ICT Electronics Components and Systems - Swedish...
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ICT Electronics Components and Systems - SIO Proposal VINNOVA 2014-03-07
ICT Electronics Components and Systems
SIO programme description
Content 1 The strategic innovation area ............................................................................................ 3
1.1 Definition of the strategic innovation area ................................................................ 3 1.2 Current position of the innovation area ..................................................................... 3 1.3 International competition for the strategic innovation area ....................................... 5
1.4 Contributions to solutions to global societal challenges ........................................... 6 1.5 Vision and future potential for the strategic innovation area .................................... 6 1.6 Most important needs to fulfil within the strategic innovation area .......................... 7
2 SIO programme................................................................................................................. 9 2.1 Goals of the SIO programme ..................................................................................... 9
2.2 Contributions for renewal of the strategic innovation area ..................................... 10
2.3 Energy relevance ..................................................................................................... 11
2.4 Other areas affected by the SIO-programme ........................................................... 12 2.5 Global challenges or developments that effect the SIO-programme....................... 14 2.6 Expected results and effects .................................................................................... 14 2.7 Actors ...................................................................................................................... 15
3 Coordination of SIO-programme .................................................................................... 16 3.1 Organization and leadership .................................................................................... 16 3.2 Project plan for the coordination of the SIO-programme ........................................ 19
3.3 Budget for coordination of the SIO programme ..................................................... 20 3.3.1 Budget for start-up phase ................................................................................. 20
3.3.2 Budget for operating the SIO-programme ....................................................... 20 4 Proposed actions and activities in the SIO programme .................................................. 21
4.1 Existing actions and activities to be used within the SIO-programme .................... 22
4.2 Summary of actions and activities ........................................................................... 23
4.3 Action/activity 1: Awareness, needs & foresight .................................................... 24 4.3.1 Description ....................................................................................................... 24 4.3.2 Expected results and effects ............................................................................. 24
4.3.3 Time plan and budget ....................................................................................... 24 4.3.4 Targeted groups ................................................................................................ 24
4.3.5 Communication and knowledge transfer ......................................................... 24 4.4 Action/activity 2: Arena and network building ....................................................... 24
4.4.1 Description ....................................................................................................... 24
4.4.2 Expected results and effects ............................................................................. 24 4.4.3 Time plan and budget ....................................................................................... 25
4.4.4 Targeted groups ................................................................................................ 25 4.4.5 Communication and knowledge transfer ......................................................... 25
4.5 Action/activity 3: Enterprise service ....................................................................... 25 4.5.1 Description ....................................................................................................... 25 4.5.2 Expected results and effects ............................................................................. 25 4.5.3 Time plan and budget ....................................................................................... 25 4.5.4 Targeted groups ................................................................................................ 25
4.5.5 Communication and knowledge transfer ......................................................... 25 4.6 Action/activity 4: Innovation support ..................................................................... 25
4.6.1 Description ....................................................................................................... 25 4.6.2 Expected results and effects ............................................................................. 26 4.6.3 Time plan and budget ....................................................................................... 26
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4.6.4 Targeted groups ................................................................................................ 26 4.6.5 Communication and knowledge transfer ......................................................... 26
4.7 Action/activity 5: Technology RDI activities .......................................................... 26 4.7.1 Description ....................................................................................................... 26 4.7.2 Expected results and effects ............................................................................. 26 4.7.3 Time plan and budget ....................................................................................... 27 4.7.4 Targeted groups ................................................................................................ 27
4.7.5 Communication and knowledge transfer ......................................................... 27 4.8 Action/activity 6: Competence centres & infrastructure coordination ................... 27
4.8.1 Description ....................................................................................................... 27 4.8.2 Expected results and effects ............................................................................. 27 4.8.3 Time plan and budget ....................................................................................... 28
4.8.4 Targeted groups ................................................................................................ 28 4.8.5 Communication and knowledge transfer ......................................................... 28
4.9 Action/activity 7: Grants Office .............................................................................. 28 4.9.1 Description ....................................................................................................... 28
4.9.2 Expected results and effects ............................................................................. 28 4.9.3 Time plan and budget ....................................................................................... 28 4.9.4 Targeted groups ................................................................................................ 29
4.9.5 Communication and knowledge transfer ......................................................... 29 4.10 Action/activity 8: Skills provision ........................................................................... 29
4.10.1 Description ....................................................................................................... 29 4.10.2 Expected results and effects ............................................................................. 29
4.10.3 Time plan and budget ....................................................................................... 29 4.10.4 Targeted groups ................................................................................................ 29
4.10.5 Communication and knowledge transfer ......................................................... 29 5 Risk analysis for the SIO-program ................................................................................. 30
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1 The strategic innovation area
1.1 Definition of the strategic innovation area
Today, ICT Electronics Components and Systems (ICT ECS) are everywhere, built into cars,
roads, bridges and tunnels, into medical instruments and surgical robots, into homes, offices
and factories, into airplanes and airports, into mobile phones and communication and virtual
reality glasses, and even into our clothes. ICT ECS are interconnected into networks of many
devices- the car to the fixed road infrastructure, the smart card to the banking systems. Thus
ICT ECS are often referred to as the Society’s neural system [ARTEMIS SRA].
The demands for ICT ECS will increase due to the expanding needs to find new and effective
solutions to meet the many global challenges the world is facing regarding energy consumption,
sustainable environment and care and concern for a growing and increasingly aged population.
The possibility of Swedish industry to meet this increase depends on a complex value chain of
industries and research organizations where each link has to be strong and successful to enable
the full potential.
The strategic innovation area is defined as ICT Electronics Components and Systems based
on technologies such as micro- and nanoelectronics, photonics, micro-electro-mechanical
systems (MEMS), power electronics and embedded systems.
1.2 Current position of the innovation area
ICT ECS addresses major parts of the Swedish Industry and public sector. Not only do a large
number of persons and companies have their outcome from direct manufacturing of ICT ECS,
but even more companies are using ICT ECS in their products or are dependent on ICT ECS in
their manufacturing or business. A mapping done in connection with the development of the
agenda “Smartare Elektroniksystem för Sverige” [Studie av elektronikindustri 2002-2011,
underlag till innovationsagendan, Smarta Elektronik System för Sverige] shows that:
The core industry in Sweden for ICT ECS had a turnover in 2011 of 156 000 MSEK,
consisting of 3 600 active companies employing more than 48 000 persons. The growth
over the past 10 years was 65%. The export was 11% [Export och import av varor Jan-
Juni 2012, SCB 2012].
The industry using ICT ECS in their products had a turnover 2011 of 887 000 MSEK
employing more than 250 000 persons in 7 700 companies with a growth of 72 % over
the past 10 years.
The groups above together with the industry in Sweden dependent on the ICT ECS for
their process and production constitute 25 % of the GNP of Sweden.
The Swedish academic sector, university and institutes, has a long tradition in the field. Strong
research groups within the field of ICT ECS can be found at the five large technology and
engineering universities, KTH, CTH, LU, LiU and LTU as well as with MdH, UU, MiUn and
HH. The intellectual capacity comprising more than 1500 faculty members. Funding is obtained
from EU (H2020, interred and structural funds), national (e.g. VINNOVA, SSF, KK-
foundation, KAW, Kempe-foundations, VR) and regional funding (e.g. TVV, regional boards,
county and city administration).
The main relevant research institutes are part of RISE; Research Institutes of Sweden. Herein,
Acreo Swedish ICT, Swerea IVF, Interactive Institute, Viktoria Institute and SICS are
important nodes for ICT ECS related RDI in the area of e.g. Micro and nano electronics,
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photonics, electronics production, electronics packaging, reliability and safety. Furthermore, at
the Swedish Defence Research Agency (FOI), more than 200 researchers are engaged in the
fields of photonics, sensors, and antennas for microwave and terahertz systems.
Here also substantial research infrastructure is available ranging from world class clean room
facilities (e.g. MyFab) via EMC test labs (e.g. SP, LTU) and electronics production labs (e.g.
Acreo, LTU, Swerea IVF) to software design and engineering tools (e.g. KTH, CTH, LTU).
The resources are spread over research institutes and universities all over the country.
The most prominent industry society in the field is Branschorganisationen Svensk Elektronik
(SE). SE organise nearly 200 (companies/academia/institutes) out of which 95% are companies.
SE is currently teaming with Teknikföretagen to further strengthen the Swedish industrial
network in the field. Another prominent organisation is PhotonicSweden with 40+ industrial
members, many work groups and networking activities and tight European links.
A number of examples of clusters, research groups, and initiatives linking academia and
industry are the following (see also Section 4.1):
Micro- and nanoelectronics:
Myfab is a clean room, circuit technology, cooperation between Chalmers (MC2),
KTH/Acreo (Electrum Lab) and Uppsala University (Ångström Lab). Collaboration
with about 30 companies (e.g. Scandidos, Ascatron, IR Nova, Fairchild).
Printed Electronics Arena (PEA) is a Vinnväxt center set up as a cooperation between
Linköping University, Acreo and about 25 companies (e.g., Thin Film Electronics,
PEAB) in the field of printed electronics and its applications.
