Source: EURLEX
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**COMISIÓN** **DE LAS COMUNIDADES EUROPEAS**

**Bruselas, 22.04.1997**
COM(97) 164 final

**COMUNICACIÓN** **DE LA** **COMISIÓN**

**AL CONSEJO.** **AL** **PARLAMENTO EUROPEO**
**Y** **AL** **COMITE** **ECONÓMICO** **Y** **SOCIAL**

**Evaluación del Centro Común de Investigación**

**1992-1996**

**DICTAMEN**
**DEL CONSEJO DE ADMINISTRACIÓN DEL CENTRO COMÚN** **DE**

**INVESTIGACIÓN SOBRE LA EVALUACIÓN DEL CENTRO**

**Y DE SUS ACTIVIDADES**

Observaciones generales:

1. Como se señala en la Decisión de la Comisión de 10 de abril de 1996 por la
que se reorganiza el Centro Común de Investigación (CCI), el Consejo de
Administración se ocupará especialmente de la "evaluación de estas últimas
(sus actividades de investigación) por «grupos de visita» compuestos por
expertos independientes y el seguimiento de sus recomendaciones". Dado que
se está evaluando actualmente el IV Programa Marco, el Consejo encargó una
evaluación como complemento de la evaluación publicada en marzo de 1995
(COM(95) 60 final), que incluía un análisis general de Sir Hermann Bondi
sobre los avances realizados. Esa iniciativa se ajusta a lo dispuesto en el
apartado 3 del artículo 7 de las decisiones del Consejo por las que se aprueban
los programas específicos del CCI (1995-1998) [1] .

2. El informe resultante de dicha evaluación lleva adjuntos informes individuales
sobre cada uno de los institutos del CCI y un análisis y un informe de síntesis
de la situación y recomendaciones para el futuro realizados por el profesor
Juan M. Rojo de la Universidad Complutense de Madrid y ex Secretario de
Estado de Universidades e Investigación de España.

**Dictamen**

3. El Consejo de Administración ha examinado los informes de evaluación de
cada uno de los institutos y el informe general del Prof. Rojo sobre el CCI y se
complace en observar que continua el progreso general señalado en la
evaluación anterior. La mayoría de las recomendaciones realizadas en el
informe anterior se han complido y siguen siendo una herramienta muy útil
para el Consejo de Administración a fin de evaluar los avances que se realicen
y marcar el rumbo que deba seguirse.

4. El Consejo de Administración observa que, en la mayoría de los casos, se ha
solicitado a los usuarios de servicios del CCI, tanto dentro como fuera de la
Comisión, que contribuyan a los informes. En interés del mandato que se dé a
los futuros grupos de visita, el Consejo de Administración reconoce que, dada
la tendencia existente a dar un mayor respaldo a los servicios de la Comisión,
ese tipo de evaluación de la labor del CCI ha adquirido mayor importancia.

5. Según el informe del Prof. Rojo, en los dos últimos años transcurridos desde el
informe anterior se ha avanzado en la gestión de proyectos, en la gestión de la
calidad y en la comercialización, por lo que el Consejo de Administración

' DO L 361 de 31.12.1994, págs. 114 y 132.

muestra su satisfacción, al tiempo que señala, al igual que el Prof. Rojo, que
aún se puede avanzar más y que esos avances son de desear. Además, deben
adoptarse todas las medidas con las que se pueda aumentar la transparencia de
las actividades del CCI, hacer que éste sea menos impenetrable y mejorar su
imagen exterior. El Consejo de Administración observa con satisfacción que
en el informe del Prof. Rojo y en los informes de los siete grupos de visita hay
una serie de recomendaciones importantes para el futuro del Centro. El
Consejo de Administración estudiará atentamente dichas recomendaciones a
fin de aplicarlas en la mayor medida posible, sobre todo la recomendación de
que es necesario que el CCI centre más sus actividades.

6. Una vez más, en todos los informes se subrayan los problemas que plantea la
política de personal y, en especial, la contratación de científicos del más alto
nivel siguiendo a los procedimientos relativamente rígidos de la Comisión.
Estas cuestiones son de suma importancia en el momento actual, dado el gran
número de personal que está llegando a la edad legal de jubilación. El Consejo
de Administración seguirá animando a la Comisión, por medio del Comisario
de Investigación, a que siga siendo flexible en estas cuestiones
administrativas. Las normas existentes se han llevado al límite y el Consejo de
Administración toma nota de la recomendación del Prof. Rojo acerca de que
deben estudiarse urgentemente nuevos métodos y estructuras.

7. Por último, el Consejo de Administración muestra su satisfación por el
esfuerzo realizado por el Director General y su personal para aplicar las
recomendaciones señaladas en las evaluaciones anteriores con objeto de
aumentar la eficacia del CCI y mejorar la realización de sus funciones, sobre
todo respecto a la competitividad europea. La aplicación de dichas
recomendaciones ha tenido efectos positivos y visibles en el CCI, y el Consejo
de Administración tiene la intención de seguir empleando el sistema de los
grupos de visita como medio adicional de confrontar a los científicos del CCI
con el resto del mundo.

8. El Consejo de Administración agradece calurosamente el cuidadoso y valioso
trabajo del profesor Rojo y la dedicación de los presidentes de los grupos de
visita y de todos los miembros de dichos grupos y les da las gracias por todo
ello.

**I** **ex**

**CENTRO** **COMÚN** **DE** **INVESTIGACIÓN**

**CCI**

**1992-1996**

**EVALUACIÓN** **GENERAL**

**Y**
**RESUMEN DE LOS INFORMES**

**DE LOS GRUPOS** **DE** **VISITA**

**J.** **M.** **Rojo**
**Universidad Complutense**

**Madrid**

**16 de diciembre de 1996**

**lfc**

**INDICE**

Resumen

1. Introducción

2. Observaciones analíticas sobre cada uno de los institutos

3. Evaluación general de los logros del CCI

4. Futuro del CCI

5. Conclusiones y recomendaciones

ANEXO I

ANEXO II

ANEXO III

ANEXO IV

Informes de los grupos de visita sobre cada uno de los
institutos

Lista resumida de las recomendaciones de los grupos de
visita acerca de cada uno de los institutos

Composición de los grupos de visita

Mandato de los grupos de visita

**Resumen**

Me parece claro que el CCI ha _seguido_ progresando desde el alentador análisis
que realizó Hermann Bondi hace tres años. Este avance constante se debe, en
gran medida, tanto a la Dirección del centro como a las directrices del Consejo de
Administración. _La mayoría de las recomendaciones_ realizadas en la anterior
evaluación se han cumplido y estoy convencido de que las recomendaciones que
se formulan en los excelentes informes elaborados por los actuales grupos de
visita serán también de gran utilidad para los institutos.

Siguiendo las orientaciones del Consejo, el CCI _ha definido de manera_ mucho
más clara sus objetivos _y se ha_ _abierto_ _y_ _hecho_ _más_ _accesible_ _al_ _exterior,_ con un
aumento de las actividades de ayuda a los servicios de la Comisión y de apoyo a
las políticas de la Unión _y de una amplia red de_ _colaboración_ _con los centros de_
_investigación, la administración y la industria._ En particular, el Centro ha
respondido con rapidez a la nueva exigencia de _competitividad_ en todos los
frentes, participando con éxito en acciones de gastos compartidos del Programa
Marco de la Unión y participando, asimismo, cada vez más en iniciativas comunes
con la industria. Gracias a la renovación del equipo de gestión, se está dando un
nuevo y fuerte impulso dirigido al control de los proyectos, la gestión de calidad y
la comercialización con el fin de que las actividades científicas y técnicas _sean_
_más visibles_ y de que el funcionamiento del Centro sea más transparente y fácil
de entender. Además.observo un cambio de actitud en una gran parte del
personal, que se muestra convencida de los beneficios que puede aportar una
postura más competitiva del CCI. Es indispensable apoyar constantemente esta
acertada política y, siguiendo el consejo de algunos grupos de visita, recomiendo
que se impulse aún más dicha política con la creación, _de_ _manera_ _gradual,_ _de un_
_grupo_ _consultivo_ _de_ _usuarios_ _para cada uno de los_ _institutos_ cuya función sería la
de procurar que los objetivos de los proyectos sean adecuados y comunicar las
necesidades de los usuarios y sus opiniones acerca del funcionamiento de los
institutos, sobre todo en lo que se refiere a la transferencia de información.

Con objeto de ejercer las funciones de investigación institucional y competitiva
que tiene encomendadas, el CCI debe ser un socio con una cualificación
excepcional; a este respecto, se observa con satisfación que el CCI ha logrado
mantener la excelencia científica en varios campos de primer orden y está
procurando conseguirla en más campos. A fin de ayudar a obtener calidad,
propongo que se cree _un panel_ _científico_ _consultivo_ permanente que informe al
Consejo de Administración. Dicho panel evaluará la calidad de la investigación
que se realice, prestando especial atención a la determinación de las unidades
que presenten un alto nivel de calidad, en cada instituto El panel facilitará
asimismo valiosa información a los grupos de visita.

Un enemigo de la excelencia es la d¡versificación incontrolada. Es absolutamente
necesario _centrarse_ en temas concretos, ya que parece que el CCI tiene una

**gama de temas demasiado amplia. No hay duda de que es preferible que se**
**considere que el CCI tiene una calidad reconocida de primer orden en un número**
**limitado de campos, a que se estime que el CCI es un socio de nivel mediocre en**
**un amplio número de campos. A** **fin** **de cuentas, las actividades del CCI deben**
**contemplarse desde el punto de vista de la subsidiariedad y no debe duplicarse la**
**labor realizada en instalaciones nacionales si no hay ventajas claras. Del mismo**
**modo, el CCI debe hacer todo lo posible por evitar el trabajo rutinario,** _**aun cuando**_
_**se lo pidan terceros.**_

**A fin de mantener la evolución positiva del CCI, debe prestarse especial atención**
**a la cuestión de la** _**gestión de personal.**_ **En lo que respecta al actual** _**sistema de**_
_**contratación,**_ **tengo grandes reservas respecto al futuro. Como ya se ha señalado**
**en anteriores evaluaciones, debe insistirse en las dificultades que, con el fin de**
**contratar a científicos de alto nivel, plantea utilizar un sistema que parece creado**
**para contratar a funcionarios de la administración. Es un sistema demasiado**
**rígido y además demasiado lento para satisfacer las necesidades de 1996 y**
**mucho menos las del siglo próximo. Se han observado algunas ligeras mejoras,**
**pero es preciso realizar una revisión considerable y propongo que se cree**
**urgentemente un grupo específico que se ocupe del asunto, incluyendo los**
**posibles cambios de las normas actuales. Tengo gran esperanza en que la**
**reciente transformación del CCI en una dirección general independiente ayude a**
**que se cumplan los requisitos específicos de un centro de investigación en la**
**estructura de la CE. La** _**movilidad**_ **es otro tema que debe reactivarse. Debe**
**impulsarse el mantenimiento de un flujo continuo de ideas hacia los institutos**
**mediante la asignación temporal de científicos en prácticas de otras instituciones**
**y la presencia habitual de estudiantes investigadores, especialmente con un nivel**
**de posdoctorado.**

