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Mediterranean Building Energy Efficiency StrategyStrategic Lines and Measures

Lead Author: Xavier Martí Other Authors: MARIE partners

Rev. No.: 4 Issue Date: 10/10/2014

Nr. pages: - Availability:

Status: Fourth Draft for public consultation

KEYWORDS: Energy Renovation of Buildings, Energy efficiency, Mediterranean Buildings

CHANGE RECORD33

Rev N Description Author Review Date

1 First draft MARIE Partners 25/10/2013

2 Second draft MARIE Partners 02/12/2013

3 Third draft MARIE Partners 15/01/2014

4 Fourth draft MARIE Partners 10/10/2014

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Issue Date: 31-07-2014

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5 Five draft PACA Region 28/11/2014

Supported by / Avec le soutien de / Unterstützt durch / Con el apoyo de :

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Disclaimer

The sole responsibility for the content of this publication lies with the authors. It does not necessarily reflect the opinion of the European Commission. The European Commission is not responsible for any use that may be made of the information contained therein.

Copyright

This document may not be copied, reproduced, or modified in whole or in part for any purpose without written permission from the MARIE Consortium. In addition, an acknowledgement of the authors of the document and all applicable portions of the copyright notice must be clearly referenced.

All rights reserved.

This document may change without notice.

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TABLE OF CONTENTS

0. GUIDE FOR READERS..................................................................................................................5

0.1 INTRODUCTION.................................................................................................................................................50.2 TO WHOM IS THIS DOCUMENT ADDRESSED?...................................................................................................90.3 HOW TO USE THE DOCUMENT?........................................................................................................................9

1. KEY OUTPUT: INTERVENTION FACTORY....................................................................................11

1.1 STRATEGIC MEASURE 1.1: INFORMATION ON BUILDINGS ENERGY CONSUMPTION......................................131.2 STRATEGIC MEASURE 1.2: PROTOCOL FOR ENERGY RENOVATION OF BUILDINGS.........................................301.3 STRATEGIC MEASURE 5.1: ASSIGNMENT OF RESOURCES THROUGH REGIONAL INVESTMENT

PROGRAMMES................................................................................................................................................701.4 STRATEGIC MEASURE 5.2: IMPLEMENTATION OF FINANCIAL MECHANISMS FOR

MOBILIZATION OF RESOURCES.......................................................................................................................96

2. KEY OUTPUT: INNOVATION LABORATORY..............................................................................136

2.1 STRATEGIC MEASURE 3.1: RENEWABLE RESOURCES QUOTA.......................................................................1382.2 STRATEGIC MEASURE 3.2: INNOVATION IN ENERGY RELATED PRODUCTS AND EQUIPMENT......................1682.3 STRATEGIC MEASURE 3.3: LOCAL SERVICES PLATFORMS FOR ENERGY RENOVATION OF

BUILDINGS....................................................................................................................................................1882.4 STRATEGIC MEASURE 3.4. R+D INITIATIVES..................................................................................................201

3. KEY OUTPUT: TRAINING, MARKETING AND AWARENESS PROGRAMMES................................221

3.1 STRATEGIC MEASURE 2.1: ACTIVATE ERB DEMAND THROUGH COMMUNICATION AND PUBLICITY PROGRAMMES.............................................................................................................................224

3.2 STRATEGIC MEASURE 2.2: ERB SUPPLY ACTIVATION AND PROFESSIONAL SKILLS DEVELOPMENT.............................................................................................................................................235

4. KEY OUTPUT: COOPERATION HUB..........................................................................................249

4.1 STRATEGIC MEASURE 2.3: BUSINESS COOPERATION....................................................................................2524.2 STRATEGIC MEASURE 4.1: ALIGNMENT OF REGIONAL LEGISLATION AND POLICIES TO EU

OBJECTIVES...................................................................................................................................................2664.3 STRATEGIC MEASURE 4.2: LOCAL MANAGEMENT INTEGRATION.................................................................2864.4 STRATEGIC MEASURE 4.3: EXPERIENCES AND POLICY SHARING...................................................................302

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1 GUIDE FOR READERS

1.1 INTRODUCTION

The MARIE project was launched in April 2011 in the framework of the 2007-2013 MED Programme (Europe in the Mediterranean) and it aims to promote the principles of energy efficiency in buildings implementation.

The project extends over 45 months, until December 2014, is led by the Department of Territory and Sustainability (DTES) of the Government of Catalonia and it involves twenty- three organizations from the Mediterranean. Specifically, the MARIE project covers 8 countries of the Med Space (CY, FR, IT, GR, MT, PT, SL and SP) and 1 country of the IPA area (ME). The different nature and scale of partners and associates offers a comprehensive coverage of the Med Space, and enables direct capitalization in at least 9 Med Regions (Andalusia, Catalonia, Provence, Alps-Côte d’Azur, Liguria, Piedmont, Friuli Venezia Giulia, Basilicata, Umbria, Slovenia, and Western Macedonia) which has a population of 30 million of inhabitants approximately.

MARIE aims to establish the socio-economic conditions for Energy Efficiency (EE) improvement in the Mediterranean Building Stock in the framework of EU policy objectives, overcoming barriers and creating sustainable development opportunities in the MED region.

Specifically, MARIE aims to achieve:

- The adaptation and updating of integrated urban and regional regulations for sustainable energy renovation of existing buildings.

- The innovation of financing models for energy renovation of existing buildings, based on public - private synergies and the integration of funding sources.

- The improvement and innovation in the supply of materials, products and services adapted to the current needs of energy renovation of existing buildings.

MARIE strategy (MEDBEES, Mediterranean Building Energy Efficiency Strategy) has been defined to achieve these objectives. The strategy has five lines of action and 14 strategic measures which were approved by all partners on 21.11.2012 in Brussels. Each of these measures is associated with one or more pilot actions to define and validate their content and their suitability.

MARIE, in line with other strategic projects like ELIH-MED, encourages authorities in charge of the transnational cooperation in the Mediterranean to transform energy efficiency in a top priority of their programmes. The experience of ongoing strategic projects, the evaluation and capitalization of their results, and the optimization of funds available for energy efficiency in buildings are key points to achieve the 20/20/20 EU objectives and the nearly Zero-Energy Building targets announced for 2020 by the EU in the Recast EPBD 2010 and EB 2012 European Directives.

