STRATEGIC AGENDA FOR INNOVATION

Transcription

1 STRATEGIC AGENDA FOR INNOVATION

2 INDEX I. Introduction and Background Pág. 3 I.1. Current status of the wine industry I.2. The Wine Technology Platform (WTP). I.3. Organisation and Structure of the WTP I.4. Stages towards the SAI for the wine industry. II. Strategic Agenda for Innovation: Spanish R&D&I strategy for the wine sector Pág. 22 II.1. Starting point: Diagnosis Area of Consumption, Health & Safety Area of Environmental Sustainability and Climate Change Area of R&D&I in Plant-Vine, Process and Product Area of Wine Industry Economics II.2. Strategies, Goals and Lines of Action. II.3. Instruments to support the implementation of the SAI III. Conclusions Pág. 66 IV. Future WTP Actions Pág. 70 V. WTP Associates Pág. 75 VI. Coordination and Writing Pág. 82 VII. Acronym Index Pág. 88 2

3 Strategic Agenda for Innovation I. INTRODUCTION AND BACKGROUND

4 I. Introduction and Background Joining the euro, with the prospect of a stable currency and more favourable financial conditions for investment, led to an unprecedented improvement in standards of living and employment for the Spanish. However, high debt levels and the loss of competitiveness accumulated over the last few years have led to the current recessionary cycle, at first prolonged and aggravated by the international financial crisis and then by uncertainty regarding the euro's viability. Consequently, we can state that the starting point at which we find ourselves is characterised by the following: 1. Economic recession 2. High unemployment 3. High financing costs 4. Loss of competitiveness 5. Large public deficit 6. Excessive external debt of the Spanish economy with its financial sector pending restructure. However, in this context we must confirm that Spain is the sixth economy that has grown the most in per capita terms from 1950 to 2010 and that the relative weight of our GDP in the EU-15 has tripled since 1960, going from 3.7 to 9.1%. Spain has always successfully overcome economic crises, from the energy crisis of the 1970s to the European monetary system crisis of the 1990s. Today is the time to boost companies' flexibility and performance to help them contain business margins and costs, improving the quality of production factors and providing resources for more competitive sectors, in which we can include the wine industry. The Spanish wine industry has a solid tradition and is firmly established in social and economic terms in the country, foundations that should help us to view the future with optimism. What is the largest vineyard in the world in terms of surface area contains a wide range of grape varieties and great diversification of growing conditions, offering consumers a differentiated, renowned range of wines with strong personality and the particular features of each wine-producing region. Spanish wineries have also known how to adapt to the changes seen in the industry over the last few years at a technological level, incorporating highly skilled personnel and new technologies in the area of viticulture, oenology and viniculture, which has directly increased the quality of our wines. With this background, Spain has all the components to become a leading country in the wine industry at a global level. However, it is facing a complex situation that is not without its pressures: Strong international competition, seen in a growing supply of products from new wine-producing countries that are reaching the market with a highly competitive big names. General drop in domestic consumption over the last few years. Widespread economic and financial crisis internationally, but particularly extensive and serious for Spain. 4

5 I. Introduction and Background Within this scenario, Spain's wine industry is committed to INNOVATION and INTERNATIONALISATION as key strategies to improve its competitiveness and ensure its consolidation and future growth. At the beginning of the second decade of the 21st century, Spanish wineries are managing to position themselves within the international market, this constituting a genuine way out for the precarious economic situation the sector is going through. This strategy is requiring many wineries to increase their resources aimed at innovative activities (R&D and IT) in products and processes. It is a risky but necessary strategy, demonstrated by the constant rise in export figures over the last 10 years. This is helping to preserve hope for the future in an industry that went through its own golden age in the first decade of this century and is currently facing a complex social and economic situation, with great restrictions in terms of public and private budgets and a widespread fall in investment in R&D&I. Consequently, the question we need to ask is whether the wine industry is also aware that, in order to tackle the current economic and financial crisis, it must be committed to having a presence and growth in international markets and that this requires innovating its processes and products to achieve differentiation, added value and adaptation to the tastes and preferences of new consumers, all this within a global strategy based on sustainability and efficiency in the use of limited resources. It should be noted that private initiative has embarked on a clearly innovative path over the last 15 years, with the support and encouragement of Spain's public administration, of note being the role played by the different programmes implemented as part of successive National Plans for R&D&I, providing funding originating from Spanish and/or European funds. In this respect, the following is of note: The fact that this sector has become increasingly committed over this period to technological innovation and experimental development, as well as to basic and applied research and technology transfer. The fact that the efforts made by the public administration, at a regional and national level, and by private demand during this period have helped to strengthen and provide infrastructures to national research groups, currently international benchmarks, in different scientific and technical disciplines. The fact that, among these public-private projects already carried out, we should note the Ingenuity Programme 2010, which has helped to raise the awareness of SMEs and firms in the industry in general of the culture of shared innovation, improving and increasing their competitiveness, having achieved significant strategic concerted results of use for the industry as a whole. The fact that, nevertheless, the Spanish wine industry's participation in European Funding Programmes (the 7th Framework Programme for Research and Technological Development and the Competitiveness and Innovation Framework Programme) has been poor and with low demand, leading us to conclude that there has not been a specific policy to support and push the sector towards this kind of international innovative actions, which are generally cooperative. The fact that the rise in companies demand for technology and the increase in both public and private financial resources have led to a large geographical spread in the research on offer, with a clear fragmentation of resources and minimal optimisation in their use. 5

6 I. Introduction and Background Consequently, the wine industry has been able to take advantage of this decade with abundant economic and human resources, consolidating its commitment to innovation, and we must acknowledge that the culture of innovation is becoming established in this sector after the generous public-private effort made in recent years. Now the time has come to rationalise this effort, ensuring it extends to all agents in the sector. In this way, the industry's strategy in wine-growing and production terms relies on innovation but not as a mere option but rather as a need on which its survival and future growth will undoubtedly depend, it being necessary to do this in a coordinated, collaborative manner, looking for synergies and optimising resources; a crucial approach within the current crisis scenario. In this respect, there s no doubt that, within a traditional and individualistic sector as is the wine industry, coordination and cooperation are key factors in order to introduce and develop new technologies. In fact, at present Spain's wine industry has demonstrated that it is prepared to promote new joint R&D and innovation initiatives and to commit to innovation as a means of boosting competitiveness and ensuring successful internationalisation. That s why the time has come for the wine sector to join forces and group together agents in order to identify the true scientific and technological needs and barriers it is facing and to define common objectives and priority lines of action (R&D and innovation) over the coming years, as part of a Strategic Plan that can effectively reach the bodies managing public aid in the European Union, encouraged by all the sector's domestic demand. This is the goal, promoted by the public administration and structured around business initiatives, of the Wine Technology Platform of Spain (hereinafter the WTP), which has brought together, in a single voice, the opinions of all agents in the sector, debating and exchanging information and impressions, joining forces, optimising resources and moving away from the segmentation and individualism that is still present in the industry. The WTP takes the form of a single forum that has managed to bring together, for the first time in Spain, wine producers, entrepreneurs from the auxiliary sector, scientists, technologists, consultants and the public administration with a common goal: to define and design Spain s Strategy for Innovation (R&D&I) for the wine industry. Today, this strategy takes the form of a Strategic Agenda for Innovation (SAI), which is the result of an open period of deliberation, debate and consensus among the different members and agents that make up the Platform. Numerous professionals related to the world of wine have taken part in this process, who endorse the results achieved and ensure the sector is represented in its broadest sense of "Science-Technology-Business". To achieve this result, it was first necessary to diagnose the initial status of the Spanish wine industry in scientific and technological terms and identify the opportunities that can help us improve our competitiveness and positioning in today's world while keeping our eyes firmly on the horizon of The aim was to channel, by setting specific targets, those measures and new challenges that can improve the sector's viability in the medium and long-term. To this end it was necessary to establish concrete actions to encourage its implementation, designing specific R&D&I projects capable of mobilising the human, material, economic and financial resources required to carry this out: funding programmes and instruments with publicprivate support, guidance measures in the form of training, technology transfer, internationalisation, etc. 6

7 I. Introduction and Background In summary, the collective deliberations of the sector have helped to produce the content of this Strategic Agenda for Innovation for Wine, which aims to be a document for consultation, among others by public and private bodies involved in funding, at a national and international level, being established as a benchmark for future support programmes, where the WTP has established itself as a single key spokesperson for the sector in the defence of strategic R&D&I lines in Spain. I.1. Current status of the wine industry The situation of today's wine industry worldwide is highly competitive due mainly to the emergence of new wine-producing countries, the high quality of the wines produced, price wars, the rise in vineyard production costs, etc. For Spain, wine exports have risen steadily over the last 10 years, this growth being greater even than the European average. On the other hand, domestic consumption has fallen to levels much lower than the European average. The current economic crisis for Spain is being keenly felt by our production sectors and means that those industries with the capacity to compete with their products and services in the global international market have the best prospects for the future. In the wine sector, the crisis has been accentuated by the drop in consumption and rise in worldwide competition, forcing the different agents to step up improvements in their processes and products or in their renewal (INNOVATION) to support this process of internationalisation as the only way to become more competitive. According to the report by the International Organisation of Vine and Wine (OIV) on the world situation, from June 2012, Spain is the leader in terms of wine-growing and producing surface area, "the largest vineyard in the world with 1,032,000 hectares, accounting for 13.15% of the total productive area in the world (7,847,000 hectares). It is also the second wine exporter in the world in terms of volume, with around 22.3 million hectolitres. This accounts for 22.43% of the total in the world, behind Italy and having overtaken France since The sum of the exports of these three leading countries accounts for more than half the world's exports (61%), indicating our country's importance on the international stage. There are currently 5,464 wine producing companies registered in Spain, of which 628 are cooperative wineries. This large number of firms demonstrates the huge fragmentation in our wine industry and the small size of the vast majority. The average size of cooperative wineries is nonetheless larger than the average overall, as they represent around 12% of the total number of wineries and produce more than 60% of all the sector's products. Total Spanish wine production is practically stable at around 40 million hectolitres in spite of almost 100,000 hectares of vineyards disappearing in the last three years, due to the increase in irrigated zones and greater technology in cultivation. 7

8 I. Introduction and Background On the other hand, according to data from the Spanish Observatory of Wine Markets (OEMV), domestic consumption has continued to fall both in the domestic food channel (-1% in volume and - 4.2% in value) and in restaurants and catering, where the drop has been sharper, down by -9% for both parameters, volume and value. The growing disparity caused by the divergence between production and domestic consumption means that companies have had to find new solutions and alternatives to ensure our wine products match foreign markets. Consumption in Spain Exports %Export / Consumption Trends in Wine Consumption/Exports in the World. ( ) (Source: Spanish Observatory of Wine Markets ; ) Spanish wine growing and production balance Spanish wine growing and production balance ( ) (Source: Spanish Observatory of Wine Markets. ) Consequently, given situation the Spanish wine industry currently finds itself in, the challenge is still to take advantage of growth in the global market with the wine-producing potential Spain has to ensure the sector grows profitably but without lowering its guard against losing its domestic market and with firms being committed to research, development and innovation as a way to adapt the qualities of wines and their prices to end consumers both in Spain and abroad. 8

9 I. Introduction and Background However, current official reports point out that, overall in Spain, activity in innovation and, more specifically, company R&D, for which more reliable data are available, fell for the first time ever in The consequences of this reduction have already been felt in the number of patent applications of Spanish origin, both nationally and abroad, and also in exports from high technology sectors, although these have managed to withstand the crisis better than the economy as a whole. With regard to public R&D spending, it should be noted that this continued to grow in 2009 although it could not offset the fall in private spending, so total expenditure fell in Spain. However, this decrease was smaller in percentage terms than the reduction in the gross domestic product saw notable changes in the sensitivity of the public agenda towards innovation. In the Spanish sphere, of note is the impulse for innovation provided by the Sustainable Economy Act, recognising the substantial difference between the public intervention required to encourage research, including company research, and the creation of favourable conditions for innovation. However, these policies might be affected in terms of how resources are allocated due to the spending cuts being carried out by the Spanish government, a consequence of the large public deficit accumulated over the last few years and the current high public-private financing cost. In the European sphere, the Innovation Union is one of the seven flagship initiatives of the Europe 2020 strategy, aimed at transforming the environment in those aspects that affect innovation in order to promote competitiveness by taking advantage of European potential for the knowledge economy. At a national level, Spain's Statistics Institute (INE) estimates that agriculture, stock-breeding, forestry and fishing absorb 3.06% of total spending by firms on R&D, with 3.32% of the personnel allocated to this in 2010 (see the following table). Internal spending (thousand euros) R&D personnel in FDE*: Total personnel Total % Total % TOTAL COMPANIES 1,568, , AGRICULTURE, STOCK-BREEDING, 48, FORESTRY AND FISHING Resources allocated to R&D by research and development firms (division 72 of CNAE-09) TOTAL and in AGRICULTURE, STOCK-BREEDING, FORESTRY AND FISHING. Source: Spain's Statistics Institute. *FDE: Full-Day Equivalent

10 I. Introduction and Background If we look at the R&D spending incurred by the wine industry, according to official data from the INE, we can see the same trend as for total expenditure in Spain. Consequently, this has received less investment by companies since Also of note is the substantial difference between investment in vine cultivation activities (CNAE 0121) and wine production activities (CNAE 1102). According to data from the INE ( Encuesta sobre Innovación en la Empresas: 2008, 2009 y 2010 ), over the last three years spending associated with wine-producing activities totalled 77 million, while for vine cultivation, the total spending on R&D was 4 million. Wine production (CNAE 1102) TOTAL SPENDING (thousand euros) Breakdown of spending: Internal R&D Breakdown of spending: Acquisition of R&D (external R&D) Breakdown of spending: Acquisition of advanced machinery, equipment, hardware or software 47,416 37,613 31,746 15,357 16,283 16,424 4,250 4,303 5,192 22,416 13,464 5,762 Breakdown of spending: Acquisition of other external knowledge for innovation Breakdown of spending: Training for innovation activities Breakdown of spending: Introducing innovation in the market Breakdown of spending: Design, other preparations for production and/or distribution ,837 1,502 1,182 1,626 1,812 2,998 Trend in Total R&D Spending 2008 to Spanish Economic Activity Codes (CNAE): Wine production Source: Spain's Statistics Institute In the case of wine production, the main factor that has pushed down investment in R&D is the sharp drop in investment and acquisition of advanced machinery, equipment and hardware or software; i.e. the incorporation of technology in firms, while spending on internal or acquired R&D has remained stable in spite of the crisis. All this has led to less innovation being introduced into the market and less external knowledge being acquired on other areas for innovation. With regard to the Autonomous Communities, we can see that this varies depending on the region, although the general trend is the same, with an overall fall in R&D spending from 2008 to However, while in Catalonia spending was very similar during the period (the highest of all the Communities), in Castile & Leon, La Rioja, Andalusia and the Basque Country there was a clear drop. 10

11 I. Introduction and Background Breakdown of total spending (thousand euros) on R&D activities by Autonomous Community. CNAE: Wine production Source: Instituto Nacional de Estadística In this respect, the European Union defined a series of "Convergence" Regions in Spain which should receive a greater proportion of European structural aid for corporate innovation activities. With this aim in mind, the Technology Fund was set up in 2007, provided with more than 2 billion euros, 70% of which is being invested in these Regions via a range of financial instruments designed by the Spanish administration: Galicia, Extremadura, Andalusia and Castile La Mancha. If we look at the R&D&I actions carried out by Spanish wine firms, a good indicator are the projects financed by the Centre for Technological and Industrial Development (CDTI), a public corporation that reports to the Ministry of Finance and Competitiveness. In its reports, the CDTI highlights that the number of total operations financed for this sector between 2006 and 2011 was 108, 77 of these corresponding to projects related to wine production and 6 to projects related to grape production. This difference confirms what we have previously shown with the INE data regarding the lower investment in R&D in the field of viticulture, so that we can assume there is still a long way to go to develop this discipline. WINE INDUSTRY PROJECT DATA ( ) No. Total no. projects 108 No. operations = no. firms 133 No. individual projects 96 No. consortium projects (since 2009) 12 No. projects in international programmes 4 TOTAL 108 BREAKDOWN SUBSECTOR FIRMS No. OPERATIONS Auxiliary industry 19 Wineries 98 Vineyards, estates 7 Cork industry 5 Other 4 TOTAL 133 CDTI APPROVED PROJECTS (not including application data for CENIT or INNTERCONECTA calls). Source: Centro para el Desarrollo Tecnológico Industrial - CDTI 11

12 I. Introduction and Background These same data broken down by Autonomous Community show that the Community with most projects financed by the CDTI is La Rioja, followed by Castile & Leon, Catalonia, Extremadura, Navarre and Castile La Mancha. AUTONOMOUS COMMUNITY No. OPERATIONS Andalusia 4 Aragon 5 Castile & Leon 19 Castile La Mancha 11 Catalonia 18 Community of Valencia 3 Basque Country 7 Extremadura 17 Galicia 5 Madrid 3 Murcia 4 Navarre 11 Canary Islands 1 Rioja, La 25 CDTI APPROVED PROJECTS Breakdown by Autonomous Community. Source: Centre for Technological and Industrial Development (CDTI) Finally, it is also important to point out the different public bodies and institutions that, at the level of Autonomous Community, Spain or Europe, manage public funds to support R&D and Technological Innovation, from the CDTI itself and the Ministry of Finance and Competitiveness and the Ministry of Industry, Tourism and Trade, to regional development institutes (Agencia IDEA, ADE-Castile & Leon, Acció 10-Catalonia, CARM-Murcia, ADER-La Rioja, IGAPE-Galicia, SODERCAN-Santander, etc.) and different European institutions. All these, via different kinds of programmes and under the common regulatory umbrella of the Community Framework for State Aid for Research and Development and Innovation, establish different financing conditions that help to carry out research, development and innovation projects led by research centres, technological centres and/or companies, promoting collaboration between these centres and public-private transfer and cooperation.