Photonics:
Adopticum, collaboration with +10 companies (e.g. Optronic, Fotonic), Fiberlab at
Acreo, collaboration with about 10 companies (e.g. Proximion, Fiberson, Perimed,
Fibresystems, Fibertronix).
Micro-electro-mechanical systems
The MST labs at KTH UU, CTH, LTH, Acreo performs research in MEMS 3D
integration, medical MEMS and RF/microwave MEMS. Having direct cooperation with
about +10 companies (e.g. Silex, ÅAC Microtec, Nanospace, Xaar, MyFC).
Power electronics
KTH, SiC Power Center Acreo, perform research in electrical machines and drives,
power electronics and control, and electric traction. Having direct cooperation with
about 20 companies (e.g. ABB, Alstom, Bombardier, Kollmorgen, SEPS)
Embedded systems
WISENET at Uppsala University is a multidisciplinary center on wireless sensor
networks. Having direct cooperation with ÅAC Microtec, SenseAir, Pricer.
ProcessIT and EISLAB are cornerstones in the Luleå University strength and innovation
area "Intelligent industrial processes". Having direct cooperation with more than 80
companies (e.g. ABB, SKF, Optimation).
ESIS is a regional initiative in Västerbotten and Norrbotten connecting academia and
industry. Having direct cooperation with 80 SME companies (e.g. Electrotech, Abelko,
Mikromakarna, Gluetech), see www.esis.se.
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ICES is established as a KTH competence centre, an organizational form used for
establishing multidisciplinary cooperation across KTH schools and with industry.
Having direct cooperation with ABB, Ericsson, Atlas Copco, ÅF, and Prevas.
Examples of international strongholds are: around embedded systems for automation e.g. the
Arrowhead project lead by LTU and Prof J. Delsing; Organic and Printed Electronics,
LiU/Acreo, Prof M. Berggren; Imaging Detectors, Acreo, Prof J.Y. Andersson; Power
Electronics, KTH Prof H.P. Nee; MEMS Devices, UU, Prof K. Hjort; Nanotechnology, LU,
Prof L. Samuelsson; TeraHz Technology, CTH, Prof H. Zirath.
An estimation of available funding opportunities for the ICT ECS field are: VR (100
MSEK/year); SSF (100 MSEK/year); KAW (50 MSEK/year); VINNOVA (250 MSEK/year);
KKS (50 MSEK/year); EM (50 MSEK/year); ECSEL 4.8B€; Horizon 2020 approximately +
10B€; EU INTERREG and structural with funds on B€ level.
1.3 International competition for the strategic innovation area
Sweden has an outstanding position internationally in the application areas of telecom and
automation, mainly through companies like Ericsson and ABB and the related network of
Swedish suppliers and research groups. Other internationally strong industrial areas with high
content of ICT ECS are automotive, avionics, life science, construction, mining and defense
technology, all of which yield a high contribution to Swedish export. For all these fields value
chains have been identified and mapped. Their impact to societal challenges is dependent on the
value adding strength of the individual chain links. In Sweden the long term trend has been a
move to the higher levels of the value chain. Recently we find a shifted focus towards the need
for a closer collaboration between different links in the value chain. Thus e.g. the close
collaboration between design, manufacturing and test is requested to be innovative and
competitive and to deliver reliable products since reliability and producibility have to be
designed into the product.
European industry holds 11% market share in the semiconductor market and a 30% market
share in the electronics system market [Cyber-physical Systems – Uplifting Europe's Innovation
Capacity, K. Rouhana, Director Components and Systems EC DG CNECT, Oct 2013]. The
Swedish position is relatively much stronger in electronics systems and relatively weaker at the
semiconductor level. Strong Swedish new research areas e.g. nano and printed electronics,
photonics and micromechanics are now maturing and create opportunity for LEs and SMEs.
The trend of moving HW production to Asia is currently challenged by several initiatives in
Europe. Two examples addressing this challenge is (i) The European Technology platform
EFFRA [EFFRA SRA] pushing for the “re-industrialization of Europe” and (ii) Industry 4.0, in
Germany, strongly promoting production in all areas and specifically those including ICT ECS.
In USA the Cyber-Physical Systems Virtual Organization has been set up to promote
collaboration among CPS professionals in academia, government, and industry. It’s also clear
that this direction is voiced in the general society debate in Europe and Sweden [2013-01-14,
Svenska Dagbladet, Thomas Steinfeld]. One result of the outsourcing is that competence has
eroded and will have to be reestablished.
At EU level several European Technology Platforms, ETP:s, are addressing ICT ECS. E.g.
Artemis, AENEAS and EPoSS is currently forming the ECSEL JTI together with EC and 20
European countries with an estimated budget of 4.8B€. Here some of the EU Key Enabling
Technology (KET) activities will reside. Other initiatives are the Photonics21 PPP with a
budget of 3.5B€, European Green Vehicle Initiative PPP, and the Smart Grid ETP initiatives.
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A large number of international research organizations are active within the fields of ICT ECS.
The Fraunhofer Institute, VTT and CEA are Europe’s largest application-oriented research
organizations. IMEC in Belgium has outstanding competence within nanoelectronics. Strong
groups and clusters exist in Germany, the US, Japan, and Korea.
1.4 Contributions to solutions to global societal challenges
Major societal challenges that should be addressed by ICT ECS can be exemplified with the
following:
Efficient and Safe Mobility, e.g. automotive, aeronautics, rail and ships.
Wellbeing and health, e.g. care everywhere, home care, hospital care, and assisted
living.
Sustainable Production, e.g. food production, process automation, manufacturing,
mining, oil and gas, chemicals, power plants, renewable energy resources, wind,
forestry, logistics.
Smart Communities, e.g. smart and safe cities, energy efficient buildings, traffic
management, lighting, water and waste management,
The use and application of ICT ECS are critical in all of these areas to be able to meet the
demands of the future. Especially, factors such as interoperability, system autonomy,
networking, power efficiency and reusability are of concern, all of which are addressed by the
domains in which the work in this programme will be performed.
Furthermore, ICT ECS comprises hardware and software technologies being key enablers for
six strong Swedish industrial sectors having a clear and strong relation to, and impact on, the
global societal challenges listed above; Telecom, Automation/production, Automotive,
Energy, Life Science, and Military and security. All of these industrial sectors have been
identified to have a very high dependence on the core technologies identified in this
programme: micro- and nanoelectronics, photonics, micro-electro-mechanical systems
(MEMS), power electronics and embedded systems. Specifically, the work in the programme
will aid to overcome fragmentation in the Swedish supply base for these technologies, and
remove barriers between application contexts to yield multi-domain, reusable components and
systems.
Considering the expected impact of ICT ECS to the societal challenges, Swedish businesses
have the strong potential to grow. Early adoption by new and reshaped SMEs creating a
multitude of high technology jobs in development, production and sales and marketing. With
time business will mature and company consolidation will occur.
1.5 Vision and future potential for the strategic innovation area
Sweden is in the year 2025 a world leading industrialized country. In virtually all the areas
where we rely on advanced ICT ECS Swedish companies are in the absolute world top. To a
large extent this is due to the fact that:
Swedish industry is eminently cross-sectorial and constitutes an increasingly important
share of the products and services available and developed within in a variety of
markets.
ICT ECS will be increasingly in demand in line with the need to find new and effective
solutions to meet the many global challenges.
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Sweden is a country which is very attractive for ICT Components and System
companies of all sizes, because of a physical proximity to thriving research and industry
and with good anchorage for businesses through an advantageous environment to
operate in.
Efficiency in R&D ensures that industrial actors have good opportunities on the global
market and incentives to cooperate in Sweden.
Swedish industrial stakeholders focus in the areas where Sweden has the best potential
to be stronger than the competition. By quickly adapting to short and long term market
needs we are a world leader in these areas.
Swedish industry has achieved excellence in design for manufacturing and reliability.
ICT ECS is supplied with competent personnel from an education system that is well
connected to both research and industry's needs
Overall, in year 2025, Sweden has a strong position in the ICT ECS field and having a leading
position in selected key areas. The overall goal and objective is to create sustainable growth in
Sweden based on the competiveness of the ICT ECS industry. The industry is the enabler for
close to 80% of the Swedish industry why it is important that ICT ECS industry is present in
Sweden since the proximity is the basis for development of other industries, both SME and LE.
1.6 Most important needs to fulfil within the strategic innovation area
The Swedish ICT ECS area is heterogeneous with many actors of different character. Today
many actors are isolated or in constellations that are spread. In order to achieve more effective
efforts and to take full advantage of the potential in terms of technologies and businesses to
create growth, the actors needs to be aware of each other and establish strategic collaborations.
This can be achieved with overall coordination of the activities, including dedicated arenas and
networking.
The ICT ECS industry is facing three major challenges that need public interventions to be able
to serve a major part of Swedish industry and to address the national and global societal
challenges.
