2011 Programme. The best way to benefit from EIRMA membership is to participate in our activities.

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1 46 rue Lauriston Paris Tel: +33 (0) Fax: +33 (0) Programme The best way to benefit from EIRMA membership is to participate in our activities. This will bring you and your employees into contact with global R&D performers and help you to understand how others are addressing similar challenges that you face on a day-to-day basis. Reports of these activities and other publications are available on the website for all EIRMA members to complement the programme of events. This provides an extensive, living library of the good practices of business-led R&D and innovation management. The EIRMA programme of events explores the effective management of R&D and innovation in increasingly connected ( open ) and global business environments. Topics are selected by members and worked further by the members of the Programme Planning Committee * to address a balance of current priorities and evergreen issues. These topics fall broadly within the five key themes illustrated here. Who can take part? Events are intended to be of quite broad interest, but in some cases may be most relevant for people working in more junior or senior managerial positions. Real value comes from the interaction between people who have different perspectives and experiences as they are coming from various sectors and countries. What are these activities? on-going learning and continued professional development. While this programme aims to address as broad as possible cross-section of your requirements, if there are other subjects you feel we should concentrate on, let us know. We will always do our best to accommodate your needs and interests. How to be informed about EIRMA activities? Full details are posted two months ahead of the meeting date on our web site and communicated in our electronic Newsflash. Member companies Representatives and Alternates receive the information by mail as well. When you participate in an EIRMA event, you are added to our list and automatically informed about all forthcoming events. For any suggestions please contact the EIRMA Secretariat at info@eirma.asso.fr We use several different formats targeted for different audiences: - s are one or two-day events for any person involved in R&D management; - Special Interest Group meetings are selfdirected groups for those from a common professional community (more information on the last page of this programme); - Learning Groups and Management Study Groups are more directed towards people s

2 Year 2011 Representatives : How to foster competitiveness for European R&D January 2011 Mas d Artigny, Saint Paul de Vence, France Purpose: The 2011 Representative s will discuss the opportunities that the current crisis period of fundamental change provides to strengthen the competitiveness of European R&D and to define the implications it has regarding rebalancing R&D activities. The economic success in Europe is built on its openness to the world. Global megatrends present new challenges and the emerging economies play an increasingly important role in global business as raised during the Annual Conference Fostering competitiveness will require stronger co-operation and more innovative forms of partnership than ever before. Target Audience: Senior R&D, Innovation, Technology Directors and Managers Discover the European Industry s point of view on how to mobilize and realise Europe s innovative potential and how to use our competitive strengths in the global world as addressed in ERT manifesto to European policy makers; How to deal with technology transfer to other countries e.g. China, Korea, India or Brazil without loosing European growth and how to deal with pressure from the customer for doing R&D in their own location (when outside Europe). How do these non-european countries perceive our competitiveness and our strengths? Debate ways how organisations approach and overcome the challenges related to European financing and demonstrate how companies are adapting and creating their own innovative solutions when the official policies fail to be applicable. What are the challenges in valorising projects in order to ensure external funding? The Universities and RTO s play an important role in building long term competitiveness through efforts in education and partnerships for European Industrial R&D: what are the major issues in building future centres of excellence and talent and what needs to change in the European level in order to succeed? Chairman: Léopold Demiddeleer, Future Businesses Director, Solvay and President of EIRMA Creating value from Transversality in Decentralized R&D Organisations 11 February 2011 Paris, France Purpose: Look at strategic and practical issues regarding the problem of balancing transversal synergies, assuring coherence and ensuring ownership for overarching corporate challenges. Understand how R&D is organised centrally and in relation to different business units and where it is possible to optimise the value. These issues are very relevant to larger corporations where there is a trend to decentralize R&D into different business units. Target Audience: Senior Research and Innovation Managers, Technology Directors Explore ways to get people work together transversely and how to reduce frustration in transversal projects where everyone does not share the same operating models; Identify transversal needs and how to share a common goal with different objectives for each stakeholder; Compare the models to organise for such transversal synergies while maintaining the advantage of a decentralised business-oriented R&D; Look at ways to maximise the value of potential synergies and how to share

