COMMUNICATION FROM THE COMMISSION TO THE COUNCIL, THE EUROPEAN PARLIAMENT AND THE ECONOMIC AND SOCIAL COMMITTEE - Evaluation of the Joint Research Centre-1992- 1996
Date: 1997-04-22
Institutions: European Commission
Subjects: EU programme, Joint Research Centre, activity report, project evaluation, research programme

COMMISSION  OF THE EUROPEAN  COMMUNITIES 

Brussels,  22.04.1997 
COM(97)  164 final 

COMMUNICATION  FROM THE COMMISSION 

TO  THE COUNCIL. THE EUROPEAN  PARLIAMENT 
AND  THE ECONOMIC  AND SOCIAL  COMMITTEE 

Evaluation of the Joint Research Centre 

1992-1996 

it 

OPINION 
OF THE BOARD OF GOVERNORS OF THE JOINT RESEARCH CENTRE 
ON THE EVALUATION OF THE CENTRE AND ITS ACTIVITIES 

General 

1. 

2. 

As  set  out 
in  the  Commission  Decision  of  10  April  1996  on  the 
reorganisation  of the  Joint  Research  Centre, the  Board of  Governors  shall 
deal  in particular with  "evaluation  of the  latter  (implementation  of  research 
activities)  by  Visiting  Groups'  composed  of  independent  experts  and  the 
the  4th  Framework 
follow-up  of 
Programme is at present under evaluation, the Board accordingly  launched 
an  evaluation  to  complement  that  published  in  March  1995  (COM  (95)60 
final) which included an overall analysis of progress by Sir Hermann  Bondi, 
This  is  in compliance  with Article  7.3  of the  Council  Decisions  on the  JRC 
Specific Programmes  1995-19981. 

recommendations". 

Since 

their 

The  present  report  again  provides  individual  reports  annexed  on  each  of 
the  JRC  Institutes,  together  with  an  analysis  and  synthetic  report  of  the 
present  state  and  recommendations  for  the  future  by  Professor  Juan  M. 
Rojo of the  University  Complutense, Madrid and former  Secretary  of  State 
of Universities and Research in Spain. 

Opinion 

The  Board of Governors  has examined the  individual  Institutes'  evaluation 
reports  and  Professor  Rojo's  overall  report  on  the  JRC  and  is  pleased  to 
note  a  continuation  of  the  general  progress  reported  in  the  previous 
evaluation.  Most of the  recommendations  made  in that  earlier  report  were 
acted  upon  and  they  remain  an  important  tool  for  the  Board  in  assessing 
progress and steering a forward course. 

The  Board  notes  that  in  most  cases  inputs  for  the  reports  have  been 
sought  from  users  of  JRC  services,  both  within  the  Commission  and 
outside.  The  Board  recognises  and  points  out for the  benefit  of the  terms 
of  reference  to  be  given  to  future  Visiting  Groups  that,  with  the  trend 
towards  providing  more  support  to  Commission  services,  this  form  of 
feedback assumes a more important role. 

OJ L361, 31.12.1994; p. 114 and p. 132 

5. 

6. 

7. 

According  to  the  report  of  Professor  Rojo,  the  last  two  years  since  the 
previous  report  have  shown  progress  in  project  management,  quality 
management and marketing which the Board notes with satisfaction, while 
commenting,  as  Professor  Rojo  does,  that  further  improvements  are  still 
possible  and  called  for.  Furthermore,  all  actions that  would  increase  the 
transparency  of  JRC  activities,  make  the  Centre  less  impenetrable  and 
improve  its perceived  image should be taken.  The  Board of Governors is 
pleased to note that this report and also the reports from the seven Visiting 
Groups 
include  an  important  set  of  recommendations  providing  an 
important  basis  for  the  way  forward  in  the  Joint  Research  Centre.  The 
Board  will  positively  address  these  recommendations  with  a  view  to 
implementation  to  the  fullest  possible  extent.  This  should  include  the 
recommendation on the need for the JRC to focus its activities. 

Once  again,  the  problems  of  staff  policy  and  notably  the  procedures  for 
recruitment of first class scientists within the confines of the  relatively rigid 
Commission procedures is noted by all reports.  It is presently a particularly 
critical matter for the JRC in view of the  many staff members  reaching the 
statutory  age  for  retirement.  The  Board  will  continue  to  push  the 
Commission, through the Commissioner for Research, for further flexibility 
in  these  administrative  areas.  Existing  rules  have  been  pushed  to  their 
limit  and  the  Board  notes  Professor  Rojo's  recommendation  that  new 
approaches and structures need to be examined with urgency. 

Finally, the  Board  notes with  satisfaction  the  efforts  made  by the  Director 
General  and  his  staff  to  implement  the  recommendations  made  during 
previous  evaluations for the  benefit of JRC  efficiency  and the fulfilment of 
its mission, including  European  industry  competitiveness.  The  application 
of the  recommendations  has  had  a  beneficial  and  apparent  effect  on the 
Joint  Research  Centre  and  the  Board  of  Governors  intends  to  continue 
using  the  Visiting  Group  system  as  an  additional  means  for  facing  JRC 
scientists with the larger world. 

8. 

The  careful  and  valuable  work  of  Professor  Rojo,  the  devotion  of  the 
Chairmen of the Visiting Groups and indeed of all their members, is hereby 
warmly acknowledged and the Board wishes to thank all concerned. 

\o^ 

Joint Research Centre 
JRC 

1992-1996 

Overall Evaluation 
and 
Synthesis of Visiting Groups Reports 

j.M.Rojo 
Universidad  Complutense 
Madrid 
16 December  1996 

1b 

INDEX 

Executive Summary 

1. 

Introduction 

2. 

Analytical remarks on the Individual  Institutes 

3.  General assessment of the JRC achievement 

4.  A look into the  future 

5.  Conclusions and recommendations 

ANNEX I 

Visiting Groups' reports on the individual  Institutes 

ANNEX II 

Condensed list of recommendations for the individual 
Institutes from the different  Visiting Groups 

ANNEX III 

Composition of Visiting Groups 

ANNEX IV 

Terms of Reference  of Visiting Groups 

Executive Summary 

I  have  the  clear  impression  that further  progress  has  taken  place  in  the  JRC  since  the  encouraging 
analysis of Sir Hermann Bondi three years ago.  Both the management of the Centre and the Board of 
Governors  guidance  deserve  much  credit  for  this  steady  evolution.  It  is  also  worth  remarking  that 
most of the recommendations  made in the previous evaluation have been actually implemented.  I am 
confident  that  the  recommendations  that  are  included  in  the  excellent  reports  elaborated  by  the 
present Visiting Groups will also be of great benefit  to the Institutes. 

Under the guidelines  of the Council, the JRC has obtained  a much clearer definition  of goals  and has 
become  much  more  open  and  accessible  to  the  outside,  with  increasing  activities  of  support  to  the 
Commission  services  and  Union  policies  and  widespread  networking  with  research  organisations, 
authorities  and  industries.  In  particular,  the  Centre  has  reacted  quickly  to  the  new  mandate  of 
competitiveness  on  all  fronts:  it  has  successfully  engaged  in  shared  cost  actions  of  the  Framework 
Programme  of  the  Union  and  is  becoming  progressively  more  involved  in  joint  ventures  with 
industries.  With the refreshment  of the management team, new and intensive  drives towards  project 
control,  quality  management  and  marketing  are  being  introduced  to  increase  the  visibility  of  the 
scientific  and  technical  activities  and  to  render  the  Centre's  operation  more  transparent  and 
understandable.  Moreover,  a change of culture  is discernible  in which much  of the  staff  now  seems 
convinced  of the benefits  accruing from the more competitive  stance of the JRC. Continuous  support 
of  this  succesful  policy  is  imperative  and,  following  the  advice  of  some  of  the  Visiting  Groups,  I 
recommend  fostering  it  even  further  by  setting  up  on a progressive  basis  a  user  advisory  panel  for 
each Institute,  that  would promote  relevance  in project  missions  and  channel  the  needs  of  the  users 
and their views on the operation of the Institutes, particularly  in relation to  transfer. 

In order to accomplish  their mandated  activities of institutional  and competitive research the JRC has 
to  be  an  exceptionally  qualified  partner  and  it  is  gratifying  to  note  that  the  JRC  has  succeeded  in 
maintaining  a number  of  core  areas  of  scientific  excellence  and  is  struggling  to  establish  new  ones. 
To  nurture  the  search  for  quality,  I  propose  the  creation  of  a  permanent  scientific  advisory  panel 
reporting  to  the  Board  of  Governors.  This  panel  would  assess  the  quality  of  the  ongoing  research, 
with  particular  regard  to  identifying  high  quality  units  in  the  Institutes,  and  would  also  advise  on 
exploratory research. They would also provide valuable inputs to the Visiting Groups. 

An  adversary  of  excellence  is uncontrolled  diversification.  Focusing  is  imperative  as  it  seems  that 
the  JRC  has  much  too  broad  a  spectrum  of  subjects.  It  is  surely  much  better  to  have  a  restricted 
number of areas in which the JRC is recognised  as first-class  than to have at one's  disposal  a kind of 
low-profile  general-purpose  partner.  After  all,  one  must  consider  JRC  activities  with  reference  to 
subsidiarity  and  there  is no  point  in  duplicating  national  facilities  if  there  is  no  definite  advantage. 
Much in the same line, the JRC has to make every effort  to avoid routine work, even if it is  requested 
by third  parties. 

In order to maintain  the positive evolution  of the JRC, special  attention  should  be given  to the  issues 
of staff  management.  In relation  to recruitment,  I have  the  most  serious reservations  for  the  future. 
As  noted  in  previous  evaluations  one  has  to  remark  yet  again  on  the  difficulties  in  trying  to  use  a 
system  apparently  designed  to recruit  government  officials  to  obtain  high  grade  scientists.  It  is  far 
too  rigid,  and  much  too  slow  to meet  the  demands  of  1996,  let  alone  those  of  the  coming  century. 
Some  slight  improvement  has  been  noted  but  a  substantial  overhaul  is  needed  and  I  suggest  the 
urgent  setting  up  of  a  specific  panel  to  deal  with  the  subject  including  possible  changes  of  current 
regulations.  I  have  great  hopes  that  the  recent  transformation  of  the  JRC  into  an  independent 
Directorate General  might help to implement the specific  requirements of a research  centre in the EC 
structure. Mobility  is another key issue that requires revitalisation. The continuous flux  of ideas to the 

Institutes  should  be  encouraged  by  stimulating  the  temporary  attachment  of  trainee  scientists from 
other institutions and the regular presence of research students, particularly at the post-doctoral  level. 

A final word about energy.  I fully  support the concems  of my  distinguished  predecessor regarding 
the  decline  in  nuclear  relevant  research.  Independently  of  personal  or  political  attitudes  towards 
nuclear energy in Member States, nuclear safety,  waste treatment, non-proliferation and other issues, 
are still  with us.  They  are no respecters of national frontiers and deserve  our attention at European 
level.  It is worth underlining that the JRC has first class expertise in some areas of this field. 

In summary,  I believe  that the JRC is now on the right track and that present policies  are workable 
and satisfactory  and, being supported by efficient  management, have already transformed the Centre 
into  a useful  partner  of  institutions  and  industry  in  Europe.  In  order to  maintain  this  satisfactory 
trend a number of steps, for which recommendations are given, should be taken, at least in relation to 
staff management, support of quality, and focusing of research subjects. 

1. Introduction 

Research,  technological  development  and  demonstration  (RTD)  is  one  of  the  key  policies  of  the 
present  Treaty  of  the  Union,  being  third  in  rank  in  terms  of  economic  volume.  The  reason  for  this 
high  profile  is  the  conviction  that  those  basic  objectives  of  the  European  Union  (EU),  industrial 
competitiveness  and  improvement  of the quality  of life, can  only be built  on  the  solid  foundations  of 
science  and  technology.  Whereas  the  commitment  of  the  EU  to  RTD  has  been  permanent  and 
increasing,  the  emphasis  on  the  different  areas,  or  even  in  the  type  of  activities  required,  has  been 
continuously  changing. The role of the Joint Research  Centre (JRC) has also undergone  a number  of 
realignments. 

Following the dwindling  interest in fission research  in the past,  specialised nuclear  establishments  in 
Member States had to face arduous reconversions. The JRC was no exception and, in fact,  some of its 
present specialisations, like environment or safety, coincide with the goals of some of the reconverted 
national  nuclear  centres. On these  grounds  it is not unexpected  that  in the past the JRC  strategy  was 
often  defensive,  nor is it surprising  that in the last few years, there have been  a number of  definitions 
from the European  decision-making bodies in relation to the goals to be attained by the Centre and to 
the various procedures  of evaluation  and assessment  of its performance.  The last of them,  in  1994, is 
the  so-called  'modified  role'  of  the  JRC  as  agreed  by  the  Council,  Parliament  and  Commission. 
Among  other  issues  this  new  role  emphasised  the  need  for  the  JRC  to  be  more  involved  in  the 
denominated  'competitive  actions', often  in partnership with enterprises. 

Although  the present  assessment  is  supposed  to cover  the period  of five years  1992-1996  (with  full 
recognition  of the previous evaluation  for the  1992-1994 period, the Bondi report), the introduction  at 
mid-term  of the modified  role of the JRC referred  to above  suggests that stress  should be  laid on the 
performance  of the Centre in terms of this modified role, i.e. during the last two years. This has been 
well understood  by  the Visiting  Groups to the individual  JRC institutes which,  in their  reports,  have 
given  special  attention  to the  implementation  of the new  more  competitive  activities.  These  reports 
underline  the  positive  evolution  of  the  JRC  performance  over  the  last  two  years,  confirming  the 
earlier expectations of the Bondi  assessment. 

The  significance  of  the  individual  reports  of the  Visiting  Groups  can  hardly  be  over-emphasised  as 
they  have been  conducted  in  the most  competent  and professional  way.  Apart  from  a limited  input 
derived  from  personal  meetings  with  Institute  Directors  and  staff,  most  of the  present  assessment  is 
based  on  those reports.  The  scheme  of  my  own  report  is  as  follows:  In  Section  2, I  underline  key 
points  from  the  individual  reports,  trying  to  look  for  unifying  issues.  I  then  proceed  to  a  more 
general  discussion  of the achievement  of the JRC  in the  last five years  (Section  3), keeping  in  mind 
the  objectives  defined  in  the  corresponding  decisions  of  the  European  bodies.  In  Section  4,  on  the 
basis of the positive  evolution  of the Centre, I look into the future  in search  of those R&D  problems 
which  the JRC can  actually  undertake  more efficiently  than national  laboratories.  Finally,  Section  5 
deals  with  conclusions  and  recommendations,  the  latter  being  general  in  scope.  They  are  to  be 
considered  as  complementary  to  the  specific  ones  suggested  for  the  individual  Institutes  by  the 
Visiting Groups, which are summarized  in Annex II. 

2. Analytical remarks on the Individual Institutes 

The  full  reports  of  the  individual  Visiting  Groups  are  included  in  Annex  I.  They  encompass  an 
evaluation  of  the  activities  of  the  Institutes,  in  the  light  of  the  objectives  defined  by  the  Council 
decisions,  and  specific  recommendations  for  the  future.  In the  present  Section  2, I  attempt  to  select 
from those reports some guidelines that I find most illuminating or representative of current issues. 

Institute for Reference Materials and Measurements (IRMM): 

*  The  Institute  appears  to  occupy  an  important  place  in  the  EU  structure  of  the  sector.  Indeed,  it 
seems that if the Institute did not exist, a centre of this type would have to be created. 

*  The  Institute  seems  to  have  attained  a  satisfactory  degree  of  competence  and  respectability, 
particularly in nuclear reference  and measurements.  It also embodies special experimental  facilities. 

*  Accountancy  and  management  procedures  require  improvement  and  adaptation  to  the  Institute's 
particular role. 

*  Original  research  work  must  not  be  neglected. 
judicious  figure  for exploratory research. 

In  this  respect  10%  of  the  resources  seems  a 

Institute for Transuranium Elements (ITE) : 

* In my view, this is the most qualified  Institute in the JRC. Every effort  should be made to  maintain 
this status, particularly  in recruitment  issues in the face of coming retirements. 

*  The  Institute  has  also  been  successful  in  incorporating  competitive  activities  into  their  former, 
mostly research oriented, ones. 

* Avoid remaining  in areas which become routine: rather transfer  work to other  establishments  when 
routine  approaches.  One should  make  sure that room for  stimulation  of  creativity  exists  in  all  areas 
(i.e. in safeguards  analysis). 

*  In  the  two  directions  of  exploratory  research  some  novel  ideas  have  originated  recently  in  other 
European  laboratories  (i.e.  the  'energy  amplifier  and  waste  burner').  ITE  should  evaluate  them, 
report to the Commission  and, if convenient, network. 

Institute for Advanced Materials (IAM) : 

*  Very  much  restructured,  the  Institute  has  gained  recognition  in  the  field  of  high  temperature 
materials,  although  there  is  still  room  for  improvement  in  other  fields.  Diversification  into  already 
well-covered  fields  should be avoided. 

* The future  of the tritium handling laboratory  (ETHEL) should be examined in view of the  evolution 
of the ITER and related  fusion  programmes. The relevance of this facility,  in relation to existing ones 
in Member States, should be  clarified. 

*  Concern  is  expressed  in  a  decrease  in  researchers  being  exchanged  with  external  well-known 
institutions, compared to an earlier situation. This seems to me a critical  issue. 

*  Transfer  to  the  outside  seems  to  be  improving  although  research  at  the  Institute  should  better 
remain  generic  and  near,  but  upstream,  of  industrial  research.  The  Visiting  Group  considers  that 
shared cost actions should be favoured  and  encouraged. 

Institute for Systems, Informatics  and Safety (ISIS) : 

*  This  Institute  has  been  formed  from  the  merging  of  two  former  ones,  a  new  Director  has  been 
appointed  and  is,  naturally,  still  defining  goals  and  procedures.  The  management  showed  good 
perception as well as determination and should reap future rewards. 

* In recent times,  the Institute has made a great effort  in working together with external research  and 
industrial  bodies  and  this  competitive  attitude  has  to  be  stimulated  and  supported.  The  proposed 
exchanges  of  personnel  with  Directorates  General  in  Brussels  appear  as  a  good  practice  for 
reinforcing  a users approach with these units. 

*  Quality  seems  to  be  generally  satisfactory.  Perhaps  the  very  wide  spectrum  of  interests  of  the 
Institute  could  be  modulated  by  actual  capabilities  at  the  highest  level.  In  some  areas,  improving 
scientific  leadership seems desirable. 

* The Institute includes some unique facilities whose maintenance at the highest level of  performance 
is mandatory.  Enhanced use of these facilities by outside users is recognised. 

Environment Institute  (EI) : 

* The  Institute  seems  to be  on  the  right  track  to the  fulfilment  of both  institutional  and  competitive 
activities  with  a  fair  level  of  quality.  The  willingness  of  the  management  to  convert  it  into  'the 
leading  institute  in  Europe'  with  'a  high  degree  of  visibility'  has  to  be  made  compatible  with 
increasing  activities  at  national  level  in  these  areas  and  certainly  requires  careful  focusing  of  the 
actions. 

* Along with a proper management control the management  seems to be successful  in stimulating  the 
generation  of new  ideas,  without  which  institutional  and  competitive  activities  could  not  be  carried 
out  efficiently. 

* Institutional  activities are crucial in this domain.  For example, the EI has produced  amazing results 
from  the  comparison  of  pollution  measurements  in  blind  tests  performed  by  different  national 
reference  laboratories  with  a scatter  of more  than  50%. It  is hard  to overemphasise  the  incidence  of 
this work on implementation  of environmental  policies. 

* I strongly  support  the  Visiting  Group's  suggestion  of developing  to capacity  the  activities  in water 
research  and management  of water resources.  An  independent  and neutral  reference,  along  with  the 
required scientific  quality, is mandatory in this field. 

Space Applications Institute  (SAI): 

*  Institute  with  unique  experience  on  télédétection  and  earth  observation. 
It  would  benefit  from 
stricter  control  of  scientific  quality  (stimulate  publications  in prestigious journals)  and  performance 
in competitive projects  (better definition  of specific  goals and milestones). 

* As remote sensing  is generic by nature and aids in resolving so many different  problems, one has to 
restrain  the tendency  of the  Institute  to become  specialised  in too wide  a range  of  subjects.  It would 

be  better  to restrict  activities  to the  Institute's  core  competences  (remote  sensing  and  application  of 
networks). 

*  Interdisciplinary  requires 
Environment Institute. 

improved  co-operation  with  other  Institutes,  particularly 

the 

Institute for Prospective Technological  Studies (IPTS): 

* Practically new-born, the Institute  is starting to establish a sound reputation with its customers  and 
set  up  infrastructure  to meet  their  future  demands.  The  location  needs  communications  and  world 
wide-web to be developed to full  strength.  The Institute has still to demonstrate high quality and gain 
full  recognition. 

*  Previous  recommendations  on recruitment  for  Seville  and  launching  of the European  Science  and 
Technology Observatory (ESTO) have been  accomplished. 

* The general  recommendations  on  'focusing'  are still more meaningful  for  IPTS.  Work  should  not 
be encouraged in areas where European industries and laboratories have a long established  tradition. 

*  The  Institute  is  taking  advantage  of  its  geographical  position  for  developing  leadership  in 
Mediterranean  and North African  problems. I firmly  believe that this approach  should be  reinforced, 
perhaps, as the Visiting  Group indicated,  by developing  a programme outside the TEC  (Technology, 
Employment,  Competitiveness). 

3. General assessment of the JRC achievement 

In his report  for  the period  1992-1994, Sir Hermann  Bondi  stated  that  'the JRC is well on the way to 
becoming  a recognised  centre  of  excellence  in many  of  its  areas  of  activity'.  It  is  a pleasure  to  be 
able  to  confirm  steady  progress  towards  this  desirable  goal  two  years  later.  By  taking  together  the 
five year period,  from  1992 till the present, one can  safely  say that the JRC has successfully  found  a 
specific  position  in  the  European  RTD  system  and  that  it  is  performing  its  role  with  increasing 
capabilities. 

Under  the guidelines  of the  Council  the JRC has attained  a much  clearer definition  of goals  and  has 
become  much  more  open  and  accessible  to  the  outside,  with  increasing  activities  of  support  to  the 
Commission  services and Union policies, and  in widespread  networking with research  organisations, 
authorities  and  industries. With  the refreshment  of the management  team, new  and  intensive  drives 
towards  project  control,  quality  management  and  marketing  are  being  introduced  to  increase  the 
visibility  of  the  scientific  and  technical  activities  and  to  render  the  Centre's  operation  more 
transparent  and  understandable.  Moreover,  a change  of  culture  is discernible  in  which  much  of  the 
staff  now seem  convinced  of the benefits  accruing from the more competitive  stance of the JRC. It is 
perhaps  too  early  to  assess  the  impact  of  new  distribution  of  tasks  among  the  Institutes,  as  some 
merging  and  reorientation  has  recently  taken  place,  but  it  is  clear  that  further  strengthenening  the 
coordination among the Institutes is desirable. 

It  is  to  be  remarked  that  business-like  management  can  never  be  at  odds  with  scientific  and 
technological  quality.  One cannot speak of transfer  if there are neither significant  ideas or know-how 
to be transferred.  An unreasonable fixation on demonstrating  'usefulness'  should not obscure the  fact 
that  in  order  to  gain  competitiveness,  recognition  and  selected  support  of  high  quality  units  in  the 
Institutes  should  be assigned  a high priority. In fact,  the JRC has succeeded  in maintaining a number 
of core areas of  scientific  excellence  and is struggling  to establish new ones, although  much  thought 

has  to be  given  to recruitment  policy  if  one  wants  to maintain  that  promising  trend.  Also,  the  JRC 
seems  to  have  been  evolving  into  less  bureaucratic  and  more  transparent  managerial  procedures. 
With  regard  to  both  items,  it  is  satisfactory  that  the  JRC  has  recently  become  an  independent 
Directorate General as it is hard to use a system apparently designed to manage administrative  offices 
to run an RTD centre. 

Whereas  the  present  situation  of  the  JRC  can  be  regarded  with  confidence,  there  are  a  number  of 
issues that  are still a matter  of concern. I refer  to the most  important  ones perceived  by  the  Visiting 
Groups, and in full  agreement with my own experience: 

1. Personnel.  A matter of common concern as this is certainly the key point for the future  of the JRC. 
One  should  make  sure  that  the massive  retirement  that  is expected  in  the  coming  years  is  offset  by 
hiring younger people of the highest quality.  Recruitment procedures are still far from efficient.  The 
whole process of recruitment  should be tuned so that 3 years contracts could be used as a test of RTD 
capabilities  for  future  candidates  to  temporary  (semi-permanent)  positions.  I  believe  that  only  an 
overall  evaluation  of  the  problem  can  lead  to  substantial  improvement  and  I  specifically, advise 
setting up a special panel  for this purpose.  As is often  stated that much needed reforms  are  contrary 
to  EU  rules,  maybe  changing  some  of  these  rules  for  RTD  centres  could  be  one  of  the 
recommendations  of that panel. 

2.  Exchange  of  researchers.  An  action  much  praised  by  some  of  the  Institutes  in  the  past, 
particularly  in  strengthening  capabilities  and  training  young  researchers  in  emerging  areas.  It  also 
facilitates  networking.  However,  it  seems  to  be  receding  and  correction  of  this  trend  should  be 
undertaken. 

3. Focusing.  There  seems to be much too broad  a spectrum  of subjects.  It-is surely  much better  to 
have  a restricted  number  of areas in which  the JRC  is recognised  as  first  class than  to have  at  one's 
disposal a kind of low-profile,  general-purpose  partner. 

4.  Management  and  Accountancy.  Some  advance  since  the  last  report  is  recognised  (i.e.  rapid 
response  to  manpower  needs  in  third  party  projects).  However,  improvements  are  still  widely 
requested.  An appraisal  of general accountancy procedures is suggested. 

5.  Co-ordination.  Further  advances  since  the  last  report  are  recognised,  but  stronger  co-ordination 
among  the  Institutes  is  required.  The  Directorate  of  Programmes  seems  to  be  working  at  a  very 
reduced  staff  level and requires  examination. 

6. Nuclear  energy.  Apart  from  its  historical  origins,  the  JRC  is  the  depository  of  much  European 
knowledge  in this subject,  perhaps the only one in which  it is recognised  as the true  European  leader 
in some areas.  In no way should this capital asset be wasted. 

4. A look into the future 

The  JRC  has  received  the  mandate  of performing  three  types  of  activity:  institutional,  competitive 
inside  the  Framework  Programme  (FP)  and  competitive  outside  the  FP.  Positive  response  in  the 
period  under  examination  to  this  challenge  suggests  that  the  time  may  be  ripe  for  a  further  step, 
which  would  be  that  of  progressively  concentrating  JRC  actions  on  those  in  which  its  European 
added  value (EAV) is fully  exploited.  In other terms it would mean proceeding from the question: Is 
there  anything  useful  that we can  do with  the  infrastructure  and personnel  in  the  JRC?  to the  much 
more  engaging  one:  Are  there R&D areas  or activities  in which  the  existence  of  a  European-owned 

research laboratory  is desirable or even necessary?  Indeed, the overall RTD policies of the  European 
Union (EU) are built on the principle of subsidiarity.  As is well known, the EU Member  States  have 
a  number  of  excellent  laboratories,  both  at  their  universities  or  national  institutes  and  at  their 
industries. One may  wonder whether  there  is in principle  scope  for  an institute  at  European  level, in 
which  targeted  research  is performed.  If  the  functions  of  such  a centre  can  be  recognised,  one  can 
further  analyse if the JRC is presently capable of fulfilling  these requirements. 

On the basis of the Council Conclusions of 26 April,  1994  one could envisage three possible  domains 
in which the JRC would have full  EAV: 

The first  domain  would  be  that  of  specific  and  difficult  problems  that  required,  for  their  solution, 
critical  mass  of  scientific  and technical  excellence.  Excellence  would be promoted  by  drawing  from 
the pool of bright people in the different  Member States and  integrating that talent  in  first-class  units 
of  critical  mass,  that  would  furthermore  pervade  through  the  European  RTD  system  by  means  of 
suitable  networking  and  partnership.  The  second  domain  would  be  that  of  developing,  maintaining 
and managing  large experimental facilities,  which could not be run independently  by Member  States. 
In the past a number  of large experimental  facilities  have been  set up, or upgraded,  in Europe  on  the 
basis  of  transnational  co-operation  among  different  countries.  The  third  domain  would  be  that  of 
carrying  out research  and development  actions  in which  impartiality  and neutrality  were  mandatory. 
Needless to say, these virtues would have no practical use if they were not accompanied  by  scientific 
quality and recognition. 

Let  us now  turn  to  the  crucial  question,  that  is  if  one  can realistically  consider  that  the  JRC  can  be 
competent in all these three domains at the present time: 

• 

First,  its possible  role  as hosting  units  of  excellence  is  analysed.  Needless  to  say,  I refer  to 
both scientific  and  technical  excellence.  Gaining  excellence  is not  at  all  an  easy  task:  if  an 
institute  has  little prestige, it will hardly attract  the brightest people, which  in turn  will  result 
in further  stagnation.  One has to recognise  that the JRC has rarely become  a reference  point 
in  the  past,  but  the  situation  is  steadily  improving  as  discussed  in  Section  3.  The  present 
management  has  succeeded  in  injecting  morale  and  determination  into  the  staff,  which  now 
seems  to  believe  in  its  own  capabilities.  Nevertheless,  some  bureaucratic  remnants  are  still 
noticeable;  for  example, some officers  when describing their work appear  to be  seized by the 
how but reluctant to emphasise the what.  Full  support of emerging new and promising  ideas 
should be prevalent in all the Institutes. 

As  support  must  always  be  selective,  the  management  of  the  Institutes  would  much  benefit 
from  accurate  information  concerning  the  external  appraisal  of  the  quality  of  the  different 
groups.  I  believe  that  the  Board  of  Governors  (and  the  Visiting  Groups  for  their  periodic 
assessment)  would  very  much  benefit  from  the  creation  of  a scientific  advisory  panel  that 
assessed the quality of the ongoing research, with particular regard to identifying  high  quality 
units in the Institutes, and advised also on exploratory research. One must not forget  that only 
high quality  units can  actually provide  EAV to their competitive partnerships  with  European 
industries and  institutions. 

In the pursuit  of excellence, there are a number  of issues in which improvement  is desirable. 
Ensuring  that  the  best  young  people  apply  and  that  selection  is  efficient  is  second  to  none 
among  the  elements  to  maintaining  high  standards.  My  advice  about  personnel  reforms  is 
here  crucial,  as  is  my  recommendation  about  focusing.  A  further  suggestion  in  relation  to 
mobility  also  seems relevant.  It  is always  difficult  to attract  on  a permanent  basis  first-class 
scientists  or  technologists  who  are  well  established  in  other  institutions.  However, 

OJNo.  C126, 7.5.1994,  p.l 

10 

incorporating  them  into the JRC groups for  limited  (but not too short) periods  could result  in 
immense  benefit.  Perhaps,  previous  practices  of  the  Institutes  to  incorporate  external 
researchers  could be reinforced  by developing  a special programme which  took advantage  of 
sabbatical  leave  and  included  some  convenient  incentives  for  attracting  these  highly  rated 
researchers. 

Let me now turn to the second  function,  that of managing large facilities,  which can  become 
also reference  points  for networking  with other European  institutions.  It  is worth  remarking 
that  none  of the recently  developed  large  facilities  in Europe has been  undertaken  under  the 
JRC  umbrella.  Even  the  first  European  tokamak  (JET),  although  funded  by  the  Framework 
Programme  of the EU, was conceived and developed  outside the JRC. The positive  evolution 
of the JRC, continuously alluded across this report, might change the attitudes of the Member 
States  in  the  future  and  some  thought  should  be  given  to  alleviate  some  of  the  pending 
obstacles. The new Articles  130 k, 1 and n of the Union Treaty might  also help to  implement 
this  function. 

Finally,  I  address  the  function  of  impartiality  and  neutrality.  It  is  often  stated  that  Union 
policies  require  support  from  the  JRC  but  very  often  this  support  is  thought  of  in  terms  of 
routine  or  bureaucratic  work.  This  is  certainly  wrong  and  creative  and  original  work  is 
mandatory  for  these  purposes.  This  is perhaps  the role  in  which  the  JRC  has  made  a  most 
visible  progress  recently.  The  support  of this role  should  continue, but  one  must  not  forget 
that  this  support  would  become  meaningless  if  the  quality  of  JRC  research  failed  and, 
consequently, a subtle equilibrium between the first and third domains is imperative. 

Last,  but  not  least,  the  development  of  a body  of  independent  knowledge  in  scientific  and 
technological  prospection  is crucial  for complementing  the inputs from the different  Member 
States in order to formulate  the basis of future  framework  programmes.  Previous  framework 
programmes  have  suffered  from  the  lack  of  a  neutral  and  recognised  scientific  and 
technological prospection  and some of their programmes have become  a mere list of Member 
States'  interests,  often  without  much  EAV.  The  JRC  has  still  to  gain  prestige  and  full 
recognition  in this task but the rewards can be vast. 

5. Conclusions and Recommendations 

I  have  the  clear  impression  that  considerable further  progress  has  taken  place  in  the  JRC  since  the 
encouraging  analysis  of  Sir Hermann  Bondi.  Both  the management  of the  Centre  and  the  Board  of 
Governors  guidance  deserves  much  credit  for  this  steady  evolution. 
In  particular,  it  is  worth 
remarking  that  most  of  the  recommendations  made  in  the  previous  evaluation  have  been  actually 
implemented. 

The mandate  to enter  the competitive  arena,  and  the  general  positive  answer  to  this  challenge  in  the 
different  Institutes, has had a number of favourable  consequences: 

0  Providing a check of quality (competing with national teams, having to attract potential users etc.) 
0  Opening the JRC groups to the outside, i.e. networking, etc. 
0  Improving  management  procedures,  like  quality  management,  project  management  and  active 

marketing. 

The  first  recommendation  is, consequently,  that  of maintaining  and supporting  the present  policies. 
One  has  to  realise,  however,  that  even  for  consolidating  the  present  advances,  a  number  of 

11 

improvements have to be made, particularly  in the area of personnel  management.  Also, looking  into 
the  future,  one  has  to  aim  at  establishing  the  JRC  as  an  institution  with  full  EAV  in  the  European 
RTD community and this will require further  adjustments. In the following,  I summarize  a number of 
recommendations that derive from the analysis of the previous sections: 

a)  Recommendations for specific  action. 

•  Set up urgently  a special panel  of experts, including specialists  in European  legislation,  to 
advise  on  the  subject  of personnel  status  and  recruitment  procedures,  including  possible 
changes of current regulations. 

• 

• 

Explore the possibilities of developing a special programme  for the incorporation  of  first-
class  scientists  into  JRC  laboratories  during  their  sabbatical  leave,  that  would  reinforce 
previous  individual  action by the Institutes. Ensure a continuous incorporation  of research 
students, particularly at post-doctorate level to the Institutes. 

Set  up  an  external  scientific  advisory panel,  reporting  to  the  Board  of  Governors,  that 
would  assess  the  quality  of  the  ongoing  research,  with  particular  regard  to  identifying 
high  quality  units  in  the  Institutes,  and  advise  also  on  exploratory  research.  The  panel 
would also help with the selection of new scientific  staff and exchanges. 

