Meeting society's needs and winning global leadership - EUROPEAN AERONAUTICS: A VISION FOR 2020 - Acare
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Aéro 05 26/01/01 10:54 Page 2
KI-34-01-827-EN-C
EUROPEAN AERONAUTICS: A VISION FOR 2020
Meeting society’s
needs and winning
global leadership
REPORT OF THE GROUP OF PERSONALITIES
JANUARY 2001Aéro 05 26/01/01 10:55 Page 3
Group of Personalities
Pedro Argüelles John Lumsden
Manfred Bischoff Denis Ranque
Philippe Busquin Søren Rasmussen
B.A.C. Droste Paul Reutlinger
Sir Richard Evans Sir Ralph Robins
Walter Kröll Helena Terho
Jean-Luc Lagardère Arne Wittlöv
Alberto LinaAéro 05 26/01/01 10:55 Page 4
A Vision for 2020
Aircraft and an air transport system that are responding
to society’s needs, despite a three-fold increase in air transport
Because aircraft are cleaner, safer and quieter, can fly, land and taxi
in all weather conditions and air traffic is very efficiently managed
Thanks to the efforts of all stakeholders
A world-class European aeronautics industry leads
in global markets for aircraft, engines and equipment
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EUROPEAN AERONAUTICS: A VISION FOR 2020
1 Foreword by Philippe Busquin, European Commissioner for Research page 7
2 Air Transport and Aeronautics – Key Assets for the Future of Europe page 8
3 A Vision for European Aeronautics in 2020 page 12
3 1 Responding to society’s needs page 12
3 2 Securing global leadership page 15
3 3 Establishing supportive public policy and regulation page 16
3 4 Identifying the research agenda page 18
4 The Way Forward: Creating Partnership for Research and Innovation page 21
4 1 We recommend page 24
4 2 Financing the vision page 26
4 3 Setting up milestones page 26
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1 Foreword by Philippe Busquin,
European Commissioner for Research
It is my pleasure to present what I believe at the moment, at both national and
is a landmark report in the history of European levels, has failed to keep pace with
Europe's aeronautics. I hope it will be read changes in the industry's own structures.
not only by the industry's stakeholders and A unique grouping
An inclusive vision is precisely what Europe to chart a path from
by policy-makers in European and national
needs in order to arrive at a safe, efficient follower to global
institutions, but also by a broader public in leader
and environmentally-friendly air transport
whose lives air transport now plays such an
system that will strengthen the competitive-
important part.
ness of its increasingly integrated economy.
In forming the Group of Personalities, I gave It will help to deliver European excellence
them a deceptively simple task: to produce, with a global dimension because that is
in the context of implementing the Euro- what the market now requires.
pean Research Area, a vision for aeronautics
The vision set down in the following pages An inclusive vision
in the year 2020. This is not a distant dead-
is imaginative and ambitious without ever to deliver European
line but a sensible reflection of the lead excellence with a
straying into science fantasy. Crucially, it calls
times in the research, development and global dimension
for a more strategic approach to the identi-
manufacturing of many of the industry's
fication of research priorities and new mech-
products and services. It seemed to me that
anisms for forging a consensus among
only such a unique grouping could identify a
stakeholders in pursuit of these priorities.
formula for transforming the sector from a
It also proposes the launch of new forms of
follower into a global leader over this period.
cross-border collaboration in the application
The industry must rise to this challenge and of research, with additional financial support
confront the competitive pressures imposed from the European Union.
on it both by the rapid development of glob-
European Aeronautics: A Vision for 2020
alisation and environmental needs. Since this
provides rich material for a great debate on
process is also fuelling such a strong growth
precisely how the European dimension can
in passenger demand that air traffic will
generate more efficient and effective
triple over the next 20 years, the Group's
research for a sector that is crucial
vision has had to encompass the air trans-
for the continent's economic future. The
port system and not just the manufacture of
Commission will lead that debate and in a
aircraft and equipment.
short time draw the appropriate conclusions.
That is why its members are drawn from the Then it will be time for the Union and its Rich material for a
great debate on
airport and airline sectors, regulators and air Member States to join aeronautics stake- generating efficient
traffic managers as well as from airframe, holders in a new partnership dedicated to and effective
research
engine and equipment manufacturers. The capturing the vision described in this report.
results of their work have more than satis-
Finally, I would like to thank all members of
fied my request for a thoughtful analysis of
the Group for the time and attention they
how a reorganisation of our research and
have devoted to this exercise and their com-
development efforts could both better serve
mitment to see its conclusions implemented.
society's needs and also strengthen a quest
for global leadership. The way we do things
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2 Air Transport and Aeronautics:
Key Assets for the Future of Europe
An outstanding contribution transport system that will be needed in the
History does not lack for examples of giant first decades of this new century.
Aviation has leaps forward in science and technology
There are two great prizes: global leadership
delivered immense that subsequently transform human experi-
social and economic in the marketplace and a world class air
benefits to mankind
ence and possibilities. But few have touched
transport system for Europe. Europe must go
more lives than the invention of the aero-
for them or its achievements of the last 30
plane at the beginning of the last century.
years will be in jeopardy. Its air transport sys-
It has shrunk the planet, destroyed distance
tem has become an indispensable part of
and vastly expanded human mobility. The
the continent’s economic infrastructure.
resulting economic and social benefits have
Turnover in the aeronautics sector exceeded
been immense.