3 competences. Discuss the impact of company s historical evolution (e.g. M&A) and organisational culture in facilitating transversality. Chairman: Dr. Jean-François Minster, Scientific Director, Total Special Interest Group on Human (F)Actor in Innovation ( SIG V ) SIG V 17 February 2011 Paris, France Purpose: This Special Interest Group (SIG-V) is dedicated to exploring the human (f)actor in innovation. Despite man-centuries of academic and empirical research on the innovation process, and the development of ever more refined management processes, many organisations find it extremely difficult to make a significant change in their innovation capability. Could this be improved with a better understanding and application of the human behavioural and social sciences the so-called soft sciences? Do managers know the best approaches to harness the personal values, beliefs and values of their employees in a way that builds an innovative organisation? Target Audience: The objective of the Special Interest Group is to gather R&D and Innovation experts, managers and directors who wish to share their experiences of these challenges and develop a common understanding of the potential of soft sciences for them as managers of innovation. Participation in the SIG V is likely to involve around two meetings per year and informal teleconferencing as required. This second meeting is based on the expectations and desired outputs ensuring participants to get the best benefit from attending. Scope out how the existing knowledge of human and organisational psychologies could be applied to innovation management; Identify the emotional and behavioural elements that are critical for successful innovation in organisations and locate the best tools for their assessment; Explore the issues of passion, power, and motivation; Discuss how to fuse organisational and individual values, beliefs, and models to contribute to an enhancement of innovation; Debate how to manage a real behaviour change in the organisation; Build a portfolio of new tools for innovation managers that address the human (f)actors. Chairman: Phil Gamlen, Senior Fellow, Manchester Business School

4 Measuring Effectiveness in R&D 18 March 2011 Berlin, Germany Purpose: Demonstrating R&D effectiveness remains actual and important as R&D will continue to be challenged for the demonstration of its contributions to the company. Effective R&D doesn t mean only cutting costs but it is also about global evaluation and assessment of R&D results as well as training of people and effective knowledge sharing. This is continuing to address the financial issues of R&D and especially exploring right KPI s for the right environment and looking at other practical tools for performance management of R&D. Target Audience: R&D Managers, Product & Financial Managers. This is a third annual meeting focusing on R&D performance, inviting previous and new members to participate. Evaluate and assess R&D results and metrics of R&D efficiency ; Discuss best practices on how to maintain or kill a project (often considered as crucial but difficult); Explore how the companies organise and evaluate training and effective knowledge sharing as a major element in R&D performance. Chairman: TBD Special Interest Group on Knowledge Management ( SIG III ) SIG III 31 March/1 April 2011 Edinburgh, United Kingdom Purpose: This Group was established in 1999 following two popular Working Groups on Knowledge Management (KM) and Technology Monitoring (TM). Members come from a variety of R&D functions to discuss the value of KM for the company and the contribution that Technology Monitoring makes to the KM process. The Group explores how to instil a climate of knowledge sharing, how to facilitate this sharing through the use of appropriate IT tools and by coaching; the creation of small cells of KM and how to grow these cells into structures that function effectively at Corporate level. Members focus explicitly on the human aspects of KM, recognising that sophisticated tools have no value unless people are ready to use them effectively. Target Audience: People from R&D Knowledge Management, Knowledge Management of Operations and Business Units as well as Managers and Team Leaders in a position to apply best knowledge management practices and initiatives in their organizations. The Group explores how to instil a climate of knowledge sharing, how to facilitate this sharing through the use of appropriate IT tools and by coaching; the creation of small cells of KM and how to grow these cells into structures that function effectively at Corporate level. Members focus explicitly on the human aspects of KM, recognising that sophisticated tools have no value unless people are ready to use them effectively. Chairman: John Otten, Head Knowledge & Library Services Department, Tata Steel Group