Challenge 1: Create better knowledge transfer and interaction in value chains
The value chains are linked to each other where some players develop components,
others systems and yet others applications. The players are links in an innovation chain
that constantly changes as technologies and players change. No player covers the chain
by itself. Most players are small and cannot afford to have all required knowhow in-
house and therefore require arenas for development, sharing and transfer of knowledge.
One currently identified gap in the value chain is electronics production.
Each link in the chain drives R&D activities from idea to product and it is important to
ensure that this is done in an effective way and without interruption. The flow can be
illustrated by TRL levels [Technology Readiness Level initially defined by NASA,
April 6, 1995, John C. Mankins, Advanced Concepts Office, Office of Space Access
and Technology NASA] describing (from level 1 to 9) the maturity of the technology.
There exists one TRL chain for each of the areas components, systems and applications.
The final innovation leading to a complete product is in the end depending on the
collaboration between the players within and between the different value chains.
Knowledge transfer between the players is crucial for the functionality of the system for
innovation in the ICT ECS industry.
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Challenge 2: Create a more focused national excellence
The ICT ECS area needs to focus on a limited number of areas of excellence and the
competences for these areas needs to be strengthen to be competitive in a global society.
The suggested areas are: Micro and Nanoelectronics, Printed Electronics, Power
Electronics, Photonics, Antenna Microwave and Terahertz systems, Sensors, Embedded
System, Packaging and Reliability, Assembly technologies and Advanced Production
Technologies. Most of these technologies fit well into the Key Enabling Technologies
(KET) defined by the European Commission as well as being Swedish technology areas
of excellence.
The excellence areas also address the strong Swedish market segments of Automotive
MedTech/Life Science, Security/Military, Tele com, Energy and
Automation/Production.
Based on our mapping of the Swedish ICT ECS industry, a Web survey and interviews
made with representatives from the industry it is obvious that development of the
excellence areas and strengthening of the weak links in the value chain are necessary to
have an impact on the market segments and will address the societal challenges and
create growth in Sweden.
Challenge 3: Secure the supply of skills
The availability of people with the right education, training and an interest for ICT ECS needs
to be secured. Problems with recruiting will eventually be an obstacle for growth and
competitiveness for the Swedish industry not limited to the ICT ECS industry but also to major
part of the industry enabled by the area. The challenge is divided into three parts:
Too few students are interested in technical educations on all levels.
The coupling between the educations and the needs from the industry is weak.
Foreign students do not have enough time and opportunities to find a job in Sweden
before they are forced to leave the country after they have finished their education.
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2 SIO programme
2.1 Goals of the SIO programme
The overall goal is to create sustainable growth in Sweden based on the competiveness of the
ICT ECS industry. If the combined Swedish industry sector should be able to grow and meet
the global challenges it is important that the ICT ECS industry qualitatively and quantitatively
match this challenge through its competence and competitiveness.
It is of paramount importance that all major parts of the value chains of the ICT ECS industry is
active and operative in Sweden (i.e. R&D and/or production), as other industries that exploits
ICT ECS argue that the geographic proximity is crucial to the continued development of the
businesses in Sweden, not the least for SMEs and young innovative start-up companies. This is
also a prerequisite for the creation and maintenance of a pool of skilled personnel available to
these businesses. Moreover, the ICT ECS business is an export industry, with export revenues,
jobs and a driving force to further increase the level of innovation, to keep up with the
worldwide competition.
Overall Goal for 2020 and 2025: The number of companies (that depend on electronic systems
in their products, in their manufacturing, and other operations) that can satisfy their demand for
electronic systems via Swedish suppliers will be 50% (75%) larger than 2014.
Specific goals and objectives are:
1) Coherent value-chains.
It is important that the actors in different parts of the value-chain understand and act according
to the needs from other parts of the chain. When addressing a specific technical problem,
shortcomings in both procurement and tender skills have to be identified and bridged. Gaps in
the value-chains must be identified and remedied.
CV- Coherent value chains, Goal for 2020 (2025): The share of actors (companies,
authorities, institutes, universities, operating within relevant value-chains, from idea to product)
that experience well functioning value-chains will increase by 50% (75%).
In a global world the competition will increase. This will affect the entrepreneurial and business
models. Support for entrepreneurs and development of new business models will be focus areas
to pave the way for innovation based products.
BU - Business, Goal for 2020 (2025): The number of companies that will grade its own
business capability as "high" is increased by 50% (75%).
Increased number competitive start-up companies. Many start-up companies are eliminated in
the so-called "valley of death", which is the route from a business idea based on one or more
verified research findings, to having established competitive and viable production To secure
sustainable financing for the way forward into production is very difficult.
YB – More young, competitive companies, Goal for 2020 (2025): The number of young
companies (<10 years) with ten employees or more is 25% (50%) larger than today (2014).
2) Swedish areas of RDI excellence.
Swedish ICT ECS will deliver high tech solutions to the business areas automotive, health and
medical, security, telecom, energy and industrial automation, while addressing the societal
challenges. To satisfy the needs from these areas Sweden should maintain and develop high-
tech core competencies, where Sweden in many cases already has an internationally prominent
position. These areas of excellence are found within micro-nanoelectronics, printed electronics,
power electronics, photonics, antenna/microwave/terahertz systems, sensors, embedded
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systems, packaging and reliability, and advanced production technology.
NA – Swedish niche areas, Goal for 2020 (2025): The contribution of the selected areas of
excellence 2020 to the turnover of the ICT ECS industry should be rated as 50% (75%) or
higher.
Availability to test beds/demonstrator sites/pilot lines will increase and create synergy effects
and closer collaboration between academia, institutes and industry.
One the benefit of easy access to demonstrator sites /test beds /pilot lines is to create and extend
value chains. Such sites can act as mutual working platforms that are open for various actors,
often in cooperation. Such plants thus imply increased efficiency and enhanced innovation
possibilities for companies in terms of synergy effects. They can also imply a to be or not to be
for SMEs that do not have their own facilities.
DF - Access to demonstration facilities/test beds/pilot lines, Goal for 2020 (2025): The
occupancy at demonstrator sites / test beds / will be 50% (75%) higher than today.
EU contribution to Swedish R&D will continue on the same level as today despite the
increasing competition in an expanding EU. In the current situation, Sweden is a major
beneficiary of EU research funds. When EU expands its number of member states and as a
result more players seek research funding from the EU, competition increases. EU invests in the
order of € 16 billion on ICT. The program Electronics Components and Systems for European
Leadership (ECSEL), which is one of the tools to support the six key enabling technologies
(KETs) EU has launched, may be about € 1.2 billion of that money (a total of about five billion
euros through national and industrial co-financing). In FP7 and previous framework
programmes, Sweden has been a net contributor to the EU and thus regained less amount of
research money than we contributed. This quota should be increased.
EU - EU funding for Swedish R&D, Goal for 2020 (2025): Sweden should (at minimum)
keep its percental share of EU’s research funding 2020 (2025) as today, with an increased share
for the SMEs.
3) Supply of skilled personnel.
The ICT ECS industry will together with the educational system (high school and university)
and the ICT ECS dependent industry have created interest among students to fill the needs in
terms of quality and quantity. The number of applicants and the number of education places
does not correspond to the strategic needs of ICT ECS. In addition there is also a lack of
education courses in certain essential areas.
SP – Skills provision, Goal for 2020 (2025): The proportion of respondents who feel that they
are able to find and employ the trained personnel it needs is 50% (75%) higher than today
(2014).
Coupled to the respective Activities presented in Chapter 4 are Results that are listed in the
table in paragraph 2.6. “Effects” are the longer-term goals that are listed below in this
paragraph. The Overall Goals and all Specific Goals are Effects that will be checked for
fulfilment by surveys conducted among various actors (see below) 2020 and 2025, respectively,
and with 2014 acting as a baseline.
2.2 Contributions for renewal of the strategic innovation area
By addressing the above three Challenges, industry and academia jointly will have a significant
impact to the further development and renewal of the ICT ECS area in Sweden. Considering the
fragmentation of ICT ECS, a strengthened coordination will be a crucial and important
contribution to the renewal of the ICT ECS strategic innovation area.
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Meeting Challenge 1: Create better knowledge transfer and interaction in value chains
The corresponding Goals are: VC, BU, YB, DF, EU (acronyms according to 2.1).
A large numbers of Swedish companies, SMEs and LEs, do not have electronics and software
in their products or services. Renewal of the Swedish industrial landscape will with respect to
societal challenges require many more companies making use of electronics and software.
Based on this, four critical actions are identified:
Awareness, needs & foresight
Arena and network building
Enterprise service
Innovation support
Meeting Challenge 2: Create a more focused national excellence
The corresponding Goals are: NA, DF, EU
The current structure supports past and existing industrial needs. The projected widening
industrial incorporation of electronics and software in products and services, will act as a new
pull on academic research directions. In parallel an academic technology push will support
renewal of the Swedish ICT ECS business landscape. With limited national research funding, it
is crucial to align with European funding opportunities. Based on this, three critical actions are
identified:
Technology RDI activities
Competence centres & infrastructure coordination
Grants Office
Meeting Challenge 3: Secure the supply of skills
The corresponding Goal is: SP
With increased use of ICT ECS technology, supply of skills at all levels becomes a critical
factor. Thus, attractive ICT ECS relevant curricula for high school and university level becomes
eminently important. Based on this, one critical action is identified:
Skills provision
2.3 Energy relevance
Today EU’s energy systems are to 80% based on fossil fuels, whereas Sweden has a smaller
share and is more dependent on nuclear and hydropower. Sweden’s share of renewable energy
today is 47%, mainly consisting of hydropower and bio-energy. The corresponding figure for
the transportation sector is 12%.
