EUR 19318

A Position Paper produced by the External Advisory Group for AeronauticsRecommendations to the European Commission - April 2000

EUR 19318

Aeronauticsfor Europe

A Partnership for Research and Technology and European Growth

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This Pos i t ion Paper has been produced by the

External Advisory Group for Aeronaut ics set up in

December 1998 to advise the European Commission.

This Paper is entirely the responsibility of the External

Advisory Group Members and is not represented

as reflecting the views of the European Commission

or of any nat ional government . The Paper has ben-

ef i ted f rom the advice and v iews of many groups

and indiv iduals across the aeronaut ics industry.

Members of the External Advisory GroupMr Ulf Olsson

(Chairman)

Mr Angel-Luis Arias (Vice Chairman)

Prof. Fred Abbink

Mr Mike Goulette

Mr Kurt Jensen

Mr Jim Lawler

Mr Eros Lojacono

Mr François Lureau

Mrs Utimia Madaleno

Mr Peter Malanik

Mr Claude Nyssen

Prof. Kyriacos Papailiou

Prof. Aviv Rosen

Dr Joachim Szodruch

Mr Jean-Marc Thomas

Mr Trevor Truman

Prof. Volker von Tein

Published by theEuropean Commission

LEGAL NOTICENeither 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, 2000

ISBN 92-828-8596-8

© European Communities, 2000

Printed in Belgium

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SummaryEuropean aeronautics has succeeded in establishing

itself as the main competitor to the United States

and needs to maintain this position. To this end the

Advisory Group believes that a long-term research

strategy and key objectives shared by all parties of

the European air transport system are called for.

The Advisory Group recognises the positive impact of

the "New Perspectives in Aeronautics" Key Action of

the Fifth Framework Programme. It recommends

both establishing mechanisms to focus and better

rationalise R&T throughout Europe, and preserving

the continuity of successful activities towards the

next Framework programme.

The world is changing, quickly and extensively

towards a knowledge society. These changes in indus-

trial, economic and social areas will shape our

future; they will impact on all European citizens.

Aeronautics is a knowledge intensive industry.

It is at the centre of change. The growth of aero-

nautics is partly a cause of progress. It also allows us

to improve the ways we do business and live our lives.

It is an essential contributor to the social, economic

and industrial development that will transform the

face of Europe over the next 20 years.

Europe is a special region. It has a large popula-

tion, prosperous and educated, and some very

densely populated conurbations. It is highly industri-

alised, technically advanced and export-oriented. It

has a rich diversity of cultures and languages that

call for increased mobility for its people.

In looking at European aeronautics it is important to

assess its present condition and the challenges that

lie ahead. Even if European aeronautics is highly

successful today it faces intense global competition

and new demands from community interests which

require a strategic approach to the future.

European Aeronautics faces three challenges:

• Meeting European social needs.

• Creating competitive products for the global market.

• Creating and applying new technology-based

capabilities for future growth.

The Advisory Group believes that shared long term

goals for the global operational air transport system

in Europe would be useful to facilitate concerted

actions among the parties involved to the benefit of

Europe and its citizens.

The Advisory Group has a vision for the future of

European Aeronautics that translates into research.

It sets out ambitious aspirations for progress by 2020

that respond to the demands of European citizens,

the needs of the market and the importance of taking

due care of the environment. It is based on 2 main

strands: “leadership of the European Industry in the

global market” and “European air mobility for sus-

tainable growth and quality of life”.

To realise this vision the Paper proposes 3 measures:

• A leadership initiative by the Commissioner for

Research & Technology which will forge a new

partnership of consultation with European aero-

nautics stakeholders.

• A process which will use this partnership to iden-

tify, and quantify when necessary, the major goals

for the next 20 years which will allow aeronautics

in 2020 to benefit from European aircraft which

can meet the needs of both markets and citizens.

• A development of the European Research Area

that will allow the technologies needed to deliver

these benefits to be created in a European context

with greater efficiency and better focus at every

level; Community, national, regional and enter-

prise.

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The scope of this paper is aircraft in the civil air

t ranspor t sys tem, for passenger and f re ight

transport, and for public and civil services, but

recognising that aircraft technologies have links

of a dual, civil /defence nature.

The paper takes a view of “Air Transport” as a system

in which all the elements work interactively.

Society-Market - Passengers

Political Aims

ManufacturingIndustry

Airlines

Airports

Research Establishments& Universities

Air trafficManagement

Aircraft

Defence

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3Contents

Summary 1

The Scope 2

1. Europe in a Changing World 4

2. Aeronautics at the Centre of Change 5

3. Europe – A Special Region 6

4. How is European Aeronautics Doing? 7

5. The Challenges for Research & Technology 9

6. European Aeronautics for the 2020s – The Advisory Group Vision 12

Glossary 17

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The world is

changing

rapidly in many

ways ….

