Tekniker | Annual Report 2017

ANNUAL REPORT

INDEX

02 REPORT BY THE GENERAL MANAGEMENT

01 MESSAGE FROM THE CHAIR

03 MARKET MANAGEMENT

04 TECHNOLOGY MANAGEMENT

05 THE VOICE OF OUR CUSTOMERS AND COLLABORATORS

06 REVENUES AND BOOK BALANCE

07 COLLABORATING ORGANISATIONS & GOVERNING BOARD

08 IK4 RESEARCH ALLIANCE

INDEX

01

03

3

9

MESSAGE FROM THE CHAIR

02

REPORT BY THE GENERAL MANAGEMENT

6

MARKET MANAGEMENT

04

TECHNOLOGY MANAGEMENT

12

05

THE VOICE OF OUR CUSTOMERS AND COLLABORATORS

16

05.1 BUREAU VERITAS

17

05.2 PLADOMIN

18

05.3 TSK

19

05.4

ULMA HANDLING SYSTEMS

20

06

08

21

26

REVENUES AND BOOK BALANCE

07

COLLABORATING ORGANISATIONS & GOVERNING BOARD

23

07.1 COLLABORATING ORGANISATIONS AS OF THE DATE OF PUBLICATION OF THIS REPORT

24

07.2 GOVERNING BOARD AS OF THE DATE OF PUBLICATION OF THIS REPORT

25

IK4 RESEARCH ALLIANCE

08.1 MESSAGE FROM THE CHAIR 27

08.2

MESSAGE FROM THE GENERAL MANAGEMENT

28

08.3 FIGURES 2017 29

INDEX

01 MESSAGE FROM THE CHAIR

02 REPORT BY THE GENERAL MANAGEMENT

03 MARKET MANAGEMENT

01 Message from the Chair

04 TECHNOLOGY MANAGEMENT

05 THE VOICE OF OUR CUSTOMERS AND COLLABORATORS

06 REVENUES AND BOOK BALANCE

07 COLLABORATING ORGANISATIONS & GOVERNING BOARD

08 IK4 RESEARCH ALLIANCE

INDEX

01 MESSAGE FROM THE CHAIR

01 MESSAGE FROM THE CHAIR

02 REPORT BY THE GENERAL MANAGEMENT

03 MARKET MANAGEMENT

04 TECHNOLOGY MANAGEMENT

05 THE VOICE OF OUR CUSTOMERS AND COLLABORATORS

06 REVENUES AND BOOK BALANCE

07 COLLABORATING ORGANISATIONS & GOVERNING BOARD

08 IK4 RESEARCH ALLIANCE

Jesús María Iriondo Arrizabalaga Chairman of Fundación TEKNIKER The fact that the world is becoming increasingly technical is no longer a subject for debate as the evidence is overwhelming. Consequently, we must constantly monitor and review our technological strategy so it can be adapted to all the changes that are taking place more and more frequently in the market. Our approach with regard to developing strategic models is based on two main pathways: firstly, on the current demand for products/services and, secondly, on analysing future needs and trends using in-house and collaborative models as a reference.

Both pathways can be covered in parallel. In the first instance, we are dealing with the priority and duty of being agile and swift with regard to how we support companies to develop new products and service, make technological transfers and industrialise products.

Secondly, we must achieve excellence when analysing technological foresight, identifying key points defining market trends and being firmly committed to long-term R&D&I actions.

It would be possible to interpret the first pathway based on Specialisation Models currently in circulation in Europe and on Technological Development capabilities demanded by companies. The second one requires a major investment effort to carry out long-term R&D activities, involving both the business sector and academics in order to train research and institutional staff and provide enough stability with regard to long-term investments.

Consequently, we believe that the technological mainstreaming of robotics, sensors, laser manufacturing, surface engineering and advanced manufacturing is our key strategic factor as it provides us with technological stability and, to a large extent, can be reoriented towards different markets based on mutations resulting from globalisation, political contexts, monetary flows and technological trends. This mainstreaming is conceptualised by complying with a road map thanks to which 50% of the centre’s revenues come from Technological Transfers and 50% from activities connected to developing knowledge.