€65 billion in 1999 and its balance of trade
Europe can win two Conquest of the skies has liberated us from surplus – the difference between the prod-
great prizes: global the bonds imposed by geography, terrain ucts it sells to the world and the equivalents
leadership and a
world class air
and water. Air routes are the highways of that are imported – was €22 billion.
transport system the global economy, transporting people
Though it is currently struggling to keep
and goods over vast distances at great
pace with the phenomenal increase in
speed. Aviation has massively multiplied and
mobility and demand, Europe's air trans-
facilitated business and leisure opportunities,
port system is providing safe, reliable air
cultural exchanges and the development
travel that is essential to the requirements
of international institutions and political
of millions of people. It also guarantees
relationships. Very few other developments
them a choice. Without European aeronau-
have made such an outstanding contribution
tics, air travel over medium and long-haul
to the development of mankind over the
routes would be almost completely domi-
last 100 years.
nated by US aircraft.
Europe must “go for it”
Conscious of its responsibilities to society at
The rapid journey from the first tentative
large, the sector is well aware that it has to
flights to the modern airliner is a testament
find an acceptable balance between public
to the restless search for technological
expectations and requirements, and the con-
“More Affordable, improvement that has long characterised
stant, fierce competitive pressures upon it. A
Safer, Cleaner, the aircraft business. Many aspects of tech-
and Quieter” are generation ago, “Higher, Further, Faster”
the imperatives nological evolution are shaped by a combi-
were the imperatives for any vision of the
driving R&T nation of changing social needs and com-
future for air transport. Now they are “More
petitive market forces. Today, these forces
Affordable, Safer, Cleaner and Quieter”,
are still generating relentless pressures for
reflecting the need to combine cost-effec-
change in the air transport system.
tiveness with an uncompromising attach-
This report is an attempt to demonstrate ment to safety and environmental objec-
that Europe can continue to meet the chal- tives. The key to securing these objectives is
(1) Throughout this report "Research and lenge of change by mobilising all of those investment in Research and Technology1
Technology" (R&T) refers to developing
new technologies while interests and actors – nowadays known as according to a strategy that can meet the
"Research and Development"(R&D)
includes also the effort for the develop-
“stakeholders” – behind the task of produc- demands of the market as well as the needs
ment of new products. ing the competitive products and the air of the community.
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Pioneering the “knowledge society”
Aeronautics is a
Aeronautics is a key asset for the future of particularly high-
Europe. Its direct contribution to econom- tech business work-
ing on long lead
ic prosperity is a measure of its success in
times and requiring
pioneering the “knowledge society” that huge capital sums
the European Union is now urgently seek-
ing to achieve2. As users, developers and
suppliers of advanced innovative tech-
nologies, aeronautics companies know the
value and importance of continuously
developing human skills.
Many of the 400,000 people directly
employed in the industry are highly skilled
“knowledge” workers, well practised in
the use and exploitation of advanced tech-
nologies, including the new digital infor-
mation technologies. Others push forward
the technological frontiers in research lab-
oratories, developing the knowledge that
is crucial for keeping the industry’s firm
grip on world markets. Many of the fruits
of their research also find applications in
markets quite distant from aeronautics
that need the technologies but lack the
resources to develop them. A great deal
of the research work is done in teams,
by people whose different national and
cultural backgrounds are a reminder of the
talent that Europe can mobilise.
(2) At its meeting in Lisbon in March 2000 the European Council set the strategic goal for the EU
"to become the most competitive and dynamic knowledge-based economy in the world".
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Today’s strength was built foreign firms. But there are striking dif-
on earlier strategies ferences in size between firms: the two
Aeronautics is a very unusual business largest US producers make twice the
European requiring specific rules: it works on very revenues of their European counterparts.
aeronautics
has built long lead times and requires huge
For its part, the equipment sector has
a global position capital sums for developing its products.
with much less been able to maintain a leading role in
financial support
Governments are important sources of
most areas and continues to be competitive
research funds and exercise unusual
against much larger foreign rivals. Little
influence over priorities for civil and
known outside the industry, for example,
military products, while manufacture of its
is the fact that the vital “Primary Flight
largest and most costly items, aircraft and
Control” systems on the latest aircraft
their engines, is concentrated in a few
from both Boeing and Airbus were devel-
very large companies.
oped and are produced in Europe.