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Energy efficiency in buildings topic has the particularity to be strongly interrelated with urban planning and socio-economic challenges. Some countries, such as France, United KIgndom or Germany, have implemented national programmes with promising preliminary results. But MARIE project would like to stress the fact that a cross-cutting regional approach integrating energy efficiency parameters, has to be encouraged and promoted by the programme authorities. Energy efficiency issues should be an entrance and a strong lever to tackle sustainability challenges in Mediterranean territories. A particular effort has to be done to coordinate and put in line national and regional operational programmes, which will rule the use of European cohesion funds, with the territorial cooperation operational programmes. Ideally, territorial cooperation programmes should become pilot programmes able to bring more innovation and efficiency in the implementation of the competitiveness and cohesion objectives.

Five strategic lines have been defined to overcome these existing barriers and organize any future intervention in MED space: Devising interventions; Market Activation; Innovation and Competitiveness; Public Governance; Economic Resources.

The main barriers, identified through the preformed Regional Benchmarking Analysis, the 5 strategic lines defined and their 14 strategic measures are shown in the following table:

Barriers Strategic lines Strategic measures1. Incomple, unshared, spread or asymmetric information regarding energy efficiency (EE) issues, best available methodologies and solutions, providers of available services and so on.2. Lack of detailed information on the characteristics of the building stock at regional level.

DEVISING TOOLS FOR ENERGY

RENOVATION OF BUILDINGS

1.1 Information on buildings energy consumption1.2 Protocol for energy renovation of buildings

3. Incapacity of conventional financial instruments to accommodate feasible EE renovation schemes.4. Inability to account for external costs of the current situation and inactivity, rendering EE less profitable.

ECONOMIC RESOURCES FOR

ERB

5.1 resource assignment through regional investment programmes5.2 Implementation of financial mechanisms for resource mobilisation

5. Low level of technical innovation in building sector (creation and dissemination of new processes and techniques).6. Lack of technical skill and know-how at all levels of the supply side.7. Fragmented structure of the supply side at all levels of the value chain, acting as a barrier to the efficient stimulation of both supply and demand sides.

COMPETITIVENESS AND INNOVATON

IN BUILDING ENERGY

EFFICIENCY

3.1 Local renewable buildings´resources support3.2 Innovation in energy related products and equipment3.3 Integration of energy services supply3.4 R+D initiatives

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Barriers Strategic lines Strategic measures8. Lack of end user motivation for EE improvement. Behaviour pattern distortion between public policies (EE focused only) and building owners,enants and users.9. Lack of technical skills and know-how a all levels of e supply side.10. Lack of awareness among users of the benefits of EE investments in the long run.

MARKET ACTIVATION FOR

ERB

2.1 Activate ERB demand through communication plans2.2 ERB supply activation and development of the skills to achieve it

11. Unclear, unstable and short-term oriented legislative framework for both offer and demand.12. Poor integration of European, national, regional and local policies, and those of those related administrative bodies, regarding EE and renewable energy sources.

BUILDINGS´ENERGY

EFFICIENCY PUBLIC GOVERNANCE

2.3 Business cooperation4.1 alignment of regional legislation and policies to EU objectives4.2 Local management integration4.3 Experiences and policy sharing

As you can see in the previous table, all results of Strategic Measures results and Pilot Actions have been combined and integrated into 4 key outputs described in the following table:

Work Packages Strategic lines Strategic Measures Key Outputs Key Output aims

WP4

Devising tools for Energy Renovation of Buildings

1.1 1.2

Intervention FactoryProvide tools to measure real savings and investment allocationEconomic

resources for ERB5.1 5.2

WP5 Competitiveness and innovaton in building energy efficiency

3.1 3.2 3.3 3.4 Innovation Laboratory Promote innovation

WP2Market activation for ERB

2.1 2.2 Training, Marketing and Awareness Programmes

Involve all stakeholders

WP3 Buildings´energy efficiency public governance

2.3 4.1 4.2 4.3 Cooperation Hub Share Public-private synergies

These key outputs will include the following elements:

Intervention Factory: package of planning and implementation tools for ERB integrating a shared information system feeding a Common Project tool, an Investment selection tool, scoring credit, financial mechanisms, work execution & follow-up and a results evaluation tool.

Training, Marketing and Awareness Programmes: based on MIP concept (Most Impact Projects) a training and awareness common protocol for action will be designed for application in MED regions willing activate the ERB market.

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Innovation Laboratory: set of tools that integrates all SM in SL 3: local renewable materials, innovation of products and equipment, support to innovative SMEs and R+D programmes.

Cooperation Hub: tool for ensuring the relationships between all outputs and stakeholders involved in ERB in the MED area, not only those from the MARIE project but also from other initiatives. In this sense, the hub will activate the relationships between public and private actors, will store all experiences and results (from Laboratory, Factory and Campaigns), will receive impulse from Lab and demand from Factory and will promote networking to ensure an effective capitalization of the project results.

The following figure shows the relationship between these key outputs:

Figure 0.1.1 ERB production cycle

MARIE partners have been developed a Product Box, a set of 16 products to facilitate the development of regional ERB strategies. The following table describes these productsand their relationship with the Key 0utputs:

Key Outputs Products

Intervention Factory

- Information System Model- ERB at Urban Scale Guide- Investment Programme model- MIIP Sustainability Assessment Tool (MIIPSAT)- Financial mechanism Assessment Tool ( FMAT)- Saving Verification Guide

Innovation Laboratory - Renewable Quota model

- Renewables Best Practice Handbook- SME’s Support Guide- Research programme

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- Interaction Platform at Local Level

Training, Marketing and Awareness Programmes

- Communication and Marketing Plan Guide- Training Programme

Cooperation Hub- Guide for Regional ERB Road Map Development- Associated Partners Platform- Multilevel Governance Model

1.2 TO WHOM IS THIS DOCUMENT ADDRESSED?

This document is addressed to all stakeholders involved in the MARIE project and to external stakeholders also. Therefore, the final recipient of this document should be policy makers and public and private organisations from all the MED regions, cities and countries that are working to improve energy renovation in buildings.

