(NetSoc) - Europa · European Technology Platforms (ETPs) are the main tool to organisespecific communities and to develop consolidated views on Strategic Research and Innovation

(NetSoc)

Deliverable D2.3 - Report on the building of ICT network positions during Project Year 2

Editor: Werner Mohr: NSN

Deliverable nature: Report (R)

Dissemination level: Public (PU)

Contractual delivery date: 30 June 2014

Actual delivery date: 29 July 2014

Suggested readers: Wide communities of ICT and European Technology Platforms

Version: 1.0

Total number of pages: 195

Keywords: Structure and objectives of European Technology Platforms, support of 5G PPP in Horizon 2020

Ref. Ares(2014)2511747 - 29/07/2014

NetSoc Deliverable D2.3

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Abstract

This deliverable is describing the contributions of the NetSoc Coordination action to support community building in the ICT domain and in particular in the areas of communication networks and new media. The NetSoc support is related to the restructuring of respective European Technology Platforms towards Horizon 2020 and the launch of 5G PPP in Horizon 2020. NetSoc was instrumental to provide the necessary environment by organising meetings of the ETP for community building like workshops, General Assembly and Steering Board meetings, supporting websites, providing work spaces and e-mail distribution lists a 5G video for use by the EU Commission and the community as well as press material e.g. for the launch of 5G PPP. In addition, NetSoc facilitated elections in ETPs for Steering Board and the 5G Infrastructure Association as a neutral group. The project also supported the adaptation and new development of necessary legal documents like ETP governance models and the governance of 5G PPP. Relevant documents are included in Annexes to this Deliverable.


© NetSoc consortium 2012-2013-2014 3 / 195

Disclaimer

This document contains material, which is the copyright of certain NetSoc consortium parties, and may not be reproduced or copied without permission.

All NetSoc consortium parties have agreed to full publication of this document.

The commercial use of any information contained in this document may require a license from the proprietor of that information.

Neither the NetSoc consortium as a whole nor a certain party of the NetSoc consortium warrant that the information contained in this document is capable of use, nor that use of the information is free from risk, and accepts no liability for loss or damage suffered by any person using this information.

Impressum

Full project title: Networked Society

Short project title: NetSoc

Number and title of work-package: WP2 – Building ICT network positions

Document title: Report on the building of ICT network positions during Project Year 2

Editor: Werner Mohr, Nokia/NSN

Work-package leader: Nicolas Chuberre, Thales Alenia Space, France

Estimation of PM spent on the Deliverable: 9

Copyright notice

2012/2013/2014 NetSoc project participants


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Executive Summary

One of the main objectives of the NetSoc project is to support community building in the ICT domain and in particular in the areas of communication networks and new media.European Technology Platforms (ETPs) are the main tool to organise specific communities and to develop consolidated views on Strategic Research and Innovation Agendas as inputs to the preparation of future work programmes in Horizon 2020. The NetSoc project is supporting in particular the ETPs Net!Works, ISI and NEM. Since Summer 2012 the ICT ETPs and the EU Commission discussed a potential re-structuring of ICT ETPs in order to better support Horizon 2020, which is looking more from a holistic perspective and is addressing the entire value chain from basic research, to industry driven and application or societal challenges driven research.

The ETPs Net!Works, ISI and NESSI took actions to change their structure. Net!Works and ISI launched a new communications oriented ETP Networld2020 in 2013 and NEM formed a renewed ETP by incorporating more closely the creative industry.

The NetSoc project supported the restructuring of respective European Technology Platforms towards Horizon 2020 by organising meetings between ETPs and with the Commission, contributing to necessary documents on scope and ETP landscape and the update and adaption of governance models. The successful launch of the new ETPs will serve the community better in Horizon 2020.

As part of the preparation of Horizon 2020 a proposal for the 5G PPP was developed in cooperation with the EU Commission for evaluation. NetSoc was instrumental to provide the necessary environment by organising meetings, workspace and mailing list as well as the support of the signature event with the EU Commission on December 17, 2013 and a press event with Vice-President Neelie Kroes and representatives of the 5G Infrastructure Association at Mobile World Congress in February 2014 in Barcelona. Material like flyers were prepared as well as international cooperation supported. The project supported the preparation of a 5G video, which is also used by the EU Commission and other stakeholder to explain 5G to the general public.

The preparation of the detailed governance model of 5G PPP was supported by NetSoc in a legal group like the statutes of the Association and the collaboration agreement for the set of active projects under 5G PPP in Horizon 2020, which are complementing the Grant Agreement including Special Clauses to the contract. Relevant documents are included in Annexes to this Deliverable.

As part of the ETP and the 5G PPP governance NetSoc facilitated elections to ETP Steering Boards and to the bodies in the 5G Infrastructure Association. NetSoc is seen as a neutral body to organise such elections by issuing calls for candidates and running the actual elections.

NetSoc supported community building by organising workshops, General Assembly and Steering Board meetings of the ETPs and the 5G Infrastructure Association, Awareness Meetings on Horizon 2020 Call 1, updated the websites of the ETPs and of 5G PPP, provided work spaces and e-mail distribution lists.

Therefore, NetSoc played an important role in the process to develop common positions in the community on future research topics and Strategic Research and Innovation Agendas in order to support the EU Commission in the evolution of the Horizon 2020 work programme.



List of Authors

Organisation Authors

Eurescom Halid Hrasnica

Interinnov Jacques Magen

Nokia/NSN Werner Mohr

Technicolor Jean-Dominique Meunier

Thales Alenia Space-France/TASF

Nicolas Chuberre

Airbus Defence and Space Philippe Boutry


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Table of Contents

EXECUTIVE SUMMARY ............................................................................................. 4

List of Authors ..................................................................................................... 5

Table of Contents ................................................................................................. 6

1 INTRODUCTION................................................................................................ 8

2 EUROPEAN TECHNOLOGY PLATFORMS IN THE NETWORKING DOMAIN.............................................................................................................. 9

2.1 Networld2020 ETP ................................................................................... 92.1.1 Launch of new Networld2020 ETP.................................................. 92.1.2 Governance Model ........................................................................ 112.1.3 Vision and Mission Statement ....................................................... 122.1.4 SatCom Working Group................................................................ 132.1.5 SME Working Group .................................................................... 15

2.2 NEM........................................................................................................ 162.2.1 Governance Model ........................................................................ 172.2.2 Mission Document ........................................................................ 17

3 5G PPP ............................................................................................................... 21

3.1 Proposal Preparation and further Steps................................................ 21

3.2 Governance structure of 5G PPP and the 5G Infrastructure Association................................................................................................................. 24

4 SUPPORT OF STANDARDISATION ACTIVITIES...................................... 27

5 INTERNATIONAL COOPERATION ............................................................. 28

5.1 Support of high-level EU-Korea event................................................... 285.1.1 Session A1 – Generic Architectures............................................... 285.1.2 Session A2 – SDN/NFV/Optical.................................................... 315.1.3 Session A3 - Future Internet Access Networks for 5G ................... 335.1.4 Session B1 – Internet of Things..................................................... 355.1.5 Session B2 – Testbeds and experimental research.......................... 385.1.6 Session B3 – Cloud Computing..................................................... 40

5.2 International cooperation in 5G PPP..................................................... 43

6 NETSOC DEDICATED ACTIONS .................................................................. 45

6.1 Restructuring of ETPs............................................................................ 45

6.2 Preparation of 5G PPP proposal and launch of 5G PPP ...................... 45

6.3 International cooperation activities ....................................................... 45

6.4 Organisation of meetings and events ..................................................... 46

7 CONCLUSIONS ................................................................................................ 47

ANNEX – SUPPORTING DOCUMENTS................................................................... 48



A1 Networld2020 Governance Model and Annex....................................... 48

A2 NEM Mission Document [3] ................................................................... 67

A3 5G PPP Contractual Arrangement ........................................................ 71

A4 Statutes of 5G Infrastructure Association ........................................... 164

A5 SatCom research topics in 5GPPP....................................................... 179

A6 Networld2020’s SatCom WG terms of reference ................................ 191

REFERENCES............................................................................................................ 195


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1 INTRODUCTION

European Technology Platforms (ETPs) are an important tool for consensus building on positions in certain sectors [1]. In particular the ICT and communications networkingdomain is build on standardised solutions, which require global consensus building. Therefore, the development of commonly agreed ICT network positions in the pre-competitive collaborative research phase is supporting future standardisation activities by exploiting agreed concepts and solutions in international standardisation bodies. By means of the ETP approach views and interests of a wide community from industry, SMEs, R&D centres and universities is taken into account. Major contributions are the development of Strategic Research and Innovation Agendas as input contributions to Framework Program 7 and Horizon 2020 Work Programmes, position papers and the aligned contribution to public consultations.

In the networking domain the most relevant ETPs at the start of the NetSoc project were

ISI – The Integral SatCom Initiative for satellite systems and communications [2], NEM – New European Media for content and networking related areas [3] and Net!Works – Converged fixed and wireless networks [4].

During the preparation phase of Horizon 2020 ICT ETPs and the EU Commission discussed adaptations of the ETP landscape in order to better support Horizon 2020. Therefore, ISI and Net!Works launched a new ETP Networld2020 [5] and NEM transformed to New NEM [3] in 2013. The NetSoc project adapted its support to the new ETPs.

These ETPs are the main instruments in Europe for community building in an open and transparent process.

This document is describing the support by NetSoc for the launch of new or re-launched ETPs in the networking domain as well as the support to facilitate the development and establishment of the proposal for 5G PPP in Horizon 2020.



2 EUROPEAN TECHNOLOGY PLATFORMS IN THE NETWORKING DOMAIN

The main European Technology Platforms in the networking domain are today

Networld2020 for converged fixed, wireless and satellite systems [5] and NEM for New European Media [3].

Networld2020 was launched in October 2013 as the successor ETP for the former Net!Works [4] and ISI [2] ETPs. NEM also transformed the ETP to New NEM [3] in 2013 by adapting its scope of activities to new developments.

The NESSI ETP [6] is mainly addressing higher layers in the protocol stack and is not in scope of the support by the NetSoc project as well as the other ICT ETPs as described in [1].

The NetSoc project facilitated the change of the ETP landscape, e.g. by organising meetings and adapting websites and other information material to keep the community updated about these new developments.

2.1 Networld2020 ETP

2.1.1 Launch of new Networld2020 ETP

The Net!Works and ISI ETPs have originally been founded during Framework Programme 6 of the EU Commission and supported their respective communities and the development of Strategic Research Agendas towards Framework Programme 6 and 7. Horizon 2020 is following a more holistic approach from the networking perspective and an integration of different networks and access systems is expected in the development towards 5G communication networks. Therefore, the ETP landscape was discussed between the EU Commission (DG Connect) and the ICT ETPs since summer 2012 in order to evaluate potential improvements and adaptations in the number and scope of ICT ETPs. However, DG Research is responsible for the coordination and recognition of ETPs.

In a meeting between DG Connect and ICT ETPs on September 12, 2012 it was discussed that ETPs should be adapted towards Horizon 2020 by taking into account the new organisation of DG Connect. ICT ETPs were invited to present position paper on their future approach.

The Net!Works Steering Board discussed the ETP restructuring in its Steering Board meeting on September 25, 2012. The board supported a new communication-oriented ETP. Further steps were discussed with DG Research in a workshop on October 1, 2012 and with DG Connect in meetings on October 2, 2012, November 23, 2012 and January 18, 2013.

The ISI steering Committee started to discuss about ETP re-structuring in September 2012. Following a meeting with the DG Connect in December 2012, it was decided to explore the feasibility of creating a new ETP focusing on communication network infrastructures together with other relevant ETPs.

Based on these preparatory discussions, Net!Works and ISI started extensive discussions beginning of 2013 to explore a closer cooperation and finally the launch of a new ETP,


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which should address all networking means from fixed, wireless to satellite systems and networks. Both ETPs agreed a common statement:

ISI and Net!Works agreed to work together to explore the formation of a new network-oriented ETP incorporating different contributing sectors.

The Steering Board of both ETPs have agreed to start this discussion. Teams from both groups are working on

• Terms of reference or scope and the• Governance model of the new ETP.

There is a common understanding that• the new ETP should encompass the scope of several existing ICT ETPs, in

order to increase synergy and critical mass;• both Net!Works and ISI are interested to contribute to the formation of a

PPP in the field of ICT infrastructure, under the guidance of the new ETP.

DG Research published an ETP strategy paper in February 2013 to describe requirements and objectives on ETPs in Horizon 2020 [7]. Based on this paper DG Research requested a self-assessment of ETPs by April 2013. Both Net!Works and ISI received the recognition by DG Research as future ETP in July 2013 based on their self-assessments.

Figure 1 shows the steps to launch the new ETP based on the former Net!Works and ISI ETPs.

Figure 1: Formal steps to launch the new ETP

The original ETPs ISI and Net!Works are transformed to a new ETP to reflect the changing environment

in industry of converged sectors, in Horizon 2020 and in the new Commission organisation

by ensuring support of the existing ETP membership.

After the approval of the proposed launch of the new ETP by both Steering Boards and the support of the membership of both ETPs in a voting process the NetSoc project organised a joint General Assembly of both ETPs on October 29, 2013, where the revised overall scope of the new ETP and the governance model were approved. In addition, the representatives



of the Steering Board were elected based on a Call for candidate, which was issued in the Net!Works ETP on July 26, 2013. ISI followed a similar process.

The election of chair and vice chair(s) by the new Steering Board took place on December 5, 2013.

The NetSoc project supported this restructuring process by organising the Steering Board and the General Assembly meetings, coordinating and running the electing process, providing the new website of the Networld2020 ETP, revised e-mail distribution lists and document storage space. This facilitation support was essential during the transition phase from two ETPs to a new ETP. This restructuring has been done in parallel to the preparation of the 5G PPP proposal, which is based on the ETP.

2.1.2 Governance Model

The Networld2020 governance model in its actual Version 02/06/2014 is publicly available on the Networld2020 website [8]. All members are represented in the General Assembly, which is electing the representatives in the Steering Board. In order to ensure on one hand an industry-led ETP and on the other hand the representation of the different stakeholder groups industry, SMEs and Research each stakeholder group is electing its own representatives. The Steering Board is fully elected based on a call for candidates. Chair and vice-chairs of the Steering Board are elected by the Steering Board.

Figure 2: NetWorld2020 Platform structure

Working Groups can be launched and closed by the Steering Board. In the Annex to the governance model [9] two first initial working groups were agreed and launched from the start of Networld2020:

Expert Advisory Group: Main objective to develop technical White Papers as contributions to updates of the Strategic Research Agenda.

SatCom Working Group: Main objective to work on SatCom specific topics and the convergence of satellite communication with fixed and mobile communication networks


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In its Steering Board meeting on June 27, 2014 an SME Working Group was established to promote the involvement of SMEs in collaborative research.

The Networld2020 governance model and the Annex on working groups are attached in Annex 1 to this deliverable.

2.1.3 Vision and Mission Statement

The mission statement of Networld2020 is part of the governance model in [8, pp. 3]:

VISION AND MISSION OF THE NETWORLD2020 PLATFORM

NetWorld2020 is the European Technology Platform for communications networks. Communications networks enable interaction between users of various types of equipment, either mobile or fixed; they are the foundation of the Internet. The NetWorld2020 European Technology Platform gathers players of the communications networks sector: industry leaders, innovative SMEs, and leading academic institutions.

The communications networks industry is supporting the following NetWorld2020 vision for the further development of mobile and wireless, fixed and satellite communications: Contribute to collaborative research programmes on European and national level for

collaborative research in the domain of mobile and wireless, fixed and satellite communication networks by a regularly updated research agenda.

Future communication networks will provideo Significantly higher mobile and wireless area capacity and more varied service

capabilities compared to 2010, which will be supported by fixed backbone and access networks and complemented by satellite networks.

o Saving 90% of energy per service provided.o Reducing the service creation time cycle significantly.o Creating a secure, reliable and dependable Internet with zero perceived downtime

for services.o Facilitating very dense deployments of mobile and wireless communication links

for over 7 trillion wireless devices serving over 7 billion people.o Ensuring User controlled privacy.

Support for business & government processes improves the competitiveness of the European economy.

Services hide complexity from the user with interoperability between different access systems.

Multi-layered mobility – users move & change devices, sub-networks in trains & cars move, software moves.

Peer-to-peer communities emerge to empower people to collaborate. Opportunities for social applications expand through always-with-you qualities and

reducing isolation.

This results in the mission statement of the NetWorld2020 Platform: To develop position papers on technological, research-oriented and societal issues,

which are agreed in NetWorld2020 bodies to receive a joint mandate. To seek discussion of issues with decision makers in the political and public domain as

well as in the industry and research community to bridge the gap between research and innovation and the expectations from the European society.

To regularly develop an updated Strategic Research and Innovation Agenda (SRIA) for Europe in the communication networks domain in an open process in order to guide



industrial and long-term oriented research and to provide means for future economic exploitation in global standards and the widespread deployment of communication systems and networks.

To strengthen Europe's leadership in networking technology and services so that it best serves Europe's citizens and the European economy.

To support the 5G PPP initiative through the provision of the Association Members, the provision of the SRIA (including revisions) and promoting the active involvement of the ETP community in 5G initiative proposals and projects.

To support general communication networks R&D&I issues.

Further details are available at: http://www.networld2020.eu/.

These activities provide value for Europe in: Helping to ensure eInclusion in Europe using an advanced communication

infrastructure and bridging the Digital Divide. Empowering citizens with new applications. Creating new opportunities for businesses and governments. Creating new wealth in the European economy. Focussing European resources to achieve critical mass in R&D and build on

European leadership in communications technology. Aligning a range of EU instruments in relation to the key issues of communications

technology.

2.1.4 SatCom Working Group

This group was created during the first Steering Board meeting in December 2013.

2.1.4.1 Terms of reference

They were adopted on 11th March 2013, see Annex 6.

2.1.4.2 Organisation

Figure 3 shows the structure of this Working Group.


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Figure 3: NetWorld2020’s SatCom Working Group structure

Following an election, which was held by correspondence during February/March 2014, the core team is listed below:

Groups Chairperson Vice chair persons

SatCom WG N. Chuberre (Thales Alenia Space)

Dr. Sandro Scalise (DLR)

Graham Peters (Avanti Communications)

Policy & promotion sub-group

A. Salvatori (Airbus DS)

C. Leurquin (SES)

Stefano Agnelli (Eutelsat)

Joan Manuel Cebrian (Indra Espacio)

Research Strategy sub-group

Prof. Barry Evans (University of Surrey)

Hector Fenech (Eutelsat)

Dr. Symeon Chatzinotas (University of Luxembourg)

Ana Perez-Neira (CTTC)

Marcos Álvarez Díaz (Gradiant)

Standardisation & regulatory sub-group

A. Yun (Thales Alenia Space)

-

Vision task force Mr. Rainer Wansch (Fraunhoffer IIS)

-

Vision task force

Policy& promotion sub-group

Research strategysub-group

Standardization & regulatory sub-group

SatCom WG

New ETP SteeringBoard

Experts WGDG Entreprise

European and National Space agencies

ETSI, DVB



2.1.4.3 Activities

The Working Group has produced three documents:

Vision of the WG SatCom: The role of SatCom in the telecommunication market 2020+.

SatCom research topics in 5GPPP, circulated to the steering board on 23rd June 2014 (see Annex 5).

And a draft document “Role of SatCom in 5G” which is being consolidated in July 2014 to be attached to the 5G white paper.

In addition, the SatCom Working Group has facilitated discussions among the SatCom stakeholders to prepare a response to DG Enterprise about their H2020 Space 2016/2017 Work Programme.

Following discussions during the last Networld2020 Steering Board meeting in Bologna on June 27, 2014 it has been proposed to merge these three documents in order to get a synthetic document encompassing the vision and the research topics. The preparation of this document has started and a first draft has been distributed within the SatCom working group on mid-July 2014. Although the consolidation in one document is now continuing after the end of NetSoc, the NetSoc initiative provided a support for the launch and the preparation of the first set of documents.

2.1.5 SME Working Group

Six SME representatives were elected in the Net!Works/ISI General Assembly which was held in Brussels on 29 October 2013, as planned in the new status agreed upon by the two ETPs. When the first Steering Board meeting was held on 5 December 2014, an idea was launched to possibly form an "SME Working Group". This idea was discussed among the SME representatives in the Steering Board, who also happen to be the SME representatives at the 5G Infrastructure Association General Assembly, and a first presentation was prepared with the support of NetSoc for the meeting of the Steering Board on 11 March 2014. The main objective of such a working group was and is still to "help and support SMEs participation in the 5G PPP and in the ETP, including (but not limited to) reaching the target of at least 20% of the 5G PPP funding going to SMEs". SME representatives were still wondering whether the creation of a working group was the best means to achieve such objectives.

The SME representatives, once again with the support of NetSoc, informed all SMEs members of the NetWorld2020 ETP that an online brokerage service was available for participation into the 5G PPP. They also reminded all other members that this brokerage service could be used anonymously, in order to find relevant SMEs as partners in the proposals which were being built up -as the question had been raised during 5G PPP information days about the fact that many proposers are not willing to disclose information on the proposal and the partners involved. This action led to several SMEs showing interest in joining and contributing to the SME Working Group, and expressing interest and questions about the brokerage service.

NetSoc continued to coordinate the interaction between the SME representatives which finally led to a formal proposal for the creation of an SME Working Group at the Steering Board meeting in Bologna on 27 June 2014. This proposal was approved and the Working Group is now formally starting its work. Beyond the major objective already stated, other objectives include:


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Improve visibility of SMEs in the 5G PPP and in general in R&D programs, and ease participation in the new ETP.

Activate channels that may enable, facilitate and promote SMEs contribution to the ETP Strategic Research Agenda and research topics and other strategic documents related to the ETP and to 5G PPP.

Ensure that SMEs interests, a key player of EU economy, are adequately taken into account, more particularly in the new ETP and in the 5G PPP.

Act as representative/interlocutor of SMEs in the telecom domain, more particularly in the new ETP and in the 5G PPP.

Help SME to access European funds, in the 5G PPP and beyond. The Working Group could e.g. "pre-digest" material and help SMEs find their way into 5G PPP related funding and beyond.

Analyse the participation of SMEs in projects, potentially prepare questionnaire and transmit the conclusions and results to European Commission –for the 5G PPP in particular.

The first proposed actions in the short term were:

Take responsibility for the content of the SME page on the NetWorld2020 web site. Advertise active involvement of SMEs in the Working Group. Organise a kick-off webinar to define a first action plan with the SMEs interested. Define within the Steering Board and the 5G Infrastructure Association General

Assembly additional actions to involve SMEs.

NetSoc is now completed but the SME Working Group has been initiated, approved and has already implemented a few actions that need to be followed in the next few months. This will be performed by the SME representatives in the NetWorld2020 ETP, which showed great interest and contributed much along with the Networld2020 Steering Board Vice-Chair from Alcatel-Lucent. An SME representative has also been elected in the Board of the 5G Infrastructure Association, showing the interest of all players to ensure a proper participation from SMEs in the 5G PPP.

2.2 NEM

During the transition period of the ETPs, the NEM Initiative analysed the situation and the future perspectives and made a decision to extend its scope towards creative industries. Accordingly, a New NEM Mission Statement (Sec. 2.2.2) have been created in summer 2013 with support of the NetSoc project and distributed to a wide public. The New NEM mission and the extensions towards the creative industries have been discussed with the NEM members at the 16th NEM General Assembly1 in autumn 2013, where the new approach has been endorsed by the community.

The next step in re-structuring NEM, which was also supported by NetSoc, was to identify relevant stakeholders from the creative industries, which were invited to join NEM and participate in its activities. In order to efficiently work with all relevant NEM stakeholders during the transition period, work of the NEM Steering Board was open for all NEM members and for the new representatives from the creative industries.

1

Related NEM meetings have been organised by NetSoc project, as stated in the NetSoc deliverable D3.3.



At the extended NEM Steering Board meeting in spring 2014, the decision was made to change name of NEM to “New European Media” as well as to keep the same acronym.

The NEM transition period was closed at the 17th NEM General Assembly, held in spring 2014, where elections for the new NEM Steering Board were carried out. Outcome of the elections was the involvement of a significant number of representatives from the creative industries in the Steering Board (http://nem-initiative.org/structure-membership/steering-board/).

2.2.1 Governance Model

Different from the Networld2020 and ISI ETPs, the NEM Initiative did not join or merge with another ETP and, therefore, the changes of the governance model are not significant. Besides minor text adaptations, the main discussion was carried out on proper presentation of all members’ categories in the governance model in accordance with the new NEMorientation. For the time being, the following members’ categories are in consideration:

Digital content and media creators/services providers Creative industries

o Games, Publishing, Film, Music, Architecture, (Product) Design, Advertising, Fashion, Culture heritage

Application and specific service providers/developers, including management of big and open data

Network/service delivery providers and broadcasters Equipment manufacturers (all kind of) and solution providers/developers Research, Education, and Consultancy institutions Clusters and associations in the NEM arena End users Others

At the next NEM General Assembly, the reviewed members’ categories will be discussed with the members and afterwards, a final decision will be made.

2.2.2 Mission Document

NEW NEM INITIATIVE

New NEM, the Horizon 2020 European Technology Platform dedicated to Content dealing with Connected, Converging and Interactive Media & Creative Industries2

The NEM Initiative is one of the recognized European Technology Platforms (ETPs) of Horizon 2020. The NEM ETP aims at building sustainable European leadership in content, media, and the creative industries. With the launch of the Horizon 2020 programme, a renewed NEM platform (“New NEM”) will pursue its objective to promote an innovative

2 The cultural and creative sectors account for 3.3% of GDP and employ 6.7 million people (3 % of total employment) in the EU. Moreover, worldwide Big Data technology and services are expected to grow from EUR 2.4 billion in 2010 to EUR 12.7 billion in 2015.


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European approach to convergent Media, Content and Creativity towards a Future Media Internet that will enhance the lives of European citizens through a richer media experience3.

The New NEM Initiative focuses on an innovative mix of various media forms, delivered ATAWAD (Any Time, Any Where, Any Device) over technologically transparent networks, to improve the quality, enjoyment and value of life for Europe’s connected ‘digital citizens’ and digital content/media professional users. ‘New NEM’ is taking cognizance of existing and new technologies, including broadband, broadcast, mobile and new media across all ICT sectors, to create a new and exciting era of advanced professional and personalised services for various markets4. A key focus of the New NEM is on innovative services and applications that constitute different media.

The European Technology Platform ‘New NEM’ is to be a key player in Interactive Content & Media and the Creative Industries, operating within the European innovation ecosystem to help turn Europe into an Innovation Union. ‘New NEM’ will therefore take a holistic view, identifying the pathway to commercial deployment of research, providing strategic insights into market opportunities and needs, and mobilising and connecting innovation actors across the EU in order to enable European companies and stakeholders to gain competitive advantage in global markets.

NEW NEM MISSION IN A NUTSHELL

1) A strategy function: provide a coherent business focused analysis of research and innovation bottlenecks and opportunities related to societal challenges and industrial leadership actions and develop strategies to address these;

2) A mobilising function: mobilise industry and other stakeholders within the EU to work in partnership and deliver on agreed priorities;

3) A dissemination function: share information and enable knowledge transfer to a wide range of stakeholders across the EU.

New NEM is an industry led and focused ETP. It aims to be inclusive and representative of businesses, research organisations, universities, clusters and associations in their respective fields. New NEM will work in close partnership with Member States and Member State based networks as well as with states associated to the framework programme. New NEM will also need to actively work with other ETPs and engage with stakeholders including those along the value chain such as NGOs, social platforms and consumer/societal groups, to address wider challenges and foster solutions that are socially responsible, inclusive and sustainable. It is our intention that NEM will put in practice the concept of being a cluster of clusters.

Improving the quality, enjoyment and value of the user experience is at the heart of the New NEM. To achieve this objective, we set our main goals as:

Empowering end users in creating their own media and communications environments

Creating business opportunity for European actors in the NEM space Supporting developments in networked media applications to promote and enhance

public well-being

3

The New NEM Initiative will also discuss a new name in the scope of activities related to reestablishment of the NEM in Horizon 2020.

4Business to Business, Business to Business to Consumer, Business to Consumer)



Promoting environmentally beneficial and sustainable technology in the NEM domain

Supporting Government, regulators and policy makers in their management and enhancements of the NEM environment

Supporting and promoting European innovation from NEM communities as a worldwide opportunity for benefit and growth

PARTNERSHIP WITH THE COMMISSION AND MEMBER STATES

The Commission's proposal for Horizon 2020 specifies the channels of external advice for its programming and implementation: as well as taking into account the advice and input from advisory groups, dialogue structures, forward looking activities, targeted public consultations and interactive research and innovation processes, the Commission undertakes to take full account of relevant aspects of the research and innovation agendas established by European Technology Platforms, Joint Programming Initiatives and European Innovation Partnerships.

Together with the innovation system approach underlying the Innovation Union strategy, this provides a strong basis for New NEM to form a strong partnership with the Commission and with Member States.

In order to enable a structured dialogue between the Commission and ETPs, designated Commission representatives will actively participate in the work of the New NEM ETP. Given the cross sectorial nature of New NEM, the primary contact points defined by European Commission in DG Connect are with the Heads of Unit and Project Officers from both the ‘Converging Media and Content’ and the ‘Creativity’ Units.

RELATION TO RELATED EU INITIATIVES

With its insights into strategy, its mobilising and its dissemination capacity, New NEM will contribute to the priority setting and implementation of European Innovation Partnerships. New NEM will work closely with the other ICT ETPs and in particular with the Net!Works ETP. New NEM will work closely with existing Public-Private Partnerships (such as PPP Future Internet), Joint Programming Initiatives and EIT Knowledge and Innovation Communities. New NEM will also seek opportunities to work with ERA-nets, and, will look for support from the relevant Commission departments to help ensure that the necessary links are made, with a view to ensuring synergies are achieved with other ongoing initiatives.

New NEM will investigate a contractual and institutionalised Public Private Partnership in the field of Content, Media and Creative Industries, eventually including the field of Open Data, in order to focus such an initiative as a complementary activity to the Horizon 2020 programs.

NEW NEM CORE ACTIVITIES

The objectives of the New NEM Initiative will be achieved through the following core activities, which can be broadly categorised as:

Development of Strategic Research and Innovation Agendas, including technology roadmaps and their implementation plans, taking into account the corresponding


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sector policy objectives and the potential economic, social and environmental impacts; the agendas will focus on those actions with impact on the market and will propose timeframes for expected outcomes. They will also include regulatory as well as other non -technological barriers such as business models, skills requirements etc ;

Encouragement of industry participation in Horizon 2020 and helping to widen participation and build capabilities within Member States through active cooperation with networks/partnerships in Member States; this includes identifying opportunities for partnership in the framework of Research and Innovation Strategies for Smart Specialisation implemented in the context of the EU Cohesion policy;

Identification of opportunities for international collaboration and developing the necessary understanding and framework(s) to facilitate future collaboration;

Identification of new demands, trends and requirements for education and training in the context of the new NEM environment, to help ensure the development and supply of suitably skilled professional talent, to meet the future demands of our industry sectors and drive economic growth;

Organisation of NEM Summit events – the major annual event of the New NEM community - and New NEM General Assemblies to bring together all relevant New NEM stakeholders to exchange experiences and discuss broad matters of importance for the community;

The provision of networking opportunities including with other ETPs to address cross-sectorial challenges and promote the move towards more open models of innovation, by providing opportunities for stakeholders to meet, exchange knowledge, make new contacts and develop ideas for working in partnership;

Facilitation of new partnerships utilising expertise and understanding within the ETP, for example, to identify parties capable of working together to exploit the outcomes of a research project or address a specific challenge.



3 5G PPP

Horizon 2020 is offering a new instrument: cPPP – Contractual Public Private Partnership to address bigger issues that can be addressed in individual projects, which is based on Article 25 of the Horizon 2020 regulation [10]. In a cPPP the public side (represented by the EU Commission) and the private side (represented by an association) are signing a contractual arrangement. In the communication networking domain the 5G PPP has been launched in December 2013, which will work on a complete new communication network.

3.1 Proposal Preparation and further Steps

In July 2012 the EU Commission invited for a first meeting in order to discuss potentialconcepts for a PPP in Horizon 2020 with the intended scope on ICT infrastructure and communication networks. A focused Strategic Research and Innovation Agenda (SRIA) was requested to define the potential work program.

At Mobile World Congress 2013 in Barcelona, Spain Vice-President of the Commission N. Kroes called industry for cooperation [11]:

“… And today I call on EU industry and other partners to join us in a Public-Private partnership in this area. An open platform that helps us reach our common goal more coherently, directly, and quickly. European 5G is an unmissable opportunity to recapture the global technological lead. And I hope you will be able to support and join us. …”

A group of organisations prepared a 5G PPP proposal. The SRIA in the proposal is based to a certain extend on the original Net!Works SRIA. The Net!Works ETP with the support of the NetSoc project published the proposed research agenda of the 5G PPP proposal for public consultation in May 2013. NetSoc provided the technical infrastructure for public consultation on the ETP website and facilitated the evaluation by means of the Net!Works Expert Group and incorporation of received comments into the final Strategic Research and Innovation Agenda.

The SRIA identified key challenges and high-level technical key performance indicators. The 5G PPP programme will deliver solutions, architectures, technologies and standards for the ubiquitous 5G communication infrastructures of the next decade:

Providing 1000 times higher wireless area capacity and more varied service capabilities compared to 2010.

Saving up to 90% of energy per service provided. The main focus will be in mobile communication networks where the dominating energy consumption comes from the radio access network.

Reducing the average service creation time cycle from 90 hours to 90 minutes. Creating a secure, reliable and dependable Internet with a “zero perceived”

downtime for services provision. Facilitating very dense deployments of wireless communication links to connect

over 7 trillion wireless devices serving over 7 billion people. Enabling advanced User controlled privacy.

These challenges result in the following proposed research programme (cf. Annex 3), which is addressing a complete communication network:


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Faster, More Powerful and More Energy Efficient Solutions for integrated High Capacity Access and Core Networks for a Wider Range of Services

• Wireless Networks• Optical Networks• Automated Network Organisation - Network Management and Automation• Implementing Convergence Beyond the Access Last Mile

Re-Designing the Network• Information Centric Networks• Network Function Virtualisation • Software Defined Networking• Networks of Clouds

Ensuring availability, robustness and security Ensuring efficient hardware implementations

In June 2013 the proposal was submitted to Vice-President N. Kroes for evaluation. The proposal was revised based on received evaluation comments.

On December 17, 2013 the Contractual Arrangement on the 5G PPP was signed between the EU Commission and representatives of the private side on behalf of the 5G Infrastructure Association (Figure 4) [12]. The Contractual Arrangement and the Technical Annex are attached in Annex 4.

The first Call for Proposals was published on December 11, 2013 with an overall funding budget for the 5G PPP objective ICT14 of 125 million € [13]. The submission deadline of proposals is November 25, 2014. It is expected that first projects will start in the first half of 2015.

Figure 4: Signature of the 5G PPP Contractual Arrangement

According to the Contractual Arrangement [12] the overall indicative funding budget for the time frame 2014 – 2020 is 700 million €. This amount will be matched by the private side and including an expected leveraging factor of 5 of additional private investment the value of private investment will be in the order of 3.5 billion €.

5G PPP organised an industry launch event at Mobile World Congress on February 24, 2014 for international press. This activity was supported by the 5G Infrastructure



Association and by the NetSoc project, which prepared a flyer as part of the press information.

Figure 5: Industry launch event at Mobile World Congress 2014 *

* From left to right: Ulf Ewaldsson, Chief Technology Officer, Ericsson Neelie Kroes, Vice-President of the EU Commission, Digital Agenda Mari-Noëlle Jego-Laveissière , Senior Executive Vice President of Innovation, Marketing and Technologies, Orange Hossein Moiin, Executive Vice President Technology and Innovation, Nokia Luis Sanchez Merlo, CEO SES Astra Ibérica Marcus Weldon, Chief Technology Officer and President Bell Labs, Alcatel-Lucent

The NetSoc project in cooperation with the Networld2020 ETP organised two Expert Group meetings on February 5 and 6, 2014 in Stuttgart, hosted by the NetSoc partner Alcatel-Lucent, and on June 23, 2014 in Bologna ahead of EuCNC 2014, which was supported by the NetSoc partner University of Bologna. The Expert Group developed a set of White Papers as input to an update of the SRIA, which will be endorsed and submitted by the 5G Infrastructure Association to the EU Commission as input to the Horizon 2020 Work Programme 2016/17. The following White papers are available and are currently consolidated to a single paper including an aligned roadmap:

What is 5G (Really) About? Mobility/Connectivity and Networking Layer Network and Service Virtualisation Next Generation of Wireless Networks


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Role of Satellite Communications in 5G

The consolidated White Paper will be published end of July 2014 on the Networld2020 website for public consultation.

In order to address demonstration and trial activities in Phase II of 5G PPP in Horizon 2020 a new White Paper on “5G Experimental Facilities in Europe” is under preparation.

NetSoc was the facilitator of these activities, which were supporting community building, e.g. in the Expert Group, which is open for participation.

3.2 Governance structure of 5G PPP and the 5G Infrastructure Association

Figure 6 shows the governance structure of 5G PPP. Its basic approach is described in the Annex to the 5G PPP Contractual Arrangement in Annex 4 and the legal statutes are attached in Annex 5.

The 5G Infrastructure Association is an international non-profit association under Belgian law. It is the counterpart for the EU Commission to sign the 5G PPP Contractual Arrangement. In addition, the Association has the tasks to provide input to the Horizon 2020 work programme, to monitor the progress of 5G PPP and to mobilise the community to develop project proposals.

It will be supported by the Networld2020 European Technology Platform for example by its working groups, which develop in an open process and based on the wide membership base contributions to the Association for the work program. In the area of contributions to the SRIA and the work program there is a direct link between the ETP and the Association.

The actual projects, which will have a grant agreement with the EU Commission, will be organised in the 5G Initiative. In order to facilitate cooperation between 5G PPP projects a project internal consortium agreement and a collaboration agreement across 5G PPP projects will handle internal procedures, approval procedures, IPR issues and confidentiality.

Figure 6: 5G PPP governance structure



The 5G Infrastructure has statutes, which were developed by a legal group. The NetSoc project supported the development of all necessary legal documents by providing the necessary infrastructure.

It is expected that 5G PPP will be organised in three phases during its lifetime from 2014 to 2020. In each phase a set of parallel projects will result as a response to a call for proposals and from the independent evaluation. Figure 7 describes the implementation of projects. Projects in each phase will cooperate in areas where needed. This is shown by the matrix organisation between projects and topic areas.

Figure 7: Project implementation in 5G PPP

Part of the governance structure are KPIs according to the 5G PPP Contractual Arrangement in Annex 4. The 5G Infrastructure Association will monitor the progress of 5G PPP based on the following KPIs:

Business-related KPIs: o Leverage effect of EU research and innovation funding in terms of private

investment in R&D for 5G systems in the order of 5 to 10 times;o Target SME participation under this initiative commensurate with an

allocation of 20% of the total public funding;o Reach a global market share for 5G equipment & services delivered by

European headquartered ICT companies at, or above, the reported 2011 level of 43 % global market share in communication infrastructure.

Performance KPIs:

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o Providing 1000 times higher wireless area capacity and more varied service capabilities compared to 2010;

o Reducing the average service creation time cycle from 90 hours to 90 minutes (as compared to the equivalent time cycle in 2010);

o Very dense deployments to connect over 7 trillion wireless devices serving over 7 billion people;

o Secure, reliable and dependable Internet with a “zero perceived” downtime for services provision.

Societal KPIs: o Enabling advanced User controlled privacy;o Reduction of energy consumption per service up to 90 % (as compared to

2010);o European availability of a competitive industrial offer for 5G systems and

technologies;o New economically-viable services of high societal value like U-HDTV and

M2M applications;o Establishment and availability of 5G skills development curricula in

partnership with the EIT.

The tentative time plan of 5G PPP from the today’s perspective is given in Figure 8 based on the Annex to the 5G PPP Contractual Arrangement in Annex 4. Depending on the developments in the global ICT sector with respect to global standardisation and activities in ITU-R this time plan will be updated in order to keep pace with global activities.

Figure 8: Tentative time schedule for 5G PPP

• Support of initial international standardization

• Support of regulatory bodies for allocation of newly identified frequency bands

• Implementation of large trials for validation under close to real world conditions

2017 2018 2019 2020

• New frequency bands available for trial network deployment and initial commercial deployment

• Close to commercial systems deployment under real world

conditions to prepare economic exploitation on global basis

• Extension of trials to non ICT stakeholders• Detailed standardization process

Large scale demonstrations and trials, scalability testing, etc.

Submission deadline November 25, 2014

Call 1 published December 11, 2013

2013 2014 2015 2016

Start of first projects mid 2015

Exploratory phase:• Detailed requirements• Identify most promising

functional architectures and technologies

• Build on previous research work

• Detailed system optimization• Consensus building on globally to

be identified frequency bands (consider result of WRC15)

• Validation of concepts and early trials

• Contributions to initial global standardization activities

• Preparation of WRC18/19

• Detailed system research and development

• Basis for Pan European experimental infrastructure



4 SUPPORT OF STANDARDISATION ACTIVITIES

A Space mandate M/496 (Ref. Ares(2011)946155 - 07/09/2011) has been published by DG Enterprise on 1st September 2011. It aims at fostering the development of standards in Space industry to pave the way for integrating of a variety of space systems and also with other systems.

ETSI mandated the Technical Committee – Satellite Earth Stations and Systems (TC-SES) to execute the following dossiers of the space mandate:

Dossier 1: Navigation and Positioning (NP) Receivers for Road Applications and Airport Services;

Dossier 4: Interoperability and Integration of Mobile Satellite Systems (MMS) and Fixed Satellite Systems (FSS) with Terrestrial Systems in particular Next Generation Networks (NGN), and with Global Navigation Satellite Systems (GNSS) in particular Galileo;

Dossier 9: Disaster Management.

Some NetSoc partners coordinated by TAS-F continued during this second period, to provide support within ETSI to the following FP7 projects developing standards in relation to Dossier 4’s space mandate which also falls under NetWorld2020’s scope of activities:

Link with Space

mandate dossier

Standardisation activity

Work item Link with FP7 projects

Objective

4 Cognitive radio techniques for Satellite Communications

DTR/ERM-513

CoRaSat Evaluate the potential of cognitive radio techniques in SatCom for flexible spectrum allocation

4 Hybrid FSS satellite/terrestrial network architecture for high speed broadband access

DTR/SES-00347

BATS Architecture supporting broadband access delivery using both satellite and terrestrial access technologies

4 Environmental impact of Satellite broadband network

DTR/SES-00344

BATS Framework definition to evaluate the energy efficiency of satellite broadband networks (derived from terrestrial broadband network)

The first 2 work items are now near completion and the third is planned to be finalised around end of 2014.


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5 INTERNATIONAL COOPERATION

NetSoc supported activities on international cooperation by contributing to a joint workshop between the EU Commission and the Korean government on potential joint calls for proposals as well as a first step of international cooperation of 5G PPP.

5.1 Support of high-level EU-Korea event

In the scope of its activities related to international dimension of the European research and innovation programmes, the NetSoc project supported organisation of the High-level Korea-EU Workshop on “exploring common research interest in the Future Internet and Cloud”, held in Seoul, Korea, on 30 September - 1 October 2013. The main NetSoc activities were in moderating and preparing the workshop sessions as well as creation of the report from the workshop, which was submitted to EC and is summarised below.Additional details from the workshop can be found in the report, which is submitted with this deliverable as a separated attachment, such as detailed research topics/issues of interest for both Korean and European communities, where both technical and non-technical issues are considered, and potential collaboration areas among Korean and European partners, targeting Horizon 2020 programme.

The Korea-EU Workshop consisted of 6 sessions in two streams with Korean and EU speakers on the following subjects:

Session A1: Generic Architectures Session A2: SDN/NFV/Optical Session A3: Future Internet access networks for 5G Session B1: Internet of Things Session B2: Testbeds and experimental research Session B3: Cloud Computing

The goal of the workshop was to

identify short and longer term commonalities between Korean and EU projects and research subjects,

show ways ahead for cooperating in these areas, identify items of common interest which should be contained in the Horizon 2020

Work Programme 2016/2017.

5.1.1 Session A1 – Generic Architectures

This session was to explore the status and research trends in EU and Korea on advanced Internet architectures, notably those researched from the point of view of redefining addressing and naming of content and/or services and their access in complex networks.