Being aware of the fact that companies must develop multitechnological products, IK4-TEKNIKER is their ally to explore: technological surveillance, product development, training, means of development, etc. As the collaborative framework established in the plan designed for Collaborating Entities is an excellent tool to achieve this goal, I would like to invite companies to get to know it better.

We believe that the technological mainstreaming of robotics, sensors, laser manufacturing, surface engineering and advanced manufacturing is our key strategic factor.

INDEX

01 MESSAGE FROM THE CHAIR

02 REPORT BY THE GENERAL MANAGEMENT

03 MARKET MANAGEMENT

04 TECHNOLOGY MANAGEMENT

But we are also thinking about tomorrow by carrying out advanced research activities covering future scientific-technological areas, by training researchers and providing them with the necessary resources to collaborate efficiently in the industrial future of this country.

But in addition to IK4-TEKNIKER activities, it will be equally important to build collaborative models addressing technological surveillance and synergistic relationships geared towards enhancing the competitiveness and degree of technological development of local companies. This explains our total commitment towards the IK4 Alliance, as a founding member that has collaborated in its construction. The IK4 model is the end result of years of collaborative work and a significant asset in terms of complementarity, managing information flows, etc., that allows all the alliance members to make coherent decisions and benefit from synergies producing positive impacts with regard how the Basque Network of Science, Technology and Innovation must be managed.

In 2017, the year when the 2017-2020 strategic plan began, significant progress was made by IK4-TEKNIKER with regard to strengthening its technological offer and intensifying collaborative actions with other companies. Our track record in Europe is excellent, characterised by extensive participation and leadership in terms of relevant projects.

05 THE VOICE OF OUR CUSTOMERS AND COLLABORATORS

06 REVENUES AND BOOK BALANCE

07 COLLABORATING ORGANISATIONS & GOVERNING BOARD

08 IK4 RESEARCH ALLIANCE

Year on year, IK4-TEKNIKER is proved to be an outstanding asset in the scientific-technological universe at the service of industry and society. Consequently, it recognised by many companies and I would like to thank for having trusted us. I would also like to extend my gratitude to the members of the Board of Trustees for their commitment and dedication. Many thanks to the IK4-TEKNIKER staff for their firm commitment as regards developing our centre even more. And, finally, my gratitude to the institutions that have supported us, an absolute must for the centre’s future.

I would like to invite companies to come and get to know the collaborative framework established within the Plan of Collaborating Entities.

INDEX

01 MESSAGE FROM THE CHAIR

02 REPORT BY THE GENERAL MANAGEMENT

03 MARKET MANAGEMENT

04 TECHNOLOGY MANAGEMENT

05 THE VOICE OF OUR CUSTOMERS AND COLLABORATORS

02 Report by the General Management

06 REVENUES AND BOOK BALANCE

07 COLLABORATING ORGANISATIONS & GOVERNING BOARD

08 IK4 RESEARCH ALLIANCE

INDEX

01 MESSAGE FROM THE CHAIR

02 REPORT BY THE GENERAL MANAGEMENT

02 REPORT BY THE GENERAL MANAGEMENT

03 MARKET MANAGEMENT

04 TECHNOLOGY MANAGEMENT

05 THE VOICE OF OUR CUSTOMERS AND COLLABORATORS

06 REVENUES AND BOOK BALANCE

07 COLLABORATING ORGANISATIONS & GOVERNING BOARD

Alejandro Bengoa Gorosabel General Director of Fundación TEKNIKER It was last year when 2017-2020 strategic period started; a period that, from a macroeconomic perspective, will be characterised by an economic revival and by the fact that customers will focus much more on technological developments.

The IK4-TEKNIKER 2020 strategic plan consists of the following five strategic challenges: more market, the best people, greater specialisation, better management practices, more IK4 and more RVCTI. In a nutshell, the aim is to reinforce our mission and, if possible, make a decisive contribution to enhance the competitiveness of our customer companies. We must reinforce these five areas that have become our challenges for 2020 to help customers that have put their stakes on technological innovation and are now growing and reinforcing their commitment towards innovation. We must never lag behind them and always the value they demand from us.