1.3 HOW TO USE THE DOCUMENT?

Readers who want to implement a regional or local strategy ERB will find detailed and comprehensive information on measures and specific actions to be developed.

Moreover, the document provides the necessary information and guidelines to determine which of the proposed actions are the most suitable to apply to each regional context. However, reader requires having a minimum background in the outlined areas; technical, economic, financial or social expertise.

In this document, reader will find the draft of every Strategic Measure and how each one contributes to those key outputs. The cost of each proposal related to a specific Strategic Measure has been estimated.

Once all costs have been validated, the benefits of all proposals will be evaluated in the final version of this document. This version will also include all annexes mentioned in the current document.

In addition, after the detailed description of each measure, the reader will find a MEDBEE roadmap: (timeline with objectives, actions and resources needed to implement an ERB strategy in the Med region) and some guidelines to help the development and implementation of specific regional roadmaps.

Main steps of these regional roadmaps implementation are: agreement on strategic lines, creation of working groups, description of strategic actions, definition of roadmap and implementation.

This document aims to be the first step on the implementation of each regional roadmap.

The content of this document has the aim to be approved in next consortium meeting in Malta (26 th and 27th March 2014).

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2 KEY OUTPUT: COOPERATION HUB

The Cooperation Hub is the third driver that can activate the Intervention factory in order to produce feasible Macro Investment Projects (MIP) on time.

The Cooperation Hub includes 4 Strategic Measures:

- Business Cooperation

- Innovative Legislation

- Local Integrated Management

- Policy Sharing

These four measures will be focused on governance issues facilitating the processes to build up MIPs in the shortest time frame.

In the following table, PA and SM are integrated with the key output:

PA 1.1 Legislation

To align the Regional legislation and policies with EU legislation

PA 6.1MARIE

Business Network

To promote the cooperation and to share the results and knowledge between members

PA 6.2MARIE app

platform

To integrate a database of innovative products and services to make them available in the market and promote their use

SM 2.3Business Cooperation Plan (BCP)

COO

PEAR

TIO

N H

UB

SM 4.1Common information system for the MED area

PA 5 RIGS

experience

To reach a great level of consensus with regional policy makers and involved local agents on the ERB proposals

SM 4.2

SM 4.3

Integrated management of ERB

at local levelERB policy sharing in

EU-Med area

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2.1 STRATEGIC MEASURE 2.3: BUSINESS COOPERATION

2.1.1 Objective

The global objective is:

- To support local Mediterranean SME’s involved in providing innovative, renewable, energy efficient and durable high quality ecobuilding products and services. This will contribute to the development of an added value chain within the MED region economy and stimulate the demand for refurbishment of buildings with local solutions and technologies.

The specific objectives of this measure are:

- To develop and consolidate MARIE Business Network at Mediterranean level in the framework of existing business cooperation initiatives such as Clusters, Institutes or Associations.

- To reinforce cooperation between private partners and facilitate relations between private entities and public bodies in the following fields:

- Collaboration in joint R+D projects

- Dissemination of innovative approaches in financing, guarantee of results, business models, etc. applied to ERB

- Participation in a common Med Cooperation Hub

Cooperation Hub

SM 4.3: Experiences and Policy Sharing

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2.1.2 State of the art

2.1.2.1 Business cooperation in the Mediterranean

2.1.2.2 Relevant business cooperation initiatives involving public and private organizations which have been successfully implemented at the MED area are described below.

IMEDER (Mediterranean Institute of Renewable Energy)

The Institute is an important network of business organizations and public bodies aiming to promote renewable energies, which federates the professional world of renewable energies around collaborative projects involving public and private actors as well as training centres, research laboratories, in the territory of 44 countries of the Union for the Mediterranean. The main integrated organizations are: DERBI in France, SOLARTYS in Spain and Politecnico di Milano in Italy.

EUROMED (Euro-Mediterranean Partnership)

The Union for Mediterranean promotes economic integration and democratic reform across 16 neighbours to the EU’s south in North Africa and the Middle East.

The Union for Mediterranean has a number of key initiatives on its agenda:

- The de-pollution of the Mediterranean Sea, including coastal and protected marine areas;

- The establishment of maritime and land highways that connect ports and improve rail connections so as to facilitate movement of people and goods;

- A joint civil protection programme on prevention, preparation and response to natural and man-made disasters;

- A Mediterranean solar energy plan that explores opportunities for developing alternative energy sources in the region;

- A Euro-Mediterranean University, inaugurated in Slovenia in June 2008;

- The Mediterranean Business Development Initiative (MBDI), which supports small businesses operating in the region by first assessing their needs and then providing technical assistance and access to finance

Mediterranean Business Development Initiative (MDBI).

Only eight countries are collaborating in this initiative: Algeria, Egypt, Israel, Jordan, Lebanon, Palestine, Morocco and Tunisia. The four objectives of the 2013-2014 Work Programme are:

- Improve the business climate, promote entrepreneurship and SMEs: further implementation of the Charter (evaluation, training, exchange of good practice) and adaptation to the SBA;

- Encourage SMEs to innovate, export, import and internationalize: possible participation in networks such as Enterprise Europe Network and in future EU programme such as COSME;

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- Establish a large Pan-Euro-Mediterranean products market: preparing and negotiating Agreements on Conformity Assessment and Acceptance of industrial products (ACAA), cooperating in areas such as elimination of non-tariff barriers and standardization);

- Exchange views and experience in the sectors of textile & clothing and creative industries.

Association of Organisations of Mediterranean Businesswomen (AFAEMME)

This Federation of businesswomen associations which was launched in 2002 in Barcelona (Spain) is currently has 41 members from 22 Mediterranean Countries.

AFAEMME is a coordination of European and Mediterranean business and gender equality projects and ground-breaking research, and is also a networking platform for businesswomen and women entrepreneurs from all over the Mediterranean and a Euro-Mediterranean lobby organisation.