Presentations

1) David GRIFFIN, "Service Oriented Networking", University College London (FUSION)

2) HeeYoung Jung, “ID-based Communication”, ETRI



3) Nicola BLEFARI, "Information Centric Networking: Changing the Internet from Within" University of Rome (GREEN ICN)

4) Woojik Chun, “A Trustworthy Communication Framework based on Insulated Domains”, ETRI

5) Sergi FIGUEROLA, “Early RINA prototyping and deployment under the IRATI project, and the future research in PRISTINE and IRINA projects“, I2CAT

6) Ted “Taekyoung” Kwon, “NDN routing”, Seoul National University7) Kostas PENTIKOUSIS "Beyond Scenarios and Architectural Discussions: ICN

meets the Real World" (EICT)8) Doug Young Suh, “Cooperative video services over mobile ICN”, Kyunghee

University9) George POLYZOS “The Publish/Subscribe Information-Centric Networking

Architecture: Unique Features and Outlook”, AUEB;10) Yong Yi & Byoung-Joon(BJ) Lee, “Modeling ICN performance for feasibility and

engineering insight”, KAIST & Samsung

EU projects involved in the presentations:

FUSION project will bring SMEs to FIRE networking facilities so that SMEs can test out and experiment with innovative applications, services and systems on state-of-the-art networking facilities. The project is running from January 2013 to December 2015. www.fusion-project.eu

IRATI is investigating RINA. It will advance the state of the art and build a prototype. The project is running from January 2013 to December 2014.

PRISTINE will design and develop a SDK for IRATI RINA prototype. It will also do some experimentation. It will start in Jan 2014. The project will be running from January 2014 to mid 2016.

IRINA It will study RINA against the current networking state of the art and perform a use case study. It will start in 2 months. The project will be running from November 2013 to mid 2015.

GREEN ICN is an EU project with several Japanese partners. It addresses how the ICN network and devices can operate in a highly scalable and energy-efficient way. Main scenarios are disaster recovery (fragmented networks) and video delivery. The project runs from April 2013 to March 2016. http://www.greenicn.org

PURSUIT Testbed with 25 nodes in 5 countries (UK, FI, GR, D, US), tunnelled (VPN) over the public Internet.

PSIRP Testbed in 6 countries (UK, FI, GR, D, BU, US), tunnelled over the public Internet + dedicated fibre where available.

φSAT Testbed with SAT emulation.

Korean projects involved:

MCCN project for cooperative video, running from 2013 to 2018. The goal is simultaneous and related video content sent from mobile devices, used to generate combined multimedia content. An application is e.g. cooperative spectators in football stadium.

Study on ID-based networking technology for high quality future Internet. Background is the EU-Korea joint project SMARTFIRE, which is running since Nov. 2013 until end of 2015.

Study on Architecture of Future Internet to Support Mobile Environments and Network Diversity: the study was about MOFI (Mobile oriented Future Internet): a


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new architecture of future Internet to support the mobile environment, based on Host Identifier and Local Locator (HILL), Query-First Data Delivery (QFDD), and Dynamic and Distributed Mapping System (DDMS). The study was closed early 2013 as background work for the Study on ID-based networking technology for high quality future Internet. http://www.mofi.re.kr/

DIANA: Design Principles of Domain-Insulated Autonomous Network Architecture for the Future Internet. The study was background work for the Study on ID-based networking technology for high quality future Internet.

TREE: Modeling ICN Performance for Feasibility and Engineering Insight

Key Issues discussed

Information Centric Networking (ICN):

ICN is a new paradigm where the network provides users with named content, instead of communication channels between hosts. Research on ICN is at an early stage, with many key issues still open, including naming, routing, resource control, security, privacy and a migration path from the current Internet. Information-centric networking has transformed over the last years from a niche research topic to a growing area which aims to provide answers to all significant challenges we are facing today with the host-centric paradigm. The ICN community has developed a number of scenarios where the approach is more suitable to the way we use networks today and demonstrated that ICN solutions are feasible in practice. We should make use of existing (testbed) infrastructure to devise methods for pushing ICN towards real-world deployment.

Service-Oriented Networking (SON):

Resource-demanding services require more de-centralised service-aware solutions to reduce delays and increase throughput. A new service-aware anycast networking paradigm is required to route service invocations based on service names to one of many server replicas, with selection being made on proximity, network and service performance metrics.

RINA (Recursive Internet Architecture) with inter-process communication (IPC):

RINA Architecture is a structure of recursive layers that provide IPC (Inter Process Communication) services to applications on top. All layers have the same functions, with different scope and range. The flow of RINA activities are core RINA specifications, policies for different areas, simulation, building prototypes, use case analysis, and experimentation.

ID based communication:

ID based communication is a type of communication using solely identifiers of communication objects - Benefits are diversity, trustworthiness (self-certifying ID), evolvability (easy introduction of new network/service technology). Challenges are scalability, ID-based API, trustworthy networking. Related EU FP7 projects are SAIL, PURSUIT, RINA.



Security:

The Internet was born in a small and trustworthy environment, but now becomes global and untrusted. There is no ultimate solution on attacks. The goal must be to go back to a trustworthy environment, and still keep global connectivity. The presented framework builds a trust zone as an “insulated domain” and extends it to general public.

5.1.2 Session A2 – SDN/NFV/Optical

This session explored the impact/benefits perspective of the expected massive deployments of software technologies in networks and how network may be reshaped accordingly, from the perspective of running (upcoming) Korean and EU projects. It included research trends in the areas of control and management for optical networks, including associated technologies, aiming at addressing the need to have more dynamic and flexible networks, as well as the management of heterogeneity within and between networks.

Presentations

1) Jun-Ku Kevin Rhee, “CDN interconnection: IETF Telco CDN model”, KAIST2) Dimitra SIMEONIDOU, "Application Programmable Optical Networks: Application

Enablers & Challenges", University of Bristol (STRAUSS)3) Ioannis TOMKOS, "Cognitive flexible optical networking as enabler for the future

internet", AIT (FOX-C)4) Sun-Me Kim, “SDN-based Control Technology for Access-to-Core Optical

Transport Network”: SDON, ETRI5) Juan FERNANDEZ-PALACIOS, “Control plane and SDN interworking for E2E

networks”. Telefonica I+D (IDEALIST)6) Myung-Ki Shin, “A Formal Verification of SDN and Carrier grade SDN”, ETRI7) Sergi FIGUEROLA, “OpenNaaS: an European Open Source framework for the

delivery of NaaS. An enabler for SDN and NfV”, I2CAT8) Ki Sang Ok, “Service Chaining and Network Management with SDN”, KT9) Diego LOPEZ, "The Abstraction Track. Going beyond Network Virtualisation",

Telefonica, (T-NOVA) 10) Seung-Won Shin, “Redesigning Network Security Applications with SDN”, KAIST

EU projects involved:

STRAUSS Project with various Japanese partners. The project defines a highly efficient and global (multi-domain) optical infrastructure for Ethernet transport, covering heterogeneous transport and network control plane technologies, enabling an Ethernet ecosystem.

CHRON: cognitive network (self-learning network optimization and adaptation, significant reduction of routing calculation complexity). The CHRON physical testbed allows the performance evaluation of the cognitive decision system in a realistic physical testbed including the control plane and the data plane.

FOX-C: all optical grooming techniques, add-drop sub-channels. Expected benefits are reduction of the total number of transponders, and spectrum savings, which could be utilized for the provisioning of new traffic and/or revenue generating services.

INSPACE: Spatially and Spectrally Flexible Optical Networking. Extend the flexibility to the space switching domain, multi-dimensional switching granularity,


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channel allocation over multiple Modes/Cores/fibres & multiple spectral slots, optimized system bandwidth usage with combined spectral and spatial optimization, multi-dimensional flexible switching.

IDEALIST: modular and standard SDN controller; example: multi-layer provisioning workflow.

OpenNaaS is an EU project providing a robust and extensible open framework for offering the network as a service.


KAIST CDN Interconnection s a large project with various partners. Issues: CDN / ISP conglomeration, ISP-ISP cooperation, CDN-CDN contract with exchange of cost.

Korea CDNI Testbed 2012 and Korea CDNi Field Trial Service Testbed 2013 (user locations interconnected via GIGA Zone). Korea developed a CDNi testbed in 2012 (first CDNi testbed in the world) and performs a CDNi field trial in 2013

Formal Verification of SDN and Carrier grade SDN was launched this year; currently investigating key technologies


Optical networks:

OpenFlow Extensions for Optical SDN - Space Division Multiplexing (SDM) has been proposed to increase the capacity of optical fibres. Open optical hardware: one hardware provides any function (within hardware limits) at any time. A first SDN and multi-granular testbed with programmable optical nodes is existing. Dynamic Multi-Layer Planning/Operation of Flexible Multi-Terabit Core Networks -Spectrum/Bitrate Flexible Core Optical Networks to support elastic-Bandwidth: Introduction of the concepts of Routing and Spectrum Assignment (RSA) and Routing, Modulation Level and Spectrum Assignment (RMLSA) algorithms.

Software Defined Networking (SDN):

Software Defined Networking (SDN) over SDM (Space Division Multiplexing) -Main issues: can SDN enable a single platform for programmability and multi-technology infrastructure convergence? Is it scalable to trillions of devices? Software Defined Optical Network (SDON) can help to increase revenue, reduce CAPEX/OPEX and provide vendor independency through their flexibility, standard, openness, and virtualisation. The momentum of SDNs and the number of vendors providing interfaces supporting OpenFlow and Web Services offers and excellent opportunity and confirms that the market is already moving in this direction. Also network security applications can be redesigned with SDN in a cost effective manner. OpenNaaS is extensible, scalable and programmable; different stakeholders can benefit from tailored solutions implemented with OpenNaaS. OpenNaaS HAL allows virtualization and a separation of control and forwarding planes enabling SDN architectures.

Network Function Virtualisation (NFV):

The NFV concept sees long lasting features (transport) HW based; and easy to change, service/technology dependent features SW based. Benefits are increased



speed to market, reduced cost, wide variety of eco-systems, etc. Challenges are high performance, co-exiting with legacy frameworks, etc.

Content Delivery Network Interconnection (CDNi):

Telcos need to minimize IX traffic (ISP interconnection). CDNi can minimise CAPX investment. Research issues are: formal methods for verification of CDNi, performance monitoring with live traffic, standardisation of relevant topics, telco business models and related issues.

Network Convergence (closely linked with session A3!):

Convergence of fixed transport networks with wireless network connectivity at the edge.

Business Cases (linked with all sessions)

Telcos need to reduce their CAPEX and OPEX, and provide services in a faster and simpler way. SDN and NFV can help for that.

5.1.3 Session A3 - Future Internet Access Networks for 5G

This session explored technological trends towards integration of access networks towards 5G and advanced approaches towards broadband wireline/wireless networks with prospects of lower OPEX/CAPEX.

Presentations

1) Dr. Dongjoo PARK, "The 5G Mobile and Wireless Communications: Network Architectures", Ericsson-LG (METIS)

2) Younglak Kim, “SUPER Cell for 5G”, SK Telecom3) Jean Charles POINT, "Challenges in Fixed / Mobile Converged broadband access

networks", JCP Consult (COMBO)4) Jaewon Cho, “Millimeter-wave communication for 5G”, Samsung Electronics5) Thomas BONHERT, “Mobile Cloud Network, Motivation, Vision and Challenges”,

University of Zurich for applied sciences (MOBILE CLOUD NETWORK)6) Jiehyun Lee, “The way forward to wired & wireless converged access networks”,

ETRI7) Colin WILLCOX, "Integrated Self-Management for Future Radio Access

Networks", NSN8) Dongseung Kwon, “Smart Mobile Cloud Radio Access System”, ETRI9) Emilio CALVANESE-STRINATI, "mmW Small Cells: Challenges and

opportunities", CEA-LETI, (MIWEBA, MIWAVES – mm access)


METIS (Mobile and wireless communications Enablers for the Twenty-twenty Information Society). Integrated Project under FP7 to lay the foundation of 5G, the next generation mobile and wireless communications system. https://www.metis2020.com/

COMBO: Integrated Project under FP7 dealing with business and technological challenges of FMC.


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MOBILE CLOUD Networking: FP7 project extending the Concept of Cloud Computing beyond data centres towards the Mobile End.

SEMAFOUR is a FP7 Project running from September 2012 to August 2015 to develop a unified self-management system efficiently operating a heterogeneous mobile network comprising a multitude of radio access technologies and layers. www.fp7-semafour.eu/

MIWEBA: smaller scientific & technically focused project in the Call Europe-Japan. The project conducts research and development of mm-wave overlay heterogeneous network in which mm-wave ultra-broadband base stations employing recent state-of-art technologies of mm-wave devices are introduced and integrated into conventional cellular networks.

MIWAVES: large Integrated Project under FP7.


SUPER Cell: SK’s vision for network evolution (driven by mobile traffic growth, Internet of Everything, service enrichment and data explosion). Small cell network architecture.

GIGA KOREA: low-cost and high capacity NG-PON2 core technology for next generation multi-service applicable access platform, developing key technology for OFDMA-PON with 10 Gb/s

SCRAN: wireless access virtualisation Smart Cloud RAN controller, Cloud radio resource management technology; a testbed prototype is available.

Contents delivery RAN: upcoming project addressing issues on current RAN: mobile operator OTT provider, mobile user HD video content with high QoE, Intelligent Base Station and ICN inside RAN.

Low-cost and high capacity NG-PON2 core technology for next-generation multi-service applicable access platform developing cost-effective key components (VCSEL array TOSA, tunable transceiver, burst-mode amplifier, array LDD, burst TIA) for NG-PON2. The project is running from beginning of 2010 to beginning of 2015.

PON Transceiver with Real-Time OTDR function implemented a “dedicated OTDR”, which enables “in-service” monitoring and develops a cost-effective “External OTDR”. The project is running from mid 2012 to mid 2015.

Developing key technology for OFDMA-PON with 10 Gb/s line rate implementing DSP based real-time processing for OFDM modem and investigating cost-effective & low-complexity configuration for access network. The project is running from mid 2011 to beginning of 2015.

Advanced Technologies of Access Network for Traffic Capacity Enhancement investigating advanced technologies for B4G access network and developing “Dynamic wavelength allocation” in “Ring-topology” configuration. The project is running from beginning of 2013 to end of 2015.

Radio over fiber network for 5G distributed antenna system investigating IF multiplexing technology for access network and developing cost-effective analogue optical transmitter with high linearity. The project will be running from beginning of 2014 to end of 2016.


5G Architecture:



Driven by: increased traffic volume (about 10-fold in 4 years), more multimedia, more and richer services, Internet of everything (connected devices up to 50 Bln), decreased energy consumption. Very important for the 5G architecture is the backhaul. 5G architecture shall allow the decoupling of data and control planes and define a methodology to simplify addition of new function sand determine combination of such functions for new services. Existence of moving nodes (e.g. cars) which can act as a nomadic access nodes.

Key features and technological challenges:

Increase spectrum requirements - Millimetre-wave communication for 5; larger bandwidth is required for Gigabit user experience, e.g. through higher frequencies and aggregation. Heterogeneous network with mmW small cells and backhaul, Blue radio: EMF reductions over all network, Green radio: energy efficient low power systems.

Business models (linked with all sessions):

Creation of new revenue streams. Reduction of CAPEX/OPEX. Increase of ARPU. Reduction of energy consumption. CAPEX in mobile networks is very high (about 15% of revenues). 5G will need sustainable new business models for fixed and mobile broadband subscriptions. Dual access subscribers will need specific service bundles in which FMC networks are key to support them.

Mobile Cloud Networks:

Data centres need to move closer to the mobile end user. Potential Mobile Cloud Network services are: MCN services (e.g. RANaaS), MCN support services (e.g. load balancing), MCN atomic services (e.g. storage).

Fixed/mobile convergence (closely linked with session A2):

FMC networks should overall target a better distribution of fixed and mobile network elements and functions. Multi-operator/multi-vendor fixed and mobile environment must be enabled. A converged network needs to be open and support multiple operators as well as multi-vendor interoperability.

Management for Future Radio Access Networks:

In the area of future mobile network management the current key challenge is managing future network complexity. Key areas to be addressed are dynamic spectrum and interference, automated traffic steering, active reconfigurable antenna systems, integrated SON management. 5G systems will need to make better use of available context information in order to predict user location and traffic demand for a more efficient resource management.

5.1.4 Session B1 – Internet of Things

This session explored major research trends in relation to Internet of Things (IoT) infrastructures, architectures and applications. The preferred approach is oriented towards common architecture and infrastructure frameworks and enabling platforms, which should support multiple use case and application scenarios.


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Presentations

1) Emilio Calvanese Strinati, “European IoT infrastructure perspective”, CEA-LETI 2) Kae-Won Choi, “Service discovery in device-to-device communication”, SNUST3) Raffaele Giaffreda, “iCore cognitive framework: results and challenges ahead for a

Smart IoT” , CREATE-NET (ICORE)4) Raffaele Giaffreda (on behalf of Jorge Pereira-Carlos, ATOS), “The holistic IoT

Infrastructure - Facing Smart City Challenges to federated IT platforms and organizational frameworks”

5) Daeyoung Kim, “The Three Musketeers, IoT, Cloud, and Big Data: One for All, and All for One”, KAIST

6) Jaiyong Lee, “WSN Management Technology for sustainable IoT Services”, Yonsei Univ.

7) Dongman Lee, “Spontaneous service provision framework in an IoT-rich smart place, KAIST

8) KangYoon Lee, “IoT leads Smarter Industry Transformation” , IBM Korea Lab9) Gregor Schiele, “Linked Data and the Internet of Things”, DERI (OPENIOT &

VITAL)


CityPulse: Real-Time IoT Stream Processing and Large-scale Data Analytics for Smart City Applications

GAMBAS: Generic Adaptive Middleware for Behavior-driven Autonomous Services

iCORE: Internet Connected Objects for Reconfigurable Eco-systems: A project aiming to develop a cognitive framework for smart IoT objects

OpenIoT: Open Source Cloud Solution for the Internet of Things VITAL: Smart, secure & cost-effective integrated IoT deployments in Smart Cities


WSN management technology for sustainable IoT services (Yonsei University) SpinRadar: A Place-Aware Service Provision Framework in An IoT-rich Smart

Space. A Future Internet service platform for Smart IoT environments (KAIST). Real-Time and Embedded Systems Laboratory (KAIST) – covering various

projects: Sensor Networks For An All-Ip World (Snail), Seahaven(Visual Sensor Networks+Cloud+Big Data), IoT Mashup As A Service (IOTMAAS), Scalable EPC Sensor Networks, Cognitive Radio Enablers.

IoT Service Platform (IBM Korea)- Platform is being applied in the context of automotive market (Kang Yoon Lee)

Service discovery in device-to-device communication (SNUST)


The general theme of the session was convergence between IoT, Big Data and Cloud (what Daeyoung Kim of KAIST called ‘the Three Musketeers’). This convergence spans from individual contexts and IOT-rich spaces to specific IOT applications and systems, to integrated smart city environments. As IoT matures and becomes much more widely deployed, there is a need to move from bespoke applications to more standardised approaches.



Integrating IoT into Smart City Environments

With the move to ‘smart cities’, urban environments are becoming more and more equipped with digital artifacts, sensors, actuators, displays, networks, and platforms. IoT technologies are a key element of the ICT framework of the smart city: enabling data collection, storage, analysis and evaluation; supporting cross-domain information structuring and exchange; easing knowledge discovery, creation and sharing; and facilitating minimal or non-human involvement. Cities are not green-fields for IoT platforms, however. On the contrary, many existing ‘silos’ of approaches, solutions, services, applications and networks have to be overcome in order for new IoT technologies to be integrated into smart city environments. In addition, there are many challenges beyond technology. As yet, examples are lacking for large-scale deployment of IoT integrated platforms within a real world Smart City infrastructure. Similarly, there is no clear business case to develop, deploy and maintain such platforms at large scale. Developments on governance, economics, policy-making and other organizational aspects required for the adoption of the technology show slow progress.

‘Big Data’ from IOT Sources

IoT is intimately connected to the Big Data ‘explosion’. By 2020 there will be billions of connected objects able to collect data and communicate via the network. Thus, there is a growing need to dynamically interpret and filter this wealth of object-produced data and make it useful across application domains. This requires us to move from today’s ‘craft IoT’, where data is interpreted and used in specific contexts, to a more ‘cognitive IoT’, where we are able to model the system and extract knowledge from it. Such innate cognitive abilities will help make IoT more interoperable, resilient and dependable.

IoT Services on the Cloud

Closely related to Smart Cities and Big Data is the issue of IoT-based service platforms. For IoT to deliver services that are relevant to user’s daily life and work, Future Internet Service Platforms will be needed that provide user-centric services. These service platforms must bridge cyber-space (services) and physical space (IoT and real-world objects, RWOs) and take account of the user’s context (place, time, semantics, intentions, etc). Place/space ontologies, context extraction, service composition/ reconfiguration, and IoT mashup-as-a-service are all potential research areas.

IoT Infrastructure

The infrastructure for IoT will continue to evolve taking account of developments such as: device-to-device (D2D) communication, an emerging wireless technology enabling direct communication between devices; the sustainability of wide-scale wireless sensor networks (WSNs), requiring lifetime criteria of WSN and energy efficient management techniques; novel approaches to energy management and low power communications; and new approaches to network management in the context of M2M and many autonomous resources.


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5.1.5 Session B2 – Testbeds and experimental research

This session explored testing and experimental facilities approaches in both the EU and Korea with the objective of defining joint research through testbeds and experiments, and possibilities to federate experimental facilities in the two regions.

Presentations

1) Taesang Choi, “Application Optimized SDN Experimentation between EU and Korea”, ETRI

2) JongWon Kim, “OF@TEIN: OpenFlow-enabled SDN testbed over TEIN”, GIST 3) Sungwon Lee, “Open Mobile Testbed Platform based on Open Source Software”,

Kyunghee Univ.4) Nikos Makris, “SMARTFIRE - Enabling SDN ExperiMentAtion in WiReless

Testbeds exploiting Future Internet Infrastructure in South KoRea and Europe”, University of Thessaly (SMARTFIRE)

5) Taejoon Park, “Cyber-physical systems: Testbeds and beyond”, DGIST6) Kostas Pentikousis, "Large scale testbed configuration and control: the OFELIA

experience and the way forward", EICT (OFELIA, FELIX, ALIEN)7) Bart Puype, “Testbed federation: architecture, infrastructure and applications, iMinds

(FED4FIRE and FELIX)8) Alina Querheillac, “Testbed Interoperability Architecture in the OpenLab initiative”,

INRIA (OpenLab)9) Dimitra Simeonidou, “Testbed in High Performance Networks”, University of

Bristol (OFELIA, FIBRE, ALIEN)


FED4FIRE: is delivering a common federation framework for Future Internet Research and Experimentation facilities that will be widely adopted by different communities (experimentation facilities, experimenters, academia, industry).

FELIX: (FEderated Test-beds for Large-scale Infrastructure eXperiments). Aims to create a common framework in which users can request, monitor and manage a slice provisioned over Future Internet experimental facilities in Europe and Japan. The OCF will be used to federate between Japanese testbeds (non-OCF) and European ones.

FIBRE: Aims to federate different test-beds between Brazil and Europe. The project operates one global trans-oceanic test-bed using OFELIA Control Framework (OCF).

OFELIA: An OpenFlow for researchers and other projects in Europe. The concept is based on the federation of resources “islands” in BE, DE, ES, CH, IT & UK, with links to Brazil, Japan and Internet2.

OpenLab: aims to create a Future Internet Experimental facility to explore Future Internet proposals, integrating eight existing testbeds, and enabling easy integration of future testbeds.

RISE (Research Infrastructure for large-Scale network Experiments): an OpenFlow testbed over JGN-X, with wide-area coverage from US West coast to Southeast Asia. Users can experiment and validate their own SDN, cloud, and OF controller solution in the RISE sandbox.

SMARTFIRE: an EU FP7 project that aims to provide a large-scale intercontinental OpenFlow-based testbed with wireless and wired packet switching; and the creation



of a federated facility out of many smaller-scale testbeds in Europe and South Korea.


OF@TEIN: OpenFlow-enabled SDN testbed over TEIN Application-optimized SDN Experimentation between Europe and South Korea: a

proposal under development addressing key challenges in the field of SDN (ETRI) KOREN, an NIA project for a WLAN/cellular testbed using open source software

and connecting five Korean universities (Kyunghee Univ). Cyber-Physical Systems, including testbeds for smart homes, smart vehicles and

smart microgrids (DGIST).


Development of large-scale SDN-based testbeds

Many of the presentations focused on the future development of large-scale SDN-based experimental testbeds. The central challenge is to prove the scalability of SDN concepts in various contexts. Extending and enhancing current SDN architectures and integration with different (existing) control frameworks would be one such goal. There is also a need for common APIs and for optimising between the application layer and the resource layer. Novel applications and uses of these next-generation SDN networks were also discussed: one aim would be to extend SDN control to distinct network segments such as the optical layer. In addition, there are opportunities in Network DevOps, using SDN-based testbeds to train the next generation of skilled network operators. On the European side, there was considerable discussion of OCF, OFELIA Control Framework, an open source software suit for experimenting with Openflow-/SDN-related technologies. This is seen as providing an excellent testbench for Openflow/SDN controller development. It offers a scalable, distributed architecture that is resource independent, allowing users to experiment on top of real/virtual OpenFlow facilities and to deploy their own private virtual facility for experimenting with OpenFlow.

Supporting novel networking innovation

The ability to combine existing and emerging technology and tools within novel networking scenarios is a key driver in the development of Future Internet experimental facilities. SDN offers the potential to provide a single platform for interconnecting/federating cross-technology experimental testbeds, allowing experiments with emerging technologies such as Internet of Things, information-centric networking (ICN), and wired/wireless. With the advent of 5G systems, novel testbeds targeted to the needs of telcos are of particular interest. In testing this next generation of open mobile communication systems, there are opportunities for evolution from current approaches based on cloud networking, open source networks and network function virtualisation towards SDN and other software-based approaches. In Korea, for example, five universities are connected via KOREN, an NIA-funded project to implement a WLAN/cellular testbed using OSS. Current use cases (all using SDN) include: heterogeneous carrier aggregation, 3GPP core network evolution, and content-centric handover.


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Exploiting existing initiatives

A major cooperation between South Korea and Europe in the area of testbeds is already underway in the SMARTFIRE project. This is implementing a large-scale intercontinental OpenFlow-based testbed with wireless and wired packet switching by federating many smaller-scale testbeds in Europe and South Korea. The key focus is in enhancing OpenFlow experimentation with wireless connectivity. Thefive Korean testbeds bring experience in high speed OpenFlow connections, and especially in the utilization of their capabilities for content-centric experimentation. The three European testbeds bring their knowledge in wireless experimentation. One of the objectives is to harmonize the Korean testbeds by using the frameworks that are widely used worldwide for testbed control, experimentation and federation (OMF & SFA). The project involves five European partners, five Korean partners, plus National ICT Australia.

5.1.6 Session B3 – Cloud Computing

This session explored on-going research activities in the EU and Korea regarding Cloud Computing, covering topics such as heterogeneous clouds, cloud brokering and cloud storage. The aim was to identify and specify the areas where joint research is needed to build up a federated Cloud environment, in which services and data can be hosted and executed efficiently across borders. The focus of the joint research will be to develop technologies leading to global and interoperable standards thus allowing portability of cloud applications and services.

Presentations

1) Jaesuk Ahn, 'Open Source cloud technology to support large scale public cloud'2) Vladimir Bataev, "MobiCloud: a novel cloud-based infrastructure for developing and

managing cross-platform context-aware mobile applications for enterprises" (MOBICLOUD), EsperantoXL

3) Patrizio Dazzi, "Contrail Cloud Federations" (CONTRAIL), CNR4) Geir Horn, "Automated support for multi Cloud deployment" (PASSAGE), U. Oslo5) Eui-Nam Huh, 'Mobile Cloud with Wearable Devices', Kyunghee Univ. 6) Sungin Jung, 'Technology for achieving Cloud service ecosystem', ETRI7) Bumsoo Kim, ‘Software defined storage in cloud: automatic storage tiring, storage

virtualization', Korea Telecom 8) Kirk Kim, 'Samsung Data System's (SDS) open source cloud case study on to

support massive mobile echo system'9) Marta Patino-Martinez, "Ultra-Scalable Data Management and Transactional

Processing" (CUMULONIMBO & COHERENTPAAS), UPM10) Ewald Quak, "Agile Engineering in the Cloud" (CLOUDFLOW), Sintef11) Antonia Schwichtenberg, "Brokerage Services in the Cloud from an Industrial

Perspective" CAS, (BROKER@CLOUD)12) Alexander Wolf, "Hardware- and Network-Enhanced Software Systems for Cloud

Computing" (HARNESS), Imperial College13) Chanhyun Yoon, 'Cloud collaboration system and management', KAIST


BROKER@CLOUD. The project aims to enable continuous quality assurance and optimization in future enterprise cloud service brokers.



CLOUDFLOW, aims to allow manufacturing businesses to access engineering services on the Cloud, including HPC resources. The consortium aims to expand CloudFlow from an FP7 project to an international CloudFlow Manufacturing Technology Platform (MTP) project as part of the IMS program. CloudFlow will also join I4MS-Gate, a European reference portal on ICT innovation for manufacturing SMEs (www.i4ms.eu).

CONTRAIL, aims towards federations that facilitate the deployment and management of applications on multiple clouds. It manages the diversity by abstracting resources at low level, and so is more than just a portal or brokerage.

CUMULONIMBO & COHERENTPAAS, CumuloNimbo has delivered an ultra-scalable SQL that aggregates computing power across thousands of nodes. CoherentPaaS extends CumuloNimbo with support for NoSQL, Complex Event Processing (CEP) and SQL technologies integrated in a single unified platform, allowing applications to access any combination of data stores.

HARNESS, aims to incorporate innovative hardware and network technologies seamlessly into data centres that provide platform-as-a-service cloud infrastructures.

MobiCloud: A novel cloud-based infrastructure for developing and managing cross-platform context-aware mobile applications for enterprises

OPTIMIS is a ‘software infrastructure-as-a-service’ offering that enables organizations to automatically externalize services and applications to best-execution venues in the hybrid cloud model. The project, which has just completed, delivered an open specification and a toolkit that supports the construction of next generation cloud architectures.

PASSAGE, aims at creating a development and deployment platform together with an appropriate methodology for helping software engineers create new applications and migrate old applications that can run on multiple Cloud platforms.

VISIONCLOUD is developing an architecture and reference implementation of a cloud-based infrastructure building on open standards and new technologies, capable of optimized delivery of converged data-intensive services. [The project was not represented at the meeting but has expressed interest in future collaboration].


Mobile Cloud with Wearable Devices (Kyunghee Univ) Cloud Collaboration System, focusing on cloud collaboration middleware for

virtualized resource management, brokering and SLA management (KAIST) Technology for Achieving Cloud Service Ecosystem, focusing on cloud brokering

(ETRI) Software defined storage in cloud, a proposal to use SDS based on the Openstack to

cost-effectively build distributed & heterogeneous cloud storage infrastructure and reduce the managing cost of data (Korea Telecom)

SDS Personal Cloud Service (Samsung)


Participants explored opportunities for joint research to build up a federated Cloud environment, in which services and data can be hosted and executed efficiently across borders. Hybrid, federated and mobile aspects featured prominently in the discussion.

Advanced federated clouds


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Advanced brokering in multi-cloud environments was highlighted. As enterprise IT environments becoming increasingly complex, cloud brokers are emerging as intermediaries between customers and services providers, providing quality assurance and helping to optimise efficiency. Technically the brokerage model is quite challenging, however, as there are no clear standards for interoperability on the SaaS and PaaS layer of cloud computing. New brokerage frameworks are required. Other aspects include (virtualized) resource management, service level agreements (SLAs) and resource pricing policies for advanced federated environments.

Heterogeneous cloud computing

With cloud environments becoming increasingly heterogeneous, there is a need for efficient approaches for managing these heterogeneous resources. ‘Management’ spans virtualization, modelling, and monitoring. In addition to ‘conventional’ hybrid (i.e. public/private) and federated (i.e. multi-provider cloud stacks) situations, specialist resources have to be considered (such as GPUs, FPGAs, SSDs...). Seamlessly incorporating these innovative hardware and networking technologies will improve cloud-hosted resources for computation, communication, and storage but poses hard technical challenges in terms of the PaaS cloud infrastructure.

Mobile cloud computing

Ultra-scalable data management is a promising area for cooperation (i.e. scalable cloud platforms for mobile, M2M and IoT applications). This would combine European competences in areas such as Big Data, OLTP & OLAP, and SQL/NoSQL/CEP with Korean expertise in mobile cloud applications, M2M application cloud platforms, and IoT. Context-awareness will be a key feature of the mobile cloud, making use of Big Data, sensors, wearable devices, M2M and D2D communication to deliver new context-rich applications and services. Wearable devices, in particular, present major challenges – and opportunities. Deployment is also an important issue. Enterprises are lagging behind in mobile and cloud technology innovation, partly due to concerns about how to integrate with legacy infrastructure and applications. Strong business models and use cases for cloud are needed, especially in large enterprises and traditional sectors.

Open source cloud developments

Open source developments were addressed in various presentations. KT is investigating Software defined storage (SDS) based on the OpenStack as a way to cost-effectively build and manage distributed and heterogeneous cloud storage infrastructure. Olleh, KT’s IPTV service, was described as one of several use cases. Samsung described its SDS Personal Cloud Service (SPCS), a hybrid B2C cloud service ecosystem combining private and public clouds. This experience has shown hybrid solutions are complex to deploy and operate (due to lack of management tools and inconsistent APIs) and that OpenStack (on which the solution is partly based) was also not easy to deploy. OS approaches are also a key element in European projects and in the European cloud effort overall.



5.2 International cooperation in 5G PPP

The 5G PPP and in particular the 5G Infrastructure Association is establishing an international cooperation strategy. Details of intended activities are already identified in the Annex to the 5G PPP Contractual Arrangement in Annex 4 to this Deliverable. Major identified countries – but not limited to – are the US, Japan, China and Korea. It is intended to sign MoUs between 5G PPP and respective bodies in these countries. These activities are carried out on close cooperation with the EU Commission, which is negotiating joint declarations on government level between the governments of these target countries and the EU Commission.

At the occasion of a visit of Vice-President Neelie Kroes in Seoul, Korea a Joint Declaration between the Korean government and the EU Commission was signed on June 16, 2014 in Seoul (Figure 9) [14]. In parallel, the 5G Infrastructure Association negotiated and signed an MoU with 5G Forum in Korea on June 17, 2014 (Figure 10).

Figure 9: Signature of the Joint Declaration on 5G between the Korean government and the EU Commission on June 16, 2014 in Seoul, Korea


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Figure 10: Signature of the MoU on 5G between 5G Forum in Korea and 5G Infrastructure Association on June 17, 2014

This first step towards international cooperation was enabled by the NetSoc project by its continuous support to establish 5G PPP during 2013 and 2014.



6 NETSOC DEDICATED ACTIONS

In the following the main support activities of NetSoc to the community are summarised on form of a bullet list.

6.1 Restructuring of ETPs

Community building in the ICT domain by supporting respective European Technology Platforms.

The supported European Technology Platforms are Net!Works, ISI and NEM. ETPs are used as the platform to develop consolidated views on Strategic Research

and Innovation Agendas as inputs to the preparation of future work programmes in Horizon 2020.Support of discussions between the EU Commission and ICT ETPs to restructure the ETP landscape in order to better support Horizon 2020.

Providing work spaces and e-mail distribution lists. Support of the restructuring process by organising meetings between ETPs and with

the Commission, contributing to necessary documents on scope and ETP landscape and the update and adaption of governance models.

Update of ETP websites.

6.2 Preparation of 5G PPP proposal and launch of 5G PPP

Support of the development of a proposal for the 5G PPP in cooperation with the EU Commission for evaluation.

Providing the necessary environment by organising meetings, workspace and mailing list as well as the support of the signature event with the EU Commission on December 17, 2013 and a press event with Vice-President Neelie Kroes and representatives of the 5G Infrastructure Association at Mobile World Congress in February 2014 in Barcelona.

Development of material like flyers, templates and roll-ups. Preparation of a 5G video, which is also used by the EU Commission and other

stakeholder to explain 5G to the general public. Design of a new 5G PPP website. Providing work spaces and e-mail distribution lists. Support of the preparation of the detailed governance model of 5G PPP by NetSoc

in a legal group like the statutes of the Association and the collaboration agreement for the set of active projects under 5G PPP in Horizon 2020, which are complementing the Grant Agreement including Special Clauses to the contract.

6.3 International cooperation activities

Support of a workshop in Korea between the EU Commission and the Korean government in order to identify areas of common interest for joint calls for proposals by providing a rapporteur.

Support of first activities in 5G PPP on international cooperation by an MoU between 5G Forum in Korea and 5G Infrastructure Association.


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6.4 Organisation of meetings and events

Organisation of workshops, working group meetings, General Assembly and Steering Board meetings of the ETPs and the 5G Infrastructure Association, Awareness Meetings on Horizon 2020 Call 1

Several hundred participants were reached in Awareness Meetings on Call 1 in Horizon 2020.

Facilitating elections to ETP Steering Boards and to the bodies in the 5G Infrastructure Association.

NetSoc is seen as a neutral body to organise such elections by issuing calls for candidates and running the actual elections.



7 CONCLUSIONS

The NetSoc project was instrumental to support the ETPs Net!Works and ISI (now as new communication networks oriented ETP Networld2020) and NEM to reach a wide community and to support the development of consolidated Strategic Research and Innovation Agendas.

During the project lifetime these ETPs were restructured based on discussions with the EU Commission in order to support Horizon 2020 as best as possible. Both ETPs together reach significantly more than 1000 organisations in Europe.

A proposal for the 5G PPP in Horizon 2020 was supported, which was successfully evaluated by the EU Commission.

NetSoc supported necessary meetings and the development of required documents like Strategic Research and Innovation agendas, governance models and other legal documents as well as material on 5G, which is also used by the EU Commission.

The project played an important role to support the communication networks sector in Europe in the preparation of Horizon 2020 and the preparation of Call 1 for Proposals.


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Annex – Supporting Documents

A1 Networld2020 Governance Model and Annex

Structure and Organisation of the"European Technology Platform for Communications Networks

and Services – NetWorld2020 Platform"

Governance Model

Approved: September 2013

Revision: 2 June 2014 (see release note below)

Contents

1. INTRODUCTION 49

2. VISION AND MISSION OF THE NETWORLD2020 PLATFORM 50

3. BASIC CONDITIONS 51

4. NETWORLD2020 PLATFORM TASKS 52

5. ORGANISATIONAL STRUCTURE OF THE NETWORLD2020 53PLATFORM5.1. Bodies in the NetWorld2020 Platform 54

5.1.1. General Assembly 545.1.2. Steering Board 575.1.3. Executive Group 615.1.4. Expert Advisory Group 615.1.5. Mirror Group 615.1.6. Working Groups 615.1.7. Secretarial Support 62

5.2. Suspension, Exclusion and Expulsion 635.3. Resignation 635.4. Transparency 63

6. AMENDMENTS TO THE RULES OF PROCEDURE AND TERMS 63OF REFERENCE

7. INTELLECTUAL PROPERTY RIGHTS (IPR) 63

8. DISCLOSURE OF INFORMATION AND CONFIDENTIALITY 63

9. ENTRY INTO FORCE 64

REFERENCES 65

Release note: This version of the Governance Model replaces the version of September 2013. The only changes are the

introduction of the name “NetWorld2020” and its logo, and a number of editorial corrections.



1. INTRODUCTION

Communications in general is fundamental to all social and economic activities with an impact much bigger than the Internet. Mobility of communications between people, and increasingly machines of all kinds, has further enhanced the impact. It has been instrumental in the optimisation of economic processes on a global scale with respect to productivity (“globalisation”). Mobile and wireless communications has become one of the most important global industries. This development is progressively extending from voice to data and multimedia services of all kinds. It will provide mobile and flexible access to electronic media, equipment and infrastructures, made up of a range of existing and future wireless technologies, in a seamless and transparent manner. “NetWorld2020” stands for this vision. All means of communication networks are part of this vision.

NetWorld2020, the European Technology Platform for seamless and transparent access to mobile and wireless, fixed and satellite-based voice, data and multimedia services.

Communication networks are a key enabling technology for all sectors of our societies and economies. The telecommunications and the IT market represent a volume of about 2500 billion € globally. International studies like by the Worldbank and OECD have shown that access to broadband communication systems increase economic growth significantly. Communication networks enable a huge leveraging effect from direct employment in the communication sector to indirect employment from the support service sector and multiplier effects in application domains. The overall employment in the ICT domain in the EU 28 member States is in the order of about 7 million people. Collaborative research in Europe contributed significantly to the development of new systems and the acceptance in global standards. However, Europe’s position is being challenged by increased global competition with respect to innovation strength, know-how and cost factors. Continuous action is needed to ensure that Europe benefits fully from the coming waves of innovation and its associated employment growth and to ensure that Europe derives maximum economic and social benefits from this growth.

In order to reinforce Europe's position as the leading region in mobile and wireless, fixed and satellite communications, the

"European Technology Platform for Communications Networks and Services

– NetWorld2020 Platform"

(hereinafter referred to as the "NetWorld2020 Platform") is being created based on a common vision and a set of recommendations, which were originally developed in 2004. In preparation of Horizon 2020, the European Technology Platforms in the communication networking domain were restructured in 2013 by a group of leading industrial players in different network infrastructure technologies from the FP6/FP7 European Technology Platforms

eMobility [1] [2] – rebranded into Net!Works at Future Internet Assembly in Ghent, December 2010 [3] – and

ISI,

following their both recognition as European Technology Platform in the context of the upcoming “Strategy for European Technology Platforms: ETP 2020” in July 2013 [9] [10].

In this context, the scope of the technology areas of NetWorld2020 includes

mobile and wireless communications – cellular, short range and point-to-point systems,

fixed communications – wireline and optical systems,

satellite communications – fixed, mobile and broadcast satellite systems, and


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communication network infrastructures combining some or all of the above technologies.

The eMobility / Net!Works and ISI Platforms formally evolved into European Technology Platforms (ETPs) in 2005 as described in [4 and 5]. The challenge of ensuring and improving European leadership in communication networks is part of a long-term programme of actions. Therefore, in the context of the preparation of the future European and national research programs and in particular of Horizon 2020 Programme of the European Commission (e.g. the 5G Infrastructures Public Private Partnership in Horizon 2020), the Net!Works and ISI Platforms formally evolved into a new technology platform NetWorld2020 in 2013.

Collaboration in research and innovation in current and previous EU Programmes has been very successful and has played a very constructive role in developing global leadership in communications networks markets. Industry is willing to allocate funds and human resources to the continuation and extension of collaborative R&D at EU level, and is convinced that "NetWorld2020" will be essential for economic growth in Europe.

This document presents the organisational structure of the NetWorld2020 Platform. In this document the term "EU Commission" refers to these units in the Commission Services, which are responsible for research activities in the ICT domain.

2. VISION AND MISSION OF THE NETWORLD2020 PLATFORM

NetWorld2020 is the European Technology Platform for communications networks. Communications networks enable interaction between users of various types of equipment, either mobile or fixed; they are the foundation of the Internet. The NetWorld2020 European Technology Platform gathers players of the communications networks sector: industry leaders, innovative SMEs, and leading academic institutions.

The communications networks industry is supporting the following NetWorld2020 vision for the further development of mobile and wireless, fixed and satellite communications: Contribute to collaborative research programmes on European and national level

for collaborative research in the domain of mobile and wireless, fixed and satellite communication networks by a regularly updated research agenda.

Future communication networks will provideo Significantly higher mobile and wireless area capacity and more varied service

capabilities compared to 2010, which will be supported by fixed backbone and access networks and complemented by satellite networks.

o Saving 90% of energy per service provided.o Reducing the service creation time cycle significantly.o Creating a secure, reliable and dependable Internet with zero perceived downtime

for services.o Facilitating very dense deployments of mobile and wireless communication links

for over 7 trillion wireless devices serving over 7 billion people.o Ensuring User controlled privacy.

Support for business & government processes improves the competitiveness of the European economy.

Services hide complexity from the user with interoperability between different access systems.

Multi-layered mobility – users move & change devices, sub-networks in trains & cars move, software moves.

Peer-to-peer communities emerge to empower people to collaborate. Opportunities for social applications expand through always-with-you qualities and

reducing isolation.

This results in the mission statement of the NetWorld2020 Platform:



To develop position papers on technological, research-oriented and societal issues, which are agreed in NetWorld2020 bodies to receive a joint mandate.

To seek discussion of issues with decision makers in the political and public domain as well as in the industry and research community to bridge the gap between research and innovation and the expectations from the European society.

To regularly develop an updated Strategic Research and Innovation Agenda (SRIA) for Europe in the communication networks domain in an open process in order to guide industrial and long-term oriented research and to provide means for future economic exploitation in global standards and the widespread deployment of communication systems and networks.

To strengthen Europe's leadership in networking technology and services so that it best serves Europe's citizens and the European economy.

To support the 5G PPP initiative through the provision of the Association Members, the provision of the SRIA (including revisions) and promoting the active involvement of the ETP community in 5G initiative proposals and projects.