**Por último, desearía referirme al tema de la** _**energía.**_ **Comparto totalmente la**
**preocupación de mi distinguido predecesor acerca del declive de la investigación**
**relativa a la energía nuclear. Al margen de la actitud personal o política que se**
**tenga respecto a la energía nuclear, es claro que las cuestiones de la seguridad**
**nuclear, el tratamiento de los residuos, la no proliferación y otras cuestiones**
**siguen afectándonos; son asuntos que no se detienen en las fronteras nacionales**
**y a los que debe prestárseles atención a nivel europeo. Conviene subrayar que el**
**CCI tiene conocimientos de la mas alta cualificación en algunos sectores de este**

**campo.**

**En resumen, creo que en la actualidad el CCI va por buen camino y que las**
**políticas actuales son viables y satisfactorias y, gracias a una gestión eficaz, ya**
**han convertido el Centro en un socio útil de las instituciones y la industria**
**europeas. Si se desea mantener este rumbo satisfactorio, deben adoptarse**
**algunas medidas (respecto a las que se formulan recomendaciones) en lo que se**
**refiere, al menos, a la gestión de personal, la calidad y una mayor concentración**
**en temas de investigación específicos.**

**1.** **Introducción**

**La política de investigación y desarrollo tecnológico y demostración es una de las**
**políticas clave del Tratado de la Unión, y ocupa el tercer lugar en términos**
**económicos. La razón de esa gran importancia es la convicción de que los**
**objetivos fundamentales de la Unión Europea (UE) que** _**son la competitividad**_
_**industrial**_ _**y la mejora de la calidad de la vida**_ **sólo pueden conseguirse con unos**
**fundamentos científicos y técnicos sólidos. A este respecto, mientras que el**
**compromiso de la UE en favor de la** **IDT** **ha sido continuo y creciente, no ha**
**seguido la misma tendencia la atención prestada a los distintos campos, o incluso**
**a las distintas actividades que en realidad han soportado cambios. También las**
**funciones del Centro de Común de Investigación (CCI) se han ido modificando.**

**Dado el interés decreciente experimentado en el pasado por la investigación**
**sobre fisión nuclear, las instalaciones nucleares especializadas de ios Estados**
**miembros se vieron sometidas a duras reconversiones. El CCI no constituyó**
**ninguna excepción al respecto y, de hecho, algunas de sus especializaciones**
**actuales, como el medio ambiente o la seguridad, coinciden con los objetivos de**
**algunos de los centros nucleares nacionales reconvertidos. Por consiguiente, no**
**debe sorprender que en el pasado la estrategia del CCI soliera ser defensiva ni**
**que en los últimos años los organismos de decisión europeos hayan adoptado**
**distintos planteamientos respecto a los objetivos que debe lograr el Centro y a los**
**procedimientos de evaluación de los resultados del Centro. El último de esos**
**planteamientos, de 1994, se refiere a la denominada "función modificada" del CCI,**
**tal y como lo acordaron el Consejo, el Parlamento y la Comisión. Entre otras**
**cosas,** **esta nueva función destaca la necesidad de que el CCI intervenga más en**
**las denominadas "actividades competitivas", a menudo en asociación con**

**empresas.**

**Si bien la presente evaluación abarca el quinquenio comprendido entre 1992 y**
**1996 (otorgando la máxima relevancia a la anterior evaluación del período de**
**1992 a 1994, el informe Bondi), la introducción a mitad de dicho período de la**
**función modificada del CCI anteriormente mencionada sugiere que se centre la**
**atención en los resultados del Centro con su** _**función**_ _**modificada,**_ **es decir, en los**
**últimos dos años. Los grupos de visita de los institutos del CCI han entendido ese**
**extremo, tomando especialmente en consideración en sus informes la realización**
**de las nuevas actividades, más** _**competitivas.**_ **En esos informes se subraya la**
**evolución positiva de los resultados del CCI durante los dos últimos años,**
**confirmando las expectativas señaladas en el informe Bondi.**

**La importancia de los informes individuales de los grupos de visita es crucial, ya**
**que se han elaborado con gran profesionalidad y competencia. Aparte de algunos**
**puntos resultantes de reuniones personales con los directores y el personal de los**
**institutos, la mayor parte de la presente evaluación se basa en dichos informes.**

La estructura de mi propio informe es la siguiente. En la Sección 2 expongo los
puntos clave de los informes individuales, procurando buscar puntos comunes.
Acto seguido, hago una presentación más general de los resultados obtenidos por
el CCI en los últimos cinco años (Sección 3), teniendo en cuenta los objetivos
establecidos en las correspondientes decisiones de los organismos europeos. En
la Sección 4, teniendo en cuenta la evolución positiva del Centro, trato, con
perspectiva de futuro, de los problemas de l+D que el CCI puede abordar con
mayor eficacia que los laboratorios nacionales. Por último, en la Sección 5 se
exponen las conclusiones y recomendaciones, teniendo estas últimas carácter
general. Dichas conclusiones y recomendaciones deben considerarse
complementarias de las realizadas por los grupos de visita respecto a cada uno
de los institutos y que se resumen en el Anexo II.

**2.** **Observaciones analíticas sobre cada uno de los institutos**

En el Anexo I figuran los informes completos de cada uno de los grupos de visita.
En los informes se evalúan las actividades de los institutos, teniendo en cuenta
los objetivos fijados en las decisiones del Consejo, y se formulan
recomendaciones específicas para el futuro. En la presente Sección 2, expongo
los puntos de los informes que, en mi opinión, son más interesantes o reflejan los
problemas actuales.

**Instituto de Medidas y Materiales de Referencia** **(IRMM):**

- El Instituto ocupa un lugar importante en la estructura comunitaria del sector. Si
no existiera, uno de similares características debería crearse.

- El Instituto parece haber alcanzado un nivel satisfactorio de competencia y
reconocimiento, sobre todo en lo que se refiere a las mediciones y referencias
nucleares. El Instituto dispone de instalaciones experimentales especiales.

- Los procedimientos de contabilidad y gestión precisan ser mejorados y
adaptados a la función particular del Instituto.

- No debe descuidarse la labor de investigación fundamental. A este respecto,
parece que el 10% de los recursos es una cifra razonable para la investigación
exploratoria.

**Instituto de Elementos Transuránidos** **(ITE):**

- En mi opinión, es el instituto mejor cualificado del CCI. Debe hacerse todo lo
posible por mantener esta situación, sobre todo con la perspectiva de futuras
jubilaciones, respecto al personal que se contrate.

- El Instituto ha conseguido incorporar las actividades competitivas a las
actividades anteriores, más orientadas a la investigación pura.

- Debe evitarse seguir trabajando en campos que se hayan convertido en
rutinarios; es preferible trasladar el trabajo a otros centros cuando se empiece a
notar la rutina. Debe asegurarse que en todos los campos haya suficientes
posibilidades de estimular la creatividad (p. ej. el análisis del control de
seguridad).

- En las dos lineas actuales de investigación exploratoria, han surgido
recientemente nuevas ¡deas en otros laboratorios europeos (a saber, el
"amplificador de energía" y el "quemador de residuos"). El ITE deberá evaluarlas,
informar a la Comisión y, si es conveniente, crear una red.

**Instituto de Materiales Avanzados (IAM):**

- El Instituto, que se ha reestructurado profundamente, ha conseguido
reconocimiento en el campo de los materiales a alta temperatura, aunque aún
puede mejorar en otros campos. Debe evitarse la diversificación en campos ya
bien cubiertos.

- Debe estudiarse el futuro del laboratorio de seguridad de tritio (ETHEL) teniendo
presente la evolución del proyecto del reactor experimental termonuclear
internacional (ITER) y los programas de fusión relacionados. Debe asegurarse la
conveniencia de disponer de esta instalación teniendo en cuenta las existentes en
los Estados miembros.

- Se expresa cierta preocupación respecto a la disminución de intercambios que
se realizan con investigadores de instituciones exteriores reconocidas. En mi
opinión, se trata de una cuestión crítica.

- Parece que la transferencia al exterior está mejorando. La investigación
realizada en el Instituto debe mantenerse genérica y próxima, aunque anterior a la
investigación industrial. El grupo de visita considera que deben facilitarse y
fomentarse las iniciativas en acciones a gastos compartidos.

**Instituto de Ingeniería de Sistemas, Informática y Seguridad (ISIS):**

- El Instituto ha resultado de la unión de dos institutos anteriores; se ha nombrado
un nuevo director, el cual, naturalmente, está definiendo objetivos y
procedimientos. La Dirección ha mostrado comprensión y determinación y
obtendrá probablemente buenos resultados en el futuro.

- En los últimos tiempos, el Instituto se ha esforzado considerablemente por
colaborar con organismos exteriores industriales y de investigación; debe
fomentarse y apoyarse esta actitud competitiva. Los intercambios de personal

propuestos con direcciones generales de la Comisión de Bruselas parecen ser un
buen método de reforzar una política orientada al usuario con estas unidades.

- La calidad parece ser, en general, satisfactoria. Tal vez debería modularse la
amplia gama de intereses del Instituto en función de la capacidad real a nivel
competitivo. En algunos campos debe obtenerse un aumento del liderazgo
científico de los grupos.

- El Instituto cuenta con unas instalaciones únicas en su tipo, que es preciso
mantener al más alto nivel de rendimiento. Se observa una mayor utilización de
dichas instalaciones por parte de usuarios exteriores.

**Instituto de Medio Ambiente (El):**

- El Instituto parece ir bien orientado en la realización tanto de sus actividades
institucionales como de sus actividades competitivas con un nivel notable de
calidad. La voluntad de la Dirección de convertirlo en el "primer instituto de
Europa" con un "alto grado de visibilidad" es encomiable pero debe hacerse
compatible con las actividades cada vez más numerosas que se llevan a cabo a
nivel nacional en estos campos y sin duda requiere una definición precisa de las
actividades.

- Junto a sus funciones propias de gestión, la Dirección parece haber conseguido
estimular la aparición de nuevas ideas, sin lo cual no hubieran podido realizarse
de manera eficaz las actividades institucionales y las actividades competitivas.

- Las actividades institucionales son esenciales en este campo. Por ejemplo, el
Instituto ha obtenido resultados sorprendentes en la comparación de datos de
medición de la contaminación resultantes de pruebas "ciegas" realizadas por
distintos laboratorios nacionales de referencia con una dispersión de más del
50%. Nunca será suficientemente resaltada la importancia de las repercusiones
de dichas actividades sobre las políticas de medio ambiente.