The European sector invests 15% of its
Partnerships and consolidation
turnover in R&D (more than €9 billion a
are more essential than ever
year) and has built a global position on
But new product development is enor-
much less public financial support than is
mously expensive and for many years the
enjoyed by its main rivals. The seeds of its
costs of developing and producing a fam-
current strength were sown in the 1960s.
ily of new civil airliners have been progres-
They were not scattered randomly, but
sively beyond the reach of one company,
planted according to strategies for achieving
and of the budgets of most single nations.
competitive products for civil and military
So companies inside and outside Europe
aircraft markets into the 21st century.
have had to seek partnerships. The most
The benefits are now being harvested. celebrated in the airframe sector is the
Airbus is one of the world’s two dominant European Airbus consortium set up in
civil aircraft producers. Its share of the 1969. Alliances, many of them transat-
market grew steadily throughout the lantic, also characterise relations between
1980s and its share of world order books engine and equipment manufacturers.
is now around 50%, even though more
All partnerships reflect the fact that aero-
than 85% of the world's passenger air-
nautics is a dynamic global business in
craft have been built in the US. In the civil
which the drive for competitive advantage
helicopter market, EU-designed and origi-
seeks out the best possible synergies, wher-
nated helicopters now hold around 32%
ever they can be found. Collaboration is
of the world market, while European man-
constrained by competitiveness rather than
ufacturers of regional jet and turboprop
geography, which is why European compa-
aircraft have had more than 60% share of
nies need to be world class to forge the
these markets over the past 10 years.
best possible partnerships.
Comparison of market shares in civil aero
Within the European Union, and more
engines is difficult because of the intensity
recently supported by it, the pieces on the
of cooperation between European and
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board have been energetically rearranging Within the EU
themselves. Collaborative networks for R&D the industry is
energetically
have proliferated across borders, broader restructuring itself
commercial relationships created and
bonds established that have helped to
pave the way for mergers, joint ventures
and takeovers. Although restructuring of
the sector in Europe has lagged behind
the equivalent process in the United
States, this process of consolidation is
Vision is a strategy
creating the platform for maintaining and
for competitive
enhancing its competitiveness over the excellence and
next couple of decades. R&T systems need meeting society's
needs
redesigning, reorganising and refitting if
they are to support the vision described in
the following pages.
This vision is broad and comprehensive,
seeking to bind and coordinate the efforts
of all stakeholders behind a strategy for
competitive excellence dedicated to meeting
society’s needs. It will not be easily
achieved. But if the vision can be shared
and acted upon by all, the payoff is enor-
mous: leadership in the global market-
place and a first class air transport system
for Europe.
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3 A Vision for European Aeronautics in 2020
In the next few pages, our vision offers the beginnings of a design for satis-
fying aeronautics primary need for world class standards of innovation and
technology. It should not be read as a promise nor a prediction. We cannot
know today precisely what technologies will be available to the civil aircraft
of 2020 and beyond, but we do know that our competitive position will be
fatally undermined unless we reach out for them.
31Responding to society's needs
Air travel will not develop in a vacuum: its size, shape and success will be deter-
mined by society as a whole. Aeronautics must satisfy constantly rising demands
for lower travel costs, better service quality, the very highest safety and environ-
mental standards and an air transport system that is seamlessly integrated with
other transport networks.
9 2020
2018 2019 2020
2019 2020
2021
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Quality and Affordability
In 2020, the stressed-out passenger and
the anxious freight forwarder belong to avi-
ation past, not present. There are no more Goals
queues and interminable waiting for a
Punctuality: 99% of all flights arriving
delayed departure or arrival. From start to and departing within 15 minutes of
finish, the entire flying experience is the published timetable, in all weath-
er conditions.
designed to ensure a contented traveller
and satisfied shipper. At all prices, an airline Time spent in airports: no more than
ticket buys the four Cs: 15 minutes in the airport before
departure and after arrival for short-
Choice Comfort haul flights, and 30 minutes for long
haul.
The consumer constructs his or her journey People come in all shapes and sizes and so
from a palette of satisfying choices. There do the choices of available seats and leg A steady and continuous fall in travel
charges through substantial cuts in
are more routes and more flights to room. Cabins are very much more passen- operating costs.
and from most destinations. A network of ger-friendly than they were 20 years ago and
Passenger choice: the same choice of
regional airports provides easier access to offer the same well air-conditioned comforts facilities that are available on other
air travel. Flying is a much more customised as home and office. Aircraft interiors are no forms of transport including leg
room, flexible seating and office facil-
experience, with on-board choice extend- more cursed by noise, vibrations and turbu-
ities incorporating state of the art
ing far beyond different price categories, lence than an executive car travelling at communications. A greater choice of
hot or cold meals and a couple of movies. motorway speed. flights from regional locations.
Air freight services: a larger percent-
Cabin facilities may cater for different needs age (by value) of cargo travels by air
for those who want to work, for example, or Costs because it is more competitive with
play games, access video or audio libraries, In 2020, the European airline system is land and sea transport and it is fully
integrated into a seamless intermodal
or spend most of their journey reading and operating with greater efficiency and mak- freight transport system.
sleeping. ing much better use of aircraft and flying
space. In addition, European-built aircraft
Convenience
cost less to own, operate and maintain,
Once more, an airline timetable is some-
savings that are passed on to paying pas-
thing that can be relied upon. Departure
sengers.
and arrival times are dependable in all
traffic densities and weathers, except the
most apocalyptic. Airports are no longer
a test of the traveller’s stamina and
patience. Thanks to electronic check-in,
automated luggage-handling and advanced
people-moving, passage through the
buildings at both ends of the journey is
steady and smooth. Nor is flying the iso-
lating experience it used to be. All the
benefits of the information society are
available on demand through the system
of advanced telecommunications linking
the aircraft to the world below.