Set  up  user  advisory panels  at  the  Institutes  in which  the  convenience  of  their  existence, 
has been  manifested  (for  example, ISIS)  and,  on the basis  of  ongoing  experience,  extend 
them to all the Institutes. 

b)  Recommendations  for  general  policy 

•  Avoid  excessive  proliferation  of  subjects  in  the  Institutes.  Instead,  try  focusing  on 

activities leading to attainment of first-rate status in a limited number of  subjects. 

•  Emphasise,  in the current  accounts of the JRC activities, concrete results  obtained  in JRC 
Institutes  rather  than  organisational  issues.  Periodically  publish  and  disseminate  news 
about those achievements.  If possible  select those cases in which the JRC has been  given 
significant  recognition  (as opposed to 'listing customers'). 

•  Stimulate  an  ambience  in  which  original, promising  ideas  can  arise  and  support  them  in 
order to explore their possibilities.  Encourage publication  in prestigious journals  in  order 
to gain recognition.  Ensure that sufficient  effort  is devoted to exploratory  research. 

•  Avoid  routine  work  even  if it  is sought  by third parties.  Try  to  step  out  of  certain  lines, 
and  leave  their  continuation  to  other  centres  once  the  EAV  of  the  action  has  vanished. 
Nevertheless,  be  careful  in  this  respect  in  those  areas  in  which  the  JRC  has  unique 
facilities. 

•  Undertake the necessary  steps to support the JRC as a candidate  for  future  European  large 
facilities.  Explore the possibilities of using Articles  130 k, 1 and n as a 'driving  force'. 

12 

A note on the evaluation process itself 

In  general,  the  evaluation  process  itself  seems  to  fulfil  its  original  purpose.  In  fact,  previous 
evaluations  have  actually  contributed  to  marked  improvements  in  different  aspects  of  JRC 
management.  There are, nevertheless, aspects that can be ameliorated: 

•  The Visiting Groups' task could be supported by an external evaluation of the quality of 
the  output  of  the  Institutes  and  by  a  unified  view  of  the  users  appreciation  of  transfer, 
competitive partnership and related matters. The proposed panels could well fill this gap. 

•  The first point of the terms of reference  of the Visiting Groups states that the evaluation 
refers  to all the objectives  of the Council Decisions of  15 December,  19942.  However, the 
Visiting Groups' reports appear rather unbalanced in relation to the different  objectives;  for 
example,  the  sixth  objective  of  the  JRC  "contributing  to  the  reduction  of  scientific  and 
technological  disparities  between  Member  States" does not  seem  to have played  an  easily 
recognisable role in the evaluation. 

Acknowledgements 

I acknowledge very useful  discussions with the Board of Governors and members of the Management 
of the  Centre  and of the Visiting  Groups. The exchange  of views on the report  with  Sir  Hermann 
Bondi has been of immense benefit to me. I am indebted to Mr. H.J. Helms and Mr. S. Lloyd for their 
very  valuable  assistance  in  the  preparation  of  this  report  and  to  Mrs.  P.Garcîa  de  la  Rasilla  for 
continuous support during the evaluation process. 

OJNo. L361, 31.12.94, p.l 14 and p.132 

13 

ANNEX I 

V" 

JOINT RESEARCH CENTRE 
JRC 

REPORTS OF THE VISITING GROUPS TO THE 
JRC INSTITUTES 1996 

•v 

M 

CONTENTS 

1. 

Institute for  Reference Materials and Measurements, Geel 

7 

Page 

2. 

Institute for Transuranium  Elements, Karlsruhe 

3. 

Institute for Advanced Materials, Petten and Ispra 

4. 

Institute for Systems, Informatics and Safety, Ispra 

5. 

Environment  Institute, Ispra 

6. 

Space Applications  Institute, Ispra 

11 

21 

34 

48 

62 

7. 

Institute for Prospective Technological Studies, Seville 

72 

N.B. Annexes  I and  II mentioned in each  Visiting Group report are given at the end of this overall 
evaluation  report as Annexes  III and IV,  respectively 

f\-  u 

Rome, 22 November,  1996 

REPORT OF THE VISITING GROUP 

FOR THE EVALUATION OF THE 

JOINT RESEARCH CENTRE'S 

INSTITUTE  FOR  REFERENCE 

MATERIALS  AND MEASUREMENTS 

A - ÏK 

CONTENTS 

I. 

Introduction 

II.  General  Observations 

III.  Scientific  and Technical  Activities 

111.1  Nuclear  Physics and  Measurements 

111.2  Stable  Isotope  Measurements 

111.3  Reference  Materials 

111.4  Analytical Chemistry 

. 

IV.Implementation of  Research 

IV.1  Mission 

IV.2  Transfer 

IV.3  Output 

IV.4  Networking 

IV.5  Quality 

IV.6  Areas of concern 

V.Executive  Summary 

VI.Recommendations 

VI.1  S&T Activities 

VI.2 

Infrastructure 

VI.3  Management 

3 

4 

5 

5 

6 

6 

8 

8 

8 

8 

8 

8 

9 

9 

.  9 

10 

10 

10 

10 

Annex  I: 
Annex  II: 

Members  of the Visiting  Group 
Terms  of  Reference  of the Visiting  Group 

A -2. 

Report  of the  Visiting  Group for the  Evaluation  of  the 

Joint  Research  Centre's  Institute for  Reference  Materials 

and  Measurements  (IRMM), Geel,  Belgium 

I. 

Introduction 

At  the  invitation  of  the  Board  of  Governors  of  the  Joint  Research 
Centre  (JRC),  a  Visiting  Group  of  independent  experts  (see  Annex  I) 
spent  the  16  and  17  September,  1996  at  the  Institute  for  Reference 
Materials  and  Measurements  at  Geel  in  Belgium,  reviewing  its  work, 
meeting the  staff  and visiting the  laboratories  and  other  installations. 

The  present  exercise  follows  that  performed  by Visiting  Groups  in  1993 
and  1994  and  the  implementation  of  recommendations  made  at  that 
time will  be  an important  factor  to  be considered. 

independent 

Since  that  time,  certain  changes  have  occurred  and  the  JRC  has 
from  DG  XII  and  is  now  an  autonomous 
become 
Directorate  General  of  the  Commission  (Commission  Decision  of  10 
April  1996  on  the  Reorganisation  of  the  JRC).  Furthermore,  the 
Council  has  further  clarified  the  JRC's  role  by  clearly  distinguishing 
between  institutional  and  competitive  activities  (Council  Conclusions  of 
26  April  1994  on  the  Role  of  the  JRC)  and  in  Council  Decisions  of  15 
December  1994,  adopting  the  present  "specific  programme 
for 
research  and  technological  development,  including  demonstration,  to 
"  by  the  JRC  under  the 
be carried  out  for  the  European  Community 
Community  Framework  Programme.  This  requires  that  an evaluation  is 
carried  out  by  external  experts  on  work  performed  during 
the 
preceding  five years. 

The  above  changes,  together  with  efforts 
increase 
efficiency  and  reduce  costs,  have  led  to  some  internal  reorganisation 
of  the  JRC  structure.  This  in  its  turn  has  resulted  in  a  reduction  of  the 
number  of  Institutes  from  eight  to  seven  and  in  consequence,  a 
redistribution  of  certain tasks  and  projects. 

intended  to 

The  general  scientific  and  technological  objectives  and  content  for  the 
Joint  Research  Centre's  specific  programme  are  set  out  in  Annex  I of 
Institutional  research 
the  Council  Decisions  of  15  December  1994. 
activities  are  included  in  this  annex  which  also  includes  institutional 
scientific  and  technical  support.  Together,  these  two  areas  comprise 
the  JRC  Direct  Action  and  specific  rules  for  its  implementation  are 
given  in  Annex  III  of  the  Decisions.  The  scientific  and  technological 
objectives  and  contents  of  the  competitive  support  activities  are  to  be 
found  in  Annex  IV  and  the  specific  rules  for  their  implementation  in 
Annex  VI.  This  action  is  managed  by  the  Commission  Secretariat 
General  together  with the  interested  Directorates  General. 

The  particular  aims  and  objectives  of  the  Institute  for  Reference 
Materials  and  Measurements  are defined  as follows: 

to  make  available  reference  materials  and  carry  out  reference 
measurements  of the  highest  quality  and  integrity, 

to  respond  to  basic  harmonisation  efforts  of  the  Commission  on 
European  level, 

to  contribute  to  maintain  the  wealth  and  prosperity  in  Europe  by 
supporting  European  enterprises  to  strengthen  their  international 
competitivity, 

ft  -3-

to  provide  its  share  in  caring  for  the  population  by  cooperation  in 
surveillance  systems  such  as  nuclear  safeguards  and  consumer 
protection, 

to  provide  assistance  and  service  on  request  from  national  and 
European  institutions, 

to  serve  the  Commission  as  its  independent  Centre  of  Reference 
with  a  growing  potential  and  by  consolidation  of  competence, 
directed  towards  becoming  a  cooperative  European  reference 
and  standards  institute  in the  long term, 

to  provide  nuclear  and  analytical  nuclear  measurements  for  all 
Commission  services  and  in  support  of  the  European  nuclear 
industries. 

The  Visiting  Group  has  applied the  Terms  of  Reference  given  in  Annex 
II  of  this  report  on  the  understanding  that  although  the  present 
evaluation  will  contribute  to  the  general  evaluation  of  the  Framework 
Programme  being  performed  at  present,  which  requires  assessments 
to  be  made  covering  the  past  five  years,  it  is  nevertheless  based  on  a 
somewhat  different  premise.  The  JRC  by  its  nature  and  by  its 
assigned  tasks  is  evaluated  institute  by  Institute  rather  than  by  a 
programme  oriented  approach. 

independent 
The  presently  applied  system  of  visits  by  teams  of 
experts  covering  the  whole  spectrum  of  activities  of  each  individual 
institute  has  been  proven  and  widely  accepted  as  the  best  practical 
method  of  assessing  the  JRC  and  indeed  is  that  favoured  for  many 
other  research  organisations  worldwide. 

The  present  evaluation  will  therefore  cover  the  period  from  Autumn 
1993,  when  the  last  visit  took  place,  up  to  the  present  time,  and 
together  the two  reports  will review the  whole  period  in question. 

II. 

General  Observations 

The  Institute,  both  for  its  unique  facilities  as.an  advanced  installation 
for  sophisticated  preparation  of  biological  and  environmental  reference 
materials,  combination  of  ultra-clean  chemical  laboratory  and  modern 
mass  spectrometry,  high  energy  resolution  accelerators  for  neutron 
and  charged  particle  production  -  LINAC  and  Van  de  Graaff  and  the 
excellent  preparation  of  staff  in  these  areas,  operates  in  an  almost 
unique  situation  in  Europe,  where  such  advanced  activities,  especially 
in  the  nuclear  field,  are  not  practised  in  the  Member  States  to  the 
extent  they  were ten years  ago  and  it  holds  a lead  position  in the  world 
in some  of  its  specialist  areas. 

The  Visiting  Group  is  convinced  of  the  need  for  a  European  institute  of 
this  type  and  believes  the  IRMM  has  to  maintain  European  leadership 
in  the  field  of  reference  materials  and  measurements  and  sustain  a 
key  role  parallel to that  in similar  institutions  in the  USA  and Japan. 

Particular  attention  has  to  be  given,  therefore,  to  the  recruitment  of 
specialized  staff,  in  order  to  maintain  this  role.  Consideration  should 
be  given  to  easing-  the  burden  imposedon  the  Institute-  by-some 
internal  European Commission  procedures. 

During  the  two  days  spent  at  the  IRMM  a  presentation  of  the  Institute 
and  its  programmes  was  made  by the  Director.  In addition, the  Visiting 
Group  had  the  opportunity  to  listen  to  several  presentations  by  IRMM 
senior  staff  on  the  major  topics  of  work  and  was  able  to  visit  a  number 
of  laboratories  and  facilities.  The  presentations  were  generally  of  good 

standard  evidencing  the  competence  and  the  professionalism  of  the 
staff. 

The  Group  would  like  to  thank  all those  concerned. 

However,  as  stated  in  the  previous  report  of  the  Visiting  Group 
(September  1994),  the  Group  believes  that  two  days  is  an  insufficient 
period  of  time  for  reviewing  the  Institute  and  its  work  according  to  the 
Terms  of  Reference  detailed  in Annex II. 
A  few  documents  should  be  checked  in  detail  to  understand  if  the 
Institute  is well  managed.  Moreover,  it  would  be  more  useful  to  have  a 
global  presentation  of  the  Institute  in  terms  of  projects  (institutional, 
competitive,  etc.)  as well  as the  activities  of  units. 

In  visiting  the  Institute,  particular  attention  was  paid,  therefore,  to  the 
above-mentioned  report  published  by  the  Commission  in  Evaluation  of 
the  Joint  Research  Centre  and  its  Multi-annual  Programme  1992-1994, 
COM(95)60  final  of  8  March,  1995  and  the  follow  up  of  the  Visiting 
Group  Recommendations  listed  in  document  CA(95)54  of  18  August, 
1995  for  the  JRC  Board  of  Governors.  It was  felt  that  it  was  important 
to  see  how  much  progress  had  been  made  in  following  the  initial 
recommendations. 

Owing  to  the  unique  role  of  IRMM, the  majority  of  the  work  carried  out 
by  the  Institute  falls  within  the  area  of  institutional  research  and 
institutional  support.  For  this  work  the  Institute  has  well  defined  users, 
but  not,  for  the  majority  of  its  activities,  customers  in  the  true  sense  of 
the  word.  The  Visiting  Group therefore  missed  an  opportunity  to  verify 
the  parameter  of  "the  satisfaction  of the  customer". 

Evidently  with  its  specialised  modern  or  modernised  equipment  and 
facilities  the  Institute  appears  rather  expensive  and  it  is  not  yet  fully 
equipped  for  commercial  activities. 

The  Visiting  Group  believes  that  accounting  procedures  should  be 
thoroughly  overhauled,  preferably  with  the  guidance  of  outside 
professionals,  in order  to  carry  out the  work  in the  most  efficient  way. 

III. 

HI.1 

Scientific  and Technical  Activities 

Nuclear  Physics  and  Measurements  -NPM 

-

The  unit  performs  world  class  work  that  is  essential  in  a  society  where 
nuclear  power  is  a fact  of  life. 

the 

The  unit  is  equipped  with  a  150  MeV  linear  electron  accelerator  and 
two  Van  de  Graaff  accelerators.  The  linear  accelerator  was  refurbished 
in  April  1995.  In  this  original  core  activity  area  of 
Institute, 
equipment  and  scientific  staff  are  found to  be  of  a  level  to  be  expected 
in  an  international  institute  of  high  repute.  Some  of  these  scientists, 
however,  are  approaching  retirement  age.  If the  Institute  wishes/has  to 
maintain  leadership  in  this  field,  the  recruitment  policy  based  upon  a 
reserve  list  of  prior  validated  general  applicants  cannot  be  applied. 
This  recruitment  policy,  in  fact,  is  totally  unsuited  for  the  recruitment  of 
specialist  scientists  at  the  highest  level.  For  many  of  the  posts  that  will 
become  vacant  in  the  coming  five  years;  there  are  only  a  very  few 
world  class  scientists  who  would  be  able  to  continue  the  work  at  the 
leading  edge  of  nuclear  science.  The  present  rule,  if  applied  to  the 
NPM  unit  entails  the  danger  of  a  descent  into  mediocrity  and  the 
recruitment  of  excellent  scientists  is  mandatory  for  the  future  of  the 
Unit  and  its  value  for  the  money  invested. 

A -5 

The  Director  of  IRMM  and  the  Governors  of  the  JRC  should  have  the 
freedom  to  target  the  best  candidates  from  anywhere,  firstly  in  Europe 
and  then  in  the  world,  and  in  addition  to  recruitment  procedures,  the 
use  of  the  scheme  of  visiting  scientists  is  recommended  as  it  allows 
competences  to  be  drawn  from  anywhere,  on  a  temporary  basis.  The 
value  of  a  continuing  highly  competent  staff  on  a  permanent  basis 
should,  however,  not  be  underestimated. 

The  NPM's  work  is  predominantly  associated  with  meeting  "Treaty 
obligations"  and  it  is  funded  under  specific  programmes.  With  due 
respect  to  the  Treaties,  orientation  towards  present"  priorities 
is 
recommended. 

It  is  recommended  that,  every  five  years,  a  critical  review  of  the  actual 
need  against  activity  is carried  out. 

In the  previous  report  concern  was  expressed  about  the  ability  of  the 
NPM  unit  to  meet  the  Council  Conclusions  of  26  April  1994  on  the 
Role  of  the  JRC, in that  the  JRC  should  pursue  and  reinforce  its  move 
towards  a  more  competitive  approach  on  the  basis  of  a  genuine 
customer-contractor  relationship. 

Attempts  have  been  made  in  this  direction,  but  a  better  cost 
accounting  procedure  has  to  be  set  up. 
In  particular,  the  market 
oriented  work  has  to  be  done,  in  finding  a  better  compromise  and 
encouraging  collaborations  with  all  Member  States  without 
concentrating  on  private  power  companies  in a few  Member  States. 

111.2 

Stable  Isotope  Measurements 

international  centre 

The  Visiting  Group  believes  that  this  unit  has  the  potential  to  become 
the 
traceability. 
However  goals  and  timescales  for  achieving  this  have  to  be  more 
clearly  defined. 

for  chemical  metrology  and 

The  world  class  work  of  the  group  involved  in  traceability  and  the 
associated  IMEP  (International  Measurement  Evaluation  Programme) 
work  must  be  developed  and  networking  through  such  organisations 
as  EURACHEM,  CITAC,  etc.,  should  be  a  fundamental  part  of  this 
unit's  activities. 

There  appears  to  be  a  need  for  a  major  improvement  in  the  cost 
accounting  system  used,  as  calculation  of  real  costs  is  necessary  for 
the  activity.  Likewise,  it  is  recommended  that  an  infrastructure  be  set 
up to  bring this  Unit  more to  the  attention  of  the  potential  market. 

The  issue  of  replacement  of  senior  staff  on  retirement  is  not  as  critical 
as  in  the  case  of  NPM,  however,  it  is  also  necessary  to  ensure 
continuity  of  staff  quality  in this  field. 

111.3 

Reference  Materials 

The  Management  of  Reference  Materials  Unit  (MRM)  has  made 
excellent  progress  in  commercialising  the  supply  of  BCR  (Bureau 
Communautaire  de  Référence)  certified  reference  materials,  but  in  so 
doing  has  highlighted  the  fundamental  structural  weakness  in  both  the 
infrastructure  and  the  management  systems  needed 
to  adopt  a 
commercial  role.  It  is  necessary  that  the  Commission,  in  requiring  the 
JRC  to  adopt  a  more  commercial  approach,  makes 
fundamental 
changes  to  the  accounting  and  management  procedures  presently 
used. 

ft  -6-

The  following  highlights  areas  of  particular  concern: 

a)  Much  of  the  existing  stock  of  BCR  Reference  Materials  has  now 
fallen  under  the  responsibility  of  the  MRM  unit. 
It  is  recommended  by 
the  Visiting  Group  that  IRMM  ensures  that  recent  EC,  and  relevant 
national,  regulations  concerning  the  packaging, labelling  and  storage  of 
hazardous  goods  and  the  production  of  Statutory  Health  and  Safety 
Data  Sheets  are  fully  observed  and  that  the  Commission  makes 
available  adequate  additional  resources  to  ensure  that  the  IRMM  can 
observe  all applicable  regulations  in full,  now  and in the  future. 

b)  The  BCR  "Trademark"  has  significant  commercial  value,  but  has 
not  been  registered  as a trademark. 

c)  Reference  Materials  sold  by  the  IRMM  are  produced  by  contractors 
to  the  Commission,  funded  by the  SMT  (Standards,  Measurements  and 
Testing)  Programme.  Whilst  there  is  an  established  and  reasonably 
comprehensive  quality  procedure  that  should  be  followed  by  these 
contractors,  there  is  no  obvious  mechanism  to  ensure  that  these 
procedures  are  followed.  The  MRM  unit  must  have  the  responsibility 
for  controlling  the  quality  of  all  candidate  reference  materials,  and 
developing  with the  contractors  a  stability  testing  programme.  This  may 
include  acting  as  a  sub-contractor  to  the  main  contractor.  The  best 
the  project 
solution  would  be  for  the  MRM  unit 
in 
management  of  this  part  of  the  procedure  from  the  SMT  unit 
Brussels. 

take  over 

to 

d)  The  product  liability  status  of  the  MRM  unit  is  somewhat  ambiguous 
in  respect  of  reference  materials  manufactured  by  contractors  working 
under  the  SMT  Programme. 

e)  The  excellent  facilities  of  the  sample  preparation  unit  could  be 
better  utilised  by  offering  custom  preparation  of  candidate  reference 
materials  if  the  unit  were  able  to  easily  enter  into  ad  hoc  commercial 
arrangements. 

f)  The  accountancy  procedures  of  the  JRC  are  not  completely  suitable 
for  an  organisation  involved  in  daily  commercial  transactions,  as  they 
do  not  allow  the  IRMM  to  manage  received  funds  in  an  efficient  way 
for  this  type  of  transaction.  Unless  improvements  can  be  made  to  the 
procedures  with  higher  efficiency 
the • direct ^  selling-  of  certified 
reference  materials  by  IRMM  is  not  feasible  and  could  be  made 
entirely  through  authorised  distributors. 

g)  The  procedure 
followed,  once  the  analytical  work  has  been 
completed  and the  report  drafted,  appears  to  be  very  slow.  This  is  due 
to  the  need to  refer  decisions  to  a body  that  is only  called  infrequently. 

h)  The  replacement  of  certified  reference  materials  originally  produced 
by  SMT  contractors  is  a primary  role  of  the  MRM, yet  they  do  not  have 
sufficient  project  management  officers  nor  a  statistician  to  perform  the 
that  would  have  been 
administrative  and  statistical  activities 
undertaken  by  the  SMT  and  contractors,  respectively,  when 
the 
reference  materials  were  first  certified. 

i)  The  lack  of  a  better  and  more  transparent  accounting  system 
including  all  costs:  salaries  of  the  people  involved  in  this  activity, 
equipment/machine  hours,  buildings,  energy,  etc.,  does  not  allow  a  full 
understanding  whether  the  activity  is  a  profitable  one  rather 
than 
playing  an  institutional  role  (i.e.  paid  service)  for  the  EC  Member 
States. 

ft-7-

111.4 

Analytical  Chemistry 

The  activity  of  this  unit  concerns  reference  materials  and  methods, 
metrology,  life  and  environmental  sciences,  materials  analysis  and  the 
safety  of  products.  The  majority  of  the  work  falls  into  the  nuclear  area. 
With  regard  to  non-nuclear  activity,  the  only  customer  of  the  unit  is  the 
Commission. 
is 
developed  along  the  aims  of  the  Institute  but  makes  it  more  difficult  to 
find  a  valid  method  for  checking  performance  in  a  field  where  it  is 
normally  rather  easy  to  judge  competitivity.  Further  clarification  of 
goals,  as  well  as  a  system  for evaluating  the  efficiency  of  the  work,  is, 
therefore,  recommended. 

This,  of  course,  guarantees 

line  of  work 

the 

The  Visiting  Group  was  very  impressed  by  the  first  attempt  at  the 
application  of  quality  criteria. 

IV. 

Implementation  of  Research 

IV. 1 

Mission 

The  Visiting  Group  judges  that  the  stated  mission  for  IRMM  falls  well 
inside  the  overall  mission  of  the  JRC.  It  is  noted  that  the  JRC  Is  now 
an autonomous  Directorate  General  of  the  Commission  and  it  is  hoped 
that  this  will  open  up  wider  possibilities  for  further  development  and 
implementation  of the  mission  of the JRC  and thereby  that  of  IRMM. 

IV.2 

Transfer 

Transfer  both  inwards  and  outwards  with the  outside  world  is  generally 
good,  however,  more  contacts  should  be  made  with  industry.  This 
could  help  to  form  objectives,  develop  management  skills  and  facilitate 
technology  transfer. 

IV.3 

Output 

This  was  seen to take  diverse  forms  such as  data, reference  materials, 
certificates,  as  well  as  articles  in  learned  journals,  presentations  at 
conferences,  etc.  The  publication  of  papers  in  journals,  or  posters  at 
scientific  meetings  seems  to  be  one  of  the  important  elements  of 
assessing  the  performance  of  staff  members. 
(Further  elements  are 
the  two  yearly  reports  which  consider  the  full  professional  activities  of 
the  staff). 

In  the  time  available  it  was  not  possible  to  make  anything  but  a 
superficial  judgement  of  the  quality  of  the work,  but  from  the  number  of 
IRMM  publications  which  are  accepted  by  respected  journals  it  seems 
that  the  work  done  is  of  high  quality.  Nevertheless,  it  should  be 
checked  how  many  publications  are  relevant  to the  same  subject. 
More  effort  towards  patents  is desired. 

IV.4 

Networking 

This  essential  function  seems  to  be  well  established,  but  it  seems  that 
more  support  could  be  given  if  the  various  unit  managers  could  have 
more  flexibility  in the  funding of  networking  activities. 

A - 8-

•V.5 

Quality 

It  is  strongly  recommended  to  realise,  laboratory  by  laboratory,  EN 
45001  accreditation  for  those  laboratories  which  work  for  third  parties. 
Priority  should  be  given  to  those  units  for  which  their  customers 
require  such  registration. 
ISO  9002  certification  is  recommended  for 
Reference  Materials  production. 

An  overall  approach  for  the  whole  Institute  according  to  ISO  9001  is 
not  seen  as  urgent  and  is  certainly  not  the  most  practical  nor  the 
easiest  way  to  ensure  overall-quality.  - The  magnitude  of  this  work 
cannot  be  underestimated.  When  determining  the  scope  of  registration 
for  accreditation,  the  involvement  of  other  JRC  units  in  centralized 
administration  must  not  be  overlooked  and  there  may  be  difficulties  in 
making  sure  that  work  done  for  the  IRMM  by  other  JRC  sites  is 
included  in the  scope  of  IRMM registration. 

The  need  to  secure  the  right  calibre  of  senior  level  scientists  to 
replace  those  shortly  to  retire  has  already  been  highlighted.  The 
importance  of  this  issue  and  the  damage  to  the  IRMM  (and  the  JRC) 
which  is  inevitable  if  existing  procedures  are  not  eased,  cannot  be 
over  emphasized. 

Additionally,  consideration  should  be  given  to  retaining  pensioners  on 
a 6 month to  1 year  consultancy  basis, to  ensure  a smooth  handover. 

The  plan  to  employ  scientists  on  a  3-year  non-renewable  contract  is  a 
doubtful  improvement,  as  experience  with  this  type  of  appointment  in 
U.S.  universities  shows  that,  at  best,  the  employee  is  productive  for 
only  20  to  24  months.  The  first  six  months  are  spent  learning,  18 
months  working, and  much  of the  last  year  in finding  a new job. 

IV.6 

Areas  of  concern 

The  Visiting  Group  identified  a  number  of  areas  where  problems  arise 
from 
itself. 
Improvements  would  lead to  better  management. 

the  European  Commission 

requirements  of 

the 

Executive  Summary 

The  Visiting  Group  judges  that  the  work  undertaken  by  the  Institute  is 
of  high  quality.  The  management  is  professional  and  adequate  for  a 
research  institute.  The  scientific  staff  is  competent  and  knowledgeable. 
IRMM has  a valuable  role to  play  in maintaining  leadership  in  reference 
measurements  and  reference  materials.  However,  the  Institute  is 
clearly  hampered  in  its  work  by  the  procedures  and  requirements 
stipulated  by  Community  regulations.  This  is  evident  in  the  case  of  the 
Management  of  Reference  Materials  Unit,  where  commercialisation  is 
stronger.  Therefore,  it  could  be  difficult  to  acquire  further  work  from 
third  (non  EU)  parties.  IRMM  should  develop  as  a  European  centre  of 
fundamental  research  with  fully  adequate  funding.  Clear  objectives 
and  efficient,  preferably  on-line,  project  management  are,  however, 
necessary.  These  would  stimulate  performance,  generating  peer 
pressure  on  individuals  and further  improving  value  for  money. 

The  Visiting  Group  welcomes  the  exploratory  research  carried  out  at 
the  Institute.  This  is  seen  both  as  a  means  of  exploring  possible  new 
areas  of  activity  for  the  Institute  and  of  trying  out  ideas  for  later 
incorporation  into  core  activities. 
In  order  to  guarantee  long  term 
developments  and  competence,  10%  of  the  budget  should  be  spent 
on  "free"  fundamental  research  work. 

fV9 

Work  on  nuclear  measurements  and  data  should  continue,  as  well  as 
work  on  IDMS (Isotope  Dilution  Mass  Spectrometry). 
Quality  assurance  criteria  have  to  be  applied  for  those  laboratories 
which  work  for  third  parties, including  other  Commission  services. 

VI. 

VI. 1 

Recommendations 

S&T  Activities 

The  JRC  has  to  continue  to  remain-a  centre  of  excellence,  producing 
world  class  output  and  for  this  reason  attention  should  be  paid  to  the 
maintenance  of  a  suitable  level  of  resources,  especially  in  the  core 
activity. 

As  regards  the  NPM  unit,  it  must  avoid  in  future  giving  advantages,  in 
terms  of  profits, to  private  nuclear  industry  in a few  countries. 
More  effort  should fc>e concentrated  on  chemical  metrology,  but  a 
critical  review  of  the  proposals  is  necessary. 

It  is  recommended  that  the  MRM  unit  become  the  EU  centre  of 
excellence  in the  preparation  of  biological  and  environmental  reference 
materials.  Big  business  is  not  expected  in  the  reference  materials 
area.  Selling  and  dispatching  of  reference  materials  have  to  be 
carried  out  fully  according  to  the  actual  laws  and  directives  of  Member 
States  of  the  EU.  The  sample  preparation  area,  coupled  with  the 
analytical  facilities  and the  MRM unit  provide  a critical  mass.  However, 
the  organisation  needs  to  be  restructured  so  this  unit  remains  a  true 
world  class  centre. 

VI.2 

Infrastructure 

It  is  recommended  that  the  facilities  of  the  Institute  are  available,  to  a 
higher  degree  than  at  present,  on  a  broad  market  and  not  only 
reserved  for  specific  groups  of  researchers. 

VI.3 

Management 

The  management  of  JRC  Institutes  should  have  the  possibility  to  use 
commercial  "head  hunting"  agencies  to  target  specific  people  and 
employ  them  on competitive terms. 

Recruitment  should  be  based  on  ability  and  if  necessary,  schemes 
should  be  found to  attract  human  resources  from  all over  the world. 
The  Director  should  have  greater  flexibility  in  selecting,  promoting  and 
removing  scientific  staff  and  the  internal  progress  review  system 
should  be  better  oriented  towards  the  needs  of  the  Institute  (efficacy 
and  efficiency). 

With  the  role  of  the  JRC,  as  given  by  the  Community,  the  need  for  a 
business  like  approach  is even  more  necessary. 

The  accounting  procedures  applied  by  the 
Institute  should  be 
thoroughy  overhauled,  preferably  with  the  guidance  of  outside 
professionals,  and  whenever  possible,  operational  decisions  delegated 
to  unit  management. 

Improved  accounting  procedures  should 
relevant 
parameters  and  also  encompass  depreciation  of  equipment 
Objectives  should  be  stated  in  clear  forms  and  milestones  set  up  to 
mark  progress  defining  cost  and time  parameters. 

include  all 

Selected  staff  from  each  Unit  should  follow  a marketing  course. 

£  -10-

Roskilde, 20  November,  1996 

REPORT OF THE VISITING GROUP 

FOR THE EVALUATION OF THE 

JOINT RESEARCH CENTRE'S 

INSTITUTE  FOR TRANSURANIUM  ELEMENTS 

Q  -1 1 

CONTENTS 

I. 

II. 

III. 

Introduction 

Activities  at ITE 

Specific  Programmes 

Institutional  Research 

,  1. 

Basic  Actinides  Research 

2. 

Safety  of  Nuclear  Fuels 

3.  Mitigation  of  Long  Lived Actinides 

4. 

5. 

6. 

7. 

Spent  Fuel Characterisation 

Safeguards  R&D 

Radionuclides  for  medical  applications 

Exploratory  Research 

Institutional  Support 

Competitive  Activities 

Quality  Management  (QM) 

Collaboration 

Organizational  Matters 

Follow  up of the  Recommendations  of the 
1994  Visiting  Group 
Recommendations 

IV. 

V. 

VI. 

VII. 

VIII. 

IX. 

13 

13 

14 

14 

14 

14 

14 

15 

15 

15 

15 

15 

17 

17 

17 

18 

19 
19 

Annex  I:  Members  of the Visiting  Group 

Annex  II:  Terms  of  Reference  of the Visiting  Group 

Report of the Visiting Group for the Evaluation  of the 
Joint Research  Centre's Institute for 
Transuranium  Elements, Karlsruhe,  Germany 

1. 

INTRODUCTION 

A group  of scientists  and  industrialists  experienced  in  various  aspects 
of  nuclear  fuel  and  actinide  research  and  development  (R&D)  and 
among  whom  were  three  representing  customers,  was  invited  by  the 
Board of Governors of the Joint  Research  Centre  (JRC) to evaluate  the 
work  of  the  JRC's  Institute  for  Transuranium  Elements  (ITE)  in 
Karlsruhe,  Germany.  Members  (see  Annex  I)  visited  the  Institute  on 
21 - 23 October, 1996 and  assessed the Institute  and  its activities on  the 
basis of the Terms of Reference  set out in Annex EL 

2. 

The visit comprised  a presentation  of the Institute  and  its  programmes 
by  the  Director  and  presentations  by  unit  heads  on  the  following 
activities: 

A 
B 
C 
D 

Institutional  Research in Fuel Cycle Safety 
Institutional  Scientific  and Technical Support Activities 
Competitive Activities under the Framework  Programme 
Competitive Activities outside the Framework  Programme. 

Discussions  were  held  with  staff  responsible  for  the  organisation, 
finance  and management  of the Institute; future  scientific  perspectives 
were examined  and a number of laboratories were  visited. 

The  following  report  is,  in  its  structure,  based  on  the  report  of  the 
February  1994  Visiting  Group1  and  refers  particularly  to  the 
implementation  of the recommendations contained in that  report. 

II.  ACTIVITIES AT ITE 

1. 

The  Visiting  Group  noted  that  the  structure  of the  JRC's,  and  thereby 
the  ITE's,  1995-1998  programme  differs  from  that  of  the  former  1992-
1994  period.  The  specific  programmes  under  the  Framework 
Programme  now  comprise  both  research  and  scientific-technical 
support activities, plus exploratory research.  The competitive  activities 
are not alone work for outside third parties, but also participation  in  the 
Community  shared-cost  action  programmes  and  C o m m u n i ty 
programmes outside the Framework  Programme. 

2. 

The  ITE's  programme  and  projects  during  the  1995-1998  programme 
period are distributed  as follows: 

• 

Specific  Programmes 

Basic Actinides Research 
Safety  of Nuclear  Fuels 
Mitigation  of Long Lived Actinides and Fission  Products 

1. 

