DIGITALEUROPE
DIGITALEUROPEDIGITALEUROPEOur Call to Actiontowards 2025
02A S T R O N G E R D I G I TA L E U R O P E
A S T R O N G E R D I G I TA L E U R O P ETABLE OFCONTENTSA stronger DIGITAL EUROPE06Success indicators for 2025161. A n inclusive and social Europe that promotesparticipation and builds trust20Enhance digital development to drive socialinclusion20Create the jobs and skills of the future22Provide a digital environment thatenhances trust, privacy and security2. A n innovative and sustainable Europe thatbrings benefits to the society at large andinvests in future generations2530Build a framework for a sustainable Europethat leverages the potential of digitaltechnologies30Boost digital infrastructure to enhanceconnectivity34Enhance innovation and the adoptionof emerging technologies (AI, IoT, etc.)35Accelerate the digital transformation forthe manufacturing sector373. A strong and united Europe that reflectsEuropean values and thrives globally in anopen economy40Build a strong European Union bystrengthening the Single Market withoutregulatory fragmentation40Promote digital leadership in public sectorservices across the EU44Push for fair global competition and boostEuropean competitiveness4703
04A S T R O N G E R D I G I TA L E U R O P EFOREWORDWe need the European Union (EU)more than ever! The new Europeanpolitical leadership taking officethis year stands in front of a greatopportunity to reaffirm theircommitment to the European projectand to bring Europe to the forefront ofthe emerging global digital era.Europe is a large powerful continentbuilt on democratic values. The EU andthe freedoms of its Single Market haveguaranteed peace, prosperity, andstability for more than 60 years.The last 10 years have broughtprofound changes to the globalgeopolitical situation, including inthe areas of security, sustainability,value creation, and trade. Europewill flourish in the global digitalisedeconomy only if it remains united andcapitalises on the size of its commonmarket. Europe needs to understandthat there are two types of countriesin Europe: countries that have realisedthey are small and others that havenot. That’s why companies need asingle unfragmented European Marketto scale.There is an urgent need for politicalleadership breaking down nationalsilos and sustaining European valuesand prosperity in a global digitalisedeconomy.Value creation in the digital age isborderless and global, and companiesneed scale to compete. Looking back atthe developments of the last 10 years,primarily the companies that were globaland digitised managed to adapt, grow,and prosper.Let us look at the basics of apeople-centric democracy. We need tobuild an inclusive society, where peopleare empowered by and benefit from itsadvancements.It is time to embrace the changes ofdigitalisation and globalisation with aclear vision and responsible leadership.Leaders lose when falling into the trapof being defensive and defining whatthey do not want instead of what theydo want. As leaders in politics as well asin business, we need to ask ourselves:“What do we want and how do we getthere?”Our aim is to drive a more ambitious andharmonised European market integrationfor companies to grow and create valuein a global digitalised economy.Companies can drive more sustainablegrowth through the use of digitaltechnologies. Sectors such astransportation, manufacturing, publicservices, and healthcare will be totallytransformed for the better.
A S T R O N G E R D I G I TA L E U R O P EDigital has broken down old sectoral silosand new ecosystems of cross-sectoralcollaboration are driving innovation andvalue creation. As a result, digital policyimpacts all sectors.Europe is often described as a globalchampion of regulation, and it is truethat together we often managed topositively drive global change. But wemust examine ways to make rules moreeffective and outcome-oriented.Technology alone is merely a tool – it isup to our society to make sound use of it.We need to think about how to nurtureEuropean values, solidarity, cohesion,and prosperity to leverage the greatEuropean project into the digital age.As decision-makers from the industryand politics we have a pervasive impacton people’s lives. It is our commonresponsibility, together with otherstakeholders, such as unions to “levelup” the European society, so citizens andthe market are ready for a sustainable,prosperous, and STRONGER DIGITALEUROPE. This is DIGITALEUROPE’s call toaction.Markus BorchertNOKIA - DIGITALEUROPE PresidentCecilia Bonefeld-DahlDIGITALEUROPE Director-GeneralTogether we will strive for aEurope where digital technologies,innovation, and artificial intelligence(AI) can provide Europe’s peoplewith competitive jobs, better health,and better public services. A strongunfragmented DIGITAL EUROPE thattakes leadership in creating digitalInclusion, green growth, innovation,trust, agile mission-based policymaking that drives prosperity andcreates benefits for the Europeansociety and leads globally in an openeconomy.05