European strate-

gies for change

are needed that

meet new needs

and exploit new

opportunities.

The Information Revolution is transforming business

everywhere. New business models are being created,

new routes to market, new ways of delivering value to

customers which are independent of location.

Rather than decreasing demand these changes sustain a

strong growth in air travel. Fares have been reduced and

more people travel. Market demands have caused a third

of all freight by value to be carried by air – reaching new

markets faster.

Around the world awareness of the natural environment

and the need to protect it grows steadily. Although avia-

tion makes only a small impact on the environment, con-

certed action will be necessary to offset the effects of a

growing market.

1975

1977

1979

1981

1983

1985

1987

1989

1991

1993

1995

1997

100%

150%

200%

250%

300%

350%

400%

450%

500%

4

European experienceEurope is being transformed. The unification of

Germany and the return of the former Eastern Bloc

states to a European identity will create a greatly

enlarged Europe and further needs for mobility.

Industry and commerce in Europe is in rapid develop-

ment and restructuring, involving also the aeronautical

industry. The consolidation of large corporations and the

globalisation of their operations will have major effects

on the patterns of European business.

Internal European travel is already extensive but

forecast to grow rapidly. New investment in both land

and air transport systems is an imperative. These

infrastructure changes will be made in the European

context of different cultures and languages, different

political systems and within a diverse set of priorities

and mechanisms.

Facing up to changeThese extensive and rapid changes demand that for a

sector like aeronautics there should be a strategy which

responds to new needs and drives the changes. New

technology will be needed, as will the means to apply it

successfully and competitively to market and social

needs. The priorities for change must be shared and

used to influence the pattern of European development.

This paper addresses these issues for European

aeronautics and especially for aircraft technology.

Passenger Route Kilometres European GDP

Source: SNECMA Market Forecast 1999-2018, May 1999, ICAO.

A world of changeWe live in a rapidly and extensively changing world. In

every direction we see the power of change in business,

lifestyle, communications, and politics.

Markets that were until recently local have become

global. Even small suppliers now serve the needs of cus-

tomers around the world. No longer is it assumed that

the nationality of the customer, the means of delivery,

the supplier and the manufacturer will be the same.

Many of the goods we buy are made, grown, designed or

managed in a variety of regions.

Population, especially in the less developed world, con-

tinues to increase quickly. More people in more coun-

tries depend upon resources from outside their own

region. More pressure is being placed on the natural

environment.

(1974=100%)

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i

Flights per year

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• More than 1,000,000 jobs depend, directly or indirectly, on aeronautics.

• Aviation in Europe employs 2 million people, in manufacturing, operations, & airports .

• Every new landing slot at Frankfurt airport generates 1,500 jobs.

• About 1,000 direct jobs are created by every million passengers per year .

• About 4,000 jobs in all are induced for every million passengers per year.

• European passenger traffic in 2000 will be close to 1 billion passengers.

Aeronautics is

essential to

economic growth

and industrial

change.

2. Aeronautics at the Centre of Change

Aeronautics has caused many of the changes that we

have experienced. The availability of safe, reliable and

rapid air transport has stimulated new business possibil-

ities. It has provoked important developments in our

infrastructure, work patterns and lifestyle. It has con-

tributed massively to the economies of Europe and the

wealth of a number of its regions; it employs a huge

workforce and, through exports, contributes strongly to

Europe’s ability to fund other changes and to develop

the quality of life of its citizens.

Aeronautics has also enabled changes to happen.

Businesses can reach out to new customers world-wide.

Just-in-time stock management is made possible by reli-

able air freight operations. The globalisation of business

depends on the existence of flexible, inexpensive air

transport to connect operations.

As the new century unfolds we expect the continued

growth and industrialisation of Asia to continue. Those

developments will depend extensively on aeronautics.

In the past progress in aeronautics has meant aircraft

development: the advent of the jet age, of supersonic

flight, of large twin-aisle airliners. Aircraft will still

remain at the focus but when we look to the future we

shall continue to look beyond aircraft, even aircraft of

new configurations, to the system of air transport – opti-

mised air fleets, the airports, traffic control, regulatory

regimes etc – within which aircraft operate. The capac-

ity of our present air transport system is clearly under

stress. As traffic increases we must make this system

respond to world change and drive new changes to the

benefit of the European citizen which respect the social

and environmental needs of our communities.

Europe’s aviation

system must be

further developed

to meet

economic, social,

environmental

and public service

needs.