Sweden’s and EU’s Energy Targets for 2020 (see:
http://www.government.se/sb/d/16022/a/190026):
Share of renewable energy in Sweden is 50%, and in Europe is 20%.
Share of renewable energy within the transportation sector is 10% in Europe and
Sweden.
Energy efficiency improvement amounts to 20% in Europe and Sweden.
Reduction of greenhouse gases is 40% in Sweden and 20% in Europe.
Evidently Sweden already has fulfilled the first two goals and is now in a very good position to
export its knowledge and technology to the rest of Europe and the world.
ICT Electronics Components and Systems - SIO Proposal VINNOVA 2014-03-07
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Improved ICT ECS technology will contribute to energy efficiency both by reducing the
electronics own use of energy and the electronics systems capability of controlling and
optimizing the energy consumption at system level, e.g., building energy optimization.
Interesting technology examples within Swedish strong competence areas are:
Energy efficient electronics
The future sustainable society will mainly make use of renewable energy sources such as solar,
wind and hydro power. Solar and wind power are distributed energy sources with an electrical
output that needs to be transformed between voltages, AC/DC converted/inverted, etc., in order
to be transmitted with low energy losses to consumers. Transmission losses are expected to be
cut in half (50%) as a result of implementing new component technology based on new material
systems. Such novel power electronics also has a huge potential for improving the energy
efficiency of the transport sector: electric/hybrid cars and its infrastructure for charging etc.
Wide area sensor and actuator systems
Another area where electronics is crucial is for large area sensor systems for environmental and
energy monitoring and control. Here sensors of different types are connected in wired, wireless,
or fibre optics connected sensor systems: detectors, image sensors, physical and chemical
sensors. The outputs provided by such sensor systems are processed by software and can then
be used to save energy, to decrease pollution, etc.
Energy-Efficient Lighting and Displays
Light emitting diodes (LEDs) convert electrons into photons much more efficiently than
ordinary lamps. This combined with a smart optimisation of how the light is used will lead to
energy savings between 40 and 70% as compared to a continued use of other types of light
sources.
Green Photonics
There are many facets of the so-called green photonics, optic and photonic technologies used
for the generation of energy, a better control of the environment and a reduction of wastes.
Photovoltaic cells are used to generate electricity from the sun power. The energy generation
from photovoltaic cells has increased by a factor of 5 between 2007 and 2010 thanks to
governmental incentives and one predicts that 12% of the European electricity will be produced
in 2020 in this way.
2.4 Other areas affected by the SIO-programme
The use of ICT ECS has grown enormously over the last decade. The percentage of products
and services that rely on ICT ECS systems is constantly increasing. As a matter of fact, the
value of the final products and services is already determined for a significant part by ICT ECS,
for instance for the automobile vehicles (35-40%), health and medical (33%),
telecommunications (37%), industrial automation (22%), consumer electronics and intelligent
homes (40%), and will further grow in the next five years [Strategic Research and Innovation
Agenda, Artemis, ENIAC and EPoSS, 2012].
Some examples where the ICT ECS SIO will have a crucial impact, besides the core
electronics/photonics sector (that evidently belongs to the ICT ECS industry sector) are:
Vehicles and related infrastructure: automotive, airplanes, ships, roads, airports.
The economic and perceived value of a car consists of a growing proportion of ICT ECS and
this continues at a fast pace. Electronics is replacing mechanics. A new car today includes an
advanced sensor network for monitoring the exterior (road, roadside, other cars around, speed,
ICT Electronics Components and Systems - SIO Proposal VINNOVA 2014-03-07
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acceleration, location, weather conditions), the car’s coupé (driver and passengers, to avoid
drowsiness, intoxication, other safety items), and the car’s interior (engine, oil, coolant,
ventilation, tire pressure, etc.). Electric/hybrid cars will increase the need for advanced
electronics, especially on power electronics. The next (ongoing) step is to use all the sensor
information to control the car: collision avoidance, cruise control, communication with roadside
electronics. The final goal is evidently the autonomous car. Airplanes and ships follow similar
trends at an even more advanced (and higher-cost) level.
Health and medical
The medical area is becoming increasingly dependent on ICT ECS. Both diagnosis as well as
therapy equipments become increasingly complex and dependent on advanced ICT ECS. The
requirement for speed, performance, compactness, and price, increases continuously. The
equipment can be roughly divided into expensive equipment intended for specialist or intensive
care at the major hospitals, and in the "point of care" devices in health centres or in homes. This
requires components that are optimized for high performance, or for the low price (low
manufacturing cost), respectively. Examples of components that are needed are e g sensors of
different kinds: biosensors, imaging devices for fluorescence, X-rays or ionizing particles, key
technologies for medical instruments etc.
Security and Defence
The defence and security (DoS) sector is also increasingly dependent on ICT ECS. The DoS
sector of today uses sensor network with photodetectors, image sensors and various types of
physical and chemical sensors. Sensor information will after digital processing be transmitted
wirelessly (microwave or free-space optics) or by wire or optical fibre to base stations where it
is further processed and decisions taken automatically or alternatively assessed by a human.
The DoS sector has historically functioned as a driver for radically new technology. Examples
are the Internet and GPS technology. Much of such ICT ECS is now extensively used for
various civil applications. Other uses are surveillance of borders, sensitive places like nuclear
power plants, etc.
Telecommunications
In Sweden Ericsson has been the driver of electronic technology for telecommunication:
telephones, mobile phones, and related infrastructure. A new area has appeared, Internet of
Things (IoT), where all kinds of things, houses, industrial buildings, furniture, shops, household
equipment, etc. are integrated with sensors and actuators that can interact with humans or
between themselves in different ways. IoT demands a huge amount of cheap sensors and
actuators that are easy to integrate into various types of objects (“Things”).
Industrial automation
Automation and robotics have transformed manufacturing methods radically. The advantage of
this is higher productivity. ICT ECS is an enabler for automation and robotics, including e g
embedded systems and sensors and actuators.
Consumer electronics and intelligent homes
Consumer electronics is an evident example on how electronics can be utilized for the benefit
of everyone. Computers, mobile phones, will be used in progressively new applications,
especially in conjunction with internet. Intelligent homes is an area that will grow at a fast pace
in the next decade with the goal of making homes more comfortable, more safe and secure,
more energy efficient and environmentally friendly.
Energy and Environment
See paragraph 2.3 above.
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2.5 Global challenges or developments that effect the SIO-programme
Global challenges currently creating a push in directions like hybridization, wide area sensing
and automation, health care everywhere, cloud computing etc. All of which are totally
dependent on ICT ECS technologies. ICT ECS being key enablers for six strong Swedish
industrial sectors: Telecom, Automation/production; Automotive; Energy, Life Science; and
Military and security. With the here presented objectives the SIO Programme is expected to
have a strong relation and impact on the global societal challenges, as follows:
(i) Information society: ICT ECS is evidently the basic (hardware) prerequisite of the
information society according to its definition. Computers and telecom are key
areas.
(ii) Sustainable cities: ICT ECS is an enabler for developing the future energy efficient
power electronics suitable for the smart electric grid that are able to handle both
small (e g solar cells) and large scale (e g hydropower plants) energy producers, as
well as consumers in a sustainable way. In addition ICT ECS allows efficient
monitoring and control of all parts of the society for avoiding waste of energy or
polluting the environment. Electric vehicles are another area where ICT ECS will
contribute.
(iii) Health and care: ICT ECS enables e-health that is to care for and treat patients at
home, something of great importance for the “aging population” problem.
(iv) Sustainable production: ICT ECS will contribute substantially to efficient
automation and production systems. Especially there is a future need for energy
efficient and environmentally friendly, flexible, reconfigurable manufacturing in
smaller batches, an area where ICT ECS is crucial. The new emerging 3D
manufacturing technology (additive printing) is one example on this.
2.6 Expected results and effects
Vision and goals of strategic innovation
area Results and effects Actions and activities
Overall goal: Creation of ssustainable growth in Sweden based on the focused competiveness of
the ICT ECS industry.
Established seamless Value
Chain within the field of
ICT ECS.
Results: Swedish ICT ECS
Roadmap.
Effects: Industrial awareness
and competitiveness.
A1. Awareness, needs & foresight
Results: Regional and
nationwide ICT ECS network.
Effects: Working value chains
and business cooperations.
A2. Arena and network building
Results: Technology awareness,
uptake and commercialization.
Effects: Increased
competitiveness.
A3. Enterprise service
Results: Entrepreneur
programme established.
Established network to venture
capital.
