disease, our EPAD
a potential drug will actually be safe and
project is establishing a group of 6 000 people
effective in humans. Currently, the results of
at risk of developing Alzheimer’s who could
these tools are often unreliable as they do not
be rapidly recruited into innovative clinical
accurately replicate what is happening inside
trials of drugs designed to prevent or at least
the human body. To address this issue, many
delay the onset of the disease. Currently 10
IMI projects are delivering improved tests and
sites across Europe are recruiting volunteers,
tools.
Pierre MEULIEN and the project hopes to start the first trials
For example, our ORBITO project designed in 2018.
Executive Director, Innovative a new tool, based on an artificial membrane,
Medicines Initiative for predicting how a drug will be absorbed in
the body. Several companies have integrated IMI projects deliver resources
ORBITO tools into their R&D processes. that are accessible to the wider
Elsewhere, our PREDECT project developed research community
the first animal model of a common form of Many IMI projects are delivering resources
breast cancer that faithfully replicates the for drug discovery that are open for use by
human disease. The model has been hailed as the wider research community. These include
‘a potential game-changer for breast cancer online platforms that allow scientists to
T he Innovative Medicines Initiative research’. rapidly find the information they need in just a
(IMI) has now launched close on 100 In the respiratory disease field, our PRO- few clicks, as well as physical facilities that offer
projects, and these are delivering active project developed patient-reported researchers the opportunity to identify and
results that are already making a dif- outcome (PRO) tools for chronic obstructive further develop potential drugs. A catalogue
ference to the medical research and drug pulmonary disease (COPD) which accurately of resources developed by IMI projects can be
development community. Looking to assess patients’ activity levels and the impact found in the ‘Projects and results’ section of
the future, we are committed to pushing of the disease on their daily lives. The tools the new IMI website.
the boundaries of open innovation, by are being used by companies, including at One important contribution of our projects
expanding the involvement of other sectors least one from outside the project, and are to the wider community is knowledge, as dis-
(including diagnostics, medical technology, currently under review with the European seminated through publications in scientific
digital technologies, human nutrition and Medicines Agency (EMA). journals. By the end of 2016, IMI projects had
animal health) in the IMI community, and Another project whose outputs have published over 2 600 papers in the scientific
by strengthening our ties with similar ini- received support from both the EMA and the literature. What’s more, the citation impact
tiatives elsewhere in the world, especially on US Food and Drug Administration (FDA) is (which measures how often a paper is cited in
issues with a global impact like Alzheimer’s SAFE-T. The SAFE-T team developed improved subsequent papers) for all IMI papers is 2.03.
disease and antimicrobial resistance. tools for the prediction, detection, and moni- This is almost twice the EU average and is com-
toring of drug-induced injuries to the kidney, parable to that of other organisations with a
IMI was launched in 2008 as a public-private liver, and vascular system, using markers in similar remit to IMI, namely the Wellcome
partnership (PPP) between the European patients’ blood and/or urine. Application of Trust (2.05) and the US Foundation for the
Union and the European Federation of these biomarkers will make drugs safer, and National Institutes of Health (1.96). Analyses
Pharmaceutical Industries and Associations reduce the number of drugs that have to be also reveal that just over a quarter of papers
(EFPIA). Since then, we have launched almost abandoned late in development. from IMI projects are ‘highly cited’, meaning
100 projects, all of which take a collaborative, IMI projects are also delivering new they are in the top 10 % of papers by journal
open innovation approach to some of the networks for running clinical trials. In antimi- category and year of publication.
biggest challenges in medical research and crobial resistance, IMI’s COMBACTE family One of IMI’s most high-profile projects
drug development today. Our successes amply of projects is building self-sustaining, pan- delivering resources for the scientific com-
demonstrate the value of this approach, as European antibacterial development networks munity is the European Lead Factory. Here,
our projects are delivering knowledge, tools and is using them to run high-quality clinical 7 pharmaceutical companies contributed
and resources that scientists are using in their studies. For example, CLIN-Net is a network of compounds from their own collections
daily work to improve the drug development over 800 hospitals in 42 European countries to create an initial joint collection of over
process. capable of quickly and reliably recruiting 300 000 compounds. Since the start of theYou can also read