The main objectives of this organisation are:

- Strengthen gender equality

- Empower women economically

- Promote women entrepreneurship

- Facilitate the access of women to decision-making positions in the economy

AFAEMME has the following missions:

- Promote equality at work and improve women’s professional development by eliminating discrimination

- Promote the development of relations between Mediterranean businesswomen and women entrepreneurs

- Promote international cooperation in the field of the promotion of equal opportunities for men and women

- Contribute to the cultural development of businesswomen and women entrepreneurs in the Mediterranean

- Coordinate AFAEMME’s members individual efforts by promoting common activities and projects in order to overcome isolation and to strengthen solidarity

- Lobby for strengthening gender equality at work and facilitating the access of women to decision-making positions in the economy.

MEDENER (Mediterranean association of national agency for energy efficiency and renewable energy development)

Created in 1997, the association MEDENER is a network bringing together 5 European energy agencies (Greece, Italy, France, Spain and Portugal), and 8 from the South and East of the Mediterranean (Morocco, Algeria, Tunisia, Jordan, Lebanon, Palestine and Syria1). MEDENER is a flexible and light

1 Cooperation with Syria have been interrupted

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structure, with the aim of reinforcing transregional partnerships by exchanges of experiences, know-how, and best practices.

- MEDENER organises events, such as the conference-exposition on the technology for the energy mastering in Tunisia.

- MEDENER defines common position and proposal to submit to international bodies, such as project on the thermic solar energy development funded by the MEDA programme of European Commission. MEDENER is an active structure for the new Union for the Mediterranean, by being stakholder and major player on the future Mediterranean Solar Plan.

- MEDENER is also a stakeholder of the energy monitoring aspect within the Mediterranean Strategy for sustainable Development (SMDD). To do that, MEDENER since 2012 has been developping a regional observatory of the energy efficiency trends in the Mediterranean, through the 2-year project MED-IEE. Initially concentrate in 4 countries (Algeria, Morocco, Lebanon and Tunisia), in 2014 it expand to Jordania, Egypt and Turkey.

Construction 21 International

Construction21 is a collaborative platform dedicated to all professionals active in the sustainable building sector. The portal facilitates the exchange of information and feedback, network development and engagement in the thematic communities. Access to the Website is totally free and content is created by users and moderated by recognized experts.

It has been launched with the support of European Union (IEE project from May 2011 to May 2013) with two main objectives: to spread green building good practices faster and contribute to the economic take off of the sector.

Construction 21 International runs a network of national portals: in 2012 Construction21 launched six national platforms in France, Germany, Italy, Lithuania, Romania and Spain. Today there are 9 national platforms: Belgium, Luxembourg and Morocco have joined the network. There is also an international platform in English: Construction 21 international.

After 2 years of existence, Construction 21 gathers 11 000 members in Europe, 30 000 visitors each months and 100 000 seen pages. 500 cases study describing exemplar buildinf are available.

Moroco is the first Med platform, launched in November 2014. The ambition is to develop other platform in the Mediterranean area, and internationally: the network target is 50 national platforms by 2020.

Other organisations at regional level

As part of MARIE tasks, the MARIE Business network was created, integrating five main regional or national networks: CEEC (Cluster of Energy Efficiency in Catalonia), Environment Park in Torino, BDM-Envirobat in PACA and the two MARIE partners, Effinergie (as representative of French network working on sustainable construction) and Area Science Park.

Finally at a Mediterranean level, a mapping of initiatives such as cluster related energy efficient building has been conducted, and enables to identify about 94 initiatives from different entries linked to: construction, material, energy production, storage and mastering, domotic, telecom and smart grids...

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The following table summarises the main features of the above mentioned actors involved in the business cooperation in the Mediterranean.

Name of organization

Partners Structure of the organization

Countries involved

Type of enterprises

Area

EUROMED-MDBI 8 Public authorities and business associations from Mediterranean partner countries, international organisations and certain EU institutions.

Algeria, Egypt, Jordan, Lebanon, Morocco, Syria Tunisia

MSMEs Industry

Association of Organisations of Mediterranean Businesswomen (AFAEMME)

41 Public authorities and organisations.

22 Mediterranean Countries

All Businesswomen

Polight Environment Park

140 Public authorities and organisations

Italy MSMEs Ecobuilding, Hydrogen, R&D

CEEC 105 Public authorities and organisations

Spain All Building, Mobility, Public Utilities, Industry

Area Trieste Science Park

85 Public authorities and organisations

Italy All Energy and environment Life sciences; IT and ICT Physics, Materials, Nanotechnology

BDM-Envirobat 300 ?? France All Sustainable building in med area

IMEDER 38 Public authorities and business associations

44 UfM countries

All Renewable energy sources

Marianne, 26/11/14,

Je vous laisse compléter

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2.1.2.3 International experiences

Three cooperation best practices about energy efficiency have been identified. The following table shows the main characteristics of these practices, including involved organisations, year of establishment, activities carried out, type of members or form of financing among others.

Name CharacteristicsENERGY EFFICIENCY

IPEEC-International Partnership for Energy Efficiency Cooperationhttp://www.ipeec.org[PARIS-FRANCE]

An autonomous and independent organization. The partnership relies on voluntary contributions of IPEEC members and other entitiesFounded in May 2009Structure:Executive committee and Policy Committee and a Secretariat.Task groups- Assessment of Energy Efficiency Financing Mechanism (AEEFM)- Energy Management Action Network for Industrial Efficiency- Policies for energy Provider Delivery of Energy Efficiency- Global Superior Energy Performance Partnership- Improving Policies though Energy Efficiency Indicators- Super-efficient Equipment and Appliance Deployment Initiative- Worldwide Energy Efficiency Action though Capacity Building and Training- National and International Action Plans

BASREC- Baltic Sea Region Energy Co-operationhttp://www.cbss.org

Founded in 1998Objectives: Conducting studies, publishing handbooks and studies, and organisation of seminars and workshops emphasizing regional problems and development possibilities in the energy sector.

BALREPA-Energy training and partnering in the Baltic Sea Regionhttp://www.balrepa.org

BALREPA is a dynamic forum for exchange of knowledge and expertise among energy planners. BALREPA aims to further a macro-regional approach to energy planning in the Baltic Sea Region through joint training activities and formulation of concrete projects.