13 I. Introduction and Background I.2. The Wine Technology Platform (WTP) In the European context, a Technology Platform brings together all those who have an interest in a particular industrial sector, led by industry, to establish a long-term vision of that sector and its Strategic Research Agenda, establishing the necessary scientific and technological advances in the medium and long term, with the threefold aim of: i. Ensuring the sector is competitive ii. Guaranteeing sustainable goals are achieved iii. Safeguarding Europe's future growth Consequently, any Technology Platform within this framework must contribute towards European competitiveness, stimulating R&D&I and coordinating public and private investment with the aim of contributing to the European Research Area, coordinating EU and national policies and concentrating efforts by reducing fragmentation. Under these guidelines, the former Ministry of Science and Innovation decided to promote the launch of Spain's WINE TECHNOLOGY PLATFORM by holding the INNFLUYE 2010 call for proposals, as part of the Technology Platform Support Sub-Programme of the National Network Programme (National R&D&I Plan ). This impulse gathered steam in the business and research sectors and the WTP started to take shape at the end of Since then, it has encouraged all those with an interest to join, fomenting their active involvement and designing and implementing an Action Plan to consolidate this ambitious project. The WTP was therefore officially set up in July 2011, becoming the first Technology Platform in Spain and Europe to represent all those involved in the wine industry, serving as a meeting point to favour and coordinate actions aimed at securing a privileged position internationally for the sector through innovation (R&D&I). What are its main actions? Identify the sector's scientific and technological needs. Design specific innovation projects, individual or cooperative, national or international, taking advantage of the financial, material and human resources existing in these areas. Establish synergies and further knowledge of the different agents of the value chain in the national and international wine industry. Structure and channel relations with the different administrations at the level of Autonomous Community, state and EU. Make the wine industry and business-research integration a worldwide benchmark 13

14 I. Introduction and Background What benefits does it offer its associates? The chance to propose and share technological solutions for common needs within the context of the different Working Groups. Taking part in the results achieved. Keeping up-to-date with technological trends and aid for R&D&I. Identifying and guiding their innovative initiatives. Having the tools to develop strategic projects in cooperation. Sharing interests with other companies. VISION ACTION AND COLLABORATION Define a Strategic Vision in the area of R&D&I Establish the sector's requirements in terms of scientific and technological infrastructures Set priorities Improve the productivity of companies in the wine sector via INNOVATION Encourage cooperation between R&D agents and companies to guide activity towards the market Optimise resources and concentrate efforts CHANNEL AND CONTRIBUTE INTERNATIONALISATION Strengthen collaboration with agents in society and public administration Present recommendations to public administrations Encourage internationalisation, helping to represent the wine sector in European and international initiatives In short, the aim is to bring to the same table all those involved in R&D&I in the wine industry and promote a structured analysis of their needs and strategies, both now and in the future. The ultimate aim is to boost the wine market in Spain from the point of view of innovation as a key element for the sector's competitiveness and a guarantee for its future growth, internationalisation and transnational recognition. I.3. Organisation and Structure of the WTP Since it was set up in 2010, numerous professionals from the sector, both from business and science, have joined the Wine Technology Platform's organisational structure. As a result, there are now more than 350 organisations associated with the WTP which, as a whole, make up the Members' General Assembly. Nevertheless, the number of members that are actually involved directly and indirectly in the WTP is higher if we take into account the diversity of the research groups that participate actively from each centre and the large number of wineries represented and related to the Platform through business associations. 14

15 I. Introduction and Background Other associations, institutions, etc. 8% Freelance professionals 4% Wineries and winery associations 33% Research centres 22% Auxiliary sector to the wine industry 33% Led by the business sector, wineries and auxiliary firms account for 66% of the WTP's associates. The rest are made up of public research bodies and technology centres related to the Spanish wine industry, as well as public administrations that help to promote it. The WTP has therefore managed to build a genuine Business-Science collaborative network capable of analysing and defining the sector's technological requirements and establishing a strategic R&D&I route for the future (see the list of associates in section VI). To ensure the optimal management of its activities and services, the WTP has set up the following organisational structure: COMMITTEE OF REPRESENTATIVES ADVISORY SCIENTIFIC COMMITTEE GOVERNING COUNCIL GENERAL MEMBERS' ASSEMBLY TECHNICAL SECRETARY PERMANENT WORKING GROUP DYNAMIC WORKING GROUPS WTP TECHNOLOGIC AL AGENTS 15

16 I. Introduction and Background General Assembly: This is made up of all the members registered with the WTP. It is the senior governing body of the WTP, responsible for approving the Platform's activities and, if necessary, its accounts, as well as taking decisions that affect how it operates. Governing Council: Set up as the WTP's overall management and administration body, whose main function is to safeguard compliance of the guidelines established by the Members' General Assembly, as well as defining and coordinating the Working Groups. Advisory Committee: Made up of experts, at a national and international level, of renowned prestige in the wine sector; their job is to guide and advise the permanent working group in identifying and defining the main objectives and scientific-technical priorities contained in the Strategic Agenda for Innovation. Committee of Representatives: This committee is made up of representatives from public administrations and from the industry who collaborate with the WTP by supporting and advising the Governing Council and Working Groups, particularly in defining strategies to implement and develop the lines of action identified as a priority in R&D&I. Technical Secretariat: Coordinated externally by an organisation specialised in the complete management of innovation, it ensures the WTP functions correctly, supporting the Working Groups, governing bodies and members of the Platform. Among other functions, it is responsible for promoting the WTP nationally and internationally, implementing the policies and guidelines that come from its Members' General Assembly and, at an executive level, from its Governing Council. It also specifically produces and submits for approval the different management instruments of the WTP, such as the Master Plan and multi-annual Strategic Plans, taking an active role in organising Assemblies and Committees, managing communication and the internet portal, etc. Working Groups: The Working Groups form the core of the Platform's most active deliberation and debate, being responsible for diagnosing the initial situation to identify the technological needs of the sector and resolve these via specific R&D&I projects. Two types of Working Groups have been established in the WTP: I. Permanent Working Group (PG) This is the WTP group responsible for considering different issues. It is made up of professionals representing different companies and research and technology centres, as well as other public and private institutions, associations, etc., its function being to diagnose the state of the industry overall and draw up a Strategic Agenda for the sector to establish its technology route map for a specific period of time. It is of indefinite duration and, in its first actions, it aims to provide strategic technological solutions for the sector, setting long-term targets (Horizon 2020). The objective of this permanent working group is therefore twofold: To design the Strategic Agenda for Innovation (SAI) for the Spanish wine industry with a specific timespan (2020) Via this work, to identify strategic R&D projects for the national wine sector. 16

17 I. Introduction and Background To define this Strategic Agenda, the Permanent Group has benefitted from the know-how, experience and vision of several wineries, companies from the auxiliary sector and researchers of renowned prestige. Under dual coordination (business-scientific), the Group has been divided into 9 sub-areas of Scientific-Technical interest, whose details are as follows: 1. AREA OF CONSUMPTION, HEALTH & SAFETY 2. AREA OF R&D&I PLANT- VINE/PROCESS/PRODUCT SUB-AREA 2.1. R&D&I PLANT-VINE SUB-AREA 2.2. R&D&I PROCESS-PRODUCT 3. AREA OF ENVIRONMENTAL SUSTAINABILITY AND CLIMATE CHANGE SUB-AREA 3.1. ENVIRONMENTAL SUSTAINABILITY AND CLIMATE CHANGE SUB-AREA 3.2. ENVIRONMENTAL TECHNOLOGY 4. AREA OF WINE INDUSTRY ECONOMICS SUB-AREA 4. 1 SOCIAL & ECONOMIC ENVIRONMENT AND INSTITUTIONAL FRAMEWORK SUB-AREA 4.2 COMPETITIVENESS, INTERNATIONALISATION AND BUSINESS MANAGEMENT AND ORGANISATION SUB-AREA 4.3 MARKETING AND SALES SUB-AREA 4.4 DIVERSIFICATION AND WINE TOURISM I. Dynamic Working Groups (DG): Set up temporarily on the initiative of any WTP member, focusing on providing short-term technological solutions to specific problems proposed by any kind of organisation. Since it was set up, the WTP has been channelling, through these Groups, specific R&D&I demands whose implementation can be promoted by any member who so wishes, be it in the business area or in the world of research. The work carried out by a dynamic group takes the form of a specific R&D&I project supported by the WTP via the Technological Agent Service. This service guides companies in the initial stages of defining the project, advising on its organisational structure, technical content and the real possibilities of public funding. The WTP currently offers its members a network of several firms specialised in complete project management that have undertaken, with a prior demand from a Working Group, to carry out a technical and economic diagnosis entirely free of charge. The projects emerging within the framework of the Platform will also receive the institutional, documented support of the WTP regarding any organisations related to funding the project in question. 17

18 I. Introduction and Background DYNAMIC WORKING GROUPS TOOL TECHNICAL- ECONOMIC GUIDANCE DOCUMENTARY SUPPORT INTRANET TECHNOLOGICAL AGENT SERVICE WTP LETTER OF SUPPORT Search for members Technology offered Join projects underway Network of specialised firms Free diagnosis Optimisation of resources and potential funding Institutional support Visibility I.3. Stages towards the SAI for the wine industry The starting point for defining the WTP's Strategic Agenda for Innovation (SAI) was the establishment of a permanent commission for deliberation and debate, reporting to the Permanent Working Group. Under the coordination of the Technical Secretariat, this commission has carried out its work based on a series of stages that have resulted in different deliverables, constituting the basic documentation to draw up this document. It should be noted that the WTP has attempted to broaden the content of its Agenda, incorporating the concept of Innovation which covers both Research & Development as well as Technological Innovation (R&D&I), by also including other non-technological innovative aspects. The methodology and stages established to draw up and approve the Agenda are therefore as follows:

19 I. Introduction and Background I) CONSTITUTION OF THE WTP PERMANENT WORKING GROUP Deliberation and definition of sub-areas of Scientific and Technical interest I) DIAGNOSIS What are the strengths and weaknesses of our sector? What s happening in the environment? What are the opportunities and threats? II) IDENTIFICATION OF GOALS AND STRATEGIES What priorities can be set to minimise the weaknesses and boost the strengths, considering the impact of the threats and taking advantage of the opportunities? IV) DEFINITION OF LINES OF ACTION What specific lines of action need to be promoted to achieve the goals? PRODUCTION (TECHNICAL SECRETARIAT) REVIEW ADVISORY COMMITTEE AND GOVERNING COUNCIL REVIEW ASSOCIATES AND ASSEMBLY APPROVAL I) Setting up the Permanent Working Group This Working Group was set up officially at a meeting held in the Institute of Food Science Research (CIAL) on 15 November 2011 (Madrid), attended by a total of 120 WTP members. Previously, in October 2011, the Governing Council of the WTP approved its division into four areas of scientific-technical interest, based on which the PG would carry out specific actions in different areas of the wine industry's value chain. Thanks to the open debate of the members taking part in this constitutive meeting, the four initial areas were divided, in turn, into the 9 sub-areas that currently comprise the WTP. In general, each sub-area is made up of 15 bodies with a minimum business participation of 50%, to which are added two coordinators, one from the business area and the other from the world of science. However, the deliberation and definition of the SAI has been a process open to all Platform members via a series of consultative phases in which the document could be revised and improved. The Permanent Group's work has therefore been carried out separately, under the leadership of coordinators and with the participation of interested active members, the contribution of the Members' General Assembly and the management of the Technical Secretariat. As a means of support, each working group has an INTRANET where a specific area has been created to exchange documents and for online discussion forums. 19

20 I. Introduction and Background I.) Diagnosis As an initial stage of deliberation, the starting position was diagnosed in order to build strategies to redirect the industry towards identifying its current position and response capacity. The methodology for each Area/Sub-Area of the Permanent Group consisted of analysing the strengths and weaknesses of Spain's wine sector (internal factors); i.e. those aspects which can be directly controlled and which represent an advantage or disadvantage with regard to the competition. Another objective was to examine what is happening in the environment in terms of opportunities and threats (external factors over which the sector has no direct control). II) Identifying Targets and Strategies Once the diagnosis had been carried out, the next step was to identify and select, from its findings, the most important areas that needed to be transformed, overcome or improved. To this end, specific Targets were defined within each sub-area which, in the long term (Horizon 2020) would improve the wine industry's competitiveness compared with other countries. Defining these targets helped to establish the broad Strategies of the sector regarding each of the scientific-technical sub-areas of interest. IV) Defining Lines of Action Lines of action represent a more specific level of detail and are the specific actions employed to achieve the long-term objectives set. They represent the priority R&D&I lines the wine sector must tackle over the coming years by establishing strategic projects, either nationally or through international cooperation. The future projects identified will be related to one or more lines of action and will deal with one or more subareas (cross-cutting projects). 20

21 I. Introduction and Background The WTP aims to measure the degree of progress and accomplishment of each Goal by designing Outcome Control Indicators, which can be used to implement systems to measure the overall accomplishment of the most important aspects of the Agenda. With regard to the procedure followed to carry out the previous phases, each Working Group participant made its own particular contribution via a questionnaire. The coordinators of each subarea then integrated the findings, which were subsequently discussed and agreed at a face-to-face meeting. In this way, three series of technical meetings were held throughout the deliberative process of the Permanent Group, based on the different scientific-technical areas to be dealt with in each phase. The final document was produced by the Technical Secretariat with the collaboration of the Permanent Group coordinators. It should be noted that, in addition to the revision by the Members' Assembly, this document has also been analysed and improved by an international supervisory commission: the WTP Advisory Committee. This was lastly validated by the members of the Governing Council. I I II IV PERMANENT WORKING GROUP (PG) SET UP DIAGNOSIS TARGETS AND STRATEGIES IDENTIFIED LINES OF ACTION DEFINED Constitutive Meeting 1st PG Technical Meeting 2nd PG Technical Meeting 3rd PG Technical Meeting November 2011 December 2011-January 2012 March 2012 July 2012 Discussion and definition of the Scientific- Technical Structure for analysis: Identifying Areas of Interest Analysing the starting point of the wine industry: Identifying Strengths, Weaknesses, Opportunities and Threats Evaluating the Diagnosis carried out and Identifying long-term Goals Final consensus in definition of goals and strategies. Discussing and defining specific actions to be implemented DELIVERABLE 1: Document DIAG12: Diagnostic SWOT Analysis (Appendix I) DELIVERABLE 2: Document LA12: Review of Goals and Lines of Action 2020 (Appendix I) 1st CONSULTATIVE PHASE 2nd CONSULTATIVE PHASE 21

22 Strategic Agenda for Innovation II. SPANISH R&D&I STRATEGY FOR THE WINE SECTOR

23 II. Strategic Agenda for Innovation Spanish R&D&I Strategy for the Wine Sector II. 1. STARTING POINT: DIAGNOSIS The initial aim of the WTP was to design and produce a STRATEGIC AGENDA FOR INNOVATION based on a diagnosis or strategic deliberation of the initial situation; i.e. on an external and internal analysis and subsequent strategic planning that would help to establish Resources and Goals based on the findings from this analysis. The aim was to obtain insight into the situation of Spain's wine sector via an in-depth analysis of the external sphere that includes the environment in general and its social, economic, political and technological aspects. Logically, aspects related to the sector's competition were also included, as well as clients, suppliers and, in general, an internal structural analysis of the sector, taking into account its national and international rivals, both at present and in the future, the negotiating power of suppliers and buyers and replacement products that threaten the future of current products. The starting point in the design of the SAI was the Diagnosis or Strategic Deliberation carried out based on four broad areas of scientific-technical interest via a methodology including a series of meetings to discuss and agree on the strengths, weaknesses, opportunities and threats (SWOT matrix) for each Area, with the following findings: Area of Consumption, Health & Safety Wine is a traditional foodstuff and fundamental to the Mediterranean diet. For many years it has been a benchmark of the gastronomy of southern Europe and particularly important in countries such as France, Italy and Spain. The Mediterranean approach to food has become a global reference, followed by many specialists and many countries. Within this context, in recent years many scientific studies have endorsed the idea already held regarding the healthy aspects of a moderate consumption of wine and its components, although these have not always been appropriately communicated by the media, treating the issue superficially and confusing consumers. Consequently, although there is an increasing number of research groups and foundations that have focused their work on carrying out these studies into the health benefits of wine, the application of policies imposed by international organisations related to public health and alcohol needs to be continuously revised in terms of the scientific advances being made. 23

24 II. Strategic Agenda for Innovation Spanish R&D&I Strategy for the Wine Sector However, we must not forget that wine is an alcoholic beverage and, as such, its consumption should always be responsible and moderate. Strong anti-alcohol campaigns established in recent years, together with a lack of connection with younger segments, have contributed to a gradual reduction in the amount of wine consumed per inhabitant in Spain. Consequently, we must take advantage of the potential of our geographical and climatological situation to adapt the product to consumers and make younger segments more aware of quality wine, always associating it with effective communication regarding responsible consumption and integration with a balanced, healthy way of life. Also of note is the appearance of several new products related to cosmetics and as food ingredients, this being a line that the sector will continue to perfect and boost in the coming years, thanks to the development of new associated technologies. STRENGTHS 1. Foodstuff associated with the traditional cuisine of southern European countries and the well-known 'Mediterranean diet'. 2. Epidemiological, clinical and basic research studies that associate the moderate consumption of wine with beneficial effects for health and wellbeing. 3. Strong, consolidated research groups in the field of Health & Safety. Reinforced by foundations. SWOT TABLE: CONSUMPTION, HEALTH & SAFETY WEAKNESSES 1. Adverse effects due to the presence of alcohol. Little health authority backing. 2. Lack of a culture of responsible consumption / deficiencies in training. 3. Difficulty in defining a safe level of alcohol consumption and a potentially healthy level. 4. Lack of reliable statistics on consumption by product, type and origin. 5. Associate wine with foodstuffs with pharmacological properties and not encourage consumption for pleasure. 6. Lack of international standards regarding the content of substances (allergens, amines) / barriers to exports. 7. Lack of standardisation in analytical methods. OPPORTUNITIES 1. Improve the culture of responsible wine consumption and its integration within a balanced, healthy way of life. 2. Diversification of health-oriented products. Existence of innovative technology for this purpose. 3. Strengthen scientific and technological advances due to wine's appeal as a complex foodstuff. 4. Raise awareness of quality wine among younger segments, adapting the product. THREATS 1. Increasingly restrictive food safety legislation and regulations (sales, advertising and labelling). 2. Lack of scientific support for certain consumer communication actions dealt with superficially by the media / consumer confusion. 3. Application of policies imposed by international organisations related to public health and alcohol, requiring a continual review of scientific advances. 5. Boost communication / top ten press offices. 24

