D6.1 - Dissemination, Exploitation and Communication Plan

This project has received funding from the European Union’s Horizon Europe - Research and Innovation program under the grant agreement No 101092100. This report reflects only the author’s view and the Commission is not responsible for any use that may be made of the information it contains. D6.1 - Dissemination, Exploitation and Communication Plan Deliverable ID: D6.1 Project Acronym: HARTU Grant: 101092100 Call: HORIZON-CL4-2022-TWIN-TRANSITION-01 Project Coordinator: TEKNIKER Work Package WP6 Deliverable Type Dissemination, Exploitation and Communication Plan Responsible Partner: Deep Blue (DBL) Contributors All partners Edition date: 30 June 2023 Version: 7 Status: Final Classification: PU D6.1 – Dissemination, Exploitation and Communication Plan 2 HARTU Consortium HARTU “Handling with AI-enhanced Robotic Technologies for flexible manufactUring” (Contract No. 101092100) is a collaborative project within the Horizon Europe – Research and Innovation program (HORIZON-CL4-2022-TWIN-TRANSITION-01-04). The consortium members are: 1 FUNDACION TEKNIKER (TEK) Contact: Iñaki Maurtua [email protected] 2 DEUTSCHES FORSCHUNGSZENTRUM FUER KUENSTLICHE INTELLIGENZ GMBH (DFKI) Contact: Dennis Mronga [email protected] 3 ASOCIACIÓN DE INVESTIGACIÓN METALÚRGICA DEL NOROESTE (AIMEN) Contact: Jawad Masood jawad.maso[email protected] 4 ENGINEERING INGEGNERIA INFORMATICA S.P.A. (ENG) Contact: Riccardo Zanetti riccardo.zanet[email protected] 5 TOFAS TURK OTOMOBIL FABRIKASI ANONIM SIRKETI (TOFAS) Contact: Nuri Ertekin [email protected] 6 PHILIPS CONSUMER LIFESTYLE BV (PCL) Contact: Erik Koehorst [email protected] 7 ULMA MANUTENCION S. COOP. (ULMA) Contact: Leire Zubia [email protected] 8 DEEP BLUE Srl (DBL) Contact: Erica Vannucci [email protected] 9 FMI HTS DRACHTEN B.V. (FMI) Contact: Floris Goet [email protected] 10 TECNOALIMENTI S.C.p.A (TCA) Contact: Marianna Faraldi [email protected] 11 POLITECNICO DI BARI (POLIBA) Contact: Giuseppe Carbone giuseppe.carb[email protected] 12 OMNIGRASP S.r.l. (OMNI) Contact: Vito Cacucciolo [email protected] 13 INDUSTRIAL TECHNOLOGY RESEARCH INSTITUTE INCORPORATED (ITRI) Contact: Curtis Kuan [email protected].tw 14 INFAR INDUSTRIAL Co., Ltd (INFAR) Contact: Simon Chen [email protected] D6.1 – Dissemination, Exploitation and Communication Plan 3 Document history Date Version Status Author(s) Description 01/03/2023 1 Draft Marta Cecconi First draft of the document 17/03/2023 2 Draft Marta Cecconi, Vera Ferraiuolo, Erica Vannucci Consolidation of inputs from contributors 29/03/2023 3 Draft Marta Cecconi Consolidation of input from reviewers 30/03/2023 4 Final Iñaki Maurtua Final review (Initial version submitted according to the GA) 20/06/2023 5 Updated Marta Cecconi, Erica Vannucci Update of Version 4 due in M6 25/06/2023 6 Updated Iñaki Maurtua Review 30/06/2023 7 Final Iñaki Maurtua Final submitted D6.1 – Dissemination, Exploitation and Communication Plan 4 Public executive Summary Dissemination, Exploitation and Communication of the HARTU project is based on identifying the different groups of key stakeholders interested in it and tailoring the communication of outcomes, news, and research results to fit the stakeholders’ characteristics in terms of content, style and information support. This document presents initial the dissemination, exploitation, and communication plan developed to promote the project and raising awareness and visibility about its progress and achievements. This plan outlines the dissemination goals, the methodology behind it, the overall dissemination approach, and the channels used, and identifies the dissemination actions planned for the project duration. It is designed as a practical framework for day-to-day communications activities, which will range from the communication through the project's social channels and its website, to graphic activities, such as posters and brochures to be proposed at events where HARTU will participate. It includes a section devoted to the exploitation of HARTU’s results, which includes a series of strategic activities and a structured methodology that will help to identify a detailed exploitation plan encompassing the project and the partners' needs. The document will be updated in accordance with the evolution and the needs of the project. The document is organised into six sections. after a short overview of HARTU, and its main goals, giving, Section 1 is dedicated to the role of dissemination and the description of the dissemination strategy, based on the identification of the target audience and the approach chosen to reach it. Section 2 presents the dissemination actions planned throughout the duration of the project. Section 3 presents the strategic KPIs chosen to measure the success of the dissemination actions and keep track of the communication impact. Section 4 illustrates post-project actions envisioned to promote results and maintain stakeholders’ awareness and engagement high beyond the project lifetime. In Section 5, the approach that will be adopted for the exploitation of HARTU’s results is presented, followed by the introduction of the high level methodology that will be adopted for the market analysis and the updated list of Key Exploitable Results (KERs)In addition, preliminary individual exploitation plans of each partner are listed to highlight their ideas for exploiting project results and outcomes. Finally, Section 6 is dedicated to the objectives, actions and activities planned for the stakeholder’s engagement. D6.1 – Dissemination, Exploitation and Communication Plan 5 Table of contents Project Overview ........................................................................................................................ 8 1. Dissemination Overview ......................................................................................................... 8 1.1. Dissemination goals ............................................................................................................... 9 1.2. Target audience ................................................................................................................... 10 1.3. Dissemination approach ...................................................................................................... 11 1.3.1. Coordination and networking with other H2020 and HE projects .............................. 12 2. Dissemination Actions ...................................................................................................... 15 2.1. Dissemination pack ............................................................................................................. 15 2.2. Brochures, flyers, and poster .............................................................................................. 19 2.3. Presentations ....................................................................................................................... 19 2.4. Videos .................................................................................................................................. 19 2.5. Website and news ............................................................................................................... 19 2.6. Scientific articles and papers ............................................................................................... 