Our regular 2017 activities were carried out very satisfactorily and featured a growth in revenues totaling 5,4% compared to the previous year. The year in question, however, was influenced by the sale of our Industrial Analysis Laboratory, also known as “Lubrication Management“, Bureau Veritas, a multinational corporation. This laboratory, an undisputed leader in Spain that performs lubricant oil analyses, advises on global lubrication management practices, diagnoses what causes failures and provides training, was facing limitations in terms of growth and globalisation when in our hands.

Although it is now expected that, thanks to the support from Bureau Veritas, the organisation will be able to grow significantly and play a much more outstanding role on the international front, although its

Strategic challenges: more market, the best people, greater specialisation, better management practices, more IK4 and more RVCTI.

08 IK4 RESEARCH ALLIANCE

INDEX

01 MESSAGE FROM THE CHAIR

02 REPORT BY THE GENERAL MANAGEMENT

03 MARKET MANAGEMENT

04 TECHNOLOGY MANAGEMENT

05 THE VOICE OF OUR CUSTOMERS AND COLLABORATORS

06 REVENUES AND BOOK BALANCE

07 COLLABORATING ORGANISATIONS & GOVERNING BOARD

08 IK4 RESEARCH ALLIANCE

workforce and activities will remain at our facilities. This connection with Bureau Veritas will offer an incredible number of collaborative opportunities. I would like to thank the entire laboratory staff for being so committed to their work that has brought about their current success and will continue to do so in the future.

The reader can check out balance sheet figures at December 31, revenues resulting from growth connected to activities and extraordinary revenues produced by selling the laboratory The Collaborating Entity approach has been reinforced further thanks to a more solid strategic relationship with the technology centre and also because Juaristi Boring & Milling Machines SLU joined our club in 2017.

As already stated in this report, it wouldn’t have been possible to be successful in 2017 without the trust of our customers, without the support of the institutions and our Collaborating Entities, without the commitment of the members on the Board of Trustees and, finally, without the efforts and commitment of the researchers and workforce at large. Thank you all very much.

INDEX

01 MESSAGE FROM THE CHAIR

02 REPORT BY THE GENERAL MANAGEMENT

03 MARKET MANAGEMENT

03 Market management

04 TECHNOLOGY MANAGEMENT

05 THE VOICE OF OUR CUSTOMERS AND COLLABORATORS

06 REVENUES AND BOOK BALANCE

07 COLLABORATING ORGANISATIONS & GOVERNING BOARD

08 IK4 RESEARCH ALLIANCE

INDEX

01 MESSAGE FROM THE CHAIR

03 MARKET MANAGEMENT

02 REPORT BY THE GENERAL MANAGEMENT

03 MARKET MANAGEMENT

04 TECHNOLOGY MANAGEMENT

05 THE VOICE OF OUR CUSTOMERS AND COLLABORATORS

06 REVENUES AND BOOK BALANCE

07 COLLABORATING ORGANISATIONS & GOVERNING BOARD

08 IK4 RESEARCH ALLIANCE

Luis Uriarte Ibarrola Market Manager and Deputy Director of Fundación TEKNIKER Our 2017-2020 Strategic Plan was drafted and launched in 2017. It was influenced significantly by the fact that the Lubricant Oil Laboratory was segregated from IK4-TEKNIKER. It was established 35 years ago and, thanks to is many successes along the way, the laboratory has become a leader and a benchmark in terms of using oil as a basic component to develop Smart Asset Management tools.

We found that “Recovering” from this segregation was a challenge.

The 2017-20 Strategic Plan, therefore, focuses on making the most of the resources generated by this sale, so that, when managed as an investment, we will be able to maintain and eventually increase the volume and profitability of our technological activities.

Therefore, the challenge set for 2017 consisted in bringing the definition used for this investment plan in line with the activities required for a tidy and placid segregation, simultaneously allowing regular activities to be maintained at IK4-TEKNIKER in its role as a technology centre.

Therefore, and taking the balanced scorecard of the Emaitek Plus programme as a reference, the number of patent (EPO or PTC) applications filed in 2016 per every 100 researchers (EPO or PCT) climbed to to 3.4 in 2017. Likewise, revenues obtained from selling licenses or patent rights surpassed 900,000 € in 2017, a figure that was very close to the target set for 2020 (400,000 € per every 100 researchers). Our impact with regard to NEBTS turnover (New Technologically Based Companies) and invoicing other customer

companies has already reached 2020 goals. Our international activities, mainly based on European Framework Programme projects, fully comply with the requirements of the previously mentioned Emaitek programme. Consequently, in 2017 nearly 25% of our funding came from this source and we were able to involve more than 25 Basque companies in H2020 projects.