Evaluation  of  the  Joint  Research  Centre  and  its  Multi-annual  Research  Programme  1992 
1994,  COM(95)60 

final,  08.03.1995,  pp.  63  78 

fV13-

Spent Fuel  Characterisation  in view of long term  storage 
Safeguards  Research  and  Development 
Scientific-technical  Support  on  Safeguards  for  DG  XVII 
( E u r a t om  Safeguards  Directorate  G e n e r a l ), 
i n c l u d i ng 
detection  of  illicit  n u c l e ar  m a t e r i a ls  and  s u p p o rt  on 
Safeguards  for Directorate  General  I (for  the  IAEA) 
Competitive  Activities 
Exploratory  Research 

III.  SPECIFIC  PROGRAMMES 

Institutional  Research 

1. 

Basic  Actinides  Research 

Basic Actinides Research  with  the objective  of performing  experimental 
and  t h e o r e t i c al  s t u d i es  of  the  solid  s t a te  and  physico-chemical 
properties  of  actinides  and  actinide  compounds,  elucidating 
t h e ir 
electronic structure  and  its effect  on their behaviour  under  conditions  of 
technological  relevance. 

The  new  user  laboratory  is  welcomed  and  all  efforts  should  be  made  to 
facilitate  access.  It  is an  excellent  training  ground  for  young  scientists 
with  a  scope  for  increased  international  collaboration  and  output  in  the 
form  of scientific  publications. 

This  is  an  absolute  core  activity  for  the  ITE.  The  Institute  has,  for 
m a ny  years,  gained  the  position  of the  leading  laboratory  in  Europe  in 
this  field,  and  t h at  should  also  be  maintained  in  the  future  as  basic 
knowledge  on  actinides  is  essential  for  a  proper  understanding  of  the 
safety  of the  nuclear  fuel  cycle and  reactor  safety. 

2. 

Safety  of Nuclear  Fuels 

Here  the  research  contributes  to  improvements  in  nuclear  safety  by 
studying  phenomena  which  occur  in  light  water  reactor  fuel  rods  at 
extended  times  of  operation  and  which  may  endanger  the  integrity  of 
fuel  rods,  and  by  improving  fuel  fabrication  technologies  from 
the 
safety  point of view. 

The  Visiting  Group,  notes  t h a t ' I TE  h as  u n i q ue  e q u i p m e nt  w i th 
demonstrated  capability  to  perform  structural  investigations  and  basic 
studies  to  determine  the  safety  limits  of  Light  Water  Reactor  fuel. 
Third  Party  Work  in  that  direction  should  be  encouraged,  w h e r e as 
institutional  research  may  be more  limited. 

F u r t h er  development  of  high  temperature  m e a s u r e m e nt 
t e c h n i q u es 
applicable  to  irradiated  fuel  should  continue  as  institutional  research, 
but  for  a  limited  period. 

Fuel  performance  code  development  should  be  seen  primarily  as  a  tool 
to support  nuclear  fuels  safety  investigations. 

3.  Mitigation  of Long  Lived  Actinides 

Mitigation  of  Long  Lived  Actinides  and  Fission  products,  where  the 
research  aims  to minimise  secondary  actinides  and  other  radionuclides 
with  long half-lives  in  the  nuclear  fuel  cycle. 

This  useful  research  with  selected  studies  is based  on  long experience  at 
ITE  and  should  continue  at  its present  level. 

f\-14 

4. 

Spent  Fuel  Characterisation 

Spent  Fuel  Characterisation  in  View  of  Long. Term  Storage  has  as  its 
objectives  to  characterise  unprocessed  spent  fuel  with  respect  to  its 
behaviour  u n d er  long-term  storage  conditions,  to  d e t e r m i ne 
its 
radiotoxic  potential  and  to investigate  the  leaching  of  this  waste  form, 
under  realistic  conditions. 

The  Visiting  Group  agrees  with  the  research,  for  which  it  sees  a 
continuing  need. 

5. 

Safeguards  R&D 

Safeguards  R&D  is  strategic  research  in  an  area  where  the  J RC  is 
responding  to  a  Treaty  requirement.  The  r a t h er  limited  research 
assigned  to ITE  is concerned  with  analytical  measurement  techniques, 
including  the  establishment  of methods  for  environmental  monitoring. 
It is discussed  further  below. 

6. 

Radionuclides 

for  medical  applications 

This  activity  forms  part  of  the  objectives  of  the -specific  programme 
1995-1998  as  institutional  research.  The  highly  specialized  capability 
of  the  Institute  has  been  fruitfully  utilized  to  provide  specific  nuclear 
isotopes  for  medical  and  other  non-nuclear  a p p l i c a t i o n s.  A  good 
example  is the  Institute's  collaboration  with  the  medical  community  in 
the  clinical  trials  of  a-immunotherapy  for  certain  types  of  cancer.  This 
is  an  effective  way  for  the  Institute  to  contribute  to  research  in  other 
areas.  However,  once  the  need  for  specific  nuclear  isotopes  becomes 
routine,  the  Institute  needs  to  concern  itself.with  how  to  transfer  the 
technology  so  that  the  research  mission  is  not  t h r e a t e n ed  by  more 
routine  production  requirements. 

7. 

Exploratory  Research 

The  Visiting  Group  welcomes  the  exploratory  research  carried  out  at 
the  ITE.  This  research  should,  however,  be  performed  on  a  theoretical 
level, as long as there  is no manifest  expression  of  interest. 

Exploratory  research  is being carried out  in  two  directions: 

the  theoretical  development  of  innovative  fission  concepts  like, 
e.g.,  the  use  of subcritical  fission  assembly  with  external  neutron 
source; 

the  analysis  of  different  options  to  dispose  of  excess  plutonium 
like, e.g.,  particle  fuel  in  gas  reactors.  Knowing  t h at  the  new  fuel 
type  needs  probably  about  two decades  before  being  introduced  on 
an  industrial  scale,  this  programme  arouses  some  controversial 
discussion. 

Institutional  Support 

The  JRC  in  general,  and  the  ITE  in  particular,  has  an  important  activity  in 
providing  scientific-technical  support  to  the  implementation  of  n u c l e ar 
safeguards  as  required  by  the  Euratom  Treaty,  t h us  to  the  Safeguards 
Directorate  General  (DG  XVII)  and  to  the  IAEA  in  the  framework  of  the 
Non-Proliferation  Treaty  and  the  corresponding  a g r e e m e n ts  with  EU 
Member  States. 

At  ITE  the  institutional  support  services  committed  to  safeguards  are 
primarily  in  the  form  of  analytical  services  provided  to  the  EURATOM 
Inspectorate  (DG  XVTJ).  These  services  are  in  transition  from  a  system 

r\-15-

where samples are transported to the Institute  for analysis  to a system  where 
a  significant  portion  of  the  analyses  are  carried  out  on-site.  The 
establishment  and  continuous  staffing  of  on-site  analysis  laboratories  (at 
Sellafield  and  Cap de  la  Hague)  is  a cost-effective  approach  to  safeguarding 
large  through-put  reprocessing  facilities.  However,  it  is  a  challenging 
assignment for both  the  technical  and management  staff  of ITE  that,  among 
other  things, will  require  a very  disciplined  application  of quality  assurance 
principles. 

The collection  and analysis of environmental  samples has been  demonstrated 
to be  a very  powerful  tool  for  strengthened  safeguards.  Both  the  IAEA  and 
EURATOM  Inspectorate  are- proceeding  to  the  routine  implementation-  of 
environmental  sampling  as  a means  to detect  undeclared  nuclear  materials 
and  activities.  Implementation  requires  the  existence  of  ultra-sensitive 
analytical  methods  that  can  detect  and  characterize  nuclear  material  which 
may  be  present  in  a  sample  in  femtogram  (10-15  g)  quantities.  The  IAEA 
does not have the capability  to do most of these  analyses  and has proceeded  to 
develop a network  of analytical  laboratories  around  the  world  that  provide  a 
whole  suite  of  analytical  methods.  The  IAEA  places  a  great  importance  on 
the  efforts  at ITE  to establish  a clean  laboratory  for handling  environmental 
samples  and  the  developing  capability  to  do  individual  particle  analysis. 
This  capability  is  important  to EURATOM  and  Community  Member  States 
for  their  own  needs  but,  for  the  IAEA^ the  developing  capability  at  ITE  not 
only  provides  needed  capability  and  capacity  to  the  network,  but  it  also 
provides  a necessary  political  balance.  This work  is a vital  ingredient  in  the 
continuing  evolution  of the  non-proliferation  regime  and  it  needs  continued 
emphasis. 

Safeguards  R&D  is very  limited  at  the  present  time,  representing  less  than 
3% of the  institutional  budget.  This investment  seems  inconsistent  with  the 
effort  committed  to  the  routine  analysis  of  safeguards  samples,  which 
amounts to 30% of the institutional  budget. 

An  effort  needs  to be  made  to  improve  this  ratio,  both  in  terms  of  improved 
analytical  methods  and  in  identifying  new  areas  where  the  unique 
capabilities of ITE can contribute  to more cost-effective  safeguards. 

The  analytical  capabilities of the Institute  in support of the  forensic  analysis 
of  illegal  or  vagabonding  nuclear  material  goes  alongside  the  safeguards 
activities  and  is  a  relatively  modest,  but  extremely  important  undertaking. 
In the view  of the Visiting  Group, Institute  management  has  given  this  work 
a  high  priority  and should be encouraged  to maintain  a capability  to  respond 
to requests  as the need arises. 

r\-16-

IV. 

C O M P E T I T I VE  A C T I V I T I ES 

Particular  attention  was  given  to  ITE's  activities  in  Work  for  Third 
Parties  and  in  the  competitive  field,  Competitive  Activities  (shared  cost 
actions,  other  Community  Programmes),  where  the  goals  set  by  the 
Council  for  1995-1998 seem  to be more than  met. 

The  Visiting  Group  feels  that  it  is  wise  to  continue  in  this  direction 
(foreseeing  future  budget  restraints  in  basic  fields)  and  as,  for  the  time 
being,  basic research  does not seem to be negatively  affected. 

The  competitive  activities  also  add  a  welcome  additional  opportunity 
for  collaboration  with  i n d u s t r y,  n a t i o n al  r e s e a r ch  c e n t r es  a nd 
universities. 

V. 

Q U A L I TY  M A N A G E M E NT  (QM) 

The  Group  was  informed  about  the  QM  activities  and  appreciates  the 
standard  already  achieved.  The  way  QM is implemented  demonstrates 
t h at  the  driving  force  has  been  on  immediate  demands  from  customers, 
especially  in  areas  of  safeguards  and  post-irradiation  examination  of 
fuel  rods. 

The  consolidation  of  a  number  of  specific  QM  plans  to  one  quality 
management  system  for the  whole Institute  may  increase  efficiency  and 
also  improve  the  competitiveness  of  the  Institute  for  third  party  work. 
The  introduction  of  such  a  complete  system  will,  however,  require  a 
good  QM  understanding,  especially  from  the  scientific  staff  and  the 
Group,  therefore,  fully  supports  the  Institute's  support  of  a  step-wise 
approach  with  a  certification  of  the  quality  management  system  in  at 
least  one  area  in  1997. 

The  Group  also  recommends  the  Institute's  proposal  to  achieve  the  ISO 
90001 certificate  and  to consider  accreditation  according to EN  45001 or 
similar.  It  is.the  Group's  opinion  that  accreditation  should  be  aimed 
for,  in  due  time, in  order  to demonstrate  the  institutional  competence  of 
the  Institute  and  to  fulfill  demands  from  markets,  including  licensing 
authorities. 

The  step-wise  approach  to  certification  and  accreditation  is  therefore 
reasonable  and  recommended  by theVisiting  Group. 

VI. 

C O L L A B O R A T I ON 

The  Group  took  notice  of  the  effective  international  collaboration  in 
practically  all  research  areas of the Institute, either  with  other  research 
organizations  or with  industry. 

The  following  types of collaboration  are  at  the  moment  either  limited  or 
non-existent: 

collaboration  with  other  institutes  of the  JRC; 
exchange  of  scientists/technicians  with  other  oganizations  via 
temporary  secondments  of ITE  staff. 

The  Visiting  Group  sees  possibilities  for  fruitful,  wider  collaboration 
with  other JRC  institutes, notably  the Institute  for  Advanced  Materials 
(Petten  and  Ispra).  Temporary  secondments  of  ITE  staff  to  national 
bodies  may  consolidate  existing  collaborations  or  lead  to  new  ones. 
Participation  in  competitive  activities  may  be  useful  to this  end. 

A - 1 7-

VII. 

ORGANIZATIONAL  MATTERS 

As for the discussions on the  scientific  aspects of the  ITE  activities,  the 
Visiting  Group  acknowledges  with  pleasure  the  discussions  and  clear 
information  provided  on  organisational, 
financial  and  managerial 
aspects of the  Institute. 

The salient points discussed  were: 

1. 

2. 

3. 

4. 

5. 

The  Group  noted  the  objective of ITE  to conform*  by  mid  1997,  to 
the  Radiation  Protection  Ordinance  of  German  law  and  that  in 
view  of the  renewal  of the  nuclear  operating  licence,  at  the  latest 
on 31st October,  1997. 

The  Group  enquired  about  the  direct  expenses  of  the  ITE  during 
1995.  For  a  total  institutional  budget  of  31.4  MECU  (without 
competitive  income)  the  staff  expenses  amounted  to  15.3  MECU; 
t e c h n i c al  s e r v i c e s,  h e a l th  p h y s i c s / p h y s i c al  p r o t e c t i o n, 
administration  and  overheads  were  in  total  12.6  MECU; 
institutional  support  1.1  MECU  and  Fuel  Cycle  Safety  research 
2.4  MECU.  Of the latter  there  was  an  extraordinary  expenditure 
on waste  disposal, while  1 MECU  was expended  on  functioning  of 
the  laboratories and new acquisition  of scientific  equipment. 

The  ITE  management  expressed  the  need  for  new  competitive 
activities  to maintain  that  acquisition  level.  The  Visiting  Group 
shared  that  view. 

The  Group  took  notice  of  the  age  distribution  of  the  high  level 
scientists  and  of  the  ITE  management  staff.  A  large  number  of 
people  (70% at  the  managerial  level)  are  going  to  retire  within  5 
years. 

The  Visiting Group expressed some concern  about the efficiency  of 
the coming scientific  staff  under the new scheme  of  non-renewable 
3 year contracts. 

The  project/programme  management  system  at  the  Institute 
confirmed  its good working and helped: 

to educate  young  scientists  in  the  management  of their  own 
activities; 

to cope with  a still  increasing  number  of smaller  projects.  It 
was  reported  that  the  Institute,  at  present,  manages  around 
50 projects. 

ft  -18 

VIII. 

FOLLOW  UP  OF  THE  RECOMMENDATIONS  OF  THE  1994 
VISITING  GROUP 

8  recommendations  were  given  by  the  1994  Visiting  Group  and  the 
follow-up  of  these  recommendations  was  discussed  in-depth  between 
the  Group  and  the management  of the  Institute.  The  Group  noted  with 
satisfaction  that most of the recommendations  have  been  followed. 

The  following  were especially  noted: 

(i) 

(ii) 

(iii) 

the  effort  to establish  a user  facility  for  European  scientists  in  the 
area  of actinide  research, 

the  increased  effort  to  introduce  results  from  Third  Party  Work 
into the  institutional  research,  and 

the  contribution  of  the  Institute  to  the  establishment  of  on-site 
laboratories  for  a n a l y s is  of  s a m p l es  t a k en  by  s a f e g u a r ds 
inspectors. 

The  recommendations  of the  1994  Visiting  Group  regarding 
flexibility 
in  the  distribution  of personnel  between  units  have  been  followed  to  a 
certain  extent  by  improving  the  coordination  between  the  units.  It  is, 
however,  the  Group's  opinion  that  more  could  be  done  regarding  this 
point. 

As  regards  the  recommendation  that  the  work  at  the  Institute  could  be 
i n c r e a s i ng  the  n u m b er  of  post 
further  disseminated  by  further 
graduates  and  post-doctoral  fellows  in  the  Institute,  this  has  not  led  to 
significant  changes.  On  the contrary,  a certain  decrease  has been  noted 
which,  according  to  the  management,  reflects  the  termination  of  the 
Human  Capital  and  Mobility  theme  of  the  JRC  specific  programme  in 
1994. 

This  point  will  be  further  addressed  in  the  recommendations  of  the 
present  report. 

IX. 

R E C O M M E N D A T I O NS 

• 

As  a  general  observation  the  Visiting  Group  confirms  the  high 
international  position  of ITE  in  its  field  of activities  proven  by  the 
extensive  scientific  collaboration  with  research  c e n t r es  a nd 
universities  world-wide  and  by  the  amount  of  applied  work 
executed  by it for paying customers  in  Europe  and  J a p a n. 

The  Institute  should  be allowed  to maintain  this  position,  which  is 
essentially  based  on the  human  resources available.  The  Institute 
is  facing  the  almost  simultaneous  retirement  of  several  leading 
scientists. 

Their  replacement  with  equally  highly  qualified  personnel  should 
be given  the  highest  priority. 

Arrangements  should  be made  for  a  smooth  transfer  of  know-how 
by  early  a p p o i n t m e n ts  or  a l t e r n a t i v e l y,  by  e m p l o y m e nt  of 
pensioners  for  a limited  period. 

A-19-

• 

• 

• 

• 

• 

• 

As  a  specific  observation,  the  Group  confirms  that  the  ITE  has  a 
world-wide  reputation  in  the  field  of basic  actinide  research  and  it 
is  recommended  that  this  position  should  be  m a i n t a i n e d.  An 
important  initiative  in  this  area  has  been  the  establishment  of  a 
user's laboratory  for  actinide  research  and  it  is recommended  t h at 
this  initiative  is  followed  up  by  steps  to  facilitate  access  to  the 
laboratory  and  to  introduce  newcomers  into  the  complex  field  of 
actinide  research  and  the  related  safety  issues. 

As  another  specific  observation  the  Group  confirms  the  extensive 
contribution  of ITE  to  the  implementation  of  nuclear  safeguards, 
especially  in  the  form  of analytical  services.  The  Group  notes  t h at 
the  safeguards  research  at ITE  is very  limited  and  it  recommends 
a  strengthening  in  order  to  ensure  the  development  of  improved 
and  more  cost-effective  analytical  methods  to  the  benefit  of  later 
routine  safeguards  analyses. 

With  regard  to  human  resources,  it  is  recommended  t h at  ITE 
should  draw  together  in  an  optimal  fashion  all  a v a i l a b le 
competencies  in  the  Institute,  for  example,  when  organising  large 
let 
projects  involving  more  t h an  one  unit. 
management  at  all  levels  profit  from  the  project  m a n a g e m e nt 
system  of the  Institute,  and  from  an  improved  transparency  of  the 
Institute  systems for cost  accounting. 

ITE  should  also 

With  regard  to  new  staff  it  is  recommended  that  the  I n s t i t u te 
should  be  allowed  to  follow  an  early  planning  and  the  necessary 
flexibility  in  recruitment  porocedures  for  the  new  concept  of  3-
t h at 
year  non-renewable  contracts  for  staff  employment  and 
adequate  arrangements  be  maintained  to  continue  to  host  young 
scientific  fellows,  including Ph.D  students, at  the  Institute. 

With  regard  to  the  concept  of  3-year  contracts  ITE  should  try  to 
benefit  most  by  careful  planning  of  the  activities  of  the  new  staff 
in  the  contract  period  foreseen. 

The  Group  believes that  in  some highly  specialised  research 
areas of the ITE, 3 year work  periods will  be too  short. 

Concerning  management  issues  the  Group  recommends  t h at  the 
Institute  should  continue  the  necessary  efforts  with  a d e q u a te 
r e s o u r c es 
t he  e x i s t i ng  n u c l e ar 
to  m a i n t a in 
a u t h o r i z a t i o n s:  t h is  is  a  sine  qua  non  c o n d i t i on  for 
perenniality  of ITE. 

in  o r d er 

t he 

In  the  important  area  of  certification  and  accreditation  of  the 
activities  the  Group  suggested  a stepwise  approach. 

ft-20-

Paris, 26 November,  1996 

REPORT OF THE VISITING GROUP 

FOR THE EVALUATION OF THE 

JOINT RESEARCH CENTRE'S 

INSTITUTE  FOR ADVANCED  MATERIALS 

fl-21 

CONTENTS 

Introduction 

General  Observations 

Scientific  and Technical  Activities 

Materials  Engineering 

Surface  Engineering 

Structural  Component  Integrity  (SCI) 

Structural  Materials  and Tritium  Technology 

Energy  Systems  Testing 

Cyclotron 

Testing, Analysis  and  Mechanical  Engineering 

High  Flux  Reactor 

Implementation  of  Research 

Mission 

Transfer 

Quality 

Areas  of  concern 

Executive  Summary 

Recommendations 

I. 

II. 

III. 

111.1 

111.2 

111.3 

111.4 

111.5 

111.6 

111.7 

111.8 

IV. 

IV.1 

IV.2 

IV.3 

IV.4 

V. 

VI. 

23 

24 

25 

25 

26 

27 

28 

28 

29 

29 

29 

30 

. .  30 

30 

31 

31 

32 

33 

Annex  I: 

Members  of the Visiting  Group 

Annex  II: 

Terms  of  Reference  of the  Visiting  Group 

ft-22-

Report  of  the  Visiting  Group  for  the  Evaluation  of  the 

Joint  Research  Centre's  Institute  for  Advanced  Materials  (1AM) 

at  Petten, The  Netherlands  and  at  Ispra,  Italy 

Introduction 

At  t he  invitation  of  the  Board  of  Governors  of  t he  Joint  Research 
Centre  (JRC),  a  Visiting  Group  of  independent  experts  (see  Annex  I) 
spent  t he  17  and  18  September,  1996  at  the  Institute  for  Advanced 
Materials  in  Petten, The  Netherlands  and  the  14 and  15 October,  1996 
at t he  Institute's  location  in  Ispra, Italy,  reviewing  its w o r k,  meeting  t he 
staff  and  visiting the  laboratories  and  other  installations. 

The  present  exercise  follows  that  performed  by Visiting  Groups  in  1993 
and  t he  implementation  of  recommendations  made  at  t h at  time  w i ll 
be an  important  factor to  be considered. 

Since t h at  time, certain  changes  have occurred  and  the  JRC has  become 
independent  f r om  DG  XII  and  is  n ow  an  a u t o n o m o us  Directorate 
General  of  the  Commission  (Commission  Decision  of  10  April  1996  on 
t he  Reorganisation  of  the  JRC).  Furthermore,  the  Council  has  f u r t h er 
clarified  the  JRC's  role  by  clearly  distinguishing  between  institutional 
and  competitive  activities  (Council  Conclusions  of  26 April  1994  on  t he 
Role  of  t he  JRC)  and  in  Council  Decisions  of  15  December  1994, 
a d o p t i ng 
research  a nd 
technological  development,  including  demonstration, to  be carried  o ut 
for  t he  European  Community 
"  by  the  JRC  under  the  Community 
Framework  Programme.  This requires that  an  evaluation  is carried  o ut 
by  external  experts  on  w o rk  performed  d u r i ng  t he  preceding 
five 
years. 

t he  p r e s e nt  " s p e c i f ic  p r o g r a m me 

f or 

The  above  changes,  t o g e t h er  w i th  e f f o r ts  i n t e n d ed  to 
increase 
efficiency  and  reduce  costs, have  led to  some  internal  reorganisation  of 
t he  JRC  structure.  This  in  its  t u rn  has  resulted  in  a  reduction  of  t he 
n u m b er  of  Institutes  f r om  e i g ht  to  seven  and  in  consequence,  a 
redistribution  of  certain tasks and  projects. 

The  general  scientific  and  technological  objectives  and  content  for  t he 
Joint  Research  Centre's  specific  programme  are  set  o ut  in  Annex  I  of 
the  Council  Decisions  of  15  December  1994. 
Institutional  research 
activities  are  included  in  this  annex  which  also  includes  institutional 
scientific  and  technical  support.  Together,  these  t wo  areas  comprise 
the  JRC  Direct  Action  and  specific  rules  for  its  i m p l e m e n t a t i on  are 
given  in  Annex  III  of  the  Decisions.  The  scientific  and  technological 
objectives  and  contents  of  the  competitive  support  activities  are  to  be 
f o u nd  in  Annex  IV  and  the  specific  rules  for  their  implementation  in 
Annex  VI. 

The  particular  objectives  of  the  Institute  for  Advanced  Materials  are 
defined  as follows: 

to  c o n d u ct  basic  and  t e c h n o l o g i c al  research  on  a d v a n c ed 
industrial  materials; 
to  conduct  prenormative  research  in  engineering  materials  to 
contribute  in  European  industrial  and safety  standards; 
to  validate  non-destructive  methods  for  checking  the  integrity  of 
large  critical  industrial  plants and  components; 
to  stimulate  the  industrial  application  of  advanced  materials  w i th 
industrial  interests; 

A  -23-

to  integrate  the  fragmented  research  and  resources  in  European 
i n s t i t u t i o ns  t h r o u gh  n e t w o r ks  r u n n i ng  projects  on  critical 
industrial  plant  components; 
to  improve  the  dissemination  of  information  on  materials  and 
structural  aspects  by  networking  schemes,  in  particular  t o w a r ds 
Small and  Medium  sized  Enterprises (SME's). 

The  Visiting  Group  has applied  the  Terms  of  Reference  given  in  Annex 
II  of  this  report  on  t he  understanding  t h at  a l t h o u gh  t he  present 
evaluation  will  contribute  to  the  general  evaluation  of  t he  Framework 
Programme  being  performed  at  present, which  requires  assessments  to 
be  made  covering  the  past  five-years,  it  is  nevertheless  based  on  a 
somewhat  different  premise.  The JRC by  its nature  and  by  its  assigned 
tasks  is  evaluated  Institute  by  Institute  rather  than  by  a  p r o g r a m me 
oriented  approach. 

The  presently  applied  system of  visits  by teams  of  independent  experts 
covering  the  whole  spectrum  of  activities  of  each  individual  institute 
has  been  proven  and  widely  accepted  as the  best  practical  m e t h od  of 
assessing  the  JRC and  indeed  is t h at  favoured  for  many  other  research 
organisations  w o r l d w i d e. 

The  present  evaluation  will  therefore  cover  the  period  f r om  A u t u mn 
1993,  w h en  the  last  visits  took  place,  up  to  t he  present  t i m e,  a nd 
t o g e t h er  the t wo  reports will  review the  w h o le  period  in  question. 

II. 

General  Observations 

In July  1995  a  new  Director  was  appointed  to  lead  t he  Institute  and  in 
January  1996, in  a JRC reorganization, the  activity  on  solar  energy  and 
t r i t i um  handling  laboratory,  both  in  Ispra, were  transferred  to  t he  IAM 
f r om  t he  former  Institute for  Systems, Engineering  and  Informatics  and 
r e s p e c t i v e l y. 
f r om  t he  f o r m er 
Furthermore,  a  simplification  of  the  Institute's  internal  structure  was 
carried  o ut  in  September  1996,  to  better  correlate  u n it  tasks  a nd 
competence,  to  simplify  management,  improve  efficiency,  to  respond 
better  to  today's situation  and  prepare  for  the  future. 

I n s t i t u te  f or  Safety  T e c h n o l o g y, 

In  evaluating  t he  I n s t i t u t e,  t he  V i s i t i ng  Group  was  p a r t i c u l a r ly 
interested  to  explore the  effect  of  these  and  other  changes  w h i ch  have 
occurred  since  the- last  review  in '1993,  especially  in  t he  light  of  t he 
recommendations  made  by the  Visiting  Group  at t h at  t i m e.  The  status 
of  these  recommendations,  which  were  systematically 
f o l l o w e d - u p, 
was  reported  to  the  JRC Board  of  Governors  in  mid-1995  in  w h i ch  nine 
of  t he  fourteen  recommendations  had  been  completed  and  o n e,  the 
transfer  of  non-destructive  testing  staff,  had  to  be  delayed  d ue 
to 
customer  requirements  and  will  be  completed  by  the  end  of  1996.  Of 
the  f o ur  other  recommendations,  Commission  rules  l i m it  directors' 
authority,  particularly  where  recruitment  procedures  are  concerned. 
The  a d o p t i on  of  a plan  to  install  a simplified  procedure  for  short  three 
year  contracts  w i ll  hopefully  bring  some  benefits  in  t h at  respect. 
M o b i l i ty  of  "permanent"  staff  is  another  much  d e b a t ed  issue  a nd 
limited  by  family  and  working  practices  in  the  JRC;  f u r t h er  incentives 
t e rm 
s h o u ld  be  sought  to  i m p r o ve  b o th  t e m p o r a ry  a nd 
mobility.  JRC-IAM  is  n ow  a  source  of  advice  and  i n f o r m a t i on  on 
advanced  materials  and  their  p e r f o r m a n ce 
is  a 
collaborator  w i th  the  Institute  for  Prospective  Technological  Studies  in 
this  respect.  Finally,  in  accordance  w i th  t he  r e c o m m e n d a t i o n,  an 
i m p o r t a nt  increase  in the  amount  of  computer  modelling  is n o t ed  w i th 
satisfaction  in  all areas of  the  Institute's  research  activities. 

in  t he  f i e ld  a nd 

l o n g er 

Pi -24-

111. 

Scientific and Technical Activities 

As a result  of  the  reorganization  and  reassignment  of  activities  at  the 
beginning of September  1996, the Institute is at present organized  into 
the following functional  units based on scientific or technical  activities: 

Materials Engineering 
Surface Engineering 
Structural Component Integrity 
Structural Materials and Tritium Technology 
Energy Systems Testing 
Cyclotron 
Testing, Analysis and Mechanical  Engineering  PETTEN 
PETTEN 
High Flux Reactor* 

PETTEN 
ISPRA 
PETTEN 
ISPRA 
ISPRA 
ISPRA 

111.1 

Materials  Engineering 

The  Visiting  Group  noted  with  approval  the  significant  growth  of 
networking  in  this  area  since  the  last  visit. 
It  was  apparent  that 
considerable  effort  had  been  made to  the  development  of  modelling 
and towards maximising responsiveness to the needs of the  end-user. 
It  is  in  the  materials  engineering  area  that  the  Institute's  most 
recognized  and  successful  core-competencies  are  to  be  found  at  the 
present  time.  Areas  of  mechanical  properties  and  complex  corrosion 
continued  to  be  of  great  importance  in  practical  large-scale  and  in 
environment  sensitive  applications  in  metallic,  ceramic  and  composite 
materials,  with  considerable  demand  for  investigations  from  third 
the 
party  clients.  However,  where  research  on  processes  for 
improvement  of  composite  materials  is  concerned  the  Group  warns 
against  strayinq  too  far  from  the  development  of  coating  techniques 
into the field of process development, an area more appropriate to  the 
It  is recognised  that  work  in  this  area  of  interfaces 
industrial  sector. 
has already  led to  a number  of  patents and that  some  of  the  activities 
relate  to  Brite-Euram  or  EUREKA  projects  where  further  work  is 
evidently  justified.  Interface  engineering  has largely  developed  since 
the  last  review  and  is  now  providing  some  useful  and  challenging 
results  and  the  characterisation  of  composite  materials  still  requires 
much work. 

The  Visiting  Group  noted  that  experimental  work  on  the  Marangoni 
effect  had  reached a successful conclusion  and that  applications  could 
now  be  studied  using  modelling  techniques.  The  high-power  laser 
should  be made available to the workshops for  general  use if  found  to 
be suitable. 

The  proposed  venture  into  the  area  of  materials  recycling  and 
environmental  considerations raises issues of some concern and may be 
an  appropriate  matter  for  future  activities.  However,  a  cautious 
approach is advised; there being quite some activity  in the area already 
and  a  careful  appraisal  of  the  value  of  a  contribution  at  the  present 
time should be made before beginning. 

The High  Flux Reactor (HFR)  is not  comprised  in  the 4th  Framework  Programme  and  is  not 
reviewed  m this report.  It is customer driven and has a separate review  mechanism. 

j 

ft  -25-

The  Visiting  Group  considered  that  the  High  Temperature  Materials 
Data  Bank  was  now  providing  an  efficient  client  service  and  that  the 
part  played  by Institute scientists in evaluating  data  and the  interactive 
operation  with  other  important  European  research  centres  was 
It  was,  however,  important  to  avoid  a 
providing  a  unique  facility. 
situation where  mundane  operational  or IT jobs were being carried  out 
by skilled  research  staff  and  the  opportunity  of  outsourcing  such tasks 
should  be  constantly  borne  in  mind  to  maximise  the  materials 
orientation.  The  achievement  was  recognised  and  the  unit  is 
encouraged  to  extend  its  activities  to  encompass  other  areas  as  is 
envisaged 

in  several  sectors  in  t he  M a t e r i a ls 
There  was  good  evidence 
Engineering  Unit  of  some  hard  managerial  decisions  having  been 
taken,  in view  of  priorities and available resources. 

Surface  Engineering 

This activity  area  was  in  its infancy  at  the  last  visit  in  1993.  Today,  the 
equipment  has  been  commissioned  and  experimental  work 
is  in 
progress.  Tasks  are  now  more  clearly  defined  and  are  carried  on  in 
three  sectors dealing with  plasma assisted chemical  vapour  deposition, 
thick films and thin films respectively. 

Plasma  Assisted  Chemical  Vapour  Deposition  (PACVD)  is  being 
extensively  studied  at  Ispra  and  the  techniques  developed  are  being 
shown  to  have  a  large  range  of  potential  industrial  applications.  The 
sector  collaborates  in the  IPACERC on  helicopter  turbines,  INBORN  on 
boron  nitride  and  titanium  carbide  films  for  optical  use,  CERCODERM 
on  ceramic coatings for  dental  application  and  HALU on  hard  coatings 
with  lubricant  dispersion.  The  first  project  is a  EUREKA  one  and  the 
three  others  are  under  BRITE/EURAM.  There  is  also  a  Brite/Euram 
proposal on turbine  blade coatings and the  unit is operating  a  network 
"TEMPUS"  as  part  of  the  COPERNICUS  network.  This  is obviously  an 
active  area  in  which  the  Institute  is  playing  a  leading  role  in  a  very 
promising  field  and  until  full  industrialisation  of  this  group  of 
techniques  is achieved, the  Visiting  Group  sees a very  useful  future  for 
In  concentrating  the  surface  engineering  activities  in 
the  activity. 
Ispra, the  unit has recently  received staff and equipment  from  Petten. 

Thick  film  research  includes  an  activity  on  biomedical  applications  in 
which  surface  modification  techniques  are  applied  to  prosthetic  joint 
surfaces  to  improve  tribological  properties,  to  improve  adhesion  of 
implants  and  on  the  adhesion  of  glass-ceramic  coatings  to  titanium 
alloys  as  a  substitute  for  gold  or  noble  metal  alloys  in  orthodontics. 
The  work  is carried  out  in  association  with  a  network  of  hospitals  as a 
concerted  action.  The  area  is considered  to  show  some  promise  as  an 
area  for  future  development,  but  in  which  standardisation  is lacking, 
but  attention  must  be  paid  to  the  activities  of  manufacturers.  Other 
thick  film  activities  concern  the  improvement  of  land-based  gas 
turbine  blade  protective  coatings  to  meet  higher  temperature  service 
conditions.  The work  is a result of  a EUR Directive  on  increasing  power 
generator  efficiency  to  greater  than  50%  and  is thus  of  considerable 
importance  to  manufacturers and  operators. 

