INTRODUCING CLEEN

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1 INTRODUCING CLEEN

2

3 2012

4 report scope This report is intended for all stakeholders who have an interest in CLEEN Limited (Oy) operations and the drivers behind. The report reviews the year 2012; the fourth operational year of CLEEN Ltd. It focuses on the current status and future plans of the operational principles, research and development activities, as well as communications and stakeholder relationships. Due to the nature of the company only minor emphasis is put on the financial analysis. This annual report is not the Annual Report (Toimintakertomus) pursuant to the Finnish Limited Liability Companies Act (Osakeyhtiölaki 624/2006). 6

5 index Introducing CLEEN ceo review 10 cleen in brief 14 shareholders 15 board of directors 16 Corporate Governance operation principles 20 programmes & processes 21 r&d council 22 r&d council members 24 management 25 SRA implementation model 26 SRA development process 27 science council & scientific advisory boards 28 research: portfolio & overview 30 programme portfolio status Q1/ research 32 cleen Research Programmes research programmes 38 sgem 40 fcep 42 mmea 44 ccsp 48 efeu 50 desy 52 Network Activities & Communication selected activities 56 stakeholders 58 communications 61 Financials income statement 64 balance statement 65 contact information 66 7

6 INTRODUCING

7 CLEEN

8 INTRODUCING CLEEN ceo review Year 2012 was a busy year focusing on the development of CLEEN, as well as the research. Hence, the least we can do is thank all of you who have contributed to these activities. I would especially like to highlight the unselfish work done by the R&D Council s core team, its working groups and the Science Council for their crucial contribution to the development of CLEEN s core processes and scientific excellence. A significant number of hours have been invested in CLEEN activities, also on a voluntary basis in preparing the research programmes. p. 85, Licence to SHOK, TEM, Special thanks will also go to the representatives of various companies and research institutes that have maintained their faith in joint research activities in the important fields of material efficiency and sustainable bioenergy by persistently preparing the respective research programmes ARVI and SBES (recently renamed as BEST), a unique joint effort with Finnish Bioeconomy Cluster FIBIC Oy. In 2012, the already exceptionally comprehensive and scientifically high-level shareholder base of CLEEN Ltd was further strengthened by Finnish Geodetic Institute (FGI). The directed share issue of forty (40) shares was completed on the 2nd of July, 2012 according to the decision of the Annual General Meeting on the 21st of March, From the operational and development point of view, FGI complements CLEEN Ltd with world-class scientific excellence in geodesy, geoinformatics, cartography, navigation, positioning, and remote sensing. Complemented with the experience of FGI in the management and processing of public data resources, as well as ground forms mapping technologies, the Finnish Cleantech cluster will have a competitive edge in highly acute applications of environmental information processing (big and open data), natural resource mapping, water systems modeling and environmental impact assessment. The benefits are leveraged by deep integration into the other core competences present in CLEEN Ltd. Besides the relevant competence, the strong commitment of an internationally highly recognized research organization gives confidence that CLEEN is on the right track. The bread and butter of CLEEN is research, which has proceeded as planned in the fields of smart grids and energy markets (SGEM), future combustion engine power plants (FCEP), measurement, monitoring and environmental efficiency assessment (MMEA), carbon capture and storage (CCSP), efficient energy use (EFEU) and distributed energy systems (DESY). The programmes are intensively fertilized, thus, deliverables are popping out with increasing pace. The very topical results range from self-healing distribution networks demonstrated in Southern Finland, technologies to mitigate maritime sulphur emissions acute in the Baltic Sea, and living lab-based fine particle monitoring in Shenzhen, China. More of this can be read from the programme-specific sections. After an aggressive ramp-up, it seems that we have hit our heads on a glass ceiling of an annual research volume of 40 M in Finland, though only with the present research programme concept. From the point of view of CLEEN, this is mainly due to our incapability to clearly identify and argument our value added to the Finnish society that limits the annual Finnish public funding allocation to 20 M. 10

9 INTRODUCING CLEEN The (international) panel also noted the absence of societal stakeholders as problem owners. p. 201, Licence to SHOK, TEM, 2013 This was also clearly noted in the recently reported SHOK evaluation carried out by the Ministry of Employment and Economy in Having said that, it is fair to acknowledge the Finnish Funding Agency for Technology and Innovation (Tekes) for their faith on CLEEN s activities. Tekes has continued to be by far the most significant sponsor of CLEEN, although the national benefits have not always been as clearly highlighted as they should have. Based on my four-year experience in CLEEN s operations, I would estimate that the industry and academia would use the CLEEN research programme concept to fulfil their global R&D&I needs to the amount of approximately 60 M annually in Finland. This indicates a demand to realise multi-industrial and multi-disciplinary joint research coordinated from and mainly carried out in Finland to address global energy and environmental related challenges. Taking into account the roughly estimated turnover of CLEEN s shareholder companies of seventy billion euros, the industrial R&D spending of five billion in Finland and the CLEEN s present volume of forty million euros, there is definitely a huge market for innovative and novel R&D&I services even in Finland alone. Someone could see that as an opportunity for Finland also. In order to fully utilise CLEEN s capabilities and to ensure the value added of CLEEN s services after SGEM, FCEP and MMEA programmes 2014 and thereafter, it is essential to actively screen and evaluate novel R&D&I models for demand-driven joint R&D&I. This does not mean that we should abandon the present research activity but, on the contrary, build on its strong foundation and to put some cheese on the bread and butter. This is what CLEEN 2.0 is about. During 2012, CLEEN development focused on fine-tuning the recently updated strategic research agenda (SRA) and, more importantly, creating a continuous and systematic process to keep it up to date. This process was intensively worked out by the R&D Council s working group led by Mr Erkko Fontell. Parallel to that, a working group led by Mrs Marja Englund focused on screening and evaluating the most feasible public funding instruments available in Europe to realise the SRA. Both groups successfully finished their work and the implementation has begun. The process of assessing and improving scientific excellence in CLEEN s research activities was implemented by the reinforced Science Council under the guidance of its chair, Professor Peter Lund. The preliminary assessments were carried out for CCSP, EFEU, BEST and ARVI programmes by the Science Council, as well as intermediate evaluations for SGEM, FCEP and MMEA by the programmespecific independent Scientific Advisory Boards. The most important observations relate to the identification of the programme outcomes, key performance indicators, internal cohesion, and international cooperation opportunities. The strong industrial relevance and exemplary cooperation between industry and academia was acknowledged by all Scientific Advisory Boards. On the other hand, the Science Council noted the importance of the ambitious target setting from the very early phase of programme development to ensure high scientific quality of the programme. 11