Both these and other actions have allowed us to increase our number R&D activities, although a record-breaking figure of 22 million euros was reported in 2016 that later climbed to a figure 23.4 million euros in 2017. Consequently, we did not only maintain but also increased our growth rate compared to the previous 2013-2016 strategic period.

INDEX

01 MESSAGE FROM THE CHAIR

These and other actions have enabled us to increase our R&D figures to just over €23.4 million.

02 REPORT BY THE GENERAL MANAGEMENT

03 MARKET MANAGEMENT

04 TECHNOLOGY MANAGEMENT

05 THE VOICE OF OUR CUSTOMERS AND COLLABORATORS

06 REVENUES AND BOOK BALANCE

07 COLLABORATING ORGANISATIONS & GOVERNING BOARD

08 IK4 RESEARCH ALLIANCE

Although successful progress has been made to date, it will only be sustainable over time provided we maintain a critical and non-conformist attitude that serves as a motivation to embrace a continuous improvement process. As a result, we defined and analysed our strategic 2017-2020 approaches against the backdrop of their market potential and pursuant to the business model established with the other 24 collaborating entities of IK4-TEKNIKER:

But in addition to these new approaches, we remain firmly committed to reaching out to the market more and better. Consequently, we have intensified our efforts aimed at getting in touch with the market by focusing on the following:

· Advanced manufacturing using laser as the main tool for stock removal, processing, additive manufacturing and developing production systems and components.

· Preferentially reaching out to SMEs and micro SMEs through specific policies and by supporting regional economic development agencies.

· Automation and robotics, with special emphasis on collaborative robotics in the industrial environment, developing specific solutions (like “bin picking”, for instance).

· Reinforcing and extending the scope of the KAM (“Key Account Manager”), to have a greater impact on our customer companies by improving our emotional relationship.

· Surface scaling to be understood as a complete industrialisation of functional layers previously consolidated in the laboratory.

· Reinforcing the activities of our managers when dealing with Sectorial Offers and Industrial Solutions.

· Developing sensors, ranging from the physical measuring principle to the industrial product and how it is incorporated to data management platforms.

· Exploiting our Technological Assets, i.e., knowing about mature solutions that can be transferred into the market immediately (TRLs 8-9) and better management actions to make the most of their intellectual property.

· Maintenance 4.0, based on integrating knowledge related to the behaviour of components, equipment and systems; with hardware connected to machines that provides a bridge between sensors/ machines and platform signals in the cloud for date storage and exploitation, including predictive and prescriptive analytics.

In summary, 2017 was a good fiscal year that provided that served as an excellent starting point to further our impact and improve our level of service to the customer.

· A specific “e-commerce” and “inbound marketing” strategy to transfer R&D capacities.

INDEX

01 MESSAGE FROM THE CHAIR

02 REPORT BY THE GENERAL MANAGEMENT

03 MARKET MANAGEMENT

04 Technology management

04 TECHNOLOGY MANAGEMENT

05 THE VOICE OF OUR CUSTOMERS AND COLLABORATORS

06 REVENUES AND BOOK BALANCE

07 COLLABORATING ORGANISATIONS & GOVERNING BOARD

08 IK4 RESEARCH ALLIANCE

INDEX

01 MESSAGE FROM THE CHAIR

04 TECHNOLOGY MANAGEMENT

02 REPORT BY THE GENERAL MANAGEMENT

03 MARKET MANAGEMENT

04 TECHNOLOGY MANAGEMENT

05 THE VOICE OF OUR CUSTOMERS AND COLLABORATORS

06 REVENUES AND BOOK BALANCE

07 COLLABORATING ORGANISATIONS & GOVERNING BOARD

08 IK4 RESEARCH ALLIANCE

Ana Aranzabe García Technology Director - Fundación TEKNIKER The first year of the 2017-2020 Strategic Plan, 2017, was the starting point to address our strategic challenges that have allowed us to achieve higher levels of excellence. It is also allowing us to carry out our activities under the umbrella of a rigorous scientific culture backed by solid technical knowledge to provide added value for our technology. These challenges, moreover, have made it possible to gear our specialisation towards the industrial sector to further its development based on tangible goal connected to growing more in terms of the knowledge, resources and equipment currently demanded in our environment.