The  Thin  Film  sector  is doing  original  work  on  the  synthesis  of  high 
hardness  coatings  using  various techniques  and  their  characterisation. 
Systems  under  exploration  are  B-N-C,  where  diamond-like  properties 
are  encountered,  in  collaboration  with  five  other  European  research 
organisations,  low  friction  coefficient  Ti-B-N  based  hard  coatings  for 
dry  machining  of  materials  and  possible  substitutes  for  conventional 
zinc  coatings,  Brite/Euram  Shared  Cost  Actions  exist  for  the  latter  two 
subjects,  but  such  research  should  remain  generic.  The  Visiting  Group 

A-26-

was  impressed  by  t he  characterisation  laboratory  w h i ch  is  particularly 
well  equipped  and  w i th  the  expertise shown  by those  w o r k i ng  there. 

Structural  Component  Integrity  (SCI) 

Five  i m p o r t a nt  European  n e t w o r ks  c o v e r i ng  various  aspects  of 
structural  integrity  and  inspection  in  b o th  nuclear  and  non-nuclear 
environments  had  been set up and  SCI is t he  operating  agent to  ensure 
their  impartial  functioning.  Thus  the  Unit  has  a  key  role  in  managing 
the  i n p ut  needed  to  set  up  structural  integrity  codes  of  practice  and 
standards.  Development  appeared  satisfactory. 

The  Visiting  Group  advises  t h at  all  t he  more  i m p o r t a nt  n e t w o r ks 
should  be  critically  examined  f or  t h e ir  c o n t r i b u t i on  to  European 
technology.  Subsidiarity  in  relation  to  other  international  or  national 
networks  is  an  important  consideration  here. 
In  view  of  t he  more 
specific  safety  requirements  and  engineering  codes  of  practice  applied 
to  nuclear  applications  and  to  t he  wider  range  of  needs  met  w i th  in 
other  industries,  it  is suggested  that  networks  serving  these  d i f f e r e nt 
categories should  be  kept  separate. 

W i th  reference  to  t he  European  N e t w o rk 
f or  E v a l u a t i ng  Steel 
Components  (NESC), the  Group felt  concerned t h at  full  participation  by 
US  or  Japanese  interests  could  injure  t he  E u r o p e an  c o m p e t i t i ve 
limited 
position.  Perhaps  some  f o rm  of  associate  membership  w i th 
access to  data  of  possible  industrial  sensitivity  could  be  envisaged. 

It was recognised  by the  Visiting  Group  t h at  since the  1993  evaluation, 
the w o rk  of t he  Non-Destructive  Evaluation  unit  had  been  considerably 
consolidated  w i th  a high  standard  of  equipment  and  experienced  staff. 
It was  n o t e d, however,  t h at  the  recommendation  to  move  all  unit  staff 
to  Petten  w o u ld  only  be  complete  at  t he  end  of  t he  present  year. 
It 
was  understood  t h at  the  delay  had  been  caused  by-pressure  f r om  local 
customers to  complete  certain  work  before  relocating  the  w h o le  unit. 

It  was  f e lt  t h at  after  t he  move  was  c o m p l e t e d,  a  more  research 
oriented  approach  could  bring  useful  benefits  and  in  t h at  connection, 
the  Visiting  Group  welcomed  the  work  on  ageing  of  materials  w h i ch  is 
a  particularly  important  issue  and  brings  a  scientific  activity  to 
t he 
more technological  side of  the  unit. 

The  Institute's  European  Networks  Advanced  I n f o r m a t i on  Systems-
(ENAIS)  n ow  has  a  web  site  on  INTERNET  and  is  engaged  in  making 
available  advanced  data  handling  and  transformation  facilities  in  t he 
NDE  field  and  maintaining  an  information  network  in  the  area.  A 
European  Network  on  Structural  Integrity  information  and  technology 
Transfer  (ENSIT)  is being  set  up  and  these  information  activities  w i ll  be 
f o l l o w ed  by t he  Group  w i th  interest.  However,  care  must  be  exercised 
in  avoiding  duplication  of  services  and  some  coordination  at 
Institute 
level  is  desirable.  As  remarked  above,  outsourcing  should  be  used 
wherever  feasible  and  recruitment  of  staff  should  concentrate  on 
securing  materials  competencies  wherever  possible. 

i n t e g r i ty  and  testing  is  h e l p i ng  to  p r o v i de  t he 

l i nk 
C o m p o n e nt 
between  the  materials  specimen  and  engineering  component  scales. 
The  w h o le  area  of  model  development  and  validation  for  c o m p o n e nt 
behaviour  prediction  is of  considerable  industrial  importance  and  t he 
difficult  experimental  techniques developed  are  believed  to  be  unique. 
In  v i ew  of  t h i s,  t he  s t r o ng  emphasis  p l a c ed  on 
management  of  networking  is encouraged. 

t he  use  a nd 

A - 27 

Structural  Materials and Tritium  Technology 

The  research  activities  performed  by this unit  are  related  mainly  to  the 
EU  Thermonuclear  Fusion  programme  and  indeed,  this  part  of  the 
programme  was  described  as  being  similar  to  an  "Association",  the 
form  adopted  by  research  laboratories  performing  tasks  under  the  EU 
Fusion  Research  programme  in  Member  States.  With  present  doubts 
about  the  ITER  (International  Thermonuclear  Experimental  Reactor) 
project  the  Visiting  Group  finds  it  difficult  to  discuss  the  f u t u re 
relevance  of these  activities.  It may  be wise, therefore, to  examine  the 
experimental  mechanics  and  microstructural  modelling  part  of  the 
activity  in relation to work  performed  elsewhere  in the  Institute.  Much 
of  the  hydrogen  interaction  work  and  that  on  fluid  separation  and 
catalysis has high technological  relevance to other fields of  application. 
Therefore,  the  Visiting  Group  was  pleased  to  note  the  efforts  already 
undertaken  in  the  units  to  create  interest  in  alternative  applications 
for  their  developments.  Spin-off  from  such  advanced  R&D  is  in  any 
case highly  desirable. 

The  Experimental  Mechanics  and  Microstructural  modelling  sector 
appeared  to  be  well  equipped  for  its  tasks  and  the  brittle  material 
characterisation  work  on  high  purity  chromium  and  its-alloys  was 
noted  as  was  that  on  silicon  carbide  fibre/silicon  carbide  matrix 
composite  materials.  A  n e t w o rk  on  p h o t o t h e r m al  hardness 
measurements  has  been  set  up  and  the  method  seems  promising  for 
some  industrial  applications;  proposals  are  being  prepared  for  a 
Brite/Euram  thematic  network  and  for  a  research  project  and  t wo 
proposals on other subjects have been  put forward  and  one  on  nuclear 
safety  is in  execution.  Such  proposals  are  strongly  encouraged  by  the 
Group. 

The  Hydrogen  Materials  interaction  sector  develops  coatings  on 
structural  materials  for  fusion  reactor  first  wall,  diverter  and  breeding 
blanket  to  reduce the  permeation  of  hydrogen  isotopes.  Good  results 
have  been  obtained  using  aluminide  coatings  on  steels  and  silicon 
carbide  fibre/silicon  carbide  matrix  composite  materials  and  spin-off 
into  aerospace  and  petrochemicals  sectors  is being  investigated.  The 
Group  hopes that  alternative  applications for this know-how  will  prove 
possible. 

Work  on  Fluid  Separation  and  Catalysis has  made  important  original 
in  this  area, 
contributions  to  tritium  handling  technology  and 
technology  transfer  to  other  applications  would  appear  to  be 
particularly  promising. 

The  European  Tritium  Handling  Laboratory  (ETHEL)  is a  large  facility, 
unique  in the quantities of tritium that  can be managed  and  in thé  size 
of  components  that  can  be  tested.  Such  a  facility  will  be  essential 
when  the  new  generation  of  fusion  machines  is undertaken.  Years  of 
careful  preparation  and  testing  have  demonstrated  the  safety  of  the 
installation  and  a  licence  to  operate  at  designed  levels  of  tritium  is 
expected  shortly from  the  national  authorities  concerned.  It  is evident 
t h at  the  standards  achieved  are  of  a  quality  not  encountered 
elsewhere. 

Energy  Systems Testing 

This  unit  comprises  two  sectors,  the  European  Solar  Test  Installation 
(ESTI)  and  Energy  Systems  Analysis  and  Support  (ESAS).  The  Unit, 
although  somewnat  remote  from  the  Institute's  other  core  activities, 
was  seen  to  be  very  well  organized  and  managed  and  rendering  a 
worldwide  service  to  major  photovoltaic  module  manufacturers  and 
installers  as well  as  providing  consultancy  and  monitoring  support  to 
research and demonstration  projects in the energy  sector. 

f or  a c c r e d i t a t i on  u n d er  EN  45001 

The  ESTI  a p p l i ed 
" G e n e r al 
Requirements  of  Test  Laboratories"  at the  end  of  1995, was  audited  in 
June  1996  and  was  informed  by  the"Electrical  Test"  Commission  of 
COFRAC  of  a  successful  outcome  in  September.  The  laboratory  also 
undertakes  R&D  into  various  aspects  of  photovoltaic  technology  and 
has sold  600  irradiance  sensors for  the  validation  and  intercomparison 
of  photovoltaic  systems  t h r o u g h o ut  the  w o r l d;  an  improved  device  is 
underdevelopment.  The  laboratory  also  provides  PV module  approval 
to  international  standards  IEC 1215 and  calibrates  reference  devices  to 
I EC 904. 

f r om 
The  Visiting  Group  was  also  presented  w i th  selected  projects 
ESAS  including  m o n i t o r i ng  services,  D e m a nd  Side  M a n a g e m e nt 
services  and  participation  in  the  development  of  three  databases  in 
support  of  Directorate  General  XVII  (Energy).  Other  actions  f or  DG 
XVII  i n c l u de  s e t t i ng  up  a  l a b o r a t o ry 
f or  m e a s u r i n g , e l e c t r i c i ty 
consumption  and  harmonic  distortion  in office  appliances, t hé  creation 
of  climatic severity  indicators, criteria  for  standards  in the  solar  t h e r m al 
energy  sector,  the  integration  of  solar  energy  in  buildings  and  many 
others  besides.  The  sector  is  also  concerned  w i th  energy  project 
evaluation  and  participates  in  a  number  of  shared  cost  actions.  The 
sector  also  provides  technical  scientific  and  administrative  support  to 
the  Ispra  ECOCENTRE  project.  This  is a  pilot  project  for  the  energetic 
and  ecological  modernisation  of  ageing  research  centres  w i th  f u t u re 
application  to  other  sites.  The Visiting  Group  considered  the  extensive 
portfolio  of  w o rk  for  other  Directorates  General  and  outside  clients 
and  successful  SCA  participation  as  evidence  of  excellence,  efficiency 
and  acceptance  of  the  central  role of  this  unit. 

111.6 

Cyclotron 

At  the  last  visit  in  1993  it  was seen that  utilisation  of  the  cyclotron  had 
fallen  to  a low  level  and that there  was very  little  interest  f r om  outside 
customers.  The  Visiting  Group  is  pleased  to  report  t h at  the  situation 
has  been  reversed  by  persistent  e f f o r ts  by  t he  u n i t 's  staff  a nd 
management  and  t h at  in  1996  44%  of  the  1,580  Mio  ecu  costs  were 
derived  from  competitive  sources, the  third  party  contract  share  being 
34.8%.  The  predicted  figures  for  1997  are  5 1%  and  2,150  M io  ecu 
respectively  w i th  assured third  party  contracts  providing  4 4 %. 

The  facility's  main  activities  centre  around  t wo  principal  lines.  The 
first,  surface  performance  studies  using  t h in  layer  activation  (TLA) 
techniques  for  wear  testing  for  industrial  applications  and  biomaterial 
d e v e l o p m e n t.  TLA  is  also  applied  to  a  w i de  range  of  c o r r o s i on 
problems  and  includes  an  engine  test  facility  is  under  construction  in 
collaboration  w i th  the  automobile  industry.  Radioisotope  production 
is the  second  line  and  includes  isotopes  for  environmental  studies  such 
as Pd, PT, and  Rh release  from  exhaust  gas catalysers  and  short  half-life 
lines  are 
isotopes  for  biomedical  purposes  in  t he  r e g i o n.  B o th 
expanding  at the  present time  and  the  cyclotron  is proving  to  be  a  very 
useful  t o o l. 

111.7 

Testing, Analysis and  Mechanical  Engineering 

This  g r o up  of  activities  provides  technical  services  for  Institute  units 
e n g a g ed 
is 
reflected  in that  of  the  user  units. 

in  research  and  d e v e l o p m e nt  and  success  or  f a i l u re 

111.8 

High  Flux  Reactor 

(Not  reported  here).  The  Institute  also  makes some  use  of  the  HFR  f or 
analytical  work  such  as  neutron  scattering  and  for  irradiation  creep, 

A - 2 9-

c r e e p / f a t i g ue  a nd 
thermonuclear  fusion  materials  research. 

t h e r m al 

i n - p i le 

f a t i g ue 

i r r a d i a t i o ns 

f or 

IV. 

IV.1 

Implementation  of  Research 

Mission 

is  to  c o n t r i b u te  t h r o u gh  k n o w l e d ge  on 
The  Institute's  mission 
advanced  and  conventional  materials  to  enhancing  t he  technical  and 
s c i e n t i f ic 
i n d u s t r i al 
competitiveness  and  citizen  welfare,-  mainly-in  the  energy,  transport, 
environment,  life science, manufacturing  and  nuclear  sectors. 

i n f r a s t r u c t u re  of  Europe  a nd 

t h e r e by 

its 

The  Visiting  Group  sees  that  the  Institute  fills  an  essential  place  at 
European  Union  level, somewhat  akin  to  t h at  of  t he  National  Institute 
for  Science and Technology  (NIST) in t he  US and  others  elsewhere.  The 
field  of  materials  is a  generic  one,  w i th  implications  common  to  most 
human  activities,  industrial  as well  as social  in  which  rapidly  changing 
conditions  are  generating  fresh  requirements,  which  are  d e m a n d i ng  a 
steady  stream  of  new  materials  or  novel  conditions  of  application  f or 
existing  ones.  Pre-normalisation,  characterisation  and  the  supply  of 
reliable  i n f o r m a t i o n, together  w i th  t he  interpretation  of  t he  scientists' 
results  and  their  translation  into  models  usable  by  the  engineer  and 
manufacturer,  requires  collaboration  on  an  international  scale.  We 
believe  t h at  this  institute  goes some  way  towards  f u l f i l l i ng  this  need  in 
the  EU context  w i t h in  its area of  competence. 

Management  and  staff  w i th  w h om  t he  Visiting  Group  had  d i r e ct 
contact,  gave  the  impression  that  this  mission  was  understood  a nd 
accepted.  At  a  more  detailed  and  practical  level,  h o w e v e r, 
t he 
acceptance  of  r i g o r o us  p r o j e ct  c o n t r ol  a nd  a  f o r m al  q u a l i ty 
management  system  by the  individual  scientist  is still  in t he  f u t u r e.  We 
are  pleased  to  see  the  efforts  of  the  Director  and  his  senior  staff  to 
improve  this. 

IV.2 

Transfer 

Transfer  of  results,  k n o w - h ow  and  information  to  the  final  user  is  still 
considered  to  be  the  critical  point  in  Community  research  in  general, 
and  every  o p p o r t u n i ty  must  be  seized  to  m a r k et  t he 
I n s t i t u t e 's 
In  that  respect,  t h e - I n s t i t u te  appears  to  be 
products  and  services. 
conscious  of  its  role  as  a  European  Centre  and  conferences,  seminars 
and  workshops  (on  o n g o i ng  and  f u t u re  projects)  clearly  play  an 
i m p o r t a nt  and  visible  part  in  its  operations  and  are  considered  to  be 
one  of  its fundamental  tasks. 

Publications  such  as reports,  monographs,  poster-session  contributions 
and  conference  papers  are  maintained  at  an  appropriate  level  f or  an 
institute  in  which  some  of  the  o u t p ut  is raw  data, especially  in  the  case 
is  also  a 
of  contract  w o rk  f or  t h i rd  parties,  w h e re  c o n f i d e n t i a l i ty 
consideration.  We  believe  t h at  t he  public  status  of  t he 
Institute 
dictates  t h at  whenever  possible,  such  w o rk  must  be  published  at  an 
early  date.  Other  than  the  EUR  technical  reports,  publication  is  in 
reputable  reviewed  scientific  or  technical  journals  or  in  books.  One 
criticism  is  t h at  detailed  lists  of  publications  do  n ot  appear  to  be 
available.  The  Group  believes  t h at  all  o u t p u t,  except  t h at  of  an 
explicitly  sensitive  nature,  should  appear  on  an  openly  accessible  and 
frequently  updated  list, if  only  as a showcase to  the  outside  w o r l d. 

t w o - w ay 
The  Visiting  Group  noted  a  steady  i m p r o v e m e nt 
c o m m u n i c a t i on  b e t w e en  t he 
t he  o u t s i de  w o r l d, 
particularly  w i th  the  development  of  an  extensive  system  of  networks 
in  all  appropriate  branches  of  the  Institute's  activities.  At  t he  same 
t i m e,  a  healthy  relationship  w i th  t h i rd  party  clients  had  e m e r g e d, 

I n s t i t u te  a nd 

in  t he 

R-30-

although  sometimes  inhibited  by  staff  availability  and  the  lingering 
feeling  among  certain scientists that such work  carried  a lower  priority. 
The  new  generation  of  scientists  and  tighter  project  control  was 
improving  the  situation. 
In  that  respect,  the  success  of  doctoral 
students  in  obtaining  PhDs  for  research  performed  at  1AM  and  the 
presence  of  visiting  scientists clearly  had  an  important  revitalising  and 
invigorating  effect  on  permanent  staff,  apart  from  the  valuable 
training  received  by  themselves.  The  reduction 
in 
comparison to  the  previous period  is regretted  and  it is hoped  that  this 
important  European function  can continue  at  its old, or an even  higher 
level  in  the  future.  The  Institute  and  indeed  the  entire  JRC  must  be 
seen  as  an  important  meeting  place  for  the  up  and  coming  scientists 
and  as a  means  of  sowing  the  seeds of  "natural"  European  networks 
that  can  endure  throughout  their  working  life. 
In  this  respect,  the 
presence of senior visitors on attachment  from  other  organizations  can 
play  an  important  role  and  enhance  the  reputation  of  the  Institute. 
"Open  door"  activities  are seen as being  essential to  the  health  of  any 
Europe-wide  scientific 
institute,  at  t he  same  time  p r o v i d i ng 
coordination  through  experience  to  future  scientists.  The  education 
aspect  is considered  to  be  an  important  service  to  the  citizen  and  as 
such, worthy  of further  consideration. 

in  numbers 

In general, the  Institute's track  record  in transfer to  the  outside  is good 
to  very  good  and  the  management  is encouraged  to  further  efforts  in 
this  direction.  Collaboration  with  other  JRC  institutes  is  seen  as  a 
sector  where  improvement  is needed  and  problems  have  also  become 
evident  in performing  work  for other  Commission services. 

IV.3 

Quality 

From  the  presentations  and  laboratory  visits  by  the  Visiting  Group, 
publications,  success  in  contract  w o rk  for  t h i rd  parties  a nd 
participation  in  Shared  Cost  Actions, we  are  able  to  form  the  opinion 
that the  Institute  is well  equipped  with  a well  trained  and  professional 
staff. 
In  most  cases, the  work  is judged  to  be  of  a  high,  and  in  certain 
cases, excellent  quality. 

Principle  reservations  lie  in the  more  practical  matters  of  ensurin-g  that 
schedules  are  maintained  and  that  overall  quality  is  transparently 
demonstrated.  These  points  are  becoming  of  much  g r e a t er 
importance  than  in  the  past  and  experience  in  many  other  research 
longer 
organizations  is  showing  that  scientific  excellence  is  no 
sufficient  to  provide  customer  confidence  but  that  overall  quality  of 
management  also  has  to  be  demonstrated.  The  Visiting  Group 
understands  that  the  Director  has these  difficult  matters  in  hand  and 
looks  forward  to  a  successful  outcome,  but  suggests  that  credibility 
outside  could  be  further  enhanced  with  an  annual  quality  audit  by  an 
acknowledged  external  expert. 

IV.4 

Areas of  concern 

Follow-up  and  project  management.  This  is  being  actively 
pursued  and  a  system  is  expected  to  be  implemented  during 
Summer  1997. 
Total  Quality  Management:  a  comprehensive  system  will  be 
installed  before  Autumn  1997.  However,  an external  audit  is also 
desirable. 
Competence  map  of  staff:  at  present 
preparation  for strategy  planning. 
Recruitment:  particularly  in view  of demography.  This remains a 
continuing  problem. 
Decline  in  the  number  of  doctoral  students  and  post-doctoral 
fellows. 

lacking  but  under 

f\  -31-

Future  investment  plan:  this is being  developed  in  line  with  the 
strategic  planning. 
Work  for  industry:  needs  immediate  action  to  secure  contracts. 
A  means of  anticipating  delays  in  formalities  is highly  desirable, 
(i.e. a small financial advance, staff allocation, etc 

) 

Executive Summary 

The  Visiting  Group  points  out  that  the  visit  has taken  place  at  a  time 
when  it  is particularly  difficult  to  assess all the activities in the  Institute 
and that a strict comparison with results of the previous visit will  not  be 
easy.  This  is  partly  due  to  the  units  transferred  from  the  previous 
Institute  for  Systems Engineering  and  Informatics and the  Institute  for 
Safety  Technology.  These  comprise  the  European  Tritium  Handling 
Laboratory (ETHEL) and the Energy Systems Testing activities. 

Following  the  acquisition  of  these  new  fields,  the  new  Director  set 
about  reorganising  the  Institute  into  a  more  rational  structure  by 
concentrating  closely  related  activities  into  new  functional  units  and 
assembling  all  surface-related  research  at  Ispra.  The  action  was 
launched  on  1 September  1996 and was thus  only  a few  weeks  old  at 
the time of the visit.  The new functional  units are shown  in Chapter  III. 
Scientific and Technical Activities. 

At the present time, a detailed future strategy for the  Institute  is under 
development  to  meet  the  new  demands  that  will  arise  with  the  fifth 
Framework  Programme  and  to  further  enhance  competitiveness  and 
prepare for the future  by developing the Institute's competence. 

The  most  apparent  change, other  than  the  transfer  of  activities  from 
other  Institutes  in  Ispra,  and  the  recent  internal  reorganization  has 
resulted from the introduction of competitive  bidding  for work  both  in 
Shared  Cost  Actions  (SCAs)  and  in  providing  services  to  other 
Commission  Directorates  General.  Participation  in  SCAs is  considered 
by  the  Visiting  Group  to  be  a  fruitful  method  of  working  with  the 
outside  world  and  the  Institute's  success  in  the  area  is  n o t ed 
favourably.  Whilst  impressed  by  the  number  of  contacts  w i th 
programmes such as BRITE/EURAM, the Group feels bound to draw  the 
management's  attention  to  the  dangers  of  diluting  its  area  of  core-
competence  by  spreading  its  activities  too  thinly  over  too  wide  a 
horizon.  A realistic and cautious approach  is advised  in  buildingon  its 
present success. 

It  is very  encouraging  to  note  a much  more  positive  staff  response  to 
the  competitive  challenge  where,  in  many  cases,  even  older  staff 
members  have shown  their  conviction  of  its value  to  the  JRC.  Healthy 
progress has been made in this respect, but some pockets of  doubt  still 
remain. 

In view  of  the  experience  and  expertise  of  the  staff  and  the  extensive 
worldwide  contacts  enjoyed  by  the  Institute,  the  Visiting  Group 
suggests that  greater  attention  should  be focussed on the  provision  of 
regular training  courses on suitable subjects for outside  participants. 

As a  mark  of  the  Institute's  recognition  by  other  bodies,  the  Visiting 
Group notes with  satisfaction the  positive reference made to  a number 
of  the 
f or 
Institute's  activities  by  the  European  C o m m i t t ee 
Standardization  (CEN)  in  a recommendation  recently  published  as an 
"Addendum  to  the  CEN/STAR  contribution  for  the  preparation  of  the 
Vth  Framework  Programme".  Specifically  mentioned  are  advanced 
materials,  photovoltaic  energy,  solar  energy,  energy  conservation, 
materials  for  clean  technologies,  plant  and  component  ageing  and 
inspection  methods,  as areas  in  which  contributions  are  made  by  the 
JRC to standardization  in the European Union. 

ft-32-

VI. 

Recommendations 

Except  in  third  party  work  activity  should  be  sited  near,  but 
upstream of industrial research. 

Some work,  particularly  in  the  coatings  sector,  needs  examining 
to see that  it remains generic or  pre-competitive. 

Provision  of  open  access databases  is encouraged  with  attention 
to  possible outsourcing of  routine tasks 

Where  logistics  allow,  duplication  between  Ispra  and  Petten 
activities or important equipment should be avoided. 

Characterisation  of  materials  is  an  important  core  competence 
for the  Institute. 

Shared Cost Action  participation  is favourably  considered  and  to 
be encouraged. 

Seek to collaborate more with other JRC institutes. 

Expedite  work  underway  to  introduce  project  management  and 
total quality management in the  Institute. 

Recruitment  of  scientists  is  still  a  problem  needing 
attention. 

further 

The educational  role of the  Institute should  be enhanced  and  the 
number of doctoral students and post-doctoral  fellows increased. 

Staff  mobility,  although  better,  could  be  increased  with  short 
term attachments. 

Seek improved  methods of  bringing  forward  the  starting  date  of 
industrial third  party contract  work. 

Seek  contacts  with  the  best  experts  in  Europe  for  every  (new) 
field of  activity. 

B-33-

London, 11 November, 1996 

REPORT OF THE VISITING GROUP 

FOR THE EVALUATION OF THE 

JOINT RESEARCH CENTRE'S 

INSTITUTE  FOR SYSTEMS, INFORMATICS 

AND SAFETY 

Pl-34 

CONTENTS 

Introduction 

General  Observations 

Scientific  and Technical  Activities 

Industrial Hazards 

In Pile Experiments 

System  Modelling and Assessment 

Safeguards  and Verification Techniques 

Software  Technologies  and Automation 

Advanced Techniques for  Information Analysis 

Structural Mechanics 

Sicily  Project 

Implementation  of  Research 

Mission 

Transfer 

Quality 

Competition 

Executive  Summary 

Recommendations 

S&T  Activities 

Infrastructure 

Management 

I. 

II. 

III. 

111.1 

111.2 

111.3 

111.4 

111.5 

111.6 

111.7 

111.8 

IV. 

IV.1 

IV.2 

IV.3 

IV.4 

V. 

VI. 

VI.1 

VI.2 

VI.3 

Annex  I: Members  of the Visiting  Group 

Annex  IhTerms  of  Reference  of the Visiting  Group 

36 

37 

38 

38 

39 

39 

40 

40 

41 

42 

43 

43 

43 

43 

44 

44 

45 

45 

45 

46 

46 

A-35 

Report  of the  Visiting  Group for the  Evaluation  of the 

Joint  Research  Centre's  Institute  for  Systems, Informatics  and  Safety  (ISIS), 

(Ispra,  Italy) 

I. 

Introduction 

At  the  invitation  of  the  Board  of  Governors  of  the  Joint  Research 
Centre  (JRC),  a  Visiting  Group  of  independent  experts  (see  Annex  I) 
spent  the  12  and  13  September,  1996  at  the  Institute  for  Systems, 
Informatics  and  Safety  at  Ispra  reviewing  its  work,  meeting  the  staff 
and visiting the  laboratories  and other  installations. 

On  5  and  6  September  a  preliminary  visit  was  made  to  the  Institute  by 
the  Chairman  and  one  of  the  members  of  the  Visiting  Group  who  was 
not  able to join the  subsequent  meeting  held on  12 and  13  September. 

The  present  exercise  follows that  performed  by Visiting  Groups  in  1993 
and  the  implementation  of  recommendations  made  at  that  time  are  an 
important  factor  to  be considered. 

independent 

Since  that  time,  certain  changes  have  occurred  and  the  JRC  has 
become 
from  DG  XII  and  is  now  an  autonomous 
Directorate  General  of  the  Commission  (Commission  Decision  of  10 
April  1996  on  the  Reorganisation  of  the  JRC).  Furthermore,  the 
Council  has  further  clarified  the  JRC's  role  by  clearly  distinguishing 
between  institutional  and  competitive  activities  (Council  Conclusions  of 
26  April  1994  on  the  Role  of  the  JRC)  and  in  Council  Decisions  of  15 
December  1994,  adopting  the  present  "specific  programme 
for 
research  and  technological  development,  including  demonstration,  to 
be  carried  out for  the  European  Community 
"  by  the  JRC  under  the 
Community  Framework  Programme.  This  requires  that  an evaluation  is 
carried  out  by  external  experts  on  work  performed  during 
the 
preceding  five  years. 

The  above  changes,  together  with  efforts 
increase 
efficiency  and  reduce  costs,  have  led  to  some  internal  reorganisation 
of  the  JRC  structure.  This  in  its turn  has  resulted  in  a  reduction  of  the 
number  of  Institutes  from  eight  to  seven  and  in  consequence,  a 
redistribution  of  certain tasks and  projects. 

intended  to 

The  general  scientific  and technological  objectives  and  content  for  the 
Joint  Research  Centre's  specific  programme  are  set  out  in  Annex  I of 
the  Council  Decisions  of  15  December  1994. 
Institutional  research 
activities  are  included  in  this  annex  which  also  includes  institutional 
scientific  and  technical  support.  Together,  these  two  areas  comprise 
the  JRC  Direct  Action  and  specific  rules  for  its  implementation  are 
given  in  Annex  III  of  the  Decisions.  The  scientific  and  technological 
objectives  and  contents  of  the  competitive  support  activities  are  to  be 
found  in  Annex  IV  and  the  specific  rules  for  their  implementation  in 
Annex VI. 

The  mission  of  the  Institute  for  Systems,  Informatics  and  Safety  is 
defined  as  follows: 

- 

ISIS  is  the  impartial  centre  of  expertise  of  the  European  Union  in 
the  science  and  technology  of  safety  management,  the  multi-
industrial,  socio-technical  and 
disciplinary  analysis  of 
innovative  application  of 
environmental  systems  and  the 
information  technology. 

h-36-

ISIS  develops  and  applies  its  expertise  and  unique  test  facilities 
in many  fields, including: 

nuclear  safety  and the  safeguarding  of  nuclear  materials 
industrial  and transport  safety 
seismic  protection  of  buildings  and civil engineering  works 
natural resource  and environmental  management 
support to  antifraud  measures 
preservation  of cultural  heritage  and architectural  work. 

The  Visiting Group  has applied the  Terms  of  Reference  given  in  Annex 
II  of  this  report  on  the  understanding  that  although  the  present 
evaluation  will  contribute  to  the  general  evaluation  of  the  Framework 
Programme  being  performed  at  present,  which  requires  assessments 
to  be  made  covering  the  past  five  years,  it  is  nevertheless  based  on  a 
its 
somewhat  different  premise.  The  JRC  by  its  nature  and  by 
assigned  tasks  is  evaluated  Institute  by  institute  rather  than  by  a 
programme  oriented  approach. 

independent 
The  presently  applied  system  of  visits  by  teams  of 
experts  covering  the  whole  spectrum  of  activities  of  each  individual 
Institute  has  been  proven  and  widely  accepted  as  the  best  practical 
method  of  assessing  the  JRC  and  indeed  is  that  favoured  for  many 
other  research  organisations  worldwide. 

The  present  evaluation  will  therefore  cover  the  period  from  Autumn 
1993,  when  the  last  visits  took  place,  up  to  the  present  time,  and 
together  the  corresponding  reports  will  review  the  whole  period  in 
question. 

II. 

General  Observations 

The  Institute  for  Systems,  Informatics  and  Safety  (ISIS)  was  created 
following  a  reorganisation  of  the  JRC  at  the  beginning  of  1996  by  the 
merger  of  the  Institute  for  Systems,  Engineering  and  Informatics  (ISEI) 
and the  Institute  for  Safety  Technology  (1ST). 

Some  sectors  of  the  two  former  Institutes  were  allocated  to  other  JRC 
Institutes  and  today  the  scientific  and  technical  activities  of  ISIS  are 
grouped  into the  following  Units: 

— 

# 
# 
# 
# 
# 
# 
# 

Industrial  Hazards 
In  Pile  Experiments 
System  Modelling  and  Assessment 
Safeguards  and Verification  Techniques 
Software  Technologies  and  Automation 
Advanced  Techniques  for  Information  Analysis 
Structural  Mechanics 

These  blocks,  plus  one  on the 

# 

Sicily  Project 

are  used  for the  discussion  in this  report. 

The  above  activities  are  performed  and financed  within  one  or  more  of 
the  scientific  and  technological  objectives  specified  in  the  Council 
Decisions  of  15  December  1994  and  its  annexes,  as  indicated  in  the 
introduction  to  this  report.  These  include  institutional  and  competitive 
work  within  the  4th  Framework  Programme  of  Community  RTD 
In 
activities  and  competitive  work  outside  the  Framework  Programme. 
comparison  with  the  past,  the  new  possibility  of  bidding  for  Shared 

ft  -37-

Cost  Actions  (SCA)  was  given  to  the  JRC  by  the  above  Council 
Decisions. 

The  Visiting  Group  noted  that  ISIS  made  full  use  of  the  various 
in  each  Unit  a  mix  of 
possibilities  mentioned  above,  performing 
institutional  and competitive  work. 

Whereas  in  some  Units  the  institutional  work  within  the  Framework 
Programme  predominates,  in other  Units  the  competitive  work  reaches 
60%  of  the  total.  The  Visiting  Group  noted  in  particular  the  good  rate 
of  success  in  participating  in Shared  Cost  Actions,  and  welcomed  the 
wider  relationships  formed  with partners  in these  projects. 

For  the  visits  to  the  laboratories  and  presentations  of  the  activities,  a 
selection  of  topics  was  made,  in  cooperation  with  the  Director  of  the 
Institute, during the  preliminary  visit  of the  Chairman  a  week  before  the 
general  meeting.  As  indicated  in  the  following,  the  more  relevant  and 
recent  activities  were  reviewed  in  detail  for  each  scientific/technical 
Unit.  A  special  session  was  devoted  to  debate  governance  issues, 
with  participation  of  representatives  of  the JRC  administration. 

The  criteria  used  for  the  analysis  of  each  observed  scientific/technical 
activity  were  based  on four  main tests: 

0 

0 

0 

0 

Mission: Is  it  proper  to  the  Institute  and  to  the  JRC? 
Is it well  understood? 

Is  it  useful? 

Transfer:  Are  parallel  and  upstream 
implemented? 
external  institutions  and industry  performed  in an efficient  way? 

ideas  accepted  and 
Is  transfer  of  science  and  technology  out  into 

Quality:  Is the  work  rigorous,  fresh  and  creative?  Are  the  results 
commensurate  with  resources  consumed? 

Competition:  Has  a  good  degree  of  success  been  obtained  in 
competition,  particularly  in  SCA's?  Has  the  competitive  work 
been  usefully  integrated  with  institutional  work? 

The  assistance  given  by  the  Director  and  staff  to  the  Visiting  Group 
was  well  structured  and openly  provided. 

III. 