21 2.7. Social networks ................................................................................................................... 22 2.8. Newsletter ........................................................................................................................... 24 2.9. Press releases ...................................................................................................................... 25 2.10. Events .................................................................................................................................. 25 2.10.1. Public events ............................................................................................................ 25 2.10.2. Workshops and webinars ......................................................................................... 27 2.10.3. Internal dissemination .............................................................................................. 27 3. Monitoring and KPIs ......................................................................................................... 28 4. Post-project dissemination ............................................................................................... 29 5. Exploitation plan .............................................................................................................. 29 5.1. Market Analysis methodology ............................................................................................ 31 5.2. Preliminary draft of the Market Analysis’ structure ............................................................... 32 5.2.1 Key Exploitable Results (KERs) .......................................................................................... 33 5.2.2. SWOT Analysis (Strengths - Weaknesses, Opportunities - Threats) ................................ 33 5.2.3. Customers ........................................................................................................................ 33 5.2.4. Market size and Trends .................................................................................................... 33 5.2.5. Potential Markets ............................................................................................................. 33 D6.1 – Dissemination, Exploitation and Communication Plan 6 5.2.6. Customer Perceptions of the KER .................................................................................... 33 5.2.7. Product/s Distribution and Sales ..................................................................................... 33 5.2.8. Competition ..................................................................................................................... 34 5.2.9. Competitive advantage and analysis ............................................................................... 34 5.2.10. Market opportunities ..................................................................................................... 34 5.2.11. Market Risks and Challenges ......................................................................................... 34 5.3 Updated Key Exploitable Results (KERs) .................................................................................. 34 5.4. Preliminary State-of-the-art on market trends in the manufacturing industry ..................... 44 5.4.1. AI Market ......................................................................................................................... 44 5.4.2. Robotics Market .............................................................................................................. 44 5.4.3. AI-powered Robots Market ............................................................................................. 45 6. Stakeholders’ engagement ................................................................................................ 47 6.1 Overview .................................................................................................................................. 47 6.1.1. Goals ............................................................................................................................. 47 6.1.2 Target Audience ................................................................................................................ 47 6.1.3. Approach .......................................................................................................................... 47 6.2. Stakeholders’ engagement actions ......................................................................................... 48 6.2.1. Ongoing projects in the same topic ................................................................................. 48 6.1.3. Advisory board ............................................................................................................. 50 6.1.4. Standardization ............................................................................................................ 50 List of tables Table 1 - List of R & I running projects relevant to HARTU ................................................................ 12 Table 2 - List of provisional scientific peer reviewed journals ........................................................... 21 Table 3 - List of provisional EC Channels ............................................................................................ 22 Table 4 - Partners social media handles ............................................................................................ 23 Table 5 - List of official project hashtags ........................................................................................... 24 Table 6 - List of events to be organised ............................................................................................. 26 Table 7 - External Events, Conferences and Fairs .............................................................................. 26 Table 8 - List of workshops to be organised ...................................................................................... 27 Table 9 - Dissemination and Communication KPIs ............................................................................ 28 Table 10 - List of EC platform to boost exploitation and dissemination activities ............................ 30 Table 11 - Updated list of HARTU's KERs ........................................................................................... 35 D6.1 – Dissemination, Exploitation and Communication Plan 7 List of figures Figure 1 - HARTU's initial logo ............................................................................................................ 15 Figure 2 - HARTU’s initial logo restyling ............................................................................................. 16 Figure 3 - HARTU's initial logo new proposal ..................................................................................... 16 Figure 4 - HARTU's colour palette ...................................................................................................... 16 Figure 5 - HARTU's fonts .................................................................................................................... 17 Figure 6 - HARTU's graphic elements ................................................................................................. 