Specialisation and growth linked to a major challenge focused on generating assets to be transferred to the industrial sector in the short and medium term.

As in recent years, the 2017 annuity has given rise to numerous activities connected to Production Resources and Processes. More specifically, approximately 106 projects addressing activities such as non-conventional manufacturing processes linked to the development of a micro laser drilling system for large titanium panels in the aeronautical business with capacity to drill more than 500 holes per second; mechatronic developments requiring high degrees of accuracy for large components (such as the construction of the LSST telescope) and smaller parts related, for instance, to various devices used in the medical sector.

Precision manufacturing is linked to measuring things accurately.

Specifically, an automatic self-calibration system has been designed for the metrology sector which, in a matter of minutes runs an error verification check so a machine can recalibrate itself to carry on machining as accurately as possible.

I must underscore IK4-TEKNIKER’s international reputation in the field of metrology. Our organisation has been chosen to carry out two projects under the EMPIR call (European Metrology Programme for Innovation and Research).

As regards the simulation line linked to Additive Manufacturing, work has focused on developing a hybrid and nimble modelling platform to allow machine manufacturers and, especially, their users, to drastically optimise (cost and time-wise) their processes in relation to design, ramp-up, production life cycles and adaptation to new requirements, simultaneously improving their quality and reliability ratios.

Our strategic commitment in terms of robotics and industrial automation has also been reinforced during this period. Under the EUROC project (www.euroc-project.eu) in which several European research teams have been competing against each other to meet a number of technological challenges, IK4-TEKNIKER has made it to the final (winner to be declared in 2018) in both the challenges in which our organisation been involved: ‘Reconfigurable Interactive Manufacturing Cell’ and ‘Shop Floor Logistics and Manipulation’.

Work has also started on three new European projects in the field of robotics: (1) PICKPLACE, addressing picking logistics, an area in which IK4-TEKNIKER is an international reference, (2) GREENPATROL, approved under the H2020-GALILEO call whose aim consists in using robotics inside greenhouses to minimise the use of pesticides, and (3) ESMERA, a project aimed at setting up competence centres in

INDEX

01 MESSAGE FROM THE CHAIR

02 REPORT BY THE GENERAL MANAGEMENT

03 MARKET MANAGEMENT

04 TECHNOLOGY MANAGEMENT

05 THE VOICE OF OUR CUSTOMERS AND COLLABORATORS

06 REVENUES AND BOOK BALANCE

07 COLLABORATING ORGANISATIONS & GOVERNING BOARD

08 IK4 RESEARCH ALLIANCE

advanced robotic applications, all within the framework of the socalled European Digital Innovation Hubs.

to-roll production line to bring efficient, continuous low-cost micromanufacturing of large nanostructured films closer to the industry.

More specifically, and as regards control, work has focused on advanced movement control devices for smart mechatronic systems. Particularly, on the development of algorithms to monitor vibrations and repetitive actions to increase machine tool productivity, firstly, and the accuracy of parts made in repetitive processes, secondly. Another activity that began in 2017 and will continue next year addresses movement control devices for main axes of the LSST telescope (www.lsst.org), a very large, high-precision telescope designed to deliver optimum dynamic performance at a worldwide scale. The drive systems used have been fitted with hydrostatic bearings, linear motors in a circular layout and project-customised head encoding tapes.

In terms of new approaches related to surface engineering, we must now address the connection between bits and surfaces. Based on this general goal and within the framework of the AVANSURF industrial project covering the development of high-performance multi-functional coatings demanded in offshore sector, we are initiating the design and development of micro sensors allowing these coatings to be monitored throughout their life cycle.

Moving on now to surface engineering, since 2016, IK4-TEKNIKER has made major efforts to industrialise surfacing techniques from the point of view of the processes and resources used. In terms of processes, 2017 was the year when IK4-TEKNIKER implemented a surface development methodology focused on initiating the design of a scalable process that has been strongly supported by multidisciplinary teams characterised by diverse skills on how to analyse basic material behaviour or how a surface-processing line can be automated. As an example of this methodology, within the framework of a new H2020 (INPOWER) project that lends continuity to our development of selective coatings for thermal solar receptors, work has started on receptors to be installed at pilot plants involving high temperature operations.