25 II. Strategic Agenda for Innovation Spanish R&D&I Strategy for the Wine Sector Area of Environmental Sustainability and Climate Change The effects of Climate Change on the world's wine growing and production are an undeniable reality for the scientific and business world. Its consequences started to be noticed some time ago and today are evident in aspects such as the mismatch between phenolic and sugar ripening, susceptibility to certain diseases, the availability of water for use in cultivation, etc. All these factors could affect the quality of our wines and lead to a loss of typicity. Given this situation, in recent years environmental awareness has increased in public administrations and in the sector, as shown by strong references at an international level, such as CENIT-DEMÉTER Project ( ). In this respect, Spanish vineyards have a certain advantage, not only because of the greater knowledge in this field, which allows them to develop adaptation strategies, but also due to the particular climactic conditions of our vineyards, characterised by the great elasticity of clone varieties and genotypes and the lower pressure exerted by disease for a large proportion of vineyards as a result of the hot, dry climate. However, in order to effectively combat climate change from a global perspective, it's not enough to await the arrival of adversity and attempt to alleviate the consequences. There is a need to act and help make this sector more sustainable from an environmental point of view. Steps have also been taken in this area with pioneering initiatives such as Wineries for Climate Protection, etc., but there is still a long way to go: we need to improve our skill in using sustainable agricultural techniques, as well as a consensus of indicators, the use of water and energy, resource management, etc. One barrier faced by the sector is that the efforts made to adapt to reasonable production levels are not always rewarded with a positive response by the market. Consumers don't appreciate more environmentally friendly production techniques (lack of awareness), so that wineries might delay investment in this field during economically difficult times such as the present. Combating Climate Change is definitely not an individual issue: it can only be tackled from a sector perspective. The future lies in alliances that help to develop objective, agreed indicators, in taking out agreements to reduce emissions and securing institutional support within an international context. Given its background in research and promotion in this field, and also its own particular climate conditions, Spain meets all the requirements to be a leader against Climate Change in Europe. 25

26 II. Strategic Agenda for Innovation Spanish R&D&I Strategy for the Wine Sector SWOT TABLE: ENVIRONMENTAL SUSTAINABILITY AND CLIMATE CHANGE STRENGTHS 1. Adaptation to hot, dry weather conditions (experience acquired, helped by great elasticity in clone varieties and genotypes). 2. Precedents of joint strategies in the sector (DEMÉTER, Wineries for Climate Protection (WCP), environmental group of the Spanish Wine Federation (FEV), Ecososteniblewine, etc.). 3. Not employing systems that damage the natural environment. WEAKNESSES 1. Lack of agreed indicators for the environmental situation. 2. Low level of knowledge and training to tackle the challenges of sustainable agriculture. 3. The economic conditioning factors of the sector limit the possibility to apply sustainable strategies. 4. Marginal viticulture with few resources, mainly water-related and in some cases edaphic. 4. Raise environmental awareness in public administrations (especially in Europe) and in the sector itself. 5. A large proportion of Spanish vineyards have low pressure from disease due to their weather conditions. 6. Low intensity development and competition from spontaneous vegetation. OPPORTUNITIES 1. Development of objective, agreed indicators that enable an initial diagnosis and reduction in costs. 2. Spain's leading position in combating Climate Change in Europe. Facility to carry out sustainable viticulture due to the climate conditions in Spain. 3. Growing consumer preference for products from sustainable agriculture. 4. Voluntary collective agreements to reduce emissions. 5. International treaties for sustainable production (economic contribution). 6. Market that values production processes that limit contribution to global warming. 7. Taxation taking environmental issues into account. THREATS 1. Dependence on limited resources, such as water. 2. Effect of Climate Change: loss of typicity, loss of market acceptance (divergence from preferences). 3. Lack of resources provided to combat Climate Change. 4. Confusion, disinformation and lack of environmental awareness among consumers. 5. Political disagreement regarding the measures to be taken to reduce Climate Change (e.g. Durban summit). Open attitude towards changes in the New World. 6. Low % organic vineyards vs. organic agriculture. 7. Winegrowers moving to other zones. 8. Soil loss and deterioration. 26

27 II. Strategic Agenda for Innovation Spanish R&D&I Strategy for the Wine Sector SWOT TABLE: ENVIRONMENTAL TECHNOLOGY STRENGTHS 1. The country's scientific-technical fields are highly competitive in this area. WEAKNESSES 1. Great expense on water and energy (nonrenewable). 2. Great potential for renewable energy sources (wind, sun, biomass). 3. Potential to reuse and recycle waste from the fields and wineries. 4. A good auxiliary industry to the wine sector, with a large sector for cork and bottle top production. 2. Partial use of scientific-technical knowledge. 3. Little prediction of the global change, of Climate Change, integrated fight, not much precise agriculture. 4. The market does not appreciate environmentally friendly production. 5. Little waste management (potential sources of biomass). OPPORTUNITIES 1. Reuse and recycling of waste to generate energy or obtain high added value compounds. Optimised management of energy and water. 2. Appropriate situation both for the wineries and the country in the use of renewable energy sources. 3. Replacement of current materials with other "ecological" ones, introducing the concept of "ecodesign" in the sector, technologies to analyse the life cycle, carbon footprint, water footprint, etc. 4. Stricter legislation aimed at reducing environmental impact. THREATS 1. Adaptations and solutions not being investigated to global change, climate change. 2. Over-exploited resources (soil erosion, water shortages, etc.) 3. Lack of uniformity in environmental laws and their variability. 4. Variability in oil and energy prices. Unpredictable policies to assign resources to obtain different energy sources. 27

28 II. Strategic Agenda for Innovation Spanish R&D&I Strategy for the Wine Sector Area of R&D&I in Plant-Vine, Process and Product This area of deliberation deals with aspects related to INNOVATION in the whole value chain before the market, from the grape to the wine. Spain is world leader in terms of the surface area and diversity of zones, climates, soils and varieties, so that it has a wide range of different products on the market. Moreover, its wine producers have great knowhow and a long tradition, as well as incorporating new technologies in cultivation and wine production. In spite of this, we need to continue innovating to adapt to new situations such as the shortage of water or the requirements of new markets. This leads to new methods and technologies being developed by professionals with specific training in each area. One big challenge the sector must overcome is the poor economic performance in grape production, which could lead to small winegrowers giving up their vineyards. This holds back Spanish vineyards, which are losing ground to the expansion of new wine-producing areas. Similarly, there is also the risk of old varieties disappearing, which must be countered via strategies to recover and reintroduce local varieties by taking advantage of the plant material, thereby widening the current range of wines on offer and improving the adaptation of new vineyards. Within this situation, one concept becomes particularly important; namely integrating the vineyard within the landscape as part of the area's historical and cultural heritage, helping to make the most of the rural world. For their part, vine diseases, especially pathologies associated with the wood, represent a further challenge that must be tackled by the sector if it wishes to fight effectively. The great investment in technology made in recent years by Spanish wineries has led to a more controlled and effective production process, directly increasing the value for money of the end product, although this must be increasingly oriented towards consumer demands. Similarly, exporting requires the development of new packaging and the product must be able to withstand the itineraries and stress involved in its transport. Other aspects are equally important, such as product stabilisation (increasing longevity) and knowledge of developments in ripening, production and ageing, as well as the lack of standardisation seen in terms of instrumental calibration for sensory analysis and of the concept of quality. 28

29 II. Strategic Agenda for Innovation Spanish R&D&I Strategy for the Wine Sector STRENGTHS 1. Largest area of vines in surface area in the world. 2. Diversity of zones, climate, soils, varieties. 3. Generally unfavourable climate for a large number of fungal diseases. 4. Wine-making tradition and experience. SWOT TABLE: R&D&I PLANT-VINE WEAKNESSES 1. Lack of awareness of grape quality for the wine / differentiation and "terroir" concept. Overproduction of low quality cheap wine. 2. Little specific training for winegrowers in agronomic techniques for each problem. Lack of adaptation to situations of limited water availability. 5. Awareness of resource sustainability, clean energy technology. 6. Incorporation of technology (probes, machinery, etc.) and access to findings (GESEVID, SECH, Var. Classif. Gp., etc.). 7. High degree of insurance against meteorological hazards. 3. Low economic performance in grape production. Lack of stable grape prices. 4. Problems with soil eroding and compacting. 5. Variety regulations: policies not very well coordinated. Insufficient and badly applied clone selection, too many foreign varieties, little range and availability of rootstock. 6. Few solutions for wood/soil fungal infections. 7. Problem of genetic conservation and biodiversity / differentiation genetic material. 8. Overly dependent on subsidies and external policies. 9. Organic cultivation expensive and not very wellknown. 10. Development in areas with no winemaking tradition. 1. Strengthen local varieties. OPPORTUNITIES 2. Strengthen the concept of vines as an element in the landscape. 3. Modernise vineyards (incorporate technologies that are available or under development). 4. Adjust production prices. The crisis will lead to progress in efficiency over subsidy. 5. Improve the soil's biological balance. 6. Genome application: biodiversity. 7. Generational renewal and support of technical services. 8. Efficient waste and biomass management. THREATS 1. Oversupply of surpluses and competition from the international market accentuate the problem of profitability for vineyards at a time of economic crisis. 2. Grape prices falling continuously and vineyards being abandoned. 3. Risk of old varieties disappearing. 4. Requirement to use organic disease-control and need related to new pests. 5. Climate change and uncertainty. New wine-producing areas. 6. Disappearance of small winegrowers due to lack of competitiveness. 29

30 II. Strategic Agenda for Innovation Spanish R&D&I Strategy for the Wine Sector SWOT TABLE: R&D&I PROCESS-PRODUCT STRENGTHS 1. Great investment in wine production technology in wineries. 2. Great value for money of Spanish wines. 3. The wine industry is relatively important within the food industry. Very large cluster of the primary sector spread throughout Spain: wine, oil and cereals. 4. Large number of very well-trained professionals (young and more international), numerous universities with courses in viticulture and oenology. Emergence of young wine producers and specialists with an innovative, high quality approach. 5. Community of highly productive scientists in R&D and multidisciplinary nature of research groups. 6. Concentrated production: 400 wineries make 90% of the production. 7. Bulk production of high quality at very competitive prices for export to other countries. 8. High fruit content of raw material with sweet tannins. 9. Cava produced using the traditional method. WEAKNESSES 1. Product not very oriented towards consumer demands. 2. Little connection between grape and wine producers. 3. Cooperative sector not very involved in technological terms. 4. Lack of product adaptation to itineraries and stress during transport. 5. New technologies from other countries / technical limitation to resolving problems. 6. Product: little standardisation, low aromatic potential in whites, little attention paid to rosés, lack of regulation for organic wines. 7. Insufficient knowledge of microbiological conditions of the product. 8. Insufficient knowledge of the winery's environmental conditions. 9. Success related to ratings by foreign opinion leaders. 10. No sub-products or derivates generated in any production stages. 11. Lack of models to predict developments in chemical compounds during ripening, production or ageing. 12. Lack of models for the instrumental calibration of sensory measurements. OPPORTUNITIES 1. Growing demand for wines that are low in alcohol content / alcohol free / organic / healthy / stable in sensory and microbiological terms. 2. Relating soil/viticulture to sensory properties. 3. Development and application of new technologies in wine production (control process, filtering and stabilisation, unconventional fermentation, new ageing techniques). 4. Diversification: derivates with base wine. 5. Iberian Hyper-Terroir concept: Integration of VARIETIES/GEOGRAPHY/HISTORY. THREATS 1. Divergence between consumer trends and wines with high alcohol content due to Climate Change and/or traditional production techniques. 2. Low priced wines with production taken to the limit. 3. Short longevity and ageing capacity of wines. 4. Very strict regulations that reduce competitiveness, allergens, GMO, enzymes. 5. Only 20-25% of new products maintain the value chain status for which they were designed. 6. Selling wines in bulk, bottled at destination. 30

31 II. Strategic Agenda for Innovation Spanish R&D&I Strategy for the Wine Sector Area of Wine Industry Economics Within the framework of this Area, the deliberations were divided into the following 4 sub-areas: 1. Social & economic environment and institutional framework. 2. Competitiveness, internationalisation, business management and organisation. 3. Marketing and sales 4. Diversification and wine tourism The conclusions of the corresponding SWOT analyses are shown below, highlighting the fact that, a priori, Spain's wine industry is characterised by a highly diverse supply, good value for money and a business fabric capable of innovating, helping it to adapt to changes in demand. However, the small size of our firms makes internationalisation difficult, only a few companies being able to carry out internationalisation processes, making it necessary to develop joint strategies. A certain lack of cohesion has also been observed between the different agents of the value chain and between the private and scientific sector, cooperatives being an important agent in the sector, a positive aspect but which perhaps hints at a certain lack of professionalism in their management and organisation, in spite of the fact that the work being carried out along these lines is achieving good results. Finally, it should also be noted that the working groups have highlighted the need to look after the image of Spanish wine abroad, given that the predominant idea is one of a lot of bulk, not much quality, it being necessary to make an effort in communication to point out the reality of our sector in which all agents are making a great effort and are committed to Quality, Innovation and the Competitiveness and Differentiation of our Wines.

32 II. Strategic Agenda for Innovation Spanish R&D&I Strategy for the Wine Sector SWOT TABLE: SOCIO-ECONOMIC ENVIRONMENT AND INSTITUTIONAL FRAMEWORK STRENGTHS 1. Large size of the sector characterised by a highly diversified supply, with a capacity to generate industrial districts and a large number of economic agents with a capacity to innovate. This contributes to the capacity to adapt to changes in demand. 2. Geographical, historical and cultural environment surrounding the product. 3. Presence of (few) firms large enough to carry out internationalisation processes. 4. Good value for money, high value of wines from some zones with Geographical Designation. 5. Large number of cooperatives in the sector. OPPORTUNITIES 1. Rise in global consumption (especially wines with GD) with the incorporation of countries that are not traditional consumers. Focus on young segment and women. 2. Incentive for promotion in third-party countries (non- EU) through the National Support Programme (OCM). 3. Boosting innovation via the coordinated development of the WTP itself. 4. Support for restructuring and reconverting vineyards. 5. High margin to increase sales abroad (differences in market shares). 6. New gaps in the market. WEAKNESSES 1. Lack of common strategies and lack of connection between the sector and research centres. 2. Lack of stable, transparent systems in relations between the different agents in the chain. 3. Small size of businesses to develop internationalisation strategies. 4. High relative weight of low quality bulk market (effect on image abroad). 5. Lack of professionalism in cooperative management and organisation. 6. Low average yield compared to rival countries. 7. Few winegrowers in the end market or cooperatives in must, juice or alcohol. 8. Ageing of the sector. 9. Attitude oriented towards production and subsidies. THREATS 1. Sector deregulation: liberalisation of labelling and the disappearance of barriers to entry. 2. More concentrated distribution. Domestic market shifting towards the food channel and narrower margins. 3. Policies aimed at restricting alcohol consumption. 4. Greater presence of wines from other countries in the market. 5. Differences in institutional provisions between countries. 6. Impact of the economic crisis on worldwide demand, on input prices and access to funding (limitation to encourage innovation). 7. Domestic market distribution shifting towards the food channel and narrower margins. 8. Greater tax burden as consequence of the economic crisis. 32

33 II. Strategic Agenda for Innovation Spanish R&D&I Strategy for the Wine Sector SWOT TABLE: COMPETITIVENESS, INTERNATIONALISATION, BUSINESS MANAGEMENT AND ORGANISATION STRENGTHS 1. Great wine-growing and wine-making tradition and culture. Commitment to quality and good practices, know-how and tradition. 2. Internationally renowned Denominations of Origin. 3. Great segmentation and differentiation in companies, varieties and regions. 4. New generation with more highly skilled professionals joining the industry. Commitment to quality and improvements in facilities and intensive use of ICTs. 5. Significance and reputation of family wineries and the world of cooperatives. 6. Economies of scale in the transformation phase. Adjusted fixed costs. Capacity to diversify production (wines, musts) and services (wine tourism). WEAKNESSES 1. Lack of business and assessment culture, deficient business models and inexistence of efficiency and productivity indicators. 2. Little presence of new technologies or computerised management applications. Absence of advanced techniques in business innovation strategies. 3. Few skilled personnel in the area of organisation and management. No visualisation of the return on investment. 4. Dependence on traditional distribution channels. Weak positioning in the food chain. 5. Investment in assets related to marketing, ICTs, etc. related to public aid. OPPORTUNITIES 1. Internationalisation. New countries in terms of demand. 2. Taking advantage of foreign tourists. Continued training in exports. 3. Recognition of the social, environmental and cultural values of vineyards and wine. Reclaiming local varieties. Dietary and health values of moderate consumption. 4. IT applications in managing processes and taking advantage of new distribution channels and diversifying sales (e-commerce, internet, social networks). 5. Taking advantage of synergies: Market Pull-Technology, Push-Technology (as well as a more specialised auxiliary sector with greater experience). Flexibility and adaptability. THREATS 1. Extensive competition (international and national with the entrance of short-term, unstable foreign and venture capital. 2. Restrictive legislation and regulations. Changes in the regulatory framework. Vines pulled up high quality vineyards abandoned. Falsification of intellectual copyright. Conceived as an alcoholic beverage. 3. Current economic scenario: Problems of funding, cuts in aid from public administrations, weaknesses and decline in the domestic market, high restaurant mark-up, competition from replacement products. 4. Narrower markets: snobbism effect, opinion leader interests. Lack of interest among new generations. 33

34 II. Strategic Agenda for Innovation Spanish R&D&I Strategy for the Wine Sector SWOT TABLE: MARKETING AND SALES STRENGTHS WEAKNESSES 1. Fragmented sector but well-structured and with knowhow. 1. Lack of strategic commercial planning (little collaborative approach). 2. Growing positioning associated with gastronomic content, cultural roots and appropriate value for money. 3. Good viticulture (production volume, map of regions, varieties, etc.). 2. Inability to attract new consumers (young people). 3. Need to consolidate Spanish brands on the international market. 4. Little or zero marketing. Predominance of price as a marketing/sales tool. 5. Weak international image for Spanish wine. 6. Low level of training sales/marketing. 7. Need to develop new sales channels. 8. Little consumer knowledge of wine at a national and international level. OPPORTUNITIES 1. Promotion and investment campaigns abroad. 2. Great potential of emerging countries (BRIC). 3. New information technologies and their importance in promotion, opinion and trends, as well as directly in sales. 4. Growing interest of fourth generation tourism together with an interest in Spain as a tourist destination. 5. Growing consumer interest in concepts such as wine and health, low and zero alcohol wines, Mediterranean diet, environment and sustainability. 6. Innovating in product packaging, seals/closures and presentations. THREATS 1. Products from the New World with a good cost structure, market orientation and marketing investment, large firms and powerful brands. With strategic plans and campaigns to promote the country's brand, incorporating new varieties from all over the world. 2. Drop in domestic consumption. 3. Legislation and campaigns against alcohol consumption. 4. Development, innovation and growth of other replacement products, more closely related to the lifestyle of young people and with strong promotion campaigns. 5. Ageing population. 34

35 II. Strategic Agenda for Innovation Spanish R&D&I Strategy for the Wine Sector 1. Diversification of funding. 2. Spain brand (sport, tourism, etc.). 3. Support by DO of Wine Routes. 4. Image of traditional production traditional and quality. 5. Great diversity: DOs, brands. 6. Large supply of hotels and gastronomy. 7. Winery architecture. SWOT TABLE: DIVERSIFICATION AND WINE TOURISM STRENGTHS WEAKNESSES 1. Inadequate optimisation of the great potential of existing winery and hostelry facilities (a lot of hardware but not much software ). 2. Non-segmented supply. 3. Strong regulation. 4. Fragmented supply. 5. Little inclusion of tourism professionals. OPPORTUNITIES 1. Growing sector in spite of the economic crisis. 2. Spain as an international destination. 1. Bad time to invest. 2. Other rival destinations? THREATS 3. Focus on clients with high purchasing power. 4. Internet and social networks. 5. Synergy with other tourism. 6. Endorsement by prescribers. 7. 4th generation tourism. 8. Growing fashion of Wine tourism. 3. Individualism and little strategic vision. 4. Positioning of national bodies regarding the regulation of alcohol consumption. 5. Beer and spirits lobbies. 6. Concentration of EU Structural Funds on new member states as from 2014 (difficulty of supporting Mediterranean countries). 9. Pairing the Agricultural Food and Tourism Sectors. 10. Attractive countryside and climate. 11. EU funds.