0,01

0,05

0,1

0,5

1

2

5,000 10,000 15,000 20,000 25,000PR ChinaIndia

IndonesiaPakistan

Philippines CzechoslovakiaTurkey

Cze South AfricaBrazil

TunisiaTaiwan

Mexico

GreeceKoreaPortugal

Malaysia Saudi Arabia

New ZealandAustralia

UKCanada USA

Netherlands

Italy

FranceGermany

Japan

GNP per capita $ US

These are major challenges certainly. But they are also

major opportunities. Aeronautics has been able to make

a strong contribution to the growth of Europe – it should

continue to do so. It can be a continuing engine for eco-

nomic development. It can continue to fund, through its

export successes, the creation of an air transport system

in Europe which is world leading. It will contribute to

business efficiency but also bring a range of benefits to

people of all our nations – whether they are travellers or

not. Economic and employment benefits, improvements

in the quality of life, enhancements to their businesses,

the opportunity to travel more economically.

Aeronautics&A Changing Europe

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3. Europe _ A Special Region

Europe – Facing

world-wide

competition

with huge

advantages in

talent, experi-

ence and

products.

… but

fragmented

in terms of

culture,

language and

procedures.

In this changing scene Europe has a unique mix of

opportunities and challenges in the field of aeronautics.

We have demonstrated unmatched skills in creating

world class teams within the diversity of our cultures,

We have established benchmarks for international col-

laboration in complex projects. We have a huge base of

talent and of cultural variety. But Europe also faces a

world of fierce competition, where the stakes are enor-

mous, where to lose means to lose entire businesses and

to lose their European presence.

Many Europeans enjoy a high standard of living and

want this to be further enhanced with improvements to

their quality of life including a better environment.

Europe enjoys the services of rapidly growing air traf-

fic into and within its regions. However, its citizens

experience daily the challenge of managing that rate

of increase – noise, congestion, and delay are com-

monplace. We have several large concentrations of

population with already high densities of air traffic –

nearly every proposal to increase airport capacity

meets fierce environmental resistance. Europe pres-

ents a number of specific political , industrial and

organisational features which have to be considered.

Doing better in Europe means working

together better.

i

• 87% of the world’s airliners are American built.

• Public funding for aerospace in the US (for 1997) was three times that of the EU and all its member states combined.

• Both in turnover and number of employees the size of the aerospace industry of the USA is more than twice that of the EU combined.

• The share of the aerospace sector in US exports is almost twice that in the EU.

The United States

The enlargement of the EU will increase both the

opportunities and the challenges. Our cultural her-

itage gives us the benefits of diversity but also the

challenges of language, of differing standards, and of

fragmented institutions

In this competitive world of aeronautics two eco-

nomic regions are dominant – Europe and the USA.

Our greatest competitor, and largest export market,

now addresses the market with a federated system, a

unified domestic market, with a set of strategic

national objectives, and with the huge resources and

capabilities of both its industry and its government

laboratories including NASA, the foremost aerospace

R&D agency in the world.

In contrast Europe retains the legacy of its nation states,

works with many national stakeholders and has yet to

develop common objectives. As an example of its air

transport operations, Europe works under the burden of

49 national Air Traffic Control Centres using 22 differ-

ent operating systems.

However, Europe can overcome these difficulties of

fragmentation when it wishes to do so. Industrial

restructuring is now proceeding rapidly in Europe,

bringing the numerous players in the different fields to a

new stage of concentration. However, the research sys-

tem across the Union is lagging behind this momentum.

Doing better in Europe is a necessity not an option.

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A Story of SuccessEuropean Aeronautics is an outstanding success

story (see box). Europe has developed products that

have influenced global aeronautics operations. It has

produced many world firsts.

European airspace copes with an unprecedented

number of passengers. In the defence field European

aerospace products are used around the world for the

protection and security of nations. The nations of

Europe have an unrivalled ability to mount success-

ful international collaborative projects on the most

advanced technology-based products, civil as well as

in defence.

It has created, in Airbus Industrie, a world leading

supplier, this year outselling the USA in large airlin-

ers, and European world-class capabilities in its

engine and equipment sectors.

In research the European Union Framework

Programmes for aeronautics have grown in impor-

tance and improved in focus and delivery leading to

the inclusion of aeronautics as a "Key Action" in the

5th Framework Programme. An important new

approach was the introduction of large-scale integra-

tion projects. This Programme has had significant

practical influence on the positioning of the national

civil aeronautics programmes.A

eron

auti

cs F

or E

urop

e

7

i

• Supersonic Airliner – Concorde.

• Vertical Take-Off and Landing combat fighter – Harrier.

• All-weather automatic landing systems.

• Fly-by-wire airliner – Airbus.

• Digital auto-flight system – Airbus.