To support general communication networks R&D&I issues.

Further details are available at: http://www.networld2020.eu/.

These activities provide value for Europe in: Helping to ensure eInclusion in Europe using an advanced communication

infrastructure and bridging the Digital Divide. Empowering citizens with new applications. Creating new opportunities for businesses and governments. Creating new wealth in the European economy. Focussing European resources to achieve critical mass in R&D and build on

European leadership in communications technology. Aligning a range of EU instruments in relation to the key issues of communications

technology.

3. BASIC CONDITIONS

With respect to [6] the key objectives of the Technology Platforms are: The drawing up of a strategic research agenda. The achievement of the necessary critical mass for research and innovation. The mobilisation of substantial public and private funding.

The EU Commission, DG Research & Innovation, redesigned the ETP strategy [7] with the mission

ETPs will:

1) provide a coherent business focused analysis of research and innovation bottlenecks and opportunities related to societal challenges and industrial leadership actions and develop strategies to address these: strategy function;

2) mobilise industry and other stakeholders within the EU to work in partnership and deliver on agreed priorities: mobilising function;

3) share information and enable knowledge transfer to a wide range of stakeholders across the EU: dissemination function.

The objectives of the ETPs will be delivered through the following activities, which can be broadly categorised as:

developing Strategic Research and Innovation Agendas, including the identification of skills requirements and of regulatory as well as other non-technological barriers;


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encouraging industry participation in Horizon 2020 and helping widen participation and build capabilities within Member States through active cooperation with networks/partnerships in Member States.

identifying opportunities for international collaboration and developing the necessary understanding to facilitate future collaboration;

delivering networking opportunities including with other ETPs to address cross-sectoral challenges and help the move towards more open models of innovation, by providing opportunities for stakeholders to meet, exchange knowledge, make new contacts and develop ideas for joint working;

facilitating the formation of new partnerships utilising expertise and understanding within the ETP to for example, identify parties capable of working together to exploit the outcomes of a research project or address a specific challenge;

These objectives are especially related to the preparation of Horizon 2020.

The NetWorld2020 Platform will support the establishment and operation of a 5G Infrastructure Public Private Partnership (PPP) to Allow the development of communication networks solutions from an end-to-end

perspective. Enable a close and direct cooperation of complementary projects under the umbrella

of the 5G Infrastructure PPP Platform. Ensure sufficient impact in the international domain of mobile and wireless, fixed and

satellite communications. Maintain and improve the position of European industry with respect to global

competition.

The actual research work will be carried out in the projects under the umbrella of the 5G Infrastructure PPP. Budget for funding of research will be allocated to these established project consortia, which will have a contract with the Commission.

All major players in the mobile and wireless, fixed and satellite communication networks domain will be involved in established projects under the umbrella of the 5G Infrastructure PPP.

Technology Platforms should be led by the industry [7 and 8] in order to maintain and improve Europe's position in the area. However, the activities will be shared with the SME and academic and R&D centre domain to involve all the available expertise and resources in Europe.

4. NETWORLD2020 PLATFORM TASKS

The NetWorld2020 Platform is the facilitator to prepare the future research and to enable harmonisation and consensus building in the area. Projects under the umbrella of the 5G Infrastructure PPP should cooperate and complement each other towards common objectives in order to address the entire value chain in the sense of end-to-end solutions.The cooperation with other research programmes on EU and national level has to be ensured.

The actual activities of the NetWorld2020 Platform towards Horizon 2020 are

to support and consult the EU Commission and national authorities on Horizon 2020 and to discuss with the EU Parliament and associations;

to update annually the Strategic Research Agenda; to support via the Association of the 5G Infrastructure PPP the establishment of PPP

projects.

The NetWorld2020 Platform will have the following main tasks:



Draft the technical description of the Strategic Research Agenda (SRA) reflecting the perception of sector actors based on the state-of-the-art and shared vision of future developments.

Consult the sector actors concerned and establish a shared perception. Identify requirements and opportunities for EU R&D collaborative efforts taking into

account commercial developments and work within other frameworks. Assist the Commission in the identification of requirements, options and priorities for

collaborative R&D funding (related parts of the SRA on which the Commission bases its Call for Proposals).

Support the initiation complementary research projects with respect to an end-to-end perspective.

Monitor and advise on the on-going work taking into account the evolution in the understanding of requirements and options.

Report to the Commission and sector actors on the progress and re-orientation of the SRA.

Support rapid uptake of technology developments by application industries. Provide a general communications plan and publicity for the NetWorld2020

framework. Conduct a continuous dialogue with the EU Parliament and regulatory agencies.

The NetWorld2020 Platform is establishing close links to basic research in order to exploit early results, which can have a very profound impact, and inversely to initiate basic research where problems do arise.

5. ORGANISATIONAL STRUCTURE OF THE NETWORLD2020 PLATFORM

The NetWorld2020 Platform is a facilitator to establish complementary and cooperating research projects and related activities in the 5G Infrastructure PPP. The NetWorld2020 Platform should comprise all stakeholders in the value chain, Member States, and the potential financial community. This includes industry, SMEs, academia, European Commission in a consultancy role, and other potential sources of funding (e.g. European Investment Bank and/or Structural Funds). Figure 1 shows the structure of the NetWorld2020 Platform. According to the governance model for the 5G PPP the Full Members of the 5G PPP Association are

the elected NetWorld2020 Steering Board organisations and 6 additional members (20 % of number of NetWorld2020 Steering Board members) for

the 5G PPP Association elected by the NetWorld2020 General Assembly in order to complement missing sectors and to ensure wide diversity of views, which are not represented by NetWorld2020 Steering Board members.

The Full Members of the Association will sign a Member’s Agreement, which is a contractual arrangement between the members of the Association.


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Figure 1: NetWorld2020 Platform structure

The different stakeholders will be represented in different bodies and capacities according to Figure 1. Types of participation in the Platform are:

General Assembly: Participation for all member organisations (5.1.1). Steering Board: Participation according to an elect ion procedure. The Steering Board

composition (Section 5.1.2.2) ensures industry commitment and industry lead (5.1.2). Executive Group: Responsible for the daily work formed out of Steering Board

organisations (5.1.3). Expert Advisory Group: Participation of technical experts from academia, SMEs and

industry to support the Steering Board (5.1.4). NetWorld2020 membership is desirable but not an obligatory prerequisite for participation to this group.

Mirror Group: Participation for representatives of public authorities, national and regional bodies (5.1.5).

Working Groups: Participation out of the NetWorld2020 Platform member organisations (5.1.6).

The organisational structure has to ensure:

on the one hand openness for participation and transparency of information flow and decision making and

on the other hand an efficient management of the activities and the decision making process.

The NetWorld2020 Platform is a supporting instrument in Horizon 2020 to support the launch of complementary and cooperating projects. It will support also Framework Programme 7 and the remaining projects to ensure continuity in the transition phase towards Horizon 2020 and with previous ETP organisations.

5.1 Bodies in the NetWorld2020 Platform

5.1.1 General Assembly

The General Assembly should represent a broad membership from all interested stakeholders in order to take into account in the activities the views and interests of all



sector actors and active players. All members in the NetWorld2020 Platform are represented in the General Assembly

Full Membership

Any legally established corporation and individual firm, partnership, university and research

institute, based in the European Member States, Candidate States and Associated Countries

and supporting the mission and vision of the NetWorld2020 Platformis eligible for applying for membership in the NetWorld2020 Platform. Each organisation should declare in its membership application to which of the three Stakeholder Groups it belongs industry (e.g. vendors, operators, content providers, and other service providers), SMEs or research domain (universities, R&D centres)

COOP Membership

Any organisation or entity that does not qualify for full membership as detailed above, e.g. government bodies, international organisation or organisations from a region outside of the area required for full membership may apply nevertheless. These organisations can be accepted as COOP (Cooperation) members. As a COOP member the organisation can express their support to the activities of the NetWorld2020 ETP, contribute to the activities, and will also be able to timely receive news and information from the Platform. COOP members do however not have voting rights in the General Assembly and cannot be elected to the Steering Board.

General requirements on membership application

Each Full or COOP member organisation can become member only with one entity; additional branches setup in the same or a different country, subsidiaries, holdings etc. do not qualify for separate membership. All members must be reachable via preferably two, but at least one contact person by e-mail. It must be possible to verify the existence of the applicant, e.g. through their webpage or alternatively through the provision of suitable documents. Member applications are for approval by the Steering Board.

5.1.1.1 General Assembly Meetings

Each member organisation in the General Assembly has the right to send a representative to General Assembly meetings and has one vote. Further representatives from a member organisation may attend if space permits but these do not have a vote.

General Assembly meetings will be organised by the Steering Board at least once a year. The meeting date should be published 3 months ahead of the meetings.

The Chairperson of the Steering Board will convene and chair General Assembly meetings.

Issues for decision in the General Assembly have to be distributed in the invitation including the meeting agenda latest 2 weeks ahead of the meeting date.

Additional General Assembly meetings may be convened if at least 20 % of its members so request.


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5.1.1.2 Responsibilities

The main responsibilities are: Decision on changes in the Terms of Reference and the organisational structure. Election of the members of the Steering Board in the different Stakeholder Groups. Election of additional members for the 5G PPP Association (cf. Sections 5.1.2.1 and

5.1.2.7). Decision on suspension, exclusion or expulsion of members in the NetWorld2020

Platform. Contribute to the Strategic Research Agenda, reports and recommendations. Contribute to the NetWorld2020 workplan for the establishment of Working Groups

and the initiation and facilitation of project proposals. Contribute to the Terms of Reference and the organisational structure.

Each member of the General Assembly can submit contributions to the Steering Board for review on the Strategic Research Agenda, the workplan, the Terms of Reference and the organisational structure.

The General Assembly will review the work done by the Steering Board and the Working Groups.

5.1.1.3 Decision Making Process

Decisions should be taken by consensus wherever possible. The Chairperson shall make every reasonable effort to facilitate consensus amongst the members of the General Assembly. If no consensus can be reached, decisions will be made by a voting procedure:

A: Simple majority of the member organisations either present in the meeting and proxy voting or answering electronic voting in the cases: Election of the members of the Steering Board in the different Stakeholder Groups

(procedure: c.f. Steering Board under Section 5.1.2). All other decisions except decisions under B).

B: Two-thirds majority of the member organisations either present in the meeting and proxy voting or answering electronic voting in the case: Decision on suspension, exclusion or expulsion of members in the NetWorld2020

Platform. Revision of Steering Board voting procedure.

Decisions either in physical meetings or via electronic voting or proxy voting require a quorum of at least ten percent of the member organisations in the General Assembly.

Voting decisions are made either in physical meetings, in which case voting is by members being present or represented through proxy voting, or via electronic voting. In the case of electronic voting a time period for answering of 21 days (3 weeks) has to be provided. Silence up to the deadline means approval to ensure a decision in time.

Proxy voting will be possible for members, who are not able to attend physical General Assembly meetings. The following limits apply:

Representatives of the SME and Research stakeholder group can have up to 10 proxy votes and

representatives of the Industry stakeholder group can have up to 3 proxy votes.

Proxies can vote on behalf of non-present organisations only in the same Stakeholder Group:

SME proxy votes by SME representative, Research proxy votes by Research representative and Industry proxy votes by Industry representative.



A proxy needs to present a power of attorney from the represented organisation, on which behalf the proxy is entitled to vote. The proxy has to follow directions of the represented organisation.

5.1.2 Steering Board

The Steering Board is the governing body of the NetWorld2020 Platform.

5.1.2.1 Responsibilities

The main responsibilities of the Steering Board are: Election of the Steering Board Chairperson and three Vice-Chairpersons. The

Chairperson will also chair the General Assembly. Implementation of the NetWorld2020 Platform. Initiation of the election process of Steering Board members in the General Assembly

in time by publishing a Call for Candidature in minimum 6 weeks ahead of elections. Preparation of a candidate list to elect 6 additional Full Members for the 5G PPP

Association by the NetWorld2020 membership and organising a voting procedure (cf. Section 5.1.2.7).

Guidance on strategic direction, conflict resolution and the related proposals for the General Assembly.

Invitation of members of the Expert Advisory Group. Decision on the appointment of up to 3 observers in the Steering Board. The observer

from the Commission is nominated by the Commission Services. The observer from ESA is nominated by ESA.

Proposal and preparation of changes in the Terms of Reference and the organisational structure.

Development and approval of the Strategic Research Agenda, of reports and recommendations.

Development and approval of the workplan for the establishment of Working Groups and the preparation of project proposals.

Support and facilitating of complementary and cooperating project proposals under the umbrella of the 5G Infrastructure PPP by taking into account contributions of the General Assembly.

Handling of membership issues such as accepting new members in the NetWorld2020 Platform.

Proposals for suspension, exclusion or expulsion of members in the NetWorld2020 Platform.

Organisation of General Assembly meetings. Organisation of electronic voting procedures for General Assembly decisions, if no

physical meeting is called for.

5.1.2.2 Composition of the Steering Board

The General Assembly is electing the Steering Board representing the following Stakeholder Groups with the following number of seats on the Board: 18 Industry Representatives (e.g. manufacturers, vendors, operators, content

providers, and other service providers) (voting rights) 6 SME Representatives (voting rights) 6 Research Domain Representatives (universities, R&D centres) (voting rights) 3 Observers (no voting rights) 1 observer from the Commission (directly nominated by the Commission services)

(no voting rights) 1 observer for the European Space Agency (ESA) (no voting rights)


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This results in: 30 member organisations with voting rights and 5 observers without voting rights.

The size of the Steering Board has to be limited to ensure an efficient decision making process.

Representatives to be elected as members of the Steering Board have to fulfil the following criteria: Strategic commitment to European R&D in particular by the following means:

Strong European footprint: Organisations with headquarters outside of the EU Member States, Candidate States and Associated Countries can participate, if they demonstrate a commitment to European R&D. *

Participation in European research programs (e.g. FP7, Horizon 2020 and/or Eureka or other programs) either with relative significant manpower and/or accepting the task to coordinate research projects *

or the ability of the organisation to contribute to the solution of EU societal challenges.

* These requirements are related to the size of the organisations.

5.1.2.3 Election Procedure for the Steering Board

The Steering Board will be elected for a period of two calendar years. Each Stakeholder Group (Industry, SME and Research) will elect its own representatives out of the members in the Stakeholder Group in the General Assembly according to the following procedure: Each Stakeholder Group will collect a list of candidates for the available positions in

the Steering Board based on a Call for Candidature. If the number of candidates is above the number of available seats, a formal election

procedure in the Stakeholder Group will be necessary. A secret ballot will be held to elect the representatives of its Stakeholder Group. Every member in the Stakeholder Group will submit a ballot with the list of his

preferred candidates up to the number of seats available, chosen from the candidates of its Stakeholder Group.

The candidates with the most votes per Stakeholder Group become elected as representatives in the Steering Board up to the number of available seats.

In case of a tie a second ballot between the involved organisations will be necessary. If the number of candidates is below the number of available seats per Stakeholder

Group, no formal election for this Stakeholder Group will take place and all available Candidates are becoming the representatives of their Stakeholder Group, which will remain smaller than the number of available seats.

Proxy voting according to Section 5.1.1.3 will be possible for members, who are not able to attend physical General Assembly meetings. The Chairperson and three Vice-Chairpersons of the Steering Board will be elected by the Steering Board member organisations by simple majority for a term of two calendar years.

5.1.2.4 Composition of the Steering Board and election procedure based on the first election of the new ETP in October 2013 for a term of two years

The new ETP will be built based on the membership of the former ETPs ISI and Net!Works. In order to facilitate the integration of both communities in a new organisation, the composition of the Steering Board will allocate a fixed number of seats for the two former communities with the following objectives:



The members of the new Steering Board should represent the current ISI and Net!Works membership base according to their sizes.

The size of the Steering Board should be in a range to have on the one hand sufficient representation of the sector and on the other hand keep a manageable level. The size is 30 seats.

This results ino 24 seats for the former Net!Works community ando 6 seats for the former ISI community.

This results in the detailed composition: 18 Industry Representatives (e.g. vendors, operators, content providers, and other

service providers) (voting rights)o 14 representatives from the former Net!Works communityo 4 representatives from the former ISI community

6 SME Representatives (voting rights)o 5 representatives from the former Net!Works communityo 1 representatives from the former ISI community

6 Research Domain Representatives (universities, R&D centres) (voting rights)o 5 representatives from the former Net!Works communityo 1 representatives from the former ISI community

Ahead of Steering Board elections a call for candidates is issued by each ETP Net!Works and ISI, where the candidate lists are prepared separately and independently. A legal entity can only be represented once in the Steering Board. The received candidates from both communities Net!Works and ISI are merged in their respective stakeholder groups, but keep a label indicating their origin which results in the three lists: Industry candidates from Net!Works and ISI Research candidates from Net!Works and ISI SME candidates from Net!Works and ISI

The election procedure for the three stakeholder groups according to the three lists as described in Section 5.1.2.3 is applied. After casting the votes the following procedure is applied: The candidates are sorted in each stakeholder group according to the number of votes

they received. If a legal entity submitted two candidatures (on the Net!Works and the ISI list), the one

with the lower number of received votes is removed from the list. On the resulting list, the guaranteed number of candidates for both ISI and Net!Works

which rank highest are elected.

It is the objectives to integrate all members of the new ETP as a single community. Therefore, the election procedure will be reviewed by the Steering Board in the second year of this first term, whether the separation in the two former communities will be applied again for future elections. If the election process has to be modified, it will have to be designed to take into account the representativeness criteria ensuring an effective participation of all technology communities and organisation profiles (industry, R&D and SMEs) in the Steering Board. The new election process shall be approved through consensus. In case full consensus cannot be reached it shall be approved according to the B voting procedure (see Section 5.1.1.3 General Assembly Decision Making Process).


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5.1.2.5 Steering Board Meetings

Steering Board meetings will be organised by the Chairperson about three to four times a year. The meeting dates should be agreed at least 3 months ahead of the meetings. The meeting invitation should be issued at least 3 weeks ahead of the meeting and include the agenda and issues for decision. Intermediate Steering Board meetings could be organised through conference calls whenever needed.

5.1.2.6 Decision Making Process

Decisions should be taken by consensus wherever possible. The Chairperson shall make every reasonable effort to facilitate consensus amongst the members of the Steering Board. If no consensus can be reached, decisions will be made by a voting procedure:

A: Simple majority of the member organisations present in the meeting or answering electronic voting in the following cases: Election of the Steering Board Chairperson and three Vice-Chairpersons. Issues on the implementation of the NetWorld2020 Platform. Decision on the invitation of members of the Expert Advisory Group. Decision in the appointment of up to 3 observers in the Steering Board. Decision on accepting new members in the NetWorld2020 Platform.

B: A two-thirds majority of the member organisations present in the meeting or answering electronic voting in the following cases: Approval of the Strategic Research Agenda, reports and recommendations. Approval of the workplan for the establishment of Working Groups and the

initiation and facilitation of project proposals. Decision on suspension, exclusion or expulsion of members in the NetWorld2020

Platform as proposal for the General Assembly. Decisions on the Terms of Reference and the organisational structure.

Decisions either in physical meetings or via electronic require a quorum of at least two-thirds of the Steering Board member organisations.

Voting decisions will be made either during physical meetings or via electronic. In the latter case a deadline for responding within 10 days will be provided. Silence up to the deadline shall be deemed to mean approval, to ensure a decision in time.

The Steering Board can decide to invite further observers from relevant organisation to its meetings, where appropriate. The Chairperson of the Steering Board may invite experts and advisers.

The Steering Board organises collaborations with other related Technology Platforms and R&D activities.

The Steering Board may establish liaisons with other research activities for information exchange. In such case a liaison officer will be nominated by the Steering Board.

5.1.2.7 Election procedure for additional Full Members in the 5G PPP Association

The newly elected Steering Board will evaluate, which sectors are represented in the Board and which sectors are missing in order to ensure a complete representation of the entire value chain in the 5G PPP Association and to ensure as wide diversity of views as possible.

Based on this evaluation the Steering Board will issue a dedicated call for candidates to the NetWorld2020 Membership, which should represent the missing sectors. The list of candidates should have at least 6 candidates. This process follows the principles of openness and transparency.



The newly elected Steering Board initiates an electronic voting procedure according to Section 5.1.1.3 to elect the 6 additional Full Members in the 5G PPP Association by the NetWorld2020 membership. Each NetWorld2020 member organisation can elect up to 6 candidates from the entire candidate list.

The term of these additional Full Members is the same as the NetWorld2020 Steering Board.

5.1.3 General Assembly

The Steering Board may delegate organisational issues and the daily business to the Executive Group to prepare proposals for the Steering Board based on guidelines and decisions of the Steering Board and to run the activities between Steering Board meetings.

The Executive Group has decision power on organisational issues and the daily business under the mandate of the Steering Board. Decisions will be formally adopted by the Steering Board.

Decisions in the Executive Group have to be based on consensus. They will be taken either during physical meetings or via electronic voting. If decisions are made viaelectronic voting, a positive acknowledgement will be required.

The Executive Group will be recruited from amongst the Steering Board organisations.

5.1.4 Expert Advisory Group

This group should mainly represent R&D centres and the academic domain. Representatives from other stakeholder groups can also contribute. The major objective and responsibility of this group is to consult and give advice to the NetWorld2020 Platform from the scientific perspective and to advocate for the interests of the research community.

The composition of the group will be renewed latest in each election period of the Steering Board.

Members of the Expert Advisory Group will be invited by the Steering Board. The chair of the Expert Advisory Group is an invited participant to the Steering Board meetings but has no voting rights in the Steering Board.

5.1.5 Mirror Group

This group will represent the EU Member States and the associated states that are interested in participating in the NetWorld2020 Platform. These representatives may be regulators, government representatives, funding agencies and the European Investment Bank and/or Structural Funds. The ministries of research and economics and other related government agencies should be involved. Possibly, other stakeholders could be represented in this group. Special attention should be paid to the involvement of the new Member States in the Mirror Group.

The major objective and responsibility of this group will be to consult the NetWorld2020 Platform and to advocate for the interests of different groups.

5.1.6 Working Groups

The Steering Board will establish Working Groups on request of a group of interested organisations or based on a Steering Board decision to support the Steering Board, which are responsible for specific tasks such as but not limited to: Developing of the Strategic Research Agenda.


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Interaction and coordination with other Platforms relevant to the NetWorld2020 Platform.

Interaction with other research activities relevant to the NetWorld2020 Platform. Implementation issues of the NetWorld2020 Platform. Preparing a research roadmap. Preparing a legal framework for the EU framework programmes and advice for

Consortium Agreements. Policy aspects in relation to research topics.

Working Groups are developing position papers in their area of interest, which reflect views of that Working Group. Such positions can be published as Working Group views and marked as Working Group position papers. It should be possible in exceptional cases that also minority positions can be expressed and published, if they reflect the agreed position of the Working Group and even if no consensus could be reached in the NetWorld2020 ETP. However, an effort should be made by cooperation in NetWorld2020 and discussion of different positions in the NetWorld2020 ETP in order to achieve consensus positions as much as possible by respecting positions of particular groups. In case a consensus in the NetWorld2020 ETP cannot be reached, the publication should clearly state that it provides the views of the respective Working Group and does not represent the opinion of the whole ETP/Steering Board.

Members of the Working Groups are from the member organisations of the General Assembly.

The Steering Board appoints a facilitator to start a newly established Working Group. The Working Group Leader will be elected by the members of the Working Group in the first meeting. Working Group Leaders are responsible for reporting to the Steering Board and will participate in Steering Board meetings but without having voting rights in the Steering Board.

The list of existing Working Groups is available in the Annex of this document. The Annex will be updated regularly under the control of the Steering Board according to the process described above and will be made available on the ETP website.

5.1.7 Secretarial Support

The secretarial support will be performed by a project management organisation. In the case of a membership fee the amount will be due from the date of entry into membership and covers a calendar year. The amount will be decided on an annual basis. In the case of other funding solutions a membership fee should be avoided.

The following tasks will be performed: Maintenance of the NetWorld2020 Platform web site. Corporate identity and branding. The NetWorld2020 Platform member organisations register. Maintenance of mailing lists. Membership management including the handling of membership applications. Handling of NetWorld2020 Platform documents. Support of the Chairperson of the NetWorld2020 Platform and the Working Group

Chairpersons to organise meetings.

The responsible persons for the secretarial support are responsible for reporting to the Steering Board.



5.2 Suspension, Exclusion and Expulsion

The General Assembly can decide to suspend or expel a member of the NetWorld2020 Platform in the following cases:

Severe violation of the statutes, procedures, policies, duties of membership or resolutions adopted by the General Assembly.

Breach of confidentiality provisions by a member.

Membership in the General Assembly shall automatically cease in case of bankruptcy, withdrawal, dissolution or cessation of business or of change in the nature of business of such that criteria for membership would no longer be complied with.

A new membership application may be made after one year from the date of expulsion.

5.3 Resignation

Resignations have to be notified in writing to the NetWorld2020 Platform secretarial support. Any such notice to withdraw shall take effect from the following calendar year.

5.4 Transparency

The Steering Board shall have a high regard for the transparency of its activities and the need both for including and informing all relevant stakeholders of the activities of the NetWorld2020 Platform.

Adopted and approved documents being prepared for publication will be made available to the public via the Internet.

The NetWorld2020 Platform shall make every effort to consult all relevant stakeholders on documents under preparation that have a general interest (e.g., the Strategic Research Agenda).

6. AMENDMENTS TO THE RULES OF PROCEDURE AND TERMS OF REFERENCE

The Terms of Reference and the Rules of procedure may be reviewed and amended at any time on request of at least three members of the Steering Board. The General Assembly has to decide on such changes, which will be prepared by the Steering Board.

7. INTELLECTUAL PROPERTY RIGHTS (IPR)

For individual research and technology development projects under public programmes such as Framework Programme 7, Horizon 2020, Eureka projects, intergovernmental, national or regional programmes the IPR provisions of the respective public programmes and of the project specific Consortium Agreement will apply.

All contributions to the Strategic Research Agenda should have a legal status that the material can be published.

8. DISCLOSURE OF INFORMATION AND CONFIDENTIALITY

Any and all information either orally disclosed or presented as material by a member of the NetWorld2020 Platform or its subgroups shall be deemed non-confidential except as may be provided below or as otherwise agreed to in a written agreement between the affected parties.

All information developed by the NetWorld2020 Platform shall be deemed to be Confidential Information of the NetWorld2020 Platform until made publicly available by a decision of the Steering Board. This should not affect the information disclosed or material presented by a member to the NetWorld2020 Platform or its subgroups. All works in


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progress, minutes of General Assembly meetings, minutes of the Steering Board, results of Working Groups, and attorney work product shall in all cases be deemed Confidential Information of the NetWorld2020 Platform and subject to the terms hereof.

From time to time a member may deem it necessary to disclose information to the NetWorld2020 Platform itself or to the other members which such member considers confidential or proprietary (“Confidential Information”). In such instances the relevant information may be disclosed in confidence and shall be considered Confidential Information of the disclosing party if, and only if, the information is specifically designated as Confidential Information by the disclosing party at the time of disclosure. Any such designation shall be effected by (1) marking any information disclosed in writing in a manner which indicates it is the Confidential Information of the disclosing party; or (2) by orally indicating that any information disclosed orally is the Confidential Information of the disclosing party and then within ten (10) days providing all other members with a written summary of the orally disclosed Confidential Information so that such Confidential Information is more easily identified. By disclosing Confidential Information a member agrees that should any such Confidential Information be necessarily or inferentially disclosed in a publication of the NetWorld2020 Platform, such member shall allow publication of such information. All information disclosed by members prior to the date of this agreement directly for the purposes of the NetWorld2020 Platform shall be governed by the provisions of this section.

With respect to Confidential Information, the receiving party agrees, for a period of three (3) years, to use the same care and discretion to avoid disclosure, publication, and dissemination outside the receiving party and its affiliates5, contractors and consultants as the receiving party employs with its own Confidential Information, but no less than reasonable care. Any disclosure by a receiving party to its affiliates, contractors and consultants should be subject to an obligation of confidentiality at least as restrictive as those contained in this section. The foregoing obligation shall not apply to any information which is: (1) already known by the receiving party prior to disclosure; (2) publicly available through no fault of the receiving party; (3) rightfully received from a third party without a duty of confidentiality; (4) disclosed by the disclosing party to a third party without a duty of confidentiality on such third party; (5) independently developed by the receiving party; (6) disclosed pursuant to the order of a court or other authorized governmental body, or as required by law, provided that the receiving party provides reasonable prior written notice to the disclosing party, and cooperates with the disclosing party, so that the disclosing party has the opportunity to oppose any such order; or (7) disclosed by the receiving party with the disclosing party's prior written approval.

After resignation, suspension, exclusion, expulsion or non-renewal as a member, for any reason, a former member has a continuing duty under this Article.

9. ENTRY INTO FORCE

These rules or changes enter into force at the date of the adoption by the Steering Board and the agreement by the General Assembly.

5

Affiliate(s) of a party shall mean an entity which is directly or indirectly controlling such party, which is under the same direct or indirect ownership or control of such party, or which is directly or indirectly owned or controlled by such party. For these purposes, an entity shall be treated as being controlled by another if that other entity has fifty percent (50%) or more or the votes in such entity, is able to direct its affairs and/or to control the composition of its board of directors or equivalent body.



REFERENCES

[1] Mobile Communications & Technology Platform: Final Report, Brussels, 8 January 2004.

[2] Mobile Communications & Technology Platform: Final Report, Brussels, 9 June 2004.

[3] Future Internet Assembly December 2010, Ghent, Belgium, December 13 to 17, 2012, http://fi-ghent.fi-week.eu/ and http://www.future-internet.eu/home/future-internet-assembly/ghent-dec-2010.html.

[4] Communication from the Commission on a European Initiative for Growth: investing in networks and knowledge for growth and jobs, COM(2003) 690 final.

[5] Communication from the Commission to the Council and the European Parliament on Building our Common Future: Policy challenges and budgetary means of the enlarged Union 2007-2013, COM(2004) 101 final.

[6] Commission of the European Communities: Communication from the Commission, Science and technology, the key to Europe’s future – Guidelines for future European Union policy to support research, COM(2004) 353, 16.06.2004.

[7] European Commission, Directorate General for Research & Innovation: European Technology Platforms 2020– DRAFT STRATEGY. Brussels, February 21, 2013.

[8] European Commission: Seminar on Technology Platforms. Brussels, December 15, 2004.

[9] EU Commission, DG Connect: Recognition of European Technology Platform ISI, letter to N. Chuberre (ISI chairman) from Robert Madelin, Director General Directorate Generate Communications Networks, Content and Technology, Brussels, CONNECT/F3/CO/ai, July 1st , 2013.

[10] EU Commission, DG Connect: Recognition of European Technology Platform Net!Works, letter to W. Mohr (Net!Works chairperson) and U. Herzog from Robert Madelin, Director General Directorate Generate Communications Networks, Content and Technology, Brussels, CONNECT/F3/CO/ai, July 1st, 2013.


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June 2014

Annex6 to the Structure and Organisation of the"European Technology Platform for Communications

Networks and Services – NetWorld2020 Platform"

List of proposed Working Groups

This list summarises the proposed Working Groups of the European Technology Platform NetWorld2020. The proposed Working Groups will be presented to the founding meeting of the new ETP on October 29, 2013 in Brussels and formerly decided by the newly elected Steering Board. It is highly recommended to establish these working groups for a smooth transition from the Net!Works and ISI ETP to the new communication networks -oriented ETP NetWorld2020 and for an immediate start of work.

The new Steering Board will appoint facilitators for these Working Groups and the launched Working Groups will elect a Working Group Leader from its members.

This Annex will be updated from a “List of proposed Working Groups” to a “List of active Working Groups”

after the Steering Board decision and will be published on the ETP website.

The following initial Working Groups are proposed:

Expert Advisory Group: Main objective to develop technical White Papers as contributions to updates of the Strategic Research Agenda.

SatCom Working Group: Main objective to work on SatCom specific topics and the convergence of satellite communication with fixed and mobile communication networks

6

This Annex is managed by the NetWorld2020 Steering Board and will be updated after changes in the Working Groups. This Annex is published on the ETP website. Changes of this Annex do not require a change of the Governance Model via the General Assembly.



A2 NEM Mission Document [3]

NEW NEM INITIATIVE

New NEM, the Horizon 2020 European Technology Platform dedicated to Content

dealing with Connected, Converging and Interactive Media & Creative Industries’ 1

The NEM Initiative is one of the recognized European Technology Platforms (ETPs) of Horizon 2020. The NEM ETP aims at building sustainable European leadership in content, media, and the creative industries. With the launch of the Horizon 2020 programme, a renewed NEM platform (“New NEM”) will pursue its objective to promote an innovative European approach to convergent Media, Content and Creativity towards a Future Media Internet that will enhance the lives of European citizens through a richer media experience 2.

The New NEM Initiative focuses on an innovative mix of various media forms, delivered ATAWAD (Any Time, Any Where, Any Device) over technologically transparent networks, to improve the quality, enjoyment and value of life for Europe’s connected ‘digital citizens’ and digital content/media professional users. ‘New NEM’ is taking cognizance of existing and new technologies, including broadband, broadcast, mobile and new media across all ICT sectors, to create a new and exciting era of advanced professional and personalised services for various markets 3. A key focus of the New NEM is on innovative services and applications that constitute different media.

The European Technology Platform ‘New NEM’ is to be a key player in Interactive Content & Media and the Creative Industries, operating within the European innovation ecosystem to help turn Europe into an Innovation Union. ‘New NEM’ will therefore take a holistic view, identifying the pathway to commercial deployment of research, providing strategic insights into market opportunities and needs, and mobilising and connecting innovation actors across the EU in order to enable European companies and stakeholders to gain competitive advantage in global markets.

1 The cultural and creative sectors account for 3.3% of GDP and employ 6.7 million people (3 % of total employment) in the EU. Moreover, worldwide Big Data technology and services are expected to grow from EUR 2.4 billi on in 2010 to EUR 12.7 billion in 2015.

2 The New NEM Initiative will also discuss a new name in the scope of activities related to reestablishment of the NEM in Horizon 2020.

3 Business to Business, Business to Business to Consumer, Business to Consumer)


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NEW NEM MISSION IN A NUTSHELL

1) A strategy function: provide a coherent business focused analysis of research and innovation bottlenecks and opportunities related to societal challenges and industrial leadership actions and develop strategies to address these;

2) A mobilising function: mobilise industry and other stakeholders within the EU to work in partnership and deliver on agreed priorities;

3) A dissemination function: share information and enable knowledge transfer to a wide range of stakeholders across the EU.

New NEM is an industry led and focused ETP. It aims to be inclusive and representative of businesses, research organisations, universities, clusters and associations in their respective fields. New NEM will work in close partnership with Member States and Member State based networks as well as with states associated to the framework programme. New NEM will also need to actively work with other ETPs and engage with stakeholders including those along the value chain such as NGOs, social platforms and consumer/societal groups, to address wider challenges and foster solutions that are socially responsible, inclusive and sustainable. It is our intention that NEM will put in practice the concept of being a cluster of clusters.

Improving the quality, enjoyment and value of the user experience is at the heart of the New NEM. To achieve this objective, we set our main goals as:

Empowering end users in creating their own media and communications environments

Creating business opportunity for European actors in the NEM space Supporting developments in networked media applications to promote and enhance

public well-being Promoting environmentally beneficial and sustainable technology in the NEM

domain Supporting Government, regulators and policy makers in their management and

enhancements of the NEM environment Supporting and promoting European innovation from NEM communities as a

worldwide opportunity for benefit and growth.

PARTNERSHIP WITH THE COMMISSION AND MEMBER STATES

The Commission's proposal for Horizon 2020 specifies the channels of external advice for its programming and implementation: as well as taking into account the advice and input from advisory groups, dialogue structures, forward looking activities, targeted public consultations and interactive research and innovation processes, the Commission undertakes to take full account of relevant aspects of the research and innovation agendas established by European Technology Platforms, Joint Programming Initiatives and European Innovation Partnerships.

Together with the innovation system approach underlying the Innovation Union strategy, this provides a strong basis for New NEM to form a strong partnership with the Commission and with Member States.

In order to enable a structured dialogue between the Commission and ETPs, designated Commission representatives will actively participate in the work of the New NEM ETP.



Given the cross sectorial nature of New NEM, the primary contact points defined by European Commission in DG Connect are with the Heads of Unit and Project Officers from both the ‘Converging Media and Content’ and the ‘Creativity’ Units.

RELATION TO RELATED EU INITIATIVES

With its insights into strategy, its mobilising and its dissemination capacity, New NEM will contribute to the priority setting and implementation of European Innovation Partnerships. New NEM will work closely with the other ICT ETPs and in particular with the Net!Works ETP. New NEM will work closely with existing Public-Private Partnerships (such as PPP Future Internet), Joint Programming Initiatives and EIT Knowledge and Innovation Communities. New NEM will also seek opportunities to work with ERA-nets, and, will look for support from the relevant Commission departments to help ensure that the necessary links are made, with a view to ensuring synergies are achieved with other ongoing initiatives.

New NEM will investigate a contractual and institutionalised Public Private Partnership in the field of Content, Media and Creative Industries, eventually including the field of Open Data, in order to focus such an initiative as a complementary activity to the Horizon 2020 programs.

NEW NEM CORE ACTIVITIES

The objectives of the New NEM Initiative will be achieved through the following core activities, which can be broadly categorised as:

Development of Strategic Research and Innovation Agendas, including technology roadmaps and their implementation plans, taking into account the corresponding sector policy objectives and the potential economic, social and environmental impacts; the agendas will focus on those actions with impact on the market and will propose timeframes for expected outcomes. They will also include regulatory as well as other non -technological barriers such as business models, skills requirements etc.;

Encouragement of industry participation in Horizon 2020 and helping to widen participation and build capabilities within Member States through active cooperation with networks/partnerships in Member States; this includes identifying opportunities for partnership in the framework of Research and Innovation Strategies for Smart Specialisation implemented in the context of the EU Cohesion policy;

Identification of opportunities for international collaboration and developing the necessary understanding and framework(s) to facilitate future collaboration;

Identification of new demands, trends and requirements for education and training in the context of the new NEM environment, to help ensure the development and supply of suitably skilled professional talent, to meet the future demands of our industry sectors and drive economic growth;

Organisation of NEM Summit events – the major annual event of the New NEM community - and New NEM General Assemblies to bring together all relevant New NEM stakeholders to exchange experiences and discuss broad matters of importance for the community;


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The provision of networking opportunities including with other ETPs to address cross - sectoral challenges and promote the move towards more open models of innovation, by providing opportunities for stakeholders to meet, exchange knowledge, make new contacts and develop ideas for working in partnership;

Facilitation of new partnerships utilising expertise and understanding within the ETP, for example, to identify parties capable of working together to exploit the outcomes of a research project or address a specific challenge.



A3 5G PPP Contractual Arrangement

CONTRACTUAL ARRANGEMENT

SETTING UP A PUBLIC-PRIVATE PARTNERSHIP IN THE AREA OF ADVANCED5G NETWORK INFRASTRUCTURE

FOR THE FUTURE INTERNET

BETWEEN

THE 5G INFRASTRUCTURE ASSOCIATION

AND

THE EUROPEAN UNION

The 5G Infrastructure Association, the registered offices of which are in Officepark Zuiderpoort, Gaston Crommenlaan 10 bus 101 blok C3, 9050 Gent-Ledeberg, Belgium, hereinafter referred to as "the Private Side", and the European Union, represented by the Commission, (jointly hereinafter referred to as "the Parties"),

CONSIDERING THAT:

– The Horizon 2020 Framework Programme of the European Union for research andinnovation7 may be implemented through public-private partnerships taking the form of a contractual arrangement between the partners committed to support thedevelopment and implementation of research and innovation activities of strategicimportance to the Union's competitiveness and industrial leadership;

– The Specific Programme Implementing Horizon 2020 8 has identified potential areas for establishing public-private partnerships;

– The Rules for participation and dissemination in Horizon 2020 9 apply to the indirect actions to be financed by the Commission in the context of this arrangement;

– The Commission Communication of 21 September 2011 on Partnering in Research and Innovation 10 recognises that public-private partnerships in research and innovation are a means of strengthening the Union's competitiveness in key areas of industrial research; In its Communication on "Public-private partnerships in Horizon 2020: a powerful tool to deliver on innovation and growth in Europe"11, the Commission has presented suitable areas for potential public-private partnerships based on contractual arrangements, as well as the steps to be followed before they are launched, and one of these areas is Advanced 5G Network Infrastructure for the Future Internet.

– The proposal received from the Private Side, which has been evaluated by Commission services assisted by independent experts, has been found to fulfil the criteria referred to in Article 19 paragraph 3 of the regulation1 on Horizon 2020

7

Not yet published in the Official Journal.8



COM(2011)57211

COM(2013)494


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Framework Programme or Research and Innovation; the multi-annual roadmap provided in the Annex can be taken as the basis to develop the co-operation under the present arrangement;

– Pursuant to Article 3 of the Statute of the 5G Infrastructure Association, it shall engage in a public-private partnership with the European Union to increase thecompetitiveness of the European telecommunications industry by providing new tools and capabilities for the telecommunications infrastructure supply & manufacturing sector in Europe;

– This contractual arrangement constitutes an agreement in which the Parties will make their best effort to achieve the objectives. Neither Party shall be liable under this arrangement towards the other Party;

RECOGNISING THAT:

– The respective responsibilities of the Parties in the aforementioned areas are mutually reinforcing,

– Due regard should be given to the respective competences and operational frameworks of the Parties,

HAVE DECIDED THE FOLLOWING:

1. SCOPE: A public-private partnership in the area of Advanced 5G Network Infrastructure for the Future Internet, hereinafter referred to as "the partnership", is established between the Parties by the present contractual arrangement, to be implemented in an open, transparent and efficient way. The general objectives of the partnership in support of Union policies, and in particular of the specific objectives of the Horizon 2020 Framework Programme and the EU Industrial policy, are the following:– To conduct the research and innovation work, including in support of downstream

standardisation, that will form the basis of the 5G infrastructure for the Future Internet;

– To develop the next generation of network technologies taking into account keysocietal challenges and their networking requirements;

– To reinforce the European industrial capability to successfully compete on 5G global infrastructure markets with a target share commensurate with that of today (40%);

– To pave the way towards successful introduction of innovative business models based on more powerful and open networks;

– To support the emergence of global standards ensuring competitiveness andinteroperability;

– To help addressing non-technological barriers such as regulatory issues and spectrum availability;

– To validate technologies from a technical and a business perspective through early trials and reference deployments;

– To develop a significant portfolio of essential IPRs to secure the position of industry in Europe;

– To develop the skilled personnel, which is needed to research, develop, provide andoperate advanced communication networks as well as use of such new systems insecondary and vertical markets;

– To provide a reliable and trustworthy communications infrastructure, which securescritical infrastructures from cyber attacks.



2. SPECIFIC OBJECTIVES: The Parties intend to cooperate, on the basis of the multiannual roadmap provided in the Annex, to develop, implement and support a multi-annual research and innovation agenda. The specific objectives of the partnership are the following:– Provide solutions and technologies for ubiquitous broadband access to

interoperable and globally standardized communication networks to help overcoming the Digital Divide;

– Enable networks to support a new range of applications, from IoT to Ultra HighDefinition-TV (UHDTV);

– Improve the energy efficiency;– Improve significantly network security and privacy;– Ensure the continuous education of skilled people with regards to new systems and

new application domains;– Reinforce the European industrial leadership in network and information systems,

maintaining a global 5G market share of European providers, commensurate to their network market share of today (40%);

– Support innovation through openness whilst securing IPRs and know-how with respect to global competition;

– Enable the forthcoming convergence between telecom and IT sectors;– Drive the integration of the services and the intelligent infrastructures for highly

optimised service provision across heterogeneous networks;– Build extensive know-how and IPR base in Europe for future systems in the

research community and industry;– Create an appropriate environment for successful R&D&I activities;– Provide a governance model, which on one hand supports the goals of openness,

transparency and representativeness and on the other hand ensures an efficientmanagement with minimized overhead;

– Support an efficient information flow between projects by respecting the interests of each partner with respect to confidentiality and access rights.

3. ACTIVITIES, INVESTMENT and OUTPUTS: The research and innovation activities to be co-funded under the Horizon 2020 Framework Programme in the scope of thepartnership will be subject to the Horizon 2020 Rules for participation and dissemination. The Commission intends to allocate from the Union budget an indicative financial envelope of EUR 700 million for the period of 2014-2020 for those research and innovation activities (from DG Communications Networks, Content and Technology). These allocations will be included in the periodic Horizon 2020 work programmes. The Private Side commits to engage the stakeholder community to invest funds in research and innovation activities specific to the partnership domain both by complementing the Commission's support to the projects for the implementation of the research and innovation agenda within the Horizon 2020 Framework Programme, and to provide other outputs outside it, as mentioned in point 6 and in the Annex.