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Safety
In 2020, the skies are safer than ever
Goals before because safety has remained the top
priority of the aircraft builders and opera-
Aircraft will achieve a five-fold tors and of air traffic managers.
reduction in the average accident
rate of global operators.
Aeronautics has made huge steps
Aircraft will drastically reduce towards eliminating accidents altogether
the impact of human error. by designs and automatic systems that
Higher standards of training for air- lighten the burdens on the crew and help
craft operations and maintenance them make correct decisions.
and for air traffic management.
Other causes of accidents are addressed
by monitoring systems designed to react to
technical problems immediately they occur.
Environment
In 2020, aircraft are cleaner and quieter
Goals and the aeronautics sector’s contribution
Total engagement by the industry to a sustainable environment is widely
in the task of studying and understood and appreciated. Many of its
minimising the industry’s impact
on the global environment.
products are made of recyclable materials
and have minimal environmental impact.
A reduction in perceived noise to Though hydrocarbon-based fuel is still the
one half of current average levels.
main source of energy, the range and
Eliminate noise nuisance outside the volume of damaging emissions has been
airport boundary by day and night
by quieter aircraft, better land substantially reduced.
planning and use around airports
and systematic use of noise Aircraft noise is no longer a political and
reduction procedures. social issue. It has ceased to be a
A 50% cut in CO2 emissions per nuisance to people living close to airports
passenger kilometre (which means a thanks to a concerted effort to develop
50% cut in fuel consumption in the
new aircraft of 2020) and an 80% cut
quieter engines, optimise operational
in nitrogen oxide emissions. procedures and improve land planning and
use around airports.
European Air Transport System
In 2020, Europe has managed to create
Goals a seamless system of air traffic manage-
An air traffic management system ment that copes with up to three times
that can handle 16 million flights
a year with 24-hour operation
more aircraft movements than today by
of airports and a more flexible and using airspace and airports intensively and
efficient use of European air space.
safely. The development of sophisticated
A seamless European Air Traffic ground and satellite-based communica-
Management system mainly based tion, navigation and surveillance systems
on a civil global satellite system.
as well as free flight has made this possi-
Integration of air transport ble. Noise nuisance is much reduced and
into an efficient multimodal
transport system. large airports can operate around the
clock. Capable of flying safely in all
weathers, aircraft are running on sched-
ule 99% of the time.
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3 2 Securing global leadership
The World’s Number 1
In 2020, European aeronautics is the They enjoy the considerable benefits flowing
world’s number one. Its companies are cele- from Europe's fully integrated single market,
Goals
brated brands, renowned for the quality of especially the access to efficient capital mar-
products that are winning more than 50% kets and the ability to recruit from Europe's For the European
shares of world markets for aircraft, engines pool of well educated and trained profes- aeronautics industry
and equipment. Though coming in all sizes sionals.
from multinational corporations to small and A new framework that permits and
The public sector plays an invaluable role in encourages companies to work
medium-sized enterprises, their position is together more effectively in setting
this success story. Governments, together
built on formidable competitiveness in all and achieving their industrial priori-
with the European Union, are operating ties. This will strengthen competitive-
areas, from research to design, from product ness and improve responses to
joint programmes for the management of
development and support to manufacturing, changing market conditions.
the air transport system that range from a
operation and maintenance.
single safety authority to a unified Achieve new standards of quality and
effectiveness so that Europe has at its
The front runners in the sector are highly approach to airspace management, and a disposal the most competitive
flexible and innovative, drawing technolog- common perspective on airport planning. research system in the world.
ical strength from a rich network of Make more determined efforts to
Crucially, they are coordinating a highly
European and global research partnerships. match the synergies between civil
effective European framework for research and military research achieved by
They lead the world in anticipating market
cooperation, while funding programmes competitors, despite differences of
developments and in the speed with which political structure.
that put the industry on more equal terms
they can move a product from the drawing
with its main rivals. Halve the "time to market" for new
board to delivery to the first customer. products with the help of advanced
electronic analytical, design,
manufacturing and maintenance
tools, methods and processes.
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Goals 3 3 Establishing supportive public policy and regulation
For European
Governments Regulation is one of the means by which society ensures that its values and priorities
Parliament are reflected in the procedures and operations of the air transport industry.
Union
Adopt more flexible approaches to In 2020, regulatory arrangements are pro- Air Traffic Management now applies to a
the industry that encourage rather
than hinder its adaptation to
viding a clear and consistent regime within “single European sky” in which air space is
changes in the market. which aeronautics are developing and pros- assigned and managed as though national
pering. Most rules are standard around the sovereign zones no longer existed. All
Acknowledge that the competitive-
ness of industry is based both on civil world so that their impact does not favour European air traffic control providers,
and defence related products and one set of national interests over another. whether or not they are privatised, have
that this has to be taken into account
in optimising the R&T system. reached world class standards of efficiency.
The European Union’s regulation of the sec-
Facilitate greater integration of tor now extends to more than 30 countries.
European, national and private Airlines are free to settle their own routes,
research programmes so that
maximum value is obtained capacities and fares subject to the competi-
from available funds. tion rules in an enlarged internal market.