- Respaldo completamente la propuesta del grupo de visita en el sentido de que
deben desarrollarse plenamente las actividades de investigación sobre el agua y
de gestión de recursos acuíferos. Junto con la calidad científica necesaria, es
preciso disponer de una referencia independiente y neutral en este campo.

**Instituto de Aplicaciones Espaciales (SAI):**

- Es un instituto con una experiencia única en teledetección y observación de la
Tierra. Sería de desear que hubiera un control más estricto de la calidad científica
(convendría fomentar la publicación en revistas internacionales de prestigio) y de
los resultados de los proyectos competitivos (deben definirse mejor los objetivos y
las etapas).

8

- Dado que, por naturaleza, la teledetección tiene un carácter general y contribuye
a la resolución de muchos problemas distintos, debe reducirse la tendencia del
Instituto a especializarse en demasiados temas. Sería más conveniente limitar las
actividades del Instituto a las competencias principales (teledetección y utilización
de las redes).

- El carácter interdisciplinario requiere que se mejore la cooperación con otros
institutos, en especial con el Instituto de Medio Ambiente.

**Instituto de Prospectiva Tecnológica** **(IPTS):**

- El Instituto, recién creado, está empezando a forjarse una sólida reputación
respecto a sus clientes y a crear la infraestructura capaz de satisfacer sus
demandas futuras. Su ubicación exige que se desarrollen plenamente las
comunicaciones y una red mundial. El Instituto aún debe alcanzar una probada
calidad y obtener pleno reconocimiento.

- Se han aplicado las recomendaciones anteriores sobre la contratación de
personal para Sevilla y sobre la puesta en marcha del Observatorio Europeo de la
Ciencia y la Tecnología (ESTO).

- Las recomendaciones generales sobre la necesidad de concentrarse en
determinados temas es aún más válida para el IPTS. No debe fomentarse el
trabajo en aquellos campos en que la industria y laboratorios europeos tengan
una larga tradición.

- El Instituto está sacando partido de su situación geográfica para ejercer un
liderazgo respecto a los problemas del Mediterráneo y del Norte de África. Estoy
convencido de que debe reforzarse este planteamiento, tal vez, como lo señaló el
grupo de visita, mediante el desarrollo de un programa especifico independiente
del bloque TEC (Tecnología, Empleo y Competitividad).

**3.** **Evaluación general de los logros del CCI**

En su informe sobre el período comprendido entre 1992 y 1994, el profesor Bondi
señalaba que el CCI iba avanzando a buen ritmo para convertirse en un centro de
excelencia reconocido en muchos de sus campos de actividad. Me complace
poder confirmar que, dos años más tarde, se sigue avanzando hacia ese acertado
objetivo. Si se considera el quinquenio que va de 1992 a la actualidad, se puede
afirmar sin temor a equivocarse que el CCI ha logrado ocupar un lugar específico
en el sistema europeo de IDT y que está desempeñando sus funciones con
competencia cada vez más reconocida.

**Siguiendo las orientaciones del Consejo, el CCI ha conseguido** _**definir**_ **de manera**
**mucho más clara** _**sus objetivos,**_ **se ha** _**abierto**_ **mucho más y se ha hecho**
**considerablemente más** _**accesible**_ **al exterior; son cada vez más numerosas sus**
**actividades de apoyo a los servicios de la Comisión y a las políticas de la Unión y**
**de ampliación de las redes con las organizaciones de investigación,**
**administración e industria. Gracias a la renovación del equipo de gestión, se está**
**dando un nuevo y fuerte impulso dirigido al control de los proyectos, la gestión de**
**calidad y la comercialización a fin de que se** _**perciban con mayor claridad**_ **las**
**actividades científicas y técnicas y de que el funcionamiento del Centro sea más**
**transparente y fácil de entender. Además, se observa un cambio de actitud en**
**una gran parte del personal, que parece convencida de los beneficios que puede**
**reportar una postura** _**más**_ _**competitiva**_ **del CCI. Quizá sea aún demasiado pronto**
**para evaluar los efectos de la nueva distribución de tareas entre los institutos, ya**
**que se han producido recientemente algunas fusiones y reorientaciones, pero no**
**cabe duda de que es conveniente seguir profundizando en la coordinación entre**
**los institutos.**

**Conviene señalar que la gestión empresarial no debe ir en detrimento de la**
_**calidad**_ **científica y tecnológica. No se puede hablar de transferencia si no hay**
**ideas ni conocimientos de competencia que puedan transferirse. Una fijación**
**excesiva en demostrar la "utilidad" no debe ir en detrimento de la prioridad que**
**debe concederse al apoyo que deben merecer las unidades con alta calidad**
**científica para alcanzar un reconocido prestigio. De hecho el CCI ha conseguido**
**mantener la excelencia científica en varios campos clave y está haciendo todo lo**
**posible por conseguir ese nivel en más campos. Sin embargo si se desea**
**mantener esta prometedora tendencia, debe reflexionarse detenidamente sobre la**
**política de contratación de personal. Además, se observa una evolución del CCI**
**hacia procedimientos de gestión** _**menos**_ _**burocráticos**_ **y más transparentes. A este**
**respecto, es alentador que el CCI se haya convertido recientemente en una**
**dirección general independiente, ya que es difícil hacer funcionar un centro de IDT**
**con un sistema a todas luces diseñado para oficinas administrativas.**

**Aunque la situación actual del CCI es positiva y puede observarse con confianza,**
**algunas cuestiones** **continúan** **siendo motivo de preocupación. Voy a referirme a**
**las más importantes de entre ellas señaladas por los grupos de visita y con las**
**cuales,** **según mi propia experiencia, coincido plenamente:**

**1.** _**Personal.**_ **Este es, sin duda, un aspecto de mutua preocupación, ya que**
**representa un punto** _**clave**_ **para el futuro del CCI. Debe garantizarse que el**
**elevado número de jubilaciones que se prevén en los próximos años quede**
**compensado con la contratación de jóvenes altamente cualificados. Los**
**procedimientos de contratación distan mucho de ser eficaces. Todo el proceso de**
**contratación debe ajustarse de forma que los contratos de tres años sirvan para**
**evaluar la capacidad de IDT de los contratados antes de ofrecerles los**
**denominados puestos temporales** **(semipermanentes).** **En mi opinión, sólo una**

**10**

**evaluación global de este problema podrá dar con las claves para su solución y**
**por consiguiente propongo concretamente que se cree un grupo especial al**
**respecto. Dado que con frecuencia se dice que las reformas consideradas muy**
**necesarias son contrarias a las normas de la UE, una de las recomendaciones de**
**dicho grupo podría ser la de cambiar algunas de esas normas para los centros de**
**IDT.**

**2.** _**Intercambio de**_ _**investigadores.**_ **Es una actividad que algunos institutos han**
**apreciado sumamente en el pasado, sobre todo porque permite aumentar la**
**competencia y formar a investigadores jóvenes en campos emergentes; además**
**la actividad facilita el desarrollo de redes. Sin embargo, parece que esta actividad**
**está perdiendo vigor, tendencia que debería corregirse y dar un nuevo impulso a**
**la misma.**

**3.** _**Concentración.**_ **Parece que la gama de temas es demasiado amplia. No hay**
**duda de que es preferible que el CCI tenga una reconocido prestigio de primer**
**orden en un número limitado de campos a que se considere que es un socio de**
**nivel mediocre en un amplio número de estos.**

**4.** _**Gestión y**_ _**contabilidad.**_ **Se han producido algunos avances desde el último**
**informe (a saber, una rápida respuesta a las necesidades de personal en**
**proyectos con terceros). No obstante, debe mejorarse mucho aún. Se propone**
**que se evalúen los procedimientos generales de contabilidad.**

**5.** _**Coordinación.**_ **Se han producido también algunos avances desde el último**
**informe, pero es preciso que haya una mayor coordinación entre los institutos.**
**Parece que la Dirección de Programas está trabajando con un personal muy**
**reducido, cuestión que debe analizarse.**

**6.** _**Energía**_ _**nuclear.**_ **Al margen de sus orígenes históricos, el CCI posee gran parte**
**de los conocimientos europeos en este campo; tal vez sea el único centro**
**reconocido como el verdadero líder europeo en algunos sectores. No deberá**
**permitirse que este patrimonio se dilapide.**

**4.** **Futuro del CCI**

**El CCI ha sido encargado de llevar a cabo los tres tipos de actividad siguientes:**
**institucional, competitiva dentro del Programa Marco y competitiva fuera del**
**mismo. Las respuestas positivas que se han obtenido al respecto en el período**
**considerado inducen a pensar que tal vez sea el momento de pasar a una etapa**
**siguiente, a saber, la de concentrar la labor del CCI en actividades en las que el**
_**valor añadido europeo**_ **del CCI pueda ser de máxima utilidad. En otras palabras,**
**se tratara de evolucionar de una pregunta del tipo ¿De que forma puede**
**aprovecharse la infraestructura y el personal que ahora tenemos en el CCI?; a la**

**11**

**siguiente, mucho mas importante, ¿Existen campos o actividades de** **l+D** **en las**
**que la existencia de un laboratorio europeo de investigación es conveniente o**
**incluso necesario?. Las políticas generales de** **IDT** **de la Unión Europea (UE) se**
**basan en el principio de subsidiariedad. Es sabido que los Estados miembros de**
**la UE disponen de laboratorios excelentes, tanto en sus universidades o institutos**
**nacionales como en sus empresas. Por tanto, debe plantearse la cuestión de si,**
**en principio, está justificado que haya un instituto a nivel europeo en el que se**
**lleve a cabo una** _**investigación**_ _**específica.**_ **Si se pueden delimitar con precisión las**
**funciones de un centro de ese tipo, se podrá analizar acto seguido si actualmente**
**el CCI está en condiciones de cumplir con esos requerimientos.**

**Tomando en consideración las conclusiones del Consejo de 26 de abril de** **1994** **[1]** **,**
**pueden definirse las tres funciones siguientes en las que el CCI tendría realmente**
**un valor añadido europeo (VAE):**

**La** _**primera**_ **función sería la de ocuparse de problemas específicos y difíciles cuya**
**resolución precisa una** _**masa crítica de excelencia**_ **científica y técnica. La**
**excelencia se puede conseguir integrando al personal mas cualificado de los**
**distintos Estados miembros en unidades de alta calidad y con una determinada**
**masa crítica. Dicho personal podría entonces proyectarse sobre el sistema**
**europeo de** **IDT** **mediante redes y asociaciones adecuadas. La** _**segunda**_ **función**
**es la de crear, mantener y administrar** _**grandes**_ _**instalaciones**_ _**experimentales,**_ **que**
**los Estados miembros no puedan gestionar independientemente. En el pasado se**
**establecieron o mejoraron algunas grandes instalaciones experimentales en**
**Europa mediante cooperación transnacional. La** _**tercera**_ **función es la de realizar**
**actividades de investigación y desarrollo que requieran especial** _**imparcialidad**_ _**y**_
_**neutralidad.**_ **Por descontado que estas funciones no tendrían ninguna utilidad**
**práctica si no fueran acompañados de calidad científica y reconocido prestigio.**

**Tornemos ahora a la cuestión fundamental de si se puede considerar de forma**
**realista que actualmente el CCI está en condiciones de desempeñar esas tres**
**funciones. Al respecto, conviene señalar lo siguiente:**

**•** _**Primero**_ **analicemos su primera función, como centro que alberga** _**unidades**_
**de** _**excelencia,**_ **por** **supuesto me refiero a la excelencia tanto** _**científica**_ **como**
_**técnica.**_ **Cabe decir que conseguir altas cotas de excelencia no es en**
**absoluto una tarea fácil, ya que** **si** **un instituto tiene escaso prestigio, le**
**costará mucho atraer al personal más capaz, y ello dará como resultado un**
**mayor estancamiento. Hay que reconocer que en el pasado rara vez ha**
**sido el CCI un punto de referencia, pero, como se señala en la Sección 3,**
**la situación está mejorando continuamente. La Dirección actual ha logrado**
**dar moral y determinación al personal, que ahora parece creer en sus**
**propias capacidades. No obstante, aún se pueden observar algunas**

DO n°C 126 de 7.5.1994, p. 1.