36 II. Strategic Agenda for Innovation Spanish R&D&I Strategy for the Wine Sector II.2. STRATEGIES, GOALS AND LINES OF ACTION To continue this process of Strategic Deliberation, and having defined the SWOT matrixes for each area of the Permanent Group, the seven Strategies were defined that will make up the means to achieve the Goals of Spain's wine industry for the period These strategies are committed to the sector's growth and stability and are focused on the permanence or intensification of our presence in certain, more traditional markets, diversification (in products and markets) and on internationalisation. The aim will be to adapt to the changing environment and, based on the fact that the sector has an established scientificbusiness fabric at a technological level, to boost its growth. Logically, this growth can be domestic, without crossing our borders or taking on the global economy or internationalisation, an understandable tactic for Spain's wine industry given the current decline in the domestic market. In short, the aim is to define Strategies that ensure growth in the wine industry, establishing Goals related to each Strategy and the priority Lines of Action to mobilise resources in order to achieve these Goals. 36

37 II. Strategic Agenda for Innovation Spanish R&D&I Strategy for the Wine Sector STRATEGY RELATED ACTIONS SUSTAINABILITY Encourage and promote the economic, environmental and social sustainability of Spanish vineyards and wineries under the conditions of Global Change. Cultivation techniques Disease control Soil conservation and improvement Genetic resources Improved water and energy consumption Contamination control Rural development Solid and liquid waste management INNOVATION Strengthen Innovation in the Spanish wine industry Innovation in vineyards Innovation in processes Innovation in products Innovation in communication Innovation in services HEALTH Promote responsible, moderate wine consumption as a safe food that forms part of the Mediterranean diet, increasing scientific knowledge of wine's implications for individual health and social wellbeing. Diversification healthy co-products Wine in Moderation promotions supported by scientific arguments Studies on the effect of alcohol according to consumption habits Reinforce scientific studies Control the production of toxins and their elimination DIVERSIFICATION Promote and take advantage of the diversification of grape and wine production and its derivatives (co-products and sub-products), responding to the demand of future consumers and market requirements. Take advantage of sub-products Alcohol-free wine Wine-based beverages Spirits Nutraceuticals, foodstuffs, cosmetics Other derivates Wine Tourism PROFESSIONALISATION AND TRANSFER Encourage the training and professionalisation of the wine industry in all its disciplines, strengthening intra- and inter-sector collaboration among all socio-economic agents. Training Search for synergies Transfer of know-how Technology transfer Market surveys Cooperation Professionalisation MARKETING Strengthen and promote positive, efficient, multidisciplinary marketing for wine Get closer to consumers Wine culture Survey of trends Mediterranean diet INTERNATIONALISATION Improve conditions for the internationalisation of wine growers and producers, taking advantage of including wine within Spain's brand Improve commercial relations Business alliances Spain brand Strategic management and structuring of the distribution channels We shall now review the results of the considerations of the Permanent Working Group, detailing up to a total of 49 Goals related, directly or indirectly, with one or more of these seven Strategies: 37

38 II. Spanish R&D&I Strategy for the Wine Sector Goals related to the SUSTAINABILITY Strategy 1 Make the economic and ecological sustainability of vineyards compatible. Draw up a network of plots with different plant material and cultivation systems. Analyse the physiological basis of the effects, in production and quality terms, of different cultivation techniques. Study the genetic basis of the effects, in production and quality terms, of different cultivation techniques. Develop wine-growing strategies to reduce the application of disease-control treatments and fertilisers, reducing the use of fossil fuels and developing new products and techniques of mechanisation to reduce the impact on the environment. 2 Strategies and management of Sustainability (and organic production). Study methods to capture and reduce greenhouse gas emissions throughout the production process. Determine the contribution of vineyards to the environmental sustainability of the agricultural system in different cultivation areas and soil types. Evaluate the impact of cultivation operations and climate conditions on this sustainability. Integrate the different aspects of sustainability (climate change, greenhouse gas emissions, energy savings, change in soil use, etc.) within the legal framework. Compare and evaluate changes in the climate, differences between traditional winegrowing practices and the operations carried out over the last few years. Study the characteristics of earlier grapes and wines and their differences to those obtained via current wine-growing and production methods. Quantify the situation of climate change in each wine-producing area and its varieties/clones. Establish expected scenarios according to the concentration of greenhouse gases, temperature, water availability, amount of UV light, etc. to study the response of the plants and the quality of grapes/wine within these scenarios. 3 Develop new strategies and techniques to produce Organic Wine. Develop specific protocols for making organic wines in line with current legislation. Intervene scientifically in the legal definition of organic wine. Develop protocols to certify organic wine. Develop oenological products suitable for producing organic wine (e.g. selecting microorganisms compatible with organic wine practices: developing local inoculants) Obtain organic products with ECO traceability. SUSTAINABILITY 38

39 SUSTAINABILITY II. Spanish R&D&I Strategy for the Wine Sector Goals related to the SUSTAINABILITY Strategy 4 Optimise consumables and waste from procedures in the fields, winery and associated procedures (disease control, detergents, materials, etc.) Improve the efficiency and sustainability of wine-growing practices acting on the preparation of the land and cultivation techniques Reduce, as far as possible, and develop grape and wine procedures that do not require many compounds that are potentially toxic for man or the environment. Enhance organic agricultural practices, first scientifically then technically and afterwards economically... Strengthen combined work in oenology/biology/medicine to optimise the use of compounds with oenological value, without damaging health or product quality Optimise agronomy based on remote detection and application techniques with a view to optimising the use of consumables and reducing surpluses and/or contaminants. Develop products that are not very aggressive / toxic for techniques applied in the vineyards and winery. Increase efficiency in the use of energy and water in the vineyards and winery. Study the capture of CO2 emissions from fermentation. Study the carbon balance of vines together with that of the water. Set up systems to collect vine shoots in the fields for their transport and processing. Implement networks to monitor and apply consumables according to models to predict the development of pests. Develop more efficient cooling systems. Apply "zero waste" strategies to minimise the amount of waste generated during production. Develop advanced waste and waste water treatments to eliminate stubborn organic compounds. Design new, less contaminating packaging materials. 5 5 Improve the management of water and increase technologies to reuse water in the vineyards and winery. Strengthen projects to treat and reuse winery water, phreatic water and treatment plant water via methods and systems that improve the quality of these water sources up to the health/toxicology standards and make water use more efficient in the vineyards and winery. Strengthen the use of vineyards as a large valve to regulate water in terms of the countryside. Apply the best available technologies (BAT) to maximise the reuse of water from the procedures, attempting to create a cyclical flow of materials ( type II system in industrial ecology).

40 II. Spanish R&D&I Strategy for the Wine Sector Goals related to the SUSTAINABILITY Strategy 6 Develop agreed indicators and measurement methods to evaluate environmental impact. Establish instruments to measure the plant and soil's water status, helping to develop appropriate management strategies to improve the quality and rational use of water resources at different production scales on the estate/winery in terms of the countryside. Design instruments to manage information and help calculate the carbon and water footprint, together with the other agreed indicators (LCA). 7 Develop instruments that allow or facilitate a life cycle analysis (LCA) of wine, specific for calculating the carbon footprint (CFP), water footprint (WFP), etc. in the context of the Spanish wine industry. Expand and adapt the databases to digital format and adapt them to the requirements of the LCA, WFP and CFP. Based on current knowledge, prioritise wine growing and producing methods and systems with less impact on the LCA, WFP and CFP. Unify current standards regarding the LCA and carbon and water footprints. Develop specific PCRs. Evaluate the carbon footprints of the different grape varieties and vine stock. Develop a single methodology to calculate the carbon footprint with databases and instruments to facilitate its application. Take commercial advantage of sustainability labelling and image for the sector. Enable the offsetting of emissions via sub-products from the process (biomass, surplus electricity, sub-products of added value in energy terms, etc.). Study the possibility of offsetting emissions (sink effect of vineyards, etc.). Encourage the use of LCA among suppliers (glass, tops, packaging sectors) so that the findings can be integrated coherently and explicitly in the results of the core process for each winery. Establish the emission factors of the main grape varieties to help calculate the wine industry's carbon footprint. SUSTAINABILITY 8 Increase the production and use of renewable energy sources in the wine industry Characterise the sector's energy requirements Characterise the renewable energy sources available Reduce energy consumption and apply renewable energy sources in the wine industry. Strengthen the projects / studies of energy flows and balances and of greenhouse gas emissions in different sections of the wine industry. Develop economic and LCA studies aimed at improving energy efficiency and the use of renewable energy sources for winery energy supplies (solar, wind, geothermal, etc.). Study the technical viability (climactic series, plant orientation, amount of waste that can be reused, etc.) and the economic viability (investment, payback, etc.) of the possible implementation of renewable energy projects (anaerobic digestion for water or solid waste, cogeneration, energy efficiency, etc.). 40

41 SUSTAINABILITY II. Spanish R&D&I Strategy for the Wine Sector Goals related to the SUSTAINABILITY Strategy 9 Viticultural strategies that help to adapt vineyards to the effects of climate change. Evaluate the potential of different techniques for handling vegetation (training systems, row orientation, orientation of shoots, etc.) that help to modify the microclimate of the clusters and the vineyard's adaptation to the climate conditions expected in the future. Establish integrated systems for taking decisions and actions in the vineyards. Precision viticulture. Develop new rootstock and/or new strategies to synchronise sugar and phenolic ripeness. Quantify the waste from disease control products. Study the effect of residue on the soil, plant, fruit, must and wine. Study the optimisation of vine nutrition under climate change conditions. 10 Establish strategies to alleviate the adverse consequences of climate change in the production process. Increase the study of techniques such as how to reduce over-pumping or maceration time, use of extraction enzymes, the yeast chosen, etc. in order to alleviate the adverse consequences of climate change in the production process and, for example, to reduce the ph, correct phenolic ripeness, minimise deviations in taste, smell, appearance, reduce the alcohol content while conserving the quality, etc. 11 Reinforce regional values (protecting traditional landscapes of vineyards as cultural heritage) as well as historical and cultural values to help optimise the rural world, establish its population and respect for the environment. Recognise outstanding viticultural landscapes as areas of particular interest, granting them status as protected areas and thereby limiting their use and protecting them against actions that might deteriorate them. Strengthen the Wine Routes, associating them with other elements of eco-tourism (bird watching, hiking, visitor centres, monuments, etc.), securing support from other administrations. Encourage the maintenance of vineyards in disadvantaged areas as a means of protecting the environment and establishing the rural population. Support and informative programmes in more disadvantaged areas, highlighting the viability of generating income within today's context. Strengthen the Wineries for Climate Protection movement.

42 II. Spanish R&D&I Strategy for the Wine Sector Goals related to the INNOVATION Strategy PLANT VINE 12 Taking advantage of the local plant material existing in Spanish viticulture to extend the current range of wines on offer and improve the adaptation of new vineyards. Identify companies or research bodies that can provide their know-how to gather information on the characteristics of local and other varieties to differentiate them and circulate the existing information. Study different wine growing and production techniques for local material. Characterisation according to the influence of the medium, in different production zones. Encourage the promotion of work on local varieties, as well as its transfer to the Ministry, and an analysis of their commercial interest. 13 Search for, conserve and strengthen the genetic resources of existing vines. Study, gather and select local plant material, including the most exotic. Promote legislation that encourages the identification and characterisation of old vineyards before they are uprooted. Need for legislation to characterise and protect wild vines. Coordinate and rationalise the search and standardisation of procedures among all regions. Genetic, phenotypic and oenological characterisation of grown and wild plant material, creating a database from this information. Optimise the design of collections to conserve and characterise the material. 14 Exploit clone selection to improve the quality and adaptability of vine varieties. INNOVATION Analyse clone variability and create clone banks and databases. Standardise certified catalogues. Characterise the phenotype of somatic variations (clones) under different climate conditions and integrate data from different regions. Clone selection according to certain parameters of oenological interest Develop a coordinated interregional network of trials and facilitate the transfer of material to nurseries and winegrowers. 15 Optimise and improve the wine growing and production potential of the soil. Produce viticultural soil maps and integrate these within a common database for public access. Study how to improve the soil and vine performance using different cultural practices (irrigation, fertilisers, canopy management, manure, plant cover, organic alterations and with the intervention of micro fauna and microorganisms, etc.). Study parameters to determine whether the soil is in a good condition to help the wine express its typicity. 42

43 INNOVATION II. Spanish R&D&I Strategy for the Wine Sector Goals related to the INNOVATION Strategy 16 Minimise the effects of vine pests and diseases. Improve techniques to propagate and handle plant material to improve health in nurseries and plantations. Study pathogens and pests at the level of organism and species. Improve methods to detect possible outbreaks of disease in order to anticipate health problems as much as possible. Study the vine's interaction with pests and the environment at a molecular, cellular level, etc. Genetically improve new varieties and rootstock of interest and make the most of wild vines resistant to pests and diseases. Develop cultural techniques that strengthen the plant's self-defence mechanisms. 17 Develop and apply indicators that help to monitor growth and ensure quality and yield in production. Physiological and compositional analysis in the grape ripening process in benchmark varieties. Strengthen new technologies using sensors and remote detection to carry out precision viticulture (e.g. develop indicators of viticultural quality, plans to monitor disease treatments, develop non-invasive measurement techniques, managing vineyards via aerial images). Develop methods to control water-related stress and management of vineyards. PROCESS 18 Promote studies with pre-regulatory aims. Develop suitable methodologies to establish clear, reliable limits in terms of food safety specific for wine. Prepare and standardise sensitive, sturdy and reliable analytical methods by establishing circuits of studies between laboratories. Help to standardise the limits of relevant parameters and variables in food safety applied to products based on grapes, wine or sub-products. 19 Study alternatives to the use of SO2 (Sulphur dioxide) Develop and validate alternative methods to SO2 in grape must and wine, via physical methods (e.g. steam, gases, electrical pulses, etc.). Protect the raw material using chemical methods (e.g. washing with water, ozone, gutathione, dry ice, gallic acid derivatives, etc.) and biological methods (e.g. pediocins, chitosan, microbial antibiosis, immobilised bacteria, zymosan, etc.). Develop and validate alternative methods to SO2 in containers and barrels via physical methods (e.g. ultrasound, microwaves, high energy electrons, etc.), chemical methods (e.g. water vapour, ozone, dry ice, negative oxygen, etc.) and biological methods (e.g. chitosan). 43