5 R&D Managers and HR Managers working together for a successful R&D organisation 8 April 2011 Amsterdam, The Netherlands Purpose: This will explore practical examples of close co-operation between HR and R&D Managers in tackling major challenges for ensuring future competitiveness of R&D. Target Audience: HR Managers, R&D Managers, Strategic Managers, External Relations Managers Discuss the perspective for future generation (baby boomers vs. generations X and Y) and cultural changes. Explore the issue of tutoring and transitions between senior/younger managers, and the place for life long learning; Look at the challenges while identifying current and future critical competences for R&D organisations. Learn to build and coordinate innovative long term vision of people with a broader competence level; Manage career perspectives; how to manage career for experts and provide them with similar opportunities as managers? R&D often being the entry point for a career within companies, the question is how to keep employees motivated all along their professional life? Discover examples of how organisations are addressing diversity today. Hear why it becomes an issue and what is at stake. What can organisations gain in their competitiveness through promoting diversity and in managing the work life private life balance? Chairman: Nick Kitchen, R&D HR Senior Vice President, Unilever (TBC) Understanding Customer Needs and Values 15 April 2011 Nice, France Purpose: Soft science (e.g. psychology, sociology and economics) in R&D is playing a more and more decisive role in defining the value of innovative products. This Round Table will provide answers for the following questions: How to be sure that the customer will pay for the innovation? Should organisations put research money on projects if we do not understand the customer behaviour? How to be fast and offer innovations with real value for the customer? How to understand true market and customer needs? Target Audience: R&D and Innovation Managers, Product Managers, R&D Marketing Managers. Define an R&D strategy with a customer focus; Look at how the soft sciences are used in R&D organisations and how the information is fed back to the R&D; Learn about different techniques in assessing customer values and needs. All these issues will be explored according to specificities of B2B and B2C. Chairman: Nick Kitchen, R&D HR Senior Vice President, Unilever

6 Management Study Group (MSG) 2011 MSG May 2011 Near Paris Purpose: Provide an introduction and training in R&D management in areas such as organisation, portfolio management, strategy, resources, performance, creativity... The MSG explores the principles of R&D management and recent trends for even more business relevance. Based on exchange of and mutual learning from practical experience of participants, the Study Group concentrates in a pragmatic way on problems and tasks faced within a modern R&D environment. Target Audience: Second Line Managers with a major promotion into positions that carry substantial responsibilities (e.g. in a small laboratory, this may be a director, in a larger one a department head or associate director). Participants should have already completed an in-house or external general management course. Explore the organisation of R&D work within and outside the own organisation and its role in the enterprise; Learn on managing R&D people: the importance of human resource aspect; Identify how to achieve an innovative R&D climate. Group Leaders: Ton Broekhuis, Professor, University of Groningen (Previously Shell) and Phil Gamlen, Senior Fellow in Executive Education, Manchester Business School (Previously ICI) 2011 Annual Conference Changing Mindsets: Facing a changing environment with new dynamics Annual Conference May 2011 Cannes, France Purpose: Changing mindsets requires new paradigms. Companies are today challenged to anticipate and adapt to future requirements with accelerated speed. This Annual Conference will continue to look for answers through different approaches and practices and to discuss openly on how Industrial R&D is bringing in the necessary evolution and creates new dynamics in the uncertain, fast moving and changing environment. We will discover how major global and local companies have adapted to the new paradigms and how they have reinvented themselves and generated new solutions to the economical, societal and business sustainability challenges. Target Audience: Senior R&D, Innovation, Technology, Financial Directors and Managers The new normal means constant change. What is the approach in local versus global levels? Will the local still prevail? How is the industry positioning itself in the whole ecosystem? Companies need to reinvent themselves and look for sustainable growth to survive. What will be the impact for example of clean tech in challenges related to sustainable use of materials and resources? How to define the responsibility of companies? New dynamics will require new investments; how companies are investing, taking a risk with new ventures; are investments for sustainable growth good for the business also in short and medium term? New paradigms will require new management styles; what will be the impact of generation change and increased diversity? Defining the future skills and making sure the quality of future human resources will be available when needed will require sharing a common vision between industry and education institutions today.

