Gemalto participated to EUREKA's High-Level Group and presented their take on EUREKA Clusters. The Clusters are seen as beeing part of the market value-chain. Flexibility, easy access for SMEs and ability to address the various TRL levels were the key point summing up the added value of EUREKA.

1. Industrial view on Eureka clusters
Jean-Pierre Tual:
Gemalto Strategy and Innovation, VP Industrial Relations
Eureka High-Level Group meeting -Brussels, January 18th, 2017

2. Agenda
Gemalto in short
ICT R&D strategies in the world research agenda
Clusters positioning in the funding value chain
Why Eureka
Gemalto in Eureka
Cluster value-Eureka successes
Clusters from the inside
Next steps
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3. Plumbers of Digital Security

4. We are the world leader in digital security
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WE’RE UNIQUE. WE’RE GLOBAL. WE’RE INNOVATIVE
3,000R&D ENGINEERS
107
NEW PATENTS
FILED IN 2015
200 €M
R&D Investment
180+COUNTRIES WHERE
OUR CLIENTS ARE
BASED
14,000+EMPLOYEES
117NATIONALITIES OF
OUR EMPLOYEES
€3.2bn2015 REVENUE
+2bn
END USERS
BENEFIT FROM
OUR SOLUTIONS

5. Software
Monetization
Government
Enterprise
Internet of
Things
Financial Services
& Retail
Our secure
solutions
We enable our clients to deliver
secure digital services in mobile
identity, payment, online banking,
cloud access, transport ticketing,
eGovernment, vehicle telematics,
software monetization
and so on.
Mobile
We enable our clients to deliver a vast range of services
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Transport
Wireless ModulesSIM

6. Agenda
Gemalto in short
ICT R&D strategies in the world research agenda
Clusters positioning in the funding value chain
Why Eureka
Gemalto in Eureka
Cluster value-Eureka successes
Clusters from the inside
Next steps
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7. NCST
 Cybersecurity
 High-Confidence Software &
Systems
 High-End Computing
 Human-Computer Interaction and
Information Management
 Large-Scale Networking
 Social, Economic, and Workforce
Implications of IT
 Software Design and Productivity
ICT R&D Strategies in the world research agenda
7
26/01/2017
HORIZON 2020
Components and systems
 Next generation computing
 Future Internet
 Content technologies and information mgt
 Advanced interfaces and robots
 Key Enabling Technologies: (nano, photon)
Major social challenges
 Health
 Secure, clean, energy
 Smart, green, integrated transport
 Inclusive, secure society
 Climate and resource efficiency
 Security and freedom of Europe
2012-2017 Plan
 Fundamental research
 Emerging strategic industries
 Industry modernization and social
wellfare
 Innovation platforms)
Major ITC challenges
 Health networks
 Large smart-grids
 Smart-city
 Core components and IC’s
 Next generation information networks
 Internet of things
 Cloud Computing
 Electric Vehicle and infrastructure
From the world Factory
to the world’s most
ICT innovative zone
Internet dominancy
Most smart, sustainable,
inclusive growth
world’s region

8. Agenda
Gemalto in short
ICT R&D strategies in the world research agenda
Clusters positioning in the funding value chain
Why Eureka
Gemalto in Eureka
Cluster value-Eureka successes
Clusters from the inside
Next steps
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9. SoA
Complex
Industrial
Integration
H2020
LEIT
Large
Scope
Focused
Scope
Long-Term
TTM
Short-Term
TTM
ECSEL and JUs
Large Markets
Focused
Ad-hoc
markets
Regulation
Standards
SoA Multi-apps
Technology Platforms
Large Social or
Societal Impact
SoA Multidisciplinary Research
Straight
Heterogeneus
Integration
Eureka
Clusters
Pilot
Lines
Eureka cluster positioning: market value-chain
9

10. 1 to 100 M€
1 to 30 M€
Idea
Products1
Basic
principles
observed
and
reported
2
Technology
concept
and/or
application
formulated
3
Proof of
concept
4
Component
and/or
breadboard
validation in
laboratory
environment
5
Component
and/or
breadboard
validation in
relevant
environment
6
System/subsys
tem model or
prototype
demonstration
in a relevant
environment
7
System
prototype
demonstration
in an
operational
environment.
8
Actual system
completed and
qualified through
test and
demonstration.
9
Actual system
proven through
successful
mission
operations
1 M€
1-6 M€
Averageindustrtialinvestmentperproject
2 to 40 M€
Clusters relative position
versus industrial
investment in France
10

11. Agenda
Gemalto in short
ICT R&D strategies in the world research agenda
Clusters positioning in the funding value chain
Why Eureka
Gemalto in Eureka
Cluster value-Eureka successes
Clusters from the inside
Next steps
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12. Why Eureka: Key perceived advantages of Eureka clusters
• Industry initiated with NPA co-management
• Bottom-up orientation (versus top-down of FPx/H2020)
• EUREKA is a pan-European network for market-oriented, industrial
R&D, now extending on a true international basis (Canada, Korea…)
• Ability to build European ICT ecosystems covering all the value chains
Ability to address the various TRL levels according to the goals of each
program or project (from Industrial research to pilots)
Reasonable project preparation investment versus chances for success
Flexibility: global submission process, strategic realignment, CRs,..
Easy access for SMEs
12

13. Agenda
Gemalto in short
ICT R&D strategies in the world research agenda
Clusters positioning in the funding value chain
Why Eureka
Gemalto in Eureka
Cluster value-Eureka successes
Clusters from the inside
Next steps
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14. Gemalto in Eureka Clusters
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Member of the Steering Group of the Microelectronics clusters since 1993
Member of the Core Group of the Celtic Plus cluster since 2011
Participation to 45 Eureka cluster projects since creation (20 as project leader)
7 projects awarded as « Best projects » in their Cluster- 1 Eureka innovation award