A4. Innovation support
ICT Electronics Components and Systems - SIO Proposal VINNOVA 2014-03-07
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Effects: Fast growing start-up
companies and new
technologies to the market.
Established RDI excellence
within the field of ICT ECS
Results: Established process for
funding of ICT ECS RDI.
Effects: RDI competence across
the ICT ECS value chain.
A5. Technology RDI activities
Results: Streamlined entries to
academic competences and
infrastructures.
Effects: Efficient knowledge
transfer between academia and
industry.
A6. Competence centres & infrastructure coordination
Results: Established Grants
Office.
Effects: Substantial Swedish
participation in funded EU
projects.
A7. Grants Office
Established networks, tools
and methodologies for skills
provision within the field of
ICT ECS.
Results: Established networks,
tools and methodologies for
influencing high school and
university curricula. Exchange
of people, academia/industry.
Effects: Increased supply of
skilled people at all levels.
A8. Skills provision
2.7 Actors
The ICT ECS SIO aims to enable/release/develop/deploy the full potential in the industry,
involving all actors in the value-chain: a) producers of electronic systems, b) industry that uses
electronics in their products and c) industry that are dependent of electronics in their process
and production and also d) institutes, e) academia, e) public actors/agencies representing RTOs
and policy makers active at all levels of the product development chain.
Already at present stage, the initiative is well grounded and widely accepted in all sectors. The
process until now has proved that there is a profound desire shared by the many actors to launch
the ICT ECS SIO, in order to achieve a higher performance throughout the value chain, in
benefit for growth in Swedish industry and hence Sweden as a whole, as well as bringing new
solutions solving global challenges to the international market.
The coming work will be as open as it has been conducted so far. We embrace all actors willing
to participate in the programs and activities. The activities planned initially will be open for
adjustments according to needs finding and road mapping. Steering committees will be
representative for different categories, ensuring broad and balanced perspectives and working
groups etc. will be open for anyone who wants to join.
An open interface, making information available will also be ensured – a dedicated web site for
the agenda (and hence for the anticipated ICT ECS SIO Programme) for communication and
publishing is already in place (www.smartareelektroniksystem.se).
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The actors behind the agenda represent the ICT ECS LE and SME industry, Universities and
Research Institutes, as well as trade associations. All of which have participated in the process
of preparing the agenda. Examples of participants are:
Large Enterprises, ABB, Atlas Copco, Alstom, Autoliv, Bombardier Ericsson, FLIR,
Prevas, SAAB, Scania, Volvo, Transmode Systems
SMEs, Cobolt, Eskilstuna Elektronikpartner, Finisar Sweden, IRnova, Mandalon
Technologies, Optronic, Proximion, ScandiDos, Silex Microsystems, Sivers IMA, Tobii
Technology
Academy and institutes, Acreo Swedish ICT, Chalmers, KTH, LTU, Swerea IVF
Branschorganisationen Svensk Elektronik and PhotonicSweden
In total 107 organizations have demonstrated their commitment to the ICT ECS Programme by
supporting the initiative by Letter of Intents (28 large enterprises, 56 SME:s, 6 institutes, 10
U&H, 5 associations, and 2 other agenda initiatives and research centres).
3 Coordination of SIO-programme
When VINNOVA granted the work with the agenda it was done with a recommendation that
seven agendas within the area of ICT ECS should cooperate and form a common agenda. This
has initiated a collaboration that now is extended to even more parties and is now the
foundation for the SIO programme that handles the organization, research programmes and
activities. The parties established an interim steering committee that was responsible for the
activities defined in the agenda and the initial planning. The interim steering committee has,
during the process towards the proposed ICT ECS Programme, been replaced by a Programme
Board with representatives from the ICT ECS (industry, academia and institutes).
3.1 Organization and leadership
The organisation for managing the ICT ECS Strategic Innovation Programme is divided in
three levels: A Programme Board for decision making; a Programme Office for the day to day
operation; and three Programme Councils with responsibility for the three main focus areas of
the programme. The implementation of the programme will be carried out by a Programme
Office led by a Programme Manager that reports to the Programme Board. The ICT ECS SIO
Programme will be hosted by Acreo Swedish ICT with main office in Kista. The overall
management and governance structure for ICT ECS is displayed in Figure 3.1.
Figure 3.1. The overall management and governance structure of the ICT ECS SIO Programme
is shown.
ICT Electronics Components and Systems - SIO Proposal VINNOVA 2014-03-07
17
The aim with the structure of the management of the programme is to achieve an alignment
with the main challenges of the programme, with clear responsibilities for handling the main
activities relevant for meeting these challenges. The influence by the stakeholders on the
priorities and realisations of detailed initiatives is secured by open processes towards all levels
in the programme structure. The Stakeholders are all actors with interest in the ICT ECS area,
including industry (LE, ME and SE), academia, institutes, society and financiers. Arenas and
networking activities will be broadly announced and directed to all stakeholders within the area
such that the environment continuously will be open for engagements by new relevant actors as
the programme evolve.
The Programme Board consists of industry representatives from three stake holders groups:
producers of electronic systems; industry that uses electronics in their products; and industry
that are dependent of electronics in their process and production. The board is complemented
with representatives from research institute and academy. The Programme Board is responsible
for the decisions on: long-term goals; calls for RDI proposals; strategic projects; and priorities
within the programme and other initiative necessary to fulfil the goals of the programme. A
VINNOVA representative and the Programme Manager are adjunct to the Board meetings.
The Programme Office consists of a central organisation with resources for management,
communication and outreach activities. The Programme Office is led by a Programme Manager
and reports directly to the Programme Board. The Programme Manager is responsible for day
to day operation of the programme including coordination activities, communications, RDI
Projects, foresights, and future activities initiated in order to fulfil the goals of the programme.
In order to handle the day to day activities in a structured manner, three Programme Councils
are dedicated to strategic parts of the programme. Each Programme Council has a Manager that
reports directly to the Programme Manager. The Programme Manager is responsible for the
interaction with VINNOVA.
The Programme Council Value Chain is responsible for the activities supporting technology
awareness, needs & foresight including the following initiatives:
Need finding and road mapping.
Arenas for competence and network building (industry and academia).
SME Service activities aiming for helping companies to embed electronic systems in
their products or services and to provide a network to appropriate player in the
necessary value chain.
Supportive actions on mentor program for entrepreneurs in the field and venture capital
days for the field.
The Programme Council Excellence is responsible for:
Need finding process and handling of the RDI Activities in terms of preparing calls for
proposals based on priorities and according to plans. The process is done in close
cooperation with, and according to the procedure as determined by VINNOVA.
Establishing and supporting (existing and new) technology competence centres.
Coordination activities of test beds and other relevant infrastructures
Coordination of additional instruments for financial opportunities within the area and for
“Grants Office” activities.
The Programme Council Competence is responsible for activities concerning recruitment and
skills development. The main activities are:
Attractive ICT ECS relevant curricula for high school and university level:
(i) Curricula development
(ii) Student and teacher recruitment to, industry, relevant educations.
Outreach activities for schools and public at large.
ICT Electronics Components and Systems - SIO Proposal VINNOVA 2014-03-07
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Initially, the Programme Councils have interim managers responsible for the interaction with
stakeholders. During the initial phase of the programme, each Programme Council will assign
stakeholder representatives in order to establish fully operational councils.
The Programme Board has representatives from the following stake holder groups: eight from
industry; two from academy; and one from research institute. The Programme board is
displayed in Table 3.1.
ICT ECS SIO Programme Board
Name Title Contact Organization
*Mats Odell Chairman, Committee
on Industry and Trade
[email protected] Swedish Riksdag
Bo Wass CEO [email protected] Autoliv Electronics
AB
Pontus de Laval CTO Pontus.delaval
@saabgroup.com
Saab AB
Maria Månsson BU Manager/
Chairman SE
[email protected] Prevas AB/ SE
Swedish Electronics
Trade Assoc.
Mikael Joki CEO mikael.joki@eepa b.com Eskilstuna
Elektronikpartner
AB
Markus Renlund Founder & CEO markus.renlund
@ascilion.com
Ascilion
Stefan Svensson Global R&D Manager
Industrial Com. &
Electronics
stefan.u.svensson
@se.abb.com
ABB Corporate
Research
Edvard Kälvesten CEO edvard.kalvesten
@silexmicrosystems.com
Silex
Leif Ljungqvist CEO [email protected] Acreo
Jerker Delsing Professor [email protected] LTU
Carl-Michael
Zetterling
Professor [email protected] KTH
Table 3.1. The Program Board for the ICT ECS Programme is displayed.
*Mats Odell will act as Chairman of the Board after the election in September.
The Manager for the programme office and the interim managers for the programme councils
are displayed in Table 3.2.
ICT ECS SIO Programme Director & Programme Councils
Name Title Contact Organization
Programme Director
Michael Lögdlund Research
Coordinator
[email protected] Linköping University
Interim Managers Programme Councils: Value Chain; Excellence; Competence
Maria Månsson BU Manager/
Chairman SE
[email protected] Prevas AB/ SE
Leif Ljungqvist CEO [email protected] Acreo
Mikael Joki Managing director mikael.joki@eepa b.com Eskilstuna
Elektronikpartner AB
Table 3.2. Programme Manager and Interim Managers for the Programme Councils are
displayed.