44 II. Spanish R&D&I Strategy for the Wine Sector Goals related to the INNOVATION Strategy 20 New strategies to control the development and stability of wine. PLANT VINE Develop predictive techniques and models to control the development and composition of wine during production and sale (e.g. Brett test, Pinking, early detection of altering bacteria via the use of electronic noses, develop the estimation of ripeness and bacterial footprint of grapes). Develop monitoring techniques to track the wine's fermentation, ageing and evolution in the bottle. (e.g. monitoring the primary metabolites of fermentation, identifying chemical markers indicating the wine's evolution, identifying markers of the wine's longevity and optimum consumption, use of fluorometry and infrared to monitor phenolic ripeness, development of bio-sensors specific for metabolites). Develop new oenological treatments to ensure the wine's stability. (e.g. proteins of plant and yeast origin, chemical synthesis stabilisers, enzyme treatments to reduce doses of bentonite and extensive filtering, alternatives to oenological products such as: casein, albumin and gelatine, treatments with alternative natural products for altering bacteria, further the study of gas management in the process and product). 21 Predict and control Brettanomyces and other altering bacteria in the winery. Develop methods to prevent the appearance of Brettanomyces in the winery (e.g. yeast/bacteria co-inoculation, ageing on healthy lees, use of natural inhibitors, employment of Brettanomyces yeast cultures that do not produce volatile phenols, like some B. bruxellensis, or employing antagonistic vine stock, etc.). Develop new methodologies to detect Brettanomyces and other altering bacteria in the winery using fast, reliable, low-cost techniques (e.g. quantitative PCR of viable cells, FISH, flow cytometry, develop molecular techniques to detect metabolic activity according to the genetic predisposition of the bacteria present in the wine). Develop curative techniques to eliminate contaminating bacteria and derived metabolites (e.g. study of natural polysaccharides such as chitosan, application of electrical pulses, flash pasteurisation, selective filtration techniques such as nanofiltering and exchange resins to eliminate ethyl phenols, enzyme treatments, study possible enzyme activities of ethyl phenol oxidase.) INNOVATION 22 New Technologies for the Process and production control: Precision Oenology. Develop new methods of control quality during the production process (e.g. development of analytical kits to make practical measurements in the winery to classify varieties of white grapes as per aromatic precursors and red grapes as per phenolic ripeness, precision sensors, intelligent machinery, etc.). Study the management of gases in the winery (gasification and degasification). Develop new protocols for producing high quality rosé wines. (e.g. avoid lactic and vegetable aromas, study the longevity of rosé wines in the bottle, etc.). 44

45 INNOVATION II. Spanish R&D&I Strategy for the Wine Sector Goals related to the INNOVATION Strategy Develop new techniques to improve the extraction and stability of colour in wines. (e.g. new techniques for the mechanical, physical and chemical extraction of colour, O2 management, ultrasounds). Develop new strategies to regulate the wine's ph (e.g. use of osmosis and exchange resin, employment of strong acids, biological acidification via fermentation) Characterisation of precision oenological products (exhaustive knowledge of the composition, measure of enzyme activity, benchmarking its efficacy, etc.) Improve the quality and stability of the mousse in good quality cavas and sparkling wines. Increase the longevity of sparkling wines after dégorgement. 23 Develop new techniques and strategies to improve and increase knowledge of oenological biotechnology. Characterise the microbial biodiversity of the winery environment (e.g. environmental contamination, trichloroanisole, fungal environment, contaminating bacteria, bacteria toxic for humans, etc.). Study the selection and impact of bacteria in the final wine (e.g. polysaccharide producing yeast cultures to improve the oiliness and astringency of wines; non- Saccharomyces and non-cerevisiae yeast cultures and non-oenococcus bacteria with good vinification properties; stock of Lactic Bacteria selected with enzyme activity, such as glucosidase and esterase). Further the study of microbial response to stress (e.g. study the resistance of vines to different types of stress, such as heat, osmotic, ph, high alcohol, nutritional, etc.) Encourage the study of genomes, hybridisation and genetic modification (e.g. global genotype analysis of wine yeasts and their relation to oenological features, etc.) and of the phenotype expression of the same genotype. Develop techniques to analyse microbial interaction (synergies-antagonisms) (e.g. Brettanomyces-Lactic Bacteria, Saccharomyces-Lactic Bacteria, Saccharomyces-Non- Saccharomyces, Acetic Bacteria-Lactic Bacteria, etc.). PRODUCT 24 New strategies to evaluate wine chemically and organoleptically. PROCESS Develop predictive models to discover the relationship between a wine's chemical composition (studying interactions between volatile fractions and volatile-non-volatile, synergies-antagonisms) and its organoleptic qualities. Encourage the classification of wine by variety and style: chemical and sensorial characterisation of grapes, must and wine in the different wineproducing regions. Develop models of instrumental calibration and validation for sensory measures (electronic panel). Accreditation of tasting panels at a national level to carry out a sensory analysis of wine via ISO for all kinds of wine.

46 II. Spanish R&D&I Strategy for the Wine Sector Goals related to the INNOVATION Strategy 25Develop new packaging for wine and strategies to control product traceability. PLANT VINE New materials to conserve and distribute wine (e.g. glass of different colours; PET; aluminium under different "stresses" or conditions: protection from light, heat, changes in temperature and storage time, etc.). Develop new packaging with active capacities to conserve and lengthen the product's useful life (e.g. develop packaging with anti-microbial activity, etc.). Develop new smart packaging to facilitate traceability throughout the chain and provide valuable information on the product (e.g. ICT technology to track stress during transport and sale, thermochromic indicator, authenticity indicator, etc ). Adapt different closures to improve the conservation of wine (control oxygen transfer, study cork-wine interaction to enhance positive aspects and eliminate undesired effects, etc.). Optimise large packaging systems to ensure good conservation during the transport of bulk wine with bottle at the destination. 26Develop new strategies to adapt wine to new markets. Characterise the oenological potential of local and minority grape varieties, increasing the biodiversity and range of wines on offer nationally and internationally. Define chemical maps and markers (aroma and taste) according to styles and successful wines in the markets. Develop systems to easily communicate the sensory attributes of wine that can be understood at a mass consumption level. INNOVATION 27Manage innovation by starting up projects that help to break into new markets, development of new products and channels and improve brand positioning. Benchmarking for innovative activities detected in other sectors and their transfer Proposal of support by administrations to identify the research being carried out in the sector and to include this within specific promotion programmes. 46

47 HEALTH II. Spanish R&D&I Strategy for the Wine Sector Goals related to the HEALTH Strategy 28 Help to increase scientific knowledge of the implications of wine, its components and/or derivatives and co-products, in health and the wellbeing. Promote in vitro and in vivo studies to provide conclusions regarding the potential beneficial effects for health of the components of grapes and wine, establish the compounds responsible and explain how these effects take place. Carry out studies on humans that help to evaluate the effect of wine consumption, with or without alcohol, on health. Study the influence of wine growing and wine production practices and of the variables in the wine production process regarding the danger of compounds in wine with health implications. Carry out studies to increase the presence in wine of potentially beneficial compounds for health, as well as the possible effects, in terms of synergy and antagonism, that might influence their bioactivity. Evaluate the interactions between wine and other foods that influence their potential beneficial effects. 29Through collaborative research in the sector, promote new strategies and/or alternatives to improve the quality and safety of wine. 1 Evaluation of new materials/products to improve wine stability. Study and technologically evaluate alternatives to minimise undesirable agents in wine and its derivatives. Apply new technologies (chemical, microbiological and others) to improve the control of wine quality and safety. Generate food safety information systems and action plans at the level of the value chain for the sector.

48 II. Spanish R&D&I Strategy for the Wine Sector Goals related to the DIVERSIFICATION Strategy 30 Strengthen research related to the line of wines with low alcohol content. PLANT VINE Develop new methods (physical, chemical and biological) to produce and conserve wines with low alcohol content. Optimise wines with low alcohol content (e.g. produce alcohol-free sangria, produce wines with wood and high added value ( gran reserva ) without alcohol, develop additives such as glycerin that improve the structure and sensation in the mouth). Develop strategies for the molecular reconstruction of wines after adjustments in alcohol content (e.g. employment of specific additives, natural, non-toxic, stabilisers, etc.). 31 Develop and validate derivative products from grapes and wine. Develop nutraceuticals and cosmetics from grapes, must and wine (e.g. taking advantage of dried grapes as a source of antioxidants, developing varietal colognes, etc.). Develop products in the area of food based on derivatives from grapes, must or wine (e.g. sweets, jellies, aromatised wines and soft drinks, varietal musts, spices for cooking and bakery, jams, etc.) Develop new specific spirits and vinegars using surplus raw materials. 32 Develop strategies to take advantage of and rationalise sub-products generated in vineyards and wineries. Develop new products that can be used by the stockbreeding sector based on subproducts from wine growing and production. Develop new non-edible products (e.g. dyes, colorants, fibres, etc.) based on wine growing and production sub-products. Recover high added value compounds based on waste and sub-products from the process. (e.g. technology to recover grape seed oil) Obtain bio-energy from sub-products from the production process (e.g. compost of seeds, skins and stalks, develop organic fertilisers). 33 Support new products and the solution of their institutional problems (denomination for alcohol-free and low alcohol wines, grape juice for consumption, wine-based soft drinks). DIVERSIFICATION Develop legislative initiatives to clarify the use of these references. Incentives to develop new products deriving from grapes that are adapted to consumer preferences, especially young people. Create a legal framework for beverages based on wine or grapes, always in the context or closely associated with wine. 34 Study the potential offered by Spanish Tourism. Generate an R&D&I mechanism of Spanish Wine tourism. Implement programmes and marketing plans (of experiences) aimed at attracting potential consumers (tourists) to wineries or different regions 48

49 PROFESSIONALISATION AND TRANSFER II. Spanish R&D&I Strategy for the Wine Sector Goals related to the PROFESSIONALISATION AND TRANSFER Strategy 35 Improve and encourage training and the availability and transfer of scientific and technical information. Establish efficient communication mechanisms between sectors. Create specific communication and transfer channels for the sector, as well as making use of Information and Communication Technologies (ICTs) such as social networks and specific websites to share problems and solutions related to the effect of climate change on the world of wine. Encourage courses and seminars to be given by multidisciplinary lecturers, focusing on the different types of agents involved in the sector (winegrowers, supervisors, technicians, etc.) aimed at specific goals, especially in the area of eco-agriculture and biodynamics. Create specific Master qualifications within wine industry aimed at professional and/or research activity. Ensure training for winegrowers and technicians working for a vineyard/winery with commercial aims. Encourage viticultural laboratories to play a greater role in advising winegrowers/producers. 36 Start up mechanisms that boost the knowledge of the value chain structure in the sector and transparency in the market. Encourage the development of new products and market surveys by existing organisations such as the Spanish Observatory of Wine Markets. Create price observatories to ensure transparency in operator relations. Shares market survey costs by common targets Study the prospects of consumption by wine type and readiness to pay in the domestic market among Spanish consumers. Study the consumption patterns of international consumers (tourists and other visitors) in the domestic market. Identify these consumption patterns (quantity, price, packaging, reason and place of purchase) Boost the knowledge of Wine tourism within the framework of Spanish tourism by developing an Observatory of Spanish Wine Tourism in cooperation with the Spanish Observatory of Wine Markets. 37 Establish bridges of communication between the different agents in the sector so that technical and bureaucratic criteria demanded of wineries can be unified in terms of their registration, application and control, avoiding comparative disadvantages between regions, administrations and those in charge of their application. Diagnose the readiness to collaborate and under what conditions among the different agents in the sector. Work via a standardising platform on bureaucratic requirements (lead the initiative for transparency in registration and other administrative aspects) Standardise requirements for accreditation of regulatory boards by ENAC (Spanish accreditation agency). Standardise the technical rules and regulations for the different Denominations of Origin. Create networks to exchange experiences between firms, probably promoted/led/coordinated by the Regulatory Boards. 49

50 II. Spanish R&D&I Strategy for the Wine Sector Goals related to the PROFESSIONALISATION AND TRANSFER Strategy 38 Promote an inter-sector cultural change (change in attitude towards cooperation, training of agents in the sector, change in the business model, etc, ). Encourage inter-sector cooperation by generating strategic alliances between agents. Specific training in marketing, sales and communication, applying new technologies. Develop a national plan that unifies the agents involved and promotes an intersector cultural change. Create a body that integrates and represents the sector and channels promotion abroad. 39 Support coordination and relations between economic agents involved in the sector's value chain and apply legal mechanisms to facilitate commercial relations. Strengthen and economically support inter-professional wine organisations. Encourage the use of standard contracts, which provide the sector with security and stability. Define personnel by position to evaluate the knowledge (of candidates) more related or specific to the sector (typicity, cultural practices, winery technologies, management, wine tourism specialist, etc. Define job profiles that help to determine the skills required/desired to fill them. Develop legislative initiatives to improve how the value chain operates. Promote the standardisation of commercial relations and the creation of observatories, for the sector and nationally, with the aim of formalising officially approved contracts and their custody. Promote specific regulations for perishable raw materials that are sold transformed. Encourage and promote the sector's vertical integration to improve its distribution capacity and sales force. Strategies of vertical integration / coordination: establishment of integrated grape and wine production strategies to improve the sector's overall profitability. Study of costs to quantify the advantages of joint sales. 40 Organisational structure. Modernise the economic-financial management of private firms and cooperatives. Modernise and structure the grape and wine production chain, in particular for small and medium-sized estates and wineries that are not positioned in any value channel. Maximise differentiation via quality and reputation. PROFESSIONALISATION AND TRANSFER Create and start up an integrated process management system by using IT tools that help to improve valuable activities, facilitating access to information and its subsequent processing which, based on indicators, helps to improve productivity, control and cost efficiency and improves knowledge of internal functioning and becomes a basic tool to support and improve competitiveness. 50

51 PROFESSIONALISATION AND TRANSFER II. Spanish R&D&I Strategy for the Wine Sector Goals related to the PROFESSIONALISATION AND TRANSFER Strategy Establish mechanisms of vertical coordination, especially in micro-firms and other organisational forms for joint distribution. Study payment periods for the product, given its multi-annual nature, avoiding overpricing for raw materials and therefore price expectations in the finished product. Present other accounting and financial measures to demonstrate that, if the aim is not maximising profit (e.g. in cooperatives), then profitability is not a good measurement Present dynamic measures (over several years) for profitability / risk to gain credibility in accessing sources of funding. Encourage training, adapted to the sector, in areas such as quality, productivity, ongoing improvement, management indicators, costs, risks, business continuation, succession, etc. for the technical and management personnel of wineries. Encourage the implementation of structured systems to involve personnel in the ongoing improvement of organisations. Identify new micro-business models: entrepreneurism, intra-entrepreneurship, intermediary bloggers, opinion bloggers. 41 Strategic management and structuring of the distribution channels. Diagnose the negotiating power of large distributors and joint sale strategies for this wine segment. Establish retail distribution networks, sharing logistics costs Encourage and promote producer-distributor relations: Promote meetings between the distribution channels Encourage the application and use of new technologies among producers and distributors: Innovate in distribution channels 42 Encourage synergies and cooperation campaigns among the different agents related to Wine Tourism, reinforcing the specialisation of professionals in this field. Develop structures of horizontal and open 1 cooperation in the Spanish wine tourism system (Networking) Develop specific, fourth generation training plans in Wine Tourism via systems of cooperation across the board and across different levels. 51

52 II. Spanish R&D&I Strategy for the Wine Sector Goals related to the MARKETING Strategy PLANT VINE 43 Strengthen and improve communication by promoting well-founded information regarding the culture of wine. Establish models and strategies of communication and digital interaction Establish ICT tools to circulate research on the sector: e-zines, social networks, websites, forums, etc. Create an inter-university Master qualification on scientific and technological advances in wine growing and production. Promote actions (e.g. talks, seminars) to raise awareness of the effects of wine and wine industry derivatives on health. Keep knowledge and statistics updated on consumption habits and grape/wine/health relations. If applicable, contribute via own studies. 44 Promote the moderate consumption of wine and design specific campaigns aimed at young people in the Spanish market with the aim of reactivating consumption. Increase institutional and corporate support for current initiatives in this area (e.g. Wine in moderation, the science of the wine and health, knowing how to drink is knowing how to live, etc ) and development of new initiatives in this field. Strengthen the image of wine as a food in the Mediterranean diet (intangible cultural heritage of humanity). Strengthen the relationship between Spanish cuisine and Spanish wines through joint campaigns involving leading Spanish chefs. Promote initiatives to raise awareness of wine among young people via wine festivals, tastings at universities, etc., encouraging the use of an adapted, informal discourse. 45 Raise awareness among consumers and improve market insight. Investigate consumer behaviour (perception, attitude, preference, values) and the factors that influence the buying process (economic, social, psychological or situational). Investigate market trends and preferences of different segments (young people, elderly, etc.) towards new values (sustainability, Mediterranean diet, health, wine culture). Design communication campaigns in line with these new values or trends. MARKETING 46 Commitment of financial lines in marketing and communication for all agents in the value chain. Promote public and private support for economic investment in marketing and communication. 52

53 INTERNATIONALISATION II. Spanish R&D&I Strategy for the Wine Sector Goals related to the INTERNATIONALISATION Strategy 47 Design projects that facilitate corporate alliances and agreements for market access (domestic and foreign). Strengthen programmes to find foreign importers and distributors via ICEX and other public bodies. Re-release lines of aid that helps to set up commercial consortiums and joint promotion campaigns. Encourage the formation of associations to achieve unique brands of large volume to compete with the big international brands. 48 Establish lines to promote Spanish products, aiming to create a brand with which specific promotions can be associated that enable Spain to lead in terms of exports to dynamic, emerging markets. Define target by affinity, by preference and by the criterion of return on effort invested. Establish standardised information in international markets regarding the characteristics of Spanish wine and its circulation in non-eu countries. Use catering and sales networks for other Spanish products to promote wine. Associate specific promotions with other events, such as sporting or large events (trade fairs, exhibitions, etc.) to promote the image of Spanish wine. Joint promotion of wine with other food products (wine and tapas.) in order to achieve a more compact and different image of wine consumption. Encourage the implementation in wineries of systems based on international standards (ISO 9000, ISO 22000, ISP/BRC protocols, etc), that help to achieve internationally recognised certificates to help us break into these markets. 49 Strengthen the internationalisation of the sector and improve the positioning of Spanish wines in the global market. Promote communication to create more image and generate more value for Spanish wine in international markets. Promote and improve product differentiation via a collective or national brand (SPAIN brand), emphasising its own lasting values (health, gastronomy, culture) associated with the wine industry and look for complementary aspects with other Spanish products. Discussions with brand management bodies and organisations at a local, national and global level. Collaboration with public administrations in developing a Brand Creation Plan for the Wines of Spain. Training agents in the sector in brand equity. 1 53