06A S T R O N G E R D I G I TA L E U R O P EA StrongerDIGITAL EUROPEEurope can lead, but weneed to do so based onthings that we excel at andthe values we believe in.However, we also need to face the factthat we still have a fragmented andhighly regulated European market. Inan era where consolidation and globalscale are key to growth and competitiveness, we must be careful that we donot end up with a Europe where onlycorporate giants can afford to grow dueto a fragmented European market. Wemust also enhance fair opportunities forEuropean champions to emerge in aglobal competitive environment wherescale is key to success.Therefore, DIGITALEUROPE believes thatthe next Digital Single Market programmeshould be linked to clear mission-basedpolicies setting ambitious goals.Our DIGITAL EUROPE Vision 2025 is:A Europe where digital technologies,innovation, and artificial intelligencecan provide Europe’s people withcompetitive jobs, better health, andbetter public services.A strong unfragmented DIGITAL EUROPEthat takes leadership in creating digitalInclusion, Green growth, Innovation,Trust, Agile mission-based policy makingthat drives prosperity and createsbenefits for the European society andleads globally in an open economy.For a sustainable, prosperous andstronger DIGITAL EUROPE, we believethat there are 7 key areas of impact thatshould be addressed by all decisionmakers from the industry as well asgovernment leaders, and public sectorinstitutions:
A S T R O N G E R D I G I TA L E U R O P EDIGITALThe future of Europe is DIGITAL.07
08A S T R O N G E R D I G I TA L E U R O P EDigital Single MarketAs the European motto says, “we arestronger together”. This is true more thanever; Europe needs cohesion and weneed to consolidate the Single Market tomake it fit for the 21st century, and to becompetitive in a global digital era. TheEU Digital Single Market strategy shouldbe recognised for prioritising digital asthe core of EU’s actions. In the next fiveyears, more efforts are needed to deliveropportunities in a harmonised Europeanmarket.DIGITALEUROPE believes it is time tostrike a balance between risks andopportunities. Unfortunately, thedebate around digital policy-makinghas primarily focused on “protection,”“risk”, and “disruption. It is time to takean innovative, mission-based approachand to focus on the benefits we wish toachieve for the citizens of Europe.By 2025, Europe should be home to 25% of the world's unicorns% of total 2017CB Insights, The complete list of Unicorn Companies, 20182018We would like to see the Digital SingleMarket relaunched with mission-basedpolicy making and with the goal toachieve a strong competitive digitaleco-system of innovative companiesfulfilling the DIGITAL EUROPE Vision 2025,and a fully harmonised Digital SingleMarket.Currently Europe has only 11% of globalbusiness unicorns – and 6% of these arebased in the UK1. We need to rapidlyimplement a truly harmonised DigitalSingle European market if we are tokeep up with global competition allowingbusiness to grow in a homogenoushome market and Europe to createand maintain a fair share of Europeanunicorns and champions.Digital knows no borders, anddigitalised enterprises, whether theyinclude a physical product or not, areby nature global. European Small andMedium-Sized Enterprises (SMEs) are toa high extent linked to the internationalmarket either as sub-suppliers to thebig players, or with direct market accessthrough global platforms and supplychains.It is essential to cultivate harmonisedpolicies in the EU and strive for globalharmonisation of rules. This preventstrade barriers and simplifies compliance,especially for start-ups. Let’s boostgrowth and competitiveness.
A S T R O N G E R D I G I TA L E U R O P E09InclusionAre Europeans empowered in thedigital age? Our DIGITAL EUROPEVision 2025 aims to empower Europeancitizens through digital competencyand knowledge. We believe that only byenabling society’s digital understandingand competence can we divert fearof technological developments intocreativity. Our citizens must be notonly users, but creators of innovativetechnological design.There are challenges ahead: upskillingthe manufacturing sector – 52% of thecurrent European workforce needsretraining before 20222.We need to urgently address thedigital skills shortage to drive growthand secure prosperity for futuregenerations, but also to make surethat people are empowered to voicetheir demands and to articulatequestions to their political leaders.The question is not “what about joblosses?”. The question is “do we haveenough skilled Europeans that areready to fill all these new digital jobs?”.While long-range studies vary in theirpredictions, virtually all of them outlinea net positive outlook for jobs; from 1,8new jobs per job disrupted3 all the wayto 3,74 . Let us make sure that the youngEuropeans are ready for those jobsand that we make an extensive effort toreskill the current workforce.This enormous job potential means thatwe will have to reform the educationalsystem and the way we reskill people.All educational institutions shouldinclude key digital skills and integratecomputational thinking in theircurricula.World Economic Forum, The Future of Jobs Report, 2018Agoria, Be the Change – Shaping the Future of Work, 20182,34Young people should also have soundknowledge of privacy rules and cyberprotection methods.Higher education should includetechnology innovation in everydiscipline.% of workers in need of reskilling52%Need reskilling47%No reskillingneededLess than 1 month1 to 3 month3 to 6 month6 to 12 monthover 1 yearno reskilling neededDigital should enhance a non-biasedsociety, and technologies like ArtificialIntelligence give us the chance to fightinequality by advanced transparentdata analysis. Inclusion must be therule not the exception, and digitalservices and products should promoteinclusion. Efforts such as the EuropeanAccessibility Act (aimed at improvingthe access to goods and services inthe lives of disabled or elderly people)and the Digital4Her declaration (whichpromises to get more women into thetechnology sector) are a good start, butmore is needed.