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3.2 Project plan for the coordination of the SIO-programme
The project plan for the coordination of the ICT ECS SIO programme is divided in two separate
phases, the start-up phase taking place from June to December 2014 and a second phase during
the period of 2015-2017 in accordance with the overall planning for the present SIO
Programme. The activities for the start-up phase includes all necessary processes the
establishment of the programme to be performed in dialogue with VINNOVA. The activities
includes formalisation of membership, processes and instructions, planning etc. according to the
plan as displayed in Fig. 3.2. The start-up phase is planned to start at the beginning of June and
end at the end of December 2014.
Figure 3.2. The plan for the start-up phase of the SIO Programme is displayed.
Figure 3.3. The plan for the coordination of activities of the SIO Programme during 2015-2017
is displayed.
2015
M6
Opens Closes Project Start
Board meetings
Official program start
Activities Start-up Phase
1:st Call for proposals
Preperation for support structures (coordination actions for
SME, competence centers, infrastuctures; Grants Office)
Determination of the current status, addressing needs, and
base line for effects of activities
Q3 Q4Preparation of processes and instruction for the board,
program office, support office and reference group
2014
Preparation of detailed activity plan, plans for
call for proposals, and communication plan
C P O C PO C P O C P
O C P O C P
Activities 2015-2017
Competence centers &
Infrastructure coordination
Arena and networking building
Formal start of the program
Board meetings
Skills provision
Coordination of activities: Programme Councils,
conferences and workshops etc.
Calls for Technology RDI activities
(O=Opening, C=Closing, P=Project Start)
Innovation support
Enterprise service
Regulary updates of needs, foresights,
SIO Programme & Agenda & follow up on goals
Awareness,
needs & foresight
Grants Office
Horizon 2020 "påverkansplattform"
Q3 Q4
2015 2016
Q1 Q2 Q3 Q4Q1 Q2
2017
Q1 Q2 Q3 Q4
A5
A6
A2
A8
Pro
gram
me
Co
ord
inat
ion
A1
A3
A4
A7
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3.3 Budget for coordination of the SIO programme
3.3.1 Budget for start-up phase
The planned activities during the start-up phase in the period of June to December 2014 are
shown in Figure 3.2 in Section 3.2. The budget for the activities included in the start-up phase
are estimated based on personnel corresponding to two full time equivalents and programme
costs as displayed in Table 3.3.
Table 3.3. The budget for the start-up phase of the SIO Programme is displayed.
3.3.2 Budget for operating the SIO-programme
The planned activities during the period from 2015 to 2017 are shown in Figure 3.2 in Section
3.2. The budget for the activities included are estimated based on personnel costs corresponding
to about 2.5 full time equivalents and programme costs as displayed in Table 3.4.
Table 3.4. The budget and funding for the operation of SIO Programme 2015-2017 is
displayed.
Activities Details Cost 2014 (SEK)
Programme Office
Manager Responsible for the Office, reports to the board (60-90%) 380 000
Council Coord. Three part time/one for each council (in total 60-90%) 380 000
Adm & communication Part time for adm and communication incl www (20%) 85 000
Travel cost 15 000
Conferences & meetings 45 000
Material & WWW 50 000
Other costs 45 000
1 000 000 Total Cost
Activities Details Cash In-kind Total Cash In-kind Total Cash In-kind Total
Director 1 200 1 200 1 200 1 200 1 200 1 200
Prog. Councils 800 400 1 200 800 400 1 200 800 400 1 200
Grants Office 500 500 500 500 500 500
Adm & communication 150 150 300 150 150 300 150 150 300
Travel cost 100 100 100 100 100 100
Conferences & meetings 100 100 200 100 100 200 100 100 200
Material & Web costs 50 50 50 50 50 50
Other costs 600 200 800 600 200 800 600 200 800
Total Cost 3 000 1 350 4 350 3 000 1 350 4 350 3 000 1 350 4 350
SIO Prog. (VINNOVA) 3 000 3 000 3 000 3 000 3 000 3 000
Acreo 700 700 700 700 700 700
Swerea IVF 350 350 350 350 350 350
Svensk Elektronik 300 300 300 300 300 300
Total Funding 3 000 1 350 4 350 3 000 1 350 4 350 3 000 1 350 4 350
2016 (KSEK) 2017 (KSEK)
Co
sts
Personnel costs
Fun
din
g
Funding including
in-kind contributions
2015 (KSEK)
Programme Office
ICT Electronics Components and Systems - SIO Proposal VINNOVA 2014-03-07
21
4 Proposed actions and activities in the SIO programme
To exploit the market and business potential for the ICT ECS field it is clear that the technology
has to spread to a much larger community of companies exploiting its potential. This should be
paralleled with advanced industry directed research. For the purpose, initiatives at three levels
for ICT ECS are in focus:
Awareness, acceptance and adoption of the “invisible”, but most potent, ICT ECS
technology (Value Chain)
Technology Research, Development and Innovation (Excellence)
Recruitment and competence development (Competence)
Value Chain - Building awareness, acceptance and adoption of new technology among
industry is critical for successfully addressing societal challenges. Here we propose the
following initiatives/activities:
Need finding and road mapping
Arenas for competence and network building related to:
(i) Current core industry technology competence
(ii) Value chain gaps in Sweden
Industrial design of experiments for SME:s:
(i) Helping companies to embed electronic systems in their products or services
(ii) Provide a network to appropriate player in the necessary value chain.
Supporting technology adoption in companies (LE:s and SME:s)
Supportive actions on:
(i) Mentor program for entrepreneurs and inventors in the field
(ii) Venture capital days for the field
Excellence - Technology edge and time to market while delivering reliable products at a
competitive price are critical success factors in the field of ICT ECS. Rooted in the strategy
with its research priorities and technology push addressing one or several industrial application
sectors important initiatives are addressing:
Development of academia RDI capability for identified gaps in the value chain of ICT
ECS.
Establishing and supporting technology competence excellence centres with capability
of:
(i) Being at the research front.
(ii) Integration to EU funded programmes
Development of Swedish participation in collaborative projects:
(i) National collaborative projects (LE, SME and academia)
(ii) EU Horizon 2020 collaborative projects (LE, SME and academia)
Enabling the wider availability of test beds and pilot lines to industry
Being at the research front includes “owning” processes for early identification of market and
research needs (addressable) by ICT ECS for at least core ICT ECS industry and industry
having products relying on ICT ECS.
Competence - Critical to the adoption, development and innovation in the field is access to
relevant competence both within the company and in its network. For this purpose we propose
initiatives on:
Attractive ICT ECS relevant curricula for high school and university level:
(i) Curricula development
(ii) Student and teacher recruitment to industry relevant educations at high school
and university level
Outreach activities for schools and the public at large.
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The three main challenges are closely interlinked and it is
crucial that a close interaction is maintained. The results from
the activities within the Value Chain will have impact both on
the priorities for initiatives within Excellence as well as on the
priorities concerning the activities related to Competence. As
described in Section 3.1, the Programme will be organised in
order to reflect the three main challenges with three Programme
Councils. The Programme Office will have the responsibility to
coordinate and keep all involved participants up to date. The
long term priorities of Programme activities will be based on a
processes that will be settled in details during the start-up phase and initial phase of the
programme. Basically, all activities will be prioritized according needs and foresight analyses in
combination with criteria that clearly emphasis the goals and effects of the programme.
4.1 Existing actions and activities to be used within the SIO-programme
As outlined in the research and innovation agenda for Smarter Electronics, and reflected in the
activities suggested for the present ECT ECS strategic innovation programme, coordination and
strengthening of existing competence centres and infrastructures, such as laboratory facilities,
test beds and demonstrator facilities, will be central for the programme. Se Section 4.8,
Action/activity 6: Competence centres & infrastructure coordination, for more details. A
number of initiatives and facilities have been identified at present, and a more thorough
investigation will be performed during the start-up phase of the programme. Relevant
infrastructures for the initiative are outlined in Section 1.2 with regard to existing structures of
relevance for the SIO. Among the relevant competence centres and similar initiative, the
following are identified:
Competence centres and innovation systems:
WISENET – VINN Excellence Center for Wireless Sensor Networks
(www.wisenet.uu.se) Uppsala University.
ADOPT – Linnaeus Centre in Advanced Optics and Photonics
(www.kth.se/en/ict/forskning/centra/adopt/linnecentrum-i-avancerad-optik-och-fotonik-
1.28276), KTH.
FORCE - Fiber Optic communications Research CEntre is an academic organisation at
Chalmers for research on optical telecoms with industrial links.
Lund Laser Centre: LLC is a Linnaeus Research Centre a European Major Research
Infrastructure and a part of LASERLAB-Europe with many links to industry.
STC (Sensible Things that Communicate) – Center for research on sensors and sensor
networks (www.miun.se/en/Research/Our-Research/Centers-and-Institutes/stc), MiUn.