Ensure that education policies are Safety is now regulated by a pan-
directed at supplying the engineers,
scientists and other skills aeronautics European Aviation Safety Authority that
badly needs. has long since replaced the Joint Aviation
Act rapidly to implement the Authorities (JAA). The Authority covers all
European Union’s economic reform aspects of the safety of civil aviation,
agenda including adoption of meas-
ures to encourage mobility, such as including air traffic management, airport
cross-border portable pensions and operations, aircraft certification and asso-
mutual recognition of qualifications,
and to promote the rapid growth of
ciated licensing of personnel. A high
electronic networks, eCommerce and degree of global standardisation has also
eBusiness. been achieved for safety rules.
Ensure closer and more effective
coordination of the positions of
European governments in interna-
tional institutions whose work
impacts the aeronautics industry,
supporting the creation of level
playing-fields world-wide (e.g. the
International Civil Aviation
Organisation, the International
Telecommunications Union, the
World Trade Organisation).
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The Aircraft
In 2020, the aircraft is both the symbol very much the dominant design at work in
and the reality of the globally competitive the world’s skies.
European aeronautics “system”. It is the
Aircraft still at the computer-design phase
end product of the European way of organ-
are addressing society's needs as well as
ising and funding research and of applying
the market for the next generation of
its fruits. It is an expression of the depth of
super-liners. These will carry the population
Europe’s human talent and of the capacities
of a large village – 1200 or so people – with
of its companies to take on and withstand
superbly efficient fuel consumption in a
competition.
new dimension of comfortable, cost-effec-
Aircraft design and production has been tive travel. This is by no means all: the
transformed, in particular, by the emerging industry is also ready for the development
technologies. From the first phases of con- of niche markets for supersonic aircraft and
ception, the structure, the systems and the freight-carrying airships, as well as the
engines have been integrated by Computer emergence of flying wings and innovative
Aided Design, permitting huge reductions vertical take-off and landing vehicles.
in production and manufacturing time and
The systems’ equipment
costs. This has been one factor making for
and components
cheaper air travel. Others have been lower
In 2020, European leadership will be evi-
operating and maintenance costs, better
dent on aircraft throughout the world. The
overall management of the aircraft and its
industry in Europe is the leading developer
use and the development of emerging
and supplier of avionics systems and its
technologies such as a new generation of
engines and systems are simply the best. Its
lighter materials which are corrosion resist-
prowess also extends to air traffic manage-
ant, tolerant of damage and repairable as
ment (ATM). Such has been the success of
often as necessary.
the "European solution" for ATM, that a de
Engines are still fuelled by hydrocarbons, facto world standard has been created.
their polluting emissions having been
reduced to acceptable levels by efficient
combustion, lighter airframes and better
aerodynamics. However, low-polluting
cryogenic fuels are becoming affordable.
Driven by the concepts “More Affordable,
Safer, Cleaner and Quieter”, the industry is
working on more competitive aircraft
designs with different configurations,
although the classic cylindrical fuselage
with engines hanging from low wings is still
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3 4 Identifying the research agenda
The research agenda must be at the service Integrated air traffic management
of Vision 2020 and the goals it identifies. Air traffic management is a major research
Broadly, the air travel requirements of challenge that is already being confronted
“More Affordable, Safer, Cleaner and at a European level. The lack of integra-
Quieter” will dictate the main priorities, but tion of Europe’s air traffic control systems
customer demands for more reliable servic- places additional burdens on the European
es must also be satisfied. air travel system as well as on the environ-
ment. We need new operational concepts
It is not the purpose of this exercise to
and systems that permit aircraft to operate
define a detailed research agenda. This will
in all weather conditions, to fly closer
be an evolutionary process which should,
together at lower risk so as to allow opti-
among other things, lead to a greater con-
mal and efficient allocation of the airspace
centration on large programmes in a few
between its civil and military users, while
key areas, capable of maintaining trans-
limiting as far as possible the construction
parency, integration of the supply chain
of new airports and runways. We also
and access for small companies.
need to pocket the fuel savings that are
Our goals for the air transport system point possible by permitting aircraft to fly the
to many areas that need to be addressed. optimum route length with no speed
The management of aircraft movements restrictions and by putting an end to
on the ground and in the air is a natural stacking aircraft in holding patterns and
family of similar technologies, whilst the making them wait a long time for a take-
aircraft itself and its many complex systems off slot. Among other things, this means
is another. designing aircraft systems that integrate
with airlines, airports and air traffic man-
agement operations and procedures so as
to greatly improve the efficiency of
Transforming Air Travel
airspace management.
Many technical barriers need to be tackled A new approach to airport
in a comprehensive and coordinated man- management
ner if substantial improvements are to be Imaginative management systems address-
made to the Air Transport System. ing both air and land side operational issues
are badly needed for airports. Despite the
Limiting the impact of weather
technologies of automated ticketing, pas-
We want to continue to reduce the weath-
sengers and their baggage are still handled
er as a disrupting factor for aircraft opera-
in the same way as 40 years ago. “Just in
tions and a source of discomfort and dan-
Time”, for example, is well established for
ger during flight. We cannot control it but
the manufacturing industry. How can these
we need to learn to live with the elements
principles be applied to customers of air-
and steadily eliminate the service disrup-
ports? Innovative solutions are also needed
tion that they may cause.
that integrate the air transport system with
other transport modes.