As regards surface processing equipment, it was in 2017 when a unit was designed to deposit fine layers based on solgel technology by using an application that in the future will be incorporated to a roll-

In 2017, work focused, among other things, on improving the development process applied to electronic products. As a result of the experience gained in recent years in terms of developing projects related to products of this kind, an opportunity was seen with regard to deadlines and resources required by customers. The new process contains a description on how a product evolves within the framework of a global roadmap. It also reviews general processes linked to design, development, integration and validation, both in relation to the customer and internally. This year, a doctoral thesis has given rise to a methodology addressing sensors for the industrial, medical and food sectors that will reinforce our offer of services connected to the design, development and homologation of sensors meeting critical requirements associated with developing reliable, standardised, compact and suitably priced solutions.

By applying this methodology it becomes possible to reduce costs as well the amount of time needed to develop products of this kind and also adjust what the centre has on offer to meet the market’s real needs. In the case of the industrial sector, some examples are connected to lubricant-quality sensors featuring NIR technologies, sensors used to increase the level of food safety in the dried fruit sector and sensors for solar field maintenance and calibration.

INDEX

01 MESSAGE FROM THE CHAIR

Our specialisation indicators have kept us fully in line with the priorities set by the Basque Governmen.

02 REPORT BY THE GENERAL MANAGEMENT

03 MARKET MANAGEMENT

04 TECHNOLOGY MANAGEMENT

Although the new process intends to delve deeper into specific issues related to electronic products, the overall approach is coherent relative to our general approach with regard to how industrial products must be developed.

As regards technological developments in the field of industrial IoT (IIoT), work has addressed the interoperability and reliability of wireless communication protocols and their deployment to monitor networks related to industrial environments and applications. Actions are also focused on solutions enabling these networks to be connected to superior systems (Cloud or CPS) and on how security can be provided for connections within the IIoT network and its link with the Cloud. In addition to the food business, these technologies have been developed in other sectors to cover production and processing phases (the Internet of Food 2020 project). Lower power consumption is another of the pillars supporting IIoT systems meaning that there is now a focus on low-power electronic systems and wireless communications such as Energy Harvesting solutions.

As regards industrial maintenance activities, close attention has been paid to developing solutions that can discover how mechanical systems and components behave when in use and how predictive maintenance can be performed in the context of relevant projects such as ECSEL MANTIS.

05 THE VOICE OF OUR CUSTOMERS AND COLLABORATORS

06 REVENUES AND BOOK BALANCE

07 COLLABORATING ORGANISATIONS & GOVERNING BOARD

08 IK4 RESEARCH ALLIANCE

With respect to specialising in data analytics applied to predictive maintenance, work involving new paradigms is currently underway on the hybrid modelling of operational, experimental and simulation data to improve the performance of models predicting the behaviour of components and systems when in use.

Predictive and descriptive analytics, another area under development to optimise the climatisation of buildings and, generally speaking, managing energy demands in buildings and districts by, incorporating, among other things, renewables and energy storage systems.

Before closing, however, I would like to stress that our specialisation indicators have kept us fully in line with the priorities set by the Basque Government with regard to Advanced Manufacturing (73 %), Energy (19 %) and Biosciences (5 %). Our indicators of excellence, moreover, are linked to what is to be expected from a technology centre such as IK4-TEKNIKER, with 42 indexed papers, 21 of which stand within the upper quartile and 8 new researchers who received their PhDs during the year.

