1. 1 Introduction to the IPTS

2. 2 Outline ●history of the Institute –the 2004 IPTS strategic review ●our core competences ●our core policy fields ●our customers ●relations with our sister Institutes ●measures of our success ●challenges for the future –to become a reference centre for economic modelling

3. 3 A brief history ●IPTS came to Sevilla in 1994 –to carry out technology watch and technology assessment to alert EU decision-makers about the implications of new technologies, across all technological fields, giving priority to the FP technologies –to research the impact of new technologies on European employment and industrial competitiveness established the Institute as a centre for technology foresight ●Has since evolved into a “Policy Studies Institute” –customer-driven –strongly focussed within four core policy fields competitiveness and sustainability knowledge for growth information society agriculture and rural development

4. 4 The 2004 IPTS Strategic Review ●Our 2004 strategic review re-profiled the Institute –it redefined our core business as “techno-economic” support to EU policy-making where we define techno-economics as research “to provide science- based responses to policy challenges that have a socio-economic as well as a scientific/technological dimension” – moving the Institute away from its “prospective technological” origins –it focused our activities on a limited number of policy challenges where we could foresee a sustainable critical mass of business – coupled with longer-term, more strategic relationships with our customers and where we take on work only when it passes the “why IPTS?” test ●And it helped clarify our positioning with respect to sister institutes in particular, that techno-economics should not be the exclusive “property” of the IPTS – except within the policy challenges we focus on

5. 5 Some key statistics ●Currently 180 staff, of which –120 are research staff working on research 73 (61%) of the researchers have temporary contracts – with an average stay of ~3 years over half the researchers are less than 40 years old ●Have grown from 105 staff in 2003 –expect to reach ~220 by 2011 –fuelled chiefly by our ability to earn money from customers now pays for 27% of our staff complement –research fellows are/will be a major source of growth currently 36 fellows (29 postdocs, 5 experienced scientists, 2 PhD students) ●Annual expenditure is now running at ~€22 million –with over 30% earned from customers

6. 6 Our core techno-economic competences (1) A. Carrying out analytical studies (currently ~60% of the Institute’s business) ●policy analysis and policy impact assessment (~45%) –supported by quantitative tools modelling, scenario building, econometrics, cost benefit analysis,… –and expert-based methods technological, economic and societal foresight, Delphi, benchmarking,… ●the socio-economics of new technologies and technology assessment (~15%) –supported by similar quantitative and expert-based methods Note: One of the Institute’s goals is to become the Commission’s reference centre for economic modelling

7. 7 Our core techno-economic competences (2) B. Running bureau services (~10%↑↑) ●bureaux drive a complex consensus-building process among stakeholders from all the Member States (the “Sevilla process”) –e.g. IPPC, Co-Existence, (Ecolabel, EMAS,…) C. Providing platform services (~30%↑) ●intelligence services based on the systematic compilation and analysis of techno-economic data –e.g. IRI Scoreboard, REDICT, ERAWATCH,… ●economic modelling platforms for policy support –e.g. agriculture, energy, transport, climate change, environmental economics, (regional development),… B and C will continue to grow, moving towards a ratio of A:B:C::40:20:40 by 2011

8. 8 Our four core policy fields 1)Competitiveness and sustainability (now ~32% of research effort) –focusing on the economics of sustainability policies, relating mainly to the manufacturing, energy and transport sectors 2)Knowledge for growth (~23%) –focusing on research policy and its interfaces with related policies, especially innovation, education and regional development 3)Information society (~22%) –focusing on policies to stimulate Europe’s take-up of the Information Society and to improve the competitiveness of Europe’s ICT industry 4)Agriculture and rural development (~18%) –focusing on the economic and social pillars of agriculture and RD policies We also have small groups working on the socio-economic impact of new health technologies and on foresight as a methodology

9. 9 Our customers ●Commission services – our principal customers ●European Parliament –several studies for STOA and EP committees during FP6 but nothing on at the moment ●Member States – as customers –primarily, direct help to New Member States with their accession and integration and to Candidate Countries with preparations for membership ●Member States – as beneficiaries –MS are also beneficiaries of a good part of our work for Commission customers eg the Bureaux, ERAWATCH, Foresight portal, … –and we aim at being a good neighbour with ES partners

10. 10 Our Commission customers ●Meaningful medium- to long-term understandings with all core Commission customers DGRTD24% (i.e. 24% of our research effort supports DGRTD) DGENV21% DGINFSO16% DGAGRI14% also with ENTR (8%), TREN (3%), EAC (3%), … ●Core customers understand that they have to pay for services beyond a certain baseline, currently DGRTD60% (i.e. they pay for ~60% of our support to them) DGINFSO30% DGAGRI15% ↑ DGENV10% ↑↑

11. 11 Measures of our success ●Good durable relationships with all our main customers … –that enable us to plan our work together ●… and we are now earning €6+ million a year from them –and that’s rising ●Many more requests for support than we can handle –so we can be selective about which we work we take on ●Success rate of 73% in FP6 indirect actions –43 of 59 proposals submitted were successful 3/4 NoE, 3/6 IP, 14/16 STREP, 23/33 SSA – with nearly 500 partners in the successful projects