10 INTRODUCING CLEEN The (international) review panel was impressed by the research capacity and resources concentrated in the CLEEN SHOK and its ambition to establish world-class research quality in its constituent programmes. p. 200, Licence to SHOK, TEM, 2013 The contribution of the Science Council was also highly acknowledged by the international and independent team of SHOK evaluation, hence, recognizing CLEEN to be a forerunner in scientific self-assessment. One of the highlights of 2012 was the international and independent evaluation (SHOK evaluation) of SHOKs carried out by the Ministry of Employment and Economy in The observations were aligned with those of CLEEN programme-specific Scientific Advisory Boards. However, SHOK evaluation is naturally more generic, pointing out especially the importance of setting up clear key performance indicators, as well as identifying the outcome and its impact especially to the local society. The governance model is seen by all the interviewed persons and experts involved in the SHOK evaluation panel as professional, inclusive and effective. p. 85, Licence to SHOK, TEM, 2013 Based on the survey and interviews, satisfaction with the CLEEN operations is highest among our shareholders next to industry, followed by academia. The most criticism arises from public stakeholders, which is well aligned with the above-mentioned inadequate societal impact analysis of research carried out by CLEEN. Part of the explanation may be CLEEN s strong focus on international demand-based cross-industrial, multidisciplinary and long-term research, which may have diverted the focus too much from the present local challenges, like the renewal of traditional Finnish industrial clusters or scientific excellence of Finnish research community. Although there are impressive results, more has to be done to highlight them and especially their added value. the breath of consortia, the improved industry-academia dialogue and the search for balance between industrial relevance and scientific excellence came across as core characteristics of CLEEN SHOK. p. 202, Licence to SHOK, TEM, 2013 Another important and widely recognized opportunity is promoting the participation of small and medium-sized enterprises (SMEs) in SHOK activities. The MMEA programme consortium and the Green Net Finland association have been pioneers in that respect. For the fourth year running, SMEs are executing about one quarter of the 12 M annual research volume of MMEA and partly even in China. Clearly, the obstacles for SMEs are not related to the goodwill or legal issues, but to practicalities. The burden of programme development and general 12

11 INTRODUCING CLEEN bureaucracy has to be eased out. In MMEA, the role of matchmaker and facilitator has been also crucial in order to find the right roles for right SMEs. Otherwise, plenty of man hours will be used in preparatory meetings with a low hit rate, i.e. the probability that an SME will find its role in a wide research ecosystem. On the other hand, the opportunities for cooperation with large-cap companies and SMEs should be prioritised before separating them to company-size specific silos. The fact that also other than shareholders are free to get involved in programme activities is important as the closed club approach would be poorly explainable in an open innovation and high societal relevance context that the SHOK provide. p. 85, Licence to SHOK, TEM, 2013 Two new development initiatives have also popped up or activated. Namely, a gas-related research programme initiative and an establishment of a legal entity (Envitori) to link, evaluate and offer open environmental data. The importance of gas in the global energy system is rising for several reasons, embedding diverse dimensions. Economically feasible technologies to utilize large shale gas formations especially in North America will have major technological, geopolitical and world trade impacts. Ecological concerns related to the utilization of these formations are shifting the focus of environmental protection from air to soil and water. Gas may cut CO2 and SOx emissions both on- and off-shore and improve energy efficiency, although, it is far from solving the climate change challenge. In addition, gas is an important fuel for dispatch power plants that facilitate weatherdependent renewable energy sources such as wind and solar energy. There are even possibilities to use renewable synthetic gas like methane or hydrogen as an energy carrier to transfer solar or wind energy from remote locations or to be used in energy storage. Hence, there are several fascinating trends and opportunities emerging, which would benefit multi-industrial and multi-disciplinary research cooperation. The Envitori initiative is based on the need for a channel to offer comprehensive, quality-assured and compatible environmental and other related open data for diverse applications. It seems that the time is now right for execution due to the liberalization of the governmental data sources, the maturity of the enabling IC technologies and the increasing public demand to take into account the state of the environment in people s everyday lives. Envitori will be built on MMEA platform technology developed in the MMEA programme. The first actions to realise Envitori in close cooperation with MMEA, CLEEN and Sitra have been taken, but it is far from completion. As said, plenty of new ideas and processes have been set for 2013, and it is time to turn them into prosperous actions. Tommy Jacobson, CEO 21st of March