15. Gemalto recent participation in Eureka Clusters projects (examples)
Telecoms
MEDEA+ Onom@Topic+: basic technology for NFC-SIM Cards
ITEA2 SUS: mobile service secure deployment platforms services in smart-cities (TSM and SP-TSM)
CelticPLus Sendate: future high-speed network, security in future 5G Networks
M2M-IoT
ITEA2 SITAC: Exploration of interdependencies between IoT, Social Networks, Big-Data
Catrene eGo: New interfaces for wearable (body coupling, UWB localization) for payment or car apps
Celtic Plus Tilas: IoT management platform (end-to-end security and authorization management)
Government programs
Euripides Cosec-ID: photo printing process on polycarbonate (world’s first)
Medea+ BioP@ss/Catrene NewP@ass: major technology bricks needed (VHDR, ECC Crypto, LDS2)
for future e-ID documents (Id-cards, passports)
Banking/Payment
Catrene eGo/H20 projects: secure payment and e-health management with wearables
Enterprise
CelticPLus Seed4C: enhanced security of Cloud architecture (Virtualization and SE)
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16. Agenda
Gemalto in short
ICT R&D strategies in the world research agenda
Clusters positioning in the funding value chain
Why Eureka
Gemalto in Eureka
Cluster value-Eureka successes
Clusters from the inside
Next steps
26.01.1716

17. An initiative to design and test the next generation
of electronic passports (2011-2014)
Example from Catrene: NewP@ss project
17

18. NewP@ss technical outcome: 4G ePassport
Electronic VISA storage
Electronic Time Stamping
Additional biometrics
Exploration of new use
cases with mobiles
Boarding pass secure storage
Luggage ticket secure storage
Step up authentication
Access control to IT Systems
Airline or car loyalty schemes
Advanced Cryptography
Larger memory
capabilities
From 80Kb to ~800Kb flash
Secure update capabilities
Based on ICAO upcoming
Logical Data Structure v2
(LDS2)
Ultra Low Power contact-
less 32 bits flash chips
Increased communication
speed
From 426Kbps to 6.78 Mbps
ISO 14443 VHBR standard
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19. NewP@ss business impact
More than 120 countries have introduced electronic Machine
Readable Travel Documents (eMRTD)
Over 600 millions ePassport deployed since 2005
Increase in air passenger traffic by 40% between 2010 and 2020
100 airports in 38 countries using Automated Border Control
Undisputed and re-enforced European leadership: Gemalto MS > 45%)
19

20. Example from ITEA2: Smart-Urban Spaces
Start date: July 2009
End date: December 2012
20

21. Smart-Urban Spaces technical outcome
A generic set of architecture specifications suitable for the
management/deployment of mobile contactless city services,
targeting easy contactless service bundle integration
A set of SW bricks (embedded & SW-intensive « dis-embarked »)
enabling seamless service development by 3d parties
 Transport & Ticketing
 Tourism
 Museums
 Theatre
 Daycare / Schools
 Aging/elderly people
 Mobile payment in smart-urban spaces
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22. Smart Urban Spaces Business Impact
The target market address both national and world-wide
deployments
Over 20 developments issued from the SUS projects have
entered a commercialization phase starting from the 9 cities
member of the Consortium
About 12 SME involved in commercialization, including
one start-up created from the Labri (F) University work
The target market address both national and world-wide
deployments
Projects results have enabled Gemalto to reach a world leader
position in Mobile Service deployment (mostly payment and
transport) with several generation of TSMs being developed
since project end
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23. Agenda
Gemalto in short
ICT R&D strategies in the world research agenda
Clusters positioning in the funding value chain
Why Eureka
Gemalto in Eureka
Cluster value-Eureka successes
Clusters from the inside
Next steps
26.01.1723

24. Cluster evolution over time seen from inside (1)
Content
After a « siloed » period, ICT clusters now adequately address full value chains which is key
for successful market transfer of project results
Cluster activities enable to cover much easily « cross-domain » projects than in EU H2020)
Governance
Joint Industry and National Public Authorities governance is working rather well provided
good alignment of NPA priorities exist- initial “happy-few” effect progressively vanishing.
Continuous involvement on Industry Top Executive key for the success
Alignment of funding decision still a painful problem (as well as funding rates)
Processes
Harmonization of procedures (submission, reporting, review,..) strongly progressing, still not
yet optimal
Low bureaucracy essential
Cooperation
A real Trusted Network has been created over the Eureka community: projects are easy to
build
Attention should be paid to making clusters known to more new comers, especially SMEs
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25. Cluster evolution over time seen from inside (2)
Outcome (results and business)
Amazingly impressive but…but not so well known. Strong margin for
improvement
Develop more modern communication tools …and practices
Funding level
Some dangerous trends are observed. EUREKA clusters were created as
a European counter-measure against R. Reagan « star-wars » initiative.
The current US Internet dominancy is creating a strategic risk of
same nature
Internationalization
Introduction of new countries is interesting provided value-added can be
demonstrated and reciprocity can be negotiated
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26. Agenda
Gemalto in short
ICT R&D strategies in the world research agenda
Clusters positioning in the funding value chain
Why Eureka
Gemalto in Eureka
Cluster value-Eureka successes
Clusters from the inside
Next steps
26.01.1726

27. Next steps: quo-vadis Eureka ?
Open discussion?
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