17 Figure 7 - HARTU's documents template ........................................................................................... 18 Figure 8 - HARTU's presentation template ........................................................................................ 18 Figure 9 - Icon and social logo ............................................................................................................ 18 Figure 10 - Website structure ............................................................................................................ 20 Figure 11 - Market Analysis roadmap ................................................................................................ 32 Acronyms List of the acronyms AB Advisory Board AI Artificial Intelligence DIH Digital Innovation Hub EAB External Advisory Board EC European Commission IP Intellectual property ISO/TC International Organization for Standardization/ Technical Committee KER Key Exploitable Results KPI Key Performance Indicator R&I Research & Innovation ROI Return on Investment WP Work Package D6.1 – Dissemination, Exploitation and Communication Plan 8 Project Overview The HARTU project is an industry-driven research project that addresses the key challenges of parts handling, including grasping, assembly, and releasing, by leveraging innovative technical approaches. The project will develop tools to achieve four main goals. Firstly, HARTU will establish selfsupervised grasp and release planning policies identification and control. Secondly, it will teach and control contact-rich assembly skills from human demonstrations. Thirdly, HARTU will develop an AIbased multi-modal perception for visual-servoing and continuous monitoring in handling operations, supported by virtual and continuous learning. Finally, the project will create versatile and dexterous soft grippers with electro-active fingertips. The project is driven by the industry and will include the deployment of technologies in five industrially relevant scenarios, including automotive, household appliances, hand tool manufacturing, food processing, and logistics. These scenarios offer a wide range of products in terms of shape, material, and size, enabling HARTU to increase the flexibility, reconfigurability, and efficiency of manufacturing lines. Additionally, HARTU aims to contribute to the user acceptance and adoption, identification of skills development needs, and compliance with the liability/legal and ethical aspects. 1. Dissemination Overview Dissemination, communication, and exploitation activities represent a key part of the project. These activities are to convey information about the project, disseminate generated new knowledge, raise awareness across multiple communication channels and facilitate the acceptance of innovative solutions by end-users. Thereby, project results and outputs are open and available to interested people and key decision makers, to promote HARTU’s achievements to all the potential interested parties. HARTU aims at increasing the flexibility, reconfigurability, and efficiency of manufacturing lines, and, at the same time, contribute to user acceptance, adoption, and identification of skills development needs. Hence, a strategy focused on communicating the project and its findings to the relevant audiences is crucial to achieve the largest possible impact of the project. Work Package 6 (WP6) is entirely dedicated to communication, dissemination, and exploitation tasks: a series of specific actions which are closely aligned with the different phases of the project, with the final aim of bringing EU-funded research and its results to the attention of multiple audiences. The dissemination task spans the whole project duration (36 months), consistently communicating the project’s progress and results, and engaging and involving all the categories of target audiences identified at the early stages of the project. D6.1 – Dissemination, Exploitation and Communication Plan 9 HARTU's dissemination activities are designed to match the messages that need to be communicated with the right target audience, with the end goal of achieving awareness across a multi-layered community. To do so, the dissemination plan is based on five points, each one detailed in this document: 1. Define the key messages and the dissemination goals: identify the desired outcomes and the ways to achieve them (See section 2.1); 2. Identify the different stakeholders: find key targets interested in the project’s outcomes and central for the success of it (See section 2.2); 3. Tailor the information: in terms of content, style and information support, personalise the communication message based on the interests and needs of the stakeholders (See section 2.3); 4. Identify, plan and perform the communication and coordination activities: build a clear and coherent strategy for the project communication that takes into account the goals, the target and the specific communication for each type of audience (See section 3); 5. Measure the impact of communication and dissemination: identify a set of indicators (KPIs) to keep track of the dissemination activities performed by the project and to monitor the progress of the dissemination. These indicators will help to determine if the dissemination strategy is achieving the expected results (See section 4). 1.1. Dissemination goals The HARTU project’s general objective is to provide components for automatic planning and control of grasping, release, and contact assembly tasks, proposing innovative gripping concepts based on electroadhesion for the handling of many different products. These components are integrated through a reference architecture and supported by perception capabilities and application development support tools, with the overall goal of making manufacturing lines more efficient, flexible and reconfigurable. They also can be split into three specific objectives: technological (TO), industrial (IO) and societal (SO). The communication and dissemination parts of the project adopt an interand transdisciplinary approach to deliver these objectives. The key objectives are, on one hand to engage stakeholders and end-users to raise awareness and social acceptance, and on the other hand, to communicate the milestones, the results and HARTU’s outcomes. The success of the dissemination tasks is also related to the communication extension to the widest possible audience of stakeholders that will adopt and validate the project’s results. Depending on the phase of the project and on the stakeholders expected involvement, the dissemination activities’ aim is to: 1. grant visibility to the research at all levels, with communicable content to be widely spread to the policy makers and relevant stakeholders and communities; 2. create a community of interested stakeholders and contribute to increased acceptance of the developed solutions, to ensure that the project is well received, more likely to be adopted and effective in achieving its intended goals; D6.1 – Dissemination, Exploitation and Communication Plan 16 Figure 2 - HARTU’s initial logo restyling Figure 3 - HARTU's initial logo new proposal The final version of the logo (Figure 1) was chosen by partners after the official kick-off meeting in February 