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The Research Challenges (examples)
Quality & Safety Environment European Air
Affordability Transport System
Permanent trend Flight hazard protection Drag reduction through Innovative ATM
monitoring conventional and novel operational concepts
Advanced avionics shapes
Flexible cabin Advanced, intelligent and
Global Leadership and competitiveness
Probability and risk analysis
environments Fuel additives integrated ATM ground,
airborne and space
>
Passenger services Computational methods Noise reduction systems
Anticipatory maintenance Human error checking Propulsion concepts Rotorcraft integration in
systems systems
ATM systems
Emission reduction
Integrated avionics High density traffic systems
Environmentally friendly capability in all weather
ATM related airborne production, maintenance conditions
systems and disposal >
Airport capacity and
Novel materials and Better aircraft/engine advanced management
structural concepts integration
Increased use of airspace
Lead time reductions
capacity
Integrated design
manufacturing and
maintenance systems
Advanced design methods
>
System validation through
modelling and simulation
Concurrent engineering
>
>
>
>
The Regulatory System
The above agenda is a broad one and does not imply any order of priorities. These
will be determined by a dynamic process, partly shaped by time factors and avail-
able funds, that is driven by the industry, the research community, the public
authorities and society at large.
Research subjects included here should be regarded as examples. Many will affect
more than one goal so part of the challenge will be the successful optimisation of the
whole research agenda. An integrated approach can provide the basis for satisfying
society's needs and ensuring European leadership in this global industry by 2020.
The research agenda must be underpinned by a strong cohesive regulatory system.
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The Aircraft of Tomorrow
Literally thousands of systems work togeth- There is a relentless demand for every indus-
er within a modern aircraft: the airframe try to reduce emissions and burn less fuel
itself, the engines, the navigation systems and these are goals the aeronautical industry
on the flight deck are a few of the “high will continually strive for. Cleaner and alter-
tech” ones, but seat, galley and many other native fuels – hydrogen, for example, if its
technologies play their part. production costs can be lowered – may be
able to help in reducing harmful emissions.
Competitive, cost-conscious travel with
More efficient engines are achievable that
choice, comfort and convenience
will not only burn less fuel but will also
In an air transport system that must be
reduce damaging emissions to a fraction of
more closely matched to the needs of cus-
their current levels. But to bring them within
tomers and citizens, the cost and efficiency
reach, temperatures and pressures in the
of the aircraft as well as its design and man-
heart of the engine need to be raised still
ufacturing must be the most competitive in
further and ways to achieve peak efficiency
the world. Aircraft may be acquiring new
throughout the whole flight are needed.
shapes and sizes by 2020 to improve the
technical efficiency of the air transport sys-
tem and to raise their safety and environ-
mental performance. Flying wings could Making the most
offer more efficient and quieter solutions, of advanced electronics
airships may finally establish themselves as
The digital revolution is enabling huge
a cheap alternative for carrying freight, and
strides to be made in aircraft design, pro-
convenience flying could be a reality with
duction, manufacturing, maintenance and
tilting wings that allow vertical take-off and
operating and traffic management. There
landings. The super-liners able to carry
will be vital impacts on flight systems,
1200 or more passengers may need new
where much greater integration will bring
airport systems to handle them, folding
top line operation, minimal fuel consump-
wings to avoid occupying too much airport
tion and dramatic improvements in safety
space, and entrances and exits of a size
standards. Integrated electronic systems
once found only on passenger ships.
will greatly improve reliability, remove
Safety and environmental gains causes of unscheduled maintenance and
In the meantime, today’s aircraft will allow the opening of “the office and home
continue to be improved by technology in the sky”.
advances. Second-generation composite
materials and use of hybrid laminar flow
over the entire aircraft could make vast
Plotting the Course
contributions to reducing aircraft weight and
air drag, thereby reducing fuel consumption.
The research agenda must be fleshed out in
Big strides in safety will be possible through
enough detail to allow rational choices to
human factors, research and intelligent
be made about the radical leap in capability
monitoring and control systems that will
that is required. Once endorsed at the
anticipate problems and take preventative
highest levels, it can then act as a beacon
actions even before the pilot is aware any-
for the aeronautics industry across the EU.
thing is going wrong. The crew's confidence
That is the theme of our next section, The
that it is making the best possible decisions
Way Forward.
will be assured by electronic systems.
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4 The Way Forward:
Creating Partnership for Research and Innovation
Keys to Success
Describing the vision is the easy part of our task. The real challenge lies in
achieving it by changing mentalities and investment priorities for research
and making the best use of total outlays in Europe. We are making
recommendations for an evolutionary process requiring a long-term
commitment by all stakeholders – the aeronautics industry, airlines,
airports, air traffic control service providers, governments and regulators,
research institutes and academia – to work in closer partnership
and on the basis of consensus. In working together they must keep firmly
in mind some important keys to the successful achievement of our vision.
They include:
Maintaining a continuous consensus among key aeronautics stakeholders based on
Maintaining consensus
common interests and a commitment to implement its priorities.