4. GOVERNANCE: The Parties will establish a Partnership Board as the main mechanism for dialogue to reach the objectives foreseen by this contractual arrangement. The Partnership Board will comprise members nominated by the Private Side, ensuring a proper representation of the wider community of stakeholders, and Commission officials representing the services in charge of the EU financial contribution to the actions to be funded under the partnership. The Partnership Board


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will establish its rules for procedure, based on a harmonised proposal provided by the Commission, covering inter alia issues related to confidentiality, transparency and avoidance of conflicts of interest. The Parties may also meet at high level to review the work of the Partnership Board, take stock of the progress achieved by the partnership and discuss further ways to enhance mutual collaboration. The Private Side will decide on its own governance structures and implement the appropriate consultation processes, based on openness and transparency, to ensure the adequate involvement of all relevant stakeholders in the preparation of the inputs to the Commission.

5. SPECIFIC COMMITMENTS OF THE COMMISSION: The Commission commits toduly consider inputs and advice from the Private Side in order to identify research andinnovation activities to be proposed for financial support under the Horizon 2020Framework Programme. For that purpose, the Commission commits to maintain regular dialogue with the Private Side during the preparatory phase of the drafting of the work programmes referred to in Article 5 of the Specific Programme. In this context, the Commission will ensure through the rules for procedure of the Partnership Board that the inputs and advice received from the Private side are developed through an adequate involvement of all relevant stakeholders and will put emphasis on the appropriateness of the Private side's governance structure regarding the openness to new members.

6. SPECIFIC COMMITMENTS OF THE PRIVATE SIDE: The Private Side commits toprovide inputs and advice to the Commission to achieve the objectives of the partnership, in particular to contribute to the identification of research and innovation activities to be included in the Horizon 2020 work programmes in view of financial support following the calls for proposals. The Private Side also commits to the following:– Stimulate stakeholders' investments;– Open, transparent and inclusive definition of the Strategic Research and Innovation

Agenda (SRIA);– Support to the ex-post assessment of the implemented projects;– Ensure, together with the public side, an average SME participation level of 20%;– Leverage the PPP investments through sector investment of at least 5 times the PPP

total costs;– Leverage the achieved results in the context of global standards and of global

interoperability;– Support the emergence of a European consensus for what concerns future spectrum

requirements for 5G systems, taking WRC-18 as target umbrella for submitting formal contributions;

– Act as "one stop" shop EU interface towards other 5G initiatives in the world;– Implement an international cooperation strategy in support of global standards and

harmonized spectrum allocation;– Secure research results through establishment of IPR portfolio;– Leverage on EIT KIC ICT Labs to develop skills and competences in 5G through

establishment of a MoU with EIT ICT Labs;– Address the issue of acceptance of new technology by society and consumers;– Identify potential barriers for acceptance. Areas to be addressed in priority include

electromagnetic emissions, network security and privacy issues;– Define an approach towards Corporate Social Responsibility for the introduction of

new 5G technologies;



– Organise public consultations on ethical issues with the public side.

The Private Side will provide evidence of fulfilling its commitment to the objectives of the partnership, addressing the key performance indicators, and ensure that the specificcommitments expressed in terms of investments, as indicated in the Annex, are respected.The Private Side will invite the Commission to attend its General Assembly and otherrelevant meetings, subject to its own procedures.

7. MONITORING: With due regard to their respective competences, institutional settingsand operational frameworks, the Parties will regularly inform and consult each other, asappropriate, in particular in order to monitor the progress of the partnership towards itsobjectives and to assess the impact of its activities and the leverage of additionalinvestments. The key performance indicators will include the following:

Business-related KPIs:– Leverage effect of EU research and innovation funding in terms of private

investment in R&D for 5G systems in the order of 5 to 10 times;– Target SME participation under this initiative commensurate with an allocation of

20% of the total public funding;– Reach a global market share for 5G equipment & services delivered by European

headquartered ICT companies at, or above, the reported 2011 level of 43 % globalmarket share in communication infrastructure.

Performance KPIs:– Providing 1000 times higher wireless area capacity and more varied service

capabilities compared to 2010;– Reducing the average service creation time cycle from 90 hours to 90 minutes (as

compared to the equivalent time cycle in 2010);– Very dense deployments to connect over 7 trillion wireless devices serving over 7

billion people;– Secure, reliable and dependable Internet with a "zero perceived" downtime for

services provision.

Societal KPIs:– Enabling advanced User controlled privacy;– Reduction of energy consumption per service up to 90 % (as compared to 2010);– European availability of a competitive industrial offer for 5G systems and

technologies;– New economically-viable services of high societal value like U-HDTV and M2M

applications;– Establishment and availability of 5G skills development curricula in partnership

with the ЕГГ.

The Commission will regularly monitor the progress towards achieving the partnershipobjectives, for the duration of the contractual arrangement and for three years after its end,in particular on the basis of evidence to be provided by the Private Side.

8. APPLICATION OF THIS ARRANGEMENT: Any provision of this contractualarrangement takes precedence over the Annex. Any issues related to the interpretation and implementation of the present arrangement will be decided upon in consultation by the Parties. Amendments to this arrangement may be requested by any of the Parties byregistered letter.


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9. DURATION AND REVIEW: This contractual arrangement enters into force as from 1January 2014 and will remain in force until 31 December 2020. Any of the Parties maycommunicate by registered letter at any time the motivated intention to terminate thisarrangement. The termination will be effective three months after the sending of thisletter. No later than 30 June 2017 the Commission intends to undertake, with theassistance of independent experts, a review covering the performance of the partnershipand the progress towards its objectives. On the basis of the review, the Comm ission may request amendments to this contractual arrangement or decide its termination. A final review will also be undertaken before the end of Horizon 2020.

10. ANNEX: Multi-annual roadmap for the partnership.

Done in duplicate at Brussels on 17 December 2013.

FOR 5G INFRASTRUCTUREASSOCIATION

FOR THE EUROPEAN COMMISSION

Hossein MOIINFounding member

Neelie KroesVice-President in charge

of Digital Agenda

Marcus WELDONBoard Representative



Advanced 5G Network Infrastructure

for the Future Internet

Public Private Partnership in Horizon 2020

-------

"Creating a Smart Ubiquitous Network for the Future Internet"

-------

In Brief

The communication network and service environment of 2020 will be infinitely richer and more complex than that of today. Our expectation is that in 2020 the network infrastructure will be capable of connecting everything according to a multiplicity of application specific requirements: People, things, processes, computing centres, content, knowledge, information, goods, in a flexible, truly mobile, and powerful way. The future will encompass connected sensors, connected vehicles, smart meters and smart home gadgets way beyond our current experience of tablet and smartphone connectivity.

There is urgency to properly address the novel infrastructure that will be needed to cater for these challenging and unprecedented growth and performance characteristics. Manufacturers, service providers and also internet players, that are operating data centres, are involved in this evolution. This will lead to redefining the value chains, reinventing the roles and relationships between the players, whilst opening new innovation opportunities. In parallel, a turning point is coming in communications networks with the progressive introduction of virtualisation and of software based network functionalities to offer the required flexibility and reactivity.

These novel network requirements, technologies and architectures will introduce a wide range of industrial opportunities for both established and new actors and also for SME's. Europe must take this golden opportunity to drive the changes and position European vendors, service providers and innovative SME's in new markets and with new offers.

Europe need to take action now to stimulate the development of this advanced network infrastructure for Future Internet to ensure the long term competitiveness of the European network industry at large and of all the industrial sectors requiring advanced ICT services as part of their competitive profile.

We propose a Public Private Partnership Programme that will deliver solutions, architectures, technologies and standards for the ubiquitous 5G communication infrastructures of the next decade. The following high level Key Performance Indicators (KPI's) are proposed to frame the research activities:



Reducing the average service creation time cycle from 90 hours to 90 minutes.

Creating a secure, reliable and dependable Internet with a “zero perceived” downtime for services provision.


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Facilitating very dense deployments of wireless communication links to connect over 7 trillion wireless devices serving over 7 billion people.

Enabling advanced User controlled privacy.

This annex is the result of extensive discussions between stakeholders to target a new partnership initiative by means of a Public-Private-Partnership (PPP) under the European Horizon 2020 framework to address Information and Communication Technology (ICT) Infrastructures and Communication Networks. This is a direct response to the call by Commissioner Kroes in her address at the Mobile World Congress 2013 in Barcelona for a timely initiative to further strengthen European industry’s competitiveness in this area.

The preparation of this annex was supported by major organisations from the industry (manufacturers, operators), the SME and the research domain. The group is being continuously extended. Contacts to other initiatives and European Technology Platforms for cooperation in the PPP have been initiated in order to involve all in wider community and stakeholders in this activity.

Acknowledgement:

The technical part of this annex is mainly based on the Strategic Research Agenda of the Net!Works European Technology Platform12.

Some complementary elements have also been incorporated from documents of the NESSI, ISI and the Photonics21 ETPs.

In addition, information from the ETNO/Eurescom position paper “The Evolution of Network Infrastructure towards 2020” as well as the Net!Works Expert Group “5G position paper” were extensively used. The latter was also facilitated by the EU Framework Programme 7 "NetSoc" Coordination Action.

The received comments from wide public consultation, which was launched on May 10, 2013, have been carefully examined and incorporated where appropriate.

12 On October 29, 2013 the ETPs ISI and Net!Works were restructured and formed together a new

communication networks-oriented ETP. Therefore, the name Net!Works will be changed in the coming weeks.



Contents

1. VISION 801.1. Scene Setter 801.2. Actors behind this Annex 831.3. Added Value of Action at Union Level 891.4. Added Value of Implementation via a Contractual PPP 911.5. Overall Long Term Vision of the PPP 921.6. Strategic and Specific Objectives of the PPP 95

2. RESEARCH AND INNOVATION STRATEGY 982.1. Scope of R&D and Innovation Challenges 98

2.1.1. Faster, more Powerful and more Energy Efficient Solutions for 98integrated High Capacity Networks for a Wider Range of Services2.1.1.1. Wireless Networks 982.1.1.2. Optical Networks 1032.1.1.3. Automated Network Organisation - Network Management 109

and Automation2.1.1.4. Implementing Convergence Beyond the Access Last Mile 111

2.1.2. Re-Designing the Network 1132.1.2.1. Information Centric Networks 1142.1.2.2. Network Function Virtualisation 1162.1.2.3. Software Defined Networks 1202.1.2.4. Networks of Clouds 1222.1.2.5. Roadmap of “Re-Designing the Network” 124

2.1.3. Ensuring Availability, Robustness and Security 1252.1.4. Ensuring Efficient Hardware Implementations 126

2.2. Key Stakeholders along the Value Chain 1282.3. Indicative Timeline and Estimated Budget 128

3. EXPECTED IMPACTS 1313.1. Description of Industry Commitments 1313.2. Expected Impacts of the PPP and Strategic Objectives 1323.3. Ability to Leverage Additional Investments 1353.4. Strategy and Methodology/Mechanism for Coordinating the Implementation 136

and Measuring Progress3.5. Identified Indicators 1393.6. Proposed Methodology for Monitoring Industrial Commitments 143

4. GOVERNANCE 1454.1. General Considerations 1454.2. Description of the Organisational Structure 1464.3. Association Statutes and Modus Operandi of Association 147

4.3.1. Optimising Openness combined with Efficiency 1474.3.2. Commitments of the Association 1484.3.3. Characteristics of the Association 148

4.3.3.1. Board and General Assembly 1494.3.3.2. Purpose of the Association 149

4.3.4. Statutes of the Association – Terms of Reference 1504.3.5. Members Agreement: Terms of Reference 153

4.4. The Net!Works ETP 1534.5. Governance Model of the Partnership – 5G Infrastructure 157

Collaboration Agreement4.5.1. 5G Infrastructure Collaboration Agreement 1574.5.2. Principles Regarding the Sharing of Information and Dissemination 158

of Results and Handling of IPR benefits of the Sector, aswill be applicable for Projects in the 5G InfrastructureCollaboration Agreement

4.5.3. 5G Infrastructure Collaboration Agreement 1594.5.4. Timing and Planning 160

LIST OF ACRONYMS 162


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1. Vision

1.1 Scene Setter

Communication Networks: an Infrastructure of Strategic Importance

Today communication networks are essential for all areas and sectors of our societies and economies in developed and emerging countries.

They support the many services and applications of the Internet. Critical infrastructures like energy, gas, water, transportation, health are becoming increasingly dependent on Internet connectivity. Internet connectivity is a critical infrastructure for societies and economies. It is a key enabling technology for all sectors and is making other processes and the use of resources more efficient.

The communications sector significance to the European and global economies is explained in the following Sections.

Key economic figures Source

Global ICT market 2646 billion € EITO, 2012

Global telecommunications market

1630 billion € EITO, 2012

Total service revenue in Europe 275 billion € ETNO, 2011

Mobile service market in Europe 174 billion € GSMA, 2010

Subscribers

Mobile Fixed broadband Internet

More than 6 billion Around 709 million More than 2.4 billion

GSMA

ITU

Internet Statistics

Contribution to EU GDP

ICT market Telecommunications market

Between 5 and 6% Between 3 and 3.7%

Different market studies

GDP growth Additional up to 1.38% points in low and middle-income economies

Additional up to 1.21% points in high-income economies

Worldbank, 2009

Overall employment 7.2 to 7.5 million employees in Europe

(rather stable between since 2002)

Digital Agenda scoreboard, 2012

A large contribution to the European Economy

According to EITO the global telecommunications market was € 1630 billion in 2012 and has been growing in recent years. The biggest markets are the APAC region with € 497 billion followed by the US with € 394 billion and Europe with € 354 billion. Within the global ICT market of € 2646 billion, the telecommunications market is 62% while the IT market is 38%, highlighting the significance and scale of these sectors.

The global IT spending will grow in the coming years (Figure 1). The telecom services market continues to be the largest IT spending market. Gartner analysts predict that this market will be predominately flat over the next several years as revenue from



mobile data services compensates for the declines in total spending for both the fixed and mobile voice services markets. By 2016, Gartner forecasts that mobile data will represent 33% of the total telecom services market, up from 22% in 2012.

Figure 1: Global IT Spending [Gartner]

ETNO figures indicate the total service revenue for 2011 in Europe was about € 275 billion. On the mobile communication market, GSMA indicates that the service market in Europe reached a total revenue of € 174 billion in 2010, which is comparable to the aerospace industry and larger than pharmaceuticals. It corresponds to 1% of the total European Economic Area (EEA). The net sales of the 10 major European companies in the telecommunication equipment sector reached about € 85 billion in 2011 (source: JRC).

The ICT generates between 5 and 6% of the EU GDP, within which the telecommunications market ranges from 3.0 to 3.7%.

The overall employment figure has been rather stable between 7.2 to 7.5 million employees since 2002 (Source: Digital Agenda Scoreboard). The employment trend is however influenced by convergence between the IT and the telecommunications sectors, with an expected significant increase of jobs in the IT domain enabled by a pervasive, broadband and mobile underlying network infrastructure. From that interrelated perspective, the communication domain is central to economic growth and job creation, also in downstream sectors.

The sector is contributing approximately € 65 billion to European public funding (taxes) plus additional 18 billion € from related industries.

From a strategic perspective it is thus essential for Europe to maintain and strengthen the sector by continuous innovation and to increase the know how in order to keep a strong position in a strategically important market. The communication industry in Europe has a strong position and is well positioned in global competition, due to significant research and innovation investments. Other regions like China, Japan, Korea and the US have recognised the strategic nature of this domain and have initiated huge research activities to define the networks of tomorrow. Also, the strategic nature of the


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communication sector extends beyond its sole industrial domain as the boundaries with the IT domain tend to blur.

Enabling Additional GDP Growth and Jobs

The Worldbank has studied the impact of broadband communications on economic growth in developed and developing economies for different network systems like fixed networks, mobile communications, Internet and broadband communications. Increased broadband penetration can create additional GDP growth of up to 1.38 % points in low and middle-income economies. In high-income economies the effect is slightly smaller with 1.21 % points of GDP growth. OECD confirmed these trends.

As an example broadband investments in Germany between 2010 and 2020 are expected to add € 170.9 billion to GDP and 968,000 jobs. Similar effects can be expected in other European countries. In a similar study performed already in 2004 by Deutsche Bank estimated a significant contribution to job creation in Europe by means of mobile communication systems.

Facing an ICT Paradigm Change

Communication Networks have evolved dramatically over the past decades. In the nineties digital mobile communications were introduced, ADSL technologies have matured and more recently, at the beginning of this millennium, massive deployment of broadband fixed access, followed by mobile and full IP architectures, have nurtured the development of the Internet ecosystem. Europe has been a key player on the related technologies, and particularly in the mobile domain. This evolution will continue and even strongly accelerate over the next decade considering the ever growing needs of users and varieties of applications and environments to serve.

The anticipated variety of new professional usages brings in new requirements on availability, latency, reliability, trustworthiness and security. This demands new approaches to networking, with networking features and functionalities much more closely embedded with the applications (incl. critical physical and industrial processes) than today.

In parallel, users will be more and more demanding in terms of contents and service requirements, whilst getting increasingly sensitive to privacy and sustainability issues. These requirements will impose very strong constraints on networks and service platforms.

As a consequence, new network approaches are required by 2020 to serve the growing demand and face the associated challenges:

How to handle the explosion of the traffic and provide the necessary capacity, spectrum;

How to flexibly accommodate novel classes of services (IoT, M2M, or content based, and others which are not known today) whilst keeping low CAPEX and OPEX?

How to make the Internet a ubiquitous and dependable infrastructure in mobile, wireless and fixed communications?

How to guarantee the Quality of Service, including security / privacy needed for professional usages over the Internet?

How to make the communication critical infrastructure as resilient as required by consumers of interconnected critical infrastructures such as smart grid?



How to get energy consumption reduced by 90%?

It can be anticipated that the today's artificial separation of the fixed and mobile networks will disappear, with capabilities and performances of mobile networks becoming similar to those of fixed networks in terms of capacity and services diversity. This will in turn require innovative architectural approaches for mobile networks and a proactive approach to solve the anticipated capacity and spectrum crunch.

The convergence of telecommunications and IT systems in future networks will also result in open platforms, which will enable new opportunities for innovation and new business models, especially for the SMEs. This will in turn require more systematic adoption of software defined networking (SDN) concepts to adapt future networks to new requirements allowing continuous and fast innovation cycles in the communication infrastructures and in the Internet. Similarly, equipment virtualisation as widely practiced in the IT domain, is seen as a promising approach in decreasing costs, using the networking resources more efficiently and in gaining necessary flexibility.

Future 5G networks will be significantly different from today's networks. It takes on average 10 years to develop a new generation of network infrastructure. Maintaining and enhancing the competitiveness of the European communications industry at large in the long term require starting ambitious research and innovation actions now. This is also critical to ensure the competitiveness of all the industrial sectors that use advanced ICT networked services to keep a competitive advantage.

1.2 Actors behind this Annex

The Net!Works European Technology Platform (ETP) (http://www.networks-etp.eu/) has been the natural founding constituency to building the present 5G Infrastructure PPP and in fostering the involvement of a wide community. In the past, Net!Works has already developed a series of annually updated Strategic Research and Innovation Agendas (SRIA) and the latest publicly available version of the SRIA has been a basis to this document.

This annex relies on the rich and diverse expertise inherent to the actors of the Net!Works ETP community, including industry network operators and manufacturers, SMEs, Research Centres and Universities. As of today the Net!Works ETP counts nearly 900 members across Europe. Figure 2 shows the composition of the Net!Works membership with a strong representation from the SME and research domain.


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Figure 2: Net!Works membership versus stakeholder groups and countries [Net!Works ETP]

In addition, ETNO (European Telecommunication Network Operators) (http://www.etno.be/), representing a membership of 37 operators (http://www.etno.be/home/about-us/members) is supporting this annex.

The organisations supporting this annex are the major European ICT sector representatives with the capability to make the Internet economy happen. The industry partners in this group have a significant global market share in their area of business. All these players have a long history in the last decades in collaborative research projects on European level on 3G/UMTS, LTE and IMT-Advanced and beyond, optical and broadband access systems, and in particular have been actively involved in collaborative research projects on European level and in the development and standardisation of all major communication network systems and standards. Based on this research huge investments were made for development and deployment of these systems globally. It isintended to build on this success and the valuable experience gained in pre -competitive collaborative research.

This group is open and has continuously been extended in the preparatory phase of the 5G Infrastructure PPP in Horizon 2020 through the addition of organisations from industry (manufacturers and service providers), from the SME domain and from the research community. Additional organisations from the implementation domain (e.g. ARM, STMicroelectronics), and from microelectronics and RF technology are also being approached in order to ensure that new concepts and systems will be embraced by thewhole industry in Europe, so as to ensure its industrial feasibility.

In particular, the SME domain is expected to provide a significant contribution to the emergence of innovative technology solutions. It is therefore important to ensure a reinforced SME participation to meet the ambitious goals.

There are different means which are considered to involve SMEs in the PPP in an efficient manner, depending on the various types of SMEs:

SMEs that naturally come with the ecosystem of large players: The ecosystem will depend on each company and its structure. Each player has to define, which part of its ecosystem should be introduced into the PPP activities.

SMEs that intervene independently of established links, but are attracted by the upstream research topic: Dedicated information days for SMEs will be organised ahead of upcoming calls for proposals and open calls in ongoing projects in order to present areas and possibilities for involvement in project proposals and

1-5 m embers

6-10 m em bers

11-20 m embers

21-40 m embers

41-60 m embers

61- members



ongoing projects. Representatives from SME organisations from the Net/Works ETP, EIT ICT Labs and other SME organisations in the Association will be asked to support such activities.

SMEs that emerge as developers, or using opportunities offered by the new technology at testing validation level: A similar approach like in FI-PPP Phase III will be applied. Trial systems will be made available for software and application developers. This will happen either by the direct involvement in projects as partner or according to Special Clause 42 in FP 7 by means of small contracts for dedicated tasks. The experience from FI-PPP will be taken into account.

It is expected that SME participation will increase during the lifetime of the programme in particular in later phases, where software and applications will be developed based on the provided platform and/or for trials. The overall average SME participation under this initiative will be in the order of 20 % of the resources.

It will also be critical to get users onboard timely in order to reinforce the user perspective in the PPP for the introduction and acceptance of new technology. The following steps will be implemented by the PPP Association and the 5G PPP governing bodies:

The FI-PPP Phase I 13 “use case” projects were already aimed at collecting requirements in ICT systems from different application domains. This information is publicly available and can be used as basis for the support of vertical sectors. The FI-PPP Programme Chair will be invited to be an Associated Member of the PPP Association in order to represent the use case communities, which are supported by the FI-PPP.

The PPP will establish formal links to application sectors like energy, health, transport etc. from FI-PPP will be used as well as from use case workshops, which are organised in the context of the FP7 NetSoc project and similar future activities.

The PPP will also establish links to the Living Labs programme (http://www.openlivinglabs.eu/) to collect user requirements on ICT systems.

The PPP will establish links to EIT ICT labs. The existing ETPs, among those which represent relevant application domains,

will be approached to send representatives to be members of the PPP Association. The officially recognised ETPs by the EU Commission (status July 12, 2013) are available at http://cordis.europa.eu/technology-platforms/individual_en.html. According to the following table from the Cordis Website the following ETPs and JTIs are candidates for cooperation:

o Energy: EU PV TP, TPWind, SmartGridso Environment: WssTPo ICT: ARTEMIS, ENIAC, EPoSS, ISI, NEM, NESSI, Photonics21o To be further evaluated sectors: Bio-based economy, Production and

processes and Transport.

Set of all Individual ETPs

13

FI-PPP = Future Internet PPP (Ongoing initiative)


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Bio-based economy

Energy Environment ICTProduction

and processes

Transport

EATIP Biofuels WssTP ARTEMIS ECTP ACARE

ETPGAH EU PV TP EUROP ESTEP ERRAC

Food for Life

TPWind ETP4HPC EuMaT ERTRAC

Forest-based

RHC ENIAC FTC Logistics

Plants SmartGrids EPoSS SusChem Waterborne

FABRE TP SNETP ISI Nanomedicine

TP Organics ZEP Net!Works ETP-SMR

NEM Manufuture

NESSI

Photonics 21

Cross ETP Initiatives

Nanofutures

Industrial Safety

The following user groups should represent the main part of the future demand:

Network operators, which will deploy and operate respective systems. Application and content providers i.e. OTT and vertical sectors will use new

network technology for specific applications. For these purposes novel classes of services (IoT, M2M, or content based, and others which are not known today) have to be accommodated to enable cooperation mechanism between Internet Service Providers and application/content providers for the optimal use of resources (bandwidth, computing, storage, energy, ...)

End users of new technologies will provide views on their needs and on the acceptance of such new systems. Consolidated views from end users will be best received from end user associations (e.g. European Association for the Coordination of Consumer Representation in Standardisation (ANEC) http://ec.europa.eu/consumers/empowerment/cons_networks_en.htm#euro.

All these different groups will be represented in a Stakeholder Board, which will be organized by the PPP Association. The Stakeholder Board has the objective to discuss different views from different groups and sectors for consideration and integration into the roadmap in order to get support from the constituency. This Board will meet every 6 months either physically or in conference calls. Details on the procedure for the involvement of different groups and decision making are described in Section 4.

It is expected that the development of 5G systems will be based on an ecosystem of a close cooperation between industry, SMEs and the research community to develop



innovative solutions and to ensure the acceptance and exploitation of these solutions in global standards and markets.

Industry will play a major role in the PPP with respect to the necessary long -term investment in global standardisation and the integration of all technological contributions into complex interoperable systems. Communication network manufacturers and communication service providers contribute significantly to the research and development of new global systems and standards. The continuous dialogue between both stakeholder groups is essential to define appropriate new system capabilities with respect to user experience and cost.

The private sector (industry and SMEs) in Europe supporting this annex has the strong intention to strengthen the communication sector in the development of future 5G networks as well as to maintain the high global market share in cooperation with the research community. European headquartered ICT companies had a global market share in 2011 of more than 43 % (Figure 3) and the ambition is to improve this share for 5G infrastructures.

Figure 3: Global market share of major communication network vendors, 2011 [OVUM]

According to a study of the EU JRC the telecommunication sector is one of the most research intense sectors with R&D spending of about 14 % of total revenue. The following Figure 4 displays the ranking of the top 20 R&D companies in the communication equipment sector by the total R&D investment and is clearly highlighting the position of members of the group of supporting organisations from a global perspective.


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Figure 4: Top 20 R&D companies (Nokia Solutions and Networks is consolidated in the Nokia figures) [EU Commission]

Although service providers are less R&D intensive than manufacturers (2 % versus 14 %), European service providers are very well positioned compared to those in the US and Asia. Figure 5 shows the research intensity of different stakeholders in different regions of the world.



Figure 5: Research intensity of stakeholders [EU Commission, Joint Research Centre, 2011]

A growing community for the Future Internet

It is expected that this annex will serve as the foundation for the further implementation of the PPP, which will be industry driven.

The number of organisations having contributed / contributing to relevant European research is nearly 500. The evolution of this annex has not been limited just to Net!Works members. The PPP is open to any organisation active in the technical scope of this PPP. For instance, related sectors like micro-electronics and the IT domain are being actively approached to complement the necessary expertise.

The proposed governance of the PPP and the liaison to the ETP are detailed in Section 4.

1.3 Added Value of Action at Union Level

Synergy and critical mass for competition on global basis

The communication sector is one of the most research intensive sectors in industry.

European industry has been historically strong in research, development and integration of complex systems like communication networks. A wide spread and well established research community in R&D centres and universities are cooperating with industry and SMEs for knowledge and IPR generation. In addition, communication networks are increasingly using software technologies. However, know how is also required in hardware and RF design as well as in manufacturing technologies for equipment, network planning and operation.

Many systems are expected to be based on standardised hardware. This provides many advantages such as: Manufacturing of some parts close to target markets, c lose contact to local customers, reduced transportation cost, and help in overcoming trade barriers and potential risks of currency exchange rates. However, it is essential that some critical parts of communication networks, such as system software and special hardware


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components, which are considered as means of differentiation between products and global competitors, are designed and manufactured in Europe.

The technology shift from hardware-oriented systems in the past towards software- and signal processing-dominated systems today require different skills. These skills will be developed by fostering a closer cooperation between the communication and IT industries as well as by having these industries joining forces with the research community in universities and R&D centres in Europe.

This will further strengthen Europe in providing integrated multilayer solutions for the global market. Higher skilled jobs in this industry will be created as well as in the system design and the development of innovative applications. Therefore, the efforts should be focused on the development of such new skills in system and solution designs through major investment in education. An appropriate environment should be created to attract private sector investments. In this domain Europe is in a strong position to compete on a global basis.

To that end, cooperation at European level is essential due to the distributed research and development activities of major companies across Europe and the strong European research community in this domain.

Consensus building for standardisation

The development of new communication networks is dependent on the emergence of globally accepted standards in order to ensure interoperability, economies of scale with affordable cost for system deployment and end users. Therefore, it is essential that major players, who are usually based with their headquarter organisations in different European countries, join forces and cooperate in the early phase of research to develop new concepts, systems, technologies and algorithms that can later be transformed into global standards. This helps consensus building in the pre-competitive phase, which will be exploited in global standardisation under the conditions of global competition. Experience has shown, e.g. for LTE and IMT-Advanced, that such early cooperation is very efficient in the preparation of future standardisation

Technology sovereignty and security

With respect to the fact that communication networks are increasingly considered as a critical infrastructure it is essential for Europe that system research, development, knowledge creation and IPR generation are performed in Europe. All critical parts of system design need to be developed in Europe in order to have full access to the technology.

In addition, cooperation at European level by means of a PPP provides benefits to all stakeholders like:

A one-stop-shop for a European initiative for international cooperation and international relations regarding third country initiatives in this field.

An early identification of the roadblocks for system deployment at EU level, including regulatory, spectrum, standards and market take up conditions. In particular standardisation is key to ensuring the needed interoperability levels for communication networks, whose deployment footprint is, by nature, global.

This will not be possible by only relying on national basis, because major players could then merely cooperate via their national subsidiaries, which may not be in the position to align standardisation strategies efficiently compared to cooperation on European



level. It should also be considered that counterparts in global competition are coming from other regions with huge domestic markets. In order to provide stakeholders from Europe a similar opportunity and ensure comparable impact, cooperation on European level would provide a similar size of resources and strength as in other regions.

1.4 Added Value of Implementation via a Contractual PPP

A new partnership initiative will provide a research environment allowing for inclusive research areas. From an industry perspective it is important to promote research in the pre-competitive domain, e.g. to develop early consensus on technologies and architectures, as well as to prepare future standardisation. It will also drive the optimum use of the different instruments available at EU-level which should be selected depending on the topic and activity and where it is located on the innovation cycle.

The benefits of using a Contractual PPP approach are as follows:

Secured commitment of industry and EU Commission, including funding and investments, to meet critical societal and industrial policy objectives.

Long-term continuity of activities in order to achieve originally set long-term (pluri-annual) goals and targets. It takes on average 10 years to develop new communication network standards including regulatory conditions and to make new frequency spectrum available. Though this is accelerating with the introduction of software platforms, the framework programme time span is fully compatible with the development of a new generation of networks and systems.

Building on the past success of the pre-competitive collaborative research projects in Framework Programmes 6 and 7 (FP6 and FP7) towards the development of globally accepted communication network standards.

Cooperation between different research projects in order to address a holistic system perspective, e.g. enable cooperation for interfaces definition between different network elements and entities, etc.

Efficient management: Leaner and faster organisation and governance of new projects under the PPP umbrella, obtaining the benefits from a formalisation of the partnership (less time to set up, reduced costs, less legal and administrative burdens) without the efforts of an institutionalisation, when the necessary legal framework for cooperation across projects is put in place by the PPP structure.

Openness to the participation of a wide stakeholder group, including newcomers and smaller players, in transparent procedures, public consultations and open competition, and enabling also a wide inclusion of particular experiences from all EU countries.

Emphasis on defining clear directions and priorities through roadmaps which have gained wide consensus through the activities of the underpinning European Technology Platforms.

Appropriate structuring of programmes and individual projects in order to guarantee adequate coverage of all research priorities and provide potential synergies in order to enable the pre-determined targets and milestones to be achieved.

High degree of accountability, through the continuous review and monitoring of progress over the course of Horizon 2020, being a clear task of the PPP, using the roadmaps.


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Greater focus on the integration of supportive measures like standardisation or training and education through dedicated actions.

Greater flexibility and agility, capable of responding more rapidly to emerging opportunities in terms of technological development on one hand and to unforeseen, adverse conditions and a shifting economic situation on the other hand.

More opportunities for creating coherence and complementarities with the diverse landscape of member states funding policies in the field.

More coordinated approach between EU players to take part in the global consensus building.

The partnership initiative will be optimally realised using a set of different instruments and phases in order to enable both a shift of focus and change of activities throughout the lifetime of the overall initiative, and through this follow developments towards technology maturity, close to standardisation to ensure future market adoption and take up of results.

A well designed PPP will provide a more stable environment towards 2020 with respect to research topics and budget allocation in order to implement an agreed research programme based on a publicly accepted SRIA (Strategic Research and Innovation Agenda).

Finally, a roadmap based PPP allows to plan early in the process the downstream technology validation and exploitation activities which are needed to realise the innovation objectives targeted by both the public and private entities.

1.5 Overall Long Term Vision of the PPP

The communications environment of 2020 will be infinitely richer and more complex than the networks and services of today. Our expectation is that in 2020 the network infrastructure will be capable of connecting everything according to a multiplicity of application specific requirements: People, things, processes, computing centres, content, knowledge, information, goods, in a flexible, truly mobile, and powerful way. The future will encompass adhesive sensors, connected vehicles, smart meters and smart home devices, i.e. much more than just tablets and smartphones. We must now anticipate these unprecedented growth and performance characteristics and start the revolution in terms of infrastructure that will be needed to cater for these explosive scenarios.

With more than 2.4 billion users globally (as of June 2012) Internet usage is relentlessly growing. A key trend relates to mobility, as broadband mobile usage is expected to be dominant over the coming years. For data traffic and M2M communications, we expect a 40-fold increase between 2010 and 2015 (Figure 6) and a 1000 fold increase over a decade. These developments demand rethink of network designs, to support ubiquitous broadband access to all kinds of heterogeneous and customised Internet based services and applications. Another important driver is the development of M2M communications for many application domains and in particular in vertical sectors.



Figure 6a: Machine-to-Machine traffic to increase 40-fold between 2010 and 2015. [Cisco Visual Networking Index: Global Mobile Data Traffic Forecast Update, 2010 – 2015]

Figure 6b: The market for cumulative cellular M2M connections will rise from about 110 million connections in 2011 to approximately 365 million connections by 2016. [ABI Research]

Drivers of the Future Internet are all kind of services and applications from low (sensor and IoT) to high throughput rates (e.g. high quality video streaming) and low to high latency and for a variety of devices supporting these services and applications. Different innovation cycles (of several months in the services and applications domain, of several years for radio networks) imply that networks cannot be designed based on pre -established requirements. It is necessary to make challenging working assumpti ons on major basic technical requirements based on today’s best knowledge in order to meet the needs in the 2020 time frame. To a certain degree software based systems will provide the flexibility to adapt to new requirements and make it easier to introduc e innovation into deployed systems. Flexibility in technical requirements and the system design is key to enable further innovation and to meet unforeseen future service requirements. Therefore, from the long-term vision perspective future systems have to offer high flexibility in data throughput, mobile ubiquity and have to allow for very low latency and adaptability to new schemes. In particular, popularity of video based applications is increasingly demanding for more available bandwidth or data throughput. On the other hand emerging augmented reality services pose stringent constraints in latency. Sensor data, actuators and IoT systems may require an efficient support of very low data streams and highly bursty signalling and data traffic.

The ever-increasing demand from customers and M2M systems will impact the network, and new technologies will be introduced for transmission, (broadband) connectivity, switching, routing, naming/addressing, storage and execution.

Our vision is that in ten years from now, telecom and IT will be integrated towards a common very high capacity ubiquitous infrastructure, with converging capabilities for both fixed and mobile accesses. It will be massively based on general purpose, programmable and specific high performance hardware that will offer resources for transport, routing, storage and execution. Network elements will become "computing equivalent" equipment that gathers programmable resources, interfaces and functions based on virtualisation technologies.


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Some key points of future 5G networks can be highlighted:

Future 5G networks will not only be based on transport and routing/switching technologies anymore. They will be more flexible and open, able to evolve more easily than today’s networks and also embed sensing, computing and storage resources in a converged infrastructure to orchestrate the delivery of services in a secure manner.

Future 5G networks will cooperate with satellite networks, home networks and devices and will be able to adapt their behaviour depending on user’s or terminal’s contexts. They will be able to manage access selection in order to provide dynamically the best available network.

Optimal performance needs planning and implementation from both network and end user device point of view. In future there will also be numerous other devices than end user devices. Therefore we also need to ensure optimal functioning of capable end user devices and high amount of other connected devices.

Security will be a key requirement of future networks where embedded security will be embraced as general concept. Also, resilience to threats and robustness in emergency scenarios need to be embedded in the architecture.

Future 5G networks will have to provide a significantly higher system capacity than today and solve the anticipated spectrum crunch.

Future 5G networks should be based on common network management for mobile and wireless as well as the fixed network for economic network deployment and operation.

In addition, future 5G networks will be able to satisfy a multiplicity of requirements originating from "vertical sectors" with multiple use cases originating from different application sectors. The current Future Internet PPP of the EU Commission in Framework Programme 7 offers a platform to collect such requirements.

The following topics for the development of the 5G Infrastructure PPP are identified:

1. Faster, more powerful and more energy efficient solutions for integrated high capacity access, core and data centre networks for a wider range of services

1) Wireless networks

2) Optical networks

3) Automated network organisation - network management and automation

4) Implementing convergence beyond the last mile access

2. Re-designing the network

o Information centric networks

o Network Function Virtualisation

o Software Defined Networking

o Networks of clouds

3. Ensuring availability, robustness and security

4. Ensuring efficient hardware implementations



These topics will be further detailed in the Section 2.1 of this document.

1.6 Strategic and Specific Objectives of the PPP

The 5G Infrastructure PPP has its roots in the Industrial Leadership Priority in Horizon 2020 and in particular under the Information and Communication Technologies (ICT) industrial and technological leadership challenge “Future Internet: Infrastructures, technologies and services”, which also aims to support EU competitiveness and economic growth.

However, cross-cutting initiatives with other strategic areas such as Key Enabling Technologies (KETs)14, as defined in Horizon 2020 EU Commission Communications15, should be facilitated in later work programmes of Horizon 2020, widening the range of objectives of the PPP. Indeed advanced 5G networks and systems will gain significantly from close cooperation with the areas for future micro-electronics and photonics for instance.

The strategic objectives of the 5G Infrastructure PPP will be:

Societal objectives

o Contribute to EU 2020 objectives to provide ubiquitous broadband access of interoperable and globally standardised communication networks in order to overcome the digital divide in Europe between densely populated areas as well as rural areas to develop economy across all regions in the European Union. It will be essential to offer broadband access also to such sparsely populated areas in order to develop new business and to create new jobs in such areas. This will help to support economic growth and the development of underdeveloped areas.

o Accelerate the adoption and use of advanced ICT services in Europe. The new 5G systems will open new opportunities for efficient services in the business, administrative and private domain, which will make the societies and economies in Europe more competitive. Therefore, the development and provision and a new 5G communication infrastructure based on secure networks will be an essential prerequisite for positive economic effects in all sectors.

o Establish European leadership in uptake and use of ICT technologies. Europe is rather strong in the development and provision of complex communication networks. However, industry in Europe is now challenged by ambitious competitors from other regions. Extensive research and innovation activities are the precondition to maintain and extend the EU leadership position, which will have positive effects with respect to the creation of know-how, the anchorage of a skilled work force, availability of highly secure networks, the creation of a web-based industry and related jobs in secondary domains.

o Advance the critical communications infrastructure in Europe, its implementation and its protection. The communication infrastructure in Europe is well developed. However, Europe has to keep pace with technological developments and the opportunities, which are provided by

14 http://ec.europa.eu/enterprise/sectors/ict/key_technologies/index_en.htm

15COM(2012) 341- A European Strategy for Key Enabling Technologies-A Bridge to Growth and Jobs


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more efficient ICT systems. This will help to develop business and jobs in today underdeveloped regions and thereby the overall economic growth and job creation.

o Support the massive amount of new applications that networks will have to support, from IoT to Ultra High Definition-TV (UHDTV).Many sectors of our societies and economies will use advanced communication infrastructure to make processes and activities more efficient, competitive and secure. Such systems will be based to a significant extend on M2M and sensor communication. A second driver is the extensive use of video applications. Communication networks in Europe have to be empowered to cope with the associated system capacity and scalability requirements. The economic opportunities can only be exploited, if the necessary communication infrastructure is deployed and available for all European citizens.

o Improve the energy efficiency. Communication systems are consuming a significant share of the overall energy consumption. With the increasing data traffic there is a strong need to increase energy efficiency of communication networks significantly in order to reduce the CO2-footprint. This will have positive impact of climate change and energy cost. In addition, energy efficiency in other sectors will also be improved by means of ICT.

o Improve significantly network security and privacy. Recent news on surveillance of communication networks and the Internet demonstrated the need for improved network security to ensure data security and integrity and privacy. In particular, critical infrastructures like energy, water, gas, transport health etc. are increasingly dependent on communication networks. Therefore, secure networks are essential to ensure high availability and reliability of such infrastructures.

o Ensure the continuous education of skilled people with regards to new systems and new application domains. New communication networks and the associated applications brings unique opportunities for creating new jobs in the direct communications networks domain and even to a bigger extent in secondary domains related to the application of new technologies. Studies show a significant potential for job creation and economic growth.

o From that perspective, following societal KPI's are proposed:

Up to 90 % reduction of energy consumption per service (see box at the end of the section).

European availability of a competitive industrial offer for 5G systems and technologies.

Economic support of novel range of services of societal value like U-HDTV and M2M applications.

Establishment and availability of 5G skill development curricula in partnership with the EIT.

Economic objectives

o Maintain and enhance the European strong position in research, development and standardisation of future communication networks in cooperation with other regions in order to provide globally accepted standards, which ensure interoperability and economy of scale.

o Reinforce the European industrial leadership in network and information systems.



o Strengthen industry competitiveness and promote innovation through openness whilst respecting legitimate interests of partners on securing IPRs and know-how with respect to global competition.

o Leverage the economic advantage of the forthcoming convergence between telecom and IT sectors.

o Drive the integration of the services and the intelligent infrastructures for highly optimised service provision across heterogeneous networks.

o Build extensive know-how and IPR base in Europe for future systems in the research community and industry.

Operational objectives

o Create an appropriate environment for successful R&D&I activities.

o Provide a governance model, which on one hand supports the goals of openness, transparency and representativeness and on the other hand ensures an efficient management with minimised overhead

o Support an efficient information flow between projects by respecting the interests or partners with respect to confidentiality and access rights.

The 5G Infrastructure PPP ambitions are to “Create a ubiquitous smart network for the Future Internet".

The "Advanced 5G Network Infrastructure for Future Internet" PPP will deliver solutions, architectures, technologies and standards for the ubiquitous 5G communication infrastructures of the next decade. The following high level Key Performance Indicators (KPI's) are proposed to frame the research activities:



Reducing the average service creation time cycle from 90 hours to 90 minutes.

Creating a secure, reliable and dependable Internet with a “zero perceived” downtime for services provision.

Facilitating very dense deployments of wireless communication links to connect over 7 trillion wireless devices serving over 7 billion people.

Enabling advanced user controlled privacy.


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2. Research and Innovation Strategy

The research of the “Advanced 5G Network Infrastructure for Future Internet” PPP will target bold and ambitious objectives as described in the table before on high-level KPI’s (end of Section 1.6). The foreseen phased projects of the PPP will work jointly towards common goals, with target metrics. The PPP will be organised in a programmatic way, building on few key streams of activities, essential to the 5G Network Infrastructure, such as wireless access, network management, optic, etc. The related research will be organised around Key Research Challenges and enable a balanced approach combining top-down focused research (industry roadmap) and bottom-up innovation-driven research. Both are essential pillars of a successful long-term research effort on infrastructures and future networks. The research roadmap will reconcile longer term research with industry driven research innovation. The organisational structure of the PPP will integrate cross-disciplinary teams (e.g. wireless systems, networks, optical networks, etc.).