54 II. Strategic Agenda for Innovation Spanish R&D&I Strategy for the Wine Sector 54

55 II. Strategic Agenda for Innovation Spanish R&D&I Strategy for the Wine Sector OTHER RECOMMENDATIONS ARISING WITHIN THE PERMANENT WORKING GROUP The Permanent Group also debated and reviewed another series of recommendations focusing on the following aspects of the sector: Design a unique, coordinated strategy on the part of countries in favour of maintaining planting rights, involving MAGRAMA at a national level. Regulate and simplify the pyramid of wine classification in Spain, making room for new products, extending niche markets and their consumption. Help to secure public funds to maintain and develop new projects and studies on the part of the Spanish Observatory for the Wine Market. Maintain co-financing with OCM funds for promotion in non-eu countries beyond the currently established period of 5 years: Work with MAGRAMA on a new national support plan. Finance the promotional actions carried out in EU countries. Encourage agents to apply for funds to justify their operations and force their renewal. Strengthen the actions of ICEX by providing it with the necessary resources and reinforce the image of Spain's brand abroad By way of a summary, the following table shows the relationship between the goals and strategies and their relation to the area of interest where they have been defined:

56 II. Strategic Agenda for Innovation Spanish R&D&I Strategy for the Wine Sector II.3. INSTRUMENTS TO SUPPORT THE IMPLEMENTATION OF THE SAI INTRODUCTION TO THE FUNDING SITUATION FOR RESEARCH AND DEVELOPMENT IN THE CURRENT TEMPORARY CONTEXT Spain's public administrations have been financially supporting Spanish innovation for decades. This support aims to share, with the different agents in the system, the technological risk of such actions and encourage agents to carry them out. The generation of knowledge of excellence, encouragement of creativity, participation of companies, and particularly SMEs, in innovative processes and shared assumption of risk must be the objectives of the new R&D&I policy whose aim will be to stimulate the following: Excellence in research. Generation of added value and quality employment. Competitiveness via innovation within the production environment. In order to achieve this, and once approved by the Spanish Cabinet (7/10/2011), the validity of the 4th National Plan of Scientific Research, Development and Technological Innovation in force until 2012, specific long-term measures need to be implemented that help to achieve these goals for 2020, among which the following have been established by the current government: Create the State Research Agency, whose aim will be to manage, finance, evaluate and verify scientific, technical and innovative activity promoted by the Spanish government, alone or together with other administrations at a regional or international level. Develop the Spanish Science and Technology Strategy (EECyT in Spanish), a framework of reference covering several years to achieve the series of general objectives in science and technology, shared by all administrations, and to draw up scientific and technical research plans Area of Consumption, Health and Safety of the different public administrations and to coordinate these with the research policies of the EU and international bodies. Develop the State Plan of Scientific and Technical Research, resulting from this Strategy (ESCyT), which will be the planning instrument, covering several years, that sets the Goals, priorities and programming of policies to be carried out by the Spanish government, including costs and source of funding. Develop the Spanish Strategy for Innovation (EEI in Spanish) as an instrument to achieve the general objectives in the area of Innovation for the period , established in collaboration with the Autonomous Communities. The State Plan of Innovation, as part of the EEI, will attempt to coordinate the actions of the Spanish government and transform the knowledge generated into economic value to reinforce the growth capacity of the different sectors. It should also help to achieve these goals within two fouryear plans: and

57 II. Strategic Agenda for Innovation Spanish R&D&I Strategy for the Wine Sector The development of these plans and actions will be aimed at correcting the main imbalances existing in Spain's innovation systems, attempting to affect private investment in R&D, which is much lower than the European average and far from the leading countries in innovation, while public investment comes close to the European average. Meanwhile, at present the aforementioned 4th National R&D&I Plan ( ) constitutes the programming instrument for the Spanish system of Science, Technology and Business to achieve the goals and priorities of the research, development and technological innovation policy of our country in the medium term, as defined by the Science, Technology and Innovation Act and the National Science and Technology Strategy (ENCyT). With the change in government at the end of 2011, the budget review and adjustment programme for different Ministries during 2012, we are going through a temporary period in which the new National Research and Development Plan is developing, as well as its lines of action. However, during this last year of 2012, national and regional lines of funding have still been granted, as per the 4th National Plan and via the main national bodies (Ministry of Finance and Competitiveness - MINECO, Centre for Technological and Industrial Development - CDTI, Ministry of Industry, Energy and Tourism - MINETUR, etc.) and regional bodies (Acció 10, ADE Investment and Services - Castile & Leon, Research and Development Agency of Andalusia - IDEA, Economic Development Agency of La Rioja - ADER, etc.). With regard to company investment, it should be noted that MINECO has continued its support this year via the instrumental line of Human Resources (INNCORPORA 2012), as well as the Line of Research and Development Projects in cooperation (INNPACTO 2012). In turn, other lines have been maintained to boost industry, the incorporation of scientific and technological structures (INNPLANTA 2012), as well as the promotion of Transfer in Innovation Agents (INNFLUYE 2012, the programme that finances Technology Platforms). It's also important to point out that MINECO will continue to support new policies to encourage innovation, such as those for innovative public purchasing (INNODEMANDA), reinforcing the role of public administrations in promoting business innovation. For its part, the legal framework of tax deductions for carrying out R&D&I activities in accordance with TRLIS RD4/2004 of 5 March, is another of the instruments used by the Spanish government to encourage research, development and innovation, so that the intensity of this activity and, consequently, its risks are proportional to the deduction or incentive generated. In 2012, the Centre for Technological and Industrial Development (CDTI), as part of the National Plan for Research, Development and Technological Innovation, has continued its R&D&I Funding Programme, which it has been carrying out for more than 30 years. Among the different programmes managed by the CDTI, of note are the lines of funding for Research and Development Projects, in cooperation or individual, national or international, with the aim of helping Spanish firms to raise their technological level and competitiveness by creating and/or significantly improving a process, product or service. 57

58 II. Strategic Agenda for Innovation Spanish R&D&I Strategy for the Wine Sector Similarly, the FEDER-INNTERCONECTA programme, provided with European structural funds via the Technological Fund, is a pioneering initiative at the level of the EU and aims to promote cooperative projects of a strategic nature, large in size, for the development of Innovative Technologies that help Spanish companies to internationalise. The multi-annual call for applications has been published for the convergence regions of Galicia and Andalusia. Another example of a CDTI instrument is the NEOTEC initiative that promotes the creation and consolidation of new technology-based firms in Spain. Among the different programmes supporting innovation, the Ministry of Industry, Energy and Tourism (MINETUR) and, to help the economic development of our country, the PLAN AVANZA 2, included within the budget for 2009, is firmly committed to developing the Information and Telecommunication Society. In Spain, the ICT sector is acquiring such a large volume of business and presence in terms of using and developing products and services that it is now one of our large production sectors. The challenge facing the PLAN AVANZA 2 is to take advantage of the impulse provided for development to consolidate an ICT industry specialised in strategic sectors. FUNDING OPPORTUNITIES FOR RESEARCH AND DEVELOPMENT IN THE NEW EUROPEAN UNION FRAMEWORK PROGRAMME, HORIZON 2020 According to the European Commission's communication, since the 7th framework programme was set up, the economic context has changed spectacularly. The recession caused by the financial crisis of 2008 gave rise to the stimuli being adopted to reactivate the economy. Public authorities throughout Europe have had to act decisively to tackle this change in context over the last few years. Research and innovation help to create jobs, prosperity, quality of life and global public goods. They generate scientific advances and the technologies required to overcome the present and future challenges facing society. Investment in this area also generates business opportunities by creating innovative products and services. And although the European Union is a world leader in many Area of Consumption, Health and Safety technologies, it must withstand increasing competition both from its traditional rivals and also from emerging economies and it must therefore improve its results in terms of innovation. The research and innovation initiatives form part of the Europe 2020 Strategy. This strategy aims to achieve the following goals by 2020: 1. Employment: 75% of European citizens aged between 20 and 64 to be employed. 2. 3% of the EU's GDP to be invested in R&D. 3. Climate change / energy: 3.1. Greenhouse gas emissions 20% lower than % of energy from renewables % increase in energy efficiency. 58

59 II. Strategic Agenda for Innovation Spanish R&D&I Strategy for the Wine Sector 4. Education: 4.1. Reducing school drop-out rates below 10% At least 40% of year olds completing third level education. 5. Poverty / social exclusion: 5.1. At least 20 million fewer people in or at risk of poverty and social exclusion. To tackle these goals, the European Commission has prepared a series of flagship initiatives" in its proposed Multi-Annual Financial Framework of 29/06/2011, which are as follows: 1. Smart growth Digital agenda for Europe. Innovation union. Youth on the move. 2. Sustainable growth: Resource efficient Europe. An industrial policy for the globalisation era. 3. Inclusive growth: An agenda for new skills and jobs. European platform against poverty. 4. Economic governance. The Horizon 2020 Programme is being designed within this context, a new programme to finance EU Research and Innovation, as the most ambitious proposal the European Commission has presented in its history (in terms of areas, budget and instruments). For Spain and its public and private organisations, this represents an opportunity at a time when national and regional resources are decreasing. Horizon 2020 brings together three, until recently separate programmes: The European Framework Programme for Research and Development. Innovation-related activities of the Competitiveness and Innovation Framework Programme (CIP), which aims to strengthen the competitiveness of European firms, especially SMEs, for which it organises activities to support innovation, provides better access to funding and creates business support services in the regions. EU contribution to the European Institute of Innovation and Technology (EIT). The EIT is a European Commission initiative originally conceived by its President, Durao Barroso, with the fundamental aim of catalysing cooperation between universities, research and business (the triangle of knowledge) as a new world benchmark for innovation, developed and consolidated in the European Research Area. 59

60 II. Strategic Agenda for Innovation Spanish R&D&I Strategy for the Wine Sector Although the Programme's proposal is still being negotiated, up to 2013, the main characteristics and new points are known that make it ideal to promote growth and tackle societal challenges. The following are some of these: 1. Notable simplification by virtue of a simpler architecture programme with a unique series of standards. 2. With an inclusive focus open to new participants. 3. Integration of research and innovation by providing coherent funding without breaks, from the idea to the market. 4. More support for innovation and market-oriented activities, resulting in a direct economic stimulus. 5. Particular attention paid to creating business opportunities based on our response to greater concerns shared by the people of Europe and outside Europe, i.e. societal challenges. 6. More possibilities for those who wish to join up and young, promising scientists to present their ideas and obtain funding. With a proposed budget close to 80 billion euros for the period , the three key priorities of Horizon 2020 during the seven years of action will be: 1. Excellent science (27,818 million euros): The aim is to raise the level of excellence in Europe's science base and ensure a steady stream of world-class research to secure Europe's long-term competitiveness. 2. Competitive industries (20,280 million euros): Aims at making Europe a more attractive location to invest in research and innovation (including e-innovation) by promoting activities where businesses set the agenda. 3. Better society (35,888 million euros): Reflects the policy priorities of the Europe 2020 strategy and addresses major concerns shared by citizens in Europe and elsewhere.

61 II. Strategic Agenda for Innovation Spanish R&D&I Strategy for the Wine Sector PRIORITIES EUROPE 2020 International Cooperation European Research Area Shared principles and goals COMPETITIVE INDUSTRIES SOCIETAL CHALLENGES: - Health, demographic change and wellbeing. - Food security, sustainable agriculture, marine and maritime research and the bio-economy. - Secure, clean and efficient energy. - Smart, green and integrated transport. - Climate action, resource efficiency and raw materials. - Inclusive, innovative, safe societies - Leadership in enabling and industrial technologies. o Information and communication technologies (ICTs) o Nanotechnologies, advanced materials, advanced manufacturing and processing. o Biotechnology. o Space. - Access to risk finance. - Innovation in small and medium-sized enterprises. EIT and JRC will help to achieve these goals Simplified access EXCELLENT SCIENCE - European Research Council (ERC) - Future and Emerging Technologies (FET) - Mari Curie Actions - Research infrastructures. Coherent with other European Union actions 61

62 II. Strategic Agenda for Innovation Spanish R&D&I Strategy for the Wine Sector The aim in the area of International Cooperation of Horizon 2020 will be to strengthen the Union s excellence and attractiveness in research and innovation, jointly tackle global societal challenges and support the Union s external policies. To this end, partnership structures are being formed that allow interconnection between member states with the aim of externalising certain initiatives from the Framework Programme. These initiatives can be divided into two groups: A) ERA-Nets emerge as a new instrument of the 6rh Framework Programme for research, technological development and demonstration of the European Union (FP6), and their fundamental aim has been to encourage cooperation and coordination of research activities and policies carried out in member states and associated states through their respective national and regional research programmes. Finally, this system will help to form the European Research Area. The ERA-NET system has been maintained and increased in the FP7. B) Industry-led initiatives, as part of the European Economic Recovery Plan presented by the European Commission's President, José Manuel Durao Barroso, in November These R&D&I initiatives are, in turn, divided into a further two groups: b.1) Public Private Partnerships (PPPs). These are joint calls for proposals of the Cooperation Programme of the 7th Framework Programme aimed at applied research projects that do not reach a prototype or end product; they follow the rules of the 7th Framework Programme and usually take the form of topics from two different Working Programmes, so that they are carried out with a budget from the Framework Programme of various General Directorates. The European Commission manages PPPs. The four PPPs existing to date have been called Contractual PPPs by the European Commission, and are as follows: Factories of the Future (FoF) Energy Efficient Buildings (EeB) Green Cars (GC) Future Internet (FI-PPP) These calls are started up through cross-cutting calls for proposals under the umbrella of the 2010 calls of the 7th Framework Programme. The budget allocated by the Commission for these areas is 268 million euros. b.2) Joint Technology Initiatives (JTIs). With their own legal personality, these were created as per article 171 of the Nice Treaty (article 187 of the current Lisbon Treaty). They are public-private consortiums at a European scale in areas relevant to industrial R&D. They are therefore an instrument for industry to collaborate with the public research system, such as universities. They come from the Technology Platform and are planned to last 10 years ( , the majority), being partly financed by funds from the 7th Framework Programme of the corresponding Cooperation programme. These initiatives do achieve an end product: industry is involved in order to achieve a prototype. A Secretariat resulting from a call for proposals manages the Programme and a Board of Trustees holds calls for proposals each year to meet industry's demands. The rules governing these initiatives are not those of the Framework Programme but are decided by the Secretariat. Normally, the partners put up 50% of the money in kind and the remaining 50% is provided by the European Commission in cash. 62

63 II. Strategic Agenda for Innovation Spanish R&D&I Strategy for the Wine Sector These calls for proposals are almost tenders in line with the needs of the industry, each one operating with its own particular features. The following are some of the existing JTIs: 1. Innovative Medicines Initiative (IMI). 2. Clean Sky. 3. Single European Safety ATM Research (SESAR). 4. Fuel Cell and Hydrogen (FcH). 5. Embedded Computing Systems (ARTEMIS). 6. Nano-electronics (ENIAC). C) Research-led initiatives: c.1) Joint Programming Initiatives (JPIs): When several countries (voluntary participation) wish to put up money for common R&D&I needs, they get together to design a joint Strategic Research Agenda based on a shard view of how to tackle important societal challenges. This will result in basic research projects unrelated to the market. These initiatives involve member states and countries associated with the European Union. Funding comes from a combination of public instruments (regional, national and possibly European) and they are therefore programmes of variable geometry. The so-called "first wave" JPIs, are: Neurodegenerative diseases (JPND). Made up of France + 26 countries. Agriculture, food security and climate change (FACCE). Made up of France + the U.K members. A healthy diet for a healthy life. Made up of the Netherlands + 20 countries. Cultural heritage and world change. Made up of Italy + 16 members. The "second wave" JPIs promoted during 2011 are: More years, better lives ; made up of Germany + 16 members. Antimicrobial Resistance (AMR): Made up of Sweden + Italy Era-net PathoGenoMics. Healthy and Productive Seas and Oceans, made up of Norway, Spain, Belgium + 14 members. Water Challenges for a Changing World, made up of Spain + the Netherlands + 14 members. Connecting Climate Knowledge for Europe, made up of Germany + 11 members. Urban Europe, made up of Austria + 12 members. Each country undertakes to contribute to a "virtual common pot" and each country finances its participants within the agreed contribution limits; the Commission provides 2 million euros to finance coordination and support. c.2) European Innovation Partnerships (EIPs): These are coordination tools to find solutions to the key societal challenges. They are a new concept, proposed by the European Commission, as part of the flagship initiative Innovation Union. EIPs have no funding; they are usually carried out by member states and aim to speed up the innovation process as a tool to resolve great societal challenges, improve competitiveness in Europe and help to create jobs and economic growth. They represent a novel approach that aims to act on the entire chain of research and innovation, attempting to rationalise, simplify and better coordinate the existing instruments and initiatives and complement them with new actions, if necessary. 63

64 II. Strategic Agenda for Innovation Spanish R&D&I Strategy for the Wine Sector It is therefore clear that EIPs will play an important lobbying role for the coming Horizon 2020; to this end, it is fundamental to secure a position on the governing Committee of the specific EIP corresponding to each case. These are as follows: c.2.1.) EIP on Active and Healthy Ageing (AHA) is the pilot EIP that started up in November This EIP tests its potential to mobilise all the people involved in supply and demand and interrelate a critical mass of activities to launch innovation aimed at societal challenges. This pilot has clarified the needs for action in this area, as well as the funding of member states, private resources and the EU. The strategic implementation plan for this pilot has presented a common, joint view of priority actions. c.2.2.) EIP on Agricultural Productivity and Sustainability. The strategic implementation plan will be presented at the end of 2012 or beginning of The basic lines are oriented towards: 1. As an indicator to promote productivity and efficiency in the agricultural sector, the objectives of this EIP are based on reversing the recent trend of diminishing productivity. 2. As an indicator of the sustainability of agriculture, to secure soil functionality at a satisfactory level by c.2.3.) EIP on Water. The strategic implementation plan will be presented at the end of 2012 or beginning of c.2.4.) - EIP for Raw Materials. Strategic implementation plan: mid c.2.5.) - Smart Cities EIP: Strategic implementation plan: mid There are also other elements with their own funding to promote projects in the new Horizon 2020, such as: D) European Institute of Innovation and Technology (EIT): as mentioned earlier, the EIT was created with a decentralised structure made up of a series of Knowledge and Innovation Communities (KICs) and a Board of Directors. The EIT forms an integral part of the Horizon 2020 programme. KICs are public-private associations of universities, research centres and companies in technological areas of great socio-economic potential. Each KIC has its own legal personality, a strategic long-term focus (minimum 7 years), effective governance, sufficient autonomy and flexibility, a high degree of commitment on the part of the partners and mixed funding (25% from the European Commission and the rest must be obtained from other public and private resources). The EIT Governing Council decides the amount for each KIC. The EIT's contribution to Horizon 2020 lies in the fact that it tackles societal challenges by integrating the knowledge triangle. 64

65 II. Strategic Agenda for Innovation Spanish R&D&I Strategy for the Wine Sector The following KICs have existed to date: d.1.) EIT ICT Labs. d.2.) KIC Energy d.3.) CLIMATE KIC Planned creation in the near future of new KICs in two waves: : Healthy living and active ageing; Raw materials and Food for Future. 2018: Added value manufacturing; Urban Mobility and Smart, Secure Societies. E) The Institute for Prospective Technological Studies (IPTS) is one of the seven research institutes belonging to the Joint Research Centre (JRC). Since 1994, this Centre, located in Seville, has promoted better understanding of the links between technology, economy and society. Given that Horizon 2020 is a programme lasting seven years ( ), the economic, social and political context in which it will be carried out may change significantly during its lifetime. Consequently, the Programme must be capable of adapting to such changes.