ELLIIT - Strategic Research Area within IT and Mobile Communication
(www.liu.se/elliit), LiU, LU, BTH, HH.
PEA (Printed Electronics Arena) – Arena and pilot line for Printed Electronics
(www.printedelectronicsarena.com), LiU, Acreo.
ESIS – A regional initiative in Västerbotten and Norrbotten (www.esis.se), LTU.
IMAGIC Institute Excellence Centre, sensors and imaging. Acreo coord.
(https://www.acreo.se/expertise/imagic )
AFOC Institute Excellence Centre, Acreo Fiber Optic Centre, fiberoptic components.
Acreo coord. (https://www.acreo.se/expertise/acreo-fiber-optic-center )
SiC Power Centre, power electronics and systems based on silicon carbide and other
materials. Acreo coord. (https://www.acreo.se/expertise/sic-power-center )
ICT Electronics Components and Systems - SIO Proposal VINNOVA 2014-03-07
4.2 Summary of actions and activities
Action/activity Description Targeted groups
Duration (start/end)
VINNOVA fin.(KSEK)
Other fin.(KSEK)
Val
ue
Ch
ain
A1. Awareness, needs & foresight
Initial base line for need finding and road mapping with regularly updates.
All stake-holders
Q4 2014/ continuously
1 000 1 000
A2. Arena and network building
Arenas for competence and network building (industry and academia) related to current core industry and academic technology competence (Value chain gaps in Sweden).
All stake-holders
Q1 2015/ continuously
500 1000
A3. Enterprise service
Industrial design experiments for SME:s (embedding electronic systems & provide a network to appropriate player in the necessary value chain). Primary SME
Q1 2015/ continuously
3 000 3 000
A4. Innovation support
Mentor program for entrepreneurs in the field & Venture capital days for the field.
Primary entrepreneurs
Q3 2015/ continuously
500 500
Exce
llen
ce
A5. Technology RDI activities
Development of academia RDI capability for identified gaps in the value chain. Participation in national and EU H2020 collaborative projects.
LE, SME and academia
Q4 2014/ continuously
36 500 42 000
A6. Competence centres & infrastructure coordination
Establishing and supporting technology existing competence centres (at research front; Integration to EU funded programs; and Supporting Technology adoption in LEs and SMEs). Enabling the wider availability of test beds and pilot lines to industry.
LE, SME and academia
Q2 2015/ continuously
4 000 4 000
A7. Grants Office Grants Office activities covering national and EU funding including central activities for Horizon 2020 Impact Platform1.
LE, SME and academia
Q2 2015/ continuously
1 000 1 0002
Co
mp
eten
ce A8. Skills provision Attractive ICT ECS relevant curricula for high school and university level.
(Curricula development and Student and teacher recruitment to, industry, relevant educations); Outreach activities for schools and the public at large; Stimulate to people exchange between industry and academia, e.g., adjunct professors and industrial PhDs.
Q3 2015/ continuously
3 500 1 500
TOTAL YEARLY FINANCING 50 000 54 000
1 A separate proposal to establish an Impact platform (Påverkansplattform) will be handed in to the VINNOVA Call for proposals with deadline 27 of March, 2014. 2 Includes interaction and coordination with other Grants Offices (for example Sverea IVF and GO to be established at Acreo AB).
ICT Electronics Components and Systems - SIO Proposal VINNOVA 2014-03-07
4.3 Action/activity 1: Awareness, needs & foresight
4.3.1 Description
In order to achieve more effective efforts and to take fully advantage of the potential
within the ICT ECS area which is heterogeneous with many actors of different character,
actives supporting awareness and that stimulate increased collaborations are suggested
throughout the programme.
In order to further build up the basis for priorities in order to achieve highest impact of
programme activities, a thorough need finding and road mapping activity will be
performed during the initial phase of the programme. After the initial phase, the needs and
road mapping will be continuously updated with larger bi-annual efforts.
4.3.2 Expected results and effects
The results from the need finding and road mapping activity will set the base line of the
programme and identify the needs, such as for example, gaps in the value chain, and result
in a road map for the programme. The outcome will set the basis for priorities and decision
making.
4.3.3 Time plan and budget
Time: 2015-01-01 to 2015-03-31 initially. Continuous update and larger bi-annual efforts.
Yearly budget: 2 MSEK
4.3.4 Targeted groups
All stakeholders in the area.
4.3.5 Communication and knowledge transfer
Communicated through networking activities (conferences, workshops), in newsletters and
on web pages.
4.4 Action/activity 2: Arena and network building
4.4.1 Description
The Swedish smart electronic systems field cover everything from new ideas to products
on the market. Companies covering components, systems and products, respectively are
interlinked and dependent on each other in the value chain. In order to leverage the area of
smart electronics and to be able to actively identify and fill the value chain gaps, it is
important to maintain, increase and develop the current core industry technology
competences. Arenas and networking for tackling these issues will be created by:
(i) Organisation of workshops/seminars in order to strengthen the sustainable
competence in the value chains.
(ii) Organisation of meeting places and creative arenas for the exchange of
experiences, knowledge and competence.
It is proposed that these initiatives are performed by the Swedish Electronics Trade
Association, to an increasing degree in cooperation with other operators.
4.4.2 Expected results and effects
Expected outcome of the activities includes increased interactions among stakeholders,
knowledge exchange and collaborations in new constellations as well as increased
understanding of future demands.
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25
4.4.3 Time plan and budget
Time: 2015-01-01 with continuous activities in the programme.
Yearly budget: 1.5 MSEK
4.4.4 Targeted groups
All stakeholders such as large industry, SME, research institute and academy.
4.4.5 Communication and knowledge transfer
The arenas and network activities are in themselves well suited for dissemination of results
from all of the various programme activities. Results will also be submitted through
reports, web pages and communicated through relevant channels in the education system.
4.5 Action/activity 3: Enterprise service
4.5.1 Description
The aim with the Enterprise service activity is to facilitate that new technology can be
actively passed on to SMEs, and so that a forward-looking image of market requirements
can be created (like minST, teknIQ and ESIS). The activities include:
Industrial design of experiments for SME:s:
(i) Helping companies to embed electronic systems in their products or services
(ii) Provide a network to appropriate player in the necessary value chain.
Prepare for increased SME involvements in EU projects
(i) Coordination of current activities in order to improve strategic demand and,
consequently, the operating conditions for SMEs. This type of mapping
should initially be conducted via seminars/workshops.
4.5.2 Expected results and effects
Increased awareness and take up of technologies for improvements of existing products
and businesses as well as and opening up for new products and services.
4.5.3 Time plan and budget
Time: 2015-01-01 with continuous activities in the programme.
Yearly budget: 6 MSEK
4.5.4 Targeted groups
Primary target is SME:s.
4.5.5 Communication and knowledge transfer
General information channels are through workshops, seminars, web pages and
newsletters. However, the outermost important knowledge transfer will be “by shoes” with
SME dedicated activities in the spirit of initiatives like minST, teknIQ and ESIS.
4.6 Action/activity 4: Innovation support
4.6.1 Description
The activities within Innovation support will focus on
supportive actions aiming for increased commercialisation through:
(i) Mentor program for entrepreneurs in the field
(ii) Venture capital days for the field
The activities will be performed in close collaboration with existing support offices at
participating organisations. For example, Innovation Offices located at some of the
involved universities have suitable concepts that can be utilized within the program, such
ICT Electronics Components and Systems - SIO Proposal VINNOVA 2014-03-07
26
as innovation days with match making between owners of ideas for commercialisation and
entrepreneurs.
4.6.2 Expected results and effects
Expected long term results are increased number of SME:s, products and businesses in the
field leading to growth and increased employments.
4.6.3 Time plan and budget
Time: 2015-04-01 with continuous activities in the programme.
Yearly budget: 1 MSEK
4.6.4 Targeted groups
Individuals (researchers, engineers etc.) within the area holding ideas, components etc. that
can be valid for a potential commercialisation, and existing as well as potential
entrepreneurs.
4.6.5 Communication and knowledge transfer
Knowledge transfer and disseminated of results will be through conferences, new letters,
web pages. Dedicated events such as Open Innovation Accelerators and Venture Capital
Days will facilitate direct communication between owners of ideas, entrepreneurs and
financiers.
4.7 Action/activity 5: Technology RDI activities
4.7.1 Description
The main objective is the development of academia RDI capability for identified gaps in
the value chain of ICT ECS.
The RDI projects will be focused towards the development of the excellence areas and
strengthening of the weak links in the value chain. The approach is to cut technology
barriers between application sectors, stimulating creativity and yielding multi- domain
reusable results. Application sector pull combined with technology opportunities push
integrated through four research priorities: (i) Component Material, Process, Design and
Production Methods & Tools, (ii) System Design, Production and Test Methods & Tools,
(iii) Application Design, Production and Test Methods & Tools, and (iv) Technology
barrier breaking component and systems technology.
The detailed priorities will be based on outcome from Needs and foresight analysis
activities that will be initiated during the start-up phase of the programme. The initial base
line for the area has been achieved through an initial mapping of the Swedish ICT ECS
industry performed during the process of the preparation of the National Research and
Innovation Agenda for Smarter Electronics. The mapping included a Web survey and
interviews made with representatives from the industry.