A baseline model will track the current state of the art technology in use, and a collection of potential future solutions. Associated with each Key Research Challenge will be a set of research targets broken down by technologies that identify the research required to achieve the overall target metric. When the targets across the many disciplines will be taken together, the result will truly be a combined effort that achieves the larger overall goal of the PPP. Gaps in research effort should be easily identified within this framework as some research results will fall short of targets or new targets will be introduced. This r planned roadmaping process should evolve throughout the execution of the PPP research programme, continuously focusing, and re-focusing, the research on the 2020 goal horizon. This research roadmap will be of a pre-competitive nature and address pre-standards, serving as a technical beacon for research. Once research accomplishments will be achieved, the roadmap will then provide the framework that the industry can use to build actual standards and define commercial product roadmaps, so that the resulting technologies will have a real and significant impact.

The Key Research Challenges will rely on technical and technological bricks described in Section 2.1 of this document. Each Key Research Challenge will build on phased projects.

The following draft research agenda is a basis for consensus building within industry and is derived from the target high-level challenges.

2.1 Scope of R&D and Innovation Challenges

2.1.1 Faster, more Powerful and more Energy Efficient Solutions for integrated High Capacity Networks for a Wider Range of Services

2.1.1.1 Wireless Networks

Problem description

Globally, the demand for broadband wireless communications is increasing dramatically every year. A major factor contributing to this growth is the ever- growing number of users subscribing to broadband internet services using their mobile wireless devices, which is accelerated by the trend towards flat-rate subscriptions and smart devices. In addition to users as human beings, there is also a variety of objects, including machines, which is increasingly connected to the network infrastructure, mainly via radio interfaces. The amount of non-human users is expected to be 10 times higher than the number of human users in 10 years from now. Taking into account also all kinds of possible sensors embedded in objects and in the surrounding infrastructure, as, e.g. buildings and roads or even the surrounding environment, the amount of connected



things has the potential to reach a few trillions. On shorter time frame new devices, such as smart-phones and tablets with powerful multimedia capabilities, are entering increasingly penetrating the market particularly in developed regions and creating new demands on broadband wireless access. Finally, new data services and applications are emerging, which reshape the wireless network usage and the associated demands, and are at the same time key success factors for the mobile broadband experience. All these factors together result in an exponential increase in mobile data traffic in the wireless access system, and such a trend is expected to continue at the same pace over the next decade.

Recent studies and extrapolations from past developments predict a total mobile data traffic increase by a factor of 500 to 1 000 within the next decade. These figures assume approximately a 10 times increase in broadband mobile subscribers, and 50-100 times higher mobile data traffic per user. Besides the overall mobile data traffic, the achievable throughput per user has to be increased significantly. A rough estimation predicts a minimum of 10 fold increase on average, as well as in peak data rates. Moreover, essential design criteria, which have to be fulfilled more efficiently than in today’s systems, are fairness between users over the whole coverage area achieving ubiquitous user experience, latency to reduce response time, to enable fast setup of service provisioning and to increase reliability, and better support for a multitude of broadly varying Quality of Service (QoS) and Quality of Experience (QoE) requirements originating from different services, applications, and trends.

The constantly increasing user bandwidth requirements also demands for increased capacity backhaul and fronthaul network links. Multiple technological alternatives may be called upon to satisfy the requirements: Free Space Optical (FSO) technologies, terrestrial, satellite, … radio over fibre are typical alternatives.

Further, another essential design criterion is the efficient and effective support for transmission of small payloads and diverse signalling and data traffic characteristics of wirelessly-connected objects and machines.

An important factor in the overall design of next generation systems is the energy efficiency of the network components, network operation, and its deployment strategies. The environmental impact by reducing the CO2 emissions is essential for the ecosystem. Moreover, increased energy efficiency of the network reduces operational expenditures OPEX, which is reflected in the cost per delivered bit. This metric is important, given the expected traffic and throughput growth. The energy efficiency of base station equipment has significantly been improved in the past years.

Focus Area: Trillion of Devices

The objectives for solving the problem

The amount of non-human users might be more than 10 times higher than the number of human users in 10 years from now. Taking into account also all kinds of possible sensors embedded in objects and the surrounding infrastructure, like buildings and roads or even the surrounding nature, the amount of connected things might even grow to trillions.

As part of the future wireless networks, end-user devices need to be able to interact with each other and with surrounding objects and machines, e.g., sensors. This needs innovative solutions and enablers.

The conventional cellular architecture will be complemented by network topologies. Possible extensions include self-organising mesh-type networks, with direct or network-assisted user/device-to-user/device communication and different levels of cooperation or coordination between end-user devices and/or network nodes.


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The associated research

In this area the following research priorities are proposed:

Significant improvements of the wireless networks have to be explored, by strengthening the research efforts towards innovative cooperation and coordination schemes between network nodes/devices, in a flexible heterogeneous network deployment scenarios applied to dense, cloud-like, and massively-interacting programmable nodes.

Enablers to discover and interact with sensors, machines and other devices in a dependable, secure and efficient way, with respect to, e.g., cost and, energy, and protocol overhead.

Novel network topologies.

Cross-layer optimisations, e.g. context-based forwarding and wireless proximity.

Novel flexible and scalable network architecture.

Focus Area: Single User Throughput


New devices, such as smart-phones and tablets with powerful multimedia and sensing capabilities, are launched in the market at a high pace, creating new types of demand and constraints on broadband wireless access. As a result, new data services and applications are emerging continuously, which enhance the mobile broadband experience. The ability to cope with these varied and sophisticated services and applications will be a key success factor for the for the future network infrastructure.



How to support 10 to 100 times more traffic per end user without increasing resource usage in terms of cost or energy but reducing delay for delay tolerant applications.

How to provide differentiated QoS guarantees for mixed applications.

Focus Area: Scalability and Capacity


Future networks will need to be deployed much more densely than today’s networks and, due to both economic constraints and the availability of sites, will need to become significantly more heterogeneous and use multi Radio Access Technologies (RATs).

The operation of the network needs to be able to scale its operation even for short time periods depending on the widely varying traffic capacity needs and still remain energy efficient. Devices are no longer connected to just one single access node. The full picture consists of a combination of multiple physical interfaces based on the same or different radio technologies depending on the current situation and the actual used services. Fast selection and combining of all of the available interfaces supports an adaptive set of virtual interfaces and functions depending on applications.





How to make best use of novel possibilities offered by denser and more heterogeneous Radio Access Technologies (RATs).

How to support widely varying traffic needs efficiently.

New radio technologies (scale of channel modelling to small and complex scenarios, access, multiple antenna schemes, multiple simultaneous transmit and receive points, interference handling, multi-radio system co-existence) must have a high priority, in order to meet the high requirements on 5G systems.

Wireless-optical convergence to deliver very high seamless access performance at reasonable costs.

Derivation of a network control mechanism, comprising flow control, routing, scheduling and physical resources management that can provide QoS guarantees, and ensure network stability under a large set of service demands.

Novel antenna technologies and designs to reduce huge and complex antenna sites to fulfil the requirements of multiple RAT with massive multiple antenna schemes and huge bandwidth. Intelligent antennas based on flexible feeder technologies.

Understanding the scenarios of migration and interoperation towards the new radio technologies, including co-operation between legacy radio access infrastructure and the new technologies.

Focus Area: Spectrum Availability


Future wireless networks will face diverse efficiency challenges, amongst which one of the most important will be to ensure that the scarce spectrum resource will be able to carry the huge foreseen data traffic, and avoid inefficient use of spectrum. On a network topology level, the main tools to cope with the spectrum crunch are denser and denser node deployments and enhanced coordination. Furthermore, “spectrum sharing” becomes an effective tool to enhance the spectrum usage efficiency and thus, to increase the effective amount of available spectrum. However, these require advancements in several other areas to make this feasible both technologically and economically, which are addressed in what follows.

Research on spectrum use has focused on the secondary use of the UHF band and TV white spaces, using mainly geo-location data base techniques as the most promising way of spectrum sharing. Also, preliminary research has been conducted on co-primary spectrum sharing between operators. The scope should be now extended to opportunistic, flexible, efficient and effective ways of spectrum sharing to any commercially viable segments of the whole spectrum, under the vision that any portion of spectrum that is not being used at a certain time and location can be used, regardless of the specific frequency range, bandwidth, and contiguity of available frequencies. The developed solutions should also be applicable under new spectrum authorisation scheme, e.g. co-primary, licensed shared access, which is considered as important complementary tools to the conventional exclusive spectrum allocation scheme. Finally, the developed solutions will involve new techniques in air-interface, interference management and network architecture etc. Recent developments in EU spectrum policy should be conducive of spectrum sharing and therefore facilitate research efforts in this field.


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Future network deployments have to allow network/infrastructure/resource sharing and reutilisation on all levels, in order to meet the fast growing demands on network resources and operation.

Cooperative spectrum-sharing techniques in non-homogeneous bands.

Cognitive capabilities in network design on all layers, supporting a flexible network adaptation at low operational costs, towards providing exactly the performance required for the determined user context.

New radio access architectures, logical and physical separation between control and data planes, for achieving both spectrum and energy efficiencies.

Radio interface that facilitates efficient use of spectrum holes and fragmented spectrum.

Full integration between mobile broadcasting and multicasting, and mobile broadband communications.

Antenna systems fundamental limits, as a key intelligent spectrum reuse technology, providing the performance benchmark for smart adaptability, including interactions with the user and the propagation channel, and taking an integrated approach where performance can be effectively optimised by appropriate sensing of the physical environment.

Cognitive multi-band exploitation aware to the radio environment and the application context in order to trade-off capacity and energy efficiency for service delivery e.g. wall penetration, super long range, considering inter cell interference for nearby wireless applications.

Investigation of new frequency bands, in particular in the millimetre wavelength regions of spectrum, and research into technologies that enable utilisation of these bands for mobile broadband communications.

Focus Area: End to End energy Efficiency


Energy has been the target of significant research work in the past. Recently, the FP7 EARTH project has found significant savings (more than 50 %) for mobile broadband as provided by 4G networks. Nevertheless it has been also underlined that its solutions by far do not provide the savings which could be theoretically achieved when employing traffic statistics. EARTH identified that new concepts applied to future 5G networks and radio interfaces would help to approach optimal efficiency allowing additional 80 % savings. It should be noted that these savings are just what could be achieved when optimising a single network based on a single radio access technology.

For the wireless Internet of Things (IoT), new wireless network architectures, algorithms and protocols are needed that are optimised for traffic profiles e.g. small and periodic or bursty and sporadic traffic. New applications such as M2M and IoT put an increasing burden on the networks from a signalling and control perspective. Signalling traffic for sensor networks can be a large drain of resources relative to the small amount of actual useful data being sent over the networks. We need to investigate new signalling mechanisms, protocol state machines, and architectures that scale to billions of devices.



Efficient architectures for real-time and in-network processing of the data being generated need to be investigated to handle the amount of big data being generated.


Air interface for improved energy efficiency allowing additional 80 % savings.

Low power backhaul solutions (including passive optical networks and wireless options) for an increasing number of small cells deployed to cope with the traffic growth.

Power management techniques. Increasing peak data rates and shrinking cell size result in an increased randomness of the cell traffic and load. From a power consumption perspective, this means that the gap between dimensioning of the network resources and their actual usage widens. Energy efficient hardware and power management techniques to suspend functions and blank signals in a flexible way are needed.

Centralisation of access network functions, services and corresponding states for optimal location, in support of cost, performance and energy savings.

More and more devices acting as a kind of multifunctional computing platform. End-to-end energy efficiency could be improved by coordinating and bundling the actual independent communication sessions and/or multimedia terminal capabilities, to reduce the overall required energy per transmitted bit.

Associated KPIs:

Mobile data volume supported per area > 1000 multiplication factor in cell throughput

Amount of spectrum made available via new intelligent spectrum management techniques

Starting from a today allocation of about 300 MHz (Target: in minimum doubling)

Number of connected devices 10x to 100x increase

Achievable typical user data rate 10x to 100x increase

Lower energy consumption Additional 80 % reduction in radio access part

Increased battery life for low power devices

> 10x

End-to-End latency < 1ms, 5x reduction

2.1.1.2 Optical Networks

Research on photonics communications will be coordinated with the Photonics PPP.

Problem description

Optical networks must undergo significant changes to cope with the increasing bandwidth demand and the requirements arising from new applications. With growing


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concern about energy efficiency and carbon emissions, significant changes are necessary in all network layers and segments (core/metro/access/data centre). Major needs exist to make optical networks faster, more secure, more flexible, more transparent and easier to use and to bring them closer to the customer.

Networks tend to become more complex, while strong financial pressure requires optimising investments and controlling operational costs. This calls for new optical technologies able to support automation in the network deployments as well as elasticity and scalability in operation phases. Concepts need to address all layers, the physical layer as well as higher layers and also optimisation and planning across layers. Economically sustainable migration paths have to be found to allow new technologies to develop whilst exploiting existing infrastructures.

Broadband backbones

The exponentially growing data consumption in fixed and mobile access puts more and more stress on the core of the network. In fact, based on various traffic measurements and predictions, traffic volume in the core network is expected to grow by roughly a factor of 10 within the next 5 years, and by a factor of 100 within the next 10 years. Peak throughput at core network nodes is expected to reach several 100 Tbps by 2020. Technologies utilised in optical networking are approaching theoretical limits set by physics and information theory, and will therefore require research effort on advanced techniques.

Broadband fibre based access

Next-generation optical access networks are foreseen for providing multiple services simultaneously over common network architectures to different types of customers. Access networks capable of interconnecting higher numbers of users with a symmetrical bandwidth of up to 10 Gbps per customer are required. While the aim is to achieve the requested capacity, Quality of Service, and latency in the access network by exploiting the vast available fibre bandwidth, the challenge will be to keep the network cost down. Mobile backhaul for very high capacity 5G radio networks will exacerbate this trend. Radio network fronthaul should support analogue and digital signal formats in a generic sense to allow for flexible cost and energy efficient remote radio units for indoor and outdoor deployments.

Broadband data centre connectivity:

New broadband applications are transforming the Internet into a content-centric cloud network, fuelling the proliferation of data centres and the related intra- and inter-data centre connectivity with Tpbs capacity. The new trend to warehouse-scale computing is raising the bar for high-speed data centre networks requiring unprecedented equipment densities whilst simultaneously imposing stringent requirements on the energy consumption. For emerging Exascale data centres, radically new architectural approaches are needed which make pervasive use of optical networking technologies to address next-generation throughput and latency requirements.


Optical network infrastructures are a major asset for communication networks. These infrastructures based on packet and optical technologies needs to be more flexible, efficient, and easily manageable. These networks support legacy services but need to



be optimised for delivering services with high growth potential such as media servers, high data rate services, e.g. upcoming new TV formats (3D, 4K, etc.).

Therefore, the advent of high quality multimedia-rich terminals and services, expected to increase in the next years, lead operators to deploy high bit rate optical networks. FTTx roll-out is a global trend, mainly in Asia but also in Europe where main operators already deploy or have announced FFTx deployment for the coming years.

Beyond the need to develop next-generation technologies and architectures several other objectives have to be taken into account:

To make optical networks more transparent and secure. By removing unnecessary optical-electrical-optical conversions in aggregation nodes, routers and switches, whilst managing the resulting increase in heterogeneity in fibre types and network architectures. To enable future-proof and cost-effective convergence of mobile and fixed, metro and access networks. To enable secure exchange of data in the network on the lowest possible layer.

To make optical networks more dynamic and cognitive. By introducing true flexibility in photonic networks through fast-established circuits or packets, coping with varying traffic demands, benefiting from flexibility and elasticity in format, channel spacing or bit-rate. This while reducing latency, and managing quality of service at the photonic layer, so achieving autonomous operation of photonic network elements, including self-diagnosis, restoration and optimisation with efficient use of monitoring and adaptation capabilities.

To make optical networks faster. By deploying a disruptive mix of technologies to match the predicted capacity growth to a typical 10 Gbps per user in wired access and Tbps per channel in the core.

To make optical networks greener by expanding the role of photonics from core down to home access.


The key research direction consists in designing solutions able to increase capacity, flexibility and scalability of optical networks, covering the following scope for optical access, backbone and data centre networks.

Physical layer as well as higher layers and optimisation and planning across layers: new concept needs to address all layers.

Economically sustainable migration paths have to be found to allow new technologies to develop: existing infrastructures constitute a strong asset.

Optical networks, thanks to their high capacity, offer new perspectives in term of global optimisation of infrastructure, notably:

o Optical elements of infrastructure allowing centralised multi-cell efficient baseband processing, as fundamental capability to be used for enhancing the mobile networks cost and efficiency.

o Simplification of the access architecture, thanks to the long reach capacity of the optical fibre, by reducing the number of Central Offices, and consequently the capital expenses and operational costs of the access networks.


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Optical Backbones:

Future research on optical backbones should cover the design of transmission techniques with increased capacity (higher than 1 Tbps per service/wavelength), as well as the introduction of more flexibility in the optical layer, the optimisation of multi-layer optical transport architectures and the design of innovative communication techniques based on full optical technologies

Increased capacity transmission techniques: With bitrates of the order or even higher than 1 Tbps per service/wavelength, distortions brought by the fibre would prevent reaching expected transmission performance if basic transmission techniques were to be used. Therefore, sophisticated but still cost-efficient techniques have to be investigated. Also the use of new fibre types, switching elements, and amplification techniques must be considered.

Flexibility in the optical layer: A better use of optical resources is required to increase equivalent of increasing the transport networks capacity. More flexibility in the optical layer helps to improve spectral efficiency, to reduce energy consumption and to optimise cost. Software-defined networks approach applied to optical networks will allow a flexible end-to-end capacity assignment in which a multitude of parameters such as the optical spectrum allocation and an optical signal configuration can be adapted and dynamically changed. A control and management framework is thus required which exposes the optical layer as a programmable network resource whilst hiding its complexity to the user.

Multi-layer optical transport architectures: Innovative multi-layer optical transport architectures in relation with the capacity increase of the optical transmission system provide means to further improve the use of the available transmission resource and therefore offer a new dimension in the overall transport optimisation. New approaches for information exchange between application, packet transport and optical transport layer are required. The programmatic control and virtualisation of optical network resources will increase network efficiency.

New control paradigms, operational approaches, business models and service definitions are required for a wide-spread commercial adoption and need to be developed and tested under real-world conditions.

Innovative communication techniques: Data routing in meshed optical networks can exploit new techniques (Sub-wavelength optical switching of the sub-bands which constitute super-channels as example) which should be optimised in terms of bandwidth resource usage and energy consumption.

Optical Access

A major research field relies on the design of new generations of optical access technologies, characterised by major evolutions: Significant throughput increase, optical range improvement and sharing rate increase (capability for more customers to share the same optical network resource). These technologies may be based on Wavelength Division Multiplexing (WDM), Space Division Multiplexing (SDM) in multicore or multimode fibres and rely on various energy efficient coherent detection based modulation/resource sharing procedures.

In addition, optical access networks offer new perspectives for a global optimisation of the fixed mobile-infrastructure by serving as convergence layer for different first mile technologies.



Increased fibre capacity in access networks: The steady traffic increase along with fibre scarcity and deployment costs calls for new approaches providing a more efficient usage of the fibre capacity also in optical access networks.

Novel architectures for optical access networks: The long reach capacity of the optical fibre offers to reduce the number of Central Offices, and consequently the capital expenditure and operational costs of the access networks. As an element of infrastructure allowing centralised multi-cell baseband processing, optical access will play an increasing role in improving mobile networks cost and efficiency. An infrastructure sharing between different market players is also important to maximise network coverage while minimising the overall investments and stimulate competition.

Novel approaches for control and management: Following the trend of network-assisted virtualisation and pooling of IT functions for security, bandwidth management and content delivery, the optical access and backhaul network needs to become an integral part of a programmable orchestration framework for IT and networking resources. A dynamic optimisation of the Quality of Experience as well as flexibility in support of different wholesale models needs to be addressed.

Optical data centre connectivity:

Research on novel data centre architectures is required which make use of optical switching and interconnect technologies, a tighter integration of optical and electronic functions, a more programmatic fabric control, and a flexible allocation of networking functions to orchestrate resources elastically and at scale.

Higher capacity data centre interconnections: Tbps optical interconnections for inter- and intra-data centre connectivity are required to keep pace with the massive traffic growth in data centre networks. They need to exploit wavelength, space and modulation domains to deliver extremely cost-effective, energy effective and compact solutions for short to medium distances (up to a few km inside the data centre to around 100 km between adjacent data centres). Novel data centre network architectures: Scaling data centre fabrics to provide a large cross-sectional bandwidth while at the same time reducing the interconnections requirements is a massive problem. Employing optical switching and interconnect technologies new distributed data centre fabric architectures can be designed, which complement the switching of fine granular flows by providing large pipes for the transport of bulk data between different data centre pods or servers.

New control paradigms: Introducing optical transport technologies for intra- and inter-data centre connectivity increases the number of network layers which need to be controlled. The development of appropriate control paradigms (as currently being investigated in the optical transport group in the Open Networking Foundation for example) as well as their integration into emerging software frameworks for network virtualisation and IT and network resource orchestration is therefore required.

Associated KPIs:

Core

Capacity (>10x increase) Tbps+ channels100 Tbps+ linksPbps network nodes


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Reach

Equipment density/Bit

Energy reduction/Bit

Automation & control

up to 2500 km

x10

x10

30 % network efficiency increase> 30 % OPEX savings

Access and Aggregation

Capacity (>10x increase)

Reach




10G+ peak ratesCIR/EIR 1:10 or better10x central office consolidation10 Tbps network nodes

up to 100 km

x10

x10


Data centre


Reach




Pbps fabricsTbps interconnectsin support of:Exascale computingZettabyte storage

up to 2 km (intra-DC)up to 100 km (inter-DC)

x10

x10




2.1.1.3 Automated Network Organisation - Network Management and Automation

Problem description

The Operation and Management (OAM) of the wireless mobile network infrastructure (including WIFI) plays an important role in addressing these challenges in terms of constant performance optimisation, fast failure recovery, and fast adaptations to changes in network loads, architecture, infrastructure and technology. Self Organising Networks (SON) are the first step towards the automation of networks OAM tasks, introducing closed control loop functions dedicated to self-configuration, self-optimisation, and self-healing. The tendency introduced with SON is to enable system OAM at local level as much as possible: The OAM systems are getting more and more decentralised. The long-lasting dilemma has thus been on finding a right balance between centralised control versus distributed SON. However, first generation SON functions need to be individually configured and supervised by a human operator. This manual configuration and tuning is getting less and less practical, due to the increasing complexity of the SON system, since multiple SON functions being operated in parallel may have interdependencies, and lead to network performance degradations due to inconsistent or conflicting configuration.

These topics are also covered by research activities in the area of Cognitive Networking (CN). CN was investigated as an extension of Software Defined Radio (SDR) to get a full set of functions required to deploy an overall cognitive radio system. There are a lot of research results available with focus on Spectrum-Sensing Cognitive Radio.


CN describe a radio network that employs a cognitive process (i.e., involving thinking, reasoning and remembering) and learning capabilities in order to achieve end-to-end goals. This applies to both the horizontal network (i.e., including all the protocol stack of wireless networks, both radio access and backhaul/transport) and the vertical management views (i.e., abstracting network elements and their configuration towards a holistic high-level view). Control loops need to work not only for single independent functions, but also to be extended for the complete environment to be managed, which may involve several layers of control loops. The control loop diagnosis and decision making processes need to be adapted automatically by learning, e.g. based on the results of previous actions, in order to improve their effectiveness and efficiency, leading to cognitive processes driven and controlled through high-level operator goals.

Non-data base CN systems have to apply spectrum sensing means, which have certain limitations to identify, e.g. spread spectrum signals. Therefore, today the data base approach seems to be a more feasible concept for CN implementation. However, the potential of self-learning systems has to be investigated in order to become more independent from data base concepts, which require a close cooperation between different spectrum owners. Today such systems are not available with the necessary reliability.

So far the existing research is addressing Cognitive Radio (CR). First steps into the use of CR in actual deployment have been achieved in the UHF bands, after the television broadcast digital switch-over. In 2009, the US radio regulator – the Federal Communication Commission (FCC) – authorised opportunistic unlicensed operation in the TV bands. The coexistence of opportunistic radios with incumbents is enforced with a priority mechanism where opportunistic systems must guarantee that no ‘harmful interference’ will be incurred to the incumbents. Such rules are meant to allow the control of the deployment and use of the unlicensed service so as to avoid harmful interferences on incumbents, but not to restrict it. In the UK, OFCOM is also close to allow white space devices in the UHF bands. Other European countries are considering


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the same move forward under the banner of the CEPT SE43 and the Radio Spectrum Policy Group (RSPG). In March 2012 the European Parliament and Council approved the first Radio Spectrum Policy Programme (RSPP). While moving towards the freeing up of significant new pieces of radio spectrum and promoting the trading of usage rights, the Programme also sets out a number of actions with regard to spectrum sharing including CR solutions. Specifically with regard to spectrum sharing, a study was commissioned by the EU Commission and published in March 2012. Based on its RSPP principles and the outcomes of this study, the Commission released a Communication on “Promoting the shared use of radio spectrum resources in the internal market” in September 2012. New paradigms need further developments in order to enable spectrum sharing in a large scale, where coexistence, pricing and dynamic spectrum access are key challenges.

Preliminary mechanisms for coexistence have been proposed in the TVWS. They rely on a data base, or a set of data bases, which contain spectrum occupation status rules and policies that opportunistic system shall exploit. However, the efficiency of such an approach has not been proven yet and additional mechanisms may be used to provide a more accurate spectrum map. Also there are some concerns on ‘who’ shall maintain the data base and be responsible for the accuracy of its content. Finally, a centralised approach may be prone to security threats where deny of service or other kind of attacks may compromise the system.


Advanced intelligence should be developed for realising CR networks. The intelligence of a CR network requires research work:

On development/refinements of functional and system architectures, also taking

the integration with the overall wireless world into account. In order to

complement the architecture work, there needs to be elaboration, and

ultimately specification, of control channels for the cooperation of the cognitive

management components as well as interfaces to the other areas of the ICT like

fixed networks, service provider networks etc.

On Advanced Human Computer Interfaces (AHCIs) to define and acquire the high-level business and technology driven operator goals, end-user requirements, and network capabilities.

On methodologies for the acquisition, analysis and improvement of knowledge representing semantics of operational goals and strategies, network properties, and historic and current network status enabling an automated reasoning for the alignment of different CR networks functionality at runtime.

Extremely automated systems have to follow high-level operator goals regarding network performance and reliability. These systems have to autonomously ensure and control a conflict-free and coordinated operation of multiple SON functions, providing automated control not only at (low-level) SON function level, but also at the high-level network management, network planning and Operations and Support Systems (OSS) level.

Associated KPIs:

QoE/QoS Increased customer satisfaction in terms of

o throughput,



o handover reliability and

o call drop rate

Network reliability and resilience Increase performance

OPEX Reduced OPEX in terms of

o energy consumption and

o complexity of human operator tasks

Scalability of the mechanisms In terms of

o number of coordinated elements and

o number of coordinated control loops

2.1.1.4 Implementing Convergence Beyond the Access Last Mile

Problem Description

The convergence of the fixed and mobile networks forms the backdrop for upgrades to operator networks. The stake is to offer customers services that use various wired and wireless networks together with the best possible customer experience, while at the same time streamlining and sharing fixed and mobile network infrastructures and equipment.

Making fixed and mobile networks converge is far more difficult than it might seem, as these networks developed independently of each other and are based on different technologies and protocols. A certain degree of convergence is emerging alongside the boom in IP-based services, as well as through the introduction of a service control layer such as IMS (IP Multimedia Subsystem). The convergence of fixed and mobile networks will take years and will require fundamental work on network architecture, technologies and protocols, the shared work of standardisation groups (e.g. 3GPP and BBF) and developments in the regulation and organisation of operators.


We propose that the PPP conduct in-depth investigations into two concrete approaches of fixed and mobile network convergence:

Functional convergence or the convergence of the functions of fixed and mobile networks: The goal is to better distribute the various functions of fixed and mobile networks by distinguishing those that should be more "centralised" from those that should be more "distributed".

Structural convergence, or the convergence of fixed and mobile network equipment and infrastructures: The goal here is to share as much as possible the infrastructures (e.g. cables and civil engineering, cabinets, sites, buildings) and equipment of the fixed and mobile networks by envisaging, where possible and relevant, infrastructures and equipment that are shared between these two types of network.

Understanding the incremental performance gains as structural evolution gradually takes place and access infrastructures are shared.

Functional convergence will benefit the customer by making the service independent of the access technology and the device, not through an additional service control layer


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but by using natively convergent technologies and protocols in the network domain. Functional convergence should also give the customer the best access to the network for a given service and in a transparent manner.

The ability to support new usages such as audiovisual content consumption is also a significant driver of fixed-mobile convergence. Thanks to an improved distribution of the key functionalities of fixed and mobile networks and the flexibility of use of the access interfaces available, functional convergence will enable shorter service access times and allow easier support of growth in traffic and developments in usages. Other expected advantages include the simplification of Authentication, Authorisation, and Accounting (AAA) functions and an intrinsic improvement in availability. For operators, functional convergence will enable easier differentiation of the products and services offered to customers, because the technical obstacles and constraints associated with service-specific networks will disappear. This will have a positive impact on quality of service and quality of experience for the customer (coverage, accessibility, latency and usability).

Structural convergence is more complex to implement, as it involves sharing the infrastructures and equipment of fixed and mobile networks. It is expected to enable new mobile front-haul and backhaul architectures in complete synergy with fixed access networks. These architectures will pave the way to the Cloud Radio Access Network (Cloud RAN) concept and could also eventually enable the sharing of fibre access infrastructures or even shared fixed and mobile equipment.


In summary, in order to define the associated research towards converging fixed and mobile networks, an assessment of the evolution of each of the networks should be done.

The evolution of Mobile Access:

The evolution of services, applications and users’ behaviour raises the need for an evolution of mobile networks technologies and architectures in order to face:

The need for a very significant increase of capacity.

The specific constraints raised by new applications and paradigms and in particular by future M2M and IoT systems.

The required architectural convergence of mobile and fix networks as well as of the corresponding service platforms.

The evolution of Fixed Access:

The future of fix access should in principle focus on optical technologies, but copper still remain relevant in some cases (VDSL). Regarding innovation, let us refer to PONs where the more sophisticated technical evolutions are required. There is a need to increase PONs capacity (40G) and to move into long-range. Long-range translates into aggregating a large number of customers. The required capacity imposes the usage a WDM technology. Several solutions are under study; nevertheless, there is still an issue with the cost of the ONUs. ONUs could have tuneable lasers and receivers, but this is an expensive solution. Another approach consists on deploying heterogeneous ONUs, dealing with different wavelengths. This solution significantly increases OPEX and adds complexity to the manufacturing, delivery, deployment and configuration chain.



Although several solutions are under study, a cost effective solution will bring value to the market.

The edge devices in a more distributed environment will be where most of the intelligence will be deployed. In particular the handling of the increasing Device-2-Device communications and the connectivity of IoT and M2M devices, the capabilities of virtualised edge environments where aggregation and consolidation of information could be performed will raise key issues to solve.

Associated KPIs:

Number of converged networks Including e.g. fixed, mobile, but also specific ones such as private infrastructures city-wide ITS (road management), PMR, future smart grids, …

The factor of total increase in capacity Reduction in OPEX/CAPEX (20 %)

2.1.2 Re-Designing the Network

Today, the key players in the application and content delivery ecosystem, e.g., Cloud providers, CDNs, OCHs, data centres and content sharing websites such as Google and Facebook which often have direct peering with Internet Service Providers or are co-located within ISPs. Application and content delivery providers rely on massively distributed architectures based on data centres to deliver their content to the users. Therefore, the Internet structure is not as strongly hierarchical as it used to be. These fundamental changes in application and content delivery and Internet structure have deep implications on how the Internet will look like in the future.

What we observe today is a convergence of applications/content and network infrastructure that lead to a model of the Internet that used to separate two stakeholders: Application/content infrastructures on the one side and a dumb transport network on the other. One way to go is to enable the different stakeholders to work together, e.g., enables ISPs to collaborate with application/content providers. This can be achieved for example by exploiting the diversity in content location to ensure that ISP’s network engineering is not made obsolete by content provider decisions or the other way around. Another option is to leverage the flexibility in network virtualisation and making their infrastructure much more adaptive than today’s static provisioning.


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2.1.2.1 Information Centric Networks

Problem description

The Internet architecture, designed in the 60s-70s, is nowadays facing complexity every day to sustain the traffic growth that never stops and to be usable from various terminals, using various link layer technologies, and for the numerous applications available to the end users. The Internet protocol (TCP/IP) is currently coping with some of its fundamental limitations by deploying architectural fixes (mobility, security, multicasting, NAT, recast, converge cast, etc.) - affixing themselves to an unmoving architecture - which may serve a valuable short-term purpose, but significantly impair the long-term flexibility, reliability, and manageability of the Internet. With the users producing and producing more and more information/content (presumes) the way in which this information/content is distributed and processed within the network becomes relevant.


The mismatch between the current Internet usage and its original design is thus pushing for a radical communication model change, centred on information access. Information-Centric Networking (ICN) is a novel network architecture consisting of communications that revolve around the production, consumption and transformation of information matching user interest. As there was a shift from circuit-switched networks to packet-switched networks, ICN pushes many design principles coming from the Web directly into the network infrastructure by centring the architecture on “what” is relevant to the user and not on the “network's where” (the customer simply wants to access the desired object wherever it is). The model then changes from a host-based one to an information-based model, where the naming of objects takes a critical role for publication, retrieval and routing.

ICN aims at transforming the current communication model (the classical OSI/IP reference model) into a simplified and generic one so as to avoid all the patches and intermediates layers that have been progressively included, adding complexity and decreasing network performance. ICN is a connectionless, receiver-driven model, where user requests are expressed by an interest for a given object, routed in the network based on its name toward a node having or processing it, and where the related data is sent back along the reverse path, with the possibility for intermediate nodes to cache the object. Thanks to its design, the ICN communication model allows built-in native features aiming at optimising and simplifying future content delivery architecture, while leveraging service providers’ infrastructure capabilities, such as:

Multicasting: Interests for a same object from different users will be processed in the network as the same interest, thus requested only once, leading to a network optimisation in the delivery.

User mobility: There are no established connections, thus the user can move, and every interest packet sent by her from her location will be independently processed by the network.

Multipath: Interests messages can be sent to multiple interfaces in order to share load and optimise the delivery.

Security, content protection and authentication: Via encrypted and self-certified named objects.



Caching: Objects can be cached in the network, along the reverse path, so as to be able to deliver them more rapidly in case of subsequent request by other users.

Dynamical adaption of the data streams and objects with respect to the special requirements of mobile radio connectivity with multiple transmit points and virtual groups of receivers/transmitters i.e. sensors.

ICN includes storage and execution capabilities, in addition to transport resources, making the network evolve from a dumb pipe transport network towards an added -value intelligent network (Figure 7).

Figure 7: Information Centric Networks (ICN) Perspective


Naming scheme.

Integration of storage capacities of end devices into ICN.

Distribution of storage across all routers.

Elaboration of performing content routing algorithms.

M2M/IoT specific content-driven forwarding, e.g. based on Quality of Information (QoI).

Interoperability (as easily than with IP).

Tools and model for measuring the performance.

Mobile radio aware ICN (i.e. adaption of data streams, packet lengths, source coding).

Search along information elements.

Seek, find and inform new nodes of their availability and functionality

Security and privacy.

Associated KPIs:

Response time Improved response time showing the efficiency of the name resolution, data access etc., by comparing the response time of 1st data packet to the average


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response of the rest of the data packets

CAPEX and OPEX Minimised CAPEX and OPEX related to centralised content services of operators

QoS and QoE Improved data access and discovery in terms of QoS and QoE

Signalling and traffic overhead Minimised signalling and traffic overhead in terms of bandwidth utilisation and QoS/QoE

Signalling and traffic overhead Improved scalability in large scale network environment compared to traditional approaches

Demonstration and test network platforms Number of large scale demonstration and test network platforms showing the scalability

2.1.2.2 Network Function Virtualisation

The white paper16 of the ETSI Industry Specification Group NFV provides an excellent description of the problem area which network function virtualisation is going to provide a solution for. In addition, it provides also a comprehensive list of related challenges which are understood as areas where research is still needed. Therefore, this section includes text and figures that are directly taken from the white paper. The following text is too a significant extend based on this white paper.

Problem description

Today’s networks are populated with a large and increasing variety of proprietary hardware appliances. Launching a new network service often requires yet another variety of appliance increasing the overall complexity of the network and causing a number of issues. For example finding the space and power to accommodate these appliances is becoming increasingly difficult and costly in terms of power consumption and capital investment challenges. The rarity of skills necessary to design, integrate and operate increasingly complex hardware-based appliances poses another challenge (Figure 8).

Moreover, hardware-based appliances rapidly reach their end of life, requiring much of the procure-, design-, integrate- and deploy-cycle to be repeated with little or no revenue benefit. Worse, hardware lifecycles are becoming shorter as technology and services innovation accelerates, inhibiting the roll out of new revenue earning network services and constraining innovation in an increasingly network-centric connected world.


Network Functions Virtualisation aims to address these problems by leveraging standard IT virtualisation technology to consolidate many network equipment types onto industry standard high volume servers, switches and storage, which could be located in data centres, network nodes and in the end user premises. Network Functions Virtualisation

16

http://portal.etsi.org/NFV/NFV_White_Paper.pdf



is applicable to any data plane packet processing and control plane function in fixed and mobile network infrastructures.

Figure 8: Network Functions Virtualisation


There are a number of challenges to implement Network Functions Virtualisation which need to be addressed by the community interested in accelerating progress.

Portability/Interoperability

Network functions virtualisation requires the ability to load and execute virtual appliances in different but standardised data centre environments, provided by different vendors for different operators. The challenge is to define a unified interface which clearly decouples the software instances from the underlying hardware, as represented by virtual machines and their hypervisors. Portability and Interoperability is very important as it creates different ecosystems for virtual appliance vendors and data centre vendors, while both ecosystems are clearly coupled and depend on each other. Portability also allows the operator the freedom to optimise the location and required resources of the virtual appliances without constraints.

Performance Trade-Off

“Network Function Virtualisation is leading to execute network function (high level function-DPI, NAT, Firewall, etc.) on generic abstraction of the equipment (decentralised or not) which may use heterogeneous/dedicated hardware for low level function execution (cryptography, packet routing, etc.), leading to dual virtualisation layers. The generic abstraction of the equipment (virtualisation of the underlying hardware) is a challenge for computing systems to hide the heterogeneity to the Network Function Virtualisation, and is induced by the trend that efficiency and energy


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constraints are pushing hardware architecture towards heterogeneity and more and more use of accelerators for special functions. In fact accelerators are orders of magnitude more energy efficient than standard processors. The challenge is how to keep the performance degradation of the two virtualisation layers as small as possible by using appropriate hypervisors and modern software technologies, so that the effects on latency, throughput and processing overhead are minimised. The available performance of the underlying platform needs to be clearly indicated by service contract and dynamic management (for example), so that virtual appliances know what they can get from the hardware.

In particular, if resource limited and frequently disconnected devices (such as desktop computers or smart phones) participate in the network Function Virtualisation, a careful design is required in order to maintain the required performance.

Migration and co-existence of legacy & compatibility with existing platforms

Implementations of Network Functions Virtualisation must co-exist with network operators’ legacy network equipment and be compatible with their existing Element Management Systems, Network Management Systems, OSS and BSS, and potentially existing IT orchestration systems if Network Functions Virtualisation orchestration and IT orchestration are to converge. The Network Functions Virtualisation architecture must support a migration path from today’s proprietary physical network appliance based solutions to more open standards based virtual network appliance solutions. In other words, Network Functions Virtualisation must work in a hybrid network composed of classical physical network appliances and virtual network appliances. Virtual appliances must therefore use existing North Bound Interfaces (for management and control) and interwork with physical appliances implementing the same functions.

Management and Orchestration

A consistent management and orchestration architecture is required. Network Functions Virtualisation presents an opportunity, through the flexibility afforded by software network appliances operating in an open and standardised infrastructure, to rapidly align management and orchestration North Bound Interfaces to well defined standards and abstract specifications. This will greatly reduce the cost and time to integrate new virtual appliances into a network operator’s operating environment. Software Defined Networking (SDN) further extends this to streamlining the integration of packet and optical switches into the system e.g. a virtual appliance or Network Functions Virtualisation orchestration system may control the forwarding behaviours of physical switches using SDN. The orchestration and federation of network resources as network functions is an important aspect of the future network ecosystem. As such research will be relevant on the way in which resources and functions are described, protecting the know-how of the network and service providers, and at the same time opening the right interfaces so as to enable new business models to appear. Service Level Agreements automated definition and monitoring/control of network functions is also a relevant topic under the management and orchestration domain.

Automation

Network Functions Virtualisation will only scale if all of the functions can be automated. Automation of process is paramount to success.



Security & Resilience

Network operators need to be assured that the security, resilience and availability of their networks are not impaired when virtualised network functions are introduced. Our initial expectations are that Network Functions Virtualisation improves network resilience and availability by allowing network functions to be recreated on demand after a failure. A virtual appliance should be as secure as a physical appliance if the infrastructure, especially the hypervisor and its configuration, is secure. Network operators will be seeking tools to control and verify hypervisor configurations. They will also require security certified hypervisors and virtual appliances.

Network Stability

Ensuring stability of the network is not impacted when managing and orchestrating a large number of virtual appliances between different hardware vendors and hypervisors. This is particularly important when, for example, virtual functions are relocated, or during re-configuration events (e.g. due to hardware and software failures) or due to cyber attack. This challenge is not unique to Network Functions Virtualisation. Potential instability might also occur in current networks, depending on unwanted combinations of diverse control and optimisation mechanisms, for example acting on either the underlying transport network or on the higher layers’ components (e.g. flow admission control, congestion control, dynamic routing and allocations, etc.). It should be noted that occurrence of network instability may have primary effects, such as jeopardising, even dramatically, performance parameters or compromising an optimised use of resources. Mechanisms capable of ensuring network stability will add further benefits to Network Functions Virtualisation.

Simplicity

Ensuring that virtualised network platforms will be simpler to operate than those that exist today. A significant and topical focus for network operators is simplification of the plethora of complex network platforms and support systems which have evolved over decades of network technology evolution, while maintaining continuity to support important revenue generating services. It is important to avoid trading one set of operational headaches for a different but equally intractable set of operational headaches.

Integration

Seamless integration of multiple virtual appliances onto existing industry standard high volume servers and hypervisors is a key challenge for Network Functions Virtualisation. Network operators need to be able to “mix & match” servers from different vendors, hypervisors from different vendors and virtual appliances from different vendors without incurring significant integration costs and avoiding lock-in. The ecosystem must offer integration services and maintenance and third-party support; it must be possible to resolve integration issues between several parties. The ecosystem will require mechanisms to validate new Network Functions Virtualisation products. Tools must be identified and/or created to address these issues.

Associated KPIs:

Real deployments Number of real deployments


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Demonstrations of interoperability Demonstrations of interoperability among vendors and operators of their virtualised products and infrastructures

Open innovation ecosystem The availability of an open innovation ecosystem around NFV technologies

CAPEX and OPEX Figures on CAPEX and OPEX reduction (our initial estimates for this pilot are around 35 % in CAPEX and 45 % in OPEX)

2.1.2.3 Software Defined Networks

Problem description

Today packet networks are built on the paradigm of a fully distributed control plane architecture, where part of the intelligence rests in each of the network elements. These network elements (e.g. routers and switches) are “all-in-one boxes”, where control and forwarding plane is vertically and tightly integrated, and which can be configured and operated mostly via vendor-specific interfaces only. For example, the introduction of new network services requiring changes in the underlying packet network infrastructure in order to guarantee certain service behaviour is a highly complex, error-prone, and time consuming task because it requires configuration and operation of individual network elements via many different and proprietary interfaces. Thus, configuration and operation of the whole network is becoming increasingly complex and inefficient.

Software Defined Networking (SDN) is considered to provide significant improvements on the issues described above and to offer further advantages especially in combination with network virtualisation and cloud technologies. The SDN concept is based on the separation of control and forwarding plane of a network, on a logically centralised control of network resources, and on providing an open/standardised (North Bound) controller interface offering the opportunity to add network applications in a programmatic way on top of the control entity. By that, SDN is providing access to the forwarding plane via well-defined interfaces and the centralised control and monitoring of the relevant network resources allow a global network view facilitating for instance an optimised problem resolution and simplified provisioning of network resources. The open APIs provide a more high-level and abstract access to network resources and enable the programmability and adaptability of network functions. Especially these APIs are considered to provide a platform for a whole innovation ecosystem: Network services will be implemented by programming instead of re-architecting the network and new network features can be introduced at significantly shorter time.

SDN is seen as highly complementary to Network Function Virtualisation and cloud computing. SDN allows to request network resources in a similar way as cloud computing allows on-demand requests for storage and computing power. The combination of these technologies – SDN, virtualisation and cloud technologies – results into the concept of a network operating system that allows unified orchestration of computing, storage, as well as networking resources in a programmable way.