Encouraging better co-ordination and distribution between research funded at the EU
Balanced research level and programmes sponsored by national governments and individual enterprises.
Creating new synergies between EU, national and regional research programmes and
Create new research minimising unnecessary duplication of research, while recognising that a degree of
synergies competition between companies and agencies is desirable and necessary.
Optimising research facilities. This requires a long-term view of the infrastructure needed
Optimisation of to sustain public and private networks of excellence within a framework of European
research facilities
collaboration.
Synergies between
Fostering synergies between defence and civil sectors. The two sectors share many
defence and civil technology needs and Europe should promote synergies between them to make
sectors
the same gains that other nations do.
Priority for education
Giving education a high priority to ensure the long-term supply of first-class,
well-trained and suitably qualified people.
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Securing the keys
These keys to success need to be secured. However, there is a definite need to create
The current set-up
cannot secure
But we doubt that they can be under pres- the conditions for better decision-making
the keys ent arrangements. European aeronautics is and for more efficient and effective research
now a cross-border industry, but too much by the Union, the Member States and the
of its research strategy is shaped within aeronautics stakeholders. We require:
national borders without clear reference, or
a common strategic approach to the defi-
indeed, knowledge of what is happening
nition of priorities and long-term funding;
elsewhere within the Union. The result is
fragmentation when we need a more new partnerships to complement
coherent picture, greater awareness and and build on the old;
critical mass.
a more efficient and effective sharing
These are serious weaknesses. Neverthe- of tasks.
less, there is a real breadth and depth to
existing relationships, collaborations and
partnerships between industry stakehold-
ers, the Member States and the European
Institutions that, with shared vision, drive
and commitment, could be transformed
into something more systemic.
We are not questioning political preroga-
There are limits to tives at the national and European levels
crossborder
cooperation neither are we calling for radical changes in
the centres of decision-making as they
impact aeronautics research, nor in the
ways in which research is financed. We also
recognise that there are limits to potential
cross-border research cooperation: what
may be possible in one sector does not
necessarily apply to others.
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Strategic definition of priorities Partnerships
We believe these objectives can be attained In addition to purely national efforts by
through mobilising Europe’s formidable governments and companies, aeronautics
Collaboration,
research capacities behind a much greater research is already characterised by cross- cooperation and
common effort without in any way prejudic- border partnerships within Europe and competition
ing healthy competition within the industry. across the Atlantic. None of these should
feel threatened by the development of the
The path to a sharper focus on strategic
Strategic Research Agenda, which is
research lies in a regular and continuous dia-
intended to present new opportunities for A regular and con-
logue between aeronautics stakeholders and tinuous dialogue is
existing combinations as well as to stimu- needed to optimise
the highest political levels in the Member
late the formation of additional ones. research efforts by
States and the European Union. Among a all stakeholders
range of issues, this dialogue will need to
cover relations between civil and military
aeronautics. But its primary products would Sharing of tasks
Create new
be a Strategic Research Agenda, adopted mechanisms to
every two years, and a work programme Greater inter-dependence and specialisation facilitate stronger
cooperation and
derived from it, together with a more coher- of function than currently exists is likely to
partnership
ent and coordinated approach to optimising emerge from common efforts that are bet-
research efforts by all stakeholders. ter organised and structured. EU aeronau-
tics research would stand on the following
Coordination would not be imposed, but
three pillars, the first two of which are
facilitated and, in effect, implied by the
already well-established:
common adoption of priorities developed
within a framework commanding broad National publicly-financed programmes;
support from all stakeholders.
The EU research actions;
New forms of cross-border cooperation and
partnerships between national and EU pro-
grammes. Changes in national regulations
that are currently obstacles to such partner-
ships, as well as an adaptation of the EU
research instruments, might be required to
allow for a better structure of the aeronau-
tics research landscape in Europe.
The Strategic Research Agenda (SRA)
This is the beacon to light the way towards our vision. In section 3.4 we have only
managed to give a very broad description of some of the research areas that might
feature in such an Agenda. Produced by representatives of all those with a stake in
research, the SRA would be a timed and scoped statement of research priorities
with recommendations for implementation. Biannual updating will steadily encour-
age convergence of the priorities of individual funding programmes in both the
public and the private sectors and allow evaluation of global results.
Maximum benefit would be gained from the SRA through the co-operation and,
where appropriate, inter-dependence, of the stakeholders in its implementation.
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4 1 We recommend
Creation of a new entity, the Advisory and shaping relations between national and
Build a consensus in Council for Aeronautics Research in EU programmes as well as influencing the
favour of strategic Europe, designed to turn the current patch- deployment of funds.
actions
work into a research network by defining
The Advisory Council should also be an
the content of the Strategic Research
effective instrument for promoting the edu-
Agenda and helping to make it a reality. The
cational policies and standards needed to
Council must be tripartite in composition,
ensure that highly-qualified and talented
bringing together, in a non-bureaucratic
Exercise influence people are available to the industry and to
way and recognising their particular roles,
in favour of SRA the research community in general.
priorities authoritative, senior figures from aeronau-
tics stakeholders, Member States and the While this is not the place to determine the
Commission to build consensus in favour of details, we think it important that the
strategic actions. Council should be a light structure of 20-30
people, identified for their experience, com-
We would expect that participation in the
A light structure mitment and vision. Direct representation of
work of the Advisory Council would involve
with major stake- the major stakeholders would be essential
holders represented a commitment to influence all stakeholders
for this process to succeed. The Council’s
to plan research programmes in the light of
functions would be to:
SRA priorities. Consensus at the Council
level should also help in the sharing of tasks
Launch and approve the Strategic Research Agenda and update it every two years.