Scientific  and Technical  Activities 

111.1 

Industrial  Hazards 

Under  the  Institutional  Research  chapter,  experimental  investigations  in 
prototypical  conditions  on  safety  of  nuclear  reactors  and  industrial 
plants  are  carried  out  in two  major  facilities  (FARO  -  Fuel  melting  And 
Release  Oven  and  STORM  (Simplified  Tests  On  Resuspension 
Mechanism),  modelling  activity  is  also  performed  to  evaluate 
the 
experimental  results  and  to  validate  models.  A  Major  Accident 
Hazards  Bureau  has  been  set  up  to  serve  as  a  Community 
documentation  centre  on  industrial  risk.  Support  is  provided  to  the 
Commission  services  also  on  environmental  matters,  with  some  new 
activities  concerning  biotechnology  and  bioenergy. 

The  Visiting  Group  focussed  on four  themes: 

0 
0 
# 
0 

Major  Accident  Hazards  Bureau 
Biotechnology 
Severe  Core  Melt  Experiment  - FARO  facility 
Aerosol  Behaviour  - STORM  facility 

ft-38-

The  Group  noted  that  the  Major  Accident  Hazards  Bureau,  set  up  for 
support to  DG XI, is an ordered data collection which does  not  appear, 
however,  to  have  a  proactive  nature.  Quality  of  input  information 
depends  entirely  on reporters  in Member  States, and  may therefore  be 
variable. 

The  biotechnology  activity,  although  appropriate  for  the 
Institute 
(institutional  support  to  DG  XI),  calls  for  scientific  skills  unusual  for  the 
Institute  -  or  indeed the JRC.  Quality  should  be  carefully  monitored  by 
external  reference. 

The  visit  to  the  FARO  facility  gave  an  initial  impression  of  repetitive 
and  costly  procedures  in long  duration  experiments.  However,  it  was 
made  clear  that the  mission of this facility, with its large  scale  and high 
melt  temperatures  for  uranium  oxide,  makes  a  valuable  contribution  to 
institutional and international research on Nuclear  Safety. 

The  work  on  aerosols  appears  to  have  an  appropriate  and  clear 
mission,  is  of  good  quality  and  good  transfer  capability  to  the  users. 
The  project  is forward  looking  and  is likely  to  be  fruitful  in the  Nuclear 
Safety  field  and  other  applications  can  be  envisaged  outside  the 
nuclear  world, both for catastrophic  and non-catastrophic  conditions. 

111.2 

In Pile  Experiments 

This  activity  is  concerned  with  technical/scientific  support  to  the 
experiments  in the  PHEBUS-FP  (Fission  Product)  facility  at  Cadarache 
(France).  A  small  team  from  the  Institute  is  detached  there  with  the 
role of  "local laboratory  management". 

The  mission  and  the  potential  for  transfer  of  this  action  seem  to  be 
appropriate, as part of the institutional research  on Nuclear  Safety. 

111.3 

System  Modelling  and Assessment 

This  activity  encompasses  theoretical  investigations  and  development 
of  models  and numerical codes, both for nuclear  and non-nuclear  plant 
safety,  development  of  decision  support  systems,  particularly 
multicriteria  decision  models  for  environmental  management  and 
integrated  environmental assessments. 

New  activities  cover,, amongst  others,  the  study  of  human  factors  in 
transport  safety  and energy  management  in multimodal transport. 

The Visiting Group  inspected the following activities  in the  nuclear field: 

0 
0 

Reactor  Safety  Modelling 
Process  Plant Safety 

and  in the  non-nuclear field: 

0 
0 
0 
0 
0 

Integrated  Environmental  Assessment 
Hydro  Systems  Modelling 
Integrated  Systems  Modelling 
Transport  Safety 
Demo  ECC-AIRS (Aircraft  Incident  Data  Base) 

The  Group  considered  that  the  system  integration  work  underlying 
most  of  the  above  activities  is  appropriate  for  the  Institute  with  its 
broad  scientific  capability. 
Indeed  the  high  competitive  element, 
around  60%  of  the  non-nuclear  field  listed  above,  indicates  external 
respect  for  the  Institute's  capability  in  this  work.  Participation  in 
Shared  Cost  Action  projects  was  seen  to  sharpen  missions  and 
improve  transfer. 

Pi -39 

The  Group  noted,  in  particular,  the  good  potential  for  the  work  on 
human  factors  within  the  Transport  Safety  activity,  aimed  at  computer 
aided  interactive  training.  The  desirability  of  standardised  reporting  of 
air traffic  safety  incidents, envisaged  in AIRS, was  noted.  The  utility of 
such  data  and  analytical  tools  would  clearly  be  enhanced 
if  a 
European  standard  could  be  accepted  by  ICAO  (International  Civil 
Aviation  Organisation)  as  a  United  Nations  standard.  The  JRC  should 
be  encouraged  to  finalise  the  definition  of  AIRS  promptly:  this  could 
encourage  the  US  authorities  to  follow  a  European  lead,  rather  than 
selecting one of the currently competing  North American systems. 

The  Hydro  Systems  Modelling  activity  seems  to  be  appropriate,  but 
judgment  on  its  value  depends  on  further  assessment  against 
experiments. 

Safeguards  and Verification Techniques 

The  development  and  implementation  of  several  techniques  required 
for  the  safeguards  control  of  nuclear  material  are  carried  out  mainly 
within  institutional  research  and  institutional  support,  especially  for  the 
benefit  of  EURATOM  and  IAEA  safeguarding  authorities.  They  include 
mass  and  volume  determination  techniques  for  liquids  in  tanks,  non 
destructive  measurement  techniques,  sealing  and 
identification 
methods,  performance  assessment  of  instruments  and  components, 
and computerised  systems for nuclear  material balance evaluation. 

Detailed  presentations  were  made  to  the  Visiting  Group  on  the 
following laboratories  and projects: 

PERformance  LAboratory  for safeguards -  PERLA 
Safeguards TÀnk  MEasurement  Laboratory  - TAME 
Safeguards  Sealing Bolts 
Safeguards  Instruments  Performance  Assessment 
Animal Tagging 

The  Group  concluded  that  this  activity  corresponds  to  a  clear  and 
appropriate  mission  for  the  JRC,  where  its  independence  from 
Member  States  and  its  impartiality  vis-à-vis  any  industrial  interest  play 
a valuable role. 

The  Group  appreciated  the  high  quality  of  the  work  performed  in this 
field  and  considers  that  an  effective  transfer  of  the  know-how  takes 
place,  particularly  through  mechanisms  such  as  the  training  of  the 
safeguards  inspectors  and the training of trainers for  Russia, as well as 
through  the  development  of  measurement  devices  for  use  in the  field. 
The  substantial  research  that  supports  this  institutional  function  may 
produce  interesting  spin-offs  in other  fields.  The  Animal  Tagging work, 
started  recently,  is an example  of such a spin-off. 

111.5 

Software  Technologies  and Automation 

Institutional  support  activities  are  performed  in  fields  concerning 
software  dependability  measurements  and  methodologies,  multi-media 
network  applications  for  Earth  Observation  data,  development  of 
surveillance  and  remote  sensing  systems  for  safeguards  applications. 
Inter-institute  contracts  cover  part  of  the  above  activitiesv 
Institutional 
research  is  related  essentially  to  robotic  technology  for  remote 
handling applied to fusion reactors  and to some work on safeguards. 

Competitive  activities  concern,  e.g.,  sensor  based  robot  control  and 
3-D  reconstruction  of  indoor  environment. 

The  Visiting Group reviewed  by presentations  and visits: 

f\ -40 

0 
0 
0 
0 

Multimedia  Network  Applications 
Dependable  Software  Applications 
Sensor  Based  Applications 
Heavy  Robotics  (ROBERTINO  facility) 

The  Group  welcomed  the  transfer  mechanism  set  up  through  Internet 
(World Wide Web)  for the  Earth Observation  data. 

The  Group  noted  that  the  work  on  dependable  software  is  serving  the 
Commission  as  institutional  support. 
In  order  to  check  whether  this 
work  is  actually  up  to  best  practice,  an  element  of  competition  would 
be advisable. 

The  test  of  competition  can  also  usefully  be  applied  to  the  robotic 
measurements  performed  under 
the  heading  Sensor  Based 
Applications,  as  nowadays  there  are  many  places  where  this  kind  of 
work  is  performed.  The  work  on  Brain  Waves,  developing  control 
systems  for  severely  disabled  people,  would  benefit 
from  active 
exchange  of  ideas  with  researchers  in parallel  fields.  This  project  is  at 
a  very  preliminary  stage, and the  results  achieved  were  therefore  quite 
limited. 

The  Group  was  informed  that  prospects  for  new  utilisations  of  the 
ROBERTINO  facility  and  of  the  know-how  built  around  it  exist  and  are 
actively  pursued.  They  concern  subjects  like  laser  welding  for  heavy 
components,  tanker  inspection  systems,  multi  sensor  data  fusion  in 
heavy  robotics  and  software  for  safety  critical  control. 
In  general, 
ROBERTINO  may  become  the  host  for  a  variety  of  heavy  robotics 
experiments. 
this 
expensive  facility  should  be  checked  urgently,  in  view  of  the  imminent 
decline  in the  Fusion  Programme. 

The  practicality  of  such  alternative  uses  for 

Advanced  Techniques  for  Information  Analysis 

This  chapter  covers  techniques  for  data  analysis  and  handling,  high 
performance  computing  and  networking,  and  photonic  technologies. 
The  institutional  part  of  the  work  is  carried  out  in  support  of  the 
is 
Commission  (DG  III  and  UCLAF).  About  60%  of  the  work 
competitive. 

The  following  activities  were  presented  to the Visiting  Group: 

0 
0 
0 
0 

Photonics 
Antifraud:  UCLAF 
Neural  Networks 
High  Performance  Computing  and  Image  Processing 

The  Group  appreciated 
the 
competences  in  photonics  took  place  through  the  application  of 
photogrammetry  techniques  to  the  Sicily  project. 

that  some  effective 

transfer  of 

The  antifraud  activity  is  considered  to  be  appropriate  to  the  Institute's 
mission,  it  appears  to  give  valuable  support  to  the  antifraud  unit  of  the 
Commission  and  it has  been  proven  in competition. 

The  activity  on  neural  networks  is  developing  a  valuable  technique, 
which  could  be  of  wider  application,  both  within  the  JRC  and  externally 
in competitive  projects. 

Under  High  Performance  Computing  and  Image  Processing,  advanced 
achievements  in  3-D  holographic  images  were  presented.  They  are 
protected  by  patents  and  may  have  industrial  potential.  The  Visiting 
Group  recommends  testing  these  revolutionary  concepts  on  a  panel  of 
potential  users. 

R  -41-

In this  case,  and  in others where  patents  have  been  taken, the  Group 
concluded  that  transfer  and  commercialisation  would  be  improved  if 
the  initiating  Institute took the responsibility  and reward for exploitation. 

Structural  Mechanics 

Work  is concerned  with experimental  activities  in the  field  of  the  safety 
assessment  of  civil  engineering  structures  exposed  to  earthquake 
loading  and in the  field of transient  dynamic  response  of  materials  and 
mechanical  components  under  impulsive  phenomena.  Development 
and  validation  of  computational  methods  in  connection  with  this 
experimental  activity are performed. 

Two  main facilities are used: 

0 

0 

the  reaction  wall  ELSA  (European  Laboratory  for  Structural 
Assessment) 

a  Large  Dynamic Test  Facility  (LDTF) 

In  reference  to the  objectives  set  out  in Council  Decisions  94/918  EC, 
the Structural  Mechanics  Unit has: 

a) 

contributed  considerably  to  Institutional  Research  Activities 
(prenormative  research  in  the  field  of  structural  safety  and 
research on Car  safety) and 

b) 

successfully  participated in several competitive  research projects. 

On the  other  hand, referring to the  recommendations  formulated  in the 
Evaluation  Report  issued  in  1995  (COM(95)60  final), diversification  and 
spreading  of  activities  were  kept  at  a  reasonable  level,  especially  in 
view  of  the  new  customers'  demands  (as  imposed  by  the  new 
"competitive  approach"). 

At  the  level  of  this  Unit,  mechanisms  to  set  scientific  objectives, 
monitor  progress  and evaluate  outputs were  not clear.  At present  there 
is a vacancy  for Head of the Unit. 

Most  of  the  research  activities  were  of  good  scientific  quality,  taking 
advantage  of the opportunities and funding conditions. 

Further  senior  management  effort  is needed to: 

a) 

b) 

c) 

improve  guidance  to  the  numerous  and  excellent  young 
researchers; 

scrutinise  more  thoroughly  the  wealth  of  test  results  and 
scientific findings; 

promote  publication  of  papers  containing  conclusions  of  broader 
significance. 

£-42-

It  is  concluded  that  this-Unit  made  efficient  and  economical  use  of 
resources  available. 

The  Unit  has  taken  successful  initiatives  in  creating  external  scientific 
links  with  Universities,  Research  Centres,  Industry  and  Regions  of 
Member  States.  Competitive  research  projects  were  won  via  such 
collective  undertakings. 

This  scientific  work  has  contributed  towards  an  improvement  of 
European  competitiveness  in  the  field  of  earthquake  engineering  and 
dynamic  testing.  The  use  of  advanced  computer  packages  has 
strengthened the  scientific  bases  in this  field. 

111.8 

Sicily  Project 

This  activity  is  a  good  example  of  work  for  third  parties  performed 
within  the  framework  of  the  regional  development  policy  of 
the 
European  Union. 

The  size  of  the  project  and the  number  of  partners  involved  require  an 
efficient  management.  The  Visiting  Group  noted  that  a  good  project 
management  system  has  been  put  in  place  at  ISIS  for  this  purpose 
and the work  is effectively  coordinated  and under  control. 

IV. 

IV.1 

Implementation  of  Research 

Mission 

The  mission  of  the  Institute  as  broadly  recalled  in  Chapter  I  of  this 
report,  is  judged  to  be  appropriate,  considering  the  mix  of  institutional 
research  and support  activities  allocated  and the  competences  existing 
recently 
at  the 
developed  improve  transfer  and  ensure  clarity  in  the  results  of  the 
Institute's  work. 

The  substantial  competitive  activities 

Institute. 

is  a  need  continually 

the  basic  scientific 
There 
competencies  within  the  Institute,  to  support  continuing  competitive 
activities;" this  requires  a  good  balance  among  exploratory,  institutional 
research  and support  and  competitive  activities. 

to  recharge 

In  order  to  enhance  the  relevance  of  the  project  missions, 
formation  of  Programme  User  Advisory  Boards  is supported. 

the 

IV.2 

Transfer 

The  increased  volume  of  competitive  work,  particularly  the  newly 
established  participation  in  Shared  Cost  Actions  and  in  PHARE  and 
TACIS,  has  improved  transfer.  Relationships  with  external  research 
organisations  and  with  European 
industry,  are  both  wider  and 
increasingly  project  driven. 

Transfer  out  is  generally  good  and  very  good  in  some  cases,  as  in 
Safeguards,  where  methods  and  techniques  developed  at  the  Institute 
are  passed  directly  to  the  operating  bodies  (both  EURATOM  and 
IAEA),  including through  specific  training  courses  for  inspectors. 

Transfer  in  and  out  is  also  particularly  effective  in  cases  such  as  the 
research  in  ELSA,  where  good  networks  of  collaborative  laboratories 
have  been  established.  This  is  also  the  case  for  Safeguards  and  for 
the  major  facilities  in the  field  of  nuclear  reactor  safety. 

PH3 

However,  for further  improving transfer  and for  providing  a  direct  route 
to market  for  products, the  Visiting  Group  suggests  that  the  feasibility 
of  incubator  structures,  like  a  Science  Park  or  an  Innovation  Business 
Centre  on the JRC site, should be evaluated. 

The  Visiting  Group  considered  that  the  present  arrangements  for 
administering  patents  were  not  conducive  either  to  practical  definition 
of  inventions,  or  to  active  commercialisation. 
If  the  rights  in  patents 
were  to  be  transferred  from  DG  XIII  to  the  innovating  Institute,  the 
incentive  for  commercial  exploitation  would be joined  to the  necessary 
technical competence. 

IV.3 

Quality 

Useful  routine  skills  exist  at  the  Institute,  some  others  are  available 
from  outside  and,  in  general,  they  are  tested  by  competition. 
Exceptional  competences  exist  as  well,  notably  in groups  dealing  with 
safeguards  measurements  and  control  techniques,  reactor  safety, 
heavy  robotics,  decision  models  for 
integrated  environmental 
assessment  and  structural  mechanics,  particularly  around  the  ELSA 
facility. 

The  Visiting  Group  noted  that  the  internal  Scientific  Committee  is  now 
working  well,  and  is active  in promoting  idea  exchange,  both  intra  and 
inter-Institute.  In particular, the Scientific  Committee  seems  effective  in 
peer  review  of  exploratory  research  projects.  Project  management 
skills have  been systematically improved. 

Programme  User  Advisory  Boards are in the process of  being created. 
These  are  welcomed,  as  they  will  provide  an  ongoing  external  peer 
review  that,  together  with  the 
internal  action  of  the  Scientific 
Committee,  should  promote  relevance  in  project  missions,  quality  of 
work  and improved transfer. 

IV.4 

Competition 

Competition  has  clearly  improved  mission,  transfer  and  quality,  as 
indicated  above.  It also  improves  the  morale  and  skills of the  staff  as 
they are  seen to work at the cutting edge of science and technology. 

The  Visiting  Group  was  impressed  by  the  variety  of  external  research-
and  industrial  bodies,  from  15  Member  and  Associated  States,  that 
had  been  brought  into  contact  with  the  Institute  in  the  process  of 
bidding for and operating Shared Cost Action projects. 

However,  extended  competition  is  tending  to  move  ISIS  downstream 
towards  practical  applications,  and  away  from  basic  research. 
Exploratory  research  therefore  needs  to  be  systematically  stimulated, 
in order to refresh the  Institute's intellectual competencies. 

In  consideration  of  the  above,  the  Visiting  Group  considers  that  a 
balance  between  competitive  and  non-competitive  activities  should  be 
maintained. 
In  the  opinion  of  the  Group  the  competitive  activities  of 
the  Institute  could  usefully  grow  to  reach,  asymptotically,  35%  of  the 
total. 

Finally,  the  Group  recognised  that  a  potential  conflict  exists  between 
the  JRC's  independence  and  its  competitiveness.  The  independence 
of  the  JRC  is  a  necessary  requirement  for  its  institutional  activities, 
whereas  competitive  work  may  demand  that  specific  interests  be 
served.  Careful management  is required to minimise this conflict. 

ft-44-

V. 

Executive  Summary 

The  present  evaluation  of  the  Institute  for  Systems,  Informatics  and 
Safety  (ISIS)  of  the Joint  Research  Centre  follows  the  evaluation  of  the 
ISIS 
JRC  Institutes  performed  by  Visiting  Groups  in  1993  and  1994. 
was  created  at  the  beginning  of  1996,  basically  merging  two  Institutes, 
the  Institute  for  Systems  Engineering  and  Informatics  (ISEI)  and  the 
Institute  for  Safety  Technology  (1ST). 

This  report  has  been  requested  by the  Board  of  Governors  of  the  JRC. 
Together  with  the  1993  reports  for  ISEI  and  1ST,  it  covers  a  5  year 
period  and  contributes  to  the  periodical  evaluation  of  the  Community 
RTD  activities. 

ISIS  executes  work  within  the  4th  Framework  Programme  as 
Institutional  Research  in  the  chapters:  Measurement  and  Testing, 
Environment  and  Climate,  Nuclear  Safety  and  Safeguards;  Controlled 
Thermonuclear  Fusion.  As  Institutional  Support  in  the  chapters: 
Information  Technologies,  Environment  and  Climate,  Agriculture  and 
Fisheries,  and  Nuclear  Safety  and Safeguards. 

ISIS  also  performs  competitive  work. 
It  has  won  several  contracts 
under  Competitive  Support  and  under  Shared  Cost  Actions  within  the 
Framework  Programme  and  executed  work  for  third  parties,  outside 
the  Framework  Programme. 

The  Visiting  Group  reviewed  the  work  performed  at  the  Institute,  which 
is  structured  in  eight  scientific/technical  areas.  The  Group  also 
considered  the  governance  issues  related  to  the  scientific/technical 
work. 

The  activities  were  judged  against  three  tests:  Mission,  Transfer,  and 
Quality; the  effect  of  Competition  has  been  separately  noted. 

The  mission  of  the  Institute  and  of  individual  projects  seems  to  be 
appropriate.  Transfer,  both  laterally  with  other  scientific  bodies  and 
downstream  to  industry  has  markedly  improved  since  the  previous 
Visiting  Group  reports  of  1993.  Quality  is  generally  satisfactory  and  in 
some  areas  excellent. 

The  effect  of  competition  seems-to  have  been  wholly  beneficial,  in 
transfer. 
sharpening  mission,  in  testing  quality  and  in  promoting 
Improvement  in staff  morale  is quite  apparent. 

The  recommendations  of  the  Visiting  Group  are  presented  in  the 
following  chapter VI. 

VI. 

VI.1 

Recommendations 

S&T  Activities 

0 

Software  Technologies  and  Automation 

For  a  number  of  applications  concerning  Multimedia  Networks, 
Dependable  Software  and  Sensor  Based  Robotics  -  technologies  for 
which  research  is  widespread  in  many  laboratories  nowadays  -  it  is 
recommended  that  the  results,  or  elements  of  them,  be  tested  soon 
against  a competitive  approach. 

{V4S 

0 

Advanced Techniques  for  Information  Analysis 

The  results  obtained  on  3-D  holographic 
images,  under  High 
Performance  Computing  and  Image  Processing,  should  be  evaluated 
by  an  industrial  panel  and  be  given  the  possibility  of  being  confronted 
with the  industrial  market. 

0 

Structural  Mechanics  Unit 

The  "auto  diagnostic"  optical  fibres  instrument  and  the 
optomechanical  sensor  show  promise,  and  should  be 
further tested in the unit. 

The  recent  extension  of  research 
towards  masonry 
structures  is  welcome.  Masonry  is  a  challenging  material, 
difficult  to  model.  So,  although  several  research  centres 
are  concerned  with  the  subject,  ISIS,  with  its  exceptional 
facilities,  can  make  a  valuable  contribution. 
It  should  now 
develop  an  analytical  package  for  the  multiple  social  and 
engineering  needs. 

Collaboration  with  Japan  in  the  field  of  seismic  research 
and  design  should  be  encouraged.  Although  Japanese 
solutions  are  often  specific  to  their  culture,  their  wealth  of 
experience  and  experimental  data  in  the  field  are  likely  to 
be valuable  in the  European  context. 

Work  on  repair  and  strengthening  structures  by  innovative 
means  is  still  at  an  early  stage  at  ISIS.  Considerable 
additional  effort  is  needed  to  achieve  critical  mass  in  this 
field. 

VI.2 

Infrastructure 

Considering  that  a  substantial  part  of  the  budget  of  the  Institute  is 
devoted  to  pay  for  the  JRC  Administration  and  Infrastructure  (ADIN) 
and  ISIS  is  substantially  dependent  on  ADIN  for  its  financial  and 
management  control  systems,  an  external  evaluation  of  this  unit  would 
be  appropriate  in parallel to the Visiting  Groups  for the  JRC  Institutes. 

VI.3 

Management 

The  staff  recruitment  system  has  been  recently  made  more 
flexible  at  the  JRC  with  the  introduction  of  non-renewable  3  year 
contracts  which  adds  to the  one  year  contracts  for  auxiliaries  and 
to  the  renewable  5  year  contracts  for  temporary  agents.  The 
Visiting  Group  is  however  concerned  that  rigidities  still  exist  that 
can  prevent  the  selection  of  appropriate  staff,  and 
impede 
It  recommends 
initiation  of  projects  won  in  competitive  tender. 
that: 

Temporary  Agent  staff,  recruited  under  the  new  scheme  of 
non-renewable  3  year  contracts,  should  be  permitted  to 
apply  for  admission  to  the  Reserve  List  of  qualified 
candidates,  and  therefore  allowed  the  opportunity 
to 
progress  from  an  initial  3  year  contract  to  more  extended 
employment. 

Similarly,  Reserve  List  candidates  should  be  free  to  apply 
for  the  aforementioned  Temporary  Agent  status,  under  3 
year  contract. 

The  Director  should  be  enabled  to  carry  a  small  reserve  of 
staff  -  1  to  3  persons  -  speculatively,  so  that  competitive 

A-46-

projects  can  be  manned  promptly  on  award  of  contract. 
It 
was  noted  that  delays  of  up  to  6  months  had  occurred  in 
starting  work,  due  to  the  requirement 
that  recruitment 
procedures  may  only  begin  after  a  contract  has  been 
awarded.  The  cost  of  this  reserve  would  be  classed  as  an 
overhead  and discharged  as  a  project  cost. 

Responsibility  for  administering  patents,  which  is  now  with  DG 
XIII, should  be moved to the  level  of  the  Institute.  Revenues  from 
licences  net  of  patent  costs,  should  go  to  the  initiating  Institute  as 
additional  funding  at the  Director's  discretion. 

The  Visiting  Group  encourages  the  establishment  of  Programme 
User  Advisory  Boards,  which  have  been  proposed 
the 
Institute. 

for 

incubator 

The  Visiting  Group  suggests  that  the  possibility  of  establishing  a 
commercial 
Ispra  should  be  explored. 
Surplus  accommodation  is  available,  and  the  additional  cost  to 
ADIN  might  well  be  minor.  Users  could  be  JRC  staff,  external 
individuals  with  proposals  for  commercialising  Ispra  technology, 
and  pilot  teams  from  industrial  companies. 

facility  at 

An  active  programme  of  exploratory  research  should  continue  to 
be  encouraged:  whereas  the  sharply  increased  competitive  work 
has  brought  clear  benefits  in  mission,  quality  and  transfer,  it  is 
clearly  desirable  that  the  springs  of  creative  science  at  ISIS  be 
continually  refreshed. 

ISIS  should  continue  to  develop  and  calibrate  analytical  tools, 
modelling  techniques  and  system  integration  methods,  as  the 
essential  infrastructure  of  its wider  programmes. 

Technology  transfer  between  ISIS  and  European  Commission 
clients  should  be  improved,  by  encouraging  movement  of  some 
senior  ISIS  staff  to  established  posts  in  the  relevant  Directorates 
General  in  Brussels. 

The  benefits  for  ISIS  of  extended  competition  are  quite  evident. 
A  number  of  observations  and  recommendations  in  this  report 
are  designed  to  promote  further  this  encouraging  progress. 

(\ -47-

Aveiro, 21 November, 1996 

REPORT OF THE VISITING GROUP 

FOR THE EVALUATION OF THE 

JOINT RESEARCH CENTRE'S 

ENVIRONMENT  INSTITUTE 

ft-48-

CONTENTS 

I. 

II. 

III. 

III. 1 

111.2 

111.3 

111.4 

111.5 
111.6 

111.7 

111.8 

Introduction 

General  Observations 

Scientific  and Technical  Activities 

Atmospheric  Processes 

Environmental  Monitoring 

Soil, Water,  Waste 

European  Chemicals  Bureau 

Life  Sciences 
European  Centre  for  the  Validation  of  Alternative 

Methods  (ECVAM) 

Indoor  Pollution 

European  Technical  Office  for  MEdicinal  Products 

(ETOMEP) 

111.9 

Food  and  Drug  Analysis; Consumer  Protection 

IV. 

IV.1 

IV.2 

IV.3 

IV.4 

IV.5 

V. 

VI. 

VI.1 

VI.2 

VI.3 

Implementation  of  Research 

Mission 

Transfer 

Quality 

Competitive  activities 

Management  issues  in general 

Executive  Summary 

Recommendations 

S&T  Activities 

Infrastructure 

Managerial 

50 

51 

54 

54 

54 

55 

55 

55 

56 

56 

57 

57 

58 

58 

58 

59 

59 

59 

60 

60 

60 

61 

61 

A n n ex  I: 

M e m b e rs  of  the  Visiting  Group 

A n n ex  II: 

T e r ms  of  Reference  of  the  Visiting  Group 

ft-49-

Report  of the  Visiting  Group for the  Evaluation  of  the 
Joint  Research  Centre's  Environment  Institute  (El) 

(Ispra,  Italy) 

Introduction 

At  the  invitation  of  the  Board  of  Governors  of  the  Joint  Research 
Centre  (JRC),  a  Visiting  Group  of  independent  experts  (see  Annex  I) 
spent  the  11  and  12  September,  1996  at  the  Environment  Institute  at 
Ispra  in  Italy,  reviewing  its  work,  meeting  the  staff  and  visiting  the 
laboratories  and  other  installations.  A  further  visit  was  conducted  on 
17 and  18  October,  1996 to  augment  the  impressions  gained  from  the 
first  visit  in  view  of  the  multitude  of  activities  performed  at  the 
Environment  Institute  and  to  finalise  the  report.  One  invited  member 
could  not  be  present  at  the  visits  due  to  other  obligations,  but  has 
contributed  to the  present  report. 

The  present  exercise follows  that  performed  by Visiting  Groups  in  1994 
and  the  implementation  of  recommendations  made  at  that  time  will  be 
an  important  factor  to  be considered. 

Since  that  time,  certain  changes  have  occurred  and  the  JRC  has 
become  independent  from  Directorate  General  XII  and  is  now  an 
autonomous  Directorate  General  of  the  Commission  (Commission 
Decision  of  10  April  1996  on  the  Reorganisation  of  the  JRC). 
Furthermore,  the  Council  has  further  clarified  the  JRC's  role  by  clearly 
distinguishing  between  institutional  and  competitive  activities  (Council 
Conclusions  of  26  April  1994  on  the  Role  of  the  JRC)  and  in  Council 
"specific 
Decisions  of  15  December  1994,  adopting  the  present 
including 
programme  for  research  and  technological  development, 
demonstration,  to  be  carried  out  for  the  European  Community 
"  by 
the  JRC  under  the  Community  Framework  Programme.  This  requires 
that  an evaluation  is  carried  out  by  external  experts  on  work  performed 
during  the  preceding  five years. 

The  above  changes,  together  with  efforts 
increase 
efficiency  and  reduce  costs,  have  led  to  some  internal  reorganisation 
of  the  JRC  structure.  This  in its  turn  has  resulted  in  a  reduction  of  the 
number  of  Institutes  from  eight  to  seven  and  in  consequence,  a 
redistribution  of  certain tasks  and  projects. 

intended  to 

The  general  scientific  and  technological  objectives  and  content  for  the 
Joint  Research  Centre's  specific  programme  are  set  out  in  Annex  I of 
the  Council  Decisions  of  15  December  1994. 
Institutional  research 
activities  are  included  in  this  annex  which  also  includes  institutional 
scientific  and  technical  support.  Together,  these  two  areas  comprise 
the  JRC  Direct  Action  and  specific  rules  for  its  implementation  are 
given  in Annex  III of the  Decisions. 

The  scientific  and  technological  objectives  and  contents  of 
the 
competitive  support  activities  are  to  be  found  in  Annex  IV  and  the 
specific  rules  for  their  implementation  in  Annex  VI.  The  Visiting  Group 
informed  that  this  action  is  managed  by  the  Commission 
was 
Secretariat  General,  together  with 
interested  Commission 
Directorates  General. 

the 

As  stated  in  the  Environment  Institute's  Annual  Report  for  1995,  "the 
aims  of  the  El  are  to  assess  levels  and  fates  of  chemicals  in  the 
environment,  the  exposure  of  man  and  the  environment  to  them,  and 
their  etfects  on  both,  as  well  as  consumer  protection.".  Together, 

ft-50-

these  objectives  encompass  an  amazing  wealth  of  research  and 
support  activities  at  the  El.  This  prolificacy  is  a  result  of  the  Institute's 
mission:  to  be  directly  involved  in  research,  in  the  strict  sense  of  the 
word,  and  to  provide  support  to  several  Directorates  General  of  the 
European  Commission. 

The  Visiting  Group  has  applied  the  Terms  of  Reference  given  in  Annex 
II  of  this  report  on  the  understanding  that  although  the  present 
evaluation  will  contribute  to  the  general  evaluation  of  the  Framework 
Programme  being  performed  at  present,  which  requires  assessments 
to  be  made  covering  the  past  five  years,  it  is  nevertheless  based  on  a 
somewhat  different  premise.  The  JRC  by  its  nature  and  by  its 
assigned  tasks  is  evaluated  Institute  by  Institute  rather  than  by  a 
programme  oriented  approach. 

The  presently  applied  system  of  visits  by  teams  of 
independent 
experts  covering  the  whole  spectrum  of  activities  of  each  individual 
Institute  has  been  proven  and  widely  accepted  as  the  best  practical 
method  of  assessing  the  JRC  and  indeed  is  that  favoured  for  many 
other  research  organisations  worldwide. 

in 
A  Visiting  Group  evaluated  the  El  in  April  1994,  as  reported 
"Evaluation of  the  Joint  Research  Centre  and  its  Multiannual  Research 
Programme  1992-1994",  Commission  document  COM(95)60  final,  8 
March  1995".  The  Chairman  of  the  present  Visiting  Group  (and  one 
member)  took  part  in this  exercise.  Together,  this  aforesaid  report  and 
the  present  report  will  thus  review  the  entire  period  in  question  and 
emphasise  the  progress  and developments  made  over  that  period. 

II. 

General  Observations 

The  Environment  Institute  has  its  roots  in  the  days,  many  years  ago, 
when  the  Joint  Research  Centre  activities  were  mainly  centred  on 
in 
nuclear  research  and  development,  and  when  competences 
chemistry  and  radiochemistry  were  needed  and  developed.  The  El 
was  formally  created  in  1988  when  a  large  reorganisation  of  the  JRC 
took  place  and  the  Institute  grew  from  a  former  chemistry  division. 
Targeted  environmental  research,  however,  was  initiated  within  the 
JRC  in  the  1970's,  as  was  work  in  support  of  other  services  of  the 
Commission. 

At  present,  the  El which  is  headed  by  Professor  Jean-Marie  Martin  and 
who  took  up  his  post  as  Director  of  the  Institute  on  1 September  1995, 
is  organised 
for 
administration  and  technical  services.  The  Deputy  Director  also  heads 
one  of  the  scientific  Units. 

into  nine  scientific-technical  Units  and  a  Unit 

The  nine  scientific-technical  Units  may  be  grouped  into  three  major 
thematic  working  areas: 

• 

Levels  and  Fates  of  Chemicals 

Atmospheric  Processes  Unit 
Environmental  Monitoring  Unit 
Soil, Water,  Waste  Unit 

• 

Exposure  to  Chemicals  and their  Effects 

European  Chemicals  Bureau  (ECB)  Unit 
Life  Sciences  Unit 
European  Centre  for  the  Validation  of  Alternative  Methods 
(ECVAM)  Unit 
Indoor  Pollution  Unit 

A  -51 

• 

Consumer  Protection 

European  Technical  Office  for  MEdicinal  Products 
(ETOMEP)  Unit 
Food and Drug Analysis; Consumer  protection  Unit 

The  above  activities  are  performed  and  financed  within  the  scientific 
and  technical  objectives,  falling  under  Environment  and  Climate  and 
Agriculture  and  Fisheries,  specified  in  the  Council  Decision  of  15 
December  1994  and  its  annexes  on  the  JRC  specific  programme 
(1995-1998)  for  the  European  Community,  which  contribute  to  the 
implementation  of  the  4th  Framework  Programme  of  Community  RTD 
activities.  This  encompasses  institutional  research  and  institutional 
support,  notably  to  the  European  Union's  environmental  policy  (to  the 
Commission  Directorate  General  for  Environment,  Nuclear  Safety  and 
Civil  Protection  -  DG  XI),  to  the  industrial  policy  (to  the  Directorate 
General  for  Industry  -  DG  III),  to  the  agricultural  policy  (to  the 
Directorate  General  for  Agriculture  -  DG  VI)  and  to  the  consumer 
protection  policy  (to the  Directorate  General  for  Consumer  Protection  -
DG XXIV). 