INDEX

01 MESSAGE FROM THE CHAIR

02 REPORT BY THE GENERAL MANAGEMENT

03 MARKET MANAGEMENT

04 TECHNOLOGY MANAGEMENT

05 THE VOICE OF OUR CUSTOMERS AND COLLABORATORS

06 REVENUES AND BOOK BALANCE

05.1. BUREAU VERITAS 05.2. PLADOMIN 05.3. TSK

05

05.4. ULMA HANDLING SYSTEMS

The voice of our customers and collaborators 05.1 05.2 05.3 05.4

BUREAU VERITAS PLADOMIN TSK ULMA HANDLING SYSTEMS

07 COLLABORATING ORGANISATIONS & GOVERNING BOARD

08 IK4 RESEARCH ALLIANCE

INDEX

01 MESSAGE FROM THE CHAIR

02 REPORT BY THE GENERAL MANAGEMENT

03 MARKET MANAGEMENT

04 TECHNOLOGY MANAGEMENT

05 THE VOICE OF OUR CUSTOMERS AND COLLABORATORS

06 REVENUES AND BOOK BALANCE

07 COLLABORATING ORGANISATIONS & GOVERNING BOARD

08 IK4 RESEARCH ALLIANCE

05.1. BUREAU VERITAS 05.2. PLADOMIN 05.3. TSK

05.1.

THE VOICE OF OUR CUSTOMERS AND COLLABORATORS

BUREAU VERITAS is a global testing, inspection and certification company with over 70,000 employees around the world.

05.4. ULMA HANDLING SYSTEMS

BUREAU VERITAS One of BUREAU VERITAS’ main business units supports customers through testing of oil and lubricants. This testing is done for a variety of commercial reasons, including to support reliable maintenance programs for equipment that uses lubrication through its rotating equipment.

Today, we are joint shareholders of Lubrication Management SL, and look forward to growing this business to service the requirements of our customers in Spain and across Europe.

BUREAU VERITAS has 14 laboratories globally that provide this service, but until 2017 was without a laboratory in Europe, one of the main global markets.

IK4-TEKNIKER has for 30 years managed an industry leading oil analysis laboratory focused on the Spanish market, and increasingly on the renewables sector. Following initial conversations between Bureau Veritas and IK4-TEKNIKER, it became clear that collaboration between the two parties may enable Bureau Veritas to complete its global network of laboratories, while systemically providing a broad and growth-focused future for the existing IK4-TEKNIKER laboratory.

As BUREAU VERITAS, we were attracted to work with IK4-TEKNIKER due to the strong technological leadership shown in the European market, and its long standing customer relationships which demonstrate a focus on customer service.

Ultimately, together we decided to create a ‘spin-off’ business, Lubrication Management SL, and BUREAU VERITAS now owns the majority stake in that business. During this process, the management team of IK4-TEKNIKER was constructive, innovative and focused on delivering a solution for the team members working in the laboratory, the customer base of the laboratory and future R&D efforts of IK4TEKNIKER in this field and others.

Matthew Hopkinson Senior Vice President, BUREAU VERITAS

INDEX

01 MESSAGE FROM THE CHAIR

02 REPORT BY THE GENERAL MANAGEMENT

03 MARKET MANAGEMENT

04 TECHNOLOGY MANAGEMENT

05 THE VOICE OF OUR CUSTOMERS AND COLLABORATORS

06 REVENUES AND BOOK BALANCE

07 COLLABORATING ORGANISATIONS & GOVERNING BOARD

08 IK4 RESEARCH ALLIANCE

05.1. BUREAU VERITAS 05.2. PLADOMIN 05.3. TSK

05.2.

THE VOICE OF OUR CUSTOMERS AND COLLABORATORS

PLADOMIN is a company with a long-standing track record that is well known for its innovative character in the area of plastic injection procedures applied to industrial and consumer goods (mainly telecommunications, household appliances and automotive components).

05.4. ULMA HANDLING SYSTEMS

PLADOMIN Our collaborative experience with IK4-TEKNIKER began with our search for somebody capable of applying metal on plastic components for aesthetic purposed, simultaneously enhancing abrasion and corrosion resistance and preventing part deformation.

This is how we began an initial research phase in which no alternatives were ruled out. I must stress that it was the time when we laid down the “working rules� applicable to our collaboration; both the technology centre and our organisation fully guaranteed our respective ownership rights.

It was crucial for these developments to take place against the backdrop of medium-term time horizon for industrialisation as, if otherwise, the project might have ended up being a formally successful application lacking in commercial relevance or become that cannot be transferred into the production environment. This explains the success of our joint efforts, because both organisations have always worked as a team, as if only one company were involved, by applying their respective inputs, work methods and troubleshooting skills, with absolute mutual trust with respect to achieving the goals that had been set.