7 The change in mindsets will require new approaches for IP management; the era of all for patents is over? How are more open industries, e.g., music and open source software companies solving the questions of IP? How to collaborate effectively and to form new partnership models and find new partners, e.g., NGOs, environmental associations etc. Chairman: Léopold Demiddeleer, Future Businesses Director, Solvay and President of EIRMA Special Interest Group on IP-Management ( SIG II ) SIG II June 2011 Prague, Czech Republic Purpose: This is a long standing Special Interest Group, established in The Group looks at the importance and value of IP to the company and at IP policies, strategies and practices. Target Audience: Membership comprises Patent Attorneys, IP Managers and Intellectual Asset Managers, as well as R&D Managers and Directors. Topics of interest include portfolio valuation and the role of IP in collaborations; incentivising and remunerating inventors; the dissemination of patent information in the company, educating non-specialist personnel in matters related to IP; policing patents; and the varying global patenting procedures. Chairman: Werner Fröhling, Senior IP Counsel, Volvo Technologies 2011 Learning Group The Service-Centered R&D Learning Group 8-9 September 2011 Paris, France Purpose: Explore R&D levers for service orientation and product innovation. It will show how R&D not only supports service creation and provisioning, but how it leads the efforts towards service. Target Audience: R&D Managers who are interested in better integrating services in their organisation. What are the specific service and project skills that are required in R&D? How to integrate products with customer-specific services (such as ensuring availability, provisioning operations, etc.)? How to lay out and implement the customer's business case and find the right value proposition for the customers/clients? How to categorize and segment services? Explore ways to monitor services; for example the impact of motivation of the personnel on brand recognition, perceived customer value and loyalty; Which are the techniques used for tracking relevant services for the future? Group Leader: Dr Christof Ebert, Managing Director at Vector Consulting Services, formerly global Director R&D at Alcatel and Member of the Alcatel Technical Academy.

8 Open Innovation: collaboration with RTO s and Universities in the innovation process 16 September 2011 Delft, Netherlands At TNO facilities Purpose: Optimisation of strategic partnerships defines the success and failure of innovation projects. Are companies today using full potential of their partnerships with the RTO s and Universities? This will look at best practices in collaboration between companies, RTO s and Universities in complex international co-operation projects. Target Audience: R&D Directors, Partnership and External Relations Managers, Heads of Universities and Research Centres Discuss what companies expect from universities and other research partners: new ideas within/outside their core business or something else. How to start the dialogue between companies and universities and how to make the dialogue go-on? Focus on the different missions of RTOs / universities / industries. The question of different perspectives on time will be raised: if speed is a critical factor, how to share the payout of the value chain? Explore where joint roadmaps can give results that are beneficial for industry and university and how to create and manage joined roadmaps; Learn about Managing IP which often is not an obstacle but a matter of general trust and respect for each other s capabilities; Discover the collaboration in the Open Innovation model with other actors such as clients, suppliers, spin-offs from universities and other industries; Examples of the specific situation of innovation networks at local level (as the French Pôles de Compétitivité; or Regional Clusters), trying to create an eco-system of innovation. Chairman: Erik Drop, Director Strategy & Planning, TNO Sustainable Development: Anticipating Business Impacts and Opportunities 30 September 2011 Paris, France Purpose: The principle of precaution, smart regulations, consumer acceptance, ensuring the competitiveness of European industry are examples of the crossroads between R&D, public policy and regulations, and the opinion of the general public. R&D has a selfinterest in taking a proactive role working with government affairs and communications specialists to communicate internally and externally to create awareness, to inform, and to influence. Target Audience: R&D Managers, R&D and Corporate Planners, Specialists of Government and Public Affairs, Communications Specialists. This Roundtable will look at current practices with Government and Industries in cooperative work and best practices in addressing issues such as GHG emissions, total carbon footprint, nanotechnologies, water footprint, hazardous substances, materials and their scarcity, and sustainable feedstock. For each aspect the social impact will be tackled. Chairwoman: Kim Lansford, Senior Manager, Sustainable Development & Mobility, Renault