2023. As second step, a style guide for the logo usage was outlined. It contains the colour palette (Figure 4), the official project fonts (Figure 5), and all the graphic settings that could be necessary in the dissemination products (Figure 6). The creative process has been carried out by the Deep Blue graphic team, with different iterations and feedback collection steps involving the consortium. Figure 4 - HARTU's colour palette D6.1 – Dissemination, Exploitation and Communication Plan 17 Figure 5 - HARTU's fonts Figure 6 - HARTU's graphic elements Once the overall visual identity has been defined, it was applied to the social media covers and the document templates. Social media pages, along with the website, will be the main communication channels of the project, the places where audiences and user communities can find useful information, so it is important that they are developed based on the visual elements of the project; while working templates are crucial to reinforce the common language used by HARTU. Templates for deliverables, presentations, and posters have been provided, together with the visual identity materials that will be used throughout the whole project duration and that will be easily adapted to the needs of the consortium partners. D6.1 – Dissemination, Exploitation and Communication Plan 18 Figure 7 - HARTU's documents template Figure 8 - HARTU's presentation template Figure 9 - Icon and social logo D6.1 – Dissemination, Exploitation and Communication Plan 19 2.2. Brochures, flyers, and poster On the occasion that HARTU participates in public events, printed flyers and brochures will be produced to present its goals, outcomes, and findings. The brochures will be tailored to the type of conference and objective of the communication; the textual content will be agreed with the partner attending the conference. The brochures and flyers will always be up to date, and available for download on the website. HARTU will also have an official poster that will be used whenever possible during public events. 2.3. Presentations Presentations will be prepared for the participation in conferences, workshops, third-party events, and internal meetings. The presentations for external events should focus on little textual information and will have a predominantly graphical aspect to engage the target audience. They will always include the main project references such as the link to the project website, social media pages and contacts. Presentations will be stored in dedicated repositories and made available on the website for free download. 2.4. Videos Two project videos will be produced to disseminate project objectives and results. A project presentation video will be produced during HARTU’s first phase (M1-18), and a preliminary results video will be published during the second phase of the project (M19-36). Videos are very well-suited to deliver information in an effective and immediate way and are often considered one of the best options to raise awareness. They will be distributed through various channels (e.g., HARTU’s YouTube channel, social networks, project and partners’ websites) and, whenever possible, shown during public events or conferences. 2.5. Website and news The HARTU website will represent the main dissemination channel for the project, providing a comprehensive overview of the project objectives, its planned activities, and its results. The website will be updated constantly with news about the project, progress, organisation of or participation in events, incoming workshops and any other announcement related to HARTU. It will also serve as a repository of relevant documents, public deliverables, publications, and dissemination materials. The project partners will support this task by sharing relevant updates whenever possible. Deep Blue is responsible for the design, realisation, maintenance, and update of both the website and the social network profiles. Both the structure and the external appearance of the website are developed considering the highest usability standards, ensuring a clear and easy navigation for all kinds of users and from all devices thanks to responsive design. The website structure and contents is illustrated in Fig. 10 and can be summarised as follows: ● Homepage D6.1 – Dissemination, Exploitation and Communication Plan 20 o Project overview o Objectives ▪ Tecno-industrial ▪ Societal o Timeline - Focused on the results o Consortium - Partners bio o Carousel with project news o Newsletter ● About o Context and Concept o Use cases o Expected results o Sister projects ● Resources o Results o Scientific Publications o Promotional Materials o Data repository ● News o Newsletter o News and Events Figure 10 - Website structure From a technical point of view, in order to develop a secure, reliable and dynamic website, a professional hosting service providing a database service (MySQL) and backup features was chosen. The website has been developed using a Content Management System (CMS) technical platform D6.1 – Dissemination, Exploitation and Communication Plan 21 that allows for an easy management of the contents and the sections of the website. Among the CMSs available, we selected the one considered the most reliable, supported from a documentation point of view and flexible, Wordpress 1 . In order to improve the HARTU website positioning on the major search engine, Search Engine Optimisation (SEO) functionalities were enabled. This functionality increases the possibility of being correctly identified and proposed to users by search engines. Matomo Analytics 2 tools will be used to monitor the website usage and accesses. It provides statistical information about the website: visitors, traffic sources, most viewed content, etc. It is a helpful tool to identify possible issues, increase efficiency, and evaluate the website’s impact and effectiveness. Concerning GDPR (Eu regulation 2016/679) compliance, the website will refer to Iubenda 3 with Deep Blue acting as data controller. The types of personal data collected by this application include: email addresses; first name; last name; usage data and cookies. The website only collects the personal data strictly necessary, freely provided by the users, or, in case of usage data, collected automatically when navigating the website. 