• Helicopters with turbine engines - Eurocopter.

• 3-Shaft engine – Rolls Royce.

• Two man, “Glass cockpit”, wide-body airliner - Airbus.

4. How is European Aeronautics Doing?

Some European Firsts

i

• Aerodynamic and aero-acoustic shaping of cars.

• Disc brakes for cars and trains and Anti-lock Braking Systems (ABS).

• Software systems for displays. Computer techniques forassessing structural efficiency of buildings, cars, and equipment.

• Composite materials including carbon fibre.

• Materials for artificial limbs and for replacement joints.

• Thermal imaging cameras for police and rescue work.

• Advanced business processes for project management.

Technologies developed in aeronautics and now in general use

Aeronautics has been able to support European eco-

nomic growth while implementing dramatic reductions

in noise and fuel consumption. Noise outside the airport

confines is now similar to that of motorway traffic. Over

the past 20 years aircraft fuel consumption per flight has

been reduced by 30-40%.

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Facing Strong CompetitionThe market for aeronautical products is global –

every customer in the world can find competitive

products vying for orders. The biggest players by a

long way are Europe and the USA. Competition is

fierce between them.

Both have a large and talented workforce. Both had

many successes in the first century of aeronautics.

But the USA has a strategy – a determination to

dominate in aerospace – and it signals this on every

world stage. NASA has no parallel in Europe.

Boeing, America’s major aerospace company, has a

civil turnover nearly 3 times that of Airbus Industrie.

The US Administration has a record of sustained

support to its aerospace industry.

American unified public funding for aeronautics far

surpasses Europe’s combined investment, which is

itself fragmented around the nations of the EU.

Europe has no clear, coherent strategy for continued

success. More rational funding for research and

technology must be seen as a key element of a

European aeronautics policy.

Despite these factors Europe now competes head to

head in large aircraft, in aero engines and in equipment.

Delivering a string of wider benefitsIn addition to these economic successes European

aeronautics delivers a steady flow of technologies

– developed in aerospace for high performance at high

cost – but passed on to the wider economy for low cost

applications (see box).

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The European aeronautics industry is knowledge-based. It faces three key high-level challenges:

Meeting the needs of an advanced society

Creating competitive products for a global market

Sustaining the flow of key technology

5. The Challenges forResearch & Technology

5.1 Meeting the Needsof an Advanced Society

PassengersIf Europe is to service the needs of business for air pas-

senger travel, it must be able to look forward to a future

in which rapid growth – doubling in 15 years, almost tre-

bling by 2020 – is accompanied by even higher safety,

lower costs and greater convenience. Our long term

aims must be to cope with vastly increased traffic whilst

achieving the goals of:

• Sustained safety standards and lower accident rates.

• Comfortable, convenient and on-time passenger mobility.

• Progressive reductions in real cost to passengers.

The challenge is to improve passenger and business

appeal for air transport in Europe whilst absorbing a sus-

tained and rapid growth in traffic.

The Wider CommunityMost people are not frequent air travellers. All of us

share the aspiration that air transport growth should be

safe and not create environmental damage and nui-

sance.

Any strategy must embrace the goals of safer, quieter air-

craft that produce fewer emissions.

• NoiseThe impact of noise on communities around airports has

been much reduced as a result of new technology applica-

tions. The example of Heathrow is typical – despite an

80% increase in the number of flights since 1974 the

number of people disturbed by noise has dropped by 80%.

1970

1975

1980

1985

1990

1995

2000

50%

60%

70%

80%

90%

100%

110%

Air Fares (relative to 1970)

Air

Fare

s

Source ICAO

But as traffic continues to increase strongly and even bet-

ter noise performance is demanded, including reductions

in airframe noise, it will be a major challenge to meet the

aspirations of these communities.19

70

1980

1990

2000

0%

50%

100%

150%

200%

Aircraft flightsPopulation affected by noise

Perc

enta

ge re

lati

ve t

o 19

74

Source DETR

Heathrow - Population affected by noise

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• The European Aeronautics Industry directly employs more than 420,000 people (1998).

• 80,000 firms supply the aeronautics industry in Europe.

• Europe had a trade balance surplus of more than 9 billion eurofrom aerospace products.

5.2 Creating Competitive Products for Global Markets

To create aircraft systems that will deliver a new genera-

tion of benefits to society and to their operators around

the world will mean a sustained evolution of design.

New aircraft, engines and equipment using new innova-

tive construction technologies must be ready for world

markets.

Winning will mean staying in the forefront of design –

able to use old and new technologies in new ways.

Responding to the leadership of others cannot achieve it.

Creating competitive products that will win in the fiercely

competitive markets of tomorrow is not just about design

concepts. It will require that these products are designed

and built to the performance standards required and

competitive both in purchase price and in operating costs.

