Dirk Beernaert - a European Strategy for Smart, Sustainable and Inclusive Growth
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![[object Object],[object Object],[object Object],A Strategy for smart, sustainable and inclusive growth 5 EU Targets To address Grand Challenges and to Compete Globally EU 2020 7 Flagship initiatives – EU & national action http://ec.europa.eu/eu2020 Digital Agenda Europe Innovation Union Industrial Policy … ..eu/information_society/digital-agenda Fast internet, single market, interoperability, skills & inclusion, societal benefits, trust & security, R&D&I - Connecting Europe Facility, Horizon 2020 . European Innovation Partnerships (MS + EC + Ind +Regions + Finance): lining up policies and financial streams; Horizon 2020 ; science, competiveness & societal Need Support from MS, Regions, Industry and Citizens. EU: Policy acts (Trade, Single Market, Industrial Policy, …) and €€€’s Smart Specialisation Strategy, ( Cohesion (Regional) Policy), Regional development funds, Social Fund, Horizon 2020….](data:image/gif;base64,R0lGODlhAQABAIAAAAAAAP///yH5BAEAAAAALAAAAAABAAEAAAIBRAA7)
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Dirk Beernaert - a European Strategy for Smart, Sustainable and Inclusive Growth
- 1. Dirk Beernaert European Commission INFSO Head of Unit Microsystems [email_address] A European Strategy for Smart, Sustainable and Inclusive Growth. R&D&I in ICT, Miniaturisation, Smart Systems Integration : addressing the Grand Challenges of the future.
- 14. Thank you for your attention! [email_address]
- 16. BACK-up slides
- 21. One EUROPE The answer
- 22. The Ambition & Be competitive Security Materials
- 25. In the MFF proposal Horizon 2020: 80 B€
- 27. Why investing in digital infrastructure ? Case for EU investment 1. Current level of investment is not sufficient to ensure growth 2. No agreement on investment between incumbents and competitors, high cost of capital and high perceived risks 4. Core layers of digital services will not be financed by MS or private operators 5. Interoperability, standards and cross-border problems for digital services 3. No business case in rural and (in most) suburban areas Broadband networks Digital Services
Notas del editor
- But the Commission has also own levers to contribute to these targets of EU 2020. It can do policy, acts and has money. The Commission has defined 7 flagships, 3 are important for R&D&I, IU, DAE, Industrial policy. I underline again the coherence and cooperation aspect of this EU project.
- But the Commission has also own levers to contribute to these targets of EU 2020. It can do policy, acts and has money. The Commission has defined 7 flagships, 3 are important for R&D&I, IU, DAE, Industrial policy. I underline again the coherence and cooperation aspect of this EU project.
- But the Commission has also own levers to contribute to these targets of EU 2020. It can do policy, acts and has money. The Commission has defined 7 flagships, 3 are important for R&D&I, IU, DAE, Industrial policy. I underline again the coherence and cooperation aspect of this EU project.
- But the Commission has also own levers to contribute to these targets of EU 2020. It can do policy, acts and has money. The Commission has defined 7 flagships, 3 are important for R&D&I, IU, DAE, Industrial policy. I underline again the coherence and cooperation aspect of this EU project.
- But the Commission has also own levers to contribute to these targets of EU 2020. It can do policy, acts and has money. The Commission has defined 7 flagships, 3 are important for R&D&I, IU, DAE, Industrial policy. I underline again the coherence and cooperation aspect of this EU project.
- Planning the future R&D&I program is going on today. Horizon202. In line with IU, research and innovation activities are looked at in a coherent approach. Cooperation and work across silos and between disciplines is enouraged - advantageous for NMBS. 3 sets of challenges: science for science; societal challenges, competiveness. All 3 are interlinked - We target roadmap based activities as well as bottom-up activities and infrastructure or support activities. Health and aging are singled out as important societal challenges with their own targets and links with the competiveness challenge.
- But the Commission has also own levers to contribute to these targets of EU 2020. It can do policy, acts and has money. The Commission has defined 7 flagships, 3 are important for R&D&I, IU, DAE, Industrial policy. I underline again the coherence and cooperation aspect of this EU project.
- But the Commission has also own levers to contribute to these targets of EU 2020. It can do policy, acts and has money. The Commission has defined 7 flagships, 3 are important for R&D&I, IU, DAE, Industrial policy. I underline again the coherence and cooperation aspect of this EU project.
- But the Commission has also own levers to contribute to these targets of EU 2020. It can do policy, acts and has money. The Commission has defined 7 flagships, 3 are important for R&D&I, IU, DAE, Industrial policy. I underline again the coherence and cooperation aspect of this EU project.
- Planning the future R&D&I program is going on today. Horizon202. In line with IU, research and innovation activities are looked at in a coherent approach. Cooperation and work across silos and between disciplines is enouraged - advantageous for NMBS. 3 sets of challenges: science for science; societal challenges, competiveness. All 3 are interlinked - We target roadmap based activities as well as bottom-up activities and infrastructure or support activities. Health and aging are singled out as important societal challenges with their own targets and links with the competiveness challenge.
- Europe can only compete with the ROW when it demonstrates 1 vision, 1 mission, 1 ambition.
- Europe has put forward this ambition to address some societal challenges to the benefit of its citizens and to be at the same moment economically competitive in these sectors. Healthcare & aging are part of these next to energy supply and mobility. These are universal rights and global challenges.
- Summary of problems identified Problem 1a: High-speed internet is a key infra-structure for the 21st century, but Europe falls far short of the necessary investments, leaving potential for growth and societal benefits untapped. Problem 1b: There is little competitive pressure on incumbents to invest in modern broadband networks. Even where projects could be financially viable, alternative public and private investors (including local administrations and public utilities) are held back by high capital costs (interest rates) and the lack of long-term funding. Problem 1c: There is currently no adequate strategy to publicly support the rollout of broadband networks in areas where there is no business case. Current levels of European support are sub-critical and are hampered a lack of planning and absorption capacity at the regional level. Problem 2a: The private sector will not replace public investment in the digital services central elements (platforms, generic services etc) essential to ensure trans-European connectivity, access and interoperability. Problem 2b: Despite efforts on technical interoperability, on-line public services may stop at the border.