2.6. Scientific articles and papers During the lifetime of the project, it is expected that 18 scientific publications will be released as Gold Open Access: six in the first phase (M1-18), twelve in the second one (M19-36). These scientific and technical publications must be published on international peer-reviewed scientific journals to ensure the quality and accuracy of the research. HARTU will follow the European guidelines on the large-scale accessibility of project findings. Gold Open Access publishing will be granted to all scientific publications resulting from the project. Less technical articles aimed at a wider audience will also be published on EC channels. Table 2 - List of provisional scientific peer reviewed journals Scientific peer reviewed journals Advanced Intelligent Systems https://onlinelibrary.wiley.com/journal/26404567 CIRP Annals https://www.sciencedirect.com/journal/cirp-annals Extreme Mechanics Letters https://www.sciencedirect.com/journal/extreme-mechanics-letters IEEE Access https://ieeeaccess.ieee.org/ 1 www.wordpress.org 2 https://matomo.org/ 3 www.iubenda.com D6.1 – Dissemination, Exploitation and Communication Plan 22 IEEE Robotics and Automation Letters https://ieeexplore.ieee.org/xpl/RecentIssue.jsp?punumber=708336 9 IEEE Transactions on Robotics https://ieeexplore.ieee.org/xpl/RecentIssue.jsp?punumber=8860 International Journal of Robotics Research https://journals.sagepub.com/home/ijr Journal of Field Robotics https://onlinelibrary.wiley.com/ Nature Machine Intelligence https://www.nature.com/natmachintell/ Robotics and Automation Letters https://www.ieee-ras.org/publications/ra-l Robotics and Autonomous Systems https://www.sciencedirect.com/journal/robotics-and-autonomoussystems Robotics and ComputerIntegrated Manufacturing https://www.sciencedirect.com/journal/robotics-and-computerintegrated-manufacturing Science Robotics https://www.science.org/journal/scirobotics Sensors https://www.mdpi.com/journal/sensors Table 3 - List of provisional EC Channels EC Channels AI, Data and Robotics Association (Adra, asbl) https://adr-association.eu/ CORDIS https://cordis.europa.eu/ H2020 The EU R&I magazine https://ec.europa.eu/research-andinnovation/en/horizon-magazine Open Research Europe https://open-research-europe.ec.europa.eu/ 2.7. Social networks For disseminating the project outcomes, the consortium has chosen to use the following social media networks: LinkedIn, Twitter, and YouTube. These channels help open discussion around the project topics, not only among a specialised audience but also involving the general public. The effectiveness of these dissemination means will be periodically evaluated to compare communication strategies and get a comprehensive picture of what is working and what is not. The three social media were chosen with different aims: D6.1 – Dissemination, Exploitation and Communication Plan 23 ● LinkedIn 4 , as a professional social network, attracts a group of interested professionals, stakeholders, policy makers and end-users that can exchange information and discuss about the project and its findings. The information shared via LinkedIn will be as informative as possible: thanks to the longer format that the platform allows, it will be possible to discuss certain topics more extensively and create discussions in the comments section. • Twitter 5 supports short and focused communication, so it will be used to promote news about the project (e.g., participation to events, deliverables released), relevant information and to interact with key actors for the project. ● YouTube 6 is a platform for publishing videos and enjoying them easily and for free. It will be used to publish HARTU’s project videos. As the three channels strongly differ from each other, they must be used in different ways. To ensure a successful communication, the project’s tone should adopt a friendly yet professional tone, even while sharing technical and scientific information. Using a clear and concise language to explain technical concepts and ideas, will make the message more agile to take in, considering the speed of social networks. Scientific content from the technical tasks of the project will be analysed and transformed into communicable content to be widely spread to the policy makers and relevant stakeholders and communities. In the following table, a list of the partners’ social media handles is provided: Table 4 - Partners social media handles Partners social media handles LinkedIn Twitter TEKNIKER (TEK) @Tekniker @TeknikerOficial DEUTSCHES FORSCHUNGSZENTRUM FUER KUENSTLICHE INTELLIGENZ GMBH (DFKI) @DFKI @DFKI ASOCIACIÓN DE INVESTIGACIÓN METALÚRGICA DEL NOROESTE (AIMEN) @AIMEN Centro Tecnológico @aimenct ENGINEERING INGEGNERIA INFORMATICA S.P.A. (ENG) @Engineering Ingegneria Informatica Spa @EngineeringSpa TOFAS TURK OTOMOBIL FABRIKASI ANONIM SIRKETI (TOFAS) @TOFAS NA PHILIPS CONSUMER LIFESTYLE BV (PCL) @Philips @Philips ULMA MANUTENCION S. COOP. (ULMA) @ULMA Handling Systems NA 4 HARTU’s LinkedIn page: https://www.linkedin.com/company/hartu-project/ 5 HARTU’s Twitter page: Twitter link: https://twitter.com/HARTU_project 6 HARTU’s YouTube page: https://www.youtube.com/channel/UCZRaIkULYephAant7vG0uJQ D6.1 – Dissemination, Exploitation and Communication Plan 24 DEEP BLUE (DBL) @Deep Blue @dblue_it FMI HTS DRACHTEN B.V. (FMI) NA TECNOALIMENTI S.C.p.A (TCA) @Tecnoalimenti s.c.p.a / POLITECNICO DI BARI (POLIBA) @Politecnico di Bari @PolibaOfficial OMNIGRASP (OMNI) @Omnigrasp @omnigrasp INDUSTRIAL TECHNOLOGY RESEARCH INSTITUTE INCORPORATED (ITRI) @Industrial Technology Research Institute @ITRI_Taiwan INFAR INDUSTRIAL Co., Ltd (INFAR) NA NA A list of the official project hashtag is presented in the table below. Hashtags are useful to link any kind of content published on HARTU’s pages to the appropriate topic. This feature is helpful to reach the right audience. Therefore, a social content will always be related by one of the following hashtags or a combination of them. Table 5 - List of official project hashtags Official project hashtags #AI #Efficiency #Flexibility #Grasping #Handling #HARTU #HorizonEurope #HumanRobotInteraction #Industry #Innovation #Manufacturing #RoboticManipulation 2.8. Newsletter At least once every six months, a project e-newsletter will be sent to partners, key stakeholders, specific audience, and all the contacts who have subscribed to the form on the website. The newsletter’s aim is to keep the audience interested and informed about activities and results, with insights, useful links, and interesting readings. For specific information, targeted newsletters can be sent only to certain clusters in the contact audience. D6.1 – Dissemination, Exploitation and Communication Plan 25 For the delivery and management of contacts - including their privacy in compliance with the GDPR regulation (EU 2016/679) - a MailerLite 7 account will be opened. MailerLite is a reliable and secure tool which guarantees transparent opt-in/opt-out choices to subscribers and supports a simple customisable design and effective delivery. In order to boost the number of subscribers, a link to a subscription form will be available on the project’s website homepage. Contacts will also be collected during webinars, events, and workshops, obviously under prior consent. 2.9. Press releases Press releases are official statements that are sent to targeted members of the traditional news media to announce newsworthy contents or results to be promoted. A press release is a short, compelling news story, whose goal is to catch the interest of a journalist or publication. At least three press releases will be shared during HARTU’s lifetime: the first at the beginning of the project, to announce the launch of the project gain visibility, and start collecting followers; the second at the mid-point of the project to update on HARTU’s status and present the first goals achieved; the last one at the end of the project, to summarize what HARTU accomplished, the new technologies developed, the future of AI in the manufacturing, etc. In May a general press release was produced and made available for all partners to utilise and customise according to their needs. This press release was designed to maximise visibility and reach a wider audience through various national media. Partners were encouraged to make use of this document to amplify their presence and increase their visibility within their respective markets. By sharing this press release through national media channels, HARTU aims to collectively enhance its visibility and generate greater exposure for all partners involved. 