REINA projecthttp://www.clustercollaboration.eu/reina

REINA is a pilot cluster internationalisation projects funded under CIP, focus on Renewables and sustainable energy.It aims at designing and implementing cluster-specific internationalisation strategies of world-wide scope. Three phase approach: energy market screening, definition of tailored internationalisation strategies and strategies deployment. Specifically, it has addressed as worldwide target markets Brazil, Mexico, Chile, North America and North Africa and as energy segments, wind sector, transport and distribution of energy, biomass and solar sector.The project involves 3 european regions: pais vasco, Upper Austria and Ostrobothnia. The project started in 2012.

http://www.clustercollaboration.eu/reina



http://www.balrepa.org/

http://www.cbss.org/

http://www.ipeec.org/

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2.1.3 The importance of the business cooperation

Strategic business partnerships give the chance to small businesses to broaden their customer base and improve their business.

Business cooperation can produce different kind of benefits at Mediterranean, national and regional levels. In general, clustering process enables businesses to have the opportunity to participate in national and regional strategies for ERB and then better adapt their own products and services to new real demand generated in such processes. Moreover, business cooperation can open new business opportunities for SMEs that have goods or interesting services for the new markets.

There are other business cooperation benefits such as:

- Participating in collaborative projects to obtain appropriate initial investment flows to sustain the network.

- Developing of new networks

- Generating future vision and clarifying main lines to be developed

2.1.4 Pilot action results: MARIE pilot business network

2.1.4.1 MARIE business network (MBN): Process description

Defining MEDBEES as strategy of the project and the main performances to promote Marie Business Networks were the first steps taken after the beginning of the project in April 2011.

Marie Business Network was born with the aim to promote the cooperation between members of the network, promoting MARIE’s results, exchanging knowledge, increasing the existing technological knowledge and marketing solutions, products and services for Energy Efficiency in buildings. Enhance involved clusters members visibility at Mediterranean level is also an aim of the network.

During the MBN growth is expected to carry out certain actions such as participation in B2B or the joint collaboration of European Projects to promote the energy efficiency in buildings. The MARIE APP is an example as a collaborative project initiated by the MBN, the main objective is to promote the innovative products and services from the PCP and Green public procurement.

The main aims of the MARIE business network are the following:

- to develop a shared consensus with regional policy makers on the issues addressed by the activity of MARIE

- to facilitate the implementation of MARIE proposed policy options and measures

The structure of Marie Business Network process is addressed to: Regional Government Departments providing Building and Housing Services, Energy Services, Regional Housing Agencies, Regional Public Construction Agencies, Regional Energy Agencies, City Councils, Public owners, others (Industry and Enterprise Support institutions, ERDF administrators…).

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The participation of the different actors in the process is ensured by:

- Regional meetings: to be hold annually – 3 per region

- Transnational meetings: first one in Torino (May 2012) and the second one in Trieste (May 2013). Also in October 2012 a specific meeting of MARIE Business was organized in Barcelona to define the business position in relation to the preliminary first draft of MEDBEE Strategy. It also was organized in Montpelier, in December 2013, a very interesting meeting of MBN, where other clusters operating in south France as DERBI, the Basque Energy Cluster and IMEDER were invited. Last meeting was in October 2014 by conf call, and enabled discussion about the concrete content and activities for interclustering collaborations with the MBN stakeholders.

In order to identify the synergies and main points of collaboration between the network’s members a specific questionnaire has been distributed among the participants (see Annex 4.1).

2.1.4.2

2.1.4.3 SWOT in the life cycle analysis

The life cycle of a cluster reaches maturity when activities and services offered become a routine. In this moment, it’s absolutely necessary to introduce new actions to continue growing and evolving. The strategy need to be updated as goals are achieved and it’s also necessary setting new targets and identifying new collaborations to keep active the network.

It’s also necessary introducing continuous innovation processes among the live cycle and obtaining also new diversified forms of financing to ensure the correct development of the network.

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Figure 4.1.2. Timeline of the phase-specific processes of strategy in MARIE business network

The horizon of cooperation among MBN partners is depicted with the purpose of increasing the quality of networking during and after the implementation of MARIE project activities.

B2B events organization is the main cooperation action that has been planned. The target is to increase technologic knowledge and to improve marketing solutions for services and products of energy Efficiency in Buildings. With this respect, the network foresees to work closely with other initiatives set in the area of public procurement: innovation procurement, PCP, Green procurement in particular.

The process of change and adaptation of MBN is predictable although it will depend on the capacity of the actors’ network to access and mobilise resources to increase the market penetration of new EE technological solutions, ensuring also a wider participation of economic stakeholders, in the cooperation networks on regional basis.

Although there are tools that support the growth of the network (MARIE APP) they need adaptation to ensure that Energy Efficiency in buildings have a significant impact, create real opportunities for participants and it’s also taken into consideration specific issues such as Intellectual Property Rights of technological solutions to be traded.

Strengths, Opportunities, Threats and Weaknesses of the MARIE business network are described in the following table:

STRENGTHS WEAKNESSES

- Knowledge sharing: application the same energy - Financing. Is it possible to make independent

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efficiency solutions in all MED area.- Ability to create network and contacts- European Regulation to promote the energy

efficiency- Increasing preoccupation about energy costs, and

environment.- Capacity to improve the information flow between

energy efficiency in buildings agents- Involvement of different agents, capacity to create

network and synergies.- Potential to help regional development

network from public financing?- Viability of the regions and clusters

represented- Incentives for participating in organized

networks need to be further defined (Marie APP role).

- Difficulty to achieve active involvement of all the members during MARIE and afterwards.

OPPORTUNITIES THREATS- Energy renovation of buildings is a priority field in

the long run of the EC objectives.- Innovation is a priority field in the long run of the

EC objectives- Capitalize on latent market demand- Develop identifiable marked brand and improve

marketing- Development of niche markets- New opportunities of collaboration- Increase regional competitiveness- Increase of environmental concerns. Energy

Efficiency = economic savings- Economic crisis, need to evolve to a re efficient

economy in order to be competitive. Increase of energy efficiency needs to reduce energy cost in all sectors.

- Variability of the regions and clusters represented

- Financing

The figure below summarises the key aspects in order to boost the Opportunities and Strengths and minimize the impact of the Threats and Weaknesses of the MARIE business network.

Figure 4.1.3. Key aspects to boost opportunities and strengths

The ability to involve different agents is essential to establish a solid business network with good reputation to facilitate financing access and improve their visibility.