10A S T R O N G E R D I G I TA L E U R O P EPeople have the right to participate inthe digital society and to have accessto digital services. We need to considerinfrastructure and safe digital access asa basic right. A grounded and pervasivedigital infrastructure will allow everyone,regardless of location, to reap thebenefits of the digital age. We believethat by 2025, every European householdshould have access to 4G5.Today, one household in ten in ruralareas still does not have this basicconnectivity right. Would citizensaccept a Europe without highways?No, and neither should they accepta Europe without an advanced andsecure digital infrastructure as thebase of all digital access and services.Green growthWith population growth and increasedprosperity, demands for resources andmaterials, energy, food, and water havebeen rising. This does not only have animpact on our environment, it also presentschallenges to the finite amount of naturalresources, and therefore Europe’s abilityto grow sustainably and compete globally.To transform the European economy andgenerate new and sustainable competitiveadvantages for Europe, the EuropeanUnion started a transition process to movetowards a low-carbon, more resourceefficient and circular economy.This transition is not only an opportunityfor businesses and citizens, it is alsoa necessity from an environmental,economic, and social perspective. It willcontribute to moving towards a moreproductive, higher added value andsustainable economy, and not least thereis the potential to create new, green jobsfor instance within the recycling industry.We believe there are opportunities forthe EU to further encourage the transitionto a circular economy by creating a trulycircular single market, where materialscan flow freely, and which boostsrefurbishment, repair, reuse and recycling.Digital technologies have an enormousenabling potential. Concerning mobility,they enable driverless and connectedcars as well as ride-sharing services thatcontribute to reducing emissions fromtransport; in the energy sector, digitaltechnologies improve the efficiency ofdistribution grids and utility operations.To truly grasp the benefits of thistransition, Europe should continue tobuild a framework for a sustainable,low-carbon, and resource-efficientEurope that is fit for the fast-movinginnovations in our sector and leveragesthe true potential of digital technologies askey enablers for green growth.5Eurostat, Rural 4G mobile broadband coverage, 2017
A S T R O N G E R D I G I TA L E U R O P EInnovationIn order to position Europe as a globalleader, access to capital and strategicinvestments in innovation is crucial. In2016, private investment in AI in the EUwas between 2,7-3,6 billion, in China itwas 7-11 billion, and the US was leadingwith 14-21 billion – more than 5 timesthat of Europe’s.6We therefore welcome the EuropeanCommission’s proposal for the “DigitalEurope Investment Programme”. Thisprogramme will drive a long-neededacceleration of digitalisation in theEuropean society. The Digital Europeprogramme is a great cross-sectoralinitiative from the Commission with thetarget of adopting technology across allsectors. However, the current funding ismerely a drop in the ocean. It costs 9,2billion to digitalise all sectors in Europeand to invest in digital infrastructureand reskilling – the biggest challenge togrowth – is much too low. It is evidentcompared to the support and subsidiesgranted to declining sectors. We need toinvest in the future, not the past.Europe can only lead through investingin the European technology adoptionand the creation of innovativeeco-systems enhancing innovation incrucial technologies like AI, Internet ofThings (IoT), 5G. We urge MembersStates to collaborate and prioritisethis and allocate a significantlyhigher budget for the Digital Europeprogramme. 5G, IoT and Cloud areturning-point technologies that coulddeliver socio-economic benefits worthmore than 110 billion and create 2,3million new jobs in Europe. 7Europe needs a dedicated “unicornstrategy” to raise the share of unicornsabove the 11% witnessed in 2018 8 .In Nordic countries, arguably moresuccessful than most, two thirds ofunicorns leave Europe in the first twogrowth phases.Private investements in AINorthAmericaAsia 14 - 21 bn 7 - 11 bn5,5 x moreEurope 2,7 - 3,6 bnEurope needs a clear vision,leadership, and capital to ensure thatnext decade’s world-leading unicornscome from Europe and are given theright incentives to stay. Public-privatepartnerships are just one aspectthat should be fully explored.We believe that by 2025, Europeshould have a minimum 25% of theworld’s unicorns and world-leadingdigital cross-sectoral eco-systemsdriving growth in key areas, suchas manufacturing, healthcare,transportation, and public services.McKinsey, Artificial intelligence: The next digital frontier?, 2016 uropean Commission, Identification and quantification of key socio-economic data to support strategic planning for the introductionEof 5G in Europe, 20168CB Insights, The complete list of Unicorn Companies, 20186711