2.10. Events Different types of events will be held and organized to gather input and to report to the audience what HARTU is doing. Partners will also participate in live events, conferences, and fairs to understand what is new in the manufacturing sector, raise awareness on the project, and forge relationships and synergies. In fact, participating in or organizing events is crucial for this kind of projects, as it helps the project to grow and to understand the needs to be addressed. 2.10.1. Public events All consortium members are committed to attend European and international networking conferences and internal project events, in order to disseminate HARTU’s activities and results. The objective is to help raise awareness of the project among a specialised audience and enlarge the pool of stakeholders. 7 www.mailerlite.com D6.1 – Dissemination, Exploitation and Communication Plan 32 Figure 11 - Market Analysis roadmap After the development of preliminary state of the art and redefinition of the Key Exploitable Results (KERs) delivered by M6, an understanding of the serviceable market (Addressable and Obtainable shares) will be part of the activities that will be carried out as subsequent tasks, in order to instantiate a Market Analysis for the agreed subset of KER that could be closer to entering the market at the end of the project. Evaluating all the KERs, a Business Model Canvas will be defined with each partner, to give a deeper overview of the business model associated to the identified market segments. A template for the Market Analysis has been developed as a starting point to highlight the needed areas of the analysis to be executed by M18. Such document is thought of as a living document as it will need to be populated with the required information and updated during the project’s implementation, following the evolution of the technical activities carried out in HARTU moving towards the development and enhancement of the KERs. The Market Analysis will be revised in the last phase of the project, with specific focus on the maturity level of the proposed solutions and their value proposition, based on the analysis of the potential customers and competitors and on the costs and activities required to reach the commercialisation stage. The results will be implemented as part of the Business Case description. For the KERs expected to require further development after the project lifecycle, the necessary steps towards the market will be identified in the last phase of the project in order to finalise the Business Case and define the Exploitation Agreement amongst the Consortium Partners (including the IPR final approach to be put in place). 5.2. Preliminary draft of the Market Analysis’ structure The Market Analysis is a living part of the document, meaning that it will be revised through several iterations. At the early stage of the Market Analysis, it is important to address the exploitable elements of the solutions that will be analysed and incrementally completed during the project lifetime. The resulting exploitable items that will reach a higher maturity level will allow a better assessment of their market opportunities, positioning, and defining the advantages of HARTU’s D6.1 – Dissemination, Exploitation and Communication Plan 33 solutions compared to its competitors. In the following the different elements to be considered when carrying out the analysis between M6 and M18 are outlined and briefly described. 5.2.1 Key Exploitable Results (KERs) Reviewing the Key Exploitable Results (from the proposal) helps identifying the project solution that might be brought to market. In the initial phase of the exploitation plan (M1-M6) a revised version of the KER was drafted (see the table in sub-section 5.2). The KERs items will be iterated several times throughout the project. 5.2.2. SWOT Analysis (Strengths - Weaknesses, Opportunities - Threats) This method can be done on the overall solution or for each KER - it needs to be revised at the next iterations when the elements of the analysis provide more insights on the customer problem/need, on the market opportunities, and on the competitor product/services/solutions. 5.2.3. Customers The identified Customer Segment is the Manufacturing company’s segment. An analysis of the potential Customers for each KER of the project should be included here with the contribution of the industrial partners already addressing a share of the same market and having contacts with (or knowing) customers or prospects in the identified segment. 5.2.4. Market size and Trends Once the revision of the KERs is performed, for each of them (or for a cluster of those that are in the same market) the analysis should include a revision of the market size and of its expected growth (i.e. CAGR%) which can be conducted with the support of the industrial partners having already market data available or through an Internet research. 5.2.5. Potential Markets After the collection of initial data, this paragraph presents how the market is segmented, and which are the most promising market components in terms of potential customers. Typically, a description and a graphic representation will be included here. It also includes the size of reachable market, how many products and/or licenses we plan to sell to whom and at which price. A sales 5 years forecast would be added at a later stage. 5.2.6. Customer Perceptions of the KER As part of the Market Analysis, it would be interesting to plan, at a certain stage of development within the project timeline, a customers’ survey activity to verify that the KERs are: needed, which customer problem they help to solve or solve, if there are similar assets already used, what is the Value Proposition for each of them. 5.2.7. Product/s Distribution and Sales Describe, at a second stage, how do we intend to reach the market (plan some actions to reach it). D6.1 – Dissemination, Exploitation and Communication Plan 34 Types of sales include: How do we plan to reach the customers? 