12 INTRODUCING CLEEN cleen in brief The shareholders are very committed to the CLEEN activity and perceive it in a very positive light p. 94, Licence to SHOK, TEM, 2013 CLEEN was established in 2008 to promote industry s competitiveness by initiating, facilitating and managing wide, deep and shared R&D&I between various industries and academia in the field of energy and environment. By complementing its mission CLEEN has a vision that the world s leading companies and research institutes, that consider energy and environment aspects as a major success factor, will realise their joint R&D&I on CLEEN platform and that the R&D&I operations carried out within CLEEN have created and will create breakthrough innovations with a global impact. CLEEN has 45 shareholders including several international companies which are technology and market leaders globally and have significant R&D activities or interests in Finland, as well as the most relevant national research institutes. The Finnish Geodetic Institute was registered as a shareholder on 2nd July 2012 due to the completion of a directed share issue based on the decision of the Annual General Meeting on 21st March The status of Strategic Centre for Science, Technology and Innovation (SHOK) for energy and environment was granted to CLEEN in 2008 by the Finnish Prime Minister lead Research and Innovation Council. 14

13 INTRODUCING CLEEN shareholders Aalto University ABB Oy Agrifood Research Finland, MTT Andritz Oy Centre for Metrology and Accreditation, MIKES Ekokem Oy Ab Elenia Oy FCG Finnish Consulting Group Oy Finnish Environment Institute, SYKE Finnish Forest Research Institute, Metla Finnish Geodetic Institute (FGI) Finnish Meteorological Institute, FMI Fortum Oyj Foster Wheeler Energia Oy Gasum Oy Geological Survey of Finland, GTK Helsingin Energia Hollming Oy Kemira Oyj Kumera Oy Kuusakoski Oy Lassila & Tikanoja Oyj Metso Oyj Neste Oil Oyj Outokumpu Oyj Outotec Oyj Pohjolan Voima Oy Rautaruukki Oyj Stora Enso Oyj Technical Research Centre of Finland, VTT Technical University of Tampere Technical University of Lappeenranta The Switch Engineering Oy University of Eastern Finland University of Helsinki University of Jyväskylä University of Oulu University of Vaasa UPM-Kymmene Oyj Vaisala Oyj Vantaan Energia Oy Vapo Oy Wärtsilä Finland Oy Åbo Akademi University ÅF-Consult Oy 15

14 INTRODUCING CLEEN board of directors CLEEN s Board of Directors was elected at the Annual General Meeting held on 21st March Mr Mikael Hannus (Stora Enso Oyj) was selected as Chairman of the Board in the board meeting 3/2012 held on April 27th. The board held eight meetings and a one-day strategy seminar during A total of nine gate meetings (two gate II, two gate III and five gate IV) were held to keep the board in touch with CLEEN s core activities and to ensure that our programmes fulfil their expectations right from initiation through to final reporting. In addition, updates on CLEEN s research activities and financial status were presented and discussed at every board meeting. The chairman and board members were entitled to remuneration for their attendance at meetings to the sum of 250 and 150 for each meeting attended, respectively. 16

15 INTRODUCING CLEEN Board meetings 1/ CLEEN (DESY gate III, MMEA gate IV) 2/ CLEEN (Financial statement 2011, BEST gate II) 3/ CLEEN (Board of Directors organizing meeting) 4/ CLEEN (Science Council review) 5/ CLEEN (ARVI gate II) 6/ CLEEN (FCEP gate IV, EFEU gate IV) 7/ Fiskars Wärdhus, Fiskars (BEST gate III) Technopolis Innopoli 2, Espoo 8/ Helsingin Suomalainen Klubi (SGEM gate IV, CCSP gate IV) Board members Deputy board members Mikael Hannus (Stora Enso Oyj) Riitta Keiski (Oulun yliopisto) Arto Hotta (Foster Wheeler Energia Oy) Ilkka Kojo (Outotec Oyj) Outi Krause (Aalto yliopisto) Petri Lehmus (Neste Oil Oyj) Jarmo Saaranen (VNT Management Oy) Jarmo Tervo (Pohjolan Voima Oy) Vesa Hynninen (Vantaan Energia Oy) Ari Henriksson (UPM-Kymmene Oyj) Pertti Järventausta (Tampere University of Tech.) Matti Rautanen (Metso Oyj) Jouni Rantanen (Vaisala Oyj) Kai Sipilä (VTT) Hannu Lepomäki (BMH Technology Oy) Juha Kytölä (Wärtsilä Oyj) Sari Siitonen (Gasum Oy) Dick Kronman (ABB Oy) 17

16 Corporate

17 Governance

18 Cleen operation principles fig.1 ccsp sgem sgem SAB desy RESEARCH SAB mmea SCIENCE COUNCIL R&D COUNCIL mmea efeu fcep SAB fcep Work Group 1 SRA Work Group 2 FUNDING SAB ccsp SAB efeu finance BACK OFFICE legal communications administration 20

19 Cleen programmes & processes fig.2 PROCESS WORKING GROUP manager OWNER psg STAGE & GATE PLANNING TEAM PLANNING TEAM LEADER psg AGREEMENTS & IPR LEGAL COUNSEL CEO psg FUNDING & FINANCE CONTROLLER/ FUNDING DEVELOPER COMMS TEAM COMMUNICATIONS COMMS MANAGER PROGRAM MANAGER TEAM WORKING COMMITTEE PROGRAM MANAGEMENT PROGRAM MANAGER SAB SCIENTIFIC EXCELLENCE SCIENCE COUNCIL CHAIR OF SCIENCE COUNCIL CTO SHAREHOLDERS GUIDANCE R&D COUNCIL WORKING GROUP /SRA/ CHAIR OF R&D COUNCIL PUBLIC FUNDING SOURCES R&D COUNCIL WORKING GROUP / FUNDING CONTROLLER/ FUNDING DEVELOPER * Psg = Program Steering Group * Sab = Scientific Advisory Board * SRA = Strategic Research Agenda 21