**12**

**actitudes burocráticas; por ejemplo, al describir su trabajo, algunos**
**funcionarios parecen mas interesados en destacar el** _**cómo**_ **hacen las**
**cosas que en el** _**qué**_ **es lo que efectivamente hacen. Las ideas nuevas y**
**prometedoras que aparezcan en los institutos deberán ser respaldadas de**
**forma decisiva..**

**Dado que este respaldo debe ser selectivo en todos los casos, la Dirección**
**de los institutos debe contar con una información precisa sobre la**
**evaluación externa de la calidad de los distintos grupos. Creo que sería de**
**gran utilidad para el Consejo de Administración (y para los grupos de visita**
**de cara a su evaluación periódica) que se** **creara** **un** _**panel científico**_
_**consultivo**_ **que evaluara científicamente la investigación que se realiza,**
**prestando especial atención en determinar qué unidades de los institutos**
**tienen una elevada calidad y que asesorara también sobre la investigación**
**exploratoria que se realice. No debe olvidarse que únicamente las**
**unidades de alta calidad pueden aportar un valor añadido europeo a sus**
**asociaciones en el marco competitivo con las industrias e instituciones**

**europeas.**

**En esta lucha por alcanzar la excelencia, conviene mejorar un cierto**
**número de cuestiones. Sin duda alguna, para mantener un alto nivel es**
**imprescindible que los jóvenes mas brillantes se presenten a las ofertas de**
**contratación y que la selección sea eficaz. En este punto sostengo aún con**
**mayor fuerza mi recomendación de realizar una reforma del personal y**
**evitar la dispersión de las lineas de investigación. También la movilidad**
**debe merecer especial consideración: Siempre es difícil atraer de manera**
**permanente a científicos o técnicos de primera clase que estén bien**
**establecidos en otras instituciones. Sin embargo, podría resultar de enorme**
**utilidad integrarlos en los grupos del CCI durante** **períodos** **limitados**
**(aunque no demasiado cortos). Tal vez la práctica anterior de los institutos**
**de incorporar investigadores exteriores podría reforzarse creando un**
**programa especial que aprovechara los períodos sabáticos e incluyera**
**algunos incentivos adecuados para atraer temporalmente a investigadores**
**de alto nivel.**

**En cuanto a la** _**segunda**_ **función, la de** _**gestionar grandes instalaciones**_ **que**
**puedan convertirse en puntos de referencia para las relaciones con otras**
**instituciones europeas, conviene señalar que ninguna de las grandes**
**instalaciones creadas recientemente en Europa se ha realizado bajo la**
**cobertura del CCI. Aunque financiado mediante el programa marco de la**
**UE,** **incluso el primer** **tokamak** **europeo (JET) se diseñó y perfeccionó fuera**
**del CCI. La evolución positiva del CCI, a que se hace referencia**
**continuamente en el presente informe, puede producir en el futuro un**
**cambio de actitud en los Estados miembros; y deberá pensarse también en**
**cómo reducir algunos de los obstáculos pendientes. Los nuevos artículos**

**13**

**130 k,** **I,** **y n** **del Tratado de la** **Unión** **pueden contribuir asimismo al**
**desempeño de esta función.**

**Finalmente me refiero a la función de** _**imparcialidad y neutralidad.**_
**Frequentemente** **se dice que las políticas de la Unión precisan ayuda del**
**CCI pero a menudo dicha ayuda se contempla como trabajo rutinario o**
**burocrático. Esta es una apreciación equivocada, ya que la mencionada**
**ayuda debe implicar un trabajo creativo y original. Éste es, quizá, el papel**
**en que el CCI ha progresado de manera más clara recientemente. Debe**
**continuar respaldándose ese papel, pero no debe olvidarse que ese**
**respaldo no tendría sentido si disminuyera la calidad de la investigación del**
**CCI,** **por lo que es indispensable que haya un equilibrio adecuado entre la**
**primera y la tercera función.**

**Por último y no menos importante, conviene subrayar que es esencial**
**desarrollar un organismo independiente y competente de prospección**
**científica y tecnológica con el fin de complementar las aportaciones de los**
**diferentes Estados miembros y de sentar las bases de los programas**
**marco futuros. Los programas marco anteriores no han contado con una**
**prospección científica y tecnológica neutral y reconocida y algunos de sus**
**programas se han convertido en una mera lista de intereses de Estados**
**miembros, a menudo sin gran valor añadido europeo. El CCI debe aún**
**conseguir prestigio y pleno reconocimiento en esta tarea pero la**
**recompensa por este esfuerzo será grande.**

**5.** **Conclusiones y recomendaciones**

**Me parece claro que el CCI ha** _**seguido**_ **progresando de forma considerable desde**
**el alentador análisis que realizó el profesor Bondi. Este avance constante se**
**debe,** **en gran medida, tanto a la Dirección del centro como a las directrices del**
**Consejo de Administración. Conviene destacar, en particular, que se han**
**cumplido efectivamente** _**la mayoría de las recomendaciones**_ **realizadas en la**
**anterior evaluación.**

**El mandato de entrar en el campo de la competitividad y la respuesta general**
**positiva de los distintos institutos han tenido varios efectos favorables:**

**<>** **Se ha proporcionado una comprobación de la calidad (competencia con**
**grupos nacionales, atracción de usuarios potenciales, etc.).**
_**O**_ **Se han abierto los grupos del CCI al exterior, es decir se han desarrollado**
**redes,** **etc.**
**<>** **Se han mejorado los procedimientos de gestión, como los de gestión de**
**calidad,** **gestión de proyectos y comercialización activa o** **"** **marketing".**

**14**

Por consiguiente, la primera recomendación consiste en que se _mantenga y se_
_apoyen las políticas actuales._ Sin embargo, incluso para consolidar los avances
conseguidos, será necesario efectuar una serie de mejoras, sobre todo en la
gestión del personal. Además, un objetivo para el futuro debe ser convertir el CCI
en una institución que tenga un valor añadido europeo completo para la IDT
comunitaria, para lo cual se precisarán aún más ajustes. A continuación, formulo
de manera resumida algunas recomendaciones que resultan del análisis
efectuado en las secciones anteriores:

**a) Recomendaciones específicas**

- Crear _urgentemente_ un grupo especial de expertos, incluidos especialistas
en legislación europea, que asesoren sobre el tema de _personal_ y los
procedimientos de contratación, _incluidos_ posibles cambios de los
reglamentos actuales.

- Explorar las posibilidades existentes de elaborar un programa especial de
incorporación de científicos de primer nivel a los laboratorios del CCI
durante sus períodos sabáticos, lo que reforzaría las iniciativas individuales
adoptadas anteriormente por los institutos. Garantizar una incorporación
continua de estudiantes de investigación, sobre todo de nivel posdoctoral,
a los institutos.

- Crear _un panel consultivo científico_ externo, que reporte al Consejo de
Administración. Este grupo estará encargado de evaluar la calidad de la
investigación que se realice, prestando especial atención a la definición de
las unidades de cada instituto que tengan una elevada calidad científica,
asi como de asesorar en el ámbito de la investigación exploratoria.
Además, el grupo ayudará a la selección del personal científico nuevo y a
los intercambios de investigadores.

- Crear _grupos_ _consultivos_ _de_ _usuarios_ en los institutos en los que se haya
manifestado interés en disponer de ellos (por ejemplo, el ISIS) y según la
experiencia que se adquiera, ampliar eventualmente esa iniciativa a todos
los institutos.

**b) Recomendaciones generales**

- Evitar una proliferación excesiva de temas en los institutos y tratar de que
éstos se centren en un número limitado de temas en los que pueda
alcanzarse un alto nivel de prestigio.

- Destacar, en los informes actuales sobre las actividades del CCI, los
resultados _concretos_ obtenidos en los institutos del CC! en lugar de los
aspectos organizativos. Publicar periódicamente y difundir información

**15**

**sobre dichos resultados. Si es posible, elegir los casos en que el CCI haya**
**obtenido un reconocimiento** _**notable**_ **(en lugar de "confeccionar listas de**
**clientes").**

**Estimular un ambiente en que puedan surgir ideas originales y**
**prometedoras y apoyar dichas ideas a fin de estudiar sus posibilidades.**
**Fomentar la publicación en revistas prestigiosas a fin de obtener**
**reconocimiento. Garantizar que se lleven a cabo suficientes esfuerzos en**
**investigación exploratoria.**

**Evitar el trabajo rutinario,** _**aun cuando lo pidan terceros.**_ **Tratar de**
**abandonar determinadas actividades y dejar que las continúen otros**
**centros cuando ya no supongan un valor añadido europeo. A este**
**respecto, sin embargo, debe actuarse con prudencia en los campos en los**
**que el CCI disponga de instalaciones** _**únicas**_ **en su clase.**

**Adoptar las medidas oportunas para apoyar la opción CCI en las futuras**
**grandes instalaciones europeas. Estudiar las posibilidades de utilizar los**
**artículos** **130** **k,l y n, para impulsar dichas medidas.**

**Nota sobre el propio proceso de evaluación**

**En general, parece que el proceso de evaluación cumple sus fines iniciales. De**
**hecho, las evaluaciones anteriores han contribuido a mejorar considerablemente**
**distintos aspectos de la gestión del CCI. No obstante, pueden mejorarse los**
**siguientes aspectos:**