5.2.8. Competition Describe and list the identified competitors for each KER and/or for the HARTU solution. Competition categories: List the categories of competitors (e.g. large companies, small independent consultancy firms,…) Some key differences of our product include: list the main differences identified comparing the KER/Solution with the competitors’ one. 5.2.9. Competitive advantage and analysis Include a table comparing, on defined characteristics, the direct competitors with the project partners. Some of them are already known by the partners. It would be important not to be generic but to compare on the identified properties the HARTU KER/Solution to similar solutions already on the market, if any. 5.2.10. Market opportunities What are the leading factors driving the demand (also based on the evaluation of the customer perception and on the trends in the market) and how the partners can exploit them. 5.2.11. Market Risks and Challenges List the identified risks and challenges (related to for example: competition, economic changes, industry/customers needs changes) highlighting the related mitigations/actions 5.3 Updated Key Exploitable Results (KERs) Each partner reviewed the Initial Key Exploitable Results from the proposal. This task helped us in better identifying the project’s solutions that might be brought to market in the future. The following table provides the description of the KERs as well as a preliminary description of how the partners envision, at the present stage, the Intellectual Property Rights identified to exploit the different items. The table will be kept as a living artefact, revised several times throughout the advancements of the project. Each KER’s item in the table was preliminary described by the partners as well as how they envision the associated Intellectual Property Rights. The TRL indicated in the table indicates the TRL that each item is supposed to reach by the end of the project to be exploited. The initial TRL of each KER item is mainly 4. D6.1 – Dissemination, Exploitation and Communication Plan 35 Table 11 - Updated list of HARTU's KERs Key Exploitable Result Description of the KER items Main partners T R L IPR Description of the IPR Market/Target group R1: Tool to generate a dataset of labelled virtual scenes of workpieces It takes as input the CAD model of a workpiece and generates virtual scenes of similar randomly arranged labelled objects, applying customer-defined domain randomization TEK 6 Open Access/ License (TBD) It will be analysed the IPR mechanism to apply, i.e. a permissive license (e.g., BSD-3) or a more restrictive commercial licensing. System integrators and Deep Learning application developers R2: Dataset of labelled objects The datasets generated with R1 and other tools TEK 8 Open Access The dataset will be made open access via a relevant data repository, e.g., Zenodo. System integrators and Deep Learning application developers D6.1 – Dissemination, Exploitation and Communication Plan 36 R3: Object segmentation module DL model trained with the dataset of objects (R2). Image or 3D point cloud data set generated during the perception technology development. TEK, AIMEN 6 Open Access Permissive license (e.g., BSD-3) and shared via github.com to maximize its impact in the robotics community. System integrators and Deep Learning application developers R4: Grasp planner and execution pipeline A software module that takes as input the CAD of a workpiece and a real scene with multiple instances of it and proposes the best candidate grasping point. TEK 6 License Initially, it will be included as an option of the SMART PICIKING software that TEK commercialises Automation industry R5: HARTUAPP-BUILDER, visual tool for application creation Graphical tool to create an executable workflow for implementing a robotic manipulation application TEK, ENG 6 Open Access Permissive license (e.g., BSD-3) and shared via github.com to maximize its impact in the robotics community. Automation, research groups in robotics D6.1 – Dissemination, Exploitation and Communication Plan 37 R6: Robotic System/Cell for assembly Robotic cell controller assembly task ITRI 6 Agreeme nt Organizations interested in this Robot Cell Controller shall discuss the licensing details and terms with ITRI. Robotic and automation system integrators for manufacturing companies with assembly processes R7: Electroactive fingertips Electroactive skins for robotic grippers with embedded sensors and electro-active fingertips that offer multiple functionalities, including electrically tuneable friction and adhesion. These robotic skins will be applied on robotic grippers to enhance their grasping abilities, for example enabling the grasping of delicate objects, or of objects that are currently difficult to grasp because flexible and thin. POLIBA, OMNI 6 License The technology will be made available to HARTU. We will utilize an IPR mechanism to determine the applicable licensing approach, which could range from a permissive license to a more restrictive commercial license. Automation industry R8: Dataset of grasping Software that produces a successful grasping posture for OMNI 6 Agreeme nt Organizations interested in these software controllers shall discuss Automation industry D6.1 – Dissemination, Exploitation and Communication Plan 38 control strategies a set of objects connected with the project use-cases. the licensing details and terms with OMNI. R9: Adaptive Platform for Robotics Orchestration (APRO) A novel RA through which to ensure compliance with standards, foster OSS adoption and guide the integration of handling application components, simulation and perception capabilities, as well as of legacy systems and shopfloor devices. ENG, AIMEN, TEK, DFKI, ITRI 6 Open Access Once the APRO platform features and building blocks are defined, the developing partners will discuss to reach an agreement on the most suitable OSS licensing framework. System integrators and application builders D6.1 – Dissemination, Exploitation and Communication Plan 39 R10: Learningfromdemonstration framework for contact interaction tasks Software framework for learning assembly skills from demonstrations. Fort research purposes the goal is to push forward the topic of learning contact-rich robotic manipulation tasks. Regarding industrial automation, the framework may increase flexibility of assembly lines, and reduce time for reconfiguration. DFKI 6 Open Access The framework is offered as open-source software with permissive license (e.g., BSD-3) and will be shared via github.com to maximize its impact in the robotics community and benefit from the contributions of others. The visibility of the software will be increased through scientific publications, e.g., at relevant robotics conferences. In the long run, it can serve as a basis for further research in later projects and be used by companies in industrial manufacturing. In the latter case, DFKI could offer system integration and application setup as a service. Scientific Community, System integrators for industrial automation D6.1 – Dissemination, Exploitation and Communication Plan 40 R11: Contact wrench classifier Software for classification of contact forces, which can distinguish “normal” from “undesired” situations during assembly. DFKI, ITRI 6 Open Access The framework is offered as open-source software with permissive license (e.g., BSD-3) and will be shared via github.com to maximize its impact in the robotics community and benefit from the contributions of others. The visibility of the software will be increased through scientific publications, e.g., at relevant robotics conferences. It may serve as basis for further research in future publicly funded projects. Scientific Community D6.1 – Dissemination, Exploitation and Communication Plan 41 R12: Assembly dataset Dataset containing robotic sensor data recorded during various assembly operations, both in laboratory and in industrial environments. Such data sets are an important means for reproducing research and can be used by others to foster scientific knowledge gain. Also, system integrators might take the data into account when setting up industrial assembly applications. DFKI, ITRI 6 Open Access The dataset will be made open access via a relevant data repository, e.g., Zenodo. It