12A S T R O N G E R D I G I TA L E U R O P ETrustTrust is fundamentally important asit is the glue that holds relationshipstogether and is the basic prerequisitefor a well-functioning and participatorydemocracy.Europe has been built on trust. It is crucialto avoid erosion, and leaders shouldtherefore take responsibility and takeactions to build trust.In the digital age, trust is closely linkedto cybersecurity. Europe must act as onein the area of cybersecurity to ensurethere are no weak links in the chain.Efforts by governments and the industryto strengthen cybersecurity are crucialto maintain and build European citizens’trust. As data does not stop at borders,we need to collaborate also at a globallevel.The digital age brings numerousopportunities to boost trust by providingmore transparency and easier accessto information and platforms. Buildingtrust means that Europe must continueto defend citizens’ accessibility, privacy,cybersecurity, consumer rights,education, and workplace development.DIGITALEUROPE acknowledges that we,as decision-makers from the industry,have a pervasive impact on people’slives. We also believe that, together withthe policy-makers from the EU institutionsand national governments, it is ourcommon responsibility to enhance trustand cement cohesion for the benefit of allEuropeans.
A S T R O N G E R D I G I TA L E U R O P EAgile & mission-basedpolicyIn the coming decades, societieswill have to find solutions for globalmegatrends, such as population ageingin advanced economies, urbanisation,and sustainability.Digitalisation and globalisation havechanged the society and the competitiveenvironment at a speed we have neverexperienced before. Long policy makingprocesses driven only by institutions areout-dated and not fit for the real world.Europe has a long tradition on multistakeholder dialogue, and we shouldtake this to the next level.Agile and mission-based policies canprovide solutions and approaches toaddress societal challenges. At the sametime, they will promote innovation andinclusive growth. A STRONGER DIGITALEUROPE should build on the followingmissions: An inclusive and social DIGITALEUROPE that promotes participationand builds trust An innovative and sustainable DIGITALEUROPE that brings benefits to thesociety at large and invests in futuregenerations A strong and competitive DIGITALEUROPE that reflects Europeanvalues and thrives globally in an openeconomyEurope is often described as a championfor regulation. But how can we renewour way of devising policies? Rather thancreating new legislation by default, weshould think about innovative ways ofregulating. We should be scaling downoutdated rules that inhibit innovationand think about providing guidanceto achieve the desired objectives. Let’sconsider regulatory sandboxes toexperiment in a controlled environment,under regulatory supervision. Let’sbring policy and innovation into reallife and renew our methods based onour traditions, and build an innovative,competitive, and stronger Europe.13
14A S T R O N G E R D I G I TA L E U R O P ELeadershipEurope needs global leadership. Insteadof focusing on what they don’t want,leaders need to articulate what they dowant, and how to get there. In Europe, weshare common values, but we also needa common vision and common goalsacross borders – as a leader, once youbecome defensive, you have lost.Innovative leadership recognises thatcompetition is global and that scalematters. We need clear incentives toencourage European companies to lookpast their own borders and compete ina harmonised European Digital SingleMarket and beyond.Competition is h
policies setting ambitious goals. Our DIGITAL EUROPE Vision 2025 is: A Europe where digital technologies, innovation, and artificial intelligence can provide Europe’s people with competitive jobs, better health, and better public services. A strong unfragmented DIGITAL EUROPE that takes leadership in creating digital
Key Industry proposals on ErP Lot 9 draft regulation on enterprise servers and storage Brussels, 17 March 2016 DIGITALEUROPE, the European voice of the digital technology industry, fully supports the European Commission’s intentions to enhance the energy saving
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University of Calicut B. Tech.-Co4 mputer Science & Engg. University examination pattern Q I - 8 short type questions of 5 marks each, 2 from each module Q II - 2 questions of 15marks each from module I with choice to answer any one
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Chemical Sector Profile The U.S. Chemical Sector converts raw materials into more than 70,000 diverse products . essential to modern . life and distributes those products to . more than 750,000 end users throughout the Nation. Several hundred thousand U.S. chemical facilities—ranging from petrochemical manufacturers to chemical distributors—use, manufacture, store, transport, or deliver .
