Mediterranean Building Energy Efficiency Strategy
Strategic 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
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
5
Five draft
PACA Region
28/11/2014
Supported by / Avec le soutien de / Unterstützt durch / Con el apoyo de :
Date
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Page 2 of 32
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 ................................................................................................................ 6
0.1
0.2
0.3
INTRODUCTION .................................................................................................................................................. 6
TO WHOM IS THIS DOCUMENT ADDRESSED?................................................................................................... 10
HOW TO USE THE DOCUMENT? ....................................................................................................................... 10
1.
KEY OUTPUT: INTERVENTION FACTORY ................................. ERROR! BOOKMARK NOT DEFINED.
1.1
1.2
1.3
STRATEGIC MEASURE 1.1: INFORMATION ON BUILDINGS ENERGY CONSUMPTIONERROR! BOOKMARK NOT DEFINED.
STRATEGIC MEASURE 1.2: PROTOCOL FOR ENERGY RENOVATION OF BUILDINGSERROR! BOOKMARK NOT DEFINED.
STRATEGIC MEASURE 5.1: ASSIGNMENT OF RESOURCES THROUGH REGIONAL INVESTMENT
PROGRAMMES ..................................................................................................... ERROR! BOOKMARK NOT DEFINED.
STRATEGIC MEASURE 5.2: IMPLEMENTATION OF FINANCIAL MECHANISMS FOR
MOBILIZATION OF RESOURCES ............................................................................ ERROR! BOOKMARK NOT DEFINED.
1.4
2.
KEY OUTPUT: INNOVATION LABORATORY ............................. ERROR! BOOKMARK NOT DEFINED.
2.1
2.2
2.3
2.4
STRATEGIC MEASURE 3.1: RENEWABLE RESOURCES QUOTA ............................... ERROR! BOOKMARK NOT DEFINED.
STRATEGIC MEASURE 3.2: INNOVATION IN ENERGY RELATED PRODUCTS AND EQUIPMENTERROR! BOOKMARK NOT DEFINED.
STRATEGIC MEASURE 3.3: LOCAL SERVICES PLATFORMS FOR ENERGY RENOVATION OF
BUILDINGS ............................................................................................................ ERROR! BOOKMARK NOT DEFINED.
STRATEGIC MEASURE 3.4. R+D INITIATIVES.......................................................... ERROR! BOOKMARK NOT DEFINED.
3.
KEY OUTPUT: TRAINING, MARKETING AND AWARENESS PROGRAMMESERROR! BOOKMARK NOT DEFINED.
3.1
STRATEGIC MEASURE 2.1: ACTIVATE ERB DEMAND THROUGH COMMUNICATION AND
PUBLICITY PROGRAMMES .................................................................................... ERROR! BOOKMARK NOT DEFINED.
STRATEGIC MEASURE 2.2: ERB SUPPLY ACTIVATION AND PROFESSIONAL SKILLS
DEVELOPMENT ..................................................................................................... ERROR! BOOKMARK NOT DEFINED.
3.2
4.
KEY OUTPUT: COOPERATION HUB .......................................................................................... 11
4.1
4.2
STRATEGIC MEASURE 2.3: BUSINESS COOPERATION ....................................................................................... 14
STRATEGIC MEASURE 4.1: ALIGNMENT OF REGIONAL LEGISLATION AND POLICIES TO EU
OBJECTIVES .......................................................................................................... ERROR! BOOKMARK NOT DEFINED.
STRATEGIC MEASURE 4.2: LOCAL MANAGEMENT INTEGRATION ........................ ERROR! BOOKMARK NOT DEFINED.
STRATEGIC MEASURE 4.3: EXPERIENCES AND POLICY SHARING .......................... ERROR! BOOKMARK NOT DEFINED.
4.3
4.4
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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.
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
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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
1. 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
consumption
1.2 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 programmes
5.2 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.
8. 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.
COMPETITIVENESS
AND INNOVATON
IN BUILDING
ENERGY
EFFICIENCY
MARKET
ACTIVATION FOR
ERB
Strategic measures
3.1 Local renewable
buildings´resources support
3.2 Innovation in energy related
products and equipment
3.3 Integration of energy services
supply
3.4 R+D initiatives
2.1 Activate ERB demand through
communication plans
2.2 ERB supply activation and
development of the skills to achieve it
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Barriers
Strategic lines
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´ENERG
Y EFFICIENCY
PUBLIC
GOVERNANCE
Strategic measures
2.3 Business cooperation
4.1 alignment of regional legislation
and policies to EU objectives
4.2 Local management integration
4.3 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
WP4
WP5
WP2
WP3
Strategic lines
Devising tools for
Energy Renovation
of Buildings
Economic
resources for ERB
Competitiveness
and innovaton in
building energy
efficiency
Market activation
for ERB
Buildings´energy
efficiency public
governance
Strategic Measures
Key Outputs
Key Output aims
Intervention Factory
Provide tools to measure
real savings and
investment allocation
1.1 1.2
5.1 5.2
3.1 3.2 3.3 3.4
2.1 2.2
2.3 4.1 4.2 4.3
Innovation
Laboratory
Training, Marketing
and Awareness
Programmes
Cooperation Hub
Promote innovation
Involve all stakeholders
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.
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
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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 1.1.1 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
Interaction Platform at Local Level
Training, Marketing
and Awareness
Programmes
-
Communication and Marketing Plan Guide
Training Programme
-
Guide for Regional ERB Road Map Development
Associated Partners Platform
Cooperation Hub
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-
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 (26th and
27th March 2014).