will be accompanied with a scientific publication. Scientific Community, System Integrators R13: Demonstrator s in 5 manufacturing and logistic scenarios ULMA: In the logistic sector, there will be available a new product to offer for multireference order picking. TCA: The technology will be demonstrated in industrial environment. In the agrifood sector, the demonstrator of automated robot capable of intelligent handling of a variety of different products with high vision and precision in terms of shape and size ALL 6 Open Access Industrial manufacturing or distribution companies D6.1 – Dissemination, Exploitation and Communication Plan 48 ● Collaboration with standardization bodies working on benchmarking mechanisms for handling tasks 6.2. Stakeholders’ engagement actions 6.2.1. Ongoing projects in the same topic From the very beginning of the project, HARTU has promoted the collaboration with the 3 sister projects that are running under the topic HORIZON-CL4-2022-TWIN-TRANSITION-01-04. To achieve this objective, we have been supported by the Project Officer Giovanni Emma, who has put the four project coordinators in contact with each other. The other three projects funded in the topic are: ● SMARTHANDLE. Resilient manufacturing lines based on smart handling systems. Coordinator: Arantxa Renteria (TECNALIA) ● MASTERLY. Nimble Artificial Intelligence driven robotic solutions for efficient and selfdetermined handling and assembly operations. Coordinator: Dimosthenis Dimosthenopoulos (LMS) ● AGILEHAND. Smart grading, handling, and packaging solutions for soft and deformable products in agile and reconfigurable lines. Coordinator: Filippo E. Ciarapica (UNIVERSITA’ POLITECNICA DELLE MARCHE – UPM) As a first step, an audio conference was held on 6th February, in which the four projects presented an overview and some initial collaboration activities were proposed: ● Dissemination activities: o The four projects were invited and participated in the “10th WORKSHOP ON HYBRID PRODUCTION SYSTEMS” in the context of the European Robotics Forum 8 held in Odense on 15th March 2023. The workshop was chaired by LMS o Include cross-references on the websites of the four projects o Reposting of social media posts o Possible collaboration in the organization of future workshops o Possible common white paper at the end of the projects ● Technical collaboration: o Benchmarking opportunities: to define common procedures or experimentation setups for some of the common problems we are addressing o Share datasets o To create a common ‘taxonomy’ to characterize and define the parts, in terms of handling o To exchange technical information in several topics o To collaborate on SSH related aspects, such as: 8 https://erf2023.sdu.dk/program/ D6.1 – Dissemination, Exploitation and Communication Plan 49 ▪ Surveys/questionnaires: to share some common questions, in order to obtain statistically more relevant results (broader spectrum of end-users) ▪ Operator skills. HARTU and SMARTHANDLE will address the operators’ skills. The leading partners can exchange information/experiences. ▪ Ask system integrators to share their vision (in HARTU and SMARTHANDLE the partners playing this role are both from the Netherlands, which can facilitate the communication) o Standardization efforts. Try to identify common interests in those projects that have planned activities related to standardization, e.g., HARTU would like to contribute to groups working in benchmarking. o International cooperation. As there are partners from Taiwan (HARTU), Japan (AGILEHAND) and South Korea (MASTERLY), as well as one participant that belongs to a Japanese company (SMARTHANDLE), it will be asked them to identify mechanisms for collaboration at the Asian level o To exchange information on similar type of applications: Logistics, Assembly, Machine Tending, etc. ● Others: o External Advisory Boards. If the figure of EAB is included in several projects, try to include some common people that can have a common vision of what is being done in the projects to facilitate the identification of possible collaboration. The group has planned to meet regularly, every 6 months to exchange experiences and decide further actions. Further collaborative activities will be explored with other ongoing projects involving members of the HARTU Consortium, such as MERGING (AIMEN) and APRIL (DFKI) on flexible materials handling. 6.1.2. DIHs and National initiatives Partners of HARTU are members of several Digital Innovation Hubs, initiatives and associations. Through this participation, collaboration in co-organising events, workshops, open days, etc. will be explored. Some of these initiatives and the partners involved (between brackets), are the following: ● DIH2 (TEK), TRINITY, BDIH (TEK), euRobotics (TEK, AIMEN and DFKI), Cyprus Digital Innovation Hub and DIH Agrifood Croatia (TCA is in contact and both work on robotics); DIH4INDUSTRY (ENG), Digital Innovation Hub Noord-Nederland (PCL and FMI) ● Data Space Business Alliance (ENG is core partner in all the four founding Associations), Digital Factory Alliance (ENG is among the founding member) ● 5R, Spanish Network of excellence in robotics technologies in manufacturing (TEK and AIMEN), HISPAROB: Spanish robotic platform (TEK), AER: Spanish association of Automation and Robotics (TEK) ● Taiwan Automation Intelligence and Robotics Association (TAIROA) D6.1 – Dissemination, Exploitation and Communication Plan 50 6.1.3. Advisory board The advisory board will be setup before M12. The composition of the advisory board will be decided among the experts proposed by the consortium. A tentative composition could be: ● Robot manufacturer: o Any representative of the most relevant robotic companies: KUKA, ABB, STAUBLI, UR, COMAU, etc. ● Industrial Gripper builder: o Any of the big players: Schunk, OnRobot, SMC, etc. o A custom gripper builder: Canonical Robots, SVERITAL, etc. ● Relevant scientist in the field of robot handling: o Initially, Prof. Dario Floreano will be invited. If his collaboration is not possible, other alternatives will be explored. ● A representative of an Industrial association: o Food sector o Manufacturing (EFFRA, MANUKET, etc.) o Logistic sector ● Elena Messina from NIST 6.1.4. Standardization The most relevant standardisation activities related to HARTU's objectives will be identified and analysed. Initially in the field of benchmarking of handling operations: ● The National Institute of Standards and Technology (USA) is developing an assessment framework for robot systems within manufacturing assembly) ● ISO/TC 299 Technical committee on Robotics, which includes two working groups “ISO/TC 299/WG 8 Validation methods for collaborative applications” and “ISO/TC 299/WG 4 Service robot performance” After these first activities, how to contribute to the next steps will be explored. D6.1 – Dissemination, Exploitation and Communication Plan 51 Bibliography Acumen Research and Consulting. (2022, July). Artificial Intelligence in Manufacturing Market Analysis. Retrieved June 22, 2023, from https://www.acumenresearchandconsulting.com/artificialintelligence-in-manufacturing-market Borboni, A., Reddy, K. V. V., Elamvazuthi, I., AL-Quraishi, M. S., Natarajan, E., & Azhar Ali, S. S. (2023). 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