Make strategic and operational recommendations and commission future studies
for implementing the SRA and achieving the 2020 vision.
Evaluate the overall results and benefits of the SRA for Member States, the
Commission and stakeholder groups. Develop and implement a communications
strategy with two broad objectives:
- promoting awareness of the SRA within the stakeholder communities and
ouwards to larger public audiences;
- disseminating sufficient information on stakeholders’ research programmes to
facilitate a consensus on priorities.
Recommend accompanying measures for:
- getting the best out of existing research infrastructures;
- achieving cost-effective investment in new infrastructures;
- ensuring educational policies that will produce the scientists, engineers and other
skills the industry needs.
Supported by a The Council would be supported in executing its functions by a small, suitably qualified
small, suitably staff (the “Support Group”) embodying, like itself, the tripartite principle. We would hope
qualified staff
that this group would be drawn from the Commission, Member States and from stakeholders.
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The SRA Process
1. Compiling the SRA: in producing the 4. Mapping the route: the Advisory
proposal on the content of the SRA, the Council’s Support Group would translate
Advisory Council’s Support Group could the SRA into more operational terms and
commission highly qualified independent develop a strategic work programme as the
experts to provide input. basis for research programmes and associ-
ated requirements. This would be passed
2. Approving the SRA: after detailed
to all stakeholders and decision-makers
consultations with the aeronautics industry,
involved in aeronautics research.
Member States and the European Institu-
tions, the Support Group would draft the The success of this exercise almost entirely
SRA for approval by the Advisory Council. depends on rallying the political, industrial
and research communities behind the SRA's
3. Transmission to funding authorities: once
priorities. If they do so, research priorities will
approved, the SRA would be passed to the
converge, research performance will be
European Parliament, the Council of
more efficient and effective, there will be
Research Ministers, Member States, and
more opportunities for collaboration, and
the European Commission.
European aeronautics will become a global
leader that responds to society’s needs.
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4 2 Financing the vision
Gradual realisation of our ambitious vision research, steady reductions in defence
must be facilitated by an increase in public budgets in Europe over the last decade
funding. European aeronautics has grown have been working against our ambitions.
and prospered with the support of public
Public funding is In addition, patterns of funding need to
funds and this support must continue if we
needed to secure adapt both to changes in research priorities
global leadership are to achieve our objective of global lead-
and to the impact of changes in the indus-
ership. Although it is a preliminary esti-
try's structure. A variety of mechanisms is
mate, total funding required from all public
needed to achieve more effective research.
and private sources over the next 20 years
Some, including the EU's Framework
could go beyond €100 billion.
Programme, already exist while others will
Its justification is clear: research and tech- need to be created. Article 1693 of the EU
nologies are needed to protect the public Treaty may be one such mechanism for cre-
interest in areas such as safety and the envi- ating synergies.
A variety of mecha- ronment; regulators need the products of
nisms are needed
The proportion of total public funding for
science and technology in order to fix
for more effective aeronautics research provided by the EU
research sound, practical rules; a major competitor,
has increased during the last ten years in an
the United States, makes a very important
evolutionary process that has to find an
financial contribution to its domestic aero-
appropriate balance between EU and
nautics research and, given the synergies
national funding.
between civil and military aeronautics
(3) Article 169 allows for voluntary joint research efforts involving some, but not all, Member States, with additional funding from the EU.
The Article says: “In implementing the multiannual framework programme the Community may make provision, in agreement with the
Member States concerned, for participation in research and development programmes undertaken by several Member States, including
participation in the structures created for the execution of those programmes."
4 3 Setting up milestones
Against this background:
Europe needs a Strategic Research Agenda for aeronautics as soon as possible;
the Advisory Council needs to start work in the spring of 2001 and to deliver
an SRA by early 2002;
resources for new mechanisms jointly funded by the EU and Member States
should be made available before 2003.
Subsequent milestones will be established by the Advisory Council according to
its priorities and available funds.
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Published by the
European Commission
LEGAL NOTICE
Neither the European Commission nor any person acting
on behalf of the Commission is responsible for the use which
might be made of the following information.
Luxembourg: Office for Official Publications
of the European Communities, 2001
ISBN 92-894-0559-7
© European Communities, 2001
Printed in BelgiumAéro 05 26/01/01 10:52 Page 1
KI-34-01-827-EN-C
European Aeronautics: A Vision for 2020 sets the agenda for the European
Aeronautics' ambition to better serve society's needs and strengthen its quest for
global leadership. The vision has been developed by very senior personalities widely
drawn from the industry and other stakeholders. They recommend strengthening
and reorganising research and development efforts to improve competitiveness and
provide a safe, efficient and environmentally friendly air transport system.
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