This manufacturing system, exploiting the capabilities of

all the regions of Europe, must be optimised – not to

restrict the activities of any region or company, but to

ensure that overall air transport needs are met in the

most efficient and cost effective way.

Europe needs to be able to manufacture these products.

If we cannot do so, or do so inefficiently, we shall spend

large amounts of money buying them from abroad, par-

ticularly from the USA.

1970

1980

1990

2000

-40%

-30%

-20%

-10%

Datum

Certification Date

Block Fuel per seat-mileA300

A300-600

A310-300

A330

-37%

• EmissionsWhilst noise affects a relatively small number of people

aircraft emissions can affect us all. Early jet airliners were

both noisy and dirty, leaving trails of smoky fuel in their

wake. Their successors today are much improved, both

quieter and cleaner. Today the impact of aircraft emis-

sions is small: less than 3.5% of all man-made global CO2

emission is accountable to aeronautics. However, the

demand for air transport is growing strongly and threatens

to outpace the rate at which the application of new tech-

nology can deliver improvements. It represents a major

technical challenge over the long term.

• SafetyNew generations of aircraft are demonstrably and signifi-

cantly safer than older generations. However, with the

current growth of air transportation, the number of acci-

dents risks to increase substantially. This represents a

major challenge for research and aviation operations in

order to achieve a quantum leap forward in safety.

3

2

1

0

4

5

6

7

8

9

10

Hull losses per million flights

1st generation:B707DC8

2nd generation:B727B737-100-200B747DC9DC10A300B4

3nd generation:MD80MD11MD90B737-300/400/500B757/767A310/A300-600A319/A320/A321A330/A340B777

1st generation

All aircraft2nd generation

Years of operation

1 3 5 7 9 11 13 15 17 19 21 23 25 27 29 31 33 35 37

3nd generation

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5.3 Sustaining the Flowof TechnologyCreating Value in the European Research AreaThere can be no success in aeronautics without an

intensive research and development effort. The industry

spends an average of 16% of its turnover on R&D which

includes the substantial public contribution through

EU, national and Research Establishment programmes.

The strategy for aeronautics must emphasise its output –

better services, meeting social and business needs,

creating competing products. This output will rely

fundamentally on the creation and exploitation of

new technology.

The existence of knowledgeable and well trained scien-

tists, engineers and managers is the unquestionable pre-

requisite for meeting these challenges. A joint effort by

the states, the industry, research institutions and, of

course, educational institutions is necessary to attract

talented people to work in aeronautics.

Creating new technology-based capabilities has three

main elements:

•Focus

•Content

•Management

Each of these has important implications for the

European Research Area, providing an important contri-

bution to the European research potential

FocusThis paper is very much about focus – identifying the

imperatives for the future, the key goals that must be

achieved.

Focus can be shared. These proposals assert that by

sharing a discussion with the stakeholders in the

European air transport system we can achieve a better

focus and derive better, clearer directions for future

research programmes.

ContentHistory shows that solutions to challenging problems are

not always predictable or similar. There are great prizes

for those who can generate exceptionally clever solu-

tions – creating solutions that are effective and low cost.

This premium on content means that not all research

work can be widely shared. Firms need to generate com-

petitive advantage. Nations want to sustain national

abilities.

But content considerations do not mean that no co-

operation is possible. Europe has outstanding abilities to

create collaborative programmes in research. These

work well when the programme meets the collective

aims of the group or combines excellence in a powerful

co-operation.

ManagementThe European Research Area is a pluralist community –

firms, nations, academia and research institutes have

private, shared, and collaborative research programmes.

There is competition and co-operation. There is no con-

sistent management structure.

The aspiration for Europe, therefore, lies in creating a

flexible set of mechanisms that respect the diversity of

Europe but enable European strengths to be fully realised.

We must use the centres of European excellence,

whether in industry, academia or in institutions, to fur-

ther European goals. Excellence will have many faces.

Effective, market leading products and services will

require the best technical capabilities that Europe can

deliver. However, in order fully to unfold our strength

the European Research Area needs shared visibility, har-

monisation and efficiency. i

• EU Research Programmes leading up to a separate Key Action for aeronautics in the 5th Framework Programme.

• National aeronautics Research & Technology collaboration in GARTEUR.

• National Research Establishment co-operation in aeronautics in EREA.

• Newly emerging national strategies for aeronautics research involvingsmall enterprises and centres of excellence.

• Combination of national capabilities and facilities such as EuropeanTransonic Wind Tunnel (ETW) and the German-Netherlands SubsonicWind Tunnel (DNW).

• Eurocontrol research programme.

