10 years experience of Framework Programmes in Aeronautics

Transcription

1 10 years experience of Framework Programmes in Aeronautics Royal Academy of Engineering 29 October 2010 Nick Peacock Programme Executive 2010 Rolls-Royce plc The information in this document is the property of Rolls-Royce plc and may not be copied or communicated to a third party, or used for any purpose other than that for which it is supplied without the express written consent of Rolls-Royce plc. This information is given in good faith based upon the latest information available to Rolls-Royce plc, no warranty or representation is given concerning such information, which must not be taken as establishing any contractual or other commitment binding upon Rolls-Royce plc or any of its subsidiary or associated companies.

2 Background 2 Rolls-Royce has been at the forefront of European research for 20 years Led formation of European aeronautics industry group to influence work programme and coordinate with research bodies, academia and Member States. Leading role in ACARE and Clean Sky Continue to work closely with EC Broader agenda in FP8 aeronautics and marine in Transport programme, energy and manufacturing in NMP...and it is still anything but easy! 2 full time Programme Managers plus many technical leads Rolls-Royce data-strictly private

3 Areas for International Research Cooperation Performance, Cost, Reliability, Weight Competitive Advantage Noise Emissions International Standards and Codes Safety (e.g. HCF) Common Good

4 FP7 Transport Budget Breakdown 4 Total for FP7: 54,244 M Total for Cooperation : 32,203 M Total for Transport : 4,150 M (12,9%) DG TREN: 1,054 M DG RTD: 3,096 M Aeronautics L1 and L2 projects: approx 950 M (2.95%) Clean Sky JTI: 800M (2.5%)

5 Benefits 5 Partners ITP, Safran and Volvo all major suppliers to Rolls-Royce. UK suppliers e.g. Bombardier, Goodrich, GKN prefer UK funded opportunities SMEs secured 13% of all FP6 funds how many in UK? Universities won 34% of FP6 funds. UK is number one Rolls-Royce able to steer partner activities to suit business needs Clean Sky JTI Market driven flexibility of content and milestones Global partnerships JU manages Clean Sky leaving Rolls-Royce to focus on our technology demonstrators Positive support from BIS in dealings with EC Rolls-Royce data-strictly private

6 Process of engagement in Europe 6 Rolls-Royce has always been a major influence in Aeronautics programmes in Europe Founded EIMG representing 11 engine companies Always has a seat on IMG4 representing all sectors IMG4 liaises directly with the EC to influence the work programme. EC sets budget;industry agrees crude allocation; EC gets a positive response to its proposal; industry minimises number of rejected proposals. If Rolls-Royce is the largest UK industrial beneficiary from FP, I am not surprised that UK lags other Member States. TSB programme is substantially more important to Rolls-Royce than FP.

7 Hurdles and roadblocks 7 The EC are very focussed on following the correct processes and procedures. They assume the partners will take care of the technology. Slow and complicated process: 1 year to form a consortium and submit a winning proposal. 6 to 12 months to get on contract Clean Sky took 3.5 years from proposal submission and of greater concern, 22 months from the Council Decision to an independent JU. Little flexibility on content but programme extensions are common. Interpretation of Financial Regulations cost rate issue. Globalisation

8 Challenges and opportunities (1) 8 UK influence in Brussels. Good support from UKRep but less visible on the ground in the EC. Enlarged EU New Commission Feb 2010 Innovation Union COM(2010) 546 final FP8 One of seven flagship initiatives European innovation partnerships Challenge driven EU, National and Regional coordination Simplify and coordinate existing instruments International Cooperation Rolls-Royce data-strictly private