Involvement of different agents

Knowledge sharing/

Information flow

Promote innovation

Increase regional competiveness

Boost the opportunities and strengths

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Integrate recognized members in the network as public administrations it’s useful to attract new relevant agents of the sector, and also to gain credibility with private investors.

Having the presence of many players in the network enables a large amount of knowledge and experience in the energy efficiency sector in buildings. This knowledge must flow to other members, having as a result a collective knowledge network.

In order to promote this collective knowledge network is necessary to compile information about best practices in energy efficiency in buildings and relevant projects where these practices have been used.

MBN intends to play an important role in promoting innovative products and services breaking the existing barriers by bringing innovation to the market. MARIE APP is the main tool with that purpose.

MARIE APP pretends to integrate a database of innovative products and services to make them available in the market and promote their use. It’s also necessary to develop a follow-up system from main innovations of the sector and existing business models in each moment.

In a globalized world, economies compete to keep and improve their standard of living. Increasing regional competitiveness allows associated members to keep a leading position in the Energy Efficiency in buildings market and to be present in the Mediterranean market, offering their products and services and consolidating their presence on the market.

Next scheme illustrates the main threats and weaknesses of the MBN process:

Figure 4.1.4. Main threats and weaknesses

Achieving involvement and establishing common goals could be difficult sometimes as different clusters are involved in the network. To minimize this fact is necessary to promote contact among clusters by organizing meetings or events that promote the exchange of knowledge in order to find common areas of interest and topics.

Once clusters have identified the common areas of interest, it’s necessary to elaborate a working plan among 2-3 clusters about topics pre-defined to promote common activities.

Obtaining finance it’s a critical point to the network development, we must harness the potential of the members involved in the network and develop proposals for the European programmes participation to finance the activities of the network. The first step is to identify European programmes which proposals can be submitted and search collaborative projects according to the objectives of the network.

Variability of Clusters Difficulty to achieve involvement

Minimize the threats and weaknesses

Financing

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2.1.5 Business Cooperation Plan (BCP)

The main objective of the BCP is to give continuity to the convergence process open with the MARIE Business Network (MBN) experience in order to achieve a meta-cluster for energy renovation of buildings in the Mediterranean.

Other more specific objectives of BCP are to:

- Give continuity to the Business to Business conferences, based on MBN experiences and organised in 5 groups: Renewables; Domotics and monitoring, Lighting, Heating and Cooling, Archetypes.

- Develop main aspects of Business to Procurer conferences conceived in MBN organized by typology of buildings: Office, Commercial, Housing, Hotels, Schools, Sanitary and Sportive.

- Establish and agree with the Public bodies belonging to the Cooperation HUB the “Procedures for building renovation” organized in four main types of intervention for each building typology.

- Coordinate a Public-Private Regional Forums created to develop and to implement regional strategies for energy renovation of buildings

The energy efficient building challenge, and more specifically the refurbishment challenge, is s trongly interrelated with urban planning and socio-economic challenges. Thus, energy renovation of buildings policies have to take into account three main dimensions: (i) the transregional dimension, or the need to coordinate and put in line European, national and regional operational programmes; (ii) the PPP dimension, or the need to create a multilevel governance model integrating public and private sector; (iii) and the cross-sectoral dimension, or the need to involve competences from several sectors.

Considering MARIE Business Network (MBN) experience and meetings held in Italy, France and Catalonia and taking into account the strategic importance of coherence between public and private strategies to implement ERB Macro-Investment Projects (MIP), and the need to work at trans-sectoral and trans-regional level, MARIE partners recommend, as a strategic measure, to improve the existing channels and structures for business cooperation in the EU-Med Area.

In this sense, Business Cooperation Plan proposed by MARIE partners contains two main lines of work.

- The first one is focused in the partnered work between ERB MED clustering existing initiatives, with the creation of Mediterranean ERB meta-cluster.

- The second line of work proposed is to facilitate the integration of the Mediterranean ERB meta-cluster in the MED Cooperation Hub integrated by Public and Private Bodies creating the new model of multi-level governance for Energy Renovation of Buildings in the Mediterranean area. We propose to use clusters and the Mediterranean ERB meta-cluster as key representative players of private ERB sector to organise the multi-level governance model.

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Public dimension

Europe

States

Regions

Cities

Private dimension

Cluster initiatives

Offer sideDemand side

VERTICALand HORIZONTALcoordination

REGIONSand CITIES as key players

LOCAL and TRANS-TERRITORIALcooperation

CLUSTERS as key players

Figure 5 - Public and private dimensions in the multigovernance model

2.1.5.1 Starting up the cluster cooperation between ERB MED clustering existing initiatives

Despite the efforts made by the Catalan Cluster on Energy Efficiency (CEEC), the Piedmont’s Environment Park, the Area Science Park of Trieste, BDM-Envirobat from PACA and Effinergie during the MARIE project; it’s quite possible that at the end of the project MBN would not be the meta-cluster for the Mediterranean.

The main complexity of the set-up of meta-cluster is to start the process: after many discussions with MARIE partners, with regional clusters from associated MARIE regions, and with other clustering initiatives related to ERB in the Mediterranean area, there is a convergence in the need to start the interclustering process following 3 conditions:

1. Begin with few and motivated cluster initiatives, before expanding to other relevant initiatives

2. Initially work on very few and concrete common areas of interest

3. Do not officially create a new structure, but work with a very simple agreement between the clusters, and use existing structures with capacity building in the areas of interest.

Begin with few and motivated cluster initiatives

The analysis of existing structures made in the previous chapter 4.1.2 (State of the Art) shows that there is a lot of existing cluster initiatives in the Med area concerning the different dimensions of ERB: building, energy, material, communication, domotics... The mapping made identifies 94 initiatives, thus 94 potential initiatives to integrate into the Mediterranean ERB meta-cluster.

But in the first step, it is easier and more productive to start the cooperation process by creating a dedicated task force with very few clusters (5/6).

The first circle of partners could be cluster initiatives from the Marie partners regions: Catalonia and the CEEC cluster; Trieste and the Area Trieste Science Park; Piedmont and the Polight Environment Park; PACA and the BDM-Envirobat cluster.