• Airbus 3E's programme.

• Industry collaborating on long term research planning within IMG3.

European Aeronautics Research Area Background

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6. European Aeronautics for the 2020s –

The Advisory Group VisionDemand for air travel increases rapidly – world-wide

by about 5% annually. Between 2000 and 2020 more

than 14,000 large new airliners, worth over €1,000

billion, will have been delivered to create a world fleet

of 20,000 airliners after old types are withdrawn.

About 40% of worldwide air travel has a European

arrival or departure point.

For Europe these expectations are both a huge

opportunity and a tremendous challenge.

All of Europe has huge opportunities to benefit from

air transport and the aeronautics industry. These

benefits are not only for those involved in it directly

but for all of its citizens, in every nation or region,

creating business prosperity, social exchange and

cohesion, jobs, and technology.

6.1 Two Great Prizes to WinThe prizes are enormous:

• An air transport system that will support European

growth, attract and foster new business whilst meeting

the social needs of Europe for travel and the needs of

our environment and quality of life.

• An aeronautical industry that will provide the products

to go on winning at least half of a world market which

will more than double by 2020. This will bring in

money, create jobs and sustain growth.

A Circle of Linked GoalsLinking these different perspectives demands that we

agree about European goals together because they

depend on each other.

A circle of goals:

• Creating competitive abilities for world-wide sales of

aircraft and equipment which will …

• Deliver employment and economic growth and fit into …

• A first class Air Transport System that will enable all

kinds of business growth within Europe and between

Europe and the rest of the world. This will increase air

traffic which will only be acceptable to society if…

• Air traffic growth delivers what communities and trav-

ellers need – safety, low noise nuisance, care for the

environment, public service, low congestion, conven-

ience. The advances that will deliver these will only be

affordable if …

• We create competitive aircraft and equipment that

sells around the world.

But in a changing world these benefits will not flow auto-

matically to Europe, they will have to be fought for, seized,

and exploited, and retained using skill, commitment and

endurance. Unless we build on strength we cannot win

the prizes that exist. Unless we understand our vulnerabil-

ities today our tomorrow will belong to others.

Achieving these goals needs a partnership of intent to be

forged between those who rely upon aeronautics and

those who provide aeronautics services.

6.2 A New Partnership This new partnership envisages a wider consultation

at the much earlier research stage. This will create a

shared view of the future and ensure that Research &

Technology Development programmes are focused on

stakeholder needs.

Two Great Prizes

to win:

A great air trans-

port system and

huge economic

gains.

Future aircraft

must shape and

respond to future

needs.

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would not be encouraged but hampered thereby.

Nevertheless we recognise that many technologies in

aeronautics are of a dual nature and it is beneficial that

this should continue to be encouraged and facilitated by

the policies and mechanisms that are put in place in

both areas.

6.3 The Players• The Aeronautics Industry including the supply chain

and SMEs

• National Aeronautics Research Establishments

• Civil Security and Public Services

• Airports

• Airlines

• The Air Traffic Control community

• Universities

• Community interest groups

• Public authorities (national and regional)

• Regulators

All want to see an air transport system in Europe that

meets their various needs. These needs should influence

the design of the future aircraft that will continue to

form the core element of the system.

It will create a shared view of the needs of the whole air

transport system. This will allow complementary, and

conflicting, needs to be considered together. For exam-

ple, consider the way in which new aircraft will fit to

new airports; how new aircraft capabilities can be

matched to new operating procedures to deliver environ-

mental improvements; how congestion will be relieved

by new aircraft capabilities that work in a new air traffic

control regime.

More than 30% of European public investment in civil

aeronautics research & technology is funded by the EU.

Participation by national governments in the strategic

approach is also essential. National governments also

have programmes, firms have their own programmes of

investment. All have an interest in making sure that what

we are doing today will deliver the air transport system

that we need – and do so cost-effectively. In the final

analysis each stakeholder group must remain responsible

for their own contributions to our future. None will

accept that this responsibility can be diluted, none will

wish to be subservient to the control of others. But all

may gain from being able to share a view of the future

which will allow them to play their role more effectively.

This new shared and open understanding will present

many opportunities for those nations with more modest

aeronautics capabilities and for SMEs by giving visibility

to the directions of future development and providing

signposts for the areas of interest and relevance.

BoundariesThis paper proposes that the air transport system can be

looked at in a unified way. We do not recommend that

this be combined with a consideration for land trans-

port, or of space applications except insofar as these

have a direct effect on the air transport system and the

effectiveness of passenger and freight movement by air.