9 Special Interest Group on Knowledge Management (SIG III) SIG III 6-7 October 2011 Berlin, Germany The purpose of this meeting will be defined among members of SIG-III after the June meeting. Target Audience: People from R&D Knowledge Management, Knowledge Management of Operations and Business Units as well as Managers and Team Leaders in a position to apply best knowledge management practices and initiatives in their organizations. Chairman: John Otten, Head Knowledge & Library Services Department, Tata Steel Group Special Interest Group on Human (F)Actor on Innovation (SIG V) SIG V 20 0ctober 2011 Paris, France The purpose of this meeting will be defined among members of SIG-V after the February meeting. Target Audience: R&D and Innovation experts, managers and directors who wish to share their experiences of these challenges and develop a common understanding of the potential of soft sciences for them as managers of innovation. Chairman: Phil Gamlen, Senior Fellow, Manchester Business School CTO Forum CTO Forum 25 October 2011 Dublin, Ireland At Intel facilities Purpose: Discuss strategic key issues for R&D. Target Audience: Chief Technology Officers or equivalent level, by invitation only This meeting is limited to 30 people. Chairman: Leopold Demiddeleer, Future Businesses Director, Solvay and President of EIRMA Special Interest Group on IP-Management (SIG II) SIG II November 2011 Place TBD The purpose of this meeting will be defined among members of SIG-II after the June meeting. Target Audience: Patent Attorneys, IP Managers and Intellectual Asset Managers, as well as R&D Managers and Directors. Chairman: Werner Fröhling, Senior IP Counsel, Volvo Technologies

10 Focusing on Technology Assessment in M&A, Spin-Offs and using Venture Capitalism as a tool 25 November 2011 Amsterdam, The Netherlands Purpose: Almost all established companies recognize the strategic importance of innovation, corporate venturing and the creation of new markets. This will be devoted to critical successes factors in achieving innovation by external sourcing and acquisition of technology. Target Audience: Corporate M&A executives, Technology and Innovation Managers, Venturing and Business Development Heads, IP and Technology Managers. Explore the latest concepts of entrepreneurship, M&A and corporate venturing focusing on new product/new market combinations including the finance, marketing, sales, technology and human capital frameworks; Look at how to apply corporate entrepreneurship to Open Innovation in developing new venture options; Learn how technology acquisition through M&A and corporate ventures helps identifying synergies, including the probability of success, the timing of realization and the cost to realize synergies; Discuss how gaining a "window" on new technologies is a prominent motive for corporate venture capital (CVC) investing; Discover how information gained through CVC-related activities can also improve the internal R&D productivity of established firms. Chairman: Alejandro Sanz, Head of Group Technology Intelligence, SKF * The EIRMA Secretariat is thanking the chairman and members of the Programme Planning Committee ( PPC ) for their valuable contribution to the 2011 programme. The 2010 PPC was chaired by Luc Haspeslagh, Deputy to the Vice President Research for TOTAL Refining and Marketing. The PPC is composed by eight persons from EIRMA member companies: Zaira Burlo (CTO Office, Finmeccanica), Hans-Christian Dibbern (Deputy Division Manager, Haldor Topsøe), Erik Drop (Strategy & Planning, TNO), Anne Goldberg (Project Manager & Material Science Community, Solvay), Kim Lansford (Manager Sustainable Development and Mobility, Renault), Philippe Queille (R&D Deputy Director, Air Liquide), Alejandro Sanz (Head of Group Technology Intelligence, SKF) and Chris Shilling (Business Knowledge Manager, Novartis - formerly member of EIRMA).