Further  work  and  finance  is-provided  through  participation  in  shared 
cost  actions  under  specific  programmes  of  the  4th  Framework 
Programme, competitive  support  under  the  same  and through  work for 
outside third parties. 

A  particular  characteristic  of  the  El  is  the  high  proportion  of  its 
activities  which  are  devoted  to  scientific  and  technical  support  to  the 
Union's  policies,  some  70%  of  the  total  of  its  institutional  activities 
(60%  of  the  staff,  80%  of  the  financial  resources),  which  is  mainly 
organised  through  'bureaux'  or  'offices'  set  up  through  a  Commission 
Communication  to the  Council and the  European  Parliament  on a long-
term  basis,  specifying  the  objectives  and  modes  of  operation  of  the 
work.  The  Visiting  Group,  in this  connection,  notes  that  the  previous 
Visiting  Group  for  the  1992-1994  evaluation  suggested  "that a primary 
task of the Institute  should be  to provide  the scientific  support needed 
to  underpin the  preparation and  implementation  of  EU  policy  in  the 
field of protection of the environment". A  recommendation  which  has 
clearly  been implemented. 

In comparison with the. 1992-1994  period, the JRC  in general,  and thus 
the  El  in particular,  are  now permitted  to compete  in a  wider  spectrum 
of  activities,  mainly through the  shared  cost  action  programmes  of  the 
Framework  Programme  and the  action  on competitive  support,  as  well 
as other  Community  programmes. 

The  Visiting  Group  notes  that  the  El  has  made  good  use  of  these 
opportunities, which were  opened  up to the  JRC  in  1995.  The  Visiting 
Group  was  informed  that  the  El  is  engaged  in  22  shared  cost  action 
projects  won  in  competition,  with  a  success  rate  of  33%  of  the 
proposals  submitted. 
In  this  way  the  El  is  working  with  120  outside 
partners. 

The  El budget  has grown from some 40  MECU  in  1992 to 48  MECU  in 
1995,  of  which  2  MECU  is  derived  from  work  for  third  parties.  The 
1996  budget  is  51  MECU,  of  which  6  MECU  stems  from  competitive 
activities  (shared  cost  actions 35%,  competitive  support  46%,  work  for 
third, parties  19%). 

The  statutory  staff  numbers  219,  of  which  88  are  scientists.  Scientific 
fellows  (grantholders),  scientific  visitors  and  seconded  national  experts 
and 63  (unpaid)  trainees  bring the  total human  resources  to  more  than 
350.  The  non-permanent  staff  thus amounts to around  one third of the 
total.  The  statutory  staff  has  grown  from  196  in  1992  when  the  total 

ft-52-

human  resources  numbered  275.  The  El  has  thus  always  followed  a 
policy  of  having  a  substantial  proportion  of  other  human  resources  in 
addition to the statutory  staff. 

Presentations  of  activities  were  made  to  the  Visiting  Group  and  they 
had  extensive  discussion  with  the  Director  and  the  Unit  Heads  and 
visited the  laboratories  of  each  unit  of the  El.  Here  the  Visiting  Group 
also  met  with  several  other  staff  members  of  the  Institute.  All  the 
discussions  were  held  in  an  open  and  most  cooperative  atmosphere 
and  the  Director  and  his  staff  did  their  utmost  to  present 
documentation  and information to address  the  questions  of the  Visiting 
Group  members,  who  express  their-thanks  to  everybody  concerned. 
The  Visiting  Group  furthermore  acknowledges  the  testimonials  it 
received  from  the  customers  of  the  El  and  notably  from  the 
Commission  Directorate  General  for  Environment,  Nuclear  Safety  and 
Civil Protection  (DG XI). 

Throughout  the  visit,  the  Group  gained  an  impression  of  a  very 
competent  and highly motivated  staff  at the  El.  During the  visits to the 
laboratories the Visiting Group noted - as had the  1994 Visiting Group -
the  high  degree  of  geographic  dispersion  of  the  El  throughout  the 
Ispra  site.  There  are  historical  reasons  for  this  and  while  some 
regroupings  have  taken  place,  further  efforts  in  this  direction  are 
recommended.  Synergy  and  collaboration  between  the  many  Units of 
the  Institute depends  on many factors, but appears to  be  hampered by 
the  present  arrangements.  The Visiting  Group  also  noted  that  recently 
new  buildings  have  been  built for  the  El,  as  part  of  an  overall  plan for 
the  Ispra  site  which  is  now  in  progress.  One  new  facility  was  not 
presently  being  used to  its full capacity  but  in general  the  building  and 
movement  plans show promise for the scientific  life of the  El. 

The  criteria  used for the  analysis  of the  El  activities  were  the  standard 
terms  of  reference  for  all  the  Visiting  Groups.  The  El  Visiting  Group 
furthermore found it helpful to focus on four  main points: 

• 

• 

• 

• 

Mission: Is it proper  to the  Institute  and to the  JRC? 
Is it well understood? 

Is  it useful? 

Transfer:  Are  parallel  and  upstream 
ideas  accepted  and 
implemented?  Is transfer  out into the  external world  performed  in 
an efficient way? 

Quality: Is the  work  rigorous,  fresh  and  creative?  Are  the  results 
of the work made  available by publication? 

Competition:  Has  a  good  degree  of  success  been  achieved 
in 
competition,  particularly  in  Shared  Cost  Actions?  Has  the 
competitive work been usefully  integrated with institutional work? 

ft-53-

III. 

111.1 

Scientific  and Technical  Activities 

Atmospheric  Processes 
(Statutory  staff - 27;  Non-permanent  -  12; Trainees  -  7 ) 

the 

framework  of 

This  Unit  is devoted to  studies  on the formation  and  impact  of  aerosols 
and  photo-oxidants  over  Europe  within 
the 
atmospheric  global  change  issue.  The  research  on  complex  physico-
chemical  studies  for  the  proper  understanding  of  these  is  rightly 
characterised  as  a  key  element  in  the  development  of  environmental 
policies,  both  in  the  European  Union  and  worldwide. 
In  this  respect, 
its  role  of 
the  Unit  has  a  clear  mission  which  also  emphasises 
coordination  of  European  projects.  These  include  the  Biogenic 
Emissions  from  the  Mediterranean  Area  (BEMA)  project  and  the 
Aerosols  and  Climate  Project,  (with  up  to  17  partners  across  the  EU 
countries),  complemented  with  photochemistry  and  chemical  kinetics 
activities, with laboratory  work  and field  modelling. 

The  work  contributes  to  the 
International  Geosphere-Biosphere 
Programme  (IGBP)  for  which  the  unit  runs  the  European  Project  Office 
of  the  International  Global  Atmospheric  Chemistry  (IGAC)  project,  and 
also  to  other  international  or  European  (EUREKA)  programmes.  The 
results  are  amply  documented  in  peer  refereed  journals  and  through 
participation  in, or  initiatives  on, seminars  and  congresses. 

It  is  clearly  an  area  of  work  where  the  new  opportunity  for  the  JRC  to 
participate  in  Community  shared  cost  action  programmes  has  been 
beneficial.  8  projects  have  already  been  accepted,  thus  strengthening 
the  collaboration  with  national  research,  as  also  witnessed  by  scientific 
fellows  joining the  work  at the  cost  of  their  respective  institutions. 

The  Visiting  Group  welcomed  this  collaboration  with  national  research 
which  could  be further  extended to  encompass  teams  in other  Member 
States  and associated  countries,  in addition to those  already  involved. 

111.2 

Environmental  Monitoring 

(Statutory  staff  - 36;  Non-permanent  - 8;  Trainees 

-12) 

In  addition  to  the  longstanding  and  highly  recognised  activity  of  the 
European  Reference  Laboratory  for  Air  Pollution  (ERLAP)  in  support  to 
DG  XI,  the  Visiting  Group  was  also  informed  of  the  Radioactivity 
Environmental  Monitoring  (REM)  project  and  the  European  Tracer 
Experiment  (ETEX).  This  also  supports  DG  XI, where  follow  up  work 
is  in  progress  after  the  large  scale  experiment  which  took  place  in  the 
Autumn  of  1994.  Results  are  available,  but  the  focus  is  now  on  work 
to  reach  a  consensus  on  the  models  to  be  used  for  real-time 
forecasts. 

All  the  work  is  clearly  characterised  by  the  ability  of  El  and  the  Unit  to 
foster  true  collaboration  through  well  defined  networks  and  to  obtain 
results 
for  the  benefit  of  the  customer,  DG  XI  (with  whom  a 
constructive  dialogue  is  maintained).  Here,  as  in  other  Units,  the 
collaboration  is  also  based  on  the  fine  scientific  quality  of  the  El  and 
the  excellent  instrumentation  and  facilities  available  in the  Institute. 

The  Visiting  Group  noted  not  only  the  DG  XI  satisfaction  with  the  work, 
but  also  their  wish  to  see  developments  including  further  work  on  air 
quality  and  auto  oil.  The  Visiting  Group  sees  a  clear  need  and  scope 
for  increased  urban  air  quality  studies  in the future. 

ft  -54-

111.3 

Soil, Water,  Waste 
(Statutory  staff  - 44;  Non-permanent  -  13; Trainees  -13) 

The  diverse  work  of  this  Unit  ranges  from  support  to  DG  XI  (waste 
catalogue,  classification  of  surface  water)  through  institutional  research 
(water,  soil)  to  work  for  third  parties  on  water  management  and 
recovery.  The  Visiting  Group  also  inspected  the  Advanced  Mobile 
Analytical  Laboratories  developed  under  a  EUREKA  project  with 
industry  and  national  laboratories.  This  is  a  good  example  of  product 
and  service  development  with  industrial  partners.  Another  promising 
activity  is  the  project  on  Analytical  Quality  Control  (AQUACON)  which 
aims  at  the  identification,  quantification  and  reduction  of  sampling  and 
for  selected  environmental  matrices  and 
measurement  errors 
analyses.  The  work  is  based  on  extensive  European  collaboration 
coordinated  by  the  El  including  inter-laboratory  exercises  for  rainwater 
analysis  (186  laboratories  from  22  countries)  and  should  Jind  further 
applications  in  the  future.  The  Unit  in  general  has  a  wide "range  of 
competences  readily  available to  customer  requests.  Third  party  work, 
e.g.  on  the  Venice  lagoon,  is  an  example  of  this,  as  is  a  series  of 
projects  on  lake  restoration  and  measurement  and  provision  of  tools 
It  is  recommended  that  even  more 
for  rational  water  management. 
focus  be  placed  on the  water  related  research  in  the  future,  in  view  of 
the  El  involvement  in  the  Task  Force  on  Environment  and  Water,  set 
up  by  the  Commission  and  which,  in the  view  of  the  Visiting  Group,  is 
responding  positively  to  an  overall  EU  concern.  At  the  same  time  the 
Visiting  Group  recommend  that  adequate  competences  also  be 
maintained  in  the  other  areas  of  the  Unit  -  Waste  and  Soil  -  to  cope 
with  possible  future  demands  by policy  customers. 

111.4 

European  Chemicals  Bureau  (ECB) 
(Statutory  staff  -  18; Non-permanent  - 5;  Trainees - 1) 

Here,  the  Visiting  Group  found  a  one-to-one  connection  between  an 
organisational  unit  and  a  specified  activity,  set  up  by  a  Commission 
Communication  to  the  Council  and the  European  Parliament  in  support 
of  DG  XI.  The  mission  is  clear  and,  as  the  previous  Visiting  Group 
found,  there  was  continuing  and  good  justification  for  the  work  being 
performed  in a scientific  environment. 

The  work  responding  to  requirements  of  Community  legislation 
is 
concerned  with  the  classification  and  labelling  of  dangerous  chemical 
substances,  evaluation  of  existing  substances,  notification  of  new 
substances,  carrying  out  risk  assessments  and  a  databank  on 
import/export,  all  in  close  collaboration  and  contact  with  Member 
States'  representatives  and  DG  XI.  Furthermore,  there 
is  work 
underway  on  the  scientifically  complex  area  of  developing  proper 
methods  for  testing,  where  80  are  already  included  in  a  Community 
directive  and 40 are  under  development  or  revision. 

DG  XI  see  a  clear  need  to  continue  this  highly  esteemed  and 
necessary  activity,  and  would  like  to  see  the  remit  widened  to  include 
pesticides  and  biocides.  However,  this  is  not  possible  within  the 
present  resource  level. 

111.5 

Life  Sciences  (Statutory staff -  11; Non-permanent  - 6;  Trainees  - 6) 

This  Unit  encompasses  institutional  research  supported  by  excellent 
laboratories  on  the  exposure  of  trace  metals  in  human  tissues  and 
fluids  and  on  their  toxicological  significance  to  human  beings.  This 
work 
for 
is  in  support  of  the  Commission  Directorate  General 
Employment,  Industrial  Relations  and  Social  Affairs  (DG  V),  and  third 
parties  (national  authorities).  The  Unit  has  also  won  shared  cost 
action  projects  in  collaboration  with  national  partners,  as  well  as 
contributing  to  a  EUREKA  project. 

(V55-

The  Visiting  Group  was  pleased  to  note  the  positive  developments 
since  the  last  Visiting  Group,  the  consolidation  of  the  work  and  the 
willingness to share the laboratory  facilities with other  Units in the  El. 

The  value  of  exploratory  research  was emphasised  and this  may  open 
up  new  areas  for  the  Unit.  The  high  specialisation  on trace  metals  is 
of undoubted value, but there  may, in the  opinion of the Visiting Group, 
be  a  basis  for  further  work  for  customers  in  the  life  sciences  area, 
possibly  by further  strengthening  the  interaction  with other  Units  of  the 
El. 

111.6 

European  Centre  for  the  Validation  of  Alternative  Methods  (ECVAM) 
(Statutory Staff -  10; Non-permanent -  10; Trainees  - 9) 

This  Unit  is  entirely  dedicated  to  a  single  objective  as  defined  by  the 
Commission  in  a  Communication  to  the  Council  and  the  European 
is  conducted  under  a  Memorandum  of 
Parliament  and  work 
Understanding  between  DG  XI  and  the  JRC,  and  a  further  agreement 
DG  XI/JRC  from  1995.  The  validation  of  methods  and  strategies  to 
reduce  or  replace  live  animals  in  laboratory  studies  is  required  in 
present  and  perhaps  future  Community  legislation  and  highly  feasible 
in view  of  the  importance  of the  issue.  The  Visiting  Group  noted  that 
the  work  is  guided  by  a  scientific  committee  which  represents  all 
vested  interests.  This  stimulates  indispensable  collaboration  with 
national  and  industrial  bodies, combined  with the  experimental  studies 
conducted  in the  ECVAM  laboratories.  The  Unit  has  excellent  facilities 
in a new  building constructed for  ECVAM, but not yet exploited fully.  In 
the  view  of  the  Visiting  Group  this  could  also  serve  as  a  temporary 
working  place for national teams or other  needs of the  El. 

The Visiting  Group was concerned to learn, also from  DG  XI, that  work 
has  not  progressed  fully  as  foreseen. 
Information  exchange  and,  in 
particular,  the  initiation  of  a  broad  dialogue  with  all  interested  parties 
has  been  fully  developed,  as  witnessed  by  the  many  successful 
workshops  organised.  On  the  contrary,  the  requested  database  on 
alternative  methods and services  has not been  initiated.  Above  all, the 
work  of  ECVAM  to  coordinate  the  validation  of  methods  for  alternative 
tests  has  not  yet  led  to  definitive  results.  Although  the  complexity 
should  not  be  underestimated,  as  well  as  the  fact  that  ECVAM  is  still 
building  up  with  qualified  staff,  the  priorities  of  the  Unit  with  regard  to 
work  areas  is  questioned  by  both.the  customer  DG  and  the  Visiting 
Group.  However,  the  Visiting  Group  is  confident  that  the  El  Director, 
being  fully  aware  of  the  situation,  will  take  actions  to  meet  the 
customer  requirements  and to state priorities. 

111.7 

Indoor  Pollution 
(Statutory Staff -  10; Non-permanent -  1; Trainees  - 2) 

This  is  an  important  issue,  on  which  the  El  has  been  engaged  for 
many  years,  coordinating  a European wide  collaborative  action  "Indoor 
Air  Quality  and  its  Impact  on  Man"  which  is  a  collaboration  between 
scientists  from  15  European  countries, for  which  the  Unit  provides  the 
secretariat.  The  main  experimental  facility,  the 
INDOORTRON 
chamber,  appears  to  be  in  good  use  and  serves  primarily  for  the 
experimental  validation  of  volatile  organic  compound  emission 
measurements.  This  institutional  research  is  supplemented  by  a 
shared  cost action on measurement  methods.  Results  of the  research 
have  been  of  interest to DG  III (Industry), but overall the  Visiting  Group 
regrets,  as  does  the  El itself,  that  the  work  has  not  yet  found  a  larger 
spectrum  of  users.  Direct measurements  in buildings  have  been  made 
and  the  Visiting  Group  believes  there  is further  room  for  work  for  third 
parties  and  Commission  services,  as  was  recommended  by  the 
previous Visiting Group. 

A -56-

On  more  scientific  grounds,  the  Visiting  Group  recommends  the  work 
of  the  Unit  be  oriented  more  towards  the  effect  of  indoor  pollution  on 
man,  perhaps  in  strong  collaboration  with  other  Units  of  the  El,  thus 
linking  with  toxicology.  This  may  lead  to  the  further  attractiveness  of 
the  work,  whose  future  should  be  re-assessed  in the  light  of  its  many 
potential applications. 

.8 

European  Technical  Office  for  MEdicinal  Products  (ETOMEP) 
(Statutory staff -  14; Non-permanent -11;  Trainees  - 1) 

This  Unit,  where  some  55%  of  the  work  is  devoted  to  the  support  of 
the  European  Medicine  Evaluation  Agency  (EMEA)  in  London  in 
informatics  and telematics, is oriented to the  pharmaceutical  regulatory 
sector.  This  includes  information  systems  such  as  the  European 
Community  Pharmaceutical  Information  Network  (ECPHIN),  and  a 
series  of  telematics  projects  financed  as  institutional  support  and  in 
addition  through  work  won  as  competitive  support  and  shared  cost 
action  programmes.  Some  15%  of  the  Unit's  activities  are  concerned 
with environmental  systems  as third party  work  for  regional  authorities. 
The  Unit  has  a  role  -  for  30%  of  its  work  -  in  providing  information 
technology  support  to  the  entire  El,  both  for  scientific  and 
administrative  applications.  Overall the  Unit obtains  half  of  its  financial 
resources  from  institutional  activities  and  the  other  half  is  won through 
competitive  schemes, where this Unit has been particularly successful. 

The  Visiting  Group  was  informed  about  databases  and  information 
systems  such  as  ECPHIN  and  ECDIN  (European  Chemicals  Data 
Information  Network)  developed  and  maintained  by  the  Unit.  The 
Visiting  Group  was  pleased  to  learn  of the  utilisation  of  these  systems 
by outside  users.  It agrees  with the  El  Director  that  this  development, 
for  the  time  being,  should  be  maintained  in  the  El  and  not  yet 
transferred  to outside  operators,  as  suggested  by the  previous  Visiting 
Group.  Overall,  however,  information  technology  activities  of  the  Unit 
should  have  a  clearer  orientation  towards  the  main  environmental 
objectives  of the  El. 

.9 

Food and Drug Analysis 
(Statutory staff - 24; Non-permanent - 5; Trainees -11) 

This  Unit's  main  objectives  are  to  provide  scientific  and  technical 
support  to  various  Directorates  General  of  the  Commission  and  to 
provide  chemical  analyses  to  other  units  of  the  El,  or  Institutes  within 
It  has  a  very  long  tradition  of  support  work  to  the 
the  JRC. 
Commission  services,  going  back  to  the  early  1970's.  One  main 
activity  is  centred  around  the  European  Office  for  Wine,  Alcohols  and 
Spirit  Drinks  (BEVABS)  organised  at the  request  of  the  Commission  in 
1993  upon the  initiative of  DG VI (Agriculture).  The  purpose  of the  Unit 
is to  combat  fraud  in wine  production,  notably  the  adulteration  of  wine 
by the addition of  sugar  and the watering  of wine.  The  method  applied 
is nuclear  magnetic  resonance  (NMR)  and the  unit  has  established  an 
EU  wine  data  bank,  using  the  results  of  NMR  measurements  and 
information  on  the  origin  of  the  wine  from  eight  Member  States,  in 
collaboration with their  national authorities  and laboratories. 

fV57-

On  the  basis  of  its  vested  competences  and  excellent  laboratory 
facilities  the  Unit  furthermore,  in  response  to  requests  from  DG  III 
(Industry),  provides  technical  and  advisory  services  related  to 
chemicals  in  foodstuffs  and  food  packaging  materials.  This  work 
includes  participation  in  collaborative  trials  for  working  groups  of  the 
CEN  (European  Committee  for  Standardisation).  The  varied  work 
programme  of  this  Unit  includes  analyses  of  contamination  of  animal 
feeds,  of  milk  and  milk  products  for  DG  VI  (Agriculture  and  Fisheries) 
and  cosmetics  and  water  for  human  consumption  for  DG  XXIV 
(Consumer  Policy  Service).  These  various  work  areas  provide 
technical  support  to  existing  Community  legislation  or  scientific-
technical  background  for  possible  new  legislation,  The  Unit  therefore 
acts  as  the  Commission's  own  laboratory  and  contributes  to  the 
arbitration  when  different  measurement  methods  and  results  are  to  be 
compared  and harmonised throughout the  EU  Member States. 

Most  of  the  work  is  classified  as  institutional  support.  However,  the 
Unit  has  also won shared  cost action  projects  with national  partners  in 
the  field  of  food  analysis  and  in  addition  some  of  the  work  for 
Directorates  General  III, VI  and  XXI  (Customs  and  Indirect  Taxation)  is 
The 
conducted  under  contracts  won  as  competitive  support. 
confidence  in the work of the  Unit, as witnessed  by the  many  requests 
to  it  over  so  many  years  from  a  variety  of  Commission  services 
coupled  with the  growing  importance  of the  subject  area,  could,  in the 
opinion  of  the  Visiting  Group,  lead  the  Commission  to  define  a  more 
targeted  'Office  for  Food  and  Drugs'  within the  El,  provided  there  is  a 
clear  scope  and  vested  user  need  and  that  adequate  resources  are 
made  available. 

IV. 

Implementation  of  Research 

IV. 1 

Mission 

The  published mission of the El is in line with the overall  mission of the 
JRC  as  described  in  documents  made  available  to  the  Visiting  Group 
and is amply reflected  in the mission of its constituent  scientific units. 

The  objectives  of the  institutional  research  and  institutional  support  are 
described  in  Annex  I: Scientific and  Technological Objectives and 
Content of  the  Council Decision of  15  December  1994  on  the JRC 
Specific  Programme  1995-1998.  This  does  not  make  any  particular 
reference  to  either  the  El  or  to  the  other  JRC  Institutes.  The  Visiting 
Group,  however,  on the  basis  of  the  workprogramme  sheets  for  1995 
and  an  overview  of the work distribution  between  the  Institutes, judges 
that  the  El  institutional  work  is  fully  in  line  with  the  objectives  as 
detailed  in  the  programme  decision,  in  particular  for  the  Environment 
and Climate theme. 

IV.2 

Transfer 

Since  a  large  proportion of the work of the  El is devoted  to  institutional 
or  partly  competitive  support  to  other  services  of  the  Commission,  a 
major  part  of  the  transfer  of  its research  results  takes  place  within  the 
frameworks  established  for  its  interaction  with  the  customers.  The 
Visiting  Group,  however,  would  encourage  external  publications 
whenever  possible  of  scientific  research  results  and  studies  of 
In  ongoing  dialogue  of 
common  interest  in  peer  reviewed  journals. 
new  ideas  and  requests  with  the  Commission  customers  the  El 
appears  to  be  very  receptive.  This  interaction  and  dialogue,  however, 
is not  solely  restricted  to the  formal  users,  but  is extended  through the 
relevant  national  environments,  as  witnessed  by  the  many  network 
arrangements  set  up  and  the  initiative  of  the  Environment  Institute  to 
arrange  seminars  and  symposia. 

The  record  of  publications,  as 

R  -58-

illustrated  by  the  El  Annual  Report  1995  and  the  statistics  was  made 
available to the Visiting Group. 

IV.3 

Quality 

The  above  mentioned  statistics  on  publications  as  illustrated  in  the  El 
Annual  Report  demonstrates  a  clear  drive  to  publish  the  Institute's 
research  results  across  most  aspects  of  its  activities,  in  peer  refereed 
journals, which gives the Visiting Group confidence  in the  quality  of the 
work  performed.  Throughout  its  visits  the  Group  also  recognised  the 
European  added  value  of  most  of  the  ongoing  work,  but  would 
recommend  maximum  efforts  to  include  all  Member  States  and 
associated  countries in the research programmes. 

IV.4 

Competitive  Activities 

The  Visiting  Group  found that  the  El  has  responded  in  a  dynamic  way 
to the  new  challenges  set out for the  JRC, with  participation  in a wider 
spectrum  of  competitive  activities  than  was  possible  in  the  past  and 
was  encouraged  that  so  far  the  El  has  achieved  good  success  in 
In  particular,  the  participation  in  shared  cost  action 
competition. 
programmes  was  considered  to  have  brought  value,  because  these 
open  up  a  new  dimension  to  the  collaboration  with  national 
organisations.  The  El  also  participates  in competitive  support,  but the 
borderline  between  this  type  of  action  and  institutional  support  is  not 
distinct.  The  Visiting  Group  was  also  informed  of  some  administrative 
problems  in  relation  to  the  new  competitive  support  action  introduced 
in the 4th Framework  Programme. 

Finally  the  El  continues  to  participate  in  work  for  third  parties,  which 
accounted  for  some  4%  of  its  income  in  1995.  Present  projections 
indicate  at least  a  15%  income from the  competitive  activities,  heading 
towards  the  targeted  ratio  of  80/20  between-  institutional  and 
competitive  activities.  This  is seen  as  a  good  opportunity  for  the  El at 
this level. 

IV.5 

Management  Issues  in General 

The  Visiting  Group  reviewed  with  the  Director  the  methods  of  internal 
management  of  the  Institute  and  was  pleased  to  find  that  improved 
procedures  appear  to  have  been  set  up,  not  only  to  ensure  proper 
management  control  of  the  work  progress,  but  also  to  create  a 
stimulating  atmosphere  for  the  generation  of  new  ideas. 
In  this 
respect the Visiting  Group was also  pleased to learn  of the  outcome of 
a  recently  held  3-day  internal  seminar  on the  future  strategy  for  the  El 
and  of  the  clear  intention  of  the  Institute  to  become,  in  its  specialist 
areas, the leading  Institute  in Europe in its field. 

The Visiting Group  felt,  as emphasised  above, that  a  greater  degree of 
cooperation  between  the  Units  would  strengthen  the  Institute  and  was 
pleased  to  learn  of  the  plans  to  set  up  inter-Unit  projects,  with  two  or 
more  units  participating  in  each  project. 
In  the  view  of  the  Visiting 
Group  exploratory  research  may  be  a  further  vehicle  for  fostering  this 
necessary  and welcome trend. 

ft-59 

The  Visiting  Group  recognised  the  highly  competent  and  motivated 
staff  of  the  Institute. 
It  examined  in  detail  the  age  structure.  For  the 
scientists  there  is  a  clear  peak  in  the  31-40  year  age  bracket  and 
another  in  the  61-65  age  bracket.  Thus,  several  of  the  staff  are 
In the  immediate  future  the 
approaching  the  statutory  retirement  age. 
the 
challenge  for  management  will  be  to  preserve  and  maintain 
accumulated  competences  in  order  to  equip  the  Institute  for 
the 
medium  and long term future. 

V. 

Executive  Summary 

The  Visiting  Group  concludes  that  the  work  undertaken  by  the  El  is  of 
high  quality  and  meets  the  objectives  set  out  in  the  Council  Decisions 
on  the  JRC  specific  research  programmes  1995-1998,  and 
the 
intentions  in the  Council  Conclusions  of  April,  1994  on  the  Role  of  the 
JRC,  including  competitive  activities.  The  Visiting  Group  judged  that 
the  recommendations  from  the  previous  Visiting  Group  covering  the 
1992-1994  period,  have  largely  been  implemented,  as  far  as  possible. 
For  an  Institute  with  a large  proportion  of  its  work  devoted  to  scientific-
the  customer/user 
the  Union's  policies 
technical  support 
requirement  that  objectives  be met  is very  important. 

to 

With  one  exception, the  Visiting  Group  is  convinced  this  is  fulfilled  and 
the  Group  welcomes  the  fine  performance  of  the  El  in  the  competitive 
arena. 

Future  prospects  are  good,  provided  the  El  smoothly 
transfers 
knowledge  and  expertise  across  the  generation  shift  for  an  important 
proportion  of  its  staff,  including  some  in senior  managerial  positions. 

VI. 

VI.1 

Recommendations 

S&T  Activities 

Maintain  the  primary  task  of  providing  the  scientific  support 
necessary  to  underpin  the  EU  policies  for  environmental  and 
consumer  protection; 

Further  extend  outside  scientific  collaboration  to  encompass  all 
EU  Member  States  and associated  countries; 

Increase  the  multi-disciplinary  approach,  notably  with  regard  to 
improved  interaction  with  life  sciences  in  further  activities  of  the 
El  (as  an example, on indoor  pollution); 

Pay  particular  attention  to  the  promising  developments  in  the 
area  of  food  and  drugs,  where  the  El  may  gain  an  even  more 
prominent  role; 

Similarly  in  the  area  of  water  research  and  the  management  of 
water  resources,  where  the  El  has,  as  yet  untapped,  further 
potential. 

ft  -60-

VI.2 

Infrastructure 

Continue  plans  to  concentrate  and  better  distribute  the  Institute 
premises  and  laboratory  facilities,  as  this  will  contribute  to 
improved interaction between the Units of the Institutes; 

Foster  further  collaboration  between the  Units of  the  El,  including 
the institution of inter-Unit projects. 

VI.3 

Managerial 

Provide  early  plans  for  the  necessary  succession  planning  in 
relation  to  the  forthcoming  retirements  to  ensure  that  developed 
competences  are safeguarded for the future of the  El; 

Related  to  the  above,  recruit  new  staff  into  the  work  at  the 
necessary  time  to  develop  and  extend  flexibility  to  respond  to 
customer  needs; 

Maintain  the  recorded  level  of  customer  satisfaction,  check 
customer  opinions  at  regular  intervals  and  implement  the  steps 
necessary  to  restore  adherence  to  objectives  agreed  with  the 
user,  in cases  of variance; 

Strive  for  a  proper  balance  between  institutional  (i.e.  EU  funded) 
activities  and  competitive  activities  in  the  context  of  the  overall 
JRC  policy.  Competitive  activities  may  increase  in  proportion 
towards the 20%  goal for the present  programme period. 

Encourage  whenever  possible  that  the  outputs  of  the  El's 
research  and  services  should  be  published  in  peer  reviewed 
journals to extend the already  promising position. 

fV61 

Metsâhovintie,  11 October,  1996 

REPORT OF THE VISITING GROUP 

FOR THE EVALUATION OF THE 

JOINT RESEARCH CENTRE'S 

SPACE APPLICATIONS  INSTITUTE 

A-62-

CONTENTS 

Introduction 

General  Observations 

Scientific  and Technical  Activities 

Agricultural  Information Systems (AIS) 

Environmental  MAPping and Modelling  (EMAP) 

Marine  Environment  (ME) 

Monitoring Tropical Vegetation  (MTV) 
Advanced Techniques  (AT) 

Centre  for  Earth Observation  (CEO) 

Implementation  of  Research 

Mission 

Transfer 

Quality 

Staff  Management 

Executive  Summary 

Recommendations 

Scientific  and Technical Activities 

Infrastructure 

Management 

I. 

II. 

III. 

111.1 

111.2 

111.3 

111.4 
111.5 

111.6 

IV. 

IV.1 

IV.2 

IV.3 

IV.4 

V. 

VI. 

VI.1 

VI.2 

VI.3 

Annex  I: Members  of the Visiting  Group 

Annex  IhTerms  of  Reference  of the Visiting  Group 

64 

65 

65 

65 

66 

66 

67 
67 

68 

69 

69 

69 

69 

69 

70 

70 

70 

71 

71 

Pi -63-

Report  of the  Visiting Group for the  Evaluation  of the 

Joint  Research  Centre's  Space  Applications  Institute  (Ispra,  Italy) 

INTRODUCTION 

At  the  invitation  of  the  Board  of  Governors  of  the  Joint  Research 
Centre  (JRC),  a  Visiting  Group  of  independent  experts  (see  Annex  I) 
spent  the  9th  and  10th  September  1996  at  the  Space  Applications 
Institute  (SAI)  at  Ispra, reviewing  its work,  meeting the  staff  and  visiting 
the  laboratories  and other  installations. 

The  present  exercise  follows  that  performed  by Visiting  Groups  in  1993 
and  1994  when  the  name  of  the  Institute  was  the  Institute  for  Remote 
Sensing  Applications 
recommendations  made  at  that  time  will  be  an  important  factor  to  be 
considered. 

i m p l e m e n t a t i on  of 

(IRSA)  and 

the 

Since  that  time  certain  changes  have  occurred  and  the  JRC  has 
become 
independent  from  DG  XII  and  is  now  an  autonomous 
Directorate  General  of  the  Commission  (Commission  Decision  of  10 
April  1996  on  the  Reorganisation  of  the  JRC).  Furthermore,  the 
Council  has  further  clarified  the  JRC's  role  by  clearly  distinguishing 
between  institutional  and  competitive  activities  (Council  Conclusions  of 
26  April  1994  on the  Role  of  the  JRC)  and  in  Council  Decisions  of  15 
December  1994,  adopting  the  present  "specific  programme 
for 
research  and  technological  development,  including  demonstration,  to 
be  carried  out for the  European  Community 
"  by the  JRC  under  the 
Community  Framework  Programme.  This  requires that  an evaluation  is 
carried  out  by  external  experts  on  work  performed  during 
the 
preceding  five years. 

The  above  changes,  together  with  efforts 
increase 
efficiency  and  reduce  costs,  have  led  to  some  internal  reorganisation 
of  the  JRC  structure.  This  in  its turn  has  resulted  in  a  reduction  of  the 
number  of  Institutes  from  eight  to  seven  and  in  consequence,  a 
redistribution  of  certain tasks  and  projects. 

intended  to 

The  general  scientific  and  technological  objectives  and  content  for  the 
Joint  Research  Centre's  specific  programme  are  set  out  in  Annex  I of 
the  Council  Decisions  of  15  December  1994. 
Institutional  research 
activities  are  included  in  this  annex  which  also  includes  institutional 
scientific  and  technical  support.  Together,  these  two  areas  comprise 
the  JRC  Direct  Action  and  specific  rules  for  its  implementation  are 
given  in  Annex  III  of  the  Decisions.  The  scientific  and  technological 
objectives  and  contents  of  the  competitive  support  activities  are  to  be 
found  in  Annex  IV  and  the  specific  rules  for  their  implementation  in 
the  Commission 
Annex  VI.  These  activities  are  managed  by 
Secretariat  General  and the  relevant  Directorates  General. 