20 Corporate Governance r&d council CLEEN s R&D Council is our most important forum for information distribution, and it acts as a channel for the shareholders to influence R&D activity within CLEEN. The Council has a central role in implementing CLEEN s strategy, and it supports the management and the Board of Directors, for example, in updating the Strategic Research Agenda (SRA) and in developing the activities within CLEEN. The Council also aims to initiate discussions on new research programmes and to follow up the implementation of the Strategic Research Agenda by providing feedback on ongoing research projects. 22

21 Corporate Governance Various roles and objectives of CLEEN s shareholders and research consortiums are clarified in figures 1 and 2. In 2012, the R&D Council s two general assemblies were held in June and November (June 1, 2012 and November 19, 2012). Professor Mikko Hupa from Åbo Akademi University acted as chairman at both of these general assemblies. Professor Kaarle Hämeri from the University of Helsinki acted as deputy chair of the Council in Direction from working groups to developing the activities The R&D Council incorporates annually confirmed working groups, which support CLEEN s development targets. In 2012, the two working groups were active in pursuing the following tasks: 1. SRA update, chair: Erkko Fontell (Wärtsilä) until November 2012 and Mikko Laakso (Vaisala) from December New project and funding models, chair: Marja Englund (Fortum) Continuous analysis of SRA update needs In 2011, the previous working groups came to the conclusion that CLEEN s strategic research agenda should be updated to better correspond with the recognized new requirements. Hence, a new working group was established in November 2011, firstly, to create a new continuous updating process for CLEEN s strategic research agenda and, secondly, to implement this process for the first time. The SRA update group created a proposal for a new SRA update process, which was accepted by the Board of Directors in November The new process is presented in figure 4. The SRA updating process was launched at the second general assembly of the R&D Council in November 2012, and it will continue until November As part of the updating process, it was decided that a new tool should be established in order to collect ideas for new research themes and projects. The collection tool for ideas is primarily targeted at the R&D Council members and, more widely, at CLEEN shareholders, but it can also be utilized in the ongoing research programmes when the consortium needs to identify ideas for further research. This new tool was released in early Project and financing models to correspond with the research strategy The starting point for the work of working group 2 was to review various project and financing models and their suitability for implementing CLEEN s strategic research agenda. During 2012, the working group initiated a mapping process for CLEEN shareholders to identify EU platforms and working groups that the shareholders find interesting and/or in which they are active participants. The mapping will continue in In addition, the working group has discussed and analyzed the R&D&I chain as a whole and the role of SHOK-level collaboration within this chain, as well as identified the kind of project models that would be suitable for the realization of CLEEN s new SRA (figure 3). This work will continue in 2013 by analyzing IPR rules for different funding schemes and by learning good practices from other SHOKs. The chairs of the working groups, together with the chair and vice-chair of the R&D council, the chair of the Science Council and the CTO of CLEEN, formed the core team of the R&D council, the task of which is to prepare, on the basis of the working groups work, the council s proposals to the board of directors and the management of CLEEN. 23

22 Corporate Governance cleen r&d council members 31st December 2012 Company representatives Research institute representatives ABB Oy Andritz Oy Ekokem Oy Ab Elenia Oy FCG Planeko Oy Fortum Oyj Foster Wheeler Energia Oy Gasum Oy Helsingin Energia Hollming Oy Kemira Oyj Kumera Oy Kuusakoski Oy Lassila & Tikanoja Oyj Metso Oyj Neste Oil Oyj Outokumpu Oyj Outotec Oyj Pohjolan Voima Oy Rautaruukki Oyj Stora Enso Oyj The Switch Engineering Oy UPM-Kymmene Oyj Vaisala Oyj Vantaan Energia Oy Vapo Oy Wärtsilä Finland Oy ÅF-Consult Oy Jukka Tolvanen Seppo Hulkkonen Toni Andersson Jouni Pylvänäinen Yrjö Halttunen Marja Englund Reijo Kuivalainen Sari Siitonen Jussi Palola Hannu Lepomäki Kaj Jansson Jyri Talja Antero Vattulainen Mikko Talola Matti Rautanen Jukka-Pekka Nieminen Juha Ylimaunu Satu Jyrkönen Jorma Isotalo Harri Leppänen Mikael Hannus Jari Kemppi Antti Raukola Mikko Laakso Pertti Sahi Kauko Isomöttönen Ilari Kallio Pekka Järvinen Aalto University University of Helsinki Geological Survey of Finland Finnish Meteorological Institute Finnish Geodetic Institute University of Eastern Finland University of Jyväskylä Lappeenranta University of Technology Agrifood Research Finland Risto Lahdelma Kaarle Hämeri, vice chair Jarmo Kallio Jouni Pulliainen Tiina Sarjakoski Timo Jääskeläinen, Jorma Jokiniemi Jouko Korppi-Tommola Timo Hyppänen Markku Järvenpää Finnish Forest Research Institute Leena Paavilainen Centre for Metrology and Accreditation Heikki Isotalo University of Oulu Riitta Keiski Finnish Environment Institute Harri Juvonen Tampere University of Technology Seppo Valkealahti University of Vaasa Erkki Antila Technical Research Centre of Finland (VTT) Kai Sipilä Åbo Akademi University Mikko Hupa, chair Invited members Technology Centre Oy Merinova Ab Cleantech Cluster Program Finnish energy industries Chemical Industry Federation of Finland Finnish Forest Industries The Federation of Finnish Technology Industries Tekes Lauri Kumpulainen Mari Pantsar-Kallio Kati Takala Sami Nikander Jouni Valtanen Pirjo Kaivos Teija Lahti-Nuuttila 24