Standardisation of SDN has already started (e.g. OpenFlow and OpenFlow-Config are standardised in Open Networking Foundation, or FORCES in IETF) and SDN is going to be adopted broadly in data centres. However, applying SDN also to carrier networks will still take time and will require very likely further evolvement of today’s SDN technologies.




Launching activities on the following research priorities will support the adoption of SDN, will help to enable a combined control of public networks and IT networks and to leverage advantages offered by SDN in terms of flexibility and efficiency. This research will open up a whole innovation eco-system by transforming today’s networks into a flexible and versatile infrastructure and in particular by providing open and standardised interfaces and platforms fostering innovation.


A set of separate resource services leaving the integration role up to the user/applications. The design could also comprise layers such as a kernel able to integrate and orchestrate any combination of storage, network and computation facilities, and a service layer on top of the kernel that offers a set of resource service primitives to applications.

Applying and further developing SDN concepts at network infrastructure level. This includes the introduction of SDN into carrier networks (mobile and fixed), the exploration of use cases leveraging the benefits of SDN (e.g. sharing of network resources, disaster handling, or fast introduction and testing of new network features), and the support of and interworking with network virtualisation abstracting from the physical network entities.

Advance standardised and open approaches for implementing Software Defined infrastructures, including computing, storage and especially network resources, and its integration into a network cloud infrastructure. This includes in particular exploring the design alternatives of a Network Operation System (NetworkOS) able to orchestrate a unified access to computing, storage and network functions and networking resources. Design alternatives could range from a fully integrated execution environment to a set of separate resource services leaving the integration and orchestration role up to the user/applications. The design could also comprise layers such as a kernel able to integrate and orchestrate any combination of storage, network and computation facilities, and a service layer on top of the kernel that offers a set of resource service primitives to applications.

Develop concepts and mechanisms ensuring that the NetworkOS meets carrier-grade requirements such as performance and reliability; special emphasis should be given to security protecting the NetworkOS functions as well as the data manipulated by the NetworkOS.

Develop a common information model describing the interfaces and operation models for all the resources that should be integrated and orchestrated within the NetworkOS – this will allow for a multi-vendor environment.

Create elements for a SW development environment, which will allow companies and a community of developers to enrich NetworkOS both on kernel and on infrastructure service layer.

Associated KPIs:

Reference implementations of a NetworkOS

Number of reference implementations of a NetworkOS, and related South Bound and North Bound interfaces

Availability of standards on NetworkOS Availability of standards supporting the


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concepts concept of a NetworkOS, and related South Bound and North Bound interfaces

SDN controlled network resources Number of SDN controlled network resources

Backward compatibility Demonstrated backward compatibility with non SDN based implementations

2.1.2.4 Networks of Clouds

Problem description

One future challenge will be to guarantee and continuously improve customer experience offered by cloud-based services. Such experience relies on the End-to-End QoS, and more generally on respective SLAs in place for a given service. This includes well-known characteristics, such as latency, throughput, availability, and security, but by adopting the principles of Clouds, also elasticity, on-demand availability, lead- and disposal-times, multi-tenancy, resilience, recovery, and similar characteristics important especially in case of cloud-based services. However, in order to guarantee this kind of service level, network-based service qualities may not be enough, but need to be aligned with platform-level and Cloud specific tenets, like dynamic discovery, replication, and on-demand sizing of VMs, since previous over-provisioning best-practices inherent to hosted and managed execution environments are no longer applicable.

Furthermore, in the future, there will be many Cloud-derivatives offering different approaches and levels of QoS support. Moreover, public, private and hybrid clouds and respective infrastructure, platform, and software services are frequently compositions of many components (services) spread across many horizontal and vertical domains (e.g., different provider, network, data centre, and service-platform domains). This will inevitably result in complex multi-domain scenarios, in which logical Clouds are formed by federating different infrastructure or platform clouds and complex service compositions at application level. Obviously, such a highly-distributed environment requires reliable and capable connectivity and the ultimate customer experience depends on the performance of the overall (composite) service.


Some business models require federation and/or orchestration capabilities. In a federation context, the stakeholders agree on jointly providing a service. For example, they can federate their regional CDNs to build a global CDN. The federated system has its own services definitions and interfaces, SLAs, etc. In an orchestration context, each entity keeps its service models, interfaces and SLAs and a specific component, that we call broker, will compose services from each stakeholder to be able to provision a requested service (Figure 9).

Both approaches can be used to extend coverage, increase capacity or enhance quality (for example deploying functionality or locating content near by the customers). The broker functionality can be implemented by one of the players or by a 3rd party. It therefore represents by itself a business opportunity.

Advanced QoS support of cloud based services and applications within federated cloud scenarios: In order to meet these multi-faceted and interconnected challenges, future research should address network support for accessing and inter-connecting complex multi-domain Cloud services. In particular the nature of on-demand, distributed,



service-oriented, applications run on top of clouds need to be better understood and respective metrics must be defined.

In future ecosystems, the operator will need to efficiently orchestrate its own resources not only for cost reduction purposes, but also for being able to open the network capabilities to enable 3rd party services and federations. The single domain orchestration has many challenges such as how to describe the resources and define the interfaces in such a way that the network capabilities are exposed to 3 rd parties or partners without exposing the level of detail that constitutes the operator’s know how and hence its market differentiation. Interface definition, resource/price discovery, publishing and negotiation and service level monitoring and assurance are also main components of the single domain orchestration. Key elements for the orchestration are the network and service modelling and the optimisation algorithms used for resource embedding. The orchestration needs of the future network will involve not only connectivity (and its associated functions) but also computing resources enabling complex network functions ranging from platform to applications.

Once the issues of the orchestration for a single domain addressed, providing a service through a federation of network domains will need a brokerage level of orchestrati on. Here, the way in which single domains describe their network capabilities will have to be interoperable (standardisation opportunities); network capabilities discovery, publishing and negotiation will be basic requirements. SLA definition, monitoring a nd assurance will be of key importance. The QoS associated metrics will not suffice to describe service/application requirements in an ecosystem in which more personalised and individual services will be predominant. Metrics associated to user perception a nd business process efficiency will rise as important drivers for business. Together with the increased number of connected devices and things, the more detailed information processing needs make the Big Data network capabilities even more relevant.

Figure 9: Networks of clouds


Some initial directions would be the autonomous self-optimisation of service orchestrations, based on the traffic matrixes of such multi -service composite applications, and information about the capabilities and status of the underlying


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connectivity infrastructure. Such research should be supported by exploration of network traffic characteristics generated by multi-service compositions. Especially the IoT-Cloud combination may pose novel requirements and high demands on networks by firstly, massive amounts of information exchanged between the IoT domain and one -or many Clouds and secondly, the huge networks that may be very dynamic in nature in particular in the IoT space.

Associated KPIs:

QoS requirements Number of services with demanding QoS requirements running in hybrid cloud environments

Availability of standards on SLA negotiation Availability of standards supporting proposals supporting SLA negotiation in hybrid cloud environments

2.1.2.5 Roadmap of “Re-Designing the Network”

The networks must evolve in pure capacity and connectivity speed terms in the first instance but in the 2020 scenario this will not be enough. The functional capability of the network must be matched with highly sophisticated network control functionality that is capable of overseeing the networking, ensuring all delivery promises are kept while optimising the use of resources and energy for both cost and environmental reasons. We need to consider the developments necessary and then organise these in terms of when they are needed (Figure 10).

Figure 10: Roadmap

2014 - 2016 Design phase, proof of concepts, standardisation

2016 - 2018 Prototypes, technology demos, pilots

2018 – 2020 Large scale demonstrations and trials, scalability testing, etc.



2.1.3 Ensuring Availability, Robustness and Security

With the universal adoption of the Internet and IP, entire sectors of the economy have shifted their dedicated networks to the common Internet infrastructure. The "critical services" have left the narrow frame of emergency numbers to include other communications services: Medical information, financial, IoT/M2M data … Many future Internet services, such as smart grids, Intelligent Transportation Systems, Business-to-Business relationships require enhanced guarantees in terms of robustness and security. The unavailability of these services, due to a bad design, an accident or a malicious act, can then be catastrophic.

Furthermore in 2020 network infrastructures will be based on massive abstractions or virtualisation technologies (c.f. Section 2.1.2.2 on Network Functions Virtualisation). This means that services, including critical ones, will run over heterogeneous infrastructures possibly managed by several independent entities. Providing the required end-to-end SSLA (Services and Security Level Agreement) in terms of scalability, dependability, service quality and security in the broader sense is a major challenge.


The key objective is to embed within the network infrastructure built-in resilience mechanisms that may be used to deliver more diversified and value-added services, in particular to support the most demanding critical networks. This translates into an integrated vision where network properties of QoS, availability, security are considered together in order to support a target resilience level.


Network analytics

Improve quality of network monitoring data: Create models for improving data quality and introduce data quality models to streaming and batch-oriented Big Data tools to provide better insight on the behaviour of networks – e.g. down-sampling data or throwing away low quality data.

Deploy crowd sourcing, to allow more precise user behaviour collection, especially data submitted by large groups of network users (i.e., the “crowd”) through networked media.

Develop distributed machine learning technology to automatically learn to recognise complex user and network usage patterns and make intelligent decisions based on data. This is specially required to improve cyber security and to reduce the time to detect a security attack or breach.

Provide social network analysis to characterise connections between users in a community or organisation, e.g., how information travels over the network, or who has the most influence over whom. This is will allow to understand and to model the behaviour of mobile networks in order to optimise the network and to gain insight into their users.

Improve classification or cluster analysis of network usage patterns in order to support prediction of segment-specific user behaviour (e.g., mobile data consumption, churn rate, consumption rate).


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Service & Security Level Agreement (SSLA)

Provide methods and schemes to compose different and heterogeneous SSLA commitments and provide the end-to-end resulted SSLA.

Develop mechanisms to allow services or applications to evaluate their local and contextual SSLA to allow them to be aware of the contextual chain of liability before being used in some environment.

Develop a reputation infrastructure to assess the trustworthiness of entities (such as cloud or network service providers); this is required for a sustainable service composition eco-system.

Network resilience and security

Develop end-to-end resilience models (risks and threats propagation of faults and attacks between heterogeneous infrastructures or platforms, system of systems).

Develop cyber security mechanisms for the detection of rare or abnormal events (deep packet inspection, behaviour analysis, weak signals, analysis of heterogeneous information from multiple sources, collect of each incident of every stack composing a production line, etc.), observation of attack patterns and dynamic creation of countermeasures stopping attack proliferation (adaptive security).

Provide adaptive resilience mechanisms (including rerouting, security counter-measures) based on partial knowledge of the network (through observation of traffic point).

Develop specific, targeted security countermeasures for SDN-specific threats (both of virtualisation/slicing and software control).

Associated KPIs:

Collecting and processing user data Volume and time for collecting and processing user data

Quality of user behaviour characterisation Number of patterns and connections identified per user or group

2.1.4 Ensuring Efficient Hardware Implementations

Problem description and objectives

A successful commercial exploitation and deployment of 5G will rely on readiness of innovative cost effective and efficient network components. A good matching between technological roadmaps of micro-electronics and photonics and the 5G infrastructure roadmap is thus necessary. To this end, studies need to be conducted on complexity analysis, on innovative architectures for 5G transceivers and microservers, and on the identification and prototyping of key hardware building blocks.



The associated research and KPIs

Among the critical enabling hardware technologies that 5G requirements will impose are advanced RF and digital architectures, and innovative components as outlined and justified below.

RF implementation challenges

RF front-end technologies based on advanced CMOS process and innovative RF architecture together with antenna co-design have to be developed, providing simultaneously cost efficiency, very high level RF performance and low power consumption.

Considering Machine-to-Machine applications, RF solutions for improving battery life and ensuring autonomy of up to 10-20 years should be a target of research.

Millimetre wave communications are attracting interest to cope with 5G spectrum challenges, thanks to the available large bandwidth. Nevertheless mm-wave technologies for mobile communications are in an early stage of maturity and significant research should be undertaken to improve the integration of RF front-end and address high-volume with low-cost in CMOS technology (including antenna arrays for beamforming and diversity), to enhance the digital process and to reduce the overall power consumption.

Digital implementation challenges

The digital architectures and components for 5G transceivers and micro-serversneed to be researched and developed. Innovative multicore chips with high performance/energy ratio, using 3D stacking and silicon interposers including photonic interconnects are technologies to be investigated to increase the bandwidth between compute engines and memories up to 450 Gbps between memory and processing.

Solving some important challenges of advanced computing systems is essential for the success of 5G. In fact high level of energy efficiency can be achieved by using heterogeneous hardware in combining parallel processor cores with accelerators. Efficient programming of these structures is a major challenge, where computing resources are required to be virtualised to process a large range of tasks, independent of underlying hardware, and even allowing dynamic task allocation and migration to truly virtualise network and computing resources. Research is needed for efficient distributed virtualisation solutions with resilience, data security and protection.

Associated KPIs:

Hardware performance improvements

Simultaneously cost efficiency

Very high level RF performance and low power consumption

50 % more efficient in terms of

o power consumption

o much lower leakages

Operations as low as 0.5 V


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RF solutions Improved battery life and ensuring autonomy of up to 10-20 years

Reduce gap between µW range from possible harvested energy and mW range for electronics and RF communication

RF front-end receiver power consumption below 1 mW

Ultra-miniaturisation of antennas while maintaining high efficiency

Millimetre wave communications Improved integration of RF front-end with CMOS technology (including antenna arrays for beamforming and diversity)

Digital architectures and components for transceivers and micro-servers

Innovative multicore chips with high performance/energy ratio

Bandwidth between compute engines and memories up to 450 Gbps

Energy efficiency by using heterogeneous hardware in combining parallel processor cores

Efficient distributed virtualisation solutions with resilience, data security and protection

2.2 Key Stakeholders along the Value Chain

The key stakeholders are the following ones:

Manufacturers in the network, IT and microelectronics domains to perform research and development of exploitable solutions as well as global standardisation.

Communication service providers to provide requirements on new systems and cooperate with manufacturers and the research community for research, development and standardisation of new systems.

Research community (R&D centres and universities) to provide new ideas and concepts for advanced solutions.

SMEs to provide particular know how and innovative solutions for specific concepts.

Cooperation with application developers and vertical sectors to understand at an early stage requirements and challenges for new networks.

International standardisation bodies and cooperation partners in other regions in order promote new concepts, systems and solutions for global adoption in international standards.

Regulatory bodies to increase awareness of barriers for the adoption and deployment of new systems e.g. with respect to economic conditions and business cases and to mobilise the necessary investments.

2.3 Indicative Timeline and Estimated Budget

Mid 2014: Expected start of first projects under the PPP umbrella.

2014 Exploratory phase to understand detailed requirements on 5G future systems and to identify most promising functional architectures and



technology options which will meet the requirements. These activities will build on previous research work in industry and research framework programmes as well as global activities in other regions and standards bodies.

2015 Detailed system research and development for all access means, backbone and core networks (including SDN, virtualised network resources, cloud systems, undedicated programmable hardware, …) by taking into account economic conditions for future deployment. This work will set the basis for a Pan European experimental infrastructure serving all network domains. The proof of concepts in particular for core network elements is expected in this phase.

2016/2017 Detailed system optimisation by taking into account all identified requirements and constraints.

Finalise consensus on globally identified frequency bands for mobile and wireless communications (also taken into account the result of WRC15) and final system definition and optimisation by means of simulations, validation of concepts and early trials. The PPP will develop contributions to initial global standardisation activities and will build the Pan European experimental infrastructure in collaboration with GEANT and FIRE initiative.

Preparation of WRC17/18.

Support of initial international standardisation activities, which will continue in the following years.

2016/2017 Support of regulatory bodies for the allocation of newly identified frequency bands for the deployment of new systems. New frequency bands should be available around 2019/2020.

2016/2017 Implementation of large trials of new systems for validation under close to real world conditions, complementary research work as the need will arise as technologies are assessed.

2016 to 2019Investigation, prototypes, technology demos and pilots of network management and operation, cloud-based distributed computing and big data for network operation.

2017/2018 Extension of trials to non ICT stakeholders to evaluate the programme results and its impact in the real economy.

2017/2018 Detailed standardisation process based on validated system concepts by means of simulations and close to real world trials.

2018 to 2020Large scale demonstrations and trials, scalability testing, etc.

2019/2020 New frequency bands available for trial network deployment and initial commercial deployment of new systems.

2019/2020 Close to commercial systems deployment under real world conditions with selected customers to prepare economic exploitation on global basis.

Estimated Budget

Future systems will be researched and developed from a holistic perspective including all means of mobile and wireless access as well as fixed/optical access, the backbone network and networking means, including software and micro electronics competences. Therefore, a wide range of expertise and skills will be needed. The development and deployment of early and bigger trials will require the development and provision or the


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necessary hardware systems as well as the necessary system software. In particular these trial-oriented activities are very costly.

The programme will have during its lifetime several ongoing parallel projects to address the different aspects and layers of system research and trial preparation.

It is expected that the overall budget in the 7-years period of the MFF from 2014 to 2020 of 1400 million € will be needed. From the today’s perspective it is expected that about 70 % will be used for research actions and about 30 % for innovation actions, where the share for innovation actions will increase during the programme life time. The expected total public funding envelope should be in the order of 700 million €, which is matched by a direct private investment in 5G PPP research projects by a similar amount of 700 million €. With respect to the development of early trials and bigger trials towards the end of the programme the annual funding per year is expectedgrowth from programme start towards the programme end linearly in a first estimate according to the following table. The programme will implement the PPP SRIA as developed by the ETP, the industry roadmap and research actions as developed in the Association and the PPP and endorsed by the Association. The different programme phases will be refined based on the roadmap and the SRIA with respect to the allocation of budget and activities (research, testing and trials, innovation, standardisation and dissemination). Different instruments in Horizon 2020 (use in downstream phases the full palette of instruments like SME actions, ODI (Open Disruptive Innovation) schemes etc.) will be taken into account for the most appropriate approach.

Year of call for proposals

2014 2015 2016 2017 2018 2019 2020 Total [million

€]

Global budget

140 160 180 200 220 240 260 1 400

Estimate research actions

110 120 140 140 150 160 160 980

Estimate innovation actions

30 40 40 60 70 80 100 420

From a wider perspective public investment is public funding in research programmes and also potentially Structural Funds for the deployment of new systems in eligible regions, where a market-driven approach will not ensure the availability of new systems.

Private investment is manifold in this context, which is going beyond the implementation of PPP projects:

Matching investment to public funding for projects in the PPP (cf. 700 million € above) and the following additional investments.

Private R&D investment for research, development and standardisation of new systems on the vendor side. This refers to bigger industry as well as to SMEs.

Private R&D investment for research, development and standardisation as well as the deployment of new systems on the operator side.

Investment in R&D in research centres and universities is to a large extent public investment. However, these institutions also receive private funds for cooperation projects in this context.



3. Expected Impacts

3.1 Description of Industry Commitments

The Advanced 5G Network Infrastructure for Future Internet PPP will organise and structure the research so that it is clearly business relevant, creates a critical research mass and involves relevant partners from the entire value chain.

The PPP will support the development and standardisation of new, globally harmonised, 5G communication networks, which will meet the requirements in the 2020 time frame and beyond in order to strengthen the position of industry in Europe in future global communication networks markets.

It will be based on principles of openness, transparency and representativeness in particular for the definition and implementation of the SRIA in respective collaborative research projects. The PPP will in particular initiate specific actions to attract innovative SME's and gather the views of key stakeholders as identified in Section 2.2.

In order to launch the PPP an association will be created by November 2013 to represent the counterpart to the EU Commission in the contractual agreement according to Article 19 in “Regulation of the European Parliament and of the Council establishing Horizon 2020 - The Framework Programme for Research and Innovation (2014-2020)”. The detailed development of the Articles of Association and the 5G Infrastructure Collaboration Agreement will be initiated as soon as the PPP Contractual Agreement and the Horizon 2020 Model Contract will be available in order to comply with these documents. It is expected that draft documents will be available in September 2013 and final document in October 2013.

The 5G PPP is starting on the stable ground of an existing agenda already agreed between the main stakeholders: the “Strategic Research and Innovation Agenda” for the communication network sector. This agenda has been developed and annually updated during the last few years and is endorsed by the sector. It describes the interests and contributions of different stakeholders. However, new developments in technology, the regulatory environment and the application domain are influencing the necessary research activities. Therefore, the future Strategic Research and Innovation Agenda for the 5G-PPP will have to embrace new ambitions and be regularly updated (most probably on annual basis). Once the initial agenda for the 5G-PPP will be finalised on the basis of the existing Agenda described above, we expect further updates to be incremental in order to ensure continuity and consistency. This underlines the critical importance of establishing the initial agenda in a robust and forward-looking manner. In addition, road-mapping of milestones based on the agenda will be updated regularly in order to keep pace with external developments. These activities will be performed in the PPP CSA project, which is facilitating the PPP operation, and monitored by the PPPAssociation.

The PPP will further analyse the research results to ensure that the implemented projects are contributing to the target PPP objectives according to the agreed roadmap and to the identified KPI's. The Association from its side will also in execution of the PPP Contract do certain tasks in the field of ex-post evaluation of PPP projects.

The PPP, through the Association, will analyse the European related R&D investments in the target sectors, in view of monitoring the leveraging factor for further investment outlined in Section 3.3, where industry will invest significantly higher budgets than provided by public funding in the PPP.

The PPP budget will be a catalyst for cooperation between stakeholders and consensus building towards future standardisation and to create future global markets. The research activities in the 5G PPP will trigger a substantial amount of additional R&D activities in particular in the private sector for conducting detailed system development,


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international standardisation and product development for the global market. The necessary R&D expenses for a 5G communication infrastructure per vendor including its ecosystems suppliers and SMEs will be in the order of the total cost of the 5G PPP. The deployment of new systems by operators will require even much higher investments than the development cost. Such systems will be continuously further developed by future releases during the entire system lifetime. Application development will start as soon as the system platform will be available and will also be a continuous process during system lifetime. Therefore, the private sector is committed to invest about 10 times more than the PPP total cost in product development and maintenance and even much higher amounts for system deployment.

It is the intention of the parties involved in this PPP to use achieved results for global standardisation to ensure globally interoperable systems. Based on international standards industry in Europe will exploit results economically in system and product development for future communication networks for the global market to the benefit of European economy and to provide communication platforms for application developers and other users of such systems.

Research results will be secured by building up IPR portfolios.

PPP actors will identify potential barriers for the deployment of future systems and will develop, in consultation with regulatory bodies, analysis and position papers in critical domains like spectrum and standards to support the deployment of the developed technologies.

Industry in Europe will develop the basic communication solutions for highly secure infrastructure networks, which can be used for vertical sectors and in particular for critical infrastructures like energy, gas, water and traffic systems.

3.2 Expected Impacts of the PPP and Strategic Objectives

The network industry is supporting the global market and is facing global competition. Therefore, expected impacts have to be seen in the global context.

According to the vision in Section 1 networks of tomorrow will be based on significantly new architectures and technologies.

The strategic objectives of this PPP are thus:

To support and reinforce the European industry to successfully compete on global markets with the adequate portfolio of technologies and solutions meeting the anticipated change in usage patterns.

To pave the way towards successful introduction of innovative business models based on more powerful open networks.

To support the emergence of global standards ensuring competitiveness and interoperability.

To address non-technological barriers such as regulatory issues and spectrum availability.

To validate technologies from a technical and a business perspective through early trials and reference deployments.

To develop a significant portfolio of essential IPRs to secure the position of industry in Europe.

To develop the skilled personnel, which is needed to research, develop, provide and operate advanced communication networks as well as use of such new systems in secondary and vertical markets.



To provide a reliable and trustworthy communications infrastructure, which secures critical infrastructures from cyber attacks.

To develop 5G infrastructure solutions, to be used for providing solutions to societal challenges following the Digital Agenda. This will make the European society and economy smarter and more efficient for the benefits of European citizens and beyond.

The following impacts are expected:

A European PPP in this time frame can achieve the following significant impacts:

The PPP will provide the critical mass platform for collaborative research of all necessary stakeholders to build consensus on new 5G communication networks by means of early cooperation in the pre-competitive phase. Coordination between EU activities and local as well as member state activities will then improve the overall impact.

This consensus will be exploited in global standardisation and will enable industry in Europe to establish essential IPRs in global standards.

The PPP will assist global standards to enable economies of scale and thereby affordable cost.

The PPP approach by involving a big number of stakeholders will generate global visibility of European research.

Impact on society and opportunities for a wide range of applications:

A major societal benefit is that preparing and providing the new infrastructure will empower European citizens by giving them access to the most advanced capabilities for the benefit of their social wellbeing and to enable their inclusion into all aspects of European Life in accordance with the Digital Agenda.

For Europe at large the expected impact will be to:

o Accelerate the adoption and use of advanced ICT services in Europe.

o Attain European leadership in uptake and use of new ICT technologies.

o Advance the critical communications infrastructure in Europe and its implementation.

o Drive the integration of services and smart infrastructures for highly optimised service provision across heterogeneous networks.

o Deliver innovative efficient network technologies which will support the EU’s target of reducing CO2 emissions.

Acceptance of new technology by society and consumers:

o Organisations representing user groups will be involved as Associated Members of the Association.

o Potential barriers for accepting new technology will be identified.

o From experience electromagnetic emissions are an area of concern. A second area is network security and privacy issues, which have to be addressed by future systems.

o The involvement of such organisations will help to identify at an early stage potential barriers and concerns in order to develop mitigation strategies.


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o Industry will use means of Corporate Social Responsibility for the introduction of new technologies.

o If there are ethical issues involved from the new research, public consultations will be organised.

Impact on economic and industrial development:

New ubiquitously available communication networks will improve competitiveness in Europe for all sectors of the economy and society, where the communication industry is the enabler. Communication networks are a cross-cutting technology, which will help to improve the quality of experience for new generation multimedia services (UHD, 3D, augmented reality), as well as the overall environmental conditions by more efficient utility networks (energy, gas and water), traffic systems, health systems, education and the support of the elderly society. Communication networks provide new business opportunities for SMEs and other sectors to develop new products and services to generate new growth in Europe.

An advanced communication infrastructure in Europe will be a major precondition for a new wave of growth in economy in an increasingly globalised world.

The 5G Infrastructure PPP will reinforce the European industrial leadership in Network and Information Systems that will support growth in Europe, with the objective of maintaining and of improving the industry’s markets share worldwide.

International cooperation:

International cooperation will be needed to reach consensus on the scope ("perimeter") of 5G, the target time frame, and to develop agreements on open standards and specification, to avoid competing standards or regional standards, and to have access to the required competence and the global market.

International activities will be launched to support frequency spectrum identification and planning on global basis. The first step will be WRC 2015 is already very far advanced and first PPP projects will have started shortly before WRC 2015, which will set the agenda of the next conference in 2017/2018. The next WRC around 2017/18 will be the most critical as it will decide on most of the starting frequencies for 5G, and it is also where the PPP can contribute to the preparation from the very beginning. This conference will be the main focus of activity towards additional frequency spectrum. The preparatory work will start shortly after WRC 2015. The PPP will be instrumental to support the spectrum planning process by providing its expertise and make coordinated contributions to the international debate, in particular on a more flexible spectrum use and new frequency bands of interest in the microwave and millimeter wave range. In addition, also other frequency bands will most probably be under consideration.

Results of PPP projects will be suitable for global standardisation in bodies like 3GPP, IEEE, IETF and other standards and specification bodies in the IT domain etc., which can be contributed via established channels of PPP partner organisations to respective standards bodies. These channels will be used to exploit research results in international standardisation.

Further activities towards international cooperation are the organisation of PPP workshops in other regions in order to disseminate results and information and to



support consensus building on global basis towards the adoption of concept and system proposals in global basis.

It has to be noted that already major non-European companies are supporting the PPP, which will ensure global links of the research effort. The direct involvement of global companies, which do not have their headquarters in Europe, will help build global consensus and to agree global standards. We would also observe that the project contains key partners from the Americas, Europe and Asia, and encompasses the bulk of the world's population as a result.

Key countries for international cooperation in research are Japan, Korea and Brazil for technology development and the adoption of European standards and solutions. China will be an important partner for cooperation to prepare future standards.

The CSA for the support of the PPP will work on detailed activities towards international cooperation to identify relevant programmes for information exchange and coordination of activities in order to achieve consensus on new solutions.

From the today’s perspective the following regional programmes and bodies are identified for international cooperation

o US: NSF on virtualization, SDN and access to radio spectrum.o Japan: NiCT on New Generation Networks and Future Internet (Akari

project on Future Internet), research at NTT docomo.o China: MOST on 5G Research Initiative and the 863 programme on radio

systems and beyond. Potentially also the 973 programme applies.o Korea: Korean 5G Forum (established May 2013), ETRI and major research

activities in industry.

International cooperation will also address more classical technology research in order to achieve early convergence on basic solutions, architectures and interfaces. Experiments and trials are already close to the competitive phase. However, the objective of cooperation in this phase will be to check interoperability of interfaces. Information exchange on user requirements (users in our sense are vertical sectors, end users, M2M, …) is also expected in the initial phase of the PPP.

3.3 Ability to Leverage EU Funding with Additional Investments

The organisations participating to the 5G Infrastructure PPP will:

Build on results from EU Framework Research programmes, Horizon 2020 projects, EIT KIC ICT Labs, EUREKA Clusters projects, National projects/programmes.

Bring in company internal research results and standardisation activities in order to exploit results in global standards.

Use independently developed trial systems as basis for early trials for further development towards bigger systems trials.

Leverage on EIT KIC ICT Labs to develop skills and competences on the basis of the 5G Infrastructure PPP developments. An MoU with EIT ICT Labs will be established to support training and education activities on new 5G technologies.

Cohesion funds will be targeted in eligible regions for the deployment of trials and the involvement of selected users.


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The annual R&D investments by the major communications industry in Europe amounts to well over 10 billion € as reported by JRC/DG RTD as compared to the investment of roughly 1 billion € in collaborative research programmes of the European Union for participants from the private sector as well as public research institutions (R&D centres and universities). Therefore, the private sector investment is significantly higher. However, private investment in the communication networks domains is to a significant extend triggered by collaborative research, which paves the way for the development of basic solutions and consensus building towards future standards. These results and this environment are then exploited economically.

Therefore, a leveraging effect from the public investment by the EU Commission in research in the PPP in relation to the private investment in R&D for systems in the scope of the PPP between 5 to 10 is expected and targeted.

The monitoring of the respective R&D investment in the PPP in relation to the overall R&D investment will be a task of the Association in cooperation with the PPP CSA project. Monitoring of R&D investment can only be done by an independent trusted research organisation of market research organisation, which is collecting such data from industry players on confidential basis and is aggregating such data in anonymisedform for monitoring and reporting purposes, whether the PPP is working according to its roadmap and is achieving the expected leveraging effect. R&D investment on certain areas is usually confidential and competitive information and will not be publicly available. Potential partners for such an activity could be the Joint Research Centre of the EU Commission or Eurostat. This should be described in the statutes of the Association in relation to the PPP CSA.

With respect to net sales the leveraging effect is much bigger, when the research intensity of the telecom sector in the order of 13 to 14 % is taken into account. There is a huge leverage effect from publicly funded collaborative research to private investment.

The market size according to the same study amounts to roughly 85 Billion € annually. The collaborative Research investments can be seen as a nucleus to foster critical research and prepare for product development, as already demonstrated with developments of previous generations of mobile network.

Based on the experience in collaborative research and the achieved global impact on standardisation the communications technology sector in Europe is willing to invest in the further development of communication networks in order to support further economic growth and to improve competitiveness in the global market. The performance of industry is monitored annually in scoreboards, where potential impacts of investment in research on economic performance can be observed.

(E.g. EU R&D Scoreboard – The 2012 EU Industrial R&D Investment Scoreboard. Joint Research Centre of the EU, http://www.eurosfaire.prd.fr/7pc/doc/1354893182_sb2012_final_draft.pdf).

3.4 Strategy and Methodology/Mechanism for Coordinating the Implementation and Measuring Progress

The term Public-Private-Partnership – PPP in the context of this annex is defined as follows. The PPP corresponds to the overall structure including

the Association with the Industry Advisory Board and



the 5G Initiative, which comprises the selected projects under the PPP umbrella in all programme phases, the Steering Board and the Technology Board. This 5G Initiative is organised under the 5G Infrastructure Collaboration Agreement,

the Net!Works European Technology Platform as representation of the wider sector via its direct link (Members Agreement) to the Association.

The PPP will have a number of parallel mainstream RTD and Innovation projects to investigate the different technical concepts and systems as well as optimising their performance and validate their feasibility as indicated in the SRIA priorities.

In addition, it is foreseen to coordinate the cooperation between RTD and Innovationprojects for interface definition and alignment through an efficient Coordination Action. Each project will have dedicated tasks and allocated resources for these common activities in order to ensure commitment to the holistic approach. This coordination action will also support the bodies in the PPP governance for monitoring the programme progress, for the identification of programme issues and for initiating mitigation actions.

Figure 11 shows the proposed approach. This model (WWI-model as applied in FP6) was successfully used to develop the basic concepts of IMT-Advanced and LTE – today globally deployed mobile and wireless communication systems. It provides means for cooperation between different collaborative research projects. The collaboration should be facilitated by a dedicated support action, which is organising the necessary bodies in the PPP and is managing the necessary infrastructure and joint activities like dissemination events. The proposed model ensures the cooperation between stakeholders based on a cooperative approach. Participating projects are linked by cross-issues for particular topic areas. Cooperation depends on topic areas and interfaces, where cooperation is needed.

The partnership initiative can be realised using Collaborative Projects (CPs) of appropriate size for RTD and Innovation activities and a CSA to facilitate the PPP operation. These projects will be launched in the different phases of the PPP, which could be consecutive and/or partly overlapping. The work programme and Calls for Proposals for later phases may be adapted to updated Strategic Research and Innovation Agendas in order to keep the PPP actual with respect to changes in the environment during the lifetime of the overall initiative. Therefore the seven years PPPlifetime will be subdivided in three phases, which will address

in Phase I basic research work, concept and system development including dissemination activities,

in Phase II system optimisation by taking into account the results of WRC 2015 and early trials for key concepts, promotion of new system concepts globally and contributions to international standardisation and

in Phase III large-scale trials, the extensive involvement of web-entrepreneurs and SME for application development in order to demonstrate the potential of new communication networks for global adoption and the preparation of future markets.

The project internal relation between partners is described in a Consortium Agreement on private basis. The relation between PPP projects and all PPP partners is described in a 5G Infrastructure Collaboration Agreement on private basis.

The following bodies are foreseen in the direct governance model of the 5G Initiative:

An Industry Advisory Group of senior representatives, who are coming from PPP participants but not actively working in the projects, plays the role of providing


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strategic guidance to the overall partnership initiative, ensuring that results, concepts and systems are adopted more efficiently for economic exploitation in the market. Industry players are committed to staff this group. The Industry Advisory Group also plays the role for strategic steering and discussions. This group is part of the Association and will be described in the Statutes of the Association (Section 4.3). It will be supported by the PPP CSA.

The 5G Initiative Steering Board comprises the project coordinators of active projects in the PPP. It handles the daily management of the overall partnership initiative. For example the partnership initiative will organise the cooperation between projects and joint events to promote results of the partnership initiative, concepts and systems. This group is part of the PPP governance model and will be described in the 5G Infrastructure Collaboration Agreement (Section 4.5).

The 5G Initiative Technology Board is composed of the Technical Managers of the active projects in the PPP. This group handles all technical matters across PPP projects such as interface definitions. This group is part of the PPP governance model and will be described in the 5G Infrastructure Collaboration Agreement (Section 4.5).

Figure 11: Proposed structure of the 5G Initiative



The legal aspects pertaining to the organisation of the projects and the collaboration between the projects will be dealt with as follows. Based on existing experience from Framework Programme 7 in the currently running "Future Internet PPP" (FI-PPP), the expectations on Horizon 2020 documents and already available documents on the Collaboration Agreement and the Consortium Agreement the necessary documents will be developed:

Grant Agreement per participating project with the EU Commission handles the relation between the EU Commission and the projects:

o Based on the Horizon 2020 model Annex II (today available EU Commission: FP7 Grant Agreement - Annex II General Conditions).

o The Grant Agreement may be amended by a Special Clause on the cooperation between projects and access rights to IPRs (today available EU Commission: List of all Special Clauses Applicable to the FP7 Model Grant Agreement for the Implementation of the Seventh Framework Programme of the European Union and Euratom).

Consortium Agreements per project handles the internal relation between project partners per project.

5G Infrastructure Collaboration Agreement across projects in the PPP to handle the relation between projects and partnership initiative-level bodies e.g. to ensure necessary access rights to IPRs based on the FI-PPP model in FP7.

3.5 Identified Indicators

The proponents propose specific joint operational performance indicators:

Selection of the most relevant set of projects with respect to Industry roadmap.

Percentage of industry (target > 50%) including significant SME participation (target > 20%) participation.

The proponents propose specific PPP operational performance indicators:

PPP roadmap refreshed every two years at least

Number of peer reviewed scientific publications/results.

Number of standards influenced by the research, and generated patents.

Scientific & Technical performance indicators (KPIs):

Wireless Networks (LTE baseline)

Associated KPIs:

Mobile data volume supported per area > 1000 multiplication factor in cell throughput

Amount of spectrum made available via new intelligent spectrum management techniques

Starting from a today allocation of about 300 MHz (Target: in minimum doubling)

Number of connected devices 10x to 100x increase


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Achievable typical user data rate 10x to 100x increase

Lower energy consumption Additional 80 % reduction in radio access part

Increased battery life for low power devices

> 10x

End-to-End latency < 1ms, 5x reduction

Optical Networks

Associated KPIs:

Core

Capacity (> 10x increase)

Reach




Tbps+ channels100 Tbps+ linksPbps network nodes

up to 2500 km

x10

x10


Access and Aggregation


Reach




10G+ peak ratesCIR/EIR 1:10 or better10x central office consolidation10 Tbps network nodes

up to 100 km

x10

x10


Data centre


Reach




Pbps fabricsTbps interconnectsin support of:Exascale computingZettabyte storage

up to 2 km (intra-DC)up to 100 km (inter-DC)

x10

x10




Automated Network Organisation – Network Management and Automation

Associated KPIs:

QoE/QoS Increased customer satisfaction in terms of

o throughput,

o handover reliability and

o call drop rate

Network reliability and resilience Increase performance

OPEX Reduced OPEX in terms of

o energy consumption and

o complexity of human operator tasks

Scalability of the mechanisms In terms of

o number of coordinated elements and

o number of coordinated control loops

Implementing Convergence Beyond the Access Last Mile

Associated KPIs:

Number of converged networks Including e.g. fixed, mobile, but also specific ones such as private infrastructures city-wide ITS (road management), PMR, future smart grids, …

The factor of total increase in capacity Reduction in OPEX/CAPEX (20%)

Information Centric Networks

Associated KPIs:

Response time Improved response time showing the efficiency of the name resolution, data access etc., by comparing the response time of 1st data packet to the average response of the rest of the data packets

CAPEX and OPEX Minimised CAPEX and OPEX related to centralised content services of operators

QoS and QoE Improved data access and discovery in terms of QoS and QoE

Signalling and traffic overhead Minimised signalling and traffic overhead in terms of bandwidth utilisation and QoS/QoE

Signalling and traffic overhead Improved scalability in large scale network environment compared to traditional approaches


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Demonstration and test network platforms Number of large scale demonstration and test network platforms showing the scalability

Network Function Virtualisation

Associated KPIs:

Real deployments Number of real deployments

Demonstrations of interoperability Demonstrations of interoperability among vendors and operators of their virtualised products and infrastructures

Open innovation ecosystem The availability of an open innovation ecosystem around NFV technologies

CAPEX and OPEX Figures on CAPEX and OPEX reduction (our initial estimates for this pilot are around 35 % in CAPEX and 45 % in OPEX)

Software Defined Networking

Associated KPIs:

Reference implementations of a NetworkOS

Number of reference implementations of a NetworkOS, and related South Bound and North Bound interfaces

Availability of standards on NetworkOS concepts

Availability of standards supporting the concept of a NetworkOS, and related South Bound and North Bound interfaces

SDN controlled network resources Number of SDN controlled network resources

Backward compatibility Demonstrated backward compatibility with non SDN based implementations

Networks of Clouds

Associated KPIs:

QoS requirements Number of services with demanding QoS requirements running in hybrid cloud environments

Availability of standards on SLA negotiation

Availability of standards supporting proposals supporting SLA negotiation in hybrid cloud environments

Ensuring Availability, Robustness and Security

Associated KPIs:

Collecting and processing user data Volume and time for collecting and



processing user data

Quality of user behaviour characterisation Number of patterns and connections identified per user or group

Ensuring Efficient Hardware Implementations

Associated KPIs:

Hardware performance improvements Simultaneously cost efficiency

Very high level RF performance and low power consumption

50 % more efficient in terms of

o power consumption

o much lower leakages

Operations as low as 0.5 V

RF solutions Improved battery life and ensuring autonomy of up to 10-20 years

Reduce gap between µW range from possible harvested energy and mW range for electronics and RF communication

RF front-end receiver power consumption below 1 mW

Ultra-miniaturisation of antennas while maintaining high efficiency

Millimetre wave communications Improved integration of RF front-end with CMOS technology (including antenna arrays for beamforming and diversity)

Digital architectures and components for transceivers and micro-servers

Innovative multicore chips with high performance/energy ratio

Bandwidth between compute engines and memories up to 450 Gbps

Energy efficiency by using heterogeneous hardware in combining parallel processor cores

Efficient distributed virtualisation solutions with resilience, data security and protection

3.6 Proposed Methodology for Monitoring Industrial Commitments

The industrial commitment will be monitored against the following high level general KPIs:

Level of involvement by industry like mobilised resources.

Number of launched projects.

Participation in supporting Group.


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and the high level KPIs according to Section 1.6:


Saving 90% of energy per service provided. The main focus is in mobile communication networks where the dominating energy consumption comes from the radio access network.

Reducing the service creation time cycle from 90 hours to 90 minutes.

Creating a secure, reliable and dependable Internet with zero perceived downtime for services.

Facilitating very dense deployments of wireless communication links for over 7 trillion wireless devices serving over 7 billion people.

Ensuring User controlled privacy.

The KPIs summarised in Section 3.5 for the different focus areas will be taken as baseline for monitoring progress and industrial sector commitments towards the realisation of the PPP objectives.



4. Governance

The supporting partners commit to make the 5G Infrastructure PPP the major European initiative to boost research, development and innovation on 5G network infrastructures and future Internet.

The proposed governance approach is subject to the compatibility of the future clauses of the PPP Contractual Agreement with corporate legal procedures of the supporting partners.

4.1 General Considerations

The key principles for the governance of the 5G Infrastructure PPP are transparency, openness, representativeness and efficiency. The Association will be the counterpart for the Commission to sign the PPP Contract, to monitor progress of the PPP and to endorse the SRIA. The detailed purpose is described in Section 4.3.3.2. However, the Association is not involved in the implementation of under the PPP programme.

The internal relation between PPP projects and participants in the 5G Initiative will be described in the 5G Infrastructure Collaboration Agreement.

The Technology Board in the 5G Infrastructure Collaboration Agreement and Working Groups in the Net!Works ETP will produce and iteratively update the SRIA. This SRIA will form a major input for the call for proposals in the 5G PPP. Out of this SRIA, and its updates, an industry roadmap including the research actions will be produced by the Association, and regularly updated, based on the strategic areas presented in Section 2, to identify the next steps of the programme.

The evolution of the roadmap shall be a continuous interactive process, monitored by the 5G Infrastructure Collaboration Agreement Steering board and the Industry Advisory Group in the Association. The Association will endorse the SRIA in execution of the PPP Contract. There should be flexibility in the lifetime of Collaborative Projects (CPs) to respond and amend their work plans depending on the evolution of the roadmap.

The Association will be responsible for the link with the 5G Initiative. The Associationwill organise an evaluation of the projects selected after the Grants have been awarded in order to evaluate to which extent these projects contribute to the roadmap and what aspects of the roadmap need further commitment. The following elements will be taken into account (not exhaustive):

1. The coherence with the PPP roadmap, SRIA ambitions and KPIs.

2. The relevance of the exploitation plan.

The supporting partners are fully in agreement with the concept of reserving part of the budget of the different projects to invite individual solution providers to join this work as it progresses, hence also contributing to further openness of the overall process. There are many examples of large scale systems where many elements of the important functionality are provided by SMEs which have inherent skills and adaptability for the special needs of particular scenarios. It will be ensured that these opportunities are maintained and properly integrated.