The Advisory Group has considered the defence dimen-

sion. It is an area of unique sensitivity. The Advisory

Group does not recommend a complete fusion of civil

and defence considerations on the grounds that progress

i• operates from entering the airport to leaving the

destination airport and includes all types of aircraft,both fixed and rotary wing, and the facilities that arenecessary between the two.

The Air Transport System

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6.4 The Advisory Group Vision

The Value of a VisionWe need a vision of the future to stimulate the whole

range of activities which will together create a more

effective air transport system for 2020. It has been

described as “a dream with a deadline” – a time-based

aspiration that stretches our imagination and challenges

our abilities to achieve exceptional results.

A vision is not a plan. There is as yet no coherent set of

actions that will create this future. But the Vision is a

clear direction; like a lighthouse it leads us forward even

though we have to cope with many conflicting tides and

currents on the way.

The value of a single vision is that it gives coherence to

the actions of many groups. It does not dictate how each

must act, but for those who accept the final objective it

maintains a sense of direction.

The Vision does not lead to a master plan that is rigidly

controlled and inflexible. It allows the key goals that are

steps towards the vision to be identified – the impera-

tives that will need to be achieved and the compromises

required to reach holistic optimal solutions.

This Group recommends that the stakeholders in

European aeronautics should explore these goals

together, sharing views on what the crucial intermediate

steps need to be, agreeing the key performance needs of

the future systems. This does not mean that every aspect

needs to be agreed – there will be areas of difference.

But it urges that we establish a new partnership to seek

out those areas where we can agree and allow this to

condition how we each travel toward the Vision.

Examples of possible areas for exploration are

• The impact of new ATM systems to increase

system capacity.

• The scope for increasing airport capacity by innova-

tive, and perhaps radical, new approaches.

• The competitive advantages of new aircraft concepts

and their implication for the airlines.

• The implications for aircraft design and airline

operations of new approaches to passenger and

baggage systems at airports.

• The possibilities and implications for very quiet

operation of aircraft with respect to communities

living outside airports.

6.5 Creating a process

Three steps to achievement• Share the Vision among the stakeholders.

• Create a process within which the priority goals for the

future can be mapped out.

• Establish mechanisms within the European Research

Area which will allow programmes to be constructed

which secure the objectives in the most effective man-

ner.

This Paper recommends that, under the leadership of

the Commissioner for Research & Technology, a High

Level Group should be established. This would consist

of CEO level people nominated on an ad personam

basis, drawn from the stakeholder community. The High

Level Group would have a clear and limited objective –

it should be disbanded when this work is complete.

The High Level Group would oversee the process in

order to explore and develop the major goals that should

be the stepping stones to the Vision. These would be

described at the level of defined goals – not the detail of

how they might be achieved. The High Level Group

would be assisted by working groups examining separate

areas of expertise. Working bodies already existing

should be utilised as far as possible.

This work – to the timetable indicated on the next page

– will be a precursor to the design of appropriate plans

of research. These plans can then be designed with spe-

cific long-term goals in mind and the most appropriate

mechanism used or created to achieve these by the most

effective means.

For the aeronautics stakeholders the value of this work

will rest in having a set of shared and agreed goals which

will allow research into new aircraft, engines, equipment

and Air Traffic Management to be guided by a unified

sense of direction.

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European Air Mobilityfor Sustainable Growthand Quality of Life• Airports have increased their passen-

ger capacity to 3 times that of 2000.

• Passengers experience delay freetravel – in all weather.

• Passengers spend less time waitingin airports than in 2000.

• No excessive aircraft noise or externalrisk affecting citizens in residentialareas.

• Air travel generates less emissionsimpact than other forms of travel.

• The number of aircraft related fatali-ties has fallen despite the growth intravel.

• The same range of business andentertainment services and travellingcomfort as passengers enjoy at homeor office.

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The Advisory Group VisionTHE AIR TRANSPORT SYSTEM IN EUROPE IN 2020

Europe – A Leader in aGlobal Market

• European suppliers provide morethan 50% of the world demand foraeronautics products – more than 4times the output of 2000.

• European companies succeed in allmajor sectors: aircraft, engines,equipment, services.

A Coherent “European Research Area”• Long term strategies for technology creation are pursued through a variety of

harmonised mechanisms – privately, in national programmes and in Europeanprogrammes.

• Research goals are shared across Europe.

• Europe uses its centres of excellence in industry, academia and in research insti-tutes in a more efficient way.

• The mixture of co-ordination and competition is optimised.

• The mobility of researchers is increased.

• There is consistency across educational curricula that encourages pan-Europeanmovement.

• Research exploits e-networks fully.

An Opportunity for Leadership:European Answers for European NeedsEurope has established itself through a century of aero-

nautics. It has maintained a world leading level of

expertise. This is challenged as never before. This paper

recommends an original model which differs from the

American one, for Europe has distinct political struc-

tures, cultures and inclinations. This paper recommends

the innovative, flexible opportunity to demonstrate that

a European answer, building on our evident strengths,

can be developed.