**• La tarea de los grupos de visita podría ser complementada con una evaluación**
**exterior de la calidad científica de los resultados de los institutos y por una visión**
**unificada de la valoración de los usuarios sobre las transferencias, las**
**asociaciones en el marco competitivo y asuntos relacionados. Los paneles**
**propuestos en este informe podrían completar esta tarea.**

**•El primer punto del mandato de los grupos de visita señala que la evaluación se**
**refiere a** _**todos**_ **los objetivos de las decisiones del Consejo de** **15** **de diciembre de**
**1994** **[2]** **. Sin embargo, los informes de los grupos de visita parecen bastante poco**
**equilibrados en lo que respecta a la** **atención** **a los distintos objetivos; por ejemplo,**
**no parece que el sexto objetivo, a saber, contribuir a reducir las disparidades**
**científicas y tecnológicas entre los Estados miembros, se haya tenido muy en**
**cuenta en la evaluación.**

**DO** **n° L** **361** **de 31.12.94, p.** **114** **y** **p.** **132.**

**16**

**Agradecimientos**

**Deseo expresar mi agradecimiento al Consejo de Administración y a los miembros**
**de la Dirección del Centro y de los grupos de visita por los cambios de**
**impresiones tan útiles que he tenido con ellos. También el cambio de impresiones**
**que tuve con Sir Hermann Bondi ha sido de enorme utilidad para el informe.**
**Agradezco asimismo a los Sres. H.J. Helms y S. Lloyd su valiosa ayuda en la**
**elaboración del presente informe y a la Sra. P. García de la Rasilla su apoyo**
**constante durante este proceso de evaluación.**

**17**

ANNEX I

**V "**

#### JOINT RESEARCH CENTRE JRC

REPORTS OF THE VISITING GROUPS TO THE

JRC INSTITUTES 1996

**• V**

ÍV1

**CONTENTS**

_Page_

1. Institute for Reference Materials and Measurements, Geel _1_

2. Institute for Transuranium Elements, Karlsruhe _11_

3. Institute for Advanced Materials, Petten and Ispra _21_

4. Institute for Systems, Informatics and Safety, Ispra _34_

5. Environment Institute, Ispra _48_

6. Space Applications Institute, Ispra _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_

**(V 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 - ï h

**CONTENTS**

**I.** **Introduction** **3**

**II.** **General Observations** **4**

**III.** **Scientific and Technical Activities** **5**

**111.1** **Nuclear Physics and Measurements** **5**

**IH.2 Stable Isotope Measurements** **6**

**111.3** **Reference Materials** **6**

**111.4** **Analytical** **Chemistry** **,** **8**

**IV.Implementation** **of Research** **8**

**IV.1 Mission** **8**

**IV.2 Transfer** **8**

**IV.3 Output** **8**

**IV.4 Networking** **8**

**IV.5 Quality** **9**

**IV.6 Areas of concern** **9**

**V.Executive Summary** **9**

**VI.Recommendations** **10**

**VI.1** **S&T Activities** **10**

**VI.2 Infrastructure** **10**

**VI.3 Management** **10**

**Annex** **I:** **Members of the Visiting Group**
**Annex II:** **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.

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 intended to 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.

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. 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,

**(V3-**

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.

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 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.** **Scientific and Technical Activities**

111.1 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 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 the 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.

Stable Isotope Measurements

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

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.

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
solution would be for the MRM unit to take over the project
management of this part of the procedure from the SMT unit in
Brussels.

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
administrative and statistical activities that would have been
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. This, of course, guarantees the line of work 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.

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.

**Pi** **8-**

IV.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 the requirements of the European Commission itself.
Improvements would lead to better management.

**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.

ft-9

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.** **Recommendations**

VI. 1 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 be 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 include all 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.

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**

**fl-11**

**CONTENTS**

**I.** **Introduction** **13**

**II.** **Activities at** **ITE** **13**

**III.** **Specific Programmes** **14**

Institutional Research 14

. 1. Basic Actinides Research 14

2. Safety of Nuclear Fuels 14

3. Mitigation of Long Lived Actinides 14

4. Spent Fuel Characterisation 15

5. Safeguards R&D 15

6. Radionuclides for medical applications 15

7. Exploratory Research 15

Institutional Support 15

**IV.** **Competitive Activities** **17**

**V.** **Quality Management (QM)** **17**

**VI.** **Collaboration** **17**

**VII.** **Organizational Matters** **18**

**VIII.** **Follow up of the Recommendations of the**
**1994** **Visiting Group** **19**

**IX.** **Recommendations** **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

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 Group [1] 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 diners from that of the former 19921994 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 t y
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_

f\-13

Spent Fuel Characterisation in view of long term storage
Safeguards Research and Development
Scientific-technical Support on Safeguards for DG XVII
(Euratom Safeguards Directorate General), including
detection of illicit nuclear materials and support 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 theoretical studies of the solid state and physico-chemical
properties of actinides and actinide compounds, elucidating their
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
many years, gained the position of the leading laboratory in Europe in
this field, and that 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 that'ITE has unique equipment with
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, whereas
institutional research may be more limited.

Further development of high temperature measurement techniques
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.

ÍV14

**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 under long-term storage conditions, to determine 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 JRC is
responding to a Treaty requirement. The rather 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 applications. 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 threatened 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 that 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 nuclear
safeguards as required by the Euratom Treaty, thus to the Safeguards
Directorate General (DG XVII) and to the IAEA in the framework of the
Non-Proliferation Treaty and the corresponding agreements 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 XVTI). These services are in transition from a system

**ft-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** **LAEAj** **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.**

**ÍV16-**

IV. COMPETITIVE ACTIVITIES

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 industry, national research centres and
universities.

V. QUALITY MANAGEMENT(QM)

The Group was informed about the QM activities and appreciates the
standard already achieved. The way QM is implemented demonstrates
that 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. COLLABORATION

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-17

**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.** **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.**

**2.** **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;**
**technical services, health physics/physical** **protection,**
**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.**

**3.** **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.**

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

**5.** **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 OK 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) the effort to establish a user facility for European scientists in the
area of actinide research,

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

(iii) the contribution of the Institute to the establishment of on-site
laboratories for analysis of samples taken by safeguards
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
further disseminated by further increasing the number of postgraduates 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. **RECOMMENDATIONS**

         - 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 centres and
universities world-wide and by the amount of applied work
executed by it for paying customers in Europe and Japan.

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 appointments or alternatively, by employment of
pensioners for a limited period.

ft-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 maintained. An
important initiative in this area has been the establishment of a
user's laboratory for actinide research and it is recommended that
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 that
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 that ITE
should draw together in an optimal fashion all available
competencies in the Institute, for example, when organising large
projects involving more than one unit. ITE should also let
management at all levels profit from the project management
system of the Institute, and from an improved transparency of the
Institute systems for cost accounting.

- With regard to new staff it is recommended that the Institute
should be allowed to follow an early planning and the necessary
flexibility in recruitment porocedures for the new concept of 3year non-renewable contracts for staff employment and that
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 that the
Institute should continue the necessary efforts with adequate
resources in order to m a i n t a i n the e x i s t i n g n u c l e a r
authorizations: this is a _sine_ _qua non_ condition for the
perenniality of ITE.

- 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**

**fi-21-**

**CONTENTS**

**I.** **Introduction** **23**

**II.** **General Observations** **24**

**III.** **Scientific and Technical Activities** **25**

111.1 Materials Engineering 25

111.2 Surface Engineering 26

111.3 Structural Component Integrity (SCI) 27

111.4 Structural Materials and Tritium Technology 28

111.5 Energy Systems Testing 28

111.6 Cyclotron 29

111.7 Testing, Analysis and Mechanical Engineering 29

111.8 High Flux Reactor 29

**IV.** **Implementation of Research** **30**

IV.1 Mission 30

IV.2 Transfer 30

IV.3 Quality 31

IV.4 Areas of concern 31

**V.** **Executive Summary** **32**

**VI.** **Recommendations** **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 the invitation of the Board of Governors of the Joint Research
Centre (JRC), a Visiting Group of independent experts (see Annex I)
spent the 17 and 18 September, 1996 at the Institute for Advanced
Materials in Petten, The Netherlands and the 14 and 15 October, 1996
at the Institute's location in Ispra, Italy, reviewing its work, meeting the
staff and visiting the laboratories ana other installations.

The present exercise follows that performed by Visiting Groups in 1993
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 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,
a d o p t i n g 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 intended to 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.

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

to conduct basic and technological research on advanced

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 with

industrial interests;

A -23

to integrate the fragmented research and resources in European
institutions through networks running projects on critical
industrial plant components;
to improve the dissemination of information on materials and
structural aspects by networking schemes, in particular towards
Small and Medium sized Enterprises (SME's).

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.

**General Observations**

In July 1995 a new Director was appointed to lead the Institute and in
January 1996, in a JRC reorganization, the activity on solar energy and
tritium handling laboratory, both in Ispra, were transferred to the IAM
from the former Institute for Systems, Engineering and Informatics and
from the former Institute for Safety Technology, respectively.
Furthermore, a simplification of the Institute's internal structure was
carried out in September 1996, to better correlate unit tasks and
competence, to simplify management, improve efficiency, to respond
better to today's situation and prepare for the future.

In evaluating the Institute, the Visiting Group was particularly
interested to explore the effect of these and other changes which have
occurred since the-last review in'1993, especially in the light of the
recommendations made by the Visiting Group at that time. The status
of these recommendations, which were systematically followed-up,
was reported to the JRC Board of Governors in mid-1995 in which nine
of the fourteen recommendations had been completed and one, the
transfer of non-destructive testing staff, had to be delayed due to
customer requirements and will be completed by the end of 1996. Of
the four other recommendations, Commission rules limit directors'
authority, particularly where recruitment procedures are concerned.
The adoption of a plan to install a simplified procedure for short three
year contracts will hopefully bring some benefits in that respect.
Mobility of "permanent" staff is another much debated issue and
limited by family and working practices in the JRC; further incentives
should be sought to improve both temporary and longer term
mobility. JRC-IAM is now a source of advice and information on
advanced materials and their performance in the field and is a
collaborator with the Institute for Prospective Technological Studies in
this respect. Finally, in accordance with the recommendation, an
important increase in the amount of computer modelling is noted with
satisfaction in all areas of the Institute's research activities.