The  particular  objective  of  the  Space  Applications  Institute  is  the 
generation  of  relevant,  timely  and  accurate  information  from  remote 
sensing  and  space  systems. 

This  involves: 

work  supporting  the  sectorial  policies  of  the  European  Union 
concerning  agriculture,  forestry,  environment,  aid  to  development 
and  regional aid. 

work  to  promote,  disseminate  and  support  remote  sensing 
applications  and  services  in  the  Earth  Observation  industry,  value 

ft-64-

added  companies,  research 
organisations. 

institutions  and  government 

The Visiting Group  has  applied  the Terms  of  Reference  given  in  Annex 
II  of  this  report  on  the  understanding  that  although  the  present 
evaluation  will  contribute  to  the  general  evaluation  of  the  Framework 
Programme  being  performed  at  present  (which  requires  assessments 
to  be  made  covering  the  past  five  years)  it  is  nevertheless  based  on  a 
its 
somewhat  different  premise.  The  JRC  by  its  nature  and  by 
assigned  tasks  is  evaluated  Institute  by  Institute  rather  than  with  a 
programme  oriented  approach. 

The  present  system  of  visits  by teams  of  independent  experts  covering 
the  whole  spectrum  of  activities  of  each  individual  institute  has  been 
widely  accepted  as  the  best  practical  method  of  assessing  the  JRC, 
and  indeed  is  that  favoured  for  many  other  research  organisations 
worldwide. 

The  present  evaluation  will  therefore  cover  the  period  from  Summer 
1994,  when  the  iast  visits  took  place,  up  to  the  present  time,  and 
together  the two  reports  will review  the whole  period  in question. 

II. 

GENERAL  OBSERVATIONS 

The  observations  of  the  Visiting  Group  are  based  on  the  presentations 
of  the  Units  of  SAI  by  the  Unit  Heads,  on  the  discussions  with  the 
Director  of  the  Institute,  on  visits  to  some  laboratories,  and  on  printed 
material  delivered  before  and  during  the  visit.  The  presentations  and 
subsequent  discussions  gave  information  to  the  Visiting  Group  about 
the  objectives  and  main  results  of  the  Units.  The  discussions  with  the 
Unit  Heads  clearly  brought  out  the  most  important  results  and  the 
direction  of  future  activities.  The  presentations  reflected  the  often  high 
scientific  and  technical  quality  of  the  Units  and  professional  approach 
towards  development  and  use  of  applications  of  remote  sensing.  The 
discussions  showed  a  sharpened  awareness  of  the  mission  of  the 
Institute  on the  part  of the  management. 

The  Visiting  Group  also  reviewed  with the  Director  and  Unit  Heads  the 
recommendations  of  the  previous  Visiting  Group  and  actions  taken  to 
follow 
The  Visiting  Group  noted  with 
satisfaction  that  the  previous  recommendations  have  been  taken  into 
account, were  implemented  or  were  not  relevant  any  more. 

the  recommendations. 

SAI  plays,  and  should  continue  to  play,  an  important  role  in  the 
development  of  European  Earth  Observation,  and  its  activities  have 
become  crucial  to  the  exploitation  of  the  investments  made  by 
Member  States,  particularly  in  the  European  Space  Agency.  To  this 
end  it  must  continually  disseminate  the  results  of  its  work,  even  to 
potential  competitors,  and  be  ready  and  eager  to  transfer  activities  to 
operational  entities,  particularly  in  the  private  sector.  This  implies  a 
willingness  in  due  course  to  close  down  activities  which  have  proved 
either  to  lack  promise  or  have  found  new  sponsors,  thereby  making 
resources  available  for  new  activities  -  always,  of  course,  within  the 
agreed  mandate  of  the SAI. 

III. 

SCIENTIFIC  AND TECHNICAL  OBJECTIVES 

111.1 

Agricultural  Information  Systems  (AIS) 

The  presentation  and  discussions  confirmed  the  impression  of  the 
previous  visiting  group,  that  this  Unit  has  a  high  level  of  professional 
competence  and  an  excellent  understanding  of  the  SAI  mission  in  this 
important  field.  Visible  progress  has  been  made  in  the  past  two  years, 

A-65-

not  only  in  techniques  (for  example,  the  introduction  of  radar  into  the 
methodologies),  but  also  in the transfer  to  operational  entities  and  the 
extension  of  the  SAI  work  to  Eastern  Europe  and  North  Africa.  The 
progress  made  is  perhaps  best  illustrated  by  the  setting  up  of  a  so-
called  "super  control"  to  monitor  quality  in  the  service  industry  now 
working in this area. 

The  Unit  is well  qualified  to  work  in the  future  in the  important  field  of 
major  hazards  and  risks,  but  it  is  not  a  simple  extension  of  present 
work.  Accordingly,  it  is  essential  to  recognise,  firstly,  that  new  links 
must  be  forged  with  other  entities  already  working  in  this  field,  and 
secondly,  that  the  activity  will  almost  certainly  require  the  addition  of 
some  new expertise. 

Environmental  MAPping and Modelling  (EMAP) 

The  research  and  development  in  EMAP  are  concentrated  on  the 
applications  of  remote  sensing  methods  for  environmental  purposes. 
Typical  projects  are  mapping  and  monitoring  of  European  forests, 
natural  grasslands,  Mediterranean  land  degradation  and  urban  land 
use.  The  Unit  uses  advanced  methods  such  as  fuzzy  logic,  fractal 
techniques and neural networks. 

The  main  projects  of  the  Unit  are  Forest  Ecosystem  (FIRS)  and 
Mediterranean  Environments.  The Visiting Group  noted  clear  progress 
in these  important projects. 

EMAP  has  not  been  able to  attract  DG  VI  (Agriculture)  for  competitive 
projects  as  much  as  the  Unit  had  anticipated.  The  Visiting  Group 
notes  that  it  is  a  responsibility  of  the  Unit  to  develop  applications  in 
prospect  to  some  minimum  level  where  benefits  can  be  foreseen  or 
are  likely  to  be  achieved.  After  that  projects  can  be  "sold"  to 
customers for competitive actions. 

The  Visiting  Group  also  noted  that  EMAP  is  lacking  a  clear  strategy 
and  commonly  accepted  goals  for the  future.  The  mission  of  the  Unit 
should  be  clarified  with  the  personnel  of  the  Unit  and  the  Director  of 
the SAI. 

Marine  Environment  (ME) 

The  objectives  of  this  Unit  are  to  develop  and  validate  methodologies 
for  the  use  of  space  observations  in both  operational  applications  and 
scientific  investigations  related  to  the  marine  environment.  Basically 
remote  sensing  of  ocean  colour  and  sea  surface  temperature  have 
In  order  to  validate 
been  studied  and  applied,  e.g.  in  coastal  areas. 
the  derived  parameter  distributions  the  Unit  has  carried  out  an 
experimental  activity  successfully.  More  recently,  the  goals  were 
extended 
in  the  direction  to  promote  an  integrated  approach 
combining  the  use  of  remote  sensing  data,  in-situ measurements  and 
numeric modelling. 

The  processing  of  satellite  data  in  order  to  generate  distributions  of 
ocean  colour  and  sea  surface  temperature  has  been  improved 
substantially  towards  operational  use  for  e.g.  coastal  management  and 
the  field  of  fisheries.  The  Unit  was  also  successful  in  getting  support 
in the  area  of competitive activities. 

The  Visiting  Group  acknowledges  the  research  concept  of  an 
integrated  approach  by  combining  remote  sensing  data,  in-situ 
measurements  and  modelling  in  principle,  but  it  strongly  recommends 
not  putting  manpower  into the  development  or  use  of  3-D  models,  but 
rather  to  cooperate  closely  with  correspondingly  experienced  groups, 
and to  define  carefully  the  interface  for  fruitful work  between  them  and 
the  Institute.  The  efforts  of  SAI/ME  should  be  mainly  concentrated  on 

A-66-

the  remote  sensing  part  including  calibration/validation  and 
understanding  of  processes  .in  coastal  areas 
competent  partner  in the cooperation. 

in  order 

the 
to  be  a 

111.4 

Monitoring Tropical Vegetation  (MTV) 

The  objectives  of  the  MTV  Unit  are  the  characterisation  of  vegetation 
canopies  and  eco-systems  in  tropical  regions.  Data  sets  of  different 
satellite  sensors  have  been  used  to  derive  large-scale  information  in 
order  to  support  the  study  of  global  change  issues.  These  activities 
include  the  human  impact  upon  land  resources  like  deforestation  and 
biomass  burning. 

The  presentation  of  the  Unit  was  clear  and  gave  a  very  good  insight 
into  the  work  of  the  last  years.  Major  results,  like  the  first  global 
tropical  rainforest  map  as  derived  from  AVHRR  (Advanced  Very  High 
Resolution  Radiometer)  data,  and  the  large  scale  ERS-1  (European 
Remote  Sensing  satellite  number  1)  radar  mosaic  of  Central  Africa, 
were  impressive.  The  monitoring  of  biomass  burning  within  the  FIRE 
(Fire  In global  Resource  and  Environmental  monitoring)  project  yielded 
the  first  global  fire  distribution  map,  which  should  be  very  useful  for 
investigations  of tropical  atmospheric  chemistry. 

The  laboratory  visit  included  the  interesting  presentation  of  the  TREES 
(TRopical  Ecosystem  Environment  observations  by  Satellites)  CD-ROM 
containing  a wide  range  of  TREES products. 

It  has  been  recognised  by  the  Visiting  Group  that  there  is  some 
overlap  with  other  Units, in particular  with  respect  to  remote  sensing  of 
forests.  As  a  consequence,  it  seems  to  be  necessary  to  reinforce  the 
cooperation  between the  relevant  Units. 

The  MTV  Unit  has  been  very  successful  in  acquiring  funds  in  the 
competitive  activities  area. 

The  Visiting  Group  encourages  the  Unit,  that  the  main  activities  will  be 
pursued  in  the  same  direction  in  the  years  to  come.  Attempts  to 
interface  remote  sensing  measurements  and  biosphere  modelling  are 
supported,  but the  latter  activity  should be  kept small. 

111.5 

Advanced  Techniques  (AT) 

The  Advanced  Techniques  Unit  is  investigating  both  theoretical  and 
applications-oriented  principles  of  remote  sensing  measurements  in 
different  spectral  bands.  The  Unit  is  also  developing  advanced  data 
analysis  tools  and  information  extraction  methods. 

The  presentations  of  the  Unit  and  a  visit  to  the  laboratories  were  well 
organised  and  very  informative. 

the 
The  major  measurement 
European  Microwave  Signature  Laboratory  (EMSL)  and  the  European 
GOniometer  (EGO).  These  quite  new  facilities  have  already  produced 
significant  results  e.g.  data  base  of  signatures  of  remotely  sensed 
targets. 

facilities  operated  by  the  AT  are 

New  projects  such  as  detection  and  identification  of  anti-personnel 
land  mines  and  ROad Condition  and COntrol  (RoCoCo)  are  well  suited 
to  the  role  of  AT  and  will  without  doubt  proceed  towards  useful 
applications.  However,  the  Visiting  Group  notes  that,  if  accepted,  the 
proposed  anti-personnel  mine  project,  due  to  its  public  nature,  may 
require  different  management  efforts  compared  with  those  normally 
used  at the  Unit. 

A-G7-

The  Visiting  Group  noted  that  the  management  of  the  Unit  is  satisfied 
with  the  functioning  of  the  EMSL  Advisory  Committee.  The  Visiting 
Group  proposes  similar  advisory  committees  also  for  other  Units of the 
SAI,  if applicable to the benefit of Units. 

The  Visiting  Group  encourages  more  extended  use  of  facilities  of  AT 
for third party contractual work (now 7%  in the case  of EMSL). 

111.6 

Centre for Earth Observation  (CEO) 

The  Visiting Group  received a very competent  description  of the status 
of  the  Centre  for  Earth  Observation,  and  noted  with  satisfaction  that 
the  Pathfinder  Phase  had  been  successfully  concluded  at  the  end  of 
1995.  The  Design  and  Implementation  Phase  has  now  started,  and 
the  Group  was  satisfied  that  the  CEO  management  was  being 
responsive  to  the  directions  being  given  by  the  Steering  Committee 
and sensitive to feedback from cooperating entities. 

The  project  thus appears to be developing  satisfactorily. 

In  reviewing  the  CEO  work  area,  the  group  would  wish  to  make  just 
two observations: 

The  amount  of  data  already  being  handled  is  impressive,  but the 
avalanche  has  yet  to come.  Problems  with  such  large  quantities 
of  data  -  not to  speak  of the  difficulty  of controlling the  content of 
the  databases  -  will  multiply  in  the  coming  years.  Planning  the 
future  of  the  CEO  function  after  1998  already  needs  high-level 
attention. 

New  fields  of  activity,  telecommunications  and  navigation  have 
been  added  to  the  work  schedule  of  the  unit  responsible  for  the 
CEO.  It is important,  both in the  CEO  and  in other  SAI  units, that 
these  understandable  extensions  should  initially  be  restricted  to 
areas wholly connected with satellite  remote sensing. 

The  Visiting  Group  supports  the  proposed  new  activity  in  atmospheric 
research,  in principle.  On the other  hand, it is not clear  if the CEO  Unit 
has  enough  specialist  experience  in this  research  area  to  develop  the 
UV  radiation  project.  Therefore,  it  is  recommended  that  it  be  carefully 
examined 
if  SAI/CEO  has  to  recruit  one  or  two  experts  from 
experienced  European  laboratories  in order  for  the  Institute  to  be  in  a 
position to undertake  recognised work in this field. 

A-68-

IV. 

IV.1 

IMPLEMENTATION  OF  RESEARCH 

Mission 

The  mission  of  the  SAI,  its  place  within  the  JRC  and  relevance  of  its 
work  to  the  Framework  Programme,  all  appear  to  the  Visiting  Group  to 
be  adequately  defined  and  documented.  The  objectives  and  the 
methods  to  be  followed  in  the  SAI  have  been  promulgated  and  seem 
to  be  widely  understood  and respected  by  staff. 

IV.2 

Transfer 

There  was  a  good  appreciation  of  the  need  for  ideas,  information  and 
results  to  be  continuously  diffused,  not  only  within  the  SAI,  but  also 
between  sister  Institutes  within  the  JRC  and  in  the  outside  world.  But 
continued  vigilance  is  necessary  on the  part  of  the  Director  and  senior 
staff  to  ensure  that  this  openness  continues  to  be  encouraged  by  the 
Institute. 

The  Visiting  Group  took  note  that  the  number  of  publications  produced 
by  the  Institute  is  quite  high.  On  the  other  hand,  it  is  recommended 
that  the  Institute  should  make  more  frequent  use  of  the  respected 
refereed  journals  as  publishing  channels.  Publishing  in  refereed 
scientific  journals  represents  a  good  continuous  evaluation  process  of 
the  work  and  results  of the  Institute. 

IV.3 

Quality 

The  Visiting  Group  had  specific  evidence  of  a  striving  for  quality  and 
excellence,  but  here  again  this  report  can  be  little  more  than  a 
snapshot  and  continued  effort  is  required  in this  area. 

It  is  somewhat  difficult  for  the  group  to  offer  a  thorough  opinion  as  to 
whether  results  are  commensurate  with  the  resources  deployed,  but 
there  was  certainly  an  air  of  targeted  activity,  and  a  realisation  that 
quality  needs to  be  maintained. 

It  is  suggested  that  the  multi-annual  work  schedules  for  the  various 
research  areas  should  attempt  to  include  more  specific  milestones 
whereby  progress  could  be  more  effectively  measured  -  by  the 
Director  as well as  by  governing  bodies  or  visiting  groups. 

IV.4 

Staff  Management 

A  new  Director  for  SAI  was  appointed  about  a  year  ago.  The  new 
Director  with  his  Deputy,  the  Scientific  Assistant  and  Administrative 
Assistant,  has  built  a  management  group  which  makes  a  very 
competent  impression  and  gives  the  feeling  of  a  well  directed  and 
motivated  Institute. 

Recent  administrative  decisions  appear  to  have  gone  a  long  way 
towards  solving  the  recruitment  problems  to  which  the  previous  visiting 
group  drew  attention  in  its  report.  This  is  very  gratifying,  because  the 
dynamic  nature  of  SAI's  workload  requires  a  continued  measure  of 
flexibility  if  appropriately  qualified  key  staff  are to be  recruited  in time. 

Some  of  SAI's  future  projects  will  involve  complicated  partnership 
arrangements  and  may  have  a  high  political  profile.  Consideration 
should  be  given  to  recruiting,  training  or  acquiring  in  some  other  way, 
the  services  of  experienced  project  managers  capable  of  undertaking 
such  activities,  as  well  as  recruitment  of  the  more  conventional 
disciplines  of  the  Institute. 

ft-69-

The  Visiting  Group  has  also  discussed  the  role  of  the  Units  and  the 
interaction  with the  Director.  Even though the  Units  have  the  scientific 
research 
responsibility 
programmes,  future  proposals  have  to  be  developed 
in  close 
cooperation  with  the  Director.  The  responsibility  of  the  Director 
includes  the  preparation  of  an  integrated  scientific  programme  and  the 
proposal  of  new  research  areas. 

the  performance  of  established 

for 

V. 

EXECUTIVE  SUMMARY 

At  the  invitation  of  the  Board  of  Governors  of  the  Joint  Research 
Centre  (JRC),  a  Visiting  Group  of  independent  experts  (see  Annex  I) 
spent  the  9th  and  10th  September  1996  at  the  Space  Applications 
Institute  (SAI)  at  Ispra, reviewing  its work,  meeting  the  staff  and  visiting 
the  laboratories  and  other  installations.  The  present  exercise  follows 
that  performed  by  a  Visiting  Group  in  1994.  The  name  of  the  Institute 
was  at that time the  Institute for  Remote  Sensing Applications  (IRSA). 

The  Visiting  Group  reviewed  the  present  situation,  development  since 
previous  Visiting  Groups,  and  took  note  of  actions  taken  to  fulfil  the 
recommendations  from  1994. 

The  Visiting  Group  noted  with  satisfaction  that  in  general  terms  the 
management  of  the  Institute  is  running  well  and  high  quality  scientific 
and  technical  results  have  been  achieved  in  all  six  Units  of  SAI. 
Nevertheless,  the.Visiting  Group  noted  that  some  further  improvement 
could  be  made  in certain  aspects  of  management  and  strategy,  and  in 
scientific  and  technical  work  done  in  some  of  the  Units  of  SAI.  The 
recommendations  of  the  Visiting  Group  are  presented  in  Chapter  VI  of 
this  report  and  those  which  are  related  to  only  one  of  the  Units  are 
also  repeated  in Chapter  III in connection  with the  Unit  concerned. 

VI. 

VI.1 

RECOMMENDATIONS 

Scientific  and Technical  Activities 

The  Visiting  Group  has  noted  that  in  different  SAI  Units  there  is  a 
growing  requirement  for  radiative  transfer  (RT)  modelling. 
In  order  to 
avoid  unnecessary  duplication  in this  field  it  is  recommended  that  only 
one  small  group  of  RT  experts  for  the  Institute  as  a  whole  be 
established  and  to  have  just  one,  or  a  very  restricted  number  of  RT 
specialists  per  Unit, for  applying the  specialised  RT  models. 

Several  Units  of  SAI  are  involved  in  remote  sensing  of  forests.  Whilst 
accepting  that  different  problems  exist  in  the  various  projects,  it 
nevertheless  seems  to  be necessary  to  establish  a regular  cooperation 
between  the  relevant  Units,  in  order  to  further  the  study  of  the  basic 
procedures  in remote  sensing  of  forests. 

The  Visiting  Group  acknowledges  the  research  concept  of  an 
integrated  approach  by  combining  remote  sensing  data, 
in-situ 
measurements  and  modelling  in  principle,  but  it  strongly  recommends 
not  putting  manpower  into  the  development  or  use  of  3-D  models,  but 
rather  to  cooperate  closely  with  correspondingly  experienced  groups, 
and  to  define  carefully  the  interface  for  fruitful  work  between  them  and 
the  Institute.  The  efforts  of  SAI/ME  should  be  mainly  concentrated  on 
the 
the  remote  sensing  part  including  calibration/validation  and 
to  be  a 
understanding  of  processes 
competent  partner  in the cooperation. 

in  coastal  areas 

in  order 

A-70-

The  Visiting  Group  supports  the  proposed  new  activity  in  atmospheric 
research, in principle.  On the other hand, it is not clear  if the CEO  Unit 
has  enough  specialist  experience  in this  research  area  to  develop  the 
UV  radiation  project.  Therefore,  it is recommended  that  it  be  carefully 
examined  if  SAI/CEO  has  to  recruit  one  or  two  experts  from 
experienced  European  laboratories  in order  for  the  Institute  to  be  in  a 
position to undertake  recognised work in this field. 

VI.2 

Infrastructure 

The  Institute and its Director  can benefit from advice  and  criticism from 
outside the normal hierarchical chain.  This could be  provided either by 
an  SAI  advisory  group  (to  be  established,  meeting  about  once  per 
year)  or  by  ensuring  that  a  visiting  group  is  regularly  convened  every 
two  years,  approximately.  Given  the  workload  already  created  by 
existing  committees  and  the  like,  the  second  method  would  probably 
be  preferable.  However,  in this  case  the  visiting  group  should  consist 
of  4  or  5  members,  rather  than  the  present  3,  in  order  to  provide  a 
better  coverage  of the disciplines. 

VI.3 

Management 

Many  of the  problems  which SAI  is tackling  are  inter-disciplinary  and it 
is  obviously  important  for  the  Institute  to  have  good  and  continuous 
collaboration  with  the  other  JRC  Institutes  and  to  take  the  maximum 
advantage  of  their  existing  capabilities.  There  is  ample  evidence  of 
good  relations  at  a  working  level  between  Institutes  and  the  regular 
meeting  of  Institute  Directors  provides  a  basis  for  cooperation  at 
senior  level.  Given  the  increasing  breadth  of  SAI  activities,  however, 
this is a subject which requires regular attention. 

Because  of  the  increasing  relevance  of  its  work  to  industry  it  is 
recommended that appropriately  qualified representatives  from industry 
should  be  included  in  SAI's  committees,  working  groups,  etc.,  along 
with  those  from  academia  and  elsewhere.  The  group  would  not, 
however,  suggest  creating  a  separate  industrial  consultative  body. 
Industry's  intellectual  contribution  will  be  most  effective  if  it  is  injected 
into the  system at varying  points, rather  than  being  in a  single  - ghetto 
like - body. 

A-71-

Cambridge, 21 October  1996 

REPORT OF THE VISITING GROUP 

FOR THE EVALUATION OF THE 

JOINT RESEARCH CENTRE'S 

INSTITUTE  FOR PROSPECTIVE 

TECHNOLOGICAL  STUDIES 

ft-72-

CONTENTS 

I. 

N. 

III. 

111.1 

Introduction 

General  Observations 

Scientific  and Technical  Activities 

Block  1  -  European  Science  and  Technology 

Observatory  (ESTO) 

111.2 

Block  2  -  Technology  -  Employment  -

Competitiveness  (TEC) 

111.3 

Block  3  - 

Institutional  Support  Agreements 

111.4 

111.4.1 

111.4.2 

111.4.3 

Hl.4.4 

IV. 

IV.1 

IV.2 

IV.3 

IV.4 

V. 

VI. 

VI.1 

VI.2 

VI.3 

and  Projects 

Block  4  -  Customer  Review 

- 

- 

- 

- 

Project  Management 

Quality 

Value 

Future  Issues 

Implementation  of  Research 

Mission 

Transfer 

Quality 

Areas  of  concern 

Executive  Summary 

Recommendations 

S&T  Activities 

Infrastructure 

Management 

74 

75 

76 

76 

77 

77 

78 

78 

78 

. . . . . . : . .. 

78 

79 

79 

79 

79 

80 

80 

81 

82 

82 

82 

82 

Annex  I: Members  of the Visiting  Group 

Annex  IhTerms  of  Reference  of the Visiting  Group 

A-73-

REPORT OF THE VISITING  GROUP  FOR THE  EVALUATION 

OF THE JOINT  RESEARCH  CENTRES 

INSTITUTE  FOR  PROSPECTIVE TECHNOLOGICAL  STUDIES  (IPTS) 

AT SEVILLE  IN  SPAIN 

I. 

Introduction 

At  the  invitation  of  the  Board  of  Governors  of  the  Joint  Research 
Centre  (JRC),  a  Visiting  Group  of  independent  experts  (see  Annex  I) 
spent  the  12  and  13  September  1996  at  the  Institute  for  Prospective 
Technological  Studies  at  Seville,  Spain  reviewing  its  work,  meeting  the 
staff  and visiting the facilities. 

The  present  exercise  follows that  performed  by Visiting  Groups  in  1993 
and the  implementation  of  recommendations  made  at that  time  was  an 
important  factor  to  be considered. 

independent 

Since  that  time,  certain  changes  have  occurred  and  the  JRC  has 
become 
from  DG  XII  and  is  now  an  autonomous 
Directorate  General  of  the  Commission  (Commission  Decision  of  10 
April  1996  on  the  Reorganisation  of  the  JRC).  Furthermore,  the 
Council  has  further  clarified  the  JRC's  role  by  clearly  distinguishing 
between  institutional  and  competitive  activities  (Council  Conclusions  of 
26  April  1994  on  the  Role  of  the  JRC)  and  in  Council  Decisions  of  15 
December  1994,  adopting  the  present  "specific  programme 
for 
research  and  technological  development,  including  demonstration,  to 
be carried  out  for the  European  Community 
."  by  the  JRC  under  the 
Community  Framework  Programme.  This  requires that  an evaluation  is 
carried  out  by  external  experts  on  work  performed  during 
the 
preceding  five years. 

The  above  changes,  together  with  efforts 
increase 
efficiency  and  reduce  costs,  have  led  to  some  internal  reorganisation 
of  the  JRC  structure.  This  in  its turn  has  resulted  in  a  reduction  of  the 
number  of  Institutes  from  eight  to  seven  and  in  consequence,  a 
redistribution  of  certain tasks  and  projects. 

intended  to 

The  general  scientific  and  technological  objectives  and  content  for  the 
Joint  Research  Centres  specific  programme  are  set  out  in  Annex  I of 
the  Council  Decisions  of  15  December  1994. 
Institutional  research 
activities  are  included  in  this  annex  which  also  includes  Institutional 
scientific  and  technical  support.  Together,  these  two  areas  comprise 
the  JRC  Direct  Action  and  specific  rules  for  its  implementation  are 
given  in  Annex  III  of  the  Decisions.  The  scientific  and  technological 
objectives  and  contents  of  the  competitive  support  activities  are  to  be 
found  in  Annex  IV  and  the  specific  rules  for  their  implementation  in 
Annex VI. 

The  mission  of  the  Institute  for  Prospective  Technological  Studies  as 
defined  by the  Commissioner  for  Science,  Research  and  Development, 
technological 
Mrs.  Edith  Cresson,  "is  to  collect  information  about 
development  and  its  application  in  Europe  and  the  world, to  analyse  it 
and to  transmit  it in processed  form to the  European  decision  makers". 
Its particular  objectives  are defined  as follows: 

ft-74-

to  perform  technology  watch  (TW),  particularly  in  the  areas  of 
energy,  environment,  transport,  information 
technology  and 
biotechnology; 
to  carry  out  studies  on  matters 
employment,  competitiveness  (TEC); 
to  undertake work  on request  (WOR). 

technology, 

relating 

to 

The Visiting  Group  has  applied the  Terms  of  Reference  given  in  Annex 
II  of  this  report  on  the  understanding  that  although  the  present 
evaluation  will  contribute  to  the  general  evaluation  of  the  Framework 
Programme  being  performed  at  present,  which  requires  assessments 
to  be  made  covering  the  past  five years,  it  is  nevertheless  based  on  a 
somewhat  different  premise.  The  JRC  by  its  nature  and  by 
its 
assigned  tasks  is  evaluated  Institute  by  Institute  rather  than  by  a 
programme  oriented  approach. 

The  presently  applied  system  of  visits  by  teams  of 
independent 
experts  covering  the  whole  spectrum  of  activities  of  each  individual 
Institute  has  been  proven  and  widely  accepted  as  the  best  practical 
method  of  assessing  the  JRC  and  indeed  is  that  favoured  for  many 
other  research  organisations  worldwide. 

The  present  evaluation  will  therefore  cover  the  period  from  Autumn 
1993,  when  the  last  visits  took  place,  up  to  the  present  time,  and 
together  the two  reports  will review the whole  period  in question. 

II. 

General  Observations 

In evaluating  the  Institute, the Visiting  Group  was  particularly  interested 
to  explore  changes  that  had  taken  place  since  the  last  visit  in  1993, 
when the  IPTS had  been  situated  in Ispra.  Recommendations  made  at 
the  time  were  examined  in  the  light  of  a  follow-up  action  carried  out 
mid-1995,  at  which  time  five  out  of  the  nine  recommendations  had 
been  accepted  and  implemented. 

Regarding  the  other  four,  the  early  strengthening  of  the  Brussels  unit 
to  the  recommended  6  staff  was  not  possible  during  the  initial  period 
and considered  to  be  undesirable  before  a  reputation  had  been  gained 
with  customer  services  there.  Recently,  however,  the  Brussels 
contingent  has  been  enlarged with an additional  person  and  successful 
contacts  are developing. 

The  recommendation  to  recruit  staff  from  outside  Ispra  has  occurred  in 
practice  because  of  the  nature  of  the  experience  required.  New  staff 
have  largely  been  selected  from outside the JRC. 

The  recommendation  that  50%  of  the  scientific  manpower  should  be 
non-JRC  staff  has  also  occurred  naturally  and  there  is  at  present  an 
almost  equal  ratio. 

Finally,  the  recommendation  that  annual  reports  should  contain  a 
special  section  on  recommendations  with  a  further  evaluation  in  1997 
has  been  pre-empted  by  strong  follow-up  campaigns  launched  by  the 
JRC  Board  of  Governors  and by the  present  evaluation. 

In  the  3rd  Framework  Programme  the  Institute  had  no  budget  from 
programme  activities  and  relied  entirely  on  contracts  with  other 
Commission  services  and  work  for  third  parties  for  its  income.  This 
situation  has  changed  with the 4th  Framework  Programme  Decision. 

IV75-

Since  1993, the  Institute  has  been  rehoused  in the  World  Trade  Centre 
in  Seville,  where  an  existing  technical  infrastructure  is  ensuring  good 
communications  with  Brussels, the  rest  of  the  JRC  and  with  members 
of  its  various  networks,  while  its  position  nearby  but  not  inside  the 
science  park  provides  excellent  opportunities  for  contacts,  without 
danger  to the  Institute's  European  Union  image. 

Since  the  International  Exhibition  of  1992,  Seville  has  enjoyed 
improved  rail and air  communications  with  most  European  capitals. 

III. 

Scientific  and Technical  Areas 

European  Science  and Technology  Observatory  (ESTO) 

Since  the  debut  of  ESTO  in  October  1995,  under  the  4th  Framework 
Programme,  this  activity,  in  many  ways  the  core  of  the  Institute's 
activities,  has  made  Vapid  progress.  The  concept  has  been  defined, 
founded  on a  network  of  European  nationally-based institutions.  At  the 
time  of  the  visit,  the  final  agreements  with  core  members  had  not  yet 
been  signed,  but  preparatory  work  was  already  well  advanced  and 
some  activities  were  operational.  The  Visiting  Group  feel  confident 
that  preliminary  milestones  are largely  being  met. 

We  consider  ESTO to  be the  Institute's  salient  activity  and as  such, the 
data  base  should  have  the  widest  possible  accessibility.  Similarly,  the 
ESTO  network  should  have  an  open  membership  within  the  European 
Union, whilst  recognising the  special  position  and responsibilities  of  the 
core  members  in its  management. 

To  ensure  its  credibility,  strong  quality  control  measures  are  essential 
and  this  feature  will  enhance  the  Institute's  reputation  and  help  to 
create  added value  in all its  operations. 

With  the  achievement  of  a  reputation  for  quality,  it  is  foreseen  that 
ESTO  outputs  could  increasingly  form  the  trigger  for  in-depth  studies 
both  in  IPTS and elsewhere  in other  network  members.  We  see  ESTO 
as  an  enabling  facility  for  an expanding  field  of  European  programmes. 
Finally,  ESTO  should  be  exploited  to  bring  up-to-date  information  on 
best  practice  in prospective  technological  studies to the  Institute. 

Since  December  1995  IPTS has  been  publishing  "The  IPTS  Report"  at 
the  request  of  Commissioner  Cresson.  The  report,  issued  in  10 
numbers  per  year,  is  addressed  to  decision  makers  involved 
in 
"managing  change"  and  selectively  presents  condensed  articles  on 
technoeconomic  issues  which  need  wider  debate.  Topic  preparation 
is  carried  out  collaboratively  by  the  Institute  with  a  small  group  of 
ESTO  core  members  interactively  using  the 
Internet  for  speedy 
communication.  At  the  time  of  the  visit,  8  issues  were  available  and 
circulation  had  reached  some 4,000 copies  and was  still growing. 

The  Visiting  Group  applauds  these  first  efforts  and  expects  to  see 
ESTO  develop  into  a  service  with  significant  European  added  value  as 
experience  is gained. 

f\-76-

Technology  -  Employment  - Competitiveness  (TEC) 

Work  on  TEC  began  in  September  1995  and  is  largely  programme 
oriented.  In the first year  some  18  man months have  been  devoted  to 
three major topics: 

the Competitiveness  Programme; 
the  Employment  and Technology  Programme; 
the Regional Aspects and Resources  Programme. 

The  first  two  topics  are  the  subject  of  considerable  activity  with 
scientists  and  organisations  throughout  the  world.  The  OECD  is 
particularly  active.  The  IPTS  is  still  a  newcomer.  It  is  important  that 
IPTS  identifies  projects  of  special  competitive  advantage  to  the 
Community  as  early  as  possible.  The  present  concentration  on 
"economic  webs"  and  competitiveness  seems  to  be  a  reasonable  but 
ambitious  approach.  To  ensure  a  high  quality  in  this  area,  extensive 
contacts  with  the  OECD  regarding  their  work  on  national  innovation 
In  addition,  a  clear  focus  on  the 
systems  could  be  rewarding. 
European  policy dimension could bring greater  pertinence  to the issue. 

In  the  Employment  and  Technology  Programme  we  agree  with  IPTS 
that  although  various  aspects  have  already  been  examined  by  others, 
conclusions  do not exist  in an explicit  form.  However,  thinking  through 
the  combination  of  competitiveness  and  employment  to  its  conclusion 
requires  great  experience  and  this  should  be  recognised. 
The 
proposed  plan  to  focus  on  a  European  model  that  promotes  and 
reinforces  competitiveness  and employment  is supported  by the  Group 
and should be developed with other Institutes. 