A process for priorities in the selection of RDI actions will be further elaborated during
the start-up phase of the programme, but the basic considerations are the following:
1. Clearly identified in needs and foresight analysis.
2. Has a group of actors with full dedication.
3. Fulfils basic criteria settled for the specific call (such as impact, excellence, etc.).
4.7.2 Expected results and effects
Increased collaborations, filling of the gaps in value chain, leverage of the capabilities
through cross-fertilisation and larger visibility of the area both on national and
ICT Electronics Components and Systems - SIO Proposal VINNOVA 2014-03-07
27
international level. In the long term, societal challenges addressed, high impact on the
market segments with creation of substantial growth in Sweden.
4.7.3 Time plan and budget
Time: 2014-11-01 with continuous activities in the programme.
Yearly budget: 79 500 MSEK
4.7.4 Targeted groups
All stakeholders within the SIO Programme, e.g., large industry, SME, research institute
and academy.
4.7.5 Communication and knowledge transfer
Results will be disseminated through scientific as well as popular science articles as well as
during scientific conferences and workshops. Furthermore, communicated will be through
networking activities (conferences, workshops), in newsletters and on web pages.
4.8 Action/activity 6: Competence centres & infrastructure coordination
4.8.1 Description
Within the area of ICT ECS, there are today a number of strong competence centres within
different disciplines and there have been large investments in critical infrastructures at
different sites. However, the awareness of the available resources in terms of competence
centres, demonstration platforms, test beds and laboratory facilities is limited.
Competence centres and innovation systems: In this view we suggest that the current
strong and cutting-edge technology areas that are already viewed as strong competence
centres take responsibility for and conduct activities geared towards industry, and that
these should be coordinated. The coordinating activities for maintaining and creating
competence centres within our prioritised sub-technology areas should be organised by a
number of specified operators. It is proposed to establish and support technology
competence centres with capability of:
(i) Being at the research front.
(ii) Integration to EU funded programs
(iii) Supporting technology adoption in companies (LE:s and SME:s)
Being at the research front includes “owning” processes for early identification of market
and research needs (addressable) by ICT ECS for at least core ICT ECS industry and
industry having products relying on ICT ECS.
Infrastructure coordination: In order to increase awareness of the available facilities and
investigation of the possibilities to coordinate these the following will be conducted:
(i) An inventory of existing facilities in Sweden.
(ii) An inventory of whether suitable conditions exist that would allow
operators, institutions, businesses and higher education institutions to open
up their demonstrator facilities/test beds/pilot lines to companies.
(iii) A documented recommendation on how to coordinate and increase effective
use of resources.
4.8.2 Expected results and effects
Increased interaction and collaborations between competence centres and industry as well
as cross-fertilisation between research and innovation areas.
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An inventory of available facilities/test beds/pilot lines with the conditions for use of a
broader community and documented recommendations for coordination and effective use.
4.8.3 Time plan and budget
Time: 2015-04-01 with continuous activities in the programme.
Yearly budget: 8 MSEK
4.8.4 Targeted groups
All stakeholders within the area and governmental financiers.
4.8.5 Communication and knowledge transfer
Communication through web pages, seminars and relevant national conferences/workshops
as well as by newsletters. Formal written report to be communicated to stakeholders,
including competence centre, infrastructure owners, and governmental financiers.
4.9 Action/activity 7: Grants Office
4.9.1 Description
In order to coordinate and to create awareness of funding opportunities as well as to
support proposal processes, a Grants Office will be established coupled to the SIO
Programme. The main objective is to support the process to increase the funding for the
area, and in particular to increase the participation of SMEs in EU projects.
Grants Office will:
(i) Keep up to date on, inform and coordinate larger national funding opportunities
relevant for the ICT ECS Programme.
(ii) Keep up to date on, inform and perform match-making concerning funding
opportunities within EU Horizon 2020 and other EU financed programmes.
(iii) Provide services for proposal processes on national and international levels.
(iv) Coordinate activities for Horizon 2020 Impact Platform (påverkansplattform).
The Grants Office will interact closely with VINNOVA and other financiers concerning
information and support for proposal processes.
For the initiative, Impact Platform, a proposal will be handed in to the VINNOVA Call
with deadline March 27. The focus will be on creating a platform to facilitate direct
communications and interactions, and finally to be a part of, main technology platforms
and other organisations involved in processes towards formulations of upcoming work
programmes and calls within Horizon 2020. Partners engaged in the SIO Programme have
developed networks to several European Technology Platforms and Joint Undertakings
like, e.g., ARTEMIS, Photonics 21, AENEAS, EPoSS.
4.9.2 Expected results and effects
Increased and coordinated funding to tackle the main challenges as outlined. Increased
participation in EU funded projects in particular for SME and large enterprises by
influencing priorities within Horizon 2020. Increased visibility on European level and
creation of networks for further cooperative research and innovation.
4.9.3 Time plan and budget
Time: 2015-04-01 with continuous activities in the programme.
Yearly budget: 2 MSEK
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4.9.4 Targeted groups
The activities within Grants office will serve all stakeholders within the SIO Programme,
e.g., large industry, SME, research institute and academy.
4.9.5 Communication and knowledge transfer
Information concerning funding opportunities will be addressed on web pages,
communicated in newsletters and during dedicated and open seminars.
4.10 Action/activity 8: Skills provision
4.10.1 Description
In order to get fulfil the long term goals of the proposed programme, it is crucial also to
have a long term aim to increase the skills and knowledge within the area(s) covering basic
engineer education, industrial engineers, and researchers within industry, academy as well
as at research institutes. The instruments for contributions to the aim to secure long term
skills provision involves:
(i) Establishment of collaborations between industry and higher education
institutions whereby trainee positions can be created and degree projects
completed. An electronic board for available degree projects will be
administrated within the framework of the programme.
(ii) Development of a mentorship programme for higher education students within
the field of smart electronic systems. The program will be developed in
collaboration between industry and higher education institutions.
(iii) Stimulate to people exchange between industry and academia, e.g., adjunct
professors and industrial PhDs.
(iv) Activities will be performed in order to stimulate the organisation
Teknikcollege.se to develop and make the concept of technology colleges with
an electronic specialisation accessible on a broader front than currently.
(v) Outreach activities in schools and for the public at large through demonstrations
and events.
4.10.2 Expected results and effects
Increased the awareness of ICT ECS industry as future employer among students.
Increased number of master thesis work in coupled to the ICT ESC Industry. Establishment
of a technical collages. Increased interaction between industry and academia in terms of
adjunct positions and industrial PhD students.
4.10.3 Time plan and budget
Time: 2015-04-01 with continuous activities in the programme.
Yearly budget: 5 MSEK
4.10.4 Targeted groups
University program managers, students, engineers, researchers, large enterprises, SME and
institutes.
4.10.5 Communication and knowledge transfer
Information will be communicated through networking, web pages, open presentations,
and spread to relevant personnel at universities as well as by presence at local university
arrangements such as career fairs.
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5 Risk analysis for the SIO-program
The suggested programme involve many actors and a variety of technologies with their
own basic needs for developments on various levels such as materials, processes,
components and systems. Apart from pure technological considerations there are aspects
related to priorities, organisations, financing, competition etc. The following strengths have
been identified.
Strengths:
Wide range of committed actors
Existing association and clusters – collaboration
High motivation at all levels
Alignment with EU programs
Horizontal technology supporting and enabling many business and public sectors
Regarding Weaknesses, Opportunities and Threats, a risk assessment with mitigation
actions is given in the table below.
Risk assessment Risk mitigation
Weaknesses
Given the very big industrial turn over, a
SIO programme with 50 MSEK might be
too small to make impact.
Further increase industrial involvement in
discussion with funding authorities
Lots of actors results in fragmentation of
the programme.
Reallocation of SIO resources into the
Value Chain actions.
The innovation system, actors, is not well
integrated.
Reallocation of SIO resources into the
Value Chain actions. Increased resources
to coordination of competence centres and
infrastructures.
SMEs are not willing to make efforts Stronger focus on need finding.
The programme is over ambitious. Stronger focus aligned with impact.
Opportunities
Horizon 2020 and investments on KETs
(through e.g. ECSELs and Photonics21)
Focus on industry’s strategies and
engagements in pre-competitive and
collaborative RDI.
Collaboration with other SIOs. Prioritization of SIO collaboration based
on impact.
The drive and willingness of industry to
come together for common strength.
Focus on network building on national
level.
Existing well established associations and
clusters involved.
Encourage industrial enrolment in
associations and clusters.
Threats
Insufficient financing to meet the needs. Prioritizations of SIO actions towards
industrial needs and foresights.
Risk for lack of people with the right
skills.
Further focus on skills provision at all
levels.
Low success rate in funding can undermine
the trust of SIO.
Needs and foresights provides focused
descriptions of the SIO actions to be
funded.
Unbalanced funding not correctly
supporting the main objectives.
Prioritizations of SIO actions towards
industrial needs and foresights.