This needs not just mechanisms but leadership. It needs

leadership from politicians and industry, from regulators

and environmentalists, from operators and local or

regional authorities. This innovative approach can be a

showcase for Europe. It can demonstrate that we can

blend national and European activity, competition and

collaboration, private and public funding, large nations

and small in generating and realising a shared vision for

the future that stems not from centralist control but

from willing and effective co-operation.

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6.6 A Timetable for Action

The Advisory Group believes that the priority action is to

create the process that will lead to better identification

of goals. This paper is not intended to imply that any

particular grouping of interests or funding approach will

be best. However, it is clear that there should be a strong

and continuing investment by the EU that is focused on

aeronautic, but the details should be considered in the

light of the process recommended here.

After the 5th FrameworkProgramme: the Next Stage

The 5th Framework Programme was a land-mark in the development of the application ofE.U. Framework Programmes to aeronautics.

• It introduced new concepts for structuringaeronautics research.

• It established innovatory types of large proj-ect that allow technologies to be integratedand validated.

• It substantially increased the scale of aero-nautics activity.

• It applied new approaches to the focus anddefinition of projects.

The measures recommended in this paper rep-resent a step forward in establishing additionalmechanisms that will help to focus Research &Technology better throughout Europe. Theconsultations envisaged will help to develop thenext Framework Programme and will also influ-ence other activities.

The industry expects that the 6th FrameworkProgramme will also have a very important partto play in conjunction with the other mecha-nisms by which Research & TechnologyDevelopment is advanced in aeronautics.

In parallel with the consultation recom-mended here the industry will furtherdevelop its technology objectives and planthe projects that will be necessary to achievethem. These plans will also be progressivelyinformed both by the measures outlinedhere and by the evolution of the market andby local and national discussions.

The effective planning, execution and applica-tion of Research & Technology Developmentwill not, therefore, depend on a single sequen-tial stream of activity but on our ability to fusetogether a coincident variety of information,activities, capabilities and mechanisms into aneffective whole.

Year 2000

The priorities for Year 2000 should be to:• Seize the leadership opportunity to make aeronautics

in Europe a successful partnership between the EU,

the nations and the stakeholders.

• Establish the Process of consultation and co-operation

in identifying high-level market and policy needs and

the main challenges to their realisation.

• Create the mechanisms for this to be successful – the

creation of a High Level Group, and supporting teams.

• Expand the support for this joint effort to those with a

part to play in the successful expansion of aeronautics

in Europe for the benefit of all.

First Results – The output from Year 2000should establish:• A shared vision of aeronautics for the year 2020

adopted and maintained by the principal stakeholders.

• A shared view of the main challenges, and the princi-

pal goals which will have to be met if this vision is to

be enabled.

These elements should then be presented to the relevant

political authorities.

The Vision

Challenges to be overcome

EU - NATIONAL - REGIONAL - PRIVATE

PROGRAMMES

New technology

Stakeholders

NEEDS

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A.T.C. Air Traffic Control – the systems by which aircraft are controlled for safety and operationalpurposes whilst in the air and in motion on the ground.

A.T.M. Air Traffic Management

Advisory Group The External Advisory Group for Aeronautics established under Key Action 4 of the Growth Programme within the 5th Framework Programme.

Aeronautics Matters relating to the design, manufacturing, maintenance and operational functions of air-craft together with all subordinate systems, parts and materials.

Air Transport System The world of aviation services from the arrival of the passenger or freight at the airport to the exit from the destination airport including any type of aircraft and the facilities that are necessary between the departure and destination airports.

Airbus 3E Airbus Collaborative research plan of Airbus Industrie partners for Energy, Efficiency and Environment.

Aviation The totality of the system in which aircraft of all types operate – includes the airlines, airports, and ground support services, as well as aeronautics.

EREA European Research Establishment Association.

Europe Unless otherwise indicated refers to the European Union.

GARTEUR Group for Aeronautical Research and Technology in Europe.

IMG3 Industrial Management Group of the industrial aeronautical sectors for airframe, engines and equipment.

NASA National Aeronautics and Space Administration.

Research & Development All those technical activities which embrace Research and Technology Development as well as the Design, Development, Test and Certification activities related to specific products. R&D

Research & Technology The processes of preparing new technical capabilities which will be useful in the future butDevelopment which are not related to specifically identified products. R&TD

SME Small or Medium-sized Enterprise.

The Aeronautics Industry All those enterprises which play a part in the design, development and manufacture of any product used in aeronautics.

Glossary

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