66 Strategic Agenda for Innovation III. CONCLUSIONS

67 III. CONCLUSIONS Over the last 12 months since November 2011, the WTP Permanent Working Group, made up of more than 150 professionals from the sector, has invested a lot of effort in carrying out strategic deliberations with the aim of identifying the scientific and technological needs and demands of the wine industry at a national level and, based on these, to take on board the results from these deliberations, using them to produce its Strategic Agenda for Innovation (SAI). The design and production of this Agenda has been one of the essential goals established by WTP at its first Members' General Assembly on 14 July 2011, forming part of the Strategic Plan for Innovation established by the Master Plan of the WTP, approved by its members at this Assembly and from which come the guidelines set out by Spain's Ministry of Finance and Competitiveness through its Financial Programme INNFLUYE. Having presented the background, now we must review the content and applicability, both in the present and future, of the Strategic Agenda for Innovation, presented by Spain's wine industry to society and both national and European authorities through this document. Regarding its content, the aim of the Agenda is to simplify the results of this process of strategic deliberation carried out by the nine real working groups, each one dedicated to a specific area of action. The results achieved have therefore been brought together into seven broad strategies valid for the sector which must constitute the essence and value of Spain's future wine industry over the coming years, being clearly in line with broad objective of the European Union's Horizon Coming down from the level of Strategy has allowed the group to deliberate on 49 broad goals for this period which, in turn, must be achieved by carrying out a large number of specific lines of action that will subsequently materialise into concrete innovation projects. The work of defining these lines of action and subsequently identifying concrete R&D&I projects is not based on any specific priorities nor is there any set schedule. The WTP itself and its different sections will be responsible for designing Multi-Annual Technological Action Plans (Strategic Plans of Innovation) according to the needs proposed by its members. Based on these Plans, the WTP aims to identify the goals and plan their achievement, proposing a schedule in line with the Strategic Agenda that must be proposed to the European and Spanish Administrations within a context of intra- and inter-platform collaboration. The aim of this institutional communication is to turn the requirements from the WTP's Strategic Agenda for Innovation into concrete Area of topics, Consumption, ultimately striving Health to and channel Safety the national and European aid offered by public institutions towards Spain's wine industry as an applicant. In this way, the WTP will obtain the benefits from the strategic deliberations carried out, achieving Strategies that ensure the industry is competitive and sustainable within the timeframe of Horizon 2020, turned into achievable goals by designing R&D&I projects whose technical risk is minimised through public financing and incentives. These funds will undoubtedly help to maximise associated spending budgets, this becoming a clear incentive and reducing turn-around times with the cooperative participation of technological agents from the National System of Innovation. This reduction in risk will also encourage Spanish SMEs and new research groups to take part which, via those with more experience, will be able to access this kind of aid for the first time However, there's no doubt that the current economic situation, with companies going through an extensive economic crisis due to a lack of private financing and to the huge deficiencies in national public financing, forces us to look towards Europe. But this orientation should not merely be a consequence of the crisis in Spain but rather Spanish firms need to be committed to Innovation and committed to Internationalisation and all this must unequivocally lead us towards a Europe of companies, of development and of competitiveness, of societal challenges and of cooperation. A Europe that is already working on finalising its budgetary perspectives for Horizon 2020 and within whose framework of action and according to the governance criteria that may be established, the WTP has a function to fulfil; namely to boost the sector and harmonise and bring together interests into a single, strong voice, both in Europe's wine industry but also in a more local and national context. 67

68 III. CONCLUSIONS There's no doubt that the road taken has not been easy, entailing significant effort on the part of all WTP members and especially those related to the Permanent Working Group. There have been months of deliberations in which private and public organisations related to the WTP have moved closer together in terms of position, criteria and goals, designing strategies with a single purpose: to make our wine industry a worldwide benchmark in terms of technology and sustainability and, through this, to achieve the maximum level of competitiveness and leadership for our companies, as should be the case of the owners of "the largest vineyard in the world". In this way, Spanish wine can become the most widely drunk wine outside Spain. However, since it was set up the WTP has always taken an approach that prioritises support for business and research initiatives, even before the Agenda had been finalised, offering its assistance to identify and organise R&D&I Projects for all members requesting these services. As a result, in these first two years, the WTP has directly supported the implementation of a significant part of the Strategic Plan for Innovation , effectively mobilising more than 9 million for collaborative R&D actions which have been supported by more than 4 million of public financing, also having generated the corresponding fiscal incentives. This innovative activity has enjoyed the WTP's written support, within a responsible, credible framework, according to the interest and results established by the aforementioned lines of action. Now the time has come to finalise and accomplish this Strategic Plan, supporting actions that help to achieve the goals contained therein, mobilising the 20 million proposed and designing a new Strategic Plan for Innovation for the coming period of , which supposes a new challenge for the sector within the framework of the Strategies contained in this Agenda. Consequently, in these last 24 months the WTP has established an organisational structure, has become visible to the wine sector and civil society, having set up its first Strategic Plan for Innovation and the first R&D projects supported financially by public funds. As the sum of these achievements, the following conclusions should be made: 1. WTP's Strategic Agenda for Innovation for Spain has been produced and structured within an open, transparent framework, thereby achieving the first goal of the Strategic Plan for Innovation. It is a living Agenda, renewed, innovative and representative of the sector's needs, and its content is the result of an Area ongoing of Consumption, analysis of the internal Health weaknesses and Safety and opportunities. Its content must therefore be constantly updated. 2. Consequently, the scientific and technological challenges present in the sector are established in terms of the work to be carried out in the future based on the priorities set by the sector itself. 3. Its content must be taken on board by everyone and they should all play an active part in its execution, allowing us to achieve greater visibility in Europe and enable the financial returns required in order for the Agenda to be carried out. 4. The sector must open itself out to the world and look for partners with shared interests and new areas of collaboration. The WTP will also attempt to be a more open Platform, capable of identifying bottlenecks in Research and Innovation and helping knowledge to circulate; another aim is to be actively open to establishing links with all agents, including non-governmental organisations, social platforms and consumer groups (as necessary) in order to find socially responsible, inclusive and sustainable solutions; and to take on board the challenges and priorities identified in Horizon 2020 and thereby guarantee growth and internationalisation, in Europe and throughout the world. 68

69 III. CONCLUSIONS Under these conditions, the WTP assumes the following goals to optimise its future performance: a) Achieve a high degree of visibility and prominence at a European and international level and promote specific actions that meet the concrete scientific and technological demands of its Spanish members. b) Come together, in terms of interests and criteria, with other European Technological Platforms and networks, achieving synergies and cooperation. c) Strengthen the internal services available and create other new Technological Agents, reducing costs in fiscal certification and project management, in services related to other Administrations (ICEX, OEPM, etc.), technological prospecting services, patentability, analysis, etc. d) Secure public funds for its internal functions, striving for independence and transparency with its own legal personality and a long-term view. e) Become known at a national level, openly and transparently, increasing its profile in the Spanish wine-growing and wine-producing sector and attracting new members, mainly among wineries. f) Strengthen its internationalisation, focusing efforts on Europe and South and Central America, channelling bilateral cooperation in R&D&I and keeping in close contact with Spanish and European Public Administrations. g) Develop new training and management tools, creating synergies with other national wine institutions. In short, the duty of the WTP and the proposal of its Governing Council is to continue with the deliberations of the Permanent Group and regularly update the content of the Strategic Agency for Innovation in line with the fulfilment of its Goals and the challenges posed by Horizon Area of Consumption, Health and Safety 69

70 Strategic Agenda for Innovation IV. FUTURE WTP ACTIONS 70

71 IV. FUTURE WTP ACTIONS With the publication of this document, the Wine Technology Platform reaches a first milestone of internal organisation and strategic deliberation that has helped to establish medium-term scientific and technological guidelines for the wine industry. The WTP is thereby embarking on a new phase where, in addition to consolidating its position as a valid intermediary for public administrations to channel the technological requirements of companies in the sector, it will also focus all its efforts on setting up the Executive Unit for R&D&I Projects, related to the priority lines identified in the Agenda. To recap, initially the WTP defined a Master Plan for the period , which was approved by its founding Members' General Assembly on 14 July This document regulated its functioning and structure and established two Strategic Plans with the planning of activities for the coming years. The First Strategic Plan covers the period and, in addition to including the production of the Strategic Agenda for Innovation, also includes the identification and implementation of R&D&I projects based on the following estimate: INVESTMENT R&D&I ( ) FUNDING ( ) INNOVATION 20 26% OPERATIONS OF. DEVELOPMENT 29 38% RESEARCH 27 36% TOTAL At the time of publishing this Agenda, R&D&I projects have been promoted with a total budget mobilised of , through National and International Financial Programs, which represents 58% of the Strategic Plan expected, in terms of R&D&I investment. Of the total mobilized, are already approved and being carried out 10 projects with a total budget of million, involvement of 26 firms and 13 Spanish research centers. 71

72 IV. FUTURE WTP ACTIONS To achieve these goals, the WTP has developed several support instruments and a series of actions aimed at implementing the Strategic Plan Among these, a total of 25 project proposals have been processed from firms or research groups with visibility for the members, via the creation of Dynamic Working Groups on the intranet. As a catalyst for these proposals, members have been provided with a Technological Agent service that offers advice for promoters of Dynamic Groups to diagnose the initial situation, evaluate possible members to include, identify R&D&I projects and financial resources. At present, the WTP has a total of 13 consultancies accredited as Technological Agents. Information on their services is available on the intranet, where any member can ask for their advice to promote a project: Alfatec ingenieria y consultoria, s.l. Arnedo belmonte ingenieria e innovacion s.l. Asociación de empresarios del henares Babel sistemas de informacion Euradia internacional s.l. Euro funding advisory group s.l. Gestay consultoría de financiacion s.l. Grupo eco3g consultores, s.l. Grupotec artica consultoría integral s.l. Imasde agroalimentaria s.l. Quercus idi s.l. Leadertecna ingenieros s.l. Serviguide consultoria, s.l. Zabala innovation consulting s.a Moreover, during this first milestone the WTP has also worked hard on raising awareness so that the largest number of firms possible could be involved in the process of defining and reviewing the Strategic Agenda for Innovation. To this end, it has taken part actively in numerous important seminars and trade fairs in the sector. It has also firmed up ties and looked for synergies with other related organisations and Technology Platforms, having reached specific collaboration agreements with some of them. The aim of these agreements is to carry out joint actions that stimulate innovation in order to enhance the competitiveness and internationalisation of Spain's wine industry. After this period of hard organisational work, the WTP is now looking towards the future, joining forces to carry out the following actions: 1. Promoting the Strategic Agenda for Innovation (SAI): Running a suitable communication and promotion campaign for the SAI will help to involve the business sector in a common strategic vision of innovation, at the same time as influencing the operational programmes of bodies that develop R&D&I policies. To this end, communication is to be established at two levels: (I) At the level of sector: To encourage the development of projects, inter-company cooperation and publicprivate collaboration. Via participation in sector events and organising workshops and specialist seminars on specific themes with possible members interested in carrying out projects related to these areas. 72

73 IV. FUTURE WTP ACTIONS (I) At the level of institution: To pass on the interests of the sector to bodies responsible for funding, directing future Strategic R&D&I Plans at a state and European level, and optimising the available resources. By attending specific meetings and taking part in defining draft programme via existing partnership systems and structures (JTIs, PPPs, EIPs, etc.) 2. Internationalisation: With the firm belief that the wine industry is a strategic sector in which Spain must lead Europe, the WTP was set up with a clear international vocation, being the first specific Wine Platform created at a European level. This means that Spanish companies must take part by leading European projects and ensure the presence of the WTP in channels to pass on the sector's priorities in the new Horizon To this end, the WTP will be supported by bodies responsible for coordinating action in Spain as part of the European Innovation Cooperation, firmly establishing itself as a potential European Wine Technology Platform. 3. Completion of the First Strategic Plan and start-up of the Second Strategic Plan One of the main indicators to monitor the activity and results of the WTP is the realisation of the work carried out by the different Groups that form a part of it in concrete R&D&I projects. Consequently, once the strategic route has been defined for the sector, the WTP will focus its efforts on promoting R&D&I projects resulting from this route. This will involve concluding the first strategic plan towards the end of 2013 and defining a new Action Plan that, during the period of , will help to identify and carry out new projects. To ensure the Strategic Plans are complied with, the Technological Agent service will be reinforced, intensifying coordination between agents and the Technical Secretariat so that the development of projects underway can be evaluated, as well as the quality of the service, identifying aspects to be improved, designing internal strategies to encourage and promote new projects, etc. 4. Strengthen the Portal website as a Platform for information on R&D&I for and from the sector. Continual updating of current funding programmes with specific alerts for calls for proposals, newsletters on the status of R&D&I in Spain and abroad, new technological trends, offers to take part in cooperative projects, etc. 5. Monitoring Results and Reviewing the Strategic Agenda for Innovation: The WTP's Technical Secretariat will carry out a periodic review to assess the implementation of the SAI and the results of the Strategic Plans for Innovation, duly informing the Governing Council of the advances and possible deviations for taking decisions accordingly. 73

74 IV. FUTURE WTP ACTIONS Some of the indicators used in this monitoring will be as follows: Number of R&D&I projects in Spain and abroad, individual and cooperative, that have been promoted. Number of wineries and technology-based companies involved in the projects. Budget employed to carry out the projects. Funding obtained for the projects. Number of letters of support issued. Number of Dynamic Groups set up. Number of jobs created as a consequence of carrying out the projects. Number of patents and utility models resulting from the projects. Number of Spanish companies involved in international initiatives. Investment in R&D&I by companies in the sector. The WTP, through the Technical Secretariat, will set up systems that help to detect members degree of satisfaction with the development of the current Strategic Plan, registering any complaints received and implementing the relevant corrective actions. It will also establish three-yearly reviews of the content of the Strategic Agenda for Innovation to reclassify goals and update the actions to be carried out. This review will be carried out by the members of the Permanent Working Group under the supervision of the Governing Council. 74

75 Strategic Agenda for Innovation V. V. WTP ASSOCIATES

76 V. WTP ASSOCIATES 1. WINERIES AND WINERY ASSOCIATIONS ADEGAS VALMIÑOR S.L. ADEGAS MOURE S.A. AECOVI-JEREZ S.C.A. ANTONIO BARBADILLO S.A. ALVEAR S.A. AGRUPACIÓN DE BODEGAS CENTENARIAS Y TRADICIONALES DE RIOJA (ABC) AGRUPACIÓN EMPRESARIAL DE BODEGAS INNOVADORAS DEL BIERZO "AUTÓCTONA" ASOCIACION COMARCAL DE EMPRESARIOS VITIVINICOLAS DE LAS ZONAS DE PRODUCCION Y CRIANZA DE LA DENOMINACION DE ORIGEN VITIVINICOLA- VALDEPEÑAS ASEVIVALDEPEÑAS ASOCIACIÓN DE BODEGAS FAMILIARES DE LA RIOJA. ASOCIACIÓN DE EMPRESAS VINÍCOLAS DE EXTREMADURA ASOCIACIÓN DE VITICULTORES Y ELABORADORES DE VINO DE LA SIERRA DE SALAMANCA ASOCIACION ESPAÑOLA DEL VINAGRE A.E.V. ASOCIACION ESPAÑOLA EMPRESARIAL TRANSFORMADORES-COMERCIALIZADORES- EXPORTADORES MOSTOS Y ZUMOS DE UVA AEMZU ASOCIACION PRIMUM BOBAL ASSOCIACIÓ AEI INNOVI ASSOCIACIO VINICOLA CATALANA ARABAKO TXAKOLINA S.L. ARTEVINO Y VIÑEDOS S.L. BODEGA BERROJA S.L. BODEGA DEL ABAD 2000, S.L. BODEGA PRADOREY BODEGA SEL D'AIZ S.L. BODEGAS ALTANZA S.A. BODEGAS BOCOPA S.COOP BODEGAS CASTELO DE MEDINA S.A. BODEGAS DEL ROSARIO S. COOP. BODEGAS DINASTÍA VIVANCO S.A. BODEGAS EGUREN S.A. BODEGAS ELIAS MORA, S.L.U. BODEGAS FARIÑA S.L. BODEGAS FRUTOS VILLAR, S.L. BODEGAS GRUPO YLLERA, S.L. BODEGAS HEREDAD UGARTE S.A. BODEGAS ITSASMENDI S.L. BODEGAS JOSÉ PARIENTE S.L. BODEGAS JULIAN CHIVITE S.L. BODEGAS LAN, S.A. BODEGAS LICINIA S.L. BODEGAS LORETO S.A.T BODEGAS LUIS CAÑAS S.A. BODEGAS LUÍS GURPEGUI MUGA S.A. BODEGAS LUZON S.L. BODEGAS MARTIN CODAX S.A.U. BODEGAS PALACIO S.A. BODEGAS PATROCINIO S.C.L. BODEGAS PIRINEOS S.A. BODEGAS Y VIÑEDOS ORTEGA FOURNIER S.L. BODEGAS RAMON BILBAO, S.A. BODEGAS RECTORAL DE AMANDI S.A.U. BODEGAS RIOJANAS, S. A. BODEGAS RODA S.A. BODEGAS SAN DIONISIO S.COOP. BODEGAS SAN VALERO S. COOP. BODEGAS SIERRA S.L. BODEGAS SILVANO GARCIA S.L. BODEGAS SOBREÑO S.A. BODEGAS SOLAR VIEJO S.L. BODEGAS TAMPESTA BODEGAS TORREVELLISCA ZAGROMONTE S.L. BODEGAS VALDESIL S.L. BODEGAS VALPINCIA S.L. BODEGAS VALBUSENDA S.L. BODEGAS VINOS LOS MORENOS S.L. BODEGAS Y VIÑEDOS VALTRAVIESO S.L. BODEGAS Y VIÑESDOS ZUAZO GASTON S.C. CENTUM CADUS S.L. CHESTE AGRARIA COOP V. COANGA S.L. COOP S.ISIDRO LABRADOR COOP. NTRA. SRA. DE LA PAZ DOMINIO DE LA VEGA S.L. DOMINIO DE PINGUS S.L. 76