The  Regional  Aspects  and  Resources  Programme  reasonably  focuses 
on the  Mediterranean  region.  Should this work  increase  significantly,  a 
special  programme  outside the TEC  should be considered. 

The  TEC  has  a  broad  field  of  interest  and  greater  emphasis  needs  to 
be  placed  on  project  selection  and  project  management  to  generate 
significant  added  value.  Research  elsewhere  has  created  a  huge 
literature  bank  and  the  application  of  advanced  literature  survey 
methods  could  bring  considerable  returns  to  the  IPTS  and  save  time 
and resources. 

It 
Lastly,  TEC  is  a  client  oriented  area,  especially  in  the  third  topic. 
would  be  very  advantageous 
interpersonal 
communication  skills.  IPTS  needs  to  recognise  that  its  customers  will 
also  need  help to exploit  IPTS findings. 

to  train  staff 

in 

Institutional Support Agreements  and  Projects 

Included  under  these  agreements* is work  undertaken  for the  following 
Commission  units and Directorates General: 

Forward Studies Unit 
DG  III, Industry 
DG XI, Environment,  Nuclear  Safety  and Civil  Protection 
DG XII, Science, Research and  Development 
DG  XIII,  Telecommunications, 
Exploitation of Research. 

Information  Market  and 

Formal agreements  which are  signed between  the JRC  and  the Directors 
General of the services  concerned. 

fV-77-

In  addition,  projects  are  being  or  have  been  undertaken  for  other 
Institutions  as  follows: 

European  Parliament  (including  STOA) 
Council  of  Europe. 

Projects  cover  topics  such  as: 

Environment 
Pharmaceutical  industry 
Transport 
etc. 

The  Visiting  Group  considered  that  in  these  cases,  the  IPTS  will  need 
to  identify  the  particular  aspect  of  value  to  these  organisations.  After 
debating  the  subject,  the  Group  concluded  that  IPTS  activities,  to  be  of 
greatest  value,  should  be  situated  near  but  upstream  of  the  decision 
making  process.  As  a  young  organisation,,  to  obtain  maximum 
effectiveness, 
the 
interactions  it  will  have  with  its  customers.  The  Visiting  Group  felt  that 
with  its  growing  experience,  considerable  progress  was  being  made  in 
the  area. 

IPTS  will  have  to  pay  particular  attention  to 

111.4 

Customer  Review 

The  Visiting  Group  contacted  a  number  of  customers  in  the  above 
organisations  to  gain  their  views.  These  are  summarised  here. 

111.4.1 

- 

Project  Management 

IPTS  projects  generally  adhere  to  the  brief  but  customers  feel  the 
need  to  have  a  much  stronger  interactive  process  in  their  projects. 
This  is  considered  helpful  for  better  management  but  most  importantly 
to  facilitate  transfer  of  results.  The  Seville  location  does  not  help  this. 
IPTS  might  consider  lending  or  exchanging  staff  with  customers  to 
facilitate  this  interaction.  There  is  a  need  to  recruit  staff  who  can  work 
directly  with  customers  in the  policy  making  process. 

IPTS  controls  timescales  well  except  in the  area  of  staff  management. 
A  project  defined  in  November  1995  was  delayed  for  more  than  6 
months  by  lengthy  procedures  in staff  recruitment. 

111.4.2 

- 

Quality 

Although  customers  thought  it  a  little  early  for  full  evaluation  of  quality 
In  comparison  with  consultants,  "quality 
they  were  positive  so  far. 
management"  is  reasonable. 

111.4.3 

- 

Value 

There  does  seem  definite  evidence  that  IPTS  advice  has  been  used  to 
formulate  policy.  But  IPTS  need  to  follow  up  projects  more  strongly  on 
this  aspect.  This  will  further  improve  their  projects  as  experience 
builds  up. 

IPTS  is  seen  as  particularly  valuable  as  it  could  work  in  sensitive 
areas,  gain  access  to  privileged  information  and  interpret  it  for  the 
IPTS  is  expected  to  digest  research  results 
European  perspective. 
and 
include 
communication. 

into  the  policy  dimension,  which  will 

interpret  them 

A -78-

One  very  positive  feature  of  IPTS  is  that  customers  know  that  they  will 
take  an  in  depth  look  at  global  scale  in  each  project  area,  consultants 
generally  don't  have  the  brief  or time to do this. 

For  IPTS work  to  have  the  highest  value, the  closer  it  can  work  with  its 
customers  the  better. 

111.4.4 

- 

Future  issues 

(1) 

(2) 

(3) 

(4) 

IPTS  and the  JRC  need to  build  stronger  working  links.  The  JRC 
can  use  IPTS  for  JRC  planning,  strategy  and  prospective  or 
foresight  activities. 
IPTS  could  exploit  JRC  resources  and 
scientific  knowledge  more  effectively. 

IPTS  should  play  a  greater  role  in  animating  European  foresight 
as  this  topic  will  become  a  priority  and  some  organisation  has  to 
be  in  charge.  More  generally  IPTS  should  become  a  pro-active 
organisation, a full  part of the  policy  making  process. 

IPTS must  further  strengthen  links with the  national  policy 
institutes, who  are doing the  same  sort  of job  and  encourage 
company/academic/  government  collaboration. 

IPTS  should  be  assessing  Europe's  capability 
the 
international  challenge.  The  US/Japan  have  their  own  groups  to 
do this,  IPTS should  do this for the EU. 

to  meet 

IV. 

Implementation  of  Research 

IV.1 

Mission 

As  mentioned  in the  introduction, the  mission  of the  Institute  defined  by 
the  Commissioner,  Mrs.  E.  Cresson  "is  to  collect  information  about 
technological  developments  and  its  application  in  Europe  and  the 
world,  to  analyse  it  and  to  transmit  it  in  processed 
form  to  the 
European  decision  makers". 

The  Visiting  Group  considers  that  the  Institute  is  starting  to  establish  a 
sound  reputation  with  its  customers  and  set  up  an  infrastructure  to 
meet  their  future  demands.  The  IPTS'  capability  includes  both  modern 
information  systems  and  a skilled  staff  able to  exploit  them  efficiently. 

The  IPTS  mission  was  well  understood  by  staff  encountered  by 
members  of  the  Visiting  Group  and  its  terms  are  being  met  in  most 
respects. 

IV.2 

Transfer 

Considerable  efforts  have  been  committed 
to  establishing  and 
maintaining  efficient  dialogue  with  major  customers.  The  European 
Science  and  Technological  Observatory  (ESTO)  network  provides  an 
alternative  means  of  customer  contact  and  also  adds  an  extension  to 
the  Institute's  own  resources. 

The  scientific,  technical  and  intellectual  assets  of  other  JRC  Institutes, 
however,  seem  to  be  largely  untapped  and could  provide  the  IPTS  with 
specialist  advice  and  studies  on  a  larger  scale  than  at  present.  This 
possibility  should  be  examined. 

The  openness  and  availability  of  IPTS'  output  is  considered  to  be  a 
positive  and  very  welcome  advance  on  the  situation  encountered 
Information  of  all  kinds  was  made  available 
during  the  last  evaluation. 

A -79-

to  the  Visiting  Group  and  the  concern  and  flexible  means  employed  to 
inform  and  engage  the  customer  was  felt  to  be  a  rjiost  satisfactory 
evolution.  However,  on  examining  some  of  the  printed  output  it  was 
the 
felt  that  a  more  uniform  house-style  would  help  to  enhance 
Institute's  image  and should be implemented  for  all reports. 

IV.3 

Quality 

The  perceived  quality  of  output  is  consistent  with  a  relatively  youthful 
organisation  and  in general  of  good  calibre.  In future,  however,  formal 
quality  control  procedures  must  be  adopted  if  the  Institute's  work  is  to 
be  universally  acknowledged;  this  being  present  practice 
in 
comparable  institutes  elsewhere. 

The  management  has  set  high  standards  for  its  statf,  but  recruitment 
of  experienced  "permanent"  staff  of the  required  level  of  excellence  is 
still  being  hampered  by  lengthy  EU  procedures.  Furthermore,  staff 
additions  are  required,  particularly  at  the  more  senior  levels,  if  the 
necessarily  high customer  expectations  are to  be fully  satisfied. 

On  the  other  hand,  the  flow  of  short-term  staff  now  appears  to  be 
highly  satisfactory  both  in  quality  and  in  numbers  consistent  with  the 
recommendations  of  the  previous  Visiting  Group.  Intelligent  use  of  this 
resource  enhances  the  Institute's  vitality,  flexibility  and  enthusiasm. 
Besides  introducing  the  latest  skills  the  benefits  greatly  outweigh  the 
extra  supervisory  effort  required  by  "permanent"  staff. 

IV.4 

Areas  of  concern 

The  Visiting  Group  is  particularly  concerned  that 
IPTS  may  be 
pressured  to  attack  an  unreasonably  wide  range  of  issues,  thereby 
diluting  its  effectiveness.  Consideration  should  therefore  be  given  to 
identifying  those  future  and  new  European  priority  areas.  Rather  than 
limiting  its  vision  to  traditional  themes,  much  under  study  in  Member 
States  and  elsewhere.  Policies  relating  to  food,  demographics, 
socio/economic  stability,  regional  influences  are  likely  to  emerge  and 
should  provide  sufficient  new  challenges. 

A  transparent  and  formal  project  management  system  has  not  yet 
been  fully  developed  in  the  Institute,  in  part  due  to  other  priorities 
during  its  early  years.  A  suitable  system  should  now  be  installed  with 
some  urgency.  For  example, for  each  project,  a clear  and  unequivocal 
definition  of  operational  goals  is  needed  and  the  project  leader  must 
have  clearly  defined  responsibilities.  Project  resources,  both  internal 
and  external,  required  to  meet  customer  requirements  should  be 
These  will  enable 
predetermined  and  realistic  milestones  set. 
management  to  assess  continuously  performance  and  take  action 
where  required,  stimulate  a  methodical  approach  and  enhance 
customer  confidence. 

In  line  with  the  above,  sensitive  qualitative  indicators  should  be 
identified  appropriate  to  the  types  of  work  carried  on  by  the  IPTS, 
serving  to  monitor  the  use  and  value  customers  obtain  from  the 
(new 
Institute.  Emphasis  must  be  placed  on  tangible  action 
Community  programmes,  changes 
improved 
legislation,  etc..)  following  input  from  Institute  actions  rather  than 
from  citation  rates,  numbers  of 
numerical  evidence  obtained 
for 
impressive 
indicators 
publications,  etc., 
demonstrating  output  but  failing  to  demonstrate  success. 
It  is 
essential  in  that  respect  that  project  leaders  can  and  do  track  the 
practical  use  made  of  their  project  results. 

in  policy  direction, 

themselves 

in 

ft-80-

V. 

Executive  Summary 

Overall  considerable  progress  has  been  made  since  the  last  visit. 
In 
particular  IPTS  now  nas  a  much  clearer  brief,  formal  budgets,  a 
defined  set  of  customers,  a  skilled  and  enthusiastic  staff  and  has 
delivered  valuable  results.  This  is  very  encouraging.  After 
the 
management  changes  which  have taken  place  a  period  of  continuity  is 
now  necessary  to  allow the full potential  of  IPTS to  be  realised. 

For  an  organisation  of  its  age  project  management  and  quality  are 
typical,  but  more  needs  to  be done. 

A  clearer  view  of  the  ways  IPTS  needs  to  work  with  its  customers  is 
now  emerging.  Customers  are  seeking  greater  interaction  with  and 
participation  of  experienced 
formulation 
process.  We  consider  this  a  most  healthy  development  but  it  will 
need  more  experienced  staff  to  work  with  the  researchers  and  much 
closer  working  relationships  with  customers  most  of  whom  are  based 
in  Brussels.  This  is  still  in their  eyes,  a  long  way  from  SevHIe.  Use  of 
advanced  communication  technology  and  the  Internet  and  World  Wide 
Web  need to  be extended  to  key  customers. 

in  the  policy 

IPTS  staff 

The  formation  of the  ESTO network  brings  a number  of  benefits.  Apart 
from  its  main  function  as  a  science  and  technology  observatory  and 
reporting  network,  it  starts  to  bring  together  many  of  the 
leading 
science  policy  institutes  in  a  formal  long  range  project  rather  than  the 
short  projects  which  had  previously  been  a  feature  of  the  Institute's 
work.  ESTO  should  also  provide  much  more  flexibility  to  IPTS  in 
meeting  short  term  requests  from  its  own  customers. 
It  provides  an 
alternative  channel to  policy  makers  through  national  institutes. 

Specifically  IPTS,  where  relevant,  needs  to  make  more  use  of  the 
scientific  specialists  in  the  other  parts  of  the  JRC.  This  might  be 
facilitated  by  strengthening  the  contacts  with  the  rest  of  the  JRC  and 
the  expertise  in  the  various  Institutes: the  JRC  itself  being  able  to  use 
the  IPTS  to  help  set  strategy  as  well  as  an  indicator  of  scientific  and 
technological  trends. 

As  a  source-  of  scientific  knowledge  and  a  member  of  scientific 
networks,  the  other  JRC  Institutes  need  to  be  part  of  the  ESTO 
network  too. 

The  portfolio  of  projects  at  IPTS  needs  to  be  carefully  managed. 
There  may  be  pressure  to try to  cover  too  much. 

ft  -81 

VI. 

VI.1 

Recommendations 

S&T  Activities 

1. 

Activate  ESTO  network  but  make the  project  as  open  as  possible 
and  widen  project  teams  to  include  academics,  policy  makers 
and  industrialists. 

2.  Where  relevant,  make  more  use of JRC  specialists. 

3. 

4. 

In  all  projects  relationships  should  be  formed  with  the  best 
research  groups  so that  IPTS does  not  'reinvent  the wheel'. 

Help  with  the  animation  of  discussions  on  European  foresight 
actions  (see  Section  lll.4.4(2)). 

5. 

Form working  relationships  with the  ETAN  programme. 

VI.2 

Infrastructure 

1. 

Continue  to  develop  IT  and  communication  systems  to  be  of 
highest  quality  but  focus  on  their  effective  utilisation  by 
customers.  Training will be needed. 

VI.3 

Management 

1. 

2. 

Introduce  formal  Project  Management  and Quality  procedures. 

Build  up  more  experienced  Brussels  team,  investigate  staff 
exchanges  with customers. 

3.  Change  project  organisation  to  increase  customer  interaction  and 
indicators  of 

measure  performance  on  outcomes.  Develop 
project  value to  aid management  and  staff  assessment. 

4. 

Identify  major  European  issues  and  take  a  leading,  proactive 
stance. 

ft-82-

ANNEX II 

•V 

JOINT RESEARCH CENTRE 
JRC 

CONDENSED LIST OF RECOMMENDATIONS  FROM THE 
REPORTS OF THE VISITING GROUPS TO THE 
JRC INSTITUTES  1996 

•V 

A-S3 

EVALUATION  OF  THE 
INSTITUTE  FOR  REFERENCE  MATERIALS  AND  MEASUREMENTS  (IRMM) 

RECOMMENDATIONS  FROM  THE  REPORT  OF  DR.  DEL  MONTE 
CHAIRWOMAN  OF THE  VISITING  GROUP 

No. 

Recommendations 

Maintain suitable  level of  resources in core activity 

Avoid advantages to  nuclear enterprises in certain  countries 

More effort  on chemical  metrology 

Restructure  IRMM to  become  EU centre of excellence in biological and environmental  RMs 

Broader  market for  Institute 

0Q 

Use "head hunting"  agencies to target specific scientists and then employ them on competitive  terms 

Attract staff  on worldwide  basis with more flexibility  for  Director, progress review oriented to  Institute 
needs 

8 

10 

11 

Business like approach  needed  under new JRC role 

Overhaul Institute accounting  (using consultants), delegate operational  decisions to  Unit  heads 

Include equipment depreciation  in accounting  procedures;  define  project objectives and  milestones 

Provide marketing  courses for selected staff from each  Unit 

EVALUATION  OF  THE 
INSTITUTE  FOR  TRANSURANIUM  ELEMENTS  (ITE) 

RECOMMENDATIONS  FROM THE  REPORT  OF  DR.  HANSEN 
CHAIRMAN  OF THE  VISITING  GROUP 

No. 

Recommendations 

Maintain  excellence of staff  - transfer  knowledge  at retirement  by early  use of  pensioners 

Maintain  reputation  in actinide  research - facilitate  access to  laboratory 

Strengthen safety  research - develop / improve analytical  methods for  safeguards 

Set up interdisciplinary  teams for  projects - extend  project  management  - promote  cpst  accounting 
transparency 

Establish early planning  of  activities for  3 year contracts; 3 year contracts may not  be appropriate  in 
highly specialised areas; continue  hosting young scientific  fellows 

Apply  adequate  resources to  maintain  present nuclear  authorizations 

Employ stepwise approach to  certification  and  accreditation 

EVALUATION  OF  THE 
INSTITUTE  FOR  ADVANCED  MATERIALS  (1AM) 

RECOMMENDATIONS  FROM  THE  REPORT  OF  PROF.  BATHIAS 
CHAIRMAN  OF THE  VISITING  GROUP 

2? 

No. 

1 

2 

3 

4 

5 

6 

7 

8 

9 

10 

11 

12 

13 

Recommendations 

Site work  near, upstream of  Industrial  Research 

Work  in coatings area to  be generic or  precompetitive 

Open access databases encouraged  but maximum outsourcing  of  routine tasks 

Avoid duplication  of  activities or important  equipment  between  Units 

Characterisation  is an important  core competence for the  Institute 

Encourage shared cost actions 

More  inter-Institute  collaboration  in JRC 

Complete  project  management  and total  quality  management  introduction 

Examine  recruitment  procedures for scientific  staff 

Enhance educational  role, enhance number  of doctoral and post-doctoral  fellowships 

Increase mobility  with  short term  attachments 

New mechanisms to  start industrial third  party work  more  quickly 

Contact  European experts when establishing  new activity  fields 

EVALUATION  OF THE 
INSTITUTE  FOR  SYSTEMS,  INFORMATICS  AND  SAFETY  (ISIS) 

RECOMMENDATIONS  FROM THE  REPORT  OF  MR.  BENTON 
CHAIRMAN  OF THE  VISITING  GROUP 

No. 

1 

2 

3 

4 

5 

6 

7 

8 

9 

10 

11 

12 

13 

14 

15 

16 

Test results against competitive  approach where technology  is widespread  in many  laboratories 

Evaluate 3-D holographic  image processing by industrial  panel and confront  industrial  market 

Recommendations 

Opto-instrumentation for  ELSA application  should be further  tested 

Develop analytical package for  masonry structures 

Encourage collaboration with Japan in seismic research 

Critical mass not yet achieved in repair and strengthening  structures 

Suggest external evaluation  of  ADIN 

3 year staff  should be allowed to apply for  admission to  Reserve Lrst 

Reserve List laureates should be free to  apply for  3 year  contracts 

Director should carry reserve of  1  to  3 persons 

Patent administration  should be moved to  Institutes - with  revenues to  initiating  Institutes 

Encourage Programme  User Advisory  Boards 

Explore establishment  of commercial  incubator  facility 

Encourage exploratory  research 

Develop and calibrate analytical tools, modelling techniques, system integration  methods 

Encourage mobility  of some senior  ISIS staff to  relevant  Directorates General tô improve  technology 
transfer 

17 

Extended competition  is encouraged 

J 

EVALUATION  OF THE 
ENVIRONMENT  INSTITUTE  (El) 

RECOMMENDATIONS  FROM  THE  REPORT  OF  PROF.  BORREGO 
CHAIRMAN  OF THE  VISITING  GROUP 

CO 

No. 

1 

2 

3 

4 

5 

6 

7 

8 

9 

10 

11 

12 

Recommendations 

Maintain scientific support to environmental  and consumer  protection  policies 

Extend collaboration  to  all  EU Member  States and Associated  countries 

Increase multi-disciplinary  approach - particularly  including  Life Sciences 

Follow developments in food  and drugs area for  possible future  actions 

Follow developments  in water  research and resource management  as potential development  area 

Continue concentration  of  laboratories and  facilities 

Foster internal collaboration  with  inter-Unit  projects 

Plan early for  coming retirements to safeguard  competences 

Seek means of  inserting  new staff  at the  necessary time 

Maintain user satisfaction, regularly  check opinions, follow-up  discrepancies 

Be prepared to  increase competitive  activities to 20% 

Encourage documentation  of output, preferably  in peer reviewed journals 

EVALUATION  OF THE 
SPACE  APPLICATIONS  INSTITUTE  (SAI) 

RECOMMENDATIONS  FROM  THE  REPORT  OF  PROF.  URPO 
CHAIRMAN  OF THE  VISITING  GROUP 

No. 

1 

2 

3 

4 

Recommendations 

Avoid  unnecessary duplication  of  radiation transfer  modelling  (one small group for the  Institute) 

Establish regular  cooperation  between  units concerned with  remote sensing of  forests 

Don't develop  3-D models, cooperate with  experienced groups  concentrate on  remote sensing  part 

Explore recruitment  of experienced staff  in UV radiation for  atmospheric  research 

5 
_ _ _ _ _ _ _ _ __ 
6 

Appoint  advisory group or convene Visiting  Group every two  years 

' 
Maximise collaboration  with  other JRC institutes 

, 

* 

- 

j 

7 

Include industry  representatives in working  groups and  Committees 

EVALUATION  OF THE 
INSTITUTE  FOR  PROSPECTIVE  TECHNOLOGICAL  STUDIES  (IPTS) 

RECOMMENDATIONS  FROM THE  REPORT  OF  DR. WHELAN * 
CHAIRMAN  OF THE  VISITING  GROUP 

No. 

1 

2 

3 

4 

5 

6 

7 

8 

9 
10 

Widen  project teams via ESTO with  policy makers, academics, industrialists 

Recommendations 

Make more use of JRC specialists 

Form projects' relationships with  best research  groups 

Help to animate discussions on  European foresight  actions 

Form working  relationships with  ETAN programme 

Continue developing  IT and communication  utilisation 

introduce  formal  Project Management  and Quality  procedures 

Build more experienced  Brussels team, exchanges with  customers 

Increase customer  interaction  and measure project outcome - develop value  indicators 

"!'ake leading  proactive stance in identified  major  European issues 

ANNEX III 

•\S' 

JOINT RESEARCH CENTRE 
JRC 

COMPOSITION OF THE VISITING GROUPS TO THE 
JRC INSTITUTES  1996 

V 

A-^o 

Visiting Group to the Joint Research Centre's 
Institute for Reference Materials and Measurements (IRMM) - Geel 

Members 

Dr. Maria Grazia DEL MONTE (Chairwoman)  Tel: + 39.6.592.40.8S (SOS.52.61) 
Director 
Fax: + 39.6.S92.40.8S  (S05.02.S0) 
National Centre for Reference Materials 
Via di Castel Romano 100-102 
1-00129 Rome 

Mr.PeterJ.JENKS 
Product Manager 
Biological, Elemental and 
Pharmaceutical Reference  Materials 
PROMOCHEM GmbH 
D-46469 Wesel 

Tel: +49-281  9887-212 
Fax:  +49-281-9887-199 

Mr. Robert KAARLS 
Director 
Nederlands Meetinstituut (NMi) 
P.O. Box 654 
NL-2600 AR Delft 

Tel:  +31-1S-269.1S00 
Fax:  +31-15-261.2971 

Secretary 

Mr. Hans J0rgen Helms 
Joint Research Centre 
European  Commission 
Square de Meeûs 8 (SDME  10/20) 
B-1050 Brussels 

Tel:  + 32-2-29.58527 
Fax:  +32-2-29:50146 

fY<u 

Visiting  Group to the Joint  Research  Centre's 
Institute for Transuranium  Elements  (ITE) -  Karlsruhe 

Members 

Dr. Niels HANSEN, Dr. Techn. (Chairman)  Tel:  + 45.46.77.5701 
Head 
Fax:  +45.46.35.1173 
Materials Department 
E-mail:  materials@risoe.dk 
Building 228 
Ris0 National  Laboratory 
Frederiksborgvej 399, P.O. Box 49 
DK-4000  Roskilde 

Mr. Richard HOOPER 
Director 
IAEA 
Wagramerstrasse  5 
P.O. Box 100 
A-1400 
Vienna 

Tel:+43-1.2060.21808 
Fax:  +43-1.2060.29145 

Dr. Klaus JANBERG 
Geschàftsfùhrer 
GNS 
Gesellschaft  fur  Nuklear-Service  GmbH 
Hollestr. 7A 
D-45127 Essen 

Tel:  +49.201-109.1401 
Fax: + 49.201-109.1137 

Mr. Jean  van  VLIET 
Manager 
MOX  plant 
Belgonucléaire 
Europalaan  20 
B-2480 Dessel 

Secretary 

Mr. Hans J0rgen  Helms 
Joint Research  Centre 
European  Commission 
Square de Meeûs 8 (SDME  10/20) 
B-1050, Brussels 

Te/;  + 32-14 33 02 11 
Fax:  +32-1431  7046 

Tel:  + 32-2-29.58527 
Fax:  +32-2-29.50146 

r V^ 

Visiting  Group to the Joint  Research  Centre's 
Institute for  Advanced  Materials  (1AM) - Petten  and  Ispra 

Members 

Prof. Claude BATHIAS (Chairman) 
Conservatoire  National  des Arts 
et Métiers  (CNAM) 
2 Rue  Conté 
F-75003 
Paris 

Prof. Pier Giulio AVANZINI 
Direzione  Area della  Ricerca 
Consigiio Nazionale  Ricerche 
via  De Marini  6 - Torre di  Francia 
1-16149 
Genoa 

Tel: +  33.1.40.27.23.22 
Tel: +  33.1.40.27.26.33 
Fax: +  33.1.40.27.23.22 

Tel:  + 39.10-  6475  802 
Fax:  + 39.10-  6475  800 

Mr. Staffan  SÔDERBERG 
Director 
AB Sandvik  Coromant 
S-126  80 
Stockholm 

Prof. Dr. T. VARGA 
Leiter der Techn. Versuchs- 
und  Forschungsanstalt 
TVFA  - TU  Wien 
Karlsplatz  13 
A-1040 
Wien 

Secretary 

Mr. Samuel  Lloyd 
Oak  House 
Walcote  Road 
South  Kilworth 
Leicestershire  LE  17 6EE 
U.K. 

Tel: + 46-8-726.6698 
Tel:  +46-8-726.6300 
Fax:  +  46-8-726.9092 

(switchboard) 
(direct) 

Tel: 
Fax: 

+43-1-588.013.429 
+43-1-587.81.96 

Tel:  +  44-1858-575.937 
Fax:  +  44-1858-575.085 

ft-^3 

Visiting  Group to the Joint  Research  Centre's 
Institute  for  Systems,  Informatics  and Safety  (ISIS)  -  Ispra 

Mr. Peter  BENTON  (Chairman) 
Director  General 
British  Institute  of  Management 
Northgate  House 
130 Highgate  Hill 
UK-N6  6HD 
London 

Prof. J a ne  GRIMSON 
Dean  of Engineering  and 
Systems  Sciences 
Department  of Computer  Science 
Trinity  College 
Dublin 
Ireland 

Mr. Theodossios  P.  TASSIOS 
Agias  L a v r a s4 
GR-15236PaleaPenteli 
Athens 

Prof. Dr.  Dennis  TSICHR1TZ1S 
Chairman  of the  Executive  Board 
GMD-Forschungszentrum 
lnformationstechnik  GmbH 
SchloB  Birlinghoven 
D-53754 
S a n kt  Augustin 

Dr.  F.  YNDURAIN 
Director  General 
CIEMAT 
Av. Complutense  22 
E-28023,  Madrid 

Secretary 

Prof. Ing. Carlo  Rinaldini 
V i a I ) e i B o d e r i , 36 
r-2J200Varese 
Italy 

Members 

Tel: 
Fax: 

+44.181.341.1122 
+44.181.341.11.33 

Tel:  +353.1.60  81  707 
Fax:  +353.1.67  72  204 

(office) 

Tel:  +30.1.77.21.237 
Tel:  + 30.1.369.1111  (Ecole Poly, 
d'Athens) 
Tel:  +30.1.804.97.51 
Fax:  +30.1.77.21.275 

(home) 
(office) 

Tel: + 49-02241114-2245 
Fax: +  49-02241114-2110 

(2294) 

Tel: 
Fax: 

+34-1-3466060 
+34-1-3466082 

Tel:  +39-332-239367 
Tel:  +39-335-6241169 
Fax:  +39-332-239367 

ft-^4-

Visiting  Group to the Joint  Research  Centre's 
Environment  Institute  (El) - Ispra 

Members 

Prof. Carlos A. BORREGO (Chairman) 
Department of Environment and Planning 
University  of Aveiro 
P-3800  Aveiro 

Tel: +  351.343.800.800 
Fax:  +351.343.828.76 

Prof. A.R. HARDY 
Research Director 
Central Science  Laboratory 
Sand  Hutton 
York Y04 1LZ 
UK 

Tel: +  44-1904-462384 
Fax:  +44-904-462256 

Prof. Dr. A. KETTRUP* 
Director 
GSF  Neuherberg 
Institute of Ecological  Chemistry 
Ingolstàdter Landstrafle 1 
D-8042  Neuherberg 

Tel: + 49-89-3187.404718 
Fax:  +49-89-3187.3371 

* 

unable  to attend  meetings  but provided  written  comments  on  documentation 

Secretary 

Hans Jprgen  Helms 
Joint Research  Centre 
European  Commission 
Square de Meeûs 8 (SDME  10/20) 
B-1050 
Brussels 

Tel: +  32-2-29.58527 
Fax:  +32-2-29.50146 

P \ '^ 

Visiting  Group to the Joint  Research  Centre's 
Space  Applications  Institute (SAI) -  Ispra 

Members 

Prof. Seppo URPO (Chairman) 
Director 
Metsâhovi Radio Research  Station 
Metsâhovintie 
FIN-02540 Kylmâlâ 

Tel: + 358.9.264.417 
Fax:  +358.9.264.531 

Prof. Dr. Herbert FISCHER 
Head 
Institut fur Météorologie und  Klimaforschung 
Forschungszentrum  Karlsruhe 
Postfach  3640 
D-76021 
Karlsruhe 

Tel: + 49.07247182-3643 
Fax:  +49.07247182-4742 

Mr. Roy GIBSON 
Résidence Les Hespérides 
51, Allée Jean  de Bains 
F-34000 
Montpellier 

Secretary 

Prof. Ing. Carlo Rinaldini 
ViaDeiBoderi,36 
1-21100 Varese 
Italy 

Tel: + 33-67.67.81.81 
Fax: + 33-67.22.34.02 

Tel: + 39-332-239367 
Tel:  +39-335-6241169 
Fax:  +39-332-239367 

A -^ 

Visiting  Group to the Joint  Research  Centre's 
Institute  for  Prospective Technological  Studies  (IPTS) -  Seville 

Members 

Dr. Robert C. WHELAN  (Chairman) 
36 Green End 
Comberton 
Cambridge CD3 7DY 
UK 

Tel:  +44.1.223.263.137 
Fax:  +44.1.223.263.940 

Dr. Josef FRÔHLICH 
Head 
Austrian  Research  Centre  Seibersdorf 
Division of Systems Research 
Technology-Economy-Environment 
A-2444  Seibersdorf 
Austria 

Prof. Dr. Herbert PASCHEN 
Leiter des Instituts fur Angewandte 
Systemanalyse 
und Technikfolgenabschatzung  (ITAS) 
Forschungszentrum  Karlsruhe 
Postfach  36 40 
76021  Karlsruhe 

Tel:  +43(0)2254-780-3880 
Fax;  +43(0)2254-780-3888 
E-Mail: 
froehlichj@zdfzs.arcs.ac.at 

Tel:  +49.7247182-2500 
Fax:  +49.7247182-4806 

Prof. Walter ZEGVELD 
Chairman 
Rathenau  Institute 
P.O. Box 85525 
NL-2506CA The  Hague 
The  Netherlands 

Secretary 

Mr. Samuel  Lloyd 
Oak  House 
Walcote Road 
South  Kilworth 
Leicestershire  LE 17 6EE 
U.K. 

Tel:  +31.70.342.15.42 
Fax:  +31.70.363.34.88 
Fax:  +31.70.393.0173  (home  no.) 

7e/:  +44-1858-575.937 
Fax:  +44-1858-575.085 

«vn 

ANNEX IV 

"V 

JOINT RESEARCH CENTRE 
JRC 

TERMS OF REFERENCE OF THE 
VISITING GROUPS TO THE 
JRC INSTITUTES 1996 

V 

(V^sr 

TERMS OF  REFERENCE 
FOR THE VISITING  GROUPS FOR THE EVALUATION OF THE 
JOINT RESEARCH  CENTRE'S  INSTITUTES 

1. 

2. 

To  evaluate  progress  in  performing  work  in  accordance  with  the  objectives  set  out  in 
Council Decisions  94/918/EC and 94/919/Euratom, documents addressed to the Board of 
Governors, the JRC's Annual Workschedules,  budget etc., taking into account  the  results 
of the last JRC evaluation performed in 1993-94. 

To  ensure that  the  Institute  has effective  mechanisms to  set  its local scientific  objectives, 
monitor progress towards those objectives and evaluate outputs. 

3. 

To  review the various  research activities to assess: 

a) 

b) 

c) 

the  relevance  of  the  work  with  respect  to  Community  needs,  including  the 
relevance  of  work  performed  for  external  customers,  when  applicable. 
In 
particular  whether  the objectives  initially  set for  the  Institute  are  still valid  against 
evolving S&T, industrial and socio-economic  conditions; 

the scientific  quality and productivity of the  Institute; 

whether  full  advantage  is  being  taken  of  scientific  opportunities  in  the  light  of 
funding and other constraints. 

4. 

5. 

6. 

7. 

To assess the effectiveness  of the scientific  management  leadership within the Institute. 

To  advise  on  whether  the  Institute  has  been  making  efficient,  effective  and  economical 
use  of  resources  in carrying  out  its  programmes  and  management  functions.  Resources 
include manpower,  money, services, facilities, data and equipment. 

To  review  the  extent  and effectiveness  of the  Institute's  external  scientific  links,  including 
cooperation  with  research  organisations,  the  higher  education  sector,  industry  and 
government  departments  in the Member States. 

To  examine  the  relationship  of  the  Institute's  work  in  general, to the  mission  of  the  Joint 
Research  Centre  and to  its forward  strategic  planning  as well  as to the  overall  objectives 
of the Framework  Programme. Therefore assessing: 

the  contribution  towards  the  improvement  of  the  competitiveness  of  European 
industry and the economic  impact  (both direct and indirect) that has already been, 
plus that which is expected to be achieved; 

the contributions to strengthening the scientific  and technological bases; 

the  contributions  to  relevant  Community  policies  such  as  environment,  industry, 
agriculture, transport, employment, cohesion, etc. 

To  assess  the  European  added  value  of  the  Institute's  activities  on  the  basis  of  the 
subsidiarity  principle. 

8. 

To  make  recommendations  and  report  to  the  Board  of  Governors  of  the  Joint  Research 
Centre. 

I V ll 

ISSN 0254-1475 

COM(97)  164  final 

DOCUMENTS 

EN 

15  01 

Catalogue  number  :  CB-CO-97-152-EN-C 

ISBN  92-78-18374-1 

Office  for  Official  Publications of the European  Communities 

L-2985  Luxembourg