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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 5
RIGS
experience
To reach a great level of
consensus with regional policy
makers and involved local
agents on the ERB proposals
PA 6.1
MARIE
Business
Network
To promote the cooperation
and to share the results and
knowledge between members
SM 4.1
SM 4.2
SM 4.3
SM 2.3
PA 6.2
MARIE app
platform
To integrate a database of
innovative products and
services to make them available
in the market and promote
their use
Common
information system
for the MED area
Integrated
management of ERB
at local level
ERB policy sharing in
EU-Med area
Business
Cooperation Plan
(BCP)
COOPEARTION HUB
2
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Cooperation Hub
SM 4.3: Experiences and Policy Sharing
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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;
-
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);
Cooperation Hub
SM 4.3: Experiences and Policy Sharing
-
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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
structure, with the aim of reinforcing transregional partnerships by exchanges of experiences, knowhow, and best practices.
1
Cooperation with Syria have been interrupted
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-
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, BDMEnvirobat 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
organization
of
the
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
organisations.
and
22
Mediterrane
an Countries
All
Businesswomen
Polight
Environment
Park
140
Public authorities
organisations
and
Italy
MSMEs
Ecobuilding,
Hydrogen, R&D
CEEC
105
Public authorities
organisations
and
Spain
All
Building, Mobility,
Public
Utilities,
Industry
Area Trieste
Science Park
85
Public authorities
organisations
and
Italy
All
Energy
and
environment
Life
sciences;
IT
and
ICT
Physics, Materials,
Nanotechnology
BDM-Envirobat
300
??
France
All
Sustainable
building in
area
IMEDER
38
Public authorities and
business associations
44 UfM
countries
All
med
Renewable energy
sources
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2.1.2.3
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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
IPEEC-International
Partnership for Energy
Efficiency Cooperation
http://www.ipeec.org
[PARIS-FRANCE]
BASREC- Baltic Sea Region
Energy Co-operation
http://www.cbss.org
BALREPA-Energy
training
and partnering in the Baltic
Sea Region
http://www.balrepa.org
REINA project
http://www.clustercollabor
ation.eu/reina
Characteristics
ENERGY EFFICIENCY
An autonomous and independent organization. The partnership relies on
voluntary contributions of IPEEC members and other entities
Founded in May 2009
Structure:
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
Founded in 1998
Objectives: Conducting studies, publishing handbooks and studies, and
organisation of seminars and workshops emphasizing regional problems and
development possibilities in the energy sector.
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 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.
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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 4.1.1. 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
-
Knowledge sharing: application the same energy
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
OPPORTUNITIES
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
WEAKNESSES
-
Financing. Is it possible to make independent
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.
-
-
-
THREATS
Variability of the regions and clusters
represented
Financing
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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.
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.
Involvement of
different agents
Knowledge
sharing/
Information flow
Promote
innovation
Increase regional
competiveness
Boost the opportunities and strengths
Figure 4.1.2. 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.
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.
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Next scheme illustrates the main threats and weaknesses of the MBN process:
Variability of Clusters
Difficulty to achieve
involvement
Financing
Minimize the threats and weaknesses
Figure 4.1.3. 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.
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 strongly
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
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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 transregional 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.
Public dimension
VERTICAL
and
HORIZONTAL
coordination
REGIONS
and CITIES as
key players
Private dimension
Cluster
initiatives
Europe
States
Demand side
Offer side
Regions
LOCAL and
TRANSTERRITORIAL
cooperation
CLUSTERS as
key players
Cities
Figure 4 - 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:
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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.
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.
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Understand and demonstrate the
specificities of the area
Create a specific offer
dedicated to a hot
climate
Gain recognition of the area’s
specificities
Better accommodate the user:
comfort and health
Train actors in the chain and raise
awareness among them
Stimulate the
energy
renovation of
buildings in a
hot climate
Activate demand for
energy renovation of
buildings
Propose adapted products and
services
Create adapted/motivational
financial engineering
Demonstrate / calculate gains
linked to energy refurbishment
Take advantge of a
high-growth market
internationally
Raise awareness of the project
owners and form prescribers
Introduce energy refurbishment into
all renovation projects
Figure 5 - 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.
Evaluation of buildings
Inventory of constructive typologies
Sharing methodologies
Measures to take into account the
user
Financial models: third parties and
PPP
Intercluster
collaboration to
structure an
offfer
Experience feedback
Exchange skills to
formalise adapted
responses
Training
Collaborative R&D projects
Lobbying
Visibility / branding
Create a critical mass
Raising awareness
Large library of competences/
complete value chain
Figure 6 - 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:
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-
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.
Preliminary
objective
Understand
and
demonstrate
the specificities
of the area
Inventory of
constructive
typologies
Possibility of
sharing
methodologies
Local / regional
level
Objective1
Development of
adapted products and
services
Objective 2
Make specificities of
the territory
recognised
Existing component :
experience feedback
Missing or innovative
component : partnership,
collaborative project
Prepare global
offers of
refurbishment
Sharing methodologies
on evaluating buildings
Common lobbying of the
EC
Raise the
demand
Make demand /
public funding
bodies aware
Multi-dimensional cooperation
Local / regional
level
Figure 7 - 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.
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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 8 – 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.
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 4th
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
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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?
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
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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.
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.
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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, Precommercial 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
-
Use some existing structures, such as CESBA or IMEDER, to develop the activities of the Med
meta-cluster