23 Corporate Governance cleen management CLEEN Administration and Back-Office Chief Executive Officer Chief Technology Officer Finance and Funding Communications Legal and IPR Tommy Jacobson, D.Sc.(Tech.) Jatta Jussila-Suokas, D.Sc. (Tech.) Antti Tumelius, M.Sc. (Econ.) Karoliina Peippo, M.Sc. (Econ.) Essi Heinänen, Master of Laws Programme Management Carbon Capture and Storage Programme (CCSP) Distributed Energy Systems (DESY) Efficient Energy Use (EFEU) Future Combustion Engine Power Plants (FCEP) Meas., Mon. and Environmental Assessment (MMEA) Smart Grids and Energy Markets (SGEM) Sebastian Teir, D.Sc. (Tech.) Kari Sipilä L. Sc. (Tech) Jussi Manninen, Ph.D. (Tech.) Matti Kytö, L.Sc. (Tech.) Tero Eklin, Ph.D. (Chem.) Jani Valtari, M.Sc. (Tech.) 25

24 Cleen SRA implementation model fig.3 demo SRA demo Group project by research institutes Group project by companies demo basic Research Corporate r&d basic Research Tekes SHOK Programmes WIDE publicity restricted publicity Joint Corporate R&D basic Research eureka project with china Group project by research institutes fp7 horizon 2020 eegi ppp set plan kic 26

25 Cleen SRA development process fig.4 Stakeholders informed Input analyzed SRA updated Programme/ project initiatives identified Programme/ project initiatives handed over Input collected Themes selected Communication and hand-over Boundary conditions clarified Description of themes, confirmation of SRA Evaluation and selection of themes Input collection 27

26 Corporate Governance science council & scientific advisory boards The Science Council is a key part of quality thinking at CLEEN Ltd. The basic tasks of the Science Council include evaluation and development of the scientific excellence and quality of the activities carried out by the centre of expertise. The Council assists in the implementation of research programme reviews and in the further development of quality in research activities. The review process, which consists of 3-4 review stages (preliminary, initial, intermediate and end review), is an important part of the quality control of research programmes. The Council s role is to provide support and advice for CLEEN, sparring it onwards and upwards all the way to the top. The Council makes recommendations, but not decisions. Each programme has a designated Scientific Advisory Board (SAB) in support of the Science Council, consisting of 3-4 top international experts in the field. During 2012, the activities of the Science Council were established as a natural part of CLEEN s operations. New members have been added to the Council, and it now consists of nine experts of different fields, each having a different viewpoint on excellence and scientific quality. The fields represented are science, energy, environment, economy, management and the corporate world. The members also have extensive experience in international issues, strategies and reviews. The Science Council is very active in its work. In 2012, the main focus of operations was on programme reviews and the quality issues related to the preparation process of programmes. The Science Council conducted a preliminary review on four programmes which were under preparation (EFEU, BEST, CCSP and ARVI); the Scientific Advisory Boards visited three programmes (MMEA, SGEM, FCEP) and carried out an initial review on them. Based on the observations made on the preliminary review, the Science Council recommends having an increased emphasis on the strategic framing of questions and including sufficiently challenging questions. The goal should be beyond the state-ofthe-art. A stronger international, independent view in the preparation could provide added value to the current situation and consequently it would be easier to distinguish the roles of parties involved in the preparation and implementation stages. Another issue that comes up is the need for more flexible organization of research, in which case funding could be directed better according to need and performance. The Science Council would also find it useful to increase the share of spearhead research in programmes that aim for technology jumps. The initial reviews carried out by the Scientific Advisory Boards emphasise the good basic standard of Finnish research. However, there is still room for improvement in internationalization and visibility, especially in capturing the role of leadership. Correct meters for performance reviews are important, as is the meriting of researchers through international publications. Mobility of researchers within the research programme should be increased, from industry to universities and vice versa, as well as between universities. On the basis of the above observations, the Science Council has made a proposal for updating the preparation process of the research programmes of CLEEN Ltd. During 2013, measures to improve, e.g. excellence in the programme will be recommended and the quality meters of activities will be updated. Prof. Peter Lund chair of the Science Council 28

27 Corporate Governance Science Council members Prof. Peter Lund, chair Prof. Lassi Linnanen Prof. Jouko Korppi-Tommola Adjunct prof. Markku Karlsson Prof. Minna Halme Prof. Liisa Virrankari Prof. Erkki Antila Prof. Hans Söderlund Dr. Mikko Laakso Aalto University Lappeenranta University of Technology University of Jyväskylä VTT Aalto University University of Helsinki University of Vaasa VTT Vaisala Oyj Scientific Advisory Board (SAB) members Smart Grids and Energy Markets (SGEM) Prof. Ronnie Belmans (Power Systems Research) Prof. Antonello Monti (Power Utility Aspects) Prof. Lennart Söder (Integration and Interfacing Research) Katholieke Universiteit Leuven E.ON / RWTH Aachen University Kungliga Tekniska Högskola Future Combustion Engine Power Plants (FCEP) Prof. Marcus Alden (Combustion Physics and Diagnostics) Prof. Konstantinos Boulouchos (Modelling, Simulation and Energy Systems) Prof. Nikolaos Kyrtatos (Engine Emissions) Lund University ETH Zürich National Technical University of Athens Measurement, Monitoring and Environmental Efficiency Assessment (MMEA) Dr. Andreas Ciroth (Environmental engineering, LCA error calculation, sustainability consulting) Prof. Kostas Karatzas (Informatics Systems & Applications) Dr. Michel Matti Maricq (Impact of biofuels and designer fuels on engine emissions, PM measurements) Prof. H.W.J. Russchenberg (Environmental Remote Sensing, Mathematics and Computer Science) GreenDeltaTC GmbH Aristotle University of Thessaloniki Ford Motor Company Delft University of Technology 29