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The second circle of clusters is under discussion, and concerns: other initiatives from south French regions (Aquitaine, Midi-Pyrénées, Languedoc-Roussillon), and other initiatives from Med regions in Europe (Greece) and outside Europe (Algeria, Morocco).

If the pilot phase with the task force becomes a success, the Mediterranean ERB meta-cluster could be enlarging to more initiatives in the long term.

Work on very few and concrete common areas of interest

The analysis and discussions with buildings’ energy efficiency related clusters, and with local actors from demand and supply, enables the emergence of common needs and challenges linked to buildings’ energy efficiency in a Mediterranean climate.

Stimulate the energy

renovation of buildings in a hot climate

Create a specific offer dedicated to a hot climate

Create adapted/motivational financial engineering

Activate demand for energy renovation of buildings

Demonstrate / calculate gains linked to energy refurbishment

Raise awareness of the project owners and form prescribers

Understand and demonstrate the specificities of the area

Gain recognition of the area’s specificities

Better accommodate the user: comfort and health

Train actors in the chain and raise awareness among them

Introduce energy refurbishment into all renovation projects

Propose adapted products and services

Take advantge of a high-growth market internationally

Figure 6 - Shared challenges linked to buildings’ energy efficiency in a mediterranean climate

These analysis and discussions also raises envisaged outcomes of intercluster collaboration energy efficiency in building in a hot climate.

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Intercluster collaboration to

structure an offfer

Sharing methodologies

Lobbying

Create a critical massVisibility / branding

Raising awareness

Evaluation of buildings

Inventory of constructive typologies

Measures to take into account the user

Financial models: third parties and PPP

Large library of competences/ complete value chain

Experience feedbackExchange skills to formalise adapted responses

Training

Collaborative R&D projects

Figure 7 - Outcomes envisaged of an intercluster collaboration

There is an agreement between clusters to work on 2 specific and concrete goals to start the collaboration. MARIE partners recommends to first focus on:

- the DEVELOPMENT OF TERRITORIES, to facilitate the involvement of the regional public actors in this project, INTERNATIONALISATION must be a second step ;

- and on the OFFER side because is easier to share actions on this aspect, DEMAND side could be taking into account by developing offers adapted to the demand, by demonstrating gains and raising awareness of new offer, and by lobbying.

Thus, to achieve a meta-cluster for energy renovation of buildings in the Mediterranean, the ERB clusters associated to the task force will collaborate on two objectives, after the end of Marie projects:

Objective1 = Development of products and services adapted to the specificities of the Mediterranean area and to the demand, so that each regional territory can prepare global offers of refurbishment which take into account its constructive typologies.

Objective 2 = Make specificities of the territory recognised, notably by lobbying to adapt the methods used to evaluate buildings as a way to raise the demand, and more generally to make demand and public funding bodies aware of these dimensions.

An indispensable preliminary of these two objectives is the comprehension of the local specificities, and the understanding and demonstration of the specificities of the Mediterranean area.

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Objective1Development of adapted products and services

Inventory of constructivetypologies

Possibility of sharing methodologies

Preliminary objectiveUnderstand and demonstrate the specificities of the area

Objective 2Make specificities of the territory recognised

Sharing methodologies on evaluating buildingsCommon lobbying of the EC

Existing component : experience feedback Missing or innovative component : partnership, collaborative project

Multi-dimensional cooperationLocal / regional level

Local / regional level

Prepare global offers of refurbishment

Raise the demand Make demand / public funding bodies aware

Figure 8 - Concrete proposal for the collaboration among Mediterranean clusters on ERB

Work with very simple agreement between the clusters

The analysis of existing initiatives related to interclustering cooperation made in the previous chapter 4.1.2 (State of the Art) shows that the model of cooperation depends on the aims of the collaboration.

Exchange of best practices, knowledge and contacts

A large number of participants, web platform supporting

Common strategy of members and actions joined in a specific domain (for example the

internationalisation of cluster activities)

Often in the form of a European project, gathering less than ten clusters.

Permanent structure not necessary

More rare initiatives of perennial consortia between clusters acting in a logic of a common offer on the market and of the creation of common resources

Limited to ten clusters members and often needs a permanent structure and

solid democratic governance

Figure 9 – Link between aims and models of structuration for interclustering approach

One global objective of the meta-cluster collaboration is to help each territory to prepare global offer, but adapted and specific to its territory. In this case, collaboration is focus on the exchanges of best practices, R&D collaborative projects, and experience feedback exchanges.

Second global objective of the meta-cluster collaboration is to make the specificities of hot climates recognised, thus collaboration is focused on sharing and harmonising methodologies, and lobbying actions.

Thus, for these two aims and associated concrete actions, it is not necessary to have a permanent structure: a very light governance model is sufficient to start.

In consequence, the ERB clusters associated to the task force agreed to start collaboration without a legal structure, but by the signature of an agreement between clusters with very simple objectives . This agreement is under construction and validation between the 5 clusters of the task force.

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Use existing structures and opportunities with capacity building in the areas of interest

Area of interest 1 – prepare global offers

The conference organized by MARIE French partners and specially by Effinergie in Montpellier on 4 th

December 2013 demonstrated that IMEDER (Institut de la Mediterranee pour les energies renouvelables) presented by DERBI could play a role in the future meta cluster, due to its capacity to promote ERB in Mediterranean regions : the analysis of existing structures made in the previous chapter 4.1.2 (State of the Art) shows that IMEDER network is a mature and structured network, in the MED area, focused in Renewable energy. It also includes several business lines related with energy efficiency as lighting, domotics and solar energy in buildings. Thus, IMEDER could represent an opportunity to facilitate the access of private sector related to energy efficiency and renewable in buildings in MED space.

The watch of the European Calls shows that there are relevant funds to address for the meta-cluster, for helping it to develop global offers. The most relevant is the call topic of “INNOSUP-1-2015” called “Cluster facilitated projects for new industrial value chains”, under Horizon 2020 Work Programme 2014-2015 for “Innovation in SMEs”.

“Specific challenge: The challenge is to develop new cross-sectoral industrial value chains across the EU, by building upon the innovation potential of SMEs. The EU needs to support the development of emerging industries, which will provide the growth and employment of the future.