77 V. WTP ASSOCIATES DON BERNARDINO S.L DONIENE GORRONDONA S.A. FAMILIA MARTINEZ BUJANDA, S.L. FEDERACIÓN ESPAÑOLA DEL VINO FÉLIX SOLÍS S.L. FREIXENET S.A GONZALEZ BYASS S.A. GRAMONA S.A. GRUPO BARÓN DE LEY GRANDES PAGOS DE ESPAÑA GRUPO DE EMPRESAS VINÍCOLAS DE LA RIOJA GRUPO BODEGAS FAUSTINO GRUPO DOMECQ BODEGAS GRUPO CODORNIU GRUPO MATARROMERA GRUPO OSBORNE GRUPO VINICOLA MARQUES DE VARGAS S.L. HACIENDA Y VIÑEDOS MARQUES DEL ATRIO S.L. HIJOS DE ANTONIO BARCELO S.A. INSTITUT DEL CAVA IRJIMPA S.L. ITURRIALDE S.L. JOSÉ ESTÉVEZ S.A JUVÉ & CAMPS S.A. LA BARONIA DE TURIS COOP.V. LA REMEDIADORA S.C. CLM LA RIOJA ALTA S.A. LA GRAVERA S.L. MASAVEU BODEGAS MAS BLANCH I JOVÉ MEÓRIGA S.L. MIGUEL TORRES S.A. NAVARRO LÓPEZ S.L. NTRA SRA SOLEDAD S. COOP. C.L.M. PAGO CASA DEL BLANCO PAGO DE CARRAOVEJAS S.A. PÉREZ BARQUERO S.A. PROTOS BODEGA RIBERA DUERO DE PEÑAFIEL S.L. RONSEL DO SIL SANDEMAN JEREZ S.L. SAUVELLA (ORCAUVINS SL) SDAD. COOP. CRISTO DE LA VEGA SEA - BODEGAS DE RIOJA ALAVESA UNITED WINERIES S.A.U VIALCON S.C.A. VICENTE GANDIA PLA S.A. VINICOLA DEL CONDADO S.COOP. VINOS DE LOS HEREDEROS DEL MARQUES DE RISCAL S.A. VIÑA OBDULIA VIÑAS DEL BIERZO S.COOP VIÑEDOS DEL CONTINO S.A. VIÑEDOS Y BODEGAS RIBON S.L. 2. AUXILIARY SECTOR TO THE WINE INDUSTRY 1224 PRODUCCIONES 3M ESPAÑA S.A. A2 VINO Y CULTURA S. COOP. AND. ABELLÓ LINDE S.A ADVANTIC SISTEMAS Y SERVICIOS S.L. AEMA - AGUA, ENERGÍA Y MEDIO AMBIENTE, SERVICIOS INTEGRALES, S.L. AGRIFOOD COMUNICACIÓN S.L. AGROALIMENTACIÓN Y CALIDAD S.L. AGROLAB ANALÍTICA S.L. AGRONET SERVICIOS LOGÍSTICOS S.L. AGROVIN S.A. AGRUPAL ALEPH SOFTWARE, S.A. ALFATEC INGENIERÍA Y CONSULTORÍA, S.L. AMPELOENOS S.L. ARAVINO S.L. ARGOS WINE CONSULTING AVANTICONTROL S.L. AZ3 OENO S.L. BACOSOFT BALMART MONITORIZACIÓN AMBIENTAL S.L. BASF ESPAÑOLA S.L. BIOENOS S.L. BIOLAN MICROBIOSENSORES S.L. BIOSYSTEMS S.A. BIOT GRUPO 77

78 V. WTP ASSOCIATES BUYSPANISHFOOD CATAVINUM CCL CERTIFICACION S.L CENTRAL ENOLOGICA MANCHEGA S.L. CHINA MINDS CITOGEN, S.L. CISTRA CONSULTORIA AGROALIMENTARIA S.L. COMPIA Y CUSTODIA (CYC) COPERMATICA S.L. COTESA S.L CUBENUBE DAGUSTO MARKETING DEL VINO S.L. DECATAS POR ANDALUCÍA DINAMIZA ASESORES S.L. DOLMAR PRODUCTOS ENOLÓGICOS, S.L. ECANA SISTEMAS DE INFORMACION S.L. EKINSA S.A. EL AULA DEL VINO S.L. EL CATA VINOS EL CORREO DEL VINO ELECTROSHIPS GALICIA S.L. ENIAC SISTEMAS INFORMATICOS, S.A. ENONATURA, VITINICULTURA SOSTENIBLE. ENRIC REGULL S.L. FRUTAS POSTIGO S.L. GALTEL PROYECTOS Y DESARROLLOS S.L. GEBHARDT STAHL GMBH GMV INNOVATING SOLUTIONS GRUPO ARCE GRUPO DECANTIA GRUPOTEC SERVICIOS DE INGENIERÍA, S.L. GUSERBIOT S.L.U HERA AMASA S.A. HERAL ENOLOGÍA, S. L. HONDARRIBIATOURS IGORLE S.L. INEDIT INNOVACIO SL INGENIERIA IDOM INTERNACIONAL S.A. INGESMASA S.A. INNOFOOD BY NEURON INNOWINE S.L. INTASA S.L INTERDUONET S.L INTERGIA ENERGÍA SOSTENIBLE S.L. INTRADMAN ISIS INGENIERÍA DE SISTEMAS INTENSIVOS EN SOFTWARE JIG JMP INGENIEROS S.L KREYER WINE TECHNOLOGY S.L. LA EMOCION DEL VINO (ALONDRA GROUP S.L.) LA LITTORALE ENOLOGIA, S.L. LA SEMANA VITIVINÍCOLA S.L. LA TEJERIA CB LABORATORIOS EXCELL IBÉRICA S.L. LABORATORIOS SKINWINE S.L. LABORATORIOS VIADER ANÁLISIS S.L. LAFFORT S.A. LAIMAT SOLUCIONES CIENTÍFICO TÉCNICAS LALLEMAND BIO S.L. LAVINIA LIDA PLANT RESEARCH S.L. LIEC AGROALIMENTARIA S.L. LINK S.A. MARCOPACK, S.L. MARKET-ING MERCADOS DEL VINO Y LA RESTAURACIÓN S.L. MIVINOMEXICO MIX NETWORK S.L. MULTISCAN TECHNOLOGIES S.L. NOMACORC NORIT IBERICA OLIBERIA EDICIONES, S.L. ORANGINA SCHWEPPES OUTPUT TRADE S.L PROCESOS AGROALIMENTARIOS E INDUSTRIALES S.L. (SIGENA) QUERCUS MANUFACTURAS, S.A. RED BOTTLE INTERNATIONAL, S.L. REDRAIN S.L. RIUS I RIUS ASSESSORS, S L SABORÁ S.L. SMARTBRAND (VINOYMARKETING) SOCIEDAD AGRICULTURA ECOLÓGICA DEL MACIZO SOLFRANC TECNOLOGIAS SL SPANISH FINE WINES & ARAEX S.L SPIRAL PROJECT S.L 78

79 V. WTP ASSOCIATES 3. RESEARCH CENTRES SWEET PRESS S.L. TECNO-AGRO TECNOLOGIA DIFUSION IBERICA S.L. TIPSA S.L TONELERIA MAGREÑAN S.L. TONELERÍA MURÚA TONI MARTIN SALES&CONSULTING TOT SERVEIS UVINUM VERMENOUZE CONSULTORES S.L. VIDRALA S.A. VITIS-TOP WINE INTERNATIONAL S.A WINE UP CONSULTING WINETALKERS.TV AINIA CENTRO ANDALUZ DE INVESTIGACIONES VITIVINÍCOLAS (CAIV) CENTRO DE ESTUDIOS ECONÓMICOS Y COMERCIALES (CECO) CENTRO DE INVESTIGACIÓN EN ECONOMÍA Y DESARROLLO (CREDA-UPC-IRTA) CENTRO DE INVESTIGACION PRINCIPE FELIPE CENTRO DE INVESTIGACION Y TECNOLOGIA AGROALIMENTARIA ARAGON (CITA) CENTRO TECNOLÓGICO AGRARIO Y AGROALIMENTARIO (ITAGRA) CENTRO TECNOLÓGICO DEL METAL DE CASTILLA LA MANCHA (ITECAM) CENTRO TECNOLÓGICO L UREDERRA CENTRO TECNOLÓGICO NACIONAL AGROALIMENTARIO EXTREMADURA (CTAEX) CSIC - CENTRO NACIONAL DE MICROLECTRÓNICA. IMB-CNM CSIC -ESTACIÓN EXPERIMENTAL AULA DEI (EEAD) CSIC -INSTITUTO DE AGROQUÍMICA Y TECNOLOGÍA DE ALIMENTOS (IATA) CSIC -INSTITUTO DE CIENCIA Y TECNOLOGÍA DE ALIMENTOS Y NUTRICIÓN (ICTAN) CSIC -INSTITUTO DE INVESTIGACIÓN EN CIENCIAS DE LA ALIMENTACIÓN (CIAL) (CSIC- UAM) CSIC -MISIÓN BIOLÓGICA DE GALICIA DOLMAR INNOVA S.L. ESTACIÓN DE VITICULTURA E ENOLOXÍA DE GALICIA (EVEGA-INGACAL) ESTACION DE VITICULTURA Y ENOLOGÍA DE NAVARRA ESTACIÓN ENOLÓGICA DE HARO EUROPEAN CENTRE FOR SOFT COMPUTING FUNDACIÓ CTM CENTRE TECNOLÒGIC FUNDACIÓ PARC TECNOLÒGIC DEL VI - VITEC FUNDACIÓN ANDALUZA DE IMAGEN, COLOR Y OPTICA (FAICO) FUNDACIÓN CARTIF FUNDACIÓN CENTRO TECNOLÓGICO DE MIRANDA DE EBRO FUNDACION CIDAUT HOSPITAL CLINIC- BARCELONA. SERVICIO MEDICINA INTERNA INSTITUT CATALÀ DE LA VINYA I EL VI - INCAVI INSTITUT CATALÀ DEL SURO INSTITUT DE RECERCA I TECNOLOGIA AGROALIMENTÀRIES (IRTA) INSTITUTO ANDALUZ DE INVESTIGACIÓN Y FORMACIÓN AGRARIA (IFAPA) INSTITUTO DE CIENCIAS DE LA VID Y EL VINO (ICVV). INSTITUTO DE LA VID Y EL VINO DE CASTILLA- LA MANCHA INSTITUTO GALEGO DA CALIDADE ALIMENTARIA (INGACAL) INSTITUTO MADRILEÑO DE INVESTIGACIÓN Y DESARROLLO RURAL, AGRARIO Y ALIMENTARIO. (IMIDRA) INSTITUTO MURCIANO DE INVESTIGACION Y DESARROLLO AGRARIO Y ALIMENTARIO INSTITUTO NACIONAL DE INVESTIGACIÓN AGRARIA Y ALIMENTARIA (INIA) INSTITUTO TECNOLÓGICO AGRARIO DE CASTILLA Y LEÓN (ITACYL) INSTITUTO TECNOLÓGICO AGROALIMENTARIO (INTAEX) 79

80 V. WTP ASSOCIATES INSTITUTO TECNOLÓGICO DE GALICIA (ITG) INSTITUTO TECNOLÓGICO DE VITICULTURA Y ENOLOGÍA. GENERALITAT VALENCIANA INSTITUTO TECNOLÓGICO DEL EMBALAJE, TRANSPORTE Y LOGISTICA (ITENE) INSTITUTO VALENCIANO DE INVESTIGACIONES AGRARIAS (IVIA) NEIKER-INSTITUTO VASCO DE INVESTIGACIÓN Y DESARROLLO AGRARIO RED GIENOL (GRUPOS DE INVESTIGACIÓN ENOLÓGICA) TECNALIA RESEARCH & INNOVATION TECNOLOGIAS AVANZADAS INSPIRALIA S.L. UNIVERSIDAD AUTÒNOMA DE BARCELONA. UNIVERSIDAD CARLOS II DE MADRID UNIVERSIDAD COMPLUTENSE DE MADRID UNIVERSIDAD DE MONDRAGÓN UNIVERSIDAD DE A CORUÑA UNIVERSIDAD DE ALCALÁ UNIVERSIDAD DE ALICANTE UNIVERSIDAD DE BARCELONA UNIVERSIDAD DE BURGOS UNIVERSIDAD DE CÁDIZ UNIVERSIDAD DE CASTILLA LA MANCHA UNIVERSIDAD DE CÓRDOBA UNIVERSIDAD DE CORNELL UNIVERSIDAD DE LA RIOJA UNIVERSIDAD DE LAS ISLAS BALEARES UNIVERSIDAD DE LEÓN UNIVERSIDAD DE LLEIDA UNIVERSIDAD DE MURCIA UNIVERSIDAD DE NAVARRA UNIVERSIDAD DE SALAMANCA UNIVERSIDAD DE SANTIAGO DE COMPOSTELA UNIVERSIDAD DE SEVILLA UNIVERSIDAD DE VALENCIA UNIVERSIDAD DE VALLADOLID UNIVERSIDAD DE VIGO UNIVERSIDAD DE ZARAGOZA. UNIVERSIDAD MIGUEL HERNÁNDEZ UNIVERSIDAD PABLO OLAVIDEUNIVERSIDAD POLITÉCNICA DE MADRID UNIVERSIDAD POLITÉCNICA DE VALENCIA UNIVERSIDAD PÚBLICA DE NAVARRA UNIVERSIDAD ROVIRA I VIRGILI UNIVERSIDAD SAN PABLO CEU 4. OTHER ASSOCIATIONS, INSTITUTIONS, ETC. AGENCIA DE INNOVACIÓN Y DESARROLLO DE ANDALUCÍA, IDEA ASOCIACIÓN DE EMPRESAS DE TECNOLOGÍA ESPAÑOLA DEL AGUA, AFRE ASOCIACION REGIONAL DE EMPRESARIOS DE MOSTOS Y ZUMOS DE CASTILLA LA MANCHA AEMZUCAMAN CENTRO DE DOCUMENTACIÓN DEL VINO DINASTÍA VIVANCO ASOCIACION REGIONAL DE EMPRESARIOS VITIVINICOLAS DE CASTILLA-LA MANCHA ASEVICAMAN CENTRO SUPERIOR DE HOSTELERÍA DE GALICIA CONFERENCIA ESPAÑOLA DE CONSEJOS REGULADORES VINÍCOLAS CONSEJO GENERAL DE COLEGIOS OFICIALES DE INGENIEROS AGRÓNOMOS CONSEJO REGULADOR D.O. ARABAKO TXAKOLINA CONSEJO REGULADOR DO BINISSALEM CONSEJO REGULADOR D.O. GETARIAKO TXAKOLINA CONSEJO REGULADOR D.O. RÍAS BAIXAS CONSEJO REGULADOR D.O. RIBEIRA SACRA CONSEJO REGULADOR VINOS DOP VALENCIA CONSEJO REGULADOR DE LA D.O. CALIFICADA RIOJA CONSEJO REGULADOR DE LA D.O. RIBERA DEL DUERO CONSEJO REGULADOR DE LA D.O. TXAKOLI DE BIZKAIA CONSEJO REGULADOR D.O. VINOS DE UCLÉS FEDERACIÓN ESPAÑOLA ASOCIACIONES DE ENÓLOGOS FUNDACION BANCO DE TIERRAS DE LA COMUNITAT VALENCIANA (BANTERRA) FUNDACIÓN EMPRESA-UNIVERSIDAD GALLEGA (FEUGA) FUNDACIÓN ESPAÑOLA DE LA NUTRICIÓN FUNDACIÓN PARA LA INVESTIGACIÓN DEL VINO Y NUTRICIÓN (FIVIN) IES JOAQUÍN COSTA 80

81 V. WTP ASSOCIATES MADRID SCHOOL OF MARKETING PLATAFORMA TECNOLÓGICA DE AGRICULTURA SOSTENIBLE PLATAFORMA TECNOLÓGICA DEL AGUA PLATAFORMA TECNOLÓXICA GALEGA AGROALIMENTARIA PLATAFORMA TECNOLÓGICA DE LA PESCA Y ACUICULTURA PLATAFORMA TECNOLÓGICA DEL OLIVAR PLATAFORMA TECNOLÓGICA FOOD FOR LIFE PROYECTO INTERREG SUDOE WINETECH OBSERVATORIO ESPAÑOL DE MERCADOS DEL VINO, OEMV 5. FREELANCE PROFESSIONALS ALBERTO GARCÍA DE LUJÁN ASSEMBLAGE - CULTURAS DEL VINO CARLOS DOVARGANES CUENAS ENOTURISMO CONDADO DE HUELVA GUILLERMO PÉREZ RECIO GABRIEL YRAVEDRA JOSE CARLOS ÁLVAREZ CONSULTOR JUAN MANUEL DOMÍNGUEZ LORENA DÍAZ NIEVA MANUEL ALEXANDER KOWALEWSKI MANUEL ARIAS-PAZ MARKETING HUMAN CONSUMER KNOWLEDGE PRÁDIO RODEK ARQUITECTURA INTERIOR TECNO-AGRO WINE UP CONSULTING 81

82 Strategic Agenda for Innovation VI. COORDINATION AND WRITING