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4.2 Description of the Organisational Structure

An efficient and workable model is the target. The organisational structure ensures transparency of the activities, openness to access to information by respecting access rights of project participants and fairness to participate in PPP activities. There are three entities in the governance model that will have to be taken into account (Figure 12):

The Association:o The EU Commission and the Association conclude the PPP contract

according to Article 19 in the Horizon 2020 Regulation, which will describe high-level objectives and KPIs of the PPP.

o The newly to be created Association, hereinafter, will have the main task to enter into the so-called PPP Contract and to Implement that contract in partnership with the EU Commission (Section 4.3).

o The Association is representing the wider community of more than 1000 organisations including the Net!Works ETP as the core networks community and all other necessary stakeholders in the PPP scope, representatives from vertical sectors and user groups in order to take into account views and requirements for the development of the PPP roadmap and research actions based on the SRIA as developed in the ETP. Therefore, members of the Association are coming from the Net!Works ETP Steering Board, additional Net!Works member organisations, and from outside of Net!Works. This open membership ensures openness for the development of the SRIA and transparency of activities. The SRIA will be endorsed by the Association to the EU Commission as major input to the PPP Work Programme and Calls for Proposals.

The Net!Works ETP:o The existing Net!Works ETP also plays a role as a wide representation of

the community, developing and up-dating the SRIA on a regular basis. This unincorporated organisation will continue to exist, but some adaptations will be needed to create consistency between the different levels of the governance model (Section 4.4).

o The Net!Works ETP has an open and democratic governance model. The Steering Board is fully elected. The Steering Board members will become Full Members of the Association. They will be bound by a Members Agreements to decisions in the ETP in order to ensure that the Association is representing the wider community and decisions in both organisations are aligned.

The 5G Initiative structure and projects:o It will be realised through a 5G Infrastructure Collaboration Agreement

between the partners involved in the projects selected in order to describe the internal relations between PPP projects and partners (Section 4.5).

o Fairness of participation is ensured by the standards procedures of Horizon 2020 like open Calls for Proposals and proposal evaluation and selection by means of external and independent experts.

o The PPP will support consortia building by providing information on upcoming Calls and the SRIA in tight connection with the Association.

The different entities are described in detail in the following Sections.



Figure 12: Overall structure of the PPP in relation to the EU Commission and the Net!Works ETP

4.3 Association Statutes and Modus Operandi of Association

4.3.1 Optimising Openness combined with Efficiency

The Association has to remain of manageable size in terms of number of member organisations to ensure that the goal of a full innovation trajectory will be achieved with the necessary focus to guarantee impact.

The proposed structure is that there are two categories of Full Members: Full Members Cat A of the Association are those organisations having a member in the Steering Board of the Net!Works ETP and additionally elected members from Net!Works as explained below, being Full Members Cat B. These Full Members have a mandate via election in the Net!Works General Assembly and thereby they are representing the Net!Works membership and the sector. The Net!Works ETP will have new elections to the Net!Works Steering Board before the Association will be launched. However, the statutes of the Association will also foresee that other entities from outside the Net!Works ETP Steering Board or even outside the Net!Works membership can become Associated Member, however without voting rights. This means that there will be two categories of membership,

Full Members (Cat A and Cat B) with full voting rights and

Associated Members without voting rights.

The Associated Members will have full access to information and will have the right to attend and to speak at the relevant meetings of the Association. This does not prevent the Associated Member to upgrade to Full Member status, as soon as an Associated Member would fulfil the membership criteria for full membership. After the upgrade, the former Associated Member will exercise all the rights of a Full Member, including the voting rights. This approach ensures that decision making in the Association is based on a transparent mandate and openness for a wide membership and that all necessary expertise in the scope of the 5G PPP will be represented in the Association in order to ensure good representativeness of the sector. This will allow keeping the Association of a manageable size whilst guaranteeing transparency and openness to the widest possible relevant constituency.

The mechanism of election of the Net!Works ETP Steering Board ensures that the representatives of the sector into the Association is guaranteed. The Net!Works ETP Steering Board is elected by all the interested organisations in the Net!Works ETP gathered in the General Assembly. In the Net!Works ETP Steering Board a number of seats are allocated to industry (different sectors), SMEs and the research community,


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but the ETP Steering Board should be industry-lead. The selection procedure for the Net!Works Steering Board is open and based on candidature (Section 4.4).

Membership in the Association may thus change after new elections in the Net!Works ETP Steering Board in order to have an Association, which has a mandate from the Net!Works ETP membership.

It should be noted that the Net!Works ETP membership is open for organisations with research activities in Europe, therefore new organisations could become part of the Net!Works ETP and thereafter be elected in the Net!Works ETP Steering Board, and hence become a Member of the Association.

The legal mechanisms to link the Association to the Net!Works ETP is through the Members Agreement (Section 4.3.5). There will be a direct link between the ETP and the Association decision making, in the sense that the Full Members of the Association will have to commit in a Members Agreement to respect the decisions taken by the ETP bodies. Members of the ETP are legal organisations (not individuals). ETP bodies will be the Net!Works ETP General Assembly and the Net!Works ETP Steering Board. Additional Full Members Cat B in the Association, which are members of the Net!Works ETP and elected by the Net!Works membership but not coming from a Net!Works Steering Board organisation will also be bound by the Members Agreement. The Net!Works ETP Steering Board is elected by the Net!Works ETP General Assembly every two years according to the actual Net!Works governance model and can act within the limits of Net!Works ETP General Assembly decisions. Full Members of the Association commit that for ETP decisions taken related to PPP matters they shall vote in line with the decisions taken on the same matters by the Net!Works ETP Steering Board. Also the terms of reference of the Net!Works ETP will have to be reworked, in order to ensure full consistency. This will be organised in the Net!Works ETP restructuring discussion. As an example, when taking a decision on the SRIA in the Association, the representatives in the bodies of the Association will be bound by the terms of the Members Agreement, which makes sure that the decision taken by the Association is in line with the decision taken by the bodies of the Net!Works ETP. With this process, the Members Agreement mechanism ensures that the decision of the Association reflects the interests of the widest possible constituency gathering under the ETP. The approach has thus an in-built control loop that the Association will act in the interest of the Net!Works membership.

Therefore, the proposed legal entity for the Association will be representative for the whole sector and will be able to reflect the commitment of the sector.

4.3.2 Commitments of the Association

The undertakings by the Association are understood as being global sector untertakings. Individual Members and PPP participants are expected to fully support the global sector commitments but do not incur any legal liability for the undertakings. The untertakings are further explained in the PPP contract.

It is expected that activities of the Association will be supported by the PPP CSA to facilitate the programme.

4.3.3 Characteristics of the Association

The Association will be a not for profit international association under Belgian law, for unlimited duration, based in Belgium. This is a flexible form of a legal entity, often used in the context of EU Commission programmes and cooperation. The costs of this Association should be light.



4.3.3.1 Board and General Assembly

The Association will be industry-led to ensure relevance of research and later economic exploitation of results.

There will be a Board and a General Assembly in the Association. In the General Assembly all the Members of the Association are present or represented, the Board would be composed of a limited number of directors, the chair and the vice-chairs of the Steering Board of the Net!Works ETP be nominated Members of the Board of the Association.

Annual meetings of the General Assembly of the Association could be combined with annual meetings of the Net!Works ETP.

Transparency is ensured by disseminating minutes of the Board meetings and of the General Assembly of the Association.

4.3.3.2 Purpose of the Association

The proposed purpose of the Association is (key points):

Signature of the PPP Contract with the EU Commission.

Endorse the SRIA as developed by the ETP Working Groups and the 5G Infrastructure Collaboration Agreement Technology Board.

Initiation of continuous update of the SRIA.

Initiation and endorsement of continuous update of the roadmap.

Define research actions to be addressed in the consecutive PPP phases with the largest relevant constituency base in cooperation with ETPbodies.

Evaluation of PPP Projects after Grants have been provided by the EU Commission to projects for the purpose of verifying, whether the PPP projects contribute to the roadmap and to the research and innovation objectives.

Monitor the leveraging effect between public funding and private investment.

Liaise with the Net!Works ETP.

Represent and look after the interest of the R&D actors in the ETP.

Collaborate and communicate with the EU Commission with regard to all Net!Works ETP matters and implementation.

Represent and address the legitimate interests of the Association Members and the wider community towards the EU Commission, other public authorities and stakeholders, without the authority to legally bind Members.

Share information of common interest among the Members and the Net!Works ETP to the purpose mentioned, as far as legally permitted.

Identify dissemination and publicity of important results and events.


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4.3.4 Statutes of the Association – Terms of Reference

The full text of the Statues of the Association is under preparation. A sketch is hereafter provided

Chapter 1 Definitions

Chapter 2 Name, form, head office, purpose, duration

Name: To be determined.

Place: Belgium.

Form: International non-profit Association with scientific purpose based on Belgian law.

Purpose: See Section 4.3.3.2.

Duration: Indefinite period of time.

Chapter 3 Membership

Full Members Category Cat A: Legal entities that are organisations, which are represented in the Steering Board of the Net!Works ETP and are a party to the Members Agreement. Full Members Category A will have full voting rights.

Full Members Category Cat B: Legal entities that are organisations, which are members of the Net!Works ETP and are a party to a Members Agreement. Full Members Category B will have full voting rights. The number of Full Members B is limited to 20 % of the Full Members A.

New Full Members Cat A, admission procedure: When a new Full Member organisation of the Steering Board of the Net!Works ETP is elected, this organisation will accede to the Association.

New Full Members Cat B: The Full Members B will be able to join the Association based on an election procedure by the Net!Works membership, either by application to the Net!Works Steering Board and/or an initiative by the Net!Works Steering Board to complement expertise. The Net!Works Steering Board will evaluate the represented sectors and will issue a dedicated call for candidates to the Net!Works Membership. This candidate list is the basis for election of Full Members B.

Full Members B will have to meet the following criteria:o Be a member of the Net!Works ETP.o Have additional expertise, complementing the sectors and expertise,

which is available in the Net!Works ETP but is not represented via theNet!Works Steering Board.

o Be elected by the Net!Works membership based on a candidate list.o The details of the election procedure are described in the Net!Works

governance model.

Associated Members in the Association not coming from a Net!Works Steering Board member or even not being member of the Net!Works ETP: Any legal entity being active in research in Europe and complements expertise in the Association in order to have a complete representation of different stakeholder groups and technology areas of the 5G infrastructure sector. Associated Members will not have voting rights. However Associated Members will participate to all Association meetings and discussions, like other Full Members. The use of voting would only happen in case consensus cannot be reached on a specific issue.



The Associated Members will be able to join the Association, either by application to the Chairman of the Board of the Association, or by invitation by the Chairman of the Association, acting on behalf of the Board of the Association.

In any case the Associated Members will have to meet one of the following criteria:

o be involved in significant R&D activities in Europe,o contribute and/or support the overall value chain,o be an organisation that represents interests that are relevant for the 5G

Infrastructure PPP.

Associated Members will contribute their views, which will be considered for integration into the PPP roadmap as contribution to the work programme.

o Representatives from user groups like from other ETPs or other organisations/associations will be involved in the PPP Association as Associated Members. These Associated Members should preferably be representatives from organisations which represent certain interests which are relevant for the PPP. An example is the Mobile Manufacturers Forum or MMF, which is an international non-for profit association under Belgian Law, dealing with the health and safety aspects of electromagnetic emissions. The MMF is interested to become an Associated Member.

o SMEs are involved as Full Members in the Association based on their membership in the Net!Works Steering Board and also potentially as Associated Member by application to the Chairman of the Board of the Association, or by invitation by the Chairman of the Association.

o It is expected that entrepreneurs and start-ups will mainly be involved in later phases of the programme for research and development activities in the form of smaller contracts according to Special Clause 42 to the Grant Agreements when the 5G infrastructure platform is available. The governance model will provide the means from the very beginning to include the Full Members and Associated Members in the Association even if for example representatives for entrepreneurs and start-ups may be involved in later phases of the PPP based on open calls in projects. Therefore, the statutes of the Association, will describe the Full Members and the Associated Members, the criteria for both categories, and the procedures to admit new Full Members and Associated Members.

Number of Members of the Association: The number of Associated Members will not exceed the number of Full Members Cat A.

The interests and views of all different relevant groups and stakeholders in particular requirements on future systems will be accommodated by a Stakeholder Board by means of consultations. This Stakeholder Board will be implemented as a Working Group of the Association.

Rights of the Members.

Obligations so the Members.

Termination for Full Members Cat A: Automatic termination in case of termination of the mandate in the Steering Board of the Net!Works ETP.

Termination for Full Members Cat B: Membership criteria not fulfilled anymore. To be noted that the election as candidate Full Member Cat B by the Net!Works is for a limited period of time, and will be subject to renewal.


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Termination for Associated Members: Membership criteria not fulfilled anymore. To be noted that the election as Associated Member by the Association is for a limited period of time, and will be subject to renewal.

Exclusion: In case of noncompliance with Statutes, By Laws and if membership criteria are no longer fulfilled.

Effects of termination.

Assets of the Association: Amongst others subsidies, membership contributions.

Chapter 4: General Assembly

Powers of the General assembly: Amongst others

o Endorse the SRIA.

o Approve the PPP Contract.

o Set membership fees.

o Approve/reject annual accounts, annual budgets.

o Elect and dismiss members of the Board of the Association and grant discharge.

Composition of the General Assembly.

o Full Members: Each Full Member shall have one representative and shall have one vote.

o Associated Members: Each Associated Member shall have the right to attend the General Assembly and shall have the right to speak at that meeting, but shall have no voting rights.

Quorum, majority of Full Members of the Association.

Decision making: Decisions will be taken in principle by consensus. Where no consensus can be reached, voting by the Full Members will take place.

Meetings, agenda, resolutions.

Chapter 5: Board

Functions: A.o.

o Monitor progress of activities of the Association.

o Manage budget.

o Annual accounts.

o Represent the Association towards the EU Commission.

Term of Board members, Chairman, Term.

Meetings, quorum, majority.

Decision making: Decisions will be taken in principle by consensus. Where no consensus can be reached, voting by the Full Members will take place.

Chapter 6: Membership fees, financial year, annual accounts

Chapter 7: By Laws Providing for the internal regulation of the Associations.



Chapter 8: Amendments to the Statutes, dissolution of the Association

4.3.5 Members Agreement: Terms of Reference

The Members Agreement is a contractual arrangement between the members of the Association. The full text of the Members Agreement is under preparation.

Definitions

Net!Works ETP Matters: Those matters that are related to the SRIA and to the priority setting towards the Horizon 2020 PPP work programmes, derived from the SRIA

Scope

Parties, being Candidate Full Members Cat A commit to establish the Association.

Parties commit to approve the signing by the Board of the Association of the PPP Contract, in the form as it will be attached.

Party’s criterion

Each party to the Members Agreement, shall be a member of the Steering Board of the Net!Works ETP or a potential additionally elected Net!Works member by the membership and shall sign the Members Agreement. Only these member organisations in the Association can commit to comply with decisions of ETP bodies via the Members Agreement.

Associated Members in the Association without a mandate by the ETP General Assembly will not be a party of the Members Agreement.

Accession to the Members Agreement

When a new member organisation of the Steering Board of the Net!Works ETP or an additional member (Full Member) is elected, this organisation will accede to the Association and to the Members Agreement.

Net!Works matters in relation to the PPP

Any decision to be taken by the Parties as Members of the Association that are related to Net!Works matters in relation to the PPP, shall be voted upon the representatives of the Parties in the General Assembly, and such voting shall always be fully in line with the decisions taken on the same Net!Works ETP related matters by the Steering Board of Net!Works ETP.

Term, termination and consequences

The agreement will terminate automatically for a Party when:

o the Full Member Cat A loses its capacity of member of the Steering Board of Net!Works ETP, in accordance with the terms of reference of the Net!Works ETP,

o the membership of the Association terminates, for one or another reason For the Full Member Cat B and the Associated Member this could mean that the term of the membership ends, and is not renewed.

4.4 The Net!Works ETP

As stated above, the Net!Works ETP will continue to exist as unincorporated organisation as a wide representation of the community, but some adaptations will be


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made to the terms of reference in order to create consistency between the different levels of the overall governance model. The following description is based on the governance model of the Net!Works ETP, which is illustrated in Figure 13:

Figure 13: Net!Works ETP governance model

Point to be considered under the terms of reference for the Net!Works ETP:

Mission

Net!Works is the European Technology Platform for communications networks and services. Communications networks enable interaction between users of various types of equipment, either mobile or fixed; they are the foundation of the Internet. The Net!Works European Technology Platform gathers nearly 900 players of the communications networks sector: industry leaders, innovative SMEs, and leading academic institutions.

The mission of the Net!Works ETP is:

o To develop position papers on technological, research-oriented and societal issues, which are agreed in Net!Works bodies to receive a joint mandate.

o To seek discussion of issues with decision makers in the political and public domain as well as in the industry and research community to bridge the gap between research and innovation and the expectations from the European society.

o To regularly develop an updated Strategic Research and Innovation Agenda (SRIA) for Europe in the communication networks domain in an open process in order to guide industrial and long-term oriented research and to provide means for future economic exploitation in global standards and the widespread deployment of communication systems and networks.



o To strengthen Europe's leadership in networking technology and services so that it best serves Europe's citizens and the European economy.

o To support the 5G PPP initiative through the provision of the Association Members, the provision of the SRIA (including revisions) and promoting the active involvement of the ETP community in 5G initiative proposals and projects.

Further details are available at: http://www.networks-etp.eu/.

Organisation

o General Assembly: Participation of all member organisations.

o Steering Board: Participation of elected organisations according to the defined election procedure in the ETP governance model.

o Executive Group: Responsible for the daily work formed out of Steering Board organisations.

o Expert Advisory Group: Participation for experts from academia and industry to support the Steering Board.

o Mirror Group: Participation for representatives of public authorities, national and regional bodies.

o Working Groups: Participation out of the Net!Works Platform member organisations established on ad hoc basis depending on needs.

Membership of the Net!Works ETP

o Legally established corporation and individual firm, partnership, university and research institute, government body or international organisation.

o The Net!Works members represent the wide community of the communications network domain.

o Member organisations are from industry, SMEs and the research community.

o A membership breakdown is presented in Section 1.2.

General Assembly

o All member organisations.

o Responsibilities

- Election of two Vice-Chairpersons for the General Assembly.

- Election of the members of the Steering Board in the different Stakeholder Groups.

- Decision on accepting new members in the Net!Works Platform.

- Decision on suspension, exclusion or expulsion of members in the Net!Works Platform.

- Confirmation of the appointment of up to 3 observers in the Steering Board based on a Steering Board decision.

- Contribute to the Strategic Research Agenda, reports and recommendations.

- Contribute to the workplan for the establishment of Working Groups and the preparation of project proposals.


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- Contribute to the Terms of Reference and the organisational structure.

Steering Board

o Members of the Steering Board are representing the three stakeholder groups, where the stakeholder groups and figures below comply with the actual governance model of the Net!Works ETP:

- Industry domain: 18 members with voting rights

- SMEs domain 6 members with voting rights

- Research domain 6 members with voting rights

- Observers 3 members without voting rights

- EU Commission observer 1 member without voting rights

- European Space Agency 1 member without voting rights

o Election of the members of the Steering Board

- The Steering Board is fully elected.

- Each Net!Works member organisation can propose candidate organisations and can nominate the own organisation.

- In order to ensure the above composition of the Steering Board and the guaranteed number of seats per stakeholder group each stakeholder group is nominating its candidates and is electing its representatives.

- The Observers are selected by the Steering Board.

- The EU Commission decides on its representative.

o Main tasks of the Steering Board

- Decision on all matters related to Net!Works related matters.

- Election of the Steering Board Chairperson and three Vice-Chairpersons. The Chairperson will also chair the General Assembly.

- Implementation of the Net!Works Platform.

- Initiation of the elections of Steering Board members in the General Assembly in time.

- Guidance on strategic direction, conflict resolution and the related proposals for the General Assembly.

- Invitation of members of the Expert Advisory Group.

- Decision on the appointment of up to 3 observers in the Steering Board. The observer from the Commission is nominated by the Commission Services.

- Decision on changes in the Terms of Reference and the organisational structure.

- Development and approval of the Strategic Research and Innovation Agenda, of reports and recommendations.

- Development and approval of the workplan for the establishment of Working Groups and the preparation of project proposals.



- Launching of complementary and cooperating project proposals by taking into account contributions of the General Assembly.

- Handling of membership issues such as accepting new members in the Net!Works Platform.

- Proposals for suspension, exclusion or expulsion of members in the Net!Works Platform.

- Organisation of General Assembly meetings.

- Organisation of voting procedures by e-mail in the General Assembly.

4.5 Governance Model of the Partnership – 5G Infrastructure Collaboration Agreement

This governance model is describing the internal organisation of the PPP.

4.5.1 5G Infrastructure Collaboration Agreement

The governance of the PPP will be laid down in a 5G Infrastructure Collaboration Agreement to be established between the partners involved in the programme projects under consideration. Experience from the FI-PPP in FP7 will be taken into account, where many of the necessary documents are basically available (FI-PPP Collaboration Agreement, description of governance structure). The specific legal situation for Horizon 2020 will have to be taken into account.

The basic principle should be a collaborative approach by respecting the legitimate interests of all programme partners, which excludes top-down decision making by a small number of organisations on behalf of the others.

Bodies in the 5G Infrastructure Collaboration Agreement (Figures 11 and 12):

5G Initiative Steering Board, where all active projects (Coordinators) are represented. The Commission is represented as observer.

5G Initiative Technology Board, where all Technical Managers of all active projects are represented. The Commission is represented as observer. This group is responsible for building and updating the roadmap and associated architectures based upon input from its subcommittees. The Technology Board also evaluates proposals for new architectures, organises technical meetings and workshops, and establishes calls within the organisation for research proposals to address research gaps.

5G Infrastructure Industry Advisory Board for strategic guidance and feedback on economic relevance of the approach to ensure future exploitation and impact of research results.

Under the 5G Infrastructure Collaboration Agreement, it may be provided that Working Groups can be established on a need basis for activities, which require the involvement of more than one project.

There will be a 5G Infrastructure PPP Industry Advisory Board however as part of the Association to provide a second opinion from an independent perspective.

In order to avoid legal uncertainties it is desirable to have the same Consortium Agreement for all projects in order to have a consistent legal framework.

The governance structure will be acknowledged in the 5G Infrastructure Collaboration Agreement and it will be provided that the Association is receiving the necessary


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information from the 5G Infrastructure Collaboration Agreement in order to allow the Association to fulfil its tasks.

4.5.2 Principles Regarding the Sharing of Information and Dissemination of Results and Handling of IPR benefits of the Sector, as will be applicable for Projects in the 5G Infrastructure Collaboration Agreement

It is one of the major objectives of the PPP to use achieved results for global standardisation to ensure globally interoperable systems. The PPP projects will develop solutions with open and publicly available interface specifications, where the access rights conditions of the existing legal framework in Horizon 2020 and respective standardisation and specification bodies will be respected.

To both strengthen industry competitiveness and promote innovation through openness whilst respecting legitimate interests of partners on securing IPRs and know-how with respect to global competition, those reference implementations might be valorised under different access rights models depending on the research area and the owner IPR Policy at the time of valorization.

As example:

In areas with high relevance to standardisation IPRs have to be secured, because this will have a significant impact on future exploitation in the global market. FRAND conditions may be the preferred option.

For specific software-oriented topics more open approaches may be considered, such as open source implementations. In the cases when it could be applicable, the selected open source scheme will have to be considered and the appropriate agreements established.

The following basic rules will be applied for access rights to IPRs within individual projects:

The Rules for Participation for Horizon 2020, as further detailed in Annex II to the Grant Agreement (or an equivalent document) will provide the binding rules for Ownership and Access Rights for the implementation of research and use (economic exploitation) for foreground and background.

The partners in a project will supplement the provisions of the Grant Agreement in a Consortium Agreement. As we understand it, it will be a requirement of the Commission that the Consortium Agreement is signed at the latest when the Grant Agreement is signed. It is our aim that all the project partners in the PPP Projects would apply the same model consortium agreement.

The model Consortium Agreement that is typically used by ICT industry is the so called IPCA. The IPCA provides for different models of open collaborative innovation, laid down in several options: partners can choose for a model whereby all the results of the project may be used on a royalty-free basis by all the other partners in the project, or they can also opt for a model whereby access rights for commercialisation/use are granted on FRAND conditions (fair and reasonable non-discriminatory conditions) to the other partners in the project, to the extent they need these results for the exploitation of their own results. Parties will choose the IPR model from the IPCA that best fits their business needs.

In the IPCA special attention is paid to software clauses, which are for obvious reasons essential for the ICT industry. A distinction is made between access to object code, access to API and access to source code. In principle, the access to source code is always more restricted than the access to object code or API’s.



The ICT industry is at present discussing about the new model consortium agreement for Horizon 2020 projects. The ICT industry is making an effort to adapt the consortium agreement to the new rules from the Rules of Participation and the Model Grant Agreement. The expectation is that different options will be included, meaning that the open model of royalty-free access rights for commercialisation/use will still be a valid option, that parties will choose when it fits with their business model.

We emphasize that the decision on how the ownership and access rights are arranged, is in principle a decision for the project partners, it always being understood that the conditions of the model grant agreement have to be complied with. The access conditions may differ for different research areas. In particular in areas with high relevance to standardisation IPRs have to be secured, because this will have a significant impact on future exploitation in the global market. FRAND conditions may be the preferred option. For specific software-oriented topics, the approach could be more open by means of open source implementations. However, the selected open source scheme has to be considered and appropriate approvals from other project partners will have to be obtained.

Between 5G PPP projects the following principles apply:

This will also apply to software results. It is expected that there will be a Special Clause 41 to the contract to describe the access conditions between PPP projects.

Rights and obligations, including access rights for partners in the different projects under the PPP Contract, will be further elaborated in the Collaboration Agreement between the different PPP projects. Access rights for third parties, which are not partners in the PPP, will usually be subject of bilateral agreements, which is usually not royalty-free for organisations, which have not invested in the respective research. The approach will be similar like in the FP7 FI-PPP.

Details will have to be worked out further, based also on the Rules for Participation for Horizon 2020 and the Model Grant Agreement, which are both still under discussion or elaboration in the EU Commission.

Dissemination of results should be encouraged by taken into account legitimate interests of partners and should be based on agreed approval procedures like in the IPCA model.

Joint dissemination events will be organised to promote achieved results and concepts with the final objective of adoption in global standards.

4.5.3 5G Infrastructure Collaboration Agreement

The following Chapters will be addressed in the 5G Infrastructure Collaboration Agreement in the context of the development of the other legal documents:

Chapter 1 - Definitions

o Grant Agreement Definitions

o Additional Definitions

Article 2 – Purpose and general provisions

Chapter 3 – Governing bodies, roles and responsibilities

o 3.1 The Steering Board


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o 3.2 The Technology Board

o 3.3 Secretariat

o 3.4 Working Groups

o 3.5 Relation to the Industry Advisory Group in the Association

o 3.6 No Decision Authority

o 3.7 Observer Status for the Commission

o 3.8 Responsibilities of each Party

Chapter 4 - IPR & ACCESS RIGHTS

o 4.1 Intellectual Property Rights

o 4.2 Access Rights

o 4.3 Confidentiality

o 4.4 Publications and Standards

Chapter 5 – Liability and indemnification

o 5.1 Liability

o 5.2 Claims between the Parties

o 5.3 Force Majeure

Chapter 6 - Miscellaneous

o 6.1 Miscellaneous

o 6.2 Assignment

o 6.3 Term and Termination

o 6.4 Settlement of Disputes

o 6.5 Language and Headings

o 6.6 Notices

o 6.7 Applicable Law

o 6.8 Entire Agreement - Amendments - Severability

o 6.9 Accession

4.5.4 Timing and Planning

The following timing and planning for the preparation of the necessary legal documents is envisaged:

First drafts of all legal document

o Association Statutes, Modus Operandi of Association and Terms of Reference:The starting point will be other already existing documents.

o Members Agreement: The starting point will be other already existing documents.

o 5G Infrastructure Collaboration Agreement: The basis is the FI-PPP Collaboration Agreement and new governance description text in FI-PPP Phase II.



available end of June 2013.

Agreement of stable drafts of these documents with the supporting organisations of this proposal end of September 2013.

Legal documents

o Association Statutes and Modus Operandi of Association

o Terms of Reference

o Members Agreement

o 5G Infrastructure Collaboration Agreement

ready in October 2013.

o Creation of the Association in November 2013, legal personality to be granted by Royal Decree after creation.


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List of Acronyms

API Application Programming Interface

ARPU Average Revenue per User

CAPEX Capital Expenditure

COTS Commercial Off The Shelf

CR Cognitive Radio

EC European Commission

EEA European Economic Area

ETP European Technology Platform

EU European Union

FDN Fibre Distribution Network

FP7 Framework Programme 7

GDP Gross Domestic Product

HCI Human Computer Interface

ICT Information and Communication Technologies

IoT Internet of Things

IP Internet Protocol

IT Information Technologies

ITU International Telecommunications Union

LTE Long Term Evolution

LTE-A Long Term Evolution – Advanced

M2M Machine to Machine

NGN Next Generation Networks

OAM Operation, Administration and Maintenance

Operation and Management

OFDM Orthogonal Frequency Division Multiplexing

OPEX Operational Expenditure

OSS Operations and Support Systems

PaaS Platform as a Service

PC Personal Computer

PON Passive Optical Network

QoE Quality of Experience

QoS Quality of Service

R&D Research & Development

RAN Radio Access Network



RAT Radio over Fibre

RRM Radio Resource Management

RTD Research and Technology Development

SDK Software Development Kit

SLA Service Level Agreement

SME Small Medium Enterprise

SON Self-Organising Networks

SRIA Strategic Research and Innovation Agenda

TCO Total Cost of Ownership

TV Television

UHD TV Ultra High Definition Television

UHF Ultra High Frequencies

UMTS Universal Mobile Telecommunications System

USA United States of America

WDM Wavelength Division Multiplexing

WDMA Wavelength Division Multiple Access

Wi-Fi Wireless Fidelity

WRC World Radio Conference

WWI Wireless World Initiative

3D TV Three-Dimensional Television


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A4 Statutes of 5G Infrastructure Association

“THE 5G INFRASTRUCTURE Association”

Internationale vereniging zonder winstoogmerk

Officepark Zuiderpoort, Gaston Crommenlaan 10 bus 101 blok C3,

9050 Gent-Ledeberg

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S T A T U T E N

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ENGLISH TEXT

DEFINITIONS

Affiliate of a legal entity means a legal entity directly or indirectly Controlled by, or under common Control with or Controlling such legal entity, for so long as such Control lasts.

For the above purposes, “Control” of any entity shall exist through the direct or indirect

o ownership of more than 50% of the nominal value of the issued share capital of the entity or of more than 50% of the issued share capital entitling the holders to vote for the election of directors or persons performing similar functions

o right by any other means to elect or appoint managing board members of the entity (or persons performing similar functions) who have a majority vote

Associate Member means the legal entities that meet the criteria as defined in Article 9 and have been granted Associate Member status in accordance with the process as set forth in the same article of these Statutes;

Association means the international non-profit association under Belgian law, “The 5G Infrastructure Association”, to which these Statutes relate;

Board of the Association means the management body of the Association as described in Part 4 of these Statutes;

By-Laws means the internal regulation of the Association, providing for additional rules governing the Association, its Members and its governing bodies, as described in Article 30;

Chairman of the Board of the Association or Chairman means the person appointed in accordance with Article 19 c);

Net!Works ETP means the European Technology Platform for communications networks and services, which name will be changed in the future in accordance with the procedures laid down in the Terms of Reference; Further information is provided on http://www.networks-etp.eu/;



Net!Works ETP Steering Board shall mean the steering board of Net!Works ETP, as it will be elected from time to time in accordance with the Terms of Reference;

Net!Works ETP Steering Board Member shall mean a member of the steering board of Net!Works ETP;

5G Infrastructure PPP Matters means those subjects that are related to the SRIA and to the priority setting towards the Horizon 2020 PPP work program, derived from the SRIA;

5 G Infrastructure PPP means collectively the 5G PPP Projects under Horizon 2020;

5G Infrastructure Partner means any participant of the 5G Infrastructure PPP, that has entered into the 5G PPP Collaboration Agreement;

5 G PPP Collaboration agreement means the agreement to be entered into by any 5G Infrastructure Partner;

General Assembly means the body of the Association as described in Part 3 of these Statutes, in which the Members and Associate Members are gathered;

Member means a legal entity that is member of the Association, a distinction is made between A Members and B Members;

Members Agreement means the contractual arrangement that each Member shall execute or accede to, in accordance with the provisions of that agreement;

Membership Fee means the financial contribution by the Members and Associate Members to the Association;

PPP Contract means the contractual arrangement to be entered into between the Association and the European Commission for the implementation of the PPP’s Concept Paper for the establishment of a model contractual arrangement on setting up a public-private partnership for industrial research between the European Union and a stakeholder association /alternative for setting up a Public Private Partnership in the area of Advanced 5G Network Infrastructure for the Future Internet;

Statutes means these statutes governing the Association;

SRIA means the Strategic Research and Innovation Agenda of 5G Infrastructure, as determined and decided upon by the Net!Works ETP Steering Board in accordance with its Terms of Reference, and outlining the research and development programme for the years 2014 up to and. including 2020, of industry, R&D institutes, universities and other organisations and persons being a 5G Infrastructure Partner, and indicating the commitment of these participants for executing activities to meet the objectives of the programme both in type of research and development activities as well as in the size and amount of personal, financial and other recourses required to be made available to that purpose;

Terms of Reference means the document describing the governance of the Net!WorksETP.

Part 1

NAME, FORM, HEAD OFFICE, OBJECTIVES, DURATION

Article 1: Name

Name. The name of the Association is “The 5G Infrastructure Association”.


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Article 2: Form, Head Office

(a) Form. The Association is an international non-profit association with scientific purpose governed by the provisions of Title 3 of the Belgium Law of twenty-seventh of June nineteen hundred twenty-one, and its revisions, on non-profit associations, international non-profit associations and foundations.

(b) Head Office. The Association has its seat in Gent, Belgium.Its first address is at: c/o Officepark Zuiderpoort, Gaston Crommenlaan 10 bus 101 blok C3, 9050 Gent-LedebergThe Association may change its seat to any other location in Belgium upon decision of the General Assembly to be published in the Belgian Official Journal.

Article 3: Purpose

The purpose of the Association is to enter into the PPP Contract, to execute this PPP Contract and to promote R&D in the networks industry in order to strengthen the networks industry in the European Union, to foster technology skills in Europe by attracting students and to increase the competitiveness of the European industry by providing new tools and capabilities for manufacturing in Europe.In execution of the above mentioned purpose, the Association will enter into the PPP Contract and may:(i) Endorse the SRIA; as developed by the Net!Works ETP and the industry roadmap

as developed by the 5G Infrastructure PPP competent body;(ii) liaise with Net!Works ETP(iii) Collaborate and communicate with the European Commission with regard to all 5G

Infrastructure PPP Matters;(iv) Obtain and use financial contributions or donations that might be received by the

Association from other sources than the Members in accordance with the terms and conditions applicable to such contributions or donations;

(v) Represent and address the legitimate interests of the Members and Associate Members and Net!Works ETP towards the European Commission, other public authorities and stake holders, without the authority to legally bind Members or legal entities belonging to Net!Works ETP;

(vi) Share information of common interest among the Members and Associate Members and Net!Works ETP to the purpose mentioned above, as far as legally permitted;

(vii) Perform everything that is related to the above.

Article 4: Duration

The Association is established for an indefinite period of time and can be dissolved at any time in conformity with Article 31 of these Statutes.

Part 2MEMBERSHIP

Article 5: Members

(a) Legal Nature of Members. Membership in the Association is open to and limited to entities with legal personality.

(b) Members of the Association.



There are two categories of members of the Association: the Full Members of the Association, with a distinction between A and B Members, and the Associate Members.Each Member shall for the duration of its membership of the Association remain a party to the Members Agreement.

Article 6: Full Members - A Members

The A Members of the Association are:- Initially the legal entities that have established this Association and have appeared in

the deed of constitution of the Association, hereinafter referred to as the “Founding Members”.Each Founding Member will enter into the Members Agreement.

- Other legal entities, being those legal entities that are a Net!Works ETP Steering Board Member or an Affiliate to such legal entity, it being understood that a Net!Works ETP Steering Board member may not designate more than one legal entity to become an A Member of the Association.Each new A Member will enter into the Members Agreement and will become a Member of the Association upon written confirmation by the Chairman (the “membership confirmation date”).

- The first term of the membership of any A member shall be limited to a time period until the annual General Assembly of 2015 (the “original term”). After expiry of the original term, the membership of any A Member may continue, provided the A Member is or becomes a Net!Works ETP Steering Board Member or an Affiliate to such legal entity.

- Each A Member shall have to remain bound to the Members Agreement.

Article 7: Full Members - B Members

7.1 B Members are legal entities, complying with the criteria set out in article 7.2, that after the call for candidates has been launched by the Net!Works ETP in accordance with its Terms of Reference, have submitted a written request to theChairman and to the chairperson of the Net!Works Steering Board to become B Member and who have been accepted as such in accordance with these Statutes.

7.2 B Members need to comply with the following criteria- be a member of the Net!Works ETP - represent sectors, which are not represented in the Net!Works Steering Board

7.3 Any legal entity having made an application as provided for in article 7.1. will be subject to the election procedure for B Members by the Net!Works ETP in accordance with the Terms of Reference. The number of B Members will never exceed 20% of the number of A Members.Upon its election by the Net!Works ETP, the legal entity will enter into the Members Agreement and will become a B Member of the Association upon written confirmation by the Chairman (the “membership confirmation date”). The B Member’s term of membership will be for a time period until the second annual General Assembly after the membership confirmation date.Each B Member shall have to remain bound to the Members Agreement

Article 8: Termination of membership

The membership of any A Member shall terminate upon


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(1) the expiry or termination for whatever reason of the mandate of that Member of the Net!Works ETP Steering Board, or

(2) its withdrawal as a Member upon written notice of one month, such notice to be provided to the Chairman or

(3) the exclusion of the A Member, in accordance with the provisions of article 10.

The membership of any B Member shall terminate upon (1) the expiry of the term of its membership, (2) its withdrawal as a Member upon written notice of one month, such notice to be

provided to the Chairman or (3) the exclusion of the B Member, in accordance with the provisions of article 10.

Article 9: Associate members

9.1 Associate Members are legal entities, complying with the following criteria:* be involved in significant R&D activities in Europe,* contribute and/or support the overall value chain,* be an organisation that represents interests that are relevant for the 5G

Infrastructure PPP.9.2 Associate Members may join the Association by invitation or by application.

Legal entities meeting the criteria set forth in article 9.1 may be invited by the Chairman, acting on behalf of the Board of the Association, to become an Associate Member. Legal entities meeting the criteria set forth in Article 9.1 that are interested to become an Associate Member shall also have the right to apply for associate membership by providing a written notice to the Chairman.The Board of the Association shall decide on all applications taking into account the criteria set out in article 9.1 of the Statutes. When deciding upon such application the Board of the Association shall apply the principles of transparency and non-discrimination, and shall in any case motivate its decision. Each Associate Member shall enter into an accession agreement.Rejection and Appeal. The Board of the Association’s rejection of an application for Associate Member status shall set forth the principal reasons underlying the decision, which reasons shall be based on the criteria for Associate Member status as referred to above and the principles of transparency and non-discrimination. The applicant concerned shall have the right to appeal that decision of the Board of the Association with the General Assembly. The General Assembly shall decide about this appeal at the first meeting.

9.3 The Associate Member’s term of membership will be for a time period until the second General Assembly after the date of its entering into the accession agreement. Each Associate Member may be granted or apply for a renewal of its membership in accordance with the provisions of Article 9.2 above, without limitation on the number of subsequent renewals

9.4 The membership of any Associate Member shall terminate upon (1) the expiry of the term of its membership, (2) its withdrawal as an Associate Member upon written notice of one month, such notice to be provided to the Chairman or (3) the exclusion of the Associate member, in accordance with the provisions of article 10.



Article 10: Exclusion of Members of Associate Members

If any Member or Associate Member does not comply with these Statutes, the By-Laws, and/or any rules and regulations, issued pursuant to these Statutes or the By-Laws, or any decision of the bodies of the Association, or no longer fulfills the membership conditions, all hereinafter referred to as “default”, it can be excluded as a Member or an Associate Member subject to the following: a) In the event of a default which is irremediable or is not remedied within one month

of the date of receipt of a written notice from the Chairman, acting on the basis of a decision taken by the Board of the Association with at least 75% majority, not calculating the defaulting Member or Associate Member, such notice requiring that the default be remedied, the Board of the Association may decide to terminate the membership of the defaulting Member or Associate Member. For the avoidance of doubt, the termination of the Members Agreement for a Member shall be considered as an irremediable default for the Member concerned.

b) Upon a decision to terminate membership taken in accordance with the previous paragraph, the Board of the Association, acting through the Chairman, shall send a notice of decision of termination to the Member or Associate Member concerned, stating the reasons of such termination. Such decision may only become effective after the expiry of a period of 30 days during which the Member concerned shallhave had the right to present its defense to the Board of the Association. At the expiry of the 30 days period, the Board of the Association, acting through the Chairman, shall after having considered the defaulting Member’s or Associate Member’s defense, if any, communicate in writing to the defaulting Member or Associate Member its confirmation of its decision of termination or its withdrawal of the decision of termination.

c) The membership of any Member that is not or no longer a party to the Members Agreement, shall be terminated with a written notice from the Chairman. Such notice of termination shall have immediate effect.

d) The membership of any Member or Associate Member that judicially has been declared insolvent or bankrupt can be terminated with a written notice from the Chairman, acting on the basis of a decision taken by the Board of the Association. Such notice of termination shall have immediate effect.

Article 11: Effects of termination of membership

A Member who ceases to be a Member or an Associate Member of the Association through withdrawal, exclusion or any other cause shall have no claim to the Association’s assets; such Member or Associate Member shall remain liable for its Membership Fee, as far as applicable, in relation to the current financial year. Such termination shall not affect commitments entered into or liabilities incurred by such Member or Associate Member towards the Association prior to such withdrawal or termination.

Article 12: Rights of the Members and of the Associate Members

The Members and the Associate Members of the Association will have the rights attributed to them by these Statutes, the By-Laws and decisions taken by the bodies of the Association in accordance with these Statutes and the By-Laws.

Article 13: Obligations of the Members and of the Associate Members


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The Members and the Associate Members shall comply with the applicable law, these Statutes and the By-Laws and the decisions taken by the bodies of the Association in accordance with these Statutes and the By-Laws.

Article 14: Assets of the Association

The assets of the Association shall consist of:a) Subsidies;b) Membership Fees;c) Donations, properly obtained in accordance with the applicable law;d) Any other assets or income received.

Part 3GENERAL ASSEMBLY

Article 15: Powers of the General Assembly

The General Assembly shall have all powers not attributed to other bodies of the Association by law or by these Statutes, to achieve the purpose stated in Article 3. Amongst other things, the General Assembly shall have the powers to discuss and:1. set Membership Fees, upon proposal of the Board of the Association;2. approve or reject annual budgets and annual accounts, proposed by the Board of the

Association;3. elect and dismiss the members of the Board of the Association;4. grant discharge to the members of the Board of the Association;5. appoint and dismiss the statutory auditors for the Association;6. approve the PPP Contract;7. approve all agreements with commitments exceeding one year or exceeding a value

of 200.000 €;8. approve or reject the By-Laws of the Association as proposed by the Board of the

Association;9. endorse the SRIA and any update thereof, as developed by the Net!Works ETP and

the industry roadmap as developed by the 5G Infrastructure PPP competent body, upon proposal of the Board of the Association;

10. amend the Statutes, and amend the By-Laws, including decisions pertaining to the change of the seat of Association;

11. dissolve the Association.

Article 16: Composition of the General Assembly

16.1 The General Assembly shall be composed of the Members of the Association. Each Member is represented by one delegate, hereinafter referred to as the “Member representative”.In case a Member representative cannot attend the General Assembly, the Member may give a proxy to a Member representative of another Member, it being understood that a representative of an A Member may only give a proxy to another A Member and that a representative of a B Member may only give a proxy to another B Member.Provisions concerning the registration of Member representatives for Member representatives (if any) may be outlined in the By-Laws.



The meetings of the General Assembly shall be chaired by the, Chairman, or if the Chairman is not available, the oldest member of the Board of the Association attending the meeting. The person chairing the General Assembly shall designate a secretary in charge of establishing the minutes of the meeting of the General Assembly. All members of the Board of the Association shall have the right to attend and speak at the meetings of the General Assembly and shall use their reasonable effort to attend such meetings.

16.2 Associate Members shall have the right to attend and to speak at the meetings of the General Assembly, but shall have no voting rights at the General Assembly. In case an Associate Member representative cannot attend the General Assembly, the Associate Member may give a proxy to a representative of another Associate Member.

Article 17: Quorum, Majority

(a) Quorum. Unless otherwise provided by these Statutes, the General Assembly can only take decisions if a majority of the Members is represented at the meeting.If this condition is not met at a meeting, the Chairman shall call another meeting pursuant to Article 16 with the same agenda within the following three months, which meeting shall constitute a quorum regardless of the number of Members represented, provided, however, that this has been clearly stated in the convocationof this second meeting.

