WP1 established a comprehensive set of criteria to define RIs and TIs and foster the adoption of a common understanding amongst the R&I community based on research desk and interview of stakeholders. The development of 13 case studies on Research Infrastructures (RIs) and Technology Infrastructures (TIs), based on the areas selected by RITIFI, contributed to the classification of RIs and TIs, validating criteria defined initially, and promoting a common understanding between the two communities. The inventory of existing policy initiatives supporting RIs and TIs has been initiated: 70 policy initiatives have been identified and will be validated through a series of interviews.
WP2 examined five selected technology areas to extract best practices and recommendations for RI-TI collaborations and their impact on industry users. The study established a common framework for analyzing TI-RI partnerships, conducted surveys of 36 companies and interviews with 3-5 industry users for each of the 5 areas. Findings emphasized the need for integrated services across all Technology Readiness Levels. Recommendations were developed to enhance the European RI-TI ecosystem, focusing on improving awareness, efficiency, collaboration, and ongoing industry engagement.
WP3 focused on establishing robust governance, sustainability, and investment strategies for Technology Infrastructures (TIs) in Europe, ensuring better integration with Research Infrastructures (RIs), improving the value proposition of RI-TIs integrated services adapted to users’ needs, strengthening the long-term sustainability of RIs and TIs’ service delivery models, fostering RIs and TIs pan-EU accessibility and creating sustainable thematic networks for RIs and TIs in strategic value chains. The main achievement to date is the completion of D3.1 which presents validated governance model options for TIs at the European level. This deliverable outlines a multi-level governance framework informed by best practices, aiming to enhance transnational cooperation and regional stakeholder involvement. Work is progressing in Task 3.2 where preliminary analyses are shaping integration strategies for RI-TI collaboration and networks, with upcoming recommendations on value propositions and access guidelines. Task 3.3 is also underway, gathering case study results to inform an investment priority-setting action plan and methodology for TI-RI mapping and policy observatories.
WP4 plays a critical role in advancing RITIFI’s communication, outreach, networking and dissemination objectives. Co-lead by ESRF and CEA, WP4 focuses on fostering RI-TI engagement, facilitating stakeholder involvement, and ensuring that project results are widely disseminated and available for future exploitation. Progress has been steady, with all tasks actively contributing to RITIFI’s strategic goals. The following summarises the main actions and results achieved to date across WP4’s key tasks. A network of approximately 10-15 RITIFI industry experts (ICO and business developers) has been established. Conducted thematic virtual “ICO coffee” sessions to encourage interaction across sectors ahs been organised, with the first discussions on hydrogen (December 2023) and bio/health (January 2024). The outcomes from these sessions have provided valuable insights into sector-specific needs, contributing to WP2 and WP3 actions. To develop stakeholder community engagement, an External Advisory Board (EAB) has been established comprising 6 representatives from key sectors to provide guidance and reinforce project legitimacy. RTIFI partners attended successful outreach events targeting strategic themes. Noteworthy events include sessions on clean hydrogen and microelectronics, contributing to heightened awareness of RITIFI’s initiatives. To disseminate RITIFI’s findings and ensure long-term exploitation of results a communication strategy has been developed and implemented, supported by the by the launch of a project website and social media presence. A unified brand identity has been established, enhancing recognition across RITIFI activities and events.
WP5 focused on the Management of the project. The Task 5.1 ‘contract management, the Task 5.2 ‘financial management’ the responsibility and the Task 5.4 ‘reporting and communication’ are hold by CEA, coordinator of the project. The Task 5.3 ‘Project management, controlling and project progress meetings’ includes the coordination of all project activities at consortium level, the organization of regular project meetings, the supervision of the progress, the identification of project adjustments and corrective actions if necessary.