Pi -24

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

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
party clients. However, where research on processes for the
improvement of composite materials is concerned the Group warns
against straying too far from the development of coating techniques
into the field o f process development, an area more appropriate to the
industrial sector. It is recognised that work in this area of interfaces
has already led to a number of patents and that some of the activities
relate to Brite-Euram or EUREKA projects where further w o r k 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_ _in_ _this_ _report._ _It_ _is customer driven_ _and_ _has a_ _separate_ _review_ _mechanism:_    - 

_f\_ -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**
**providing a unique facility.** **It** **was, however, important to avoid a**
**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**

**There was good evidence in several sectors in the Materials**
**Engineering Unit of some hard managerial decisions having been**
**taken,** **in view of priorities and available resources.**

**III.2** **•** **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** _**ÍPACERC**_ **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**
**the activity.** **In concentrating the surface engineering activities in**
**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 the characterisation laboratory which is particularly**
**well equipped and with the expertise shown by those working there.**

**Structural Component Integrity (SCI)**

**Five important European networks covering various aspects of**
**structural integrity and inspection in both nuclear and non-nuclear**
**environments had been set up and SCI** **is** **the operating agent to ensure**
**their impartial functioning. Thus the Unit has a key role in managing**
**the input needed to set up structural integrity codes of practice and**
**standards. Development appeared satisfactory.**

**The Visiting Group advises that all the more important networks**
**should be critically examined for their contribution to European**
**technology. Subsidiarity in relation to other international or national**
**networks is an important consideration here.** **In view of the more**
**specific** **safety requirements and engineering codes of practice applied**
**to nuclear applications and to the wider range of needs met with in**
**other industries, it is suggested that networks serving these different**
**categories should be kept separate.**

**With reference to the European Network for Evaluating Steel**
**Components (NESC),the Group felt concerned that full participation by**
**US or Japanese interests could injure the European competitive**
**position.** **Perhaps some form of associate membership with limited**
**access to data of possible industrial sensitivity could be envisaged.**

**It** **was recognised by the Visiting Group that since the 1993 evaluation,**
**the work** **o f** **the Non-Destructive Evaluation unit had been** **considerably**
**consolidated with a high standard of equipment and experienced staff.**
**It was noted, however, that the recommendation to move all unit staff**
**to Petten would only be complete at the end of the present year. It**
**was understood** **that** **the delay had been caused by-pressure from local**
**customers to complete certain work before relocating the whole unit.**

**It** **was felt that after the move was completed, a more research**
**oriented approach could bring useful benefits and in that connection,**
**the Visiting Group welcomed the work on ageing of materials which is**
**a particularly important issue and brings a scientific activity to the**
**more technological side of the unit.**

**The Institute's** **European Networks** **Advanced Information** **Systems-**
**(ENAIS)** **now has a web site on INTERNET and is engaged in making**
**available advanced data handling and transformation facilities in the**
**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 will be**
**followed by the Group with 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.**

**Component integrity and testing is helping to provide the link**
**between the materials specimen and engineering component scales.**
**The whole area of model development and validation for component**
**behaviour prediction is of considerable industrial** **importance** **and** **the**
**difficult experimental techniques developed are believed to be unique.**
**In view of this, the strong emphasis placed on the use and**
**management of networking is encouraged.**

**A-27**

**111.4** **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 future**
**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 network on photothermal** **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 two**
**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**
**contributions to tritium handling technology and in this area,**
**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 the 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**
**that the standards achieved are of a quality not encountered**
**elsewhere.**

**111.5** **Energy Systems Testing**

**This unit comprises two sectors, the European Solar Test Installation**
**(ESTI)** **and Energy Systems Analysis and Support (ESAS). The Unit,**
**although somewhat 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.**

**The** **ESTI** **applied for accreditation under EN 45001** **"General**
**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 throughout the world; an improved device is**
**underdevelopment.** **The laboratory also provides PV module approval**
**to international standards IEC** **1215** **and calibrates reference devices to**
**IEC904.**

**The Visiting Group was also presented with selected projects from**
**ESAS including monitoring services, Demand Side Management**
**services and participation in the development of three databases in**
**support of Directorate General XVII (Energy). Other actions for DG**
**XVII include setting up a laboratory for** **measuring,electricity**
**consumption and harmonic distortion in office appliances, the creation**
**of climatic severity indicators, criteria for standards in the solar thermal**
**energy sector, the integration of solar energy in buildings and many**
**others** **besides** **The sector is also concerned with 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 with future**
**application to other sites. The Visiting Group considered the extensive**
**portfolio of work 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 from outside**
**customers. The Visiting Group is pleased to report that the situation**
**has been reversed** **by** **persistent efforts by the unit's staff and**
**management and that 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 51% and 2,150 Mio ecu**
**respectively with assured third party contracts providing 44%.**

**The facility's main activities centre around two principal lines.** **The**
**first, surface performance studies using thin layer activation (TLA)**
**techniques for wear testing for industrial applications and** **biomaterial**
**development. TLA is also applied to a wide range of corrosion**
**problems and includes an engine test facility is under construction in**
**collaboration with 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**
**isotopes for biomedical purposes in the region.** **Both lines are**
**expanding at the present time and the cyclotron is proving to be a very**
**useful** **tool.**

**111.7** **Testing, Analysis and Mechanical Engineering**

**This group of activities provides technical services for Institute units**
**engaged in research and development and success or failure is**
**reflected in that of the user units.**

**111.8** **High Flux Reactor**

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

**A-29-**

c r e e p / f a t i g u e and in-pile t h e r m a l f a t i g u e i r r a d i a t i o n s f o r
thermonuclear fusion materials research.

**IV.** **Implementation of Research**

IV.1 Mission

The Institute's mission is to contribute t h r o u g h knowledge on
advanced and conventional materials to enhancing the technical and
scientific infrastructure of Europe and thereby its industrial
competitiveness and citizen welfare,- mainlyin the energy, transport,
environment, life science, manufacturing and nuclear sectors.

The Visiting Group sees that the Institute fills an essential place at
European Union level, somewhat akin to that of the National Institute
for Science and Technology (NIST) in the US and others elsewhere. The
field of materials is a generic one, with implications common to most
human activities, industrial as well as social in which rapidly changing
conditions are generating fresh requirements, which are demanding a
steady stream of new materials or novel conditions of application for
existing ones. Pre-normalisation, characterisation and the supply of
reliable information, together with the interpretation of the scientists'
results and their translation into models usable by the engineer and
manufacturer, requires collaboration on an international scale. We
believe that this institute goes some way towards fulfilling this need in
the EU context within its area of competence.

Management and staff with whom the Visiting Group had direct
contact, gave the impression that this mission was understood and
accepted. At a more detailed and practical level, however, the
acceptance of rigorous project control and a formal quality
management system by the individual scientist is still in the future. We
are pleased to see the efforts of the Director and his senior staff to
improve this.

IV.2 Transfer

Transfer of results, know-how and information to the final user is still
considered to be the critical point in Community research in general,
and every opportunity must be seized to market the Institute's
products and services. In that respect, the* Institute appears to be
conscious of its role as a European Centre and conferences, seminars
and workshops (on ongoing and future projects) clearly play an
important 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 for an
institute in which some of the output is raw data, especially in the case
of contract work for third parties, where confidentiality is also a
consideration. We believe that the public status of the Institute
dictates that whenever possible, such work 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 that detailed lists of publications do not appear to be
available. The Group believes that all output, except t h a t of an
explicitly sensitive nature, should appear on an openly accessible and
frequently updated list, if only as a showcase to the outside world.

The Visiting Group noted a steady improvement in the two-way
communication between the Institute and the outside w o r l d,
particularly with the development of an extensive system of networks
in all appropriate branches of the Institute's activities. At the same
time, a healthy relationship with third party clients had emerged,

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 numbers 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 the same time p r o v i d i n g
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 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 r k for t h i r d parties and
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 ensuring that
schedules are maintained and that overall quality is transparently
demonstrated. These points are becoming of much greater
importance than in the past and experience in many other research
organizations is showing that scientific excellence is no longer
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 lacking but under
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.

_(\_ -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 )

**V.** **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 e d
favourably. Whilst impressed by the number of contacts w i t h
programmes such as BRITE/EURAM, the Group feels bound to draw the
management's attention to the dangers of diluting its area of corecompetence by spreading its activities too thinly over too wide a
horizon. A realistic and cautious approach is advised in building on 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 snould 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 Institute's activities by the European C o m m i t t e e f o r
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 further**
**attention.**

**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.**

**ft-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**

ft-34

**CONTENTS**

**I.** **Introduction** **36**

**II.** **General Observations** **37**

**III.** **Scientific and Technical Activities** **38**

**111."I** **Industrial Hazards** **38**

**111.2** **In** **Pile Experiments** **39**

**111.3** **System Modelling and Assessment** **39**

**111.4** **Safeguards and Verification Techniques** **40**

**111.5** **Software Technologies and Automation** **40**

**111.6** **Advanced Techniques for Information Analysis** **41**

**111.7** **Structural Mechanics** **42**

**111.8** **Sicily Project** **43**

**IV.** **Implementation of Research** **43**

**IV.1** **Mission** **43**

**IV.2** **Transfer** **43**

**IV.3** **Quality** **44**

**IV.4** **Competition** **44**

**V.** **Executive Summary** **45**

**VI.** **Recommendations** **45**

**VI.1** **S&T Activities** **45**

**VI.2** **Infrastructure** **46**

**VI.3** **Management** **46**

**Annex** **I:** **Members of the Visiting Group**

**Annex IhTerms of Reference of the Visiting Group**

**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)**

**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.

Since that time, certain changes have occjrred 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 intended to 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 oí certain tasks and projects.

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 multidisciplinary analysis of industrial, socio-technical and
environmental systems and the innovative application of
information technology.

Pi-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
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 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
activities and competitive work outside the Framework Programme. In
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
possibilities mentioned above, performing in each Unit a mix of
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:

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

# Transfer: Are parallel and upstream ideas accepted and
implemented? Is transfer of science and technology out into
external institutions and industry performed in an efficient way?

# 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:

       Major Accident Hazards Bureau

       Biotechnology
_%_ Severe Core Melt Experiment - FARO facility

       Aerosol Behaviour - STORM facility

R-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.

III.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.

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:

# Reactor Safety Modelling

# Process Plant Safety

and in the non-nuclear field:

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.

(V39

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, nondestructive 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 TAnk 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.

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 activities. 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:

A -40

# 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. The practicality of such alternative uses for this
expensive facility should be checked urgently, in view of the imminent
decline in the Fusion Programme.

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
Commission (DG III and UCLAF). About 60% of the work is
competitive.

The following activities were presented to the Visiting Group:

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

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

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.**

**111.7** **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:**

**•**
**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)** **improve guidance to the numerous and excellent young**
**researchers;**

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

**c)** **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.** **Implementation of Research**

IV.1 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
at the Institute. The substantial competitive activities recently
developed improve transfer and ensure clarity in the results of the
Institute's work.

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

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

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.

**Pl-43-**

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.

A-44

**Executive Summary**

The present evaluation of the Institute for Systems, Informatics and
Safety (ISIS) of the Joint Research Centre follows the evaluation of the
JRC Institutes performed by Visiting Groups in 1993 and 1994. ISIS
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
sharpening mission, in testing quality and in promoting transfer.
Improvement in staff morale is quite apparent.