28 Cleen research: portfolio & overview During 2012, six research programmes were ongoing in CLEEN, the total volume of which was 37.8 million euros: - Smart Grids and Energy Markets (SGEM), 11.7 M - Future Combustion Engine Power Plants (FCEP), 9.4 M - Measurement, Monitoring and Environmental Efficiency Assessment (MMEA), 11.3 M - Carbon Capture and Storage Programme (CCSP), 3.2 M - Energy Efficient Use (EFEU), 1.9 M - Distributed Energy System (DESY), 0.3 M During 2012, a total of 72 companies and 19 research institutes participated in these research programmes, and 38 % of these companies are SMEs. Strong commitment to research activities is visible in the amount financing made available by the shareholders and programme actors p. 85, Licence to SHOK, TEM, 2013 The companies funded the six ongoing research programmes in 2012 with 11,8 million euros in total. The research institutes share of funding was 4,4 million euros. A detailed breakdown of the funding provided by companies and research institutes can be found in diagrams 6 and 7. During 2012, CLEEN s programmes received public funding totalling 21,4 million euros from Tekes, the Finnish funding agency for technology and innovation. In addition to the ongoing research programmes, CLEEN prepared two new programmes during 2012: Sustainable Bioenergy Solutions for Tomorrow (BEST) Material Value Chains (ARVI) Alongside with the preparation of the ARVI programme, a separate research project was carried out by the research institutes belonging to the CLEEN network Advanced Solutions for Recycling Complex and New Materials (NeReMa). In the NeReMa project, the need for a more extensive SHOK-level programme was clarified and new research themes for the ARVI programme were identified. The final report showing results and conclusions of NeReMa can be downloaded from VTT website: technology/2012/t60.pdf In the preparation work of the BEST programme, CLEEN collaborated actively with FIBIC Oy, the strategic centre for science, technology and innovation (SHOK) in the field of bioeconomy. The new programme will be the first truly joint research programme between two SHOK companies. The programme will be launched in the first quarter of Furthermore, in 2012, preliminary preparations were launched on a new programme initiative related to solar energy and energy storage. A brainstorming workshop was arranged in January 2012 to clarify the research needs in these areas. 30

29 Cleen programme portfolio status Q1/2013 fig.5 G III Agreements Execution Planning G II Target setting ARVI BEST Consortium members FCEP EFEU SGEM CCSP MMEA DESY Research G IV Reporting G I G V SOLAR STORAGE SRA Initiatives FINAL ASSESSMENT G SGEM FCEP MMEA = Gate = Smart Grids and Energy Markets = Future Combustion Engine Power Plant = Measurement, Monitoring and Environmental Efficiency Assessment CCSP EFEU DESY BEST ARVI = Carbon Capture and Storage Programme = Efficient Energy Use = Distributed Energy Systems = Sustainable Bioenergy Solutions for Tomorrow = Material Value Chains 31

30 Cleen research fig.6 fig.7 fig 6. Allocated resources made by industry to CLEEN s programmes in 2012 ABB 8.4 % Aerial 0.2 % AGCO Sisu 8.5 % Agnico Eagle Finland 0.3 % Aidon 0.2 % A-Lab 0.4 % Andritz 0.4 % Anturikeskus 1.1 % Cubio 1.0 % Cybersoft 1.0 % Dekati 0.9 % Ecocat 0.3 % Eigenor 1.1 % Ekogen 0.0 % Elektrobit 1.6 % Elenia 1.3 % Empower 6.1 % Emtele 1.2 % Envor Group 0.0 % Fatman 0.7 % Fingrid 1.1 % Fortum 6.8 % Foster Wheeler Energia 0.4 % Gasek 0.0 % Gasmet 0.3 % Gasum 1.6 % Green Net Finland 0.5 % Harp Technologies 0.7 % Helen 2.9 % HiQ Finland 2.1 % Helsinki Region Environmental Services Authority (HSY) 0.7 % HT Enerco 0.0 % Indmeas 0.9 % Jyväskylän Energia 0.2 % Kemira 0.4 % Kumera 0.3 % Lentokuva Vallas 0.7 % Luode Consulting 0.2 % Measurepolis Development 0.4 % Metso 6.2 % Modulight 0.8 % MW Power 0.0 % Neste Jacobs 0.3 % Neste Oil 0.5 % Nordkalk 0.2 % Nokia Siemens Networks 2.7 % Numerola 0.4 % Osakeyhtiö SKF Aktiebolag 0.4 % Oulun Energia 0.2 % Outokumpu 0.2 % Outotec 0.2 % Pegasor 2.1 % Ramboll Finland 1.2 % Rautaruukki, Ruukki Metals Raahe 0.6 % Savosolar 0.0 % Space Systems 0.4 % St1 0.0 % Suur-Savon Sähkö 0.1 % Stora Enso 0.7 % Tapojärvi 0.1 % Tekla 1.4 % TeliaSonera 0.2 % The Switch 1.1 % There Corporation 1.7 % Tieto 0.8 % Vaisala 8.0 % Vantaan Energia 0.3 % Wapice 0.2 % Vibrometric 0.8 % Viola Systems 0.9 % Wärtsilä 12.0 % ÅF-Consult 0.3 % Total 100 % In the case of the DESY programme, companies do not do any in-kind but fund the programme. 32