Scope: Cross-border and cross-sectoral collaboration, innovation and entrepreneurship across different regions and value chains shall be promoted. The coordination and facilitation shall be led by cluster organisations and other intermediary organisations, by following a systemic approach that combines different resources, tools and instruments.”

Marie Project recommends working on this call, and filing a project (DL: April 2015) with the Mediterranean ERB meta-cluster task force. Additionally to a funding opportunity for the Mediterranean ERB meta-cluster activities in preparing global offers, to work and to file a project to this call enables to initiatie the collective work with a concrete objective.

Area of interest 2 – make specificities recognised

The analysis of existing structures made in the previous chapter 4.1.2 (State of the Art) also shows that the CESBA (Common European Sustainable Building Assessment) initiative could be used to develop the second goal of the collaboration, and especially to mutualise knowledge and harmonise methodologies and systems of evaluating buildings. CESBA is a flexible network of actors working on harmonising the methods and indicators of evaluating constructions’ sustainability in Europe. It brings together 20 members from all over Europe (not just the south). It also develops activities on issues of regional specificities. Thus, a working group dedicated to Mediterranean / hot climate specificies could be created under the CESBA initiative.

For the moment, no relevant existing structure has been identified to work on lobbying actions that regional specificities and specificities of construction in hot climates will be taken into account in regulations and systems of evaluating buildings. There is a need to answer two key questions to be more effective on this aspect: how to influence the directives, regulation and standard at European level? And how to influence the development of adapted financial engineering?

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2.1.5.2 Opening channels for business cooperation

ERB Strategies

Business Cooperation Plan (BCP) needs to develop and to improve main channels of cooperation. In this sense, several regions (Catalonia, PACA, Piedmont and Friuli-Venezia-Giulia) have explored business participation in the conception and implementation of Regional ERB Strategies considering chapter 4 of EE Directive.

For instance, in Catalonia during 2013 has been established a Public private Forum with more than 54 organizations and 5 working groups. On 19th November 2013, after a lot of work developed by the working groups, the Forum approved the Catalan Strategy for Energy Renovation of Buildings. This cooperation channel agreed that a common strategy is crucial and basic to create contents and interests on ERB for business at regional level.

When companies and public organizations have common interests and objectives in their region, it’s easier to implement EED policies and develop MED cooperation channels.

Filling the gap between R+D and pre-commercial projects

Pre-commercial projects are the second channel to open business interests and cooperation for ERB. Works made by Area Science Park focused in this field will produce a clear vision of how Public and Private Bodies working on ERB can produce more interesting pre-commercial projects. It’s necessary to improve the capacity to appreciate new R&D results into marketable products and services. Public procurement has the huge potential to encourage innovation by providing a “lead market” for new technologies.

MBN should use public procurement to drive demand for innovative goods and services.

MBN should look for the first buyer prepared to share the risk and to make the effort to move R&D into commercial products and services. Europe’s public authorities should assume this role as they have to provide quality public interest services to citizens. When preparing the exploitation of certain technologies- especially through PCP - specific issues such as IPR should be considered, to guarantee an effective participation of partners and a solid cooperation among them. Defining clear rules, especially when participating in the Marie Platform (APP), can help to overcome partner’s reluctance in sharing knowledge.

In this sense the BCP should also facilitate the development of this channel for business cooperation.

Green procurement development (GPP)

Most EU Member States have now published GPP or SPP National Action Plans (NAPs) which outline a variety of actions and support measures for green public procurement, in terms of overall procurement, or for individual product and service groups.

GPP criteria are based on data from an evidence base, on existing eco-label criteria and on collected information from stakeholders in industry, civil society and the Member States. The evidence base uses available scientific information and data, adopts a life-cycle approach and engages stakeholders who meet to discuss issues and develop consensus.

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The European Commission have just defined the GPP criteria in one Handbook on Green Public Procurement it would be useful to define the GPP for energy savings in buildings.

It’s necessary to identify the most significant environmental impacts from products, and energy saving services. It can be useful to use green case studies published in the website of the European Commission, and also in the document elaborated by the European Commission GPP Green Public Procurement “A collection of good practices”.

The importance of promoting the green procurement is evident for BCP.

Europe’s public authorities are major consumers. By using their purchasing power to choose environmentally friendly goods, services and works, they make sure that tax payers’ money is used effectively to ensure direct environmental benefits and reduce negative environmental impacts with the same (or better) quality, functionality or value for money as the conventional choice. By promoting sustainable consumption and production they can also create many indirect environmental benefits.

Strategy to promote the green procurement, incorporate a specific clauses in contracts that reward green criteria.

It’s necessary to introduce green considerations benchmarked against international best practices in the elements of the tender. For instance, the suppliers will require ensuring a minimum level of reduction of energy consumption of the whole building, to use fuels with a low emission factor of greenhouse gases or to use a certain amount of renewable energy sources. Suppliers shall be required to provide evidence of the results obtained according with the established measurement protocols.

2.1.6 Costs estimation

The main cost for developing this strategic measure is to prepare the Business Cooperation Plan for MED area. The components of the associated costs are:

- Costs related to develop existing structures and initiatives

- Costs related to develop existing channels of cooperation as Regional PP Forums, Pre-commercial projects and Green Procurement procedures related to ERB in different building typologies and intervention line

2.1.7 Recommendation

The main recommendation is for BCP to focus on the development of a Med meta-cluster on energy efficient building, with transregional and trans-sectoral dimension, and with the objective to work in two main issues: prepare global offers for the energy refurbishment of building, and make the specificities of energy efficient building in hot climate recognised.

To develop this meta-cluster, Med Marie project recommends:

- Create a task force with 5 or 6 clusters concerned with the Energy Efficiency Building

- Formalise the meta-cluster with an agreement signed by each clusters

- Start the concrete collaboration by answering European calls in links with the two objectives of meta-cluster, and in particular the INNOSUP-1 call under the “innovation from SMEs” WP

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- Use some existing structures, such as CESBA or IMEDER, to develop the activities of the Med meta-cluster

Documents

Deliverable Template - Marie MedStratégic - Homepage · Web viewLobby for strengthening gender equality at work and facilitating the access of women to decision-making positions