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

VI. **Recommendations**

VI. 1 S&T Activities

# 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.

fMS

        - Advanced Techniques for Information Analysis

The results obtained on 3-D holographie 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.

        - 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
initiation of projects won in competitive tender. It recommends
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

ft-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 for the
Institute.

The Visiting Group suggests that the possibility of establishing a
commercial incubator facility at 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.

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.** **Introduction** **50**

**IL** **General Observations** **51**

**III.** **Scientific and Technical Activities** **54**

111.1 Atmospheric Processes 54

111.2 Environmental Monitoring 54

111.3 Soil, Water, Waste 55

111.4 European Chemicals Bureau 55

111.5 Life Sciences 55

111.6 European Centre for the Validation of Alternative

Methods (ECVAM) 56

111.7 Indoor Pollution 56

111.8 European Technical Office for MEdicinal Products

(ETOMEP) 57

111.9 Food and Drug Analysis; Consumer Protection 57

**IV.** **Implementation of Research** **58**

IV.1 Mission 58

IV.2 Transfer 58

IV.3 Quality 59

IV.4 Competitive activities 59

IV.5 Management issues in general 59

**V.** **Executive Summary** **60**

**VI.** **Recommendations** **60**

VI.1 S&T Activities 60

VI.2 Infrastructure 61

VI.3 Managerial 61

**Annex** **I:** **Members of the Visiting Group**

**Annex II:** **Terms of Reference of the Visiting Group**

A-49

**Report of the Visiting Group for the Evaluation of the**

**Joint Research Centre's Environment Institute** **(El)**

**(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 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
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 intended to 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.

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
was informed that this action is managed by the Commission
Secretariat General, together with the interested Commission
Directorates General.

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 effects on both, as well as consumer protection.". Together,

A-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.

A Visiting Group evaluated the El in April 1994, as reported in
_"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.

**General Observations**

The Environment Institute has its roots in the days, many years ago,
when the Joint Research Centre activities were mainly centred on
nuclear research and development, and when competences in
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 into nine scientific-technical Units and a Unit for
administration and technical services. The Deputy Director also heads
one of the scientific Units.

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 longterm 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 useful?**
**Is it well understood?**

**•** **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.** **Scientific and Technical Activities**

111.1 Atmospheric Processes
_(Statutory staff_       - _27; Non-permanent_ _-_ _12;_ _Trainees - 7 )_

This Unit is devoted to studies on the formation and impact of aerosols
and photo-oxidants over Europe within the framework of the
atmospheric global change issue. The research on complex physicochemical 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,
the Unit has a clear mission which also emphasises its role of
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**
**measurement** **errors for selected environmental matrices** **and**
**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**
**for rational water management.** **It is recommended that even more**
**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 is in support of the Commission Directorate General for**
**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.**

**fV55-**

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
Parliament and work is conducted under a Memorandum of
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.

ft -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**_ **-** **7)**

**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**
**the JRC.** **It** **has a very long tradition of support work to the**
**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 scientifictechnical 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
conducted under contracts won as competitive support. The
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
common interest in peer reviewed journals. In ongoing dialogue of
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

ft -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
competition. In particular, the participation in shared cost action
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
approaching the statutory retirement age. In the immediate future the
challenge for management will be to preserve and maintain the
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 scientifictechnical support to the Union's policies the customer/user
requirement that objectives be met is very important.

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. **Recommendations**

VI.1 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.

fi-61

**Metsáhovintie,** **11** **October, 1996**

###### **REPORT OF THE VISITING GROUP** **FOR THE EVALUATION OF THE** **JOINT RESEARCH CENTRE'S** **SPACE APPLICATIONS INSTITUTE**

**ft** **-62**

**CONTENTS**

**I.** **Introduction** **64**

**II.** **General Observations** **65**

**III.** **Scientific and Technical Activities** **65**

**111.1** **Agricultural Information Systems (AIS)** **65**

**111.2** **Environmental MAPping and Modelling (EMAP)** **66**

**111.3** **Marine Environment (ME)** **66**

**111.4** **Monitoring Tropical Vegetation (MTV)** **67**

**111.5** **Advanced Techniques (AT)** **67**

**111.6** **Centre for Earth Observation (CEO)** **68**

**IV.** **Implementation of Research** **69**

**IV.1** **Mission** **69**

**IV.2** **Transfer** **69**

**IV.3** **Quality** **69**

**IV.4** **Staff Management** **69**

**V.** **Executive Summary** **70**

**VI.** **Recommendations** **70**

**VI.1** **Scientific and Technical Activities** **70**

**VI.2** **Infrastructure** **71**

**VI.3** **Management** **71**

**Annex** **I:** **Members of the Visiting Group**

**Annex IhTerms of Reference of the Visiting Group**

**A-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 (IRSA) 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 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 intended to 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.

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. These activities are managed by the Commission
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

A-64

added companies, research institutions and government
organisations.

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 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 last 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 recommendations. The Visiting Group noted with
satisfaction that the previous recommendations have been taken into
account, were implemented or were not relevant any more.

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,

ft-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 socalled "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
been studied and applied, e.g. in coastal areas. In order to validate
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 the
understanding of processes _An_ coastal areas in order to be a
competent partner in the cooperation.

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 major measurement facilities operated by the AT are the
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.

New projects such as detection and identification of anti-personnei
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.** **IMPLEMENTATION OF RESEARCH**

IV. 1 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
responsibility for the performance of established research
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.

**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.** **RECOMMENDATIONS**

VI.1 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 remote sensing part including calibration/validation and the
understanding of processes in coastal areas in order to be a
competent partner in the cooperation.

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**

**A-72**

**CONTENTS**

**I.** **Introduction** **74**

**II.** **General Observations** **75**

**III.** **Scientific and Technical Activities** **76**

**111.1** **Block 1 -** **European Science and Technology**

**Observatory (ESTO)** **76**

**111.2** **Block 2 - Technology - Employment -**

**Competitiveness (TEC)** **77**

**111.3** **Block 3 -** **Institutional Support Agreements**

**and Projects** **77**

**111.4** **Block 4 - Customer Review** **78**

**Hl.4.1** **-** **Project Management** **78**

**111.4.2** **-** **Quality** **78**

**111.4.3** **-** **Value** **. . . . .** **78**

**111.4.4** **-** **Future Issues** **79**

**IV.** **Implementation of Research** **79**

**IV.1** **Mission** **79**

**IV.2** **Transfer** **79**

**IV.3** **Quality** **80**

**IV.4** **Areas of concern** **80**

**V.** **Executive Summary** **81**

**VI.** **Recommendations** **82**

**VI.1** **S&T Activities** **82**

**VI.2** **Infrastructure** **82**

**VI.3** **Management** **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.

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 intended to 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.

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 Prospective Technological Studies as
defined by the Commissioner for Science, Research and Development,
Mrs. Edith Cresson, "is to collect information about technological
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:

_(K-7A_

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

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.

r>75

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**

111.1 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 rapid 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 tor 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
systems could be rewarding. In addition, a clear focus on the
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.

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

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, Information Market and
Exploitation of Research.

_Formal agreements which are signed between the JRC and the Directors_
_General of the services concerned._

n -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, IPTS will have to pay particular attention to 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.**

**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**
**they were positive so far.** **In comparison with consultants, "quality**
**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**
**European perspective.** **IPTS is expected to digest research results**
**and interpret them into the policy dimension, which will include**
**communication.**

**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) 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.

(2) 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.

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

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

**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
during the last evaluation. Information of all kinds was made available

**ft-79-**

to the Visiting Group and the concern and flexible means employed to
inform and engage the customer was felt to be a most satisfactory
evolution. However, on examining some of the printed output it was
felt that a more uniform house-style would help to enhance the
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 staff, 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
predetermined and realistic milestones set. These will enable
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
Institute. Emphasis must be placed on tangible action (new
Community programmes, changes in policy direction, improved
legislation, etc..) following input from Institute actions rather than
numerical evidence obtained from citation rates, numbers of
publications, etc., indicators impressive in themselves for
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.

ft-80

**Executive Summary**

Overall considerable progress has been made since the last visit. In
particular IPTS now has 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 IPTS staff in the policy 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 Seville. Use of
advanced communication technology and the Internet and World Wide
Web need to be extended to key customers.

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.** **Recommendations**

**VI.1** **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.** **In all projects relationships should be formed with the best**
**research groups so that IPTS does not 'reinvent the wheel'.**

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

**5.** **Form working relationships with the** **ET** **AN 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.** **Introduce formal Project Management and Quality procedures.**

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

**3.** **Change project organisation to increase customer interaction and**
**measure performance on outcomes.** **Develop indicators of**
**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-83**

**No.**

8

10

11

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

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

**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

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

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 cost 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

**9!**
**6"** **[1 ]**

**EVALUATION OF THE**
**INSTITUTE FOR** **ADVANCED** **MATERIALS (1AM)**

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

No. Recommendations

1 Site work near, upstream of Industrial Research

2 Work in coatings area to be generic or precompetitive

3 Open access databases encouraged but maximum outsourcing of routine tasks

4 Avoid duplication of activities or important equipment between Units

5 Characterisation is an important core competence for the Institute

6 Encourage shared cost actions

7 More inter-Institute collaboration in JRC

8 Complete project management and total quality management introduction

9 Examine recruitment procedures for scientific staff

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

11 Increase mobility with short term attachments

12 New mechanisms to start industrial third party work more quickly

13 Contact European experts when establishing new activity fields

_**"2?**_
### **_à_**

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

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

No. Recommendations

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

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

3 Opto-instrumentation for ELSA application should be further tested

4 Develop analytical package for masonry structures

5 Encourage collaboration with Japan in seismic research

6 Critical mass not yet achieved in repair and strengthening structures

7 Suggest external evaluation of ADIN

8 3 year staff should be allowed to apply for admission to Reserve List

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

10 Director should carry reserve of 1 to 3 persons

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

12 Encourage Programme User Advisory Boards

13 Explore establishment of commercial incubator facility

14 Encourage exploratory research

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

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

17 Extended competition is encouraged

**EVALUATION OF THE**
**ENVIRONMENT INSTITUTE** **(El)**

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

**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

**CO**

**No.**

10

11

12

**EVALUATION OF THE**
**SPACE APPLICATIONS INSTITUTE (SAI)**

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

**No.** **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

Appoint advisory group or convene Visiting Grpup every two years

Maximise collaboration with other JRC institutes

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**

**Recommendations**

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

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

Take leading proactive stance in identified major European issues

**OP**

**No.**

10

**ANNEX** **III**

**AD-**

### JOINT RESEARCH CENTRE JRC

**COMPOSITION OF THE VISITING GROUPS TO THE**

**JRC INSTITUTES 1996**

_**•\S>**_

_**(\-<\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: +**_ _**39.6.592.40.85**_ _**(505.52.61)**_
**Director** **Fax:** **+** _**39.6.592.40.85**_ _**(505.02.50)**_
National Centre for Reference Materials
Via di Castel Romano 100-102
1-00129 Rome

