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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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4.7 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


4.9 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.


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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,


13

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.


14

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


15

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).

http://www.smartareelektroniksystem.se/


16

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.


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.


18

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.


19

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


20

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


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.


22

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 )

http://www.wisenet.uu.se/

http://www.kth.se/en/ict/forskning/centra/adopt/linnecentrum-i-avancerad-optik-och-fotonik-1.28276

http://www.kth.se/en/ict/forskning/centra/adopt/linnecentrum-i-avancerad-optik-och-fotonik-1.28276

http://www.miun.se/en/Research/Our-Research/Centers-and-Institutes/stc

http://www.liu.se/elliit

http://www.printedelectronicsarena.com/

http://www.esis.se/

https://www.acreo.se/expertise/imagic

https://www.acreo.se/expertise/acreo-fiber-optic-center

https://www.acreo.se/expertise/sic-power-center


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


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


3 000 3 000

A4. Innovation support

Mentor program for entrepreneurs in the field & Venture capital days for the field.

Primary entrepreneurs


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


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.



4 000 4 000

A7. Grants Office Grants Office activities covering national and EU funding including central activities for Horizon 2020 Impact Platform1.



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.


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).


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.


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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Time: 2015-01-01 with continuous activities in the programme.

Yearly budget: 1.5 MSEK


All stakeholders such as large industry, SME, research institute and academy.


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.


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.





Primary target is SME:s.


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


26

as innovation days with match making between owners of ideas for commercialisation and

entrepreneurs.


Expected long term results are increased number of SME:s, products and businesses in the

field leading to growth and increased employments.





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.


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.).


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


27

international level. In the long term, societal challenges addressed, high impact on the

market segments with creation of substantial growth in Sweden.



Yearly budget: 79 500 MSEK


All stakeholders within the SIO Programme, e.g., large industry, SME, research institute

and academy.


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.


Increased interaction and collaborations between competence centres and industry as well

as cross-fertilisation between research and innovation areas.


28

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.





All stakeholders within the area and governmental financiers.


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.


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.





29


The activities within Grants office will serve all stakeholders within the SIO Programme,

e.g., large industry, SME, research institute and academy.


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.


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.





University program managers, students, engineers, researchers, large enterprises, SME and

institutes.


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.


30

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.

Documents

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