31 fig.8 fig.9 fig 7. Allocated resources made by research institutes to CLEEN s programmes in 2012 Aalto University 14.5 % Finnish Meteorological Institute 4.7 % Finnish Geodetic Institute 1.2 % Geological Survey of Finland (GTK) 0.6 % University of Helsinki 1.2 % University of Jyväskylä 0.7 % Lappeenranta University of Technology 9.5 % Helsinki Metropolia University of Applied Sciences 0.5 % Centre for Metrology and Accreditation (MIKES) 2.4 % MTT Agrifood Research Finland 0.7 % University of Oulu 4.8 % Finnish Environment Institute (SYKE) 3.3 % University of Tampere 0.4 % Tampere University of Technology 18.6 % Turku University of Applied Sciences 0.7 % University of Eastern Finland 2.6 % University of Vaasa 2.9 % VTT Technical Research Centre of Finland 28.8 % Åbo Akademi 2.0 % Total 100 % fig 8. SME contribution in CLEEN programmes in 2012 SME 11.5 % LargeCAP 39.3 % Research Institutes 49.2 % Total 100 % fig 9. Funding Tekes 56.8 % Companies (incl DIF) 31.4 % Research organizations 11.8 % Total 100 % 33

32 Corporate Governance CLEEN 2.0 Leveraging expertise and competence Target Looking at THE blue sky The aim of the CLEEN 2.0 project is to openly and widely look for blue-sky opportunities to leverage the present expertise, competence, processes and networks of CLEEN Ltd in new fields. This does not mean abandoning our current open innovation and demand-driven joint research activities but, on the contrary, building on them. Timewise, the target is to envision attractive future opportunities, or at least their elements, for the Annual General Meeting of CLEEN Ltd on 21 March However, no decisions or actions for implementation, but novel initiatives for discussion, are expected in CLEEN s current strengths emerge from the ability to i) identify the global demand for new competence and knowledge, as well as opportunities emerging from the energy and environment-related grand challenges (SRA), ii) recognize the best available resources to fulfil that need (research ecosystem), iii) project the required actions (research plan and resourcing), and iv) orchestrate the execution (research programmes). The opportunity of CLEEN 2.0 lies in finding out other areas where these abilities could be of high value. Background An opportunity In recent years CLEEN has built, led and facilitated open innovation ecosystems between industries and research institutions to address significant global societal challenges and business opportunities. The capability of CLEEN to bring together top knowledge and resources has grown significantly. At the same time, the pace of development of businesses and science, as well as the amount and availability of knowledge, have exploded. The grand challenges have become more systemic in nature, and the speed of innovation is crucial to gain a competitive edge. All in all, this drives cross-industrial and multi-disciplinary open innovation where strategic resources, e.g. IPR, are shared in order to reach a common outcome and added value. Furthermore, this will break down company, industry, discipline and geographical silos. There is a definite demand and opportunity for the CLEEN approach. Based on the above reasoning and on the vital renewal of the company, the CLEEN 2.0 project was initiated by the CEO, approved by the Board of Directors in Q3/2012, and facilitated by Mr Aki Koivistoinen of Dazzle Ltd. The kick-off took place at the annual strategy seminar of the Board of Directors on the 13rd of November, The project proceeded by clarifying the current value proposition, value capture, key resources and operations. This was followed by open brainstorming sessions with diverse stakeholders to create a number of possible value propositions, out of which a shortlist of three to five would be selected for more detailed investigation and evaluation. The final phase will include the selection of one or two most potential ones for the evaluation of the opportunities included versus actions and investments needed for implementation. Forums and contributors Open and open-minded The CLEEN 2.0 project has been promoted by four diverse forums: the Board of Directors, the Shadow Board of Directors, the open workshops, and the surveys of stakeholders. Moreover, the findings of the SHOK evaluation released on the 12th of February, 2013 have been taken into account as impulses. The Board of Directors is the project owner, with a task of steering the project and analyzing and synthetizing the outcomes of various contributors. The Shadow Board of Directors was formed to introduce out-of-the-box thinking, i.e. to challenge conventional thinking. It comprises strong opinion leaders from various stakeholder groups, including industry, academia, NGOs, and governmental actors but which are all outside the traditional energy and environment cluster. In the brainstorming workshops, 34

33 Corporate Governance the participants representing diverse backgrounds co-created, developed and validated novel value propositions. By stakeholder surveys the project has been sparked especially by small and medium sized companies (SME). Outcomes Release time and space CLEEN is addressing the future challenges by concentrating world class competence in Finland. In addition, could we analogically solve present problems independently of their geographic location? Below are highlighted some exemplary initiatives just to give a flavor of the outcomes and thinking A man on the moon. Aggressive target setting instead of thematic focuses. A clear and shared target to identify, link and concentrate the required competences to address systematic challenges. In addition to new solutions, the significant outcome will be a business ecosystem being able to realize it. Invest in Fintelligence. Set up a central and significant competence, innovation and business development network node in Finland with a narrow but dynamic world-class focus. Enlarge the shareholder base and research consortiums with highly competent foreign companies and research institutes. Export the CLEEN concept. Apply the open innovation model of CLEEN in a selected emerging market to embed Finnish competence into the R&D&I network of the target market. Establish a foreign CLEEN affiliate as a joint venture with the industry and research institutes of the target market. Parallelization of research to business process. Simultaneous execution of fundamental research, applied research, product development, piloting and commercialization in close cooperation in a single programme. Immediate closed-loop piloting of research to get feedback to guide research. New business incubation. Apply a corporate venture capital approach to establish the identified missing actors in ecosystems or spin-off intellectual property. Concentrate resources, share risks and mitigate the dominance of established businesses in the start-up phase. Cross-SHOK SHOK. Merge with other SHOK(s) to leverage best practices and re-identify grand challenges with an order of magnitude leap. Set a very narrow and coherent national focus. Recognize open innovation as well as wide and deep R&D&I cooperation as the core competence of the Finnish innovation system. From the future to the present. Identify the present systematic challenges, recognize the best competences needed, set up the ecosystem, plan and facilitate the actions. Use the best available resources and knowhow to realize the solution and demonstrate the added value of cooperation. Copy and multiply the solution globally. Growth by SMEs. Create global ecosystems, value networks and demonstration platforms for proof-of-concept studies to enable growth and internationalization of SMEs. Design SME-friendly IPR practices to promote participation and engagement. Energy and environment to Cleantech. Rebrand CLEEN Ltd from an energy and environment SHOK to a Cleantech SHOK to better meet the actual operations and thinking of CLEEN Ltd. Emphasize and reinforce the global demanddriven approach over the local resource-driven approach. Current key elements in CLEEN 2.0 comprise stronger international cooperation, deeper and wider collaboration, speeding up innovation, leveraging the position in the R&D&I axis, and increased diversity and growth by engagement of SMEs and foreign actors. 35