**Mr.PeterJ.JENKS** _**Tel: +49-281**_ _**9887-212**_
**Product Manager** _**Fax:**_ _**+49-281-9887-199**_
Biological, Elemental and
Pharmaceutical Reference Materials
PROMOCHEM GmbH
D-46469 Wesel

**Mr. Robert KAARLS** _**Tel:**_ _**+31-15-269.1500**_
**Director** _**Fax:**_ _**+31-15-261.2971**_
Nederlands Meetinstituut (NMi)
P.O. Box 654
NL-2600 AR Delft

Secretary

Mr. Hans J0rgen Helms _Tel:_ _+_ _32-2-29.58527_
Joint Research Centre _**Fax:**_ _+_ _**32-2-29^.50146**_
European Commission
Square de Meeûs 8 (SDME 10/20)
B-1050 Brussels

fV^l

**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](mailto:materials@risoe.dk)**_
**Building 228**
**Ris0 National Laboratory**
**Frederiksborgvej 399, P.O.** Box **49**
**DK-4000 Roskilde**

Mr. Richard HOOPER _**Tel: +**_ _**43-1.2060.21808**_
Director _**Fax:**_ _**+43-1.2060.29145**_
**IAEA**
Wagramerstrasse 5
P.O. Box **100**
A-1400
Vienna

Dr. Klaus JANBERG _**Tel:**_ _**+49.201-109.1401**_
Gescháftsführer _**Fax:**_ _**+49.201-109.1137**_
GNS
Gesellschaft für Nuklear-Serviee GmbH
Hollestr. 7A
D-45127 Essen

Mr. Jean van VLIET _**Tel:**_ _+ 32-14_ _33 02_ _11_
Manager _Fax:+32-14_ _3170_ _46_
MOX plant
Belgonucléaire
Europalaan 20
B-2480 Dessel

Secretary

Mr. Hans Jorgen Helms _**Tel: + 32-2-29.58527**_
Joint Research Centre _**Fax:**_ _**+32-2-29.50146**_
European Commission
Square de Meeûs 8 (SDME 10/20)
B-1050, Brussels

_Í K ' ^ l_

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

**Members**

**Prof.** **Claude BATHIAS (Chairman)** _**Tel: +**_ _**33.1.40.27.23.22**_
**Conservatoire National des Arts** _**Tel: +**_ _**33.1.40.27.26.33**_
**et Métiers (CNAM)** _**Fax: +**_ _**33.1.40.27.23.22**_
**2 Rue Conté**
**F-75003**
**Paris**

**Prof.** **Pier Giulio AVANZINI** _**Tel: +**_ _**39.10-**_ _**6475 802**_
**Direzione Area** **della Ricerca** _**Fax: +**_ _**39.10-**_ _**6475 800**_
**Consiglio Nazionale Ricerche**
**via De Marini 6 - Torre di Francia**
**1-16149**
**Genoa**

Mr. Staffan SÔDERBERG _**Tel: + 46-8-726.6698**_ _**(switchboard)**_
Director _**Tel: +46-8-726.6300**_ _**(direct)**_
AB Sandvik Coromant _**Fax: + 46-8-726.9092**_
**S-126** **80**
**Stockholm**

Prof. **Dr.** **T.** VARGA _**Tel:**_ _**+43-1-588.013.429**_
**Leiter der Techn. Versuchs-** **'** _**Fax:**_ _**+**_ _**43-1-587.81.96**_
**und Forschungsanstalt**
**TVFA - TU Wien**

**Karlsplatz 13**
**A-1040**
**Wien**

**Secretary**

Mr. Samuel Lloyd _**Tel: +**_ _**44-1858-575.937**_
Oak House _**Fax:+44-1858-575.085**_
**Walcote Road**

**South Kilworth**
**Leicestershire LE 17 6EE**
**U.K.**

**f V ^**

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

**Members**

**Mr. Peter BENTON (Chairman)**
**Director General**
**British Institute of Management**
**Northgate House**

**130 Highgate Hill**
**UK-N6 6HD**
**London**

**Prof.** **Jane** **GRIMSON**
**Dean** **of** **Engineering and**
**Systems Sciences**
**Department of Computer Science**
**Trinity College**

**Dublin**
**Ireland**

**Mr. Theodossios P. TASSIOS**
**AgiasLavras4**
**GR-15236 Palea** **Penteli**
**Athens**

**Prof.** **Dr.** **Dennis TSICHRÏTZ1S**
**Chairman of the Executive Board**
**GMD-Forschungszentrum**
**lnformationstechnik** **GmbH**
**Schlofi** **Birlinghoven**
**D-53754**
**Sankt Augustin**

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

**Secretary**

**Prof.** **Ing.** **Carlo Rinaldini**
**ViaI)eiBoderi,36**
**1-21200** **Várese**
**Italy**

_**Tel:**_ _**+44.181.341.1122**_
_**Fax:**_ _**+44.181.341.11.33**_

_**Tel: +353.1.60**_ _**81707**_
_**Fax: +353.1.67 72 204**_

_**Tel: +30.1.77.21.237**_ _**(office)**_
_**Tel: +**_ _**30.1.369.1111**_ _**(Ecole**_ _**Poly.**_
_**d'Athens)**_

_**Tel: +30.1.804.97.51**_ _**(home)**_
_**Fax: +30.1.77.21.275**_ _**(office)**_

_**Tel: +**_ _**49-02241114-2245**_ _**(2294)**_
_**Fax: +**_ _**49-02241114-2110**_

_**Tel:**_ _**+34-1-3466060**_
_**Fax:**_ _**+34-1-3466082**_

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

ivniv

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

**Members**

Prof. Carlos A. BORREGO (Chairman) _**Tel:**_ _**+ 351.343.800.800**_
Department of Environment and Planning _**Fax: +351.343.828.76**_
University of Aveiro
P-3800 Aveiro

Prof. A.R. HARDY _**Tel:**_ _**+ 44-1904-462384**_
Research Director _**Fax: +44-904-462256**_
Central Science Laboratory
Sand Hutton
York Y04 1LZ
UK

Prof. Dr. A. KETTRUP* _**Tel:**_ _**+ 49-89-3187.404718**_
Director _**Fax: +49-89-3187.3371**_
GSF Neuherberg
Institute of Ecological Chemistry
Ingolstàdter LandstraBe 1
D-8042 Neuherberg

_unable_ _to_ _attend meetings_ _but_ _provided written comments_ _on_ _documentation_

Secretary

Hans J0rgen Helms _Tel:_ _+32-2-29.58527_
Joint Research Centre _**Fax: +32-2-29.50146**_
European Commission
Square de Meeûs 8 (SDME 10/20)
B-1050
Brussels

**A-iS**

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

**Members**

**Prof.** **Seppo URPO (Chairman)** **7e/;** **+** _**358.9.264.417**_
**Director** _**Fax:**_ _**+358.9.264.531**_
**Metsâhovi** **Radio Research Station**
**Metsâhovintie**
**FIN-02540** **Kylmâlâ**

**Prof.** **Dr. Herbert FISCHER** _**Tel:**_ _**+ 49.07247182-3643**_
**Head** _**Fax:**_ _**+49.07247182-4742**_
**Institut fur** Météorologie **und** Klimaforschung
**Forschungszentrum** Karlsruhe
**Postfach 3640**
D-76021
Karlsruhe

**Mr.** Roy GIBSON _**Tel:**_ _**+**_ _**33-67.67.81.81**_
Résidence Les Hespérides _**Fax:**_ _**+**_ _**33-67.22.34.02**_
51, Allée Jean de Bains
F-34000
Montpellier

Secretary

Prof. Ing. Carlo Rinaldini _**Tel:**_ _**+**_ _**39-332-239367**_
Via Dei Boderi, **36** _**Tel:**_ _**+39-335-6241169**_
1-21100 Várese _**Fax: +39-332-239367**_
Italy

**A ' ^**

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

**Members**

**Dr. Robert** **C.** **WHELAN (Chairman)** _**Tel: +**_ _**44.1.223.263.137**_
**36 Green End** _**Fax:**_ _**+ 44.1.223.263.940**_
**Comberton**
**Cambridge CD3 7DY**
**UK**

**Dr. Josef FRÔHLICH** _**Tel:**_ _**+**_ _**43(0) 2254- 780-3880**_
**Head** _**Fax; +43(0)2254-780-3888**_
**Austrian Research Centre Seibersdorf** _**E-Mail:**_
**Division of Systems Research** _**[froehlichj@zdfzs.arcs.ac.at](mailto:froehlichj@zdfzs.arcs.ac.at)**_
**Technology-Economy-Environment**
**A-2444 Seibersdorf**
**Austria**

**Prof.** **Dr. Herbert PASCHEN** _**Tel:**_ _**+ 49.7247182-2500**_
**Leiter** **des Institute fur** **Angewandte** _**Fax:**_ _**+49.7247182-4806**_
**Systemanalyse**
**und** **Technikfolgenabschatzung** **(ITAS)**
**Forschungszentrum Karlsruhe**
**Postfach 36 40**

**76021 Karlsruhe**

**Prof.** **Walter ZEGVELD** _**Tel:**_ _**+ 31.70.342.15.42**_
**Chairman** _**,**_ _**Fax:**_ _**+31.70.363.34.88**_
**Rathenau** **Institute** _**Fax: +31.70.393.0173 (home no.)**_
**P.O. Box 85525**
**NL-2506CA** **The Hague**
**The Netherlands**

**Secretary**

**Mr. Samuel Lloyd** _**Tel:**_ _**+ 44-1858-575.937**_
**Oak House** _**Fax:**_ _**+ 44-1858-575.085**_
**Walcote Road**
**South Kilworth**
**Leicestershire LE 17 6EE**
**U.K.**

**f V ^**

ANNEX IV

## **V***

### JOINT RESEARCH CENTRE JRC

TERMS OF REFERENCE OF THE

VISITING GROUPS TO THE

JRC INSTITUTES 1996

## **V [1 ]**

**<\-^sr**

**TERMS OF REFERENCE**

**FOR THE VISITING GROUPS FOR THE EVALUATION OF THE**

**JOINT RESEARCH CENTRE'S INSTITUTES**

1. 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.

2. 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) 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;

b) the scientific quality and productivity of the Institute;

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

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

5. 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.

6. 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.

7. 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.

**ft-T1**

ISSN 0257-9545

##### COM(97) 164 final

# **DOCUMENTOS**

##### ES 15 oí

N° de catálogo : CB-C0-97-152-ES-C

ISBN 92-78-18370-9

Oficina de Publicaciones Oficiales de las Comunidades Europeas

L-2985 Luxemburgo

_**\0O**_