(b) Consensus. In principle decisions will be taken by consensus, also to be obtained from the Associate Members.

(c) Voting In the event that no consensus can be reached, voting by the Member representatives will take place. Each Member shall have one vote in the General Assembly. For decisions of the General Assembly a simple majority the votes of the Members represented is required, unless stated otherwise in these Statutes.

d) For amendments to the Statutes, dissolution of the Association and approval or rejection of the By-Laws or amendments to the By-Laws, the provisions of Article 31 of these Statutes apply.

Article 18: Meetings, Agenda, Resolutions

18.1 The General Assembly shall take decisions in ordinary or extraordinary meetings. At least one General Assembly shall be organized per year.The Chairman shall each year call an ordinary meeting of the General Assembly (the “annual meeting of the General Assembly”) with at least the following points on the agenda: (1) approval of annual accounts for the past financial year, (2) approval of annual budgets for the current financial year, (3) election and dismissal of members of the Board of the Association, (4) discharge to members of the Board of the Association for the execution of

their mandate during the past financial year and (5) appointment of the statutory auditor.The Chairman shall further call extraordinary meetings of the General Assembly whenever he or she deems this appropriate or is obligated to convene an extraordinary meeting upon written request to the Board of the Association from at least 20% of all Members.


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18.2 Meetings shall be called by the Chairman, acting on behalf of the Board of theAssociation, with at least one month prior written notice to every Member. The notification shall contain an agenda for the meeting. An item has to be included on the agenda of the General Assembly on the request from at least 10% of the Members. Members may put additional points on the agenda, provided that all Members are present and agree with such addition. Notwithstanding the foregoing, the call for the first meeting of the General Assembly is not subject to the one month prior written notice and the first meeting of the General Assembly may be called with three days prior written notice to every Member. A General Assembly meeting shall be held at the seat of the Association or such other venue within the European Union as may be specified in the invitation.

18.3 General Assembly meetings can be held in physical form, or via electronic means of communication, including but not limited to telephone or video conference, provided that the form of the meeting is so announced in the written notice calling for the meeting. In all cases the General Assembly may be held and decisions in such meetings taken through any electronic means of communication provided that the Member representatives via the electronic means of communication can be identified, can participate directly to the deliberations held during the meeting and can exercise their voting right.When indicated by the Board of the Association acting through its Chairman or on the request from at least ten per cent (10%) of the Members, the General Assembly may make decisions by a written procedure. To that effect, the Chairman shall send the proposed resolution(s) with a written notice to all Members via regular mail and/or via e-mail. The proposed resolution(s) shall be accompanied by a memorandum of the Board of the Association signed by the Chairman, setting forth (1) the reasons which have led to the use of the written procedure, as well as (2) the context of the proposed resolutions and (3) the specific requirements of the written procedure as provided for herein.The proposed resolutions shall be deemed approved if within thirty (30) days after having been sent, 75% of all the Members have approved the proposed resolution through duly completed written and signed communications returned to the Chairman. For the avoidance of doubt, Members not replying to the proposed resolution within the period of thirty (30)days shall be deemed not to have expressed an opinion on the proposed resolution.

18.4 The proceedings at every meeting of the General Assembly shall be laid down by the secretary or another person designated by the person chairing the General Assembly in minutes. The opinion of the person chairing the General Assembly expressed at the meeting of the General Assembly about the outcome of a vote shall be decisive. The same shall apply to the contents of a resolution passed, in so far as a vote was taken about a proposal not laid down in writing.If, however, immediately after the utterance of the opinion referred to in the paragraph above its correctness is contested, a new vote shall be taken if the majority of the Members represented at the General Assembly or, if the original vote had not been taken as a poll or in writing, one Member desires this.



As a result of this new vote the legal consequences of the original vote shall be cancelled.The minutes shall be submitted for approval to the Members within a period of 30 days after the date of the meeting of the General Assembly. The minutes shall be brought to the knowledge of the Net!Works ETP through the Net!Works ETP Steering Board. The resolutions shall be registered and kept in a minute book at the seat of the Association at the disposal of all Members.

Part 4BOARD OF THE ASSOCIATION

Article 19: The Board of the Association

(a) Functions. The Board of the Association shall have the powers to:1. propose for endorsement by the General Assembly of the SRIA and any

update thereof, as developed by the Net!Works ETP and the industryroadmap as developed by the 5G Infrastructure PPP competent body;

2. monitor the progress of the Association’s activities; 3. terminate membership of defaulting Members, in accordance with the

provisions of Article 10;4. propose to the General Assembly Membership Fees;5. prepare and file for acceptance by the General Assembly annual budget and

annual accounts pursuant to Article 28;6. propose for resolution by the General Assembly the By-Laws pursuant to

Article 30;7. decide about the opening of offices for the Association, and decide upon the

participation in other non-profit associations;8. manage the Association;9. accept Associate Members.

(b) Members of the Board of the Association. The members of the Board of the Association shall include the individual persons nominated as the chairperson, and the vice-chairpersons of the Networks ETP. In addition, the General Assembly may decide to create a dedicated number of additional mandates for Board membership. In such case each of the A Members shall have the right to propose one candidate. The members of the Board of the Association should be an employee of the Member proposing their candidature or of any of its Affiliates. There will be minimum three members of the Board of the Association and there will be maximum nine members of the Board of the Association.The first members of the Board of the Association shall be the persons listed in the deed of constitution of this Association. Their mandate will expire after the first meeting of the General Assembly but they can be re-elected a first time until the annual general assembly of 2015, and thereafter in accordance with the provisions of article 19 e).

(c) Chairman. The chairperson of the Networks ETP shall act as Chairman of the Association. The Chairman shall be appointed and dismissed in his/her role by the Board of the Association. The first Chairman shall be the person listed in the deed of constitution of this Association.


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His/her mandate will expire after the first meeting of the General Assembly, but he/she can be re-elected, a first time until the annual general assembly of 2015 and thereafter can be re-elected again . In the event that the chairperson of Networks ETP has lost his/her mandate in the Networks ETP, he/she shall also loose his/her mandate as Chairman. In the eventthe Chairman loses his/her mandate or withdraws before the expiry of the term, the following will apply : the Board of the Association will have the right to temporarily fill the vacancy by appointing a Chairman from the vice-presidents of the Networks ETP until a new Chairperson of the Networks ETP shall have been appointed and(1) an extraordinary general assembly shall have been organized to appoint the

new Chairperson of Networks ETP as member of the Board of the Association and

(2) the Board of the Association shall have appointed this new person as the new Chairman of the Association.

(d) Term. The term of the mandate of the members of the Board of the Association shall be for two years, until the annual General Assembly after the expiry of the second financial year from the date of their nomination.A member of the Board of the Association shall loose its mandate, if the Member having nominated such a member of the Board of the Association is no longer a Member or if the member of the Board of the Association is no longer employed by the Member having proposed its candidature or any of its Affiliates. In the event that a member of the Board of the Association loses its mandate or withdraws before the expiry of the term of its mandate, the Board of the Association shall have the right to temporarily fill the vacancy by appointing a new member, if applicable, from functions or nominations made in accordance with this Article 19 sub (b). Such member of the Board of the Association appointed to fill an interim vacancy shall act as a member of the Board of the Association, until the next General Assembly

(f) Dismissal. The General Assembly can dismiss the members of the Board of the Association at any time.

Article 20: Meetings

The Board of the Association shall meet at least two times a year.

The meetings of the Board of the Association shall be chaired by the Chairman, or, if the Chairman is not available, by another member of the Board of the Association.

The Chairman shall duly notify the Board of the Association of such meeting at least (14) fourteen days before the date of the meeting, together with an agenda specifying for which item of the agenda a vote will be required.

Further details may be regulated in the By-Laws.

Meetings of the Board of the Association can be held in physical form or through any electronic means of communications provided that the form of the meeting is so announced in the written notice calling for the meeting.

When the meeting is held by any electronic means of communications, the following requirements need to be met: via the electronic means of communication the members of the Board of the Association can be identified, can participate directly to the deliberations held during the meeting and can exercise their voting right.



Notwithstanding the foregoing, the call for the first meeting of the Board of the Association is not subject to the fourteen days prior written notice and the first meeting of the Board of the Association may be called upon, upon written notice of minimum three days.

Each member of the Board of the Association can be represented by another member of the Board of the Association, provided, however, that no Board member can represent more than one other member of the Board of the Association.

For this purpose, the member of the Board of the Association shall communicate a written power of attorney to the Chairman, at least three days prior to a meeting of the Board of the Association.

Resolutions of the Board of the Association shall be kept by the Chairman of the Association of the Board of the Association in a minute book.

A dated and detailed document signed by the members of Board of the Association and recorded or inserted in the register of minutes shall equal a decision of the Board of the Association.

Resolutions of the Board of the Association shall be filed by the Chairman at the seat of the Association.

In case that a member of the Board of the Association has a conflict of interest in any decision taking by the Board of the Association, such a member of the Board of the Association shall abstain from taking part in that decision.

Article 21: Quorum, Majority

(a) Quorum. The Board of the Association is properly convened if at least two/thirds of the members of the Board of the Association are present or duly represented.

(b) Majority. In case of voting, each member of the Board of the Association shall have one vote. A simple majority of the votes of the members of the Board of the Association present is required for taking decisions, unless stated otherwise herein.

Article 22: Representation of the Association

The Association will be legally represented towards third parties and in legal proceedings, by two members of the Board of the Association acting together.

More specific and more limiting rules for the representation of the Association, including with regard to the representation of the Association for the daily management, may be laid down in the By-Laws.

The Board of the Association may grant general or specific powers of attorney to any person it deems appropriate.

In particular, the Board of the Association may grant specific powers to represent the Association towards the EU Commission for example for the signature of the PPP Contract to any person or persons its deems appropriate. When representing the Association in high level events for example for the signature of the PPP Contract, this person will be authorized to carry the title of “President of the Association”.

The Board of the Association is authorized to delegate or outsource parts of its tasks, but not its responsibilities, to an external party. The tasks that can be outsourced are:- bookkeeping and accounting- secretarial work


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- collecting Membership fees- any other tasks as the Board of the Association deems fit.

PART 5CHAIRMAN, TREASURER, SECRETARY

Article 23: Chairman of the Board of the Association

The Chairman shall be responsible for :- daily management of the Association, as may be further detailed in the By-Laws;- Having a coordinating role between the Board of the Association and the

Net!Works ETP Steering Board.- Reporting to Net!Works ETP Steering Board on a regular basis, on all matters

related to 5G Infrastructure, including the communication in that respect with the European Commission.

Article 24: Treasurer, Secretary

The following persons will be appointed and dismissed by the Board of the Association from within the membership of the Board of the Association:* The Treasurer* The Secretary The powers of the Chairman, Treasurer and the Secretary are defined in the By-Laws. The Treasurer and the Secretary are appointed for a term of 2 years and their mandate can be renewed. However, the Board of the Association can at any time dismiss the Treasurer or theSecretary.

Part 6MEMBERSHIP FEES, FINANCIAL YEAR, ANNUAL ACCOUNTS

Article 25: Membership Fees and other Contributions

The Membership Fees are determined by the General Assembly upon proposal of the Board of the Association for each financial year. Such proposal shall divide the amount of the budget for each financial year that shall be covered by Membership Fees over the Members and Associated Members.

The Membership Fee shall be payable at such time and in such manner as shall be determined by the General Assembly.

Article 26: No individual liability for the Members

Members of the Association do not incur by their membership any individual or joint and several liability for the Association’s undertakings and the obligations of Members are strictly limited to the amount of their Membership Fee.

Article 27: Financial Year

The financial year begins on the first of July and ends on the thirtieth of June of each year.

The first financial year of the Association shall run from the date of establishment of the Association until June 30, 2014.



Article 28: Annual Accounts

Each year the annual accounts for the past financial year and the budget for the current financial year shall be submitted to the annual meeting of the General Assembly.

Together with the annual accounts, the Board of the Association shall submit to the General Assembly a “management report” in which it shall account for its management actions and provide all legally required information.

Article 29: Audit

If required by law, the General Assembly appoints one or more statutory auditors or any other person fulfilling the requirements imposed by law, who will be charged with the audit of the financial status of the Association, the annual accounts and the regularity of the Association’s transactions reflected in these annual accounts (“the Audit”).

The statutory auditor(s) will draw up a comprehensive written report (the ‘supervision report’), which will be submitted to the annual General Assembly.

Part 7BY-LAWS

Article 30: Issuing of By-Laws

The General Assembly on specific proposal from the Board of the Association shall adopt By-Laws compatible with the provisions of these Statutes, in order to ensure the functioning of the Association and its administration, containing but not limited to provisions regarding:* delegation of task and/or authorisations to one or more members of the Board of the

Association or third parties.

Part 8AMENDMENTS, DISSOLUTION, EFFECTIVE DATE

Article 31: Amendments to the Statutes, Adoption and Amendments to By-Laws Dissolution,

(a) Amendments of Statutes, Dissolution. Decisions to amend the Statutes and/or to dissolve the Association require a majority of 75% of the Members represented in the General Assembly, while for these purposes, the General Assembly shall not be deemed to be properly convened unless three quarters of the Members are represented at the meeting.

(b) Adoption and Amendments of By-Laws. Decisions to adopt the By-Laws and decisions on amendments of the By-Laws require a majority of 75% of the Members represented in the General Assembly, while for these purposes, the General Assembly shall not be deemed to be properly convened unless a simple majority of the Members are represented at the meeting.

(c) Liquidation. In the event of a decision by the General Assembly to dissolve the Association, the General Assembly shall decide on the method of liquidation, and will designate the liquidator or liquidators and determine their powers. The General Assembly will also decide upon the destination of Association‘s funds remaining after liquidation, taking into consideration that the assets must be disposed of to the benefit of an organisation pursuing a similar and non-profit objective.


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All decisions shall be taken with the same quorum and majority requirements as are set forth in Article 31 (a).

(d) In case a General Assembly is not properly convened for the resolutions referred to in paragraphs (a) (b) and (c) above, the Chairman shall call another meeting with the same resolutions on the agenda, within the following three months, which meeting shall constitute a quorum regardless of the number of Members represented, provided, however, that this has been clearly stated in the convocation of this second meeting. The majority requirements shall be as set forth in Article 31 (a).

Part 9GENERAL PROVISIONS

Article 32: Miscellaneous

All matters which are not covered by the present Statutes, shall be settled in accordance with applicable law or, if not covered in applicable law, by a decision of the Board of the Association.

Article 33: Settlement of disputes

(a) All disputes or differences arising directly in connection with these Statutes, the By-Laws, and the decisions taken by the bodies of the Association which cannot be settled amicably, shall be subject to the jurisdiction of the competent court of Brussels, Belgium.Such court shall have jurisdiction in the event of a counterclaim made by the defendant in any legal action.

(b) The Members concerned and the Association may instead elect unanimously to seek to resolve by mediation any dispute or difference which cannot be settled amicably by them.



A5 SatCom research topics in 5GPPP

Prepared in May/June 2014 and presented to the Expert WG of NetWorld2020 on 23rd June 2014

1) Foreword

Satellite systems are fundamental components to deliver reliably 5G services across the whole of Europe but also in all regions of the world at an affordable cost.

This document constitutes the vision of the roles for Satellite Communications (SatCom) in the future 5G converged network17. It has been prepared by the SatCom Working Group of NetWorld2020 using existing White Paper inputs18. It identifies the research topics that need to be carried out in the context of H2020 ICT 5GPPP program (Pre structuring model) to deliver on this vision.

2) Introduction

SatCom is already complementing and enhancing terrestrial networks in the delivery of broadcast, broadband (or even in the joint delivery of hybrid broadcast/broadband services) and narrowband services to fixed and mobile user terminals.

The 5GPPP first call is the sole opportunity to integrate SatComs solutions in the future 5G converged network infrastructure. This will allow to benefit from their inherent characteristics for an augmented service capability to address some of the major 5G challenges in relation to the support of multimedia traffic growth, ubiquitous coverage, Machine To Machine communications and critical telecom missions while optimising the value for money for the end-users.

This requires however to adopt a disruptive approach when designing the 5G network architecture by harnessing all network technologies to include SatCom solutions.

The research and innovation plan within H2020 ICT 5GPPP and H2020 Space should be steered to address the enablers of this vision.

3) SatCom trends

Satellite communications systems encompass a wide range of solutions providing communication services via satellite(s) as illustrated in the figure below.

17 “What is 5G (Really) About? White Paper” from the Networld2020 ETP

18“ The role of Satellites in 5G—A White paper from the new-etp Satellite WG”, May 2014


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Figure 7-1: Sketch of satellite role in future communication systems19

The space components of communication systems are located in the outer space following different types of orbits – Geostationary Orbit (GEO), Medium Earth Orbit (MEO), High Elliptical Orbit (HEO) or Low Earth Orbit (LEO). SatComs operate in frequency bands allocated to Broadcasting, Fixed or Mobile Satellite services in low frequency bands (below 3 GHz, such as VHF, UHF, L and S band) or in higher frequency bands (above 3 GHz, such as C, X, Ku and Ka bands and above).

SatCom systems can address a wide range of services like broadcast, broadband and narrowband services to fixed, portable and mobile terminals over global or regional coverage:

Broadcast systems have been optimized to deliver TV programs. Broadband services support IP services Most mobile satellite services are delivering 3G-like services

Among others, the following main evolutions in capabilities are expected in both Geo Stationary Orbit (GSO) and Non Geo Stationary Orbit (NGSO) satellite systems.

Performance:

Higher Service rate and throughputs thanks to multi beam payload and larger antenna for narrow beams to maximize the frequency re-use

Increased spectrum efficiency Higher energy efficiency (W/km2 and W/kbps)

Features:

On-board/ground processing to allow flexibility in bandwidth allocation across the satellite coverage, in the utilization of the allocated frequencies, in network topology with the support of star and/or mesh topology with or without Inter satellite links and in in coverage

19

From Booz&Co, “Why satellites matter”, http://www.esoa.net/news-info-30.htm



Link cost reduction is a key system design driver which impacts the space segment sizing in terms of satellite size and number of satellites (in constellations).

The progressive convergence of traditional broadcast services and the internet calls for a new role for SatCom. This process of convergence is, inter alia, about making sure users can access a maximum of high quality audio-visual content on any of their devices whether they live in urban or rural areas. In these latter areas, where Fiber To The Home (FTTH) is not to be implemented soon, and so for technical and economic reason, hybrid broadband/broadcast networks are particularly relevant. Satellites can proficiently be part of a hybrid network configuration, consisting in a mix of broadcast infrastructures and broadband infrastructures managed in such a way that it brings, seamlessly and immediately, converged services to all end-users in the EU.

4) SatCom added value integrated in 5G

4.1 Use cases

Global coverage and dependability are and will remain the main added value of space-based communication services.

Integrated in 5G network infrastructure, SatCom solutions are well positioned to target the 4 main types of use cases identified in Figure 2.

Figure 2: Satellite use cases in 5G

4.1.1 Service continuity

Description

Multimediadistribution

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ma

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Point to pointPoint to multi point

Ve

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Service continuity

M2M,Critical missions

Network control signalling off load


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With its regional (e.g.: single Geostationary satellite) or worldwide (e.g. constellation of geostationary or non-geostationary satellites) coverage, SatCom solutions are essential to provide the 5G service everywhere including also in remote areas, on board vessels, aircraft (In-flight services) and trains in a reliable manner. This is already the case with 3G given the costly deployment of cellular networks beyond urban areas and is beginning to be implemented in 4G as well.

Satellite systems can contribute to extend the 5G service coverage either providing backhaul or direct access service.

On the one hand, satellites provide backhauling to interconnect a local area network made of base stations or access points:

o The LAN may be deployed in an isolated area or on board aircraft, vessels or even trains. Hence, the cells of the local area network may either be isolated or may roam across other cells (e.g. Trains).

o Satellite can offload the terrestrial backhaul and/or offer backup in cases of temporary need of extra-capacity

On the other hand, satellite can deliver 5G service in a direct access provided that the terminal device can operate in the satellite network and frequency bands.

Research challenges

To provide a seamless service delivery to the 5G end-users while they roam between terrestrial and satellite backhauled cells, it is necessary to

Ensure that the network protocols can cope with different latencies Support vertical hand-overs between the networks to enable terminals to always

pick-up the best access technology available Define schemes that mitigate possible interference issues between satellite and

terrestrial networks (millimetre wave as well as S band). Address SLA agreement issues between terrestrial and satellite service providers Investigate possible satellite and terrestrial network dual mode integration in 5G

devices. Application dependent connection selection (in the access point). Business models for the access points (private, shared) Low cost, low energy consuming access points (SatCom backhaul, mobile

connections)

4.1.2 Multimedia distribution

Description

Thanks to its natural broadcast capability over a wide area, SatCom solutions can effectively convey any user and control data (e.g. popular multimedia content) – for live TV (linear) or push VOD - to an unlimited number of terminals or network nodes. SatCom is well positioned to entertain everybody, anytime, from whatever source, without exceeding network capacities.

SatCom is typically the choice of means to distribute efficiently similar content (video, audio, rich media, files) to a high number of terminals inside the coverage simultaneously. Advanced terminal and user interfaces support in addition scheduling (time and/or frequency) within defined repetition intervals allows for distribution of updates of the aforementioned data types, thus allowing the delivery of most popular content on demand



to satisfy individual customer needs. According to the latest forecasts, over 90 percent of all Internet traffic is expected to be video by 2015. This statistic single -handedly summarises the importance that video traffic will have in future networks. In order to offload the traffic, the simultaneous use of satellite broadcast for linear content (such as video, including UHD and HD video) combined with the use of broadband networks for the non-linear content, is the most cost and spectrum efficient means of transmitting audio-visual linear services including HDTV, 4K, both feeding local distribution networks with content and delivering this content directly to end-users. In addition, when used in a hybrid network, the satellite broadcast can facilitate the delivery of non-linear services e.g. by ‘pushing’ content to an equipment (belonging to the operator) at user’s premises, in order to contribute to improve ICT overall cost and spectrum efficiency. The figure below gives a view of the ultimately resulting converged multimedia distribution network.

Figure 3: Converged multimedia distribution network

Indeed, recent evolution in the industry suggests that the delivery of most actual content (video, audio, rich media, files) to caches located at the network edges or at the user’s premise (both under network operators’ control) via broadcast channels is more and more required. The main driver here is the pressure to relieve the traditional broadband ba ckhaul means with broadcast traffic to better support content specific to individual customers.

Software updates constitute a growing and increasingly critical category of data distributions to a plethora of devices, driven in part by responses to security concerns and/or actual breaches. Additional filtering by the embedded intelligence of devices allows for the down selection on specifics like localisation, versioning or other criteria.


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Research challenges

The evolution of broadcast and broadband in the satellite industry and the upcoming hybrid networks require considerable R&D efforts to satisfy challenging future user requirements for performance, cost, QoS and QoE. The main challenges are:

Parallel access to both broadcast and broadband networks by the final users, in a transparent manner

Smart management of both broadcast and broadband resources by an operator Storage of content pushed directly to the user’s premises under the control of the

service provider.

In detail this requires substantial insights into the interfaces and requirements on the interfaces between broadcast and broadband networks, their respective and aggregated network management and the services delivered to the future customer expectations.

More specifically, the evolution from the current, separated provisions of the linear TV (unidirectional) service and broadband (bidirectional) services to the development of a fully integrated (bidirectional) hybrid broadband-broadcast service provision, calls for a few technological steps, each one raising specific issues.

1. The first step consists in converting the format of the transport of content from different sources (broadband / broadcast) into a unified format -typically IP-compatible with the distribution in the local / domestic network and with the use on different devices and screens.

2. The second step introduces an early and limited interaction between network operators/content providers and final users (with issues regarding users’ preferences, the popularity of contents and DRM).

The first and second steps have already been achieved by satellite operators.

3. The third step allows a full interaction between the final users and networkoperators/broadcasters: the broadcast technology is used to push content directly at the user’s premise. An additional function of a full hybrid broadcast/broadband network is content pushing directly into a storage (e.g. an in-home Network Attached Storage – NAS, or an equivalent device inside the set-top box or the home gateway) which, although positioned at the user’s premises, remains however a network termination unit, controlled by the network operator or the content rights’ owner, and is not user equipment.

4. The last step for a fully integrated network requires native IP audio-visual content on the broadcast channel, thus replacing the MPEG Transport Stream multiplexing. All contents will then have the same format, regardless whether they are delivered via the broadband or the broadcast channel.

The required intelligence for optimal data distribution strategies are still subject for substantial evolution to meet the ever increasing complexities (versioning, localization, costs).

4.1.3 Machine to Machine

Description

The inclusion of billions of sensors and actuators, commonly referred as Internet of Things (IoT), all transmitting low date rates and being scattered over wide and remote areas makes it well suited to data collection and control via satellite. In particular,



monitoring/surveillance of various assets (vehicles, homes, machines, etc.) in remote locations, asset tracking (e.g. container) and transfer data and/or configuration to a group of widespread recipients requires satellite systems to ensure service continuity.

Research challenges

With the aforementioned M2M use cases, various topics of research challenges are addressed below.

Protocols for Battery Powered M2M Satellite Terminals. In contrast to the terrestrial M2M where battery powered terminals are starting to offer several years of battery life yet, satellite M2M might need to be reconsidered. Indeed, in contrast to the terrestrial Internet of Things (IoT) transceivers where the energy consumption is limited and its MAC protocols have been thoroughly re-examined recently, the satellite ones need to be re-considered in order to face extremely demanding battery life constraints. As a result, a battery powered M2M system would be available.

Energy Efficient Waveforms and hardware. Despite so far the hardware satellite design has been attending other reasons than the energy efficient, it is becoming urgent to re-think the PHY layer in case the energy constraints are very high. This study must be accompanied by a carefully investigation on the hardware design since it encompasses the major energy impact.

Security and Integrity. Security is of paramount importance in M2M/satellite communication, ensuring that the whole system operates in a smoothly and safe way without any kind of attack and/or intrusion. This is of great importance in those attacks devoted to force the terminals to waste energy.

Unified Routing Approach. Due to its ‘lossy’ nature, IoT networks had to redefine the routing protocols in order to accomplish the different traffic and network features of M2M networks. In case the satellite component is present in the IoT scenario, those protocols need also the be revisited in order to incorporate the satellite nature where the delay plays a central role.

Service Differentiation. M2M services and applications have different requirements in terms of data rate, latency, security, etc. In that respect the M2M/satellite communication system, must be able to support end-to-end Quality of Service (QoS). For example an alarm notification, requires an immediately and real-time communication with the satellite, while other services which perform periodic reporting activities require only reliable communication.

4.1.4 Network control Signalling offload

4.1.4.1 Description

The architecture of 5G is based on a large number of small cells—densification. One of the major problems with this architecture is the increase in the amount of signalling needed which can reduce the data capacity considerably—it has been suggested by as much as 25%. In addition to this the base station signalling contributes to the overall energy usage within the system and prevents achievement of the energy reduction KPI’s for 5G. In order to address this the concept of splitting the control (C ) plane from the Data (U) plane has been proposed such that the C plane can be delivered via an overlay macro cell. In this architecture the base station just deliver data on the U plane saving capacity and energy. The proposal here is to make the macro cell a satellite cell so that the terrestrial spectrum can be saved.


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Research challenges

The challenge here is to examine the latency issues with various satellite architectures including GEO and Non-GEO on the C plane distribution over the satellite. As a start the current 4G networking model can be taken and modelled with cellular and satellite overlay cells to assess the viability and the reduction in signalling capacity and energy that results. As the 5G networking structure develops such an integrated satellite-cellular architecture can be tested and feedback to the 5G standards made.

4.1.5 Critical telecom missions

Description

The combination of dependability and coverage are key assets to deploy or recover services (resilience). Hence satellite solutions (communication and navigation) are key to provide public safety or emergency communications in case of man made or natural disasters or to monitor and control critical infrastructures (utilities, transport or even the telecom network).

In case of a crisis, commercial networks may often experience congestion or even failure and hence service needs to be recovered. Service continuity can be ensured thanks to the redundancy (cold or hot) of critical network links using satellite communications as a back-up.

In addition to legacy commercial networks (2G and 3G), civil protection organisations make use of dedicated narrowband networks (e.g. TETRA) operating in specific frequency bands. Soon, the dedicated networks will be upgraded to offer broadband features using the 4G/LTE technology. As per 5G, its flexibility to support M2M as well as very high speed broadband in various frequency band makes it suitable to support also advanced public safety communications sharing the same network infrastructure resources with the other commercial applications. Satellite solutions based on light weight nomadic terminals with high speed broadband capabilities will be necessary to support 5G services and improve response time to crisis.

Research challenges

To provide seamless, secured and dependable high speed broadband services for critical telecom missions in a combining satellite, cellular and ad-hoc networks.

4.2 Contribution of Satellite systems to the 5GPP KPIs

4.2.1 Performance KPIs


Such capacity increase puts high constraints on the dimensioning of the wireless system at both the radio interface to the end-user device as well as the front and back haul interfaces. Introducing satellite broadcast/multicast resources to network edge (data distribution) will enable to off load part of the traffic to optimise the infrastructure dimensioning. Furthermore, high speed broadband satellite systems are needed for backhauling to extend the reliable delivery of 5G services to public transportations including aircrafts, vessels as well as trains and buses.



Reducing the average service creation time cycle from 90 hours to 90 minutes (as compared to the equivalent time cycle in 2010).

A seamless integration of satellite access networks in 5G, will result in a unified service delivery and aligned service creation time.

Very dense deployments to connect over 7 trillion wireless devices serving over 7 billion people.

Part of the M2M devices/traffic will be off loaded to satellite systems to ensure global service continuity. In addition, general control plane signalling can be off loaded to satellite systems to increase the network capacity for data transmission.

Secure, reliable and dependable Internet with zero perceived downtime for services provision.

Thanks to its dependability and wide area coverage characteristics satellite systems will constitute the necessary overlay network to enable a high network resiliency and to support rapid service deployment/recovery.

4.2.2 Societal KPIs

Enabling advanced User controlled privacy

N/A

Reduction of energy consumption per service up to 90% (as compared to 2010)

With appropriate and reasonable developments at terminal level, broadcasting user data from a solar powered satellite platform over a wide area (data distribution) will constitute an energy efficient delivery and hence will contribute to optimise the energy consumption in the network.

European availability of a competitive industrial offer for 5G systems and technologies

5GPPP constitutes a unique framework for European Satellite system research stakeholders to develop leadership with innovative technologies and products enabling smart integration of satellite solutions in 5G that can be commercialised worldwide and especially in emerging countries where coverage and dependability issues are even more acute than in Europe.

New economically viable services of high societal value like U-HDTV and M2M applications

Satellite systems are essential in the 5G network to enable a cost effective UHDTV service delivery (data distribution), the global service continuity for end-users as well as M2M application, the network resiliency as well as rapid service deployment for critical missions support (e.g. Public Protection Disaster Relief). Last but not least they will contribute to provide e-government and e-healthapplications at pan-European level.

Establishment and availability of 5G skills development curricula in partnership with the EIT


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The integration of satellite systems in 5G, will foster the need for common expertise and facilitate job mobility across satellite and terrestrial industry.

5) SatCom research topics for 5GPPP

5.1 Research topics identification

In order for Satellite systems to play in 5G the use cases and challenges identified in the previous section, it is necessary to address the following research topics.

5.1.1 Service continuity

Backhauling service

Air interface common building blocks between FS and FSS (P2) Enablers for improved spectrum efficiency of Satellite network in exclusive and

shared band context (e.g. millimeter wave bands) => P4 Common hardware/software building blocks (P5) Flexible transport/network protocol to cope also with extended latency => P7 Joint satellite-terrestrial backhaul resource management => P7 Vertical satellite/terrestrial network hand-over => P9 QoE: Latency mitigation with smart caching scheme => P10 SatCom integration with terrestrial network at network management, service level

and security (P10, 11, 12 and 13)

Direct access service

Air interface harmonisation (P2) (multi-bearer including satellite) Enablers for improved spectrum efficiency of Satellite network in exclusive and

shared spectrum context => P2 Integration of satellite access network with core network (P8) Integration of satellite as Wireless access network in the new RAN architecture for

5G (P6) Definition of new core network with a common unified control plane: intra-

technology, inter/intra-domain (P8) Context management to optimize resources and allow handover between

technologies (P8, P9) Vertical hand-over (P8, P9) Seamless service and network management integration with terrestrial network

(P10, 11, 12 and 13) Network convergence (P6, P8, P9, P10, P12)

5.1.2 Multimedia distribution

Efficient protocols and air interface for all kinds of data distribution spanning the range of small to largest data elements (for instance, SMS’s on the small side to Ultra HD-movies and very large data bases on the large side) => P2, P5, P6, P7, P16

Optimal data distributions strategies utilising broadcast or highly asymmetric data channels => P8

Caching placement strategy, algorithms and protocols for an optimised QoE => P8, P9



Efficient recovery of interrupted cache fills => P9 Integrated network management => P11, P12 Content rights management of distributed data as it propagates through networks =>

P13, P14, and P15 Authentication (via satellite) that cached data is the latest, and is not spoofed =>

P13 According to the different technological steps listed above, a network element

(such as a Home Gateway) (P5) which enables the reception of broadcast / broadband content both in a :

o transparent way for the final user ; o smart (software defined) way for the network operator ; o Plus push-VOD

Full Frequency Reuse Multibeam HTS Systems for joint Broadband/Broadcast services => P2

Finally, even though broadcast is, by definition, more open than individual point-to-point communications, network security and integrity are still important. Hence 5G Infrastructure PPP Pre-structuring model project P13 must also include multimedia distribution.

5.1.3 M2M

Optimized assignment of resources (e.g., appropriate spectrum bands, not conflicting with incumbents) by taking into account combined usage of terrestrial and satellite networks => P9

Enablers for improved spectrum efficiency of Satellite network in exclusive and shared spectrum context => P2

Improvement of end-to-end QoS/QoE and latency (e.g., serving latency-sensitive application) including satellite segment by taking into account energy and cost constraints => P9

Common and generic modules for access agnostic network and service management => P9, P10, P11, P12

Integrated system and gateway design => P1, P3 Embedded chipsets with integrated cellular/satellite modules => P5 Small omnidirectional antennas => P2

5.1.4 Network control Signalling off load

Design a multi-RAT system that efficiently integrates legacy and 5G air interfaces-control plane and user plane design for novel 5G components (P1)

Energy efficiency for network design (P2) Design signalling , protocols and MM across multi point/band layer networks(P6) Seamless integration of heterogeneous wireless and satellite systems (P7) Define a converged and flexible control plane for heterogeneous access and

optimisation of service and data(P8) Conceive and design novel enabling technologies for a unified control and data

plane structure(P9)

5.1.5 Critical telecom missions

To provide seamless and reliable services for critical missions, it is necessary to define:


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Integrated system design (comprising satellite and terrestrial networks) including handover procedures and required air interfaces for the professional services => P1, P2, P3

Enablers for improved spectrum efficiency of Satellite network in exclusive and shared spectrum context => P2

Satellite architectures for on-board-processing to support meshed networks for hub-less communication => P1, P6

Satellite/terrestrial terminal architectures for seamless service provision => P5 Handover protocols for professional mobile radio (PMR), satellites and alternative

terrestrial networks => P6 Intra-system frequency coordination methodologies and procedures incl. the

influence on the terminal architecture; definition of service prioritisation (of professional and commercial services) is mandatory => P8, P11

Mobility, security and QoS (P8)

5.2 Research topics mapping to the 5GPPP pre-structuring model20

The identified SatCom research topics have to be incorporated in all of the below projects so that the 5G can benefits from SatCom added value resulting in enhanced KPIs. If this is not possible, project proposals beyond the pre structured model will have to be considered to address the research topics identified in this paper.

Px Project strand name SatCom use cases and external constraints

Global service

continuity

Multimedia Distribution

M2M Nwk control

signalling off load

Critical telecom missions

P1 5G Wireless System Design X X X

P2 Air Interface and Multi-Antenna, Multi-Service Air Interface below xx GHz

X X X X X

P3 5G-MTC (Machine Type Communications) for Consumers and Professional Communications

X X

P4 New Spectrum and mm-Wave Air Interface for Access, Backhaul and Fronthaul

X X

P5 Efficient Hardware/Software and Platforms for 5G Network Elements and Devices

X X X X

P6 Novel Radio System Architecture X X X X

P7 Backhaul and Fronthaul Integration X X X

P8 Holistic 5G Network Architecture X X X X

P9 Enabling Technologies for Unified Control of Converged 5G System

X X X X

P10 5G Services E2E Brokering and Delivery X X X

P11 Cognitive Network Management X X X

P12 Service Level Management & Metrics for QoS & QoE X X X

P13 5G Network Security and Integrity X X

P14 Virtual Network Platform X

P15 Service Programming and Orchestration X

P16 Multi-Domain SW Networks X

20

EC H2020 5G Infrastructure PPP Pre-structuring Model RTD & INNO Strands (Version 2.0), Recommendation by 5G Infrastructure Association, May 2014



A6 Networld2020’s SatCom WG terms of reference

Adopted on 11th March 2013

1. Overall objectives

To define Vision and priorities for SatCom related research topics: Among other fostering Fixed/mobile Satellite network convergence with 5G network

To analyze the EC policies and communications related to SatCom R&D, develop and convey the sector position towards the EU stakeholders

To interface with European (such as DG Enterprise) and national organizations and other ETPs for space related matters

To foster the link between Research and standards (support related policy) To interface with the New-ETP Steering Board for harmonization and coordination

2. Research strategy sub-group

Note: all participants to the SatCom Research Strategy sub-group are expected to be active members of the ETP Expert Advisory Group

2.1 Objective

Define and Prioritize the SatCom related research topics Communicate the SatCom WG proposed inputs to H2020 research plan to

European and national bodies such as DG Connect, DG Enterprise, ESA and national space agencies, Eurospace and ESOA (objective is communication, endorsement by public bodies and duplication avoidance).

2.2 Activities

Identify the trends in mission requirements, services and applications associated to the SatCom domain.

Identify potential relevant research and innovation topics Communicate SatCom related research and innovation topics to the Expert advisory

Group Iterate with the Expert advisory group, to obtain a consolidated ETP SRA taking

into account the SatCom vision Prioritize SatCom related research and innovation topics Possibly discuss SatCom related EC R&D project proposals:

o Facilitate complementarities between EC R&D project proposals (e.g. ICT, Space and security within H2020).

o Foster networking sessions Promote SatCom WG preferred research themes to the EC, ESA and other entities

in view of the future research programmes. Liaise with relevant R&D financial institutions: EC DGs (Connect, Enterprise,

Research), ESA, National Space Agencies, CELTIC, and others

3. Policy& promotion sub-group

3.1 Objective


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Promote the need for financial support for European SatCom industry’s research and innovation activities towards the European institutions.

Analyze the EC policies/communication related to SatCom R&D, develop and convey the sector position towards the EU stakeholders.

3.2 Activities

Monitoring of European policies: Position papers in response to relevant SatCom related proposed policies.

Support the organization of SatCom events in Europe with content/agenda definition

Create and maintain liaisons with:o Relevant European commission entities: e.g. DG CNECT, DG ENTR, etc.o Relevant European Parliament committees and inter-groups.o Related groups: e.g. ESOA, Eurospace, ESPI, Kangaroo Group, NEREUSo Space agencies: ESA, national entities.

4. Standardization & regulatory sub-group

4.1 Objective

Foster the link between SatCom Research and standards (support related policy) Liaise with ETSI and other Standardization bodies whenever relevant (e.g.TC-

SES/ETSI) Identify possible impact on the regulatory framework associated to research topics

4.2 Activities

Monitor the activities and events of standardization bodies of interest for the SatCom research community

Promote and coordinate actions to be performed towards standardization bodies to support SatCom WG objectives.

Inform the SatCom research community (individual members and collective representation) on opportunities for participation in Specialized Task Forces set-up by Standardization bodies and meetings of interest.

Analyze the SRA topics and their regulatory impact

5. Vision task force

5.1 Objective

To define Vision for SatCom related research topics: Among other fostering Fixed/mobile Satellite network convergence with 5G network

6. SatCom WG Governance

6.1 WG participants

6.1.1 Role

To elect the Chairperson and vice chairperson of the SatCom WG. To elect the Task leaders of the SatCom WG.

6.1.2 Appointment



Any member of the new ETP having interest in SatCom

6.2 WG chairperson

6.2.1 Role

The SatCom WG chairperson is responsible

To convene and chair meetings of the WG SatCom. To approve the agendas for meetings of the WG SatCom. To coordinate report to the New ETP steering board about WG SatCom activities. To approve SatCom WG press releases and other external publicity relating to the

WG. To ensure that decisions of the SatCom WG as well as the new ETP Steering Board

are acted upon

SatCom WG Vice-Chairperson will have the main role of substituting the Chairperson in case the

Chairperson is not present or available, and in these cases will assume the same responsibilities and

Duties. Up to 2 vice chair may be appointed to share the work.

Note: The SatCom WG chairpersons can take in Steering Board meetings but without having voting rights.

6.2.2 Appointment

Any person that belongs to a member organization of the new ETP can candidate to this position.

Sufficient time is allowed for candidatures (2 weeks at least), voting will be done by electronic means.

The term of office of the Chairperson and vice-chairpersons is two years.

6.3 Sub-group and Task leader

6.3.1 Role

The Sub-group or Task leader is responsible

To convene and chair meetings of the Sub-group or Task. To approve the agendas for meetings of the Sub-group or Task. To report to the chairpersons and all WG SatCom members about the Sub-group or

task activities To ensure that decisions of the SatCom WG as well as the new ETP Steering Board

are acted upon

Sub-group or Task leader Vice-Chairperson will have the main role of substituting the Chairperson in case the

Chairperson is not present or available, and in these cases will assume the same responsibilities and

Duties. Up to 2 vice chair may be appointed to share the work.


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6.3.2 Appointment

Any person that belongs to a member organization of the new ETP can candidate to this position.

Sufficient time is allowed for candidatures (2 weeks at least), voting will be done by electronic means.

The term of office of the Sub-group or Task leader and vice leaders is two years.



References

[1] European Commission: ETP home page, http://cordis.europa.eu/technology-platforms/home_en.html.

[2] ISI ETP: http://www.isi-initiative.org/.

[3] NEM ETP: http://nem-initiative.org/.

[4] Net!Works ETP: http://www.networks-etp.eu/home.html.

[5] Networld2020 ETP: http://www.networld2020.org/.

[6] NESSI ETP: http://www.nessi-europe.eu/default.aspx?page=home.

[7] EU Commission: European Technology Platforms 2020– DRAFT STRATEGY. http://www.google.de/url?url=http://www.etp-nanomedicine.eu/public/news-events/events/events-archive/etp-nanomedicine-general-assembly-2012/documents-of-reference/ETP%25202020_Future%2520Vision_Draft%2520Strategy%2520Paper_1%2520Oct%2520workshop.doc/download&rct=j&frm=1&q=&esrc=s&sa=U&ei=u3u2U-bHA8SO4gTohIHgBQ&ved=0CBQQFjAA&usg=AFQjCNE3xiPsWLcg-OrS-Z8MvITx2jg6lw.

[8] Networld2020 ETP: Governance Model. http://networld2020.eu/wp-content/uploads/2014/02/NetWorld2020_Governance_Model_Revision-2014-06-02.pdf.

[9] Networld2020 ETP: Governance Model – Annex on established working groups. http://networld2020.eu/wp-content/uploads/2014/02/NetWorld2020_GM_Annex-on-WorkingGroups_2014-07-02.pdf.

[10] EU Commission: EU Commission: REGULATION OF THE EUROPEAN PARLIAMENT AND OF THE COUNCIL establishing Horizon 2020 - The Framework Programme for Research and Innovation (2014-2020) and repealing Decision o 1982/2006/EC.http://ec.europa.eu/research/participants/portal/doc/call/h2020/common/1595116-h2020-eu-establact-oj_en.pdf.

[11] Vice-President of the Commission Neelie Kroes: Smashing barriers and thinking big.Address at Mobile World Congress, 26 February 2013, Barcelona, Spain, http://europa.eu/rapid/press-release_SPEECH-13-159_en.htm?locale=en.

[12] EU Commission: Contractual partnerships with industry in research and innovation. Press release, December 17, 2013. http://europa.eu/rapid/press-release_MEMO-13-1159_en.htm.

[13] EU Commission: Horizon 2020 Call 1 for Proposals. December 11, 2013. http://ec.europa.eu/research/participants/portal/desktop/en/opportunities/h2020/calls/h2020-ict-2014-2.html.

[14] EU Commission: Landmark agreement between the European Commission and South Korea on 5G mobile technology. Seoul, June 16, 2014. http://europa.eu/rapid/press-release_IP-14-680_en.htm.