34 RESEARCH

35 programmes

36 RESEARCH PROGRAmMeS 01 sgem Smart Grids & Energy Markets 02 fcep Future Combustion Engine Power Plants 03 mmea Measurement, Monitoring & Environmental Efficiency Assessment 04 ccsp Carbon Capture & Storage Programme 05 efeu 06 desy Energy Efficient Use DISTRIBUTED ENERGY SYSTEMS 38

37 RESEARCH PROGRAmMeS arvi material value chains best SUSTAINABLE BIOENERGY SOLUTIONs 39

38 RESEARCH PROGRAmMeS 01 sgem SMART GRIDS & ENERGY MARKETS The aim of the Smart Grids and Energy Markets (SGEM) research programme ( with five Funding Periods) is to develop globally applicable smart grid solutions that can be demonstrated in full scale utilizing the Finnish infrastructure. At the same time, the benefits of an internationally networked research environment will accumulate the know-how of world-leading ICT and smart grid providers in Finland. Statistics of publications Journal Articles 31 Conference papers 115 MSc and BSc Thesis 78 PhD Thesis 4 Technical Reports 166 Other 36 Total

39 RESEARCH PROGRAmMeS The key areas of the research are: 1. smart grid drivers and scenarios, market integration and new business models 2. future infrastructure of power systems 3. active resources of the smart grid 4. customer interface for the smart grid 5. intelligent management and operation of smart grids The SGEM consortium consists of 20 industry and eight research partners. Industry partners consist of six companies operating in the energy technology area, five local Distribution System Operators (DSOs), the Finnish national Transmission System Operator (TSO) Fingrid, and eight companies operating in the ICT sector. The programme is scheduled to run for five years, and its total budget is 55 million. During the third funding period (3FP), the SGEM programme structure remained the same as during the second funding period (2FP), with seven work packages which all had a separate WP manager. The structure created during 2FP was found to be successful, and the process of integrating partner objectives into larger common deliverables and Proof-of-Concepts continued throughout 3FP. WP1 concentrated on international relations, the planning of the SGEM programme in the fourth funding period (4FP), and the benchmarking of SGEM results. Additionally, work around the overall smart grid roadmap continued. Questions such as drivers affecting grid development, security of supply, and incentives and implications of DG were investigated. In WP2, Lappeenranta University of Technology (LUT) and Suur-Savon Sähkö continued to demonstrate real-life operation of a low-voltage direct current (LVDC) network. The Proof-of-Concept of a small network with four households has been successfully in operation for eight months, and the customers have been satisfied with the reduction of short interruptions and improved power quality. The WP3 work focused on the future aggregate potential of different load appliances for Demand Response (DR) in HV networks. In WP4, Helen Sähköverkko has rolled out the infrastructure needed for large-scale dynamic DR tests and is currently performing tests and data analysis together with VTT. Solar panels and EV charging units have been installed for customers as part of the testing environment. The feedback collection phase and customer interviews are currently ongoing and will be reflected in future deliverables. Additionally, measurement data from E.On Kainuu direct load control field tests were analyzed. Practical implementations of the lab demo of LV network management system utilizing RTDS simulation environment, AMR-meters and home energy management systems (HEMS) controlling distributed energy resources (DER) have been finalized, and various tests are currently ongoing. WP5 mainly focused on the effect of distributed generation on distribution networks. The research has mainly resulted in improved simulation models for analyzing wind generator control models, short-term wind generation forecasting, and rules for the grid connection process for microgeneration. Internationally, the project has collaborated with IEA WIND Task 25 and the Nordisk Toppforskning TFI programme. A Proof-of-Concept on self-healing networks was achieved in WP6. The Proof-of-Concept consisted of calculation of automatic fault location at the substation, combined with the utilization of public wireless networks and first tests with a low-cost fault indicator. The accuracy of fault distance calculation was around 1-2km, and it was also possible to detect temporary faults. The main highlights of WP7 include a new model for the optimization of retailer profits in various operational environments, an analysis of various network tariff structures, a proposal for business models for load control management, as well as the creation of a model for cable life-cycle management. The first spin-off company was launched from SGEM when the AC2SG company was established in spring 2012, focusing on IT systems for the Smart Grid environment (e.g. Electric vehicle charging and invoicing). Research activities were initially started within Nokia Siemens Networks, and now continued within the spin-off company. Financially, the programme has stayed within the budget of the programme: 52% of the overall 3FP budget was spent, and 50% of the planned resources were used by 31 October Cumulatively calculated from the beginning of the programme, 80% of the total budget has been spent, and it is estimated that 93% of the full SGEM budget will be spent by the end of 3FP. The start of 3FP activities was delayed due to a delayed funding decision, and due to the replanning needed after the changed funding percent (and the withdrawal of Alstom Grid and the reductions of NSN). At the moment, 49% of the planned deliverables are finalized, but the majority of the results are targeted to the end of 3FP (28 February 2013), and more focus will be placed on their finalization. 41

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