Our customers are very impressed by the end results; I also believe that an extremely high level of cooperation between the technology centre and end users has been achieved that has allowed us to surpass the capabilities of leading technological firms and OEMs, which, regardless of how much they invest in R&D&I, find it very difficult to disengage from their daily activities to carry out basic research. Technology centres and universities, on the other hand, when disconnected from businesses, know very little about customer pressure, production runs and continuous cost reduction demands from the industry. Therefore, this experience has been much better compared to other instance in which companies and technology centres work in isolation. It has also demonstrated that teamwork is possible when two different organisations want to address major demands satisfactorily.

Alfonso Sebrango Director of PLADOMIN

INDEX

01 MESSAGE FROM THE CHAIR

02 REPORT BY THE GENERAL MANAGEMENT

03 MARKET MANAGEMENT

04 TECHNOLOGY MANAGEMENT

05 THE VOICE OF OUR CUSTOMERS AND COLLABORATORS

06 REVENUES AND BOOK BALANCE

07 COLLABORATING ORGANISATIONS & GOVERNING BOARD

08 IK4 RESEARCH ALLIANCE

05.1. BUREAU VERITAS 05.2. PLADOMIN 05.3. TSK

05.3.

THE VOICE OF OUR CUSTOMERS AND COLLABORATORS

TSK is a leading company the EPC thermal solar market, specifically devoted to the design of optimised plants and R&R-based solutions. In order to achieve these research goals, the company has collaborated with a number of leading European research institutes, technology centres, universities, etc

05.4. ULMA HANDLING SYSTEMS

TSK As regards collaborating entities, IK4-TEKNIKER is playing an outstanding role based on an extensive portfolio of laboratories and services, by strictly meeting deadlines and intervening in an advisory capacity in several European projects.

With regard to work commissioned in 2017, special mention must be made of the TERRA project involving the design and construction of a testing machine to simulate mirror-cleaning at thermal solar power stations as well tests to be run to verify how much again is produced cleaning, sand and wind. Salt degradation and steam pressure are monitored too.

Both organisations are currently working in an H2020 project called CAPTURE for the ultimate purpose of developing a prototype for a tower thermal solar plant with heat carrying fluids and open volumetric receptors as well a solar field equipped with small heliostats.

In 2018, collaborative work will begin on the H2020 project called SOLWATT to optimise the use and recovery of water at thermal solar power stations where ultrasonic mirror-cleansing system and dirtrepellent coatings for mirrors will be applied.

We are currently planning future R&D projects with them.

The results obtained to date in all projects show how professional and well organised IK4-TEKINIKER is, support by a clear-cut vocation in terms of serving all customers efficiently.

Collaborative actions with technology centres such as IK4-TEKNIKER are allowing TSK to play a highly outstanding role in the thermal solar market.

Rogelio Peón Technology Manager – TSK

INDEX

01 MESSAGE FROM THE CHAIR

02 REPORT BY THE GENERAL MANAGEMENT

03 MARKET MANAGEMENT

04 TECHNOLOGY MANAGEMENT

05 THE VOICE OF OUR CUSTOMERS AND COLLABORATORS

06 REVENUES AND BOOK BALANCE

07 COLLABORATING ORGANISATIONS & GOVERNING BOARD

08 IK4 RESEARCH ALLIANCE

05.1. BUREAU VERITAS 05.2. PLADOMIN 05.3. TSK

05.4.

THE VOICE OF OUR CUSTOMERS AND COLLABORATORS

ULMA HANDLING SYSTEMS works as an Integral Engineering firm in the area of “Material Handling Systems” based on an extensive range of intralogistic solutions. The services provided by an engineering form cover design, planning actions required for logistic solutions, after-sales service and re-engineering that is jointly developed with the customer. To achieve the above, ULMA HANDLING SYSTEMS has a team made up of more than 400 professionals with extensive experience and know-how that is collaborating with a world leader in this sector: DAIFUKU.

05.4. ULMA HANDLING SYSTEMS

ULMA HANDLING SYSTEMS ULMA HANDLING SYSTEMS has been working with IK4-TEKNIKER for several years developing new product for the intralogistics sector. As a result of this collaboration, IK4-TEKNIKER, assisted by our product engineers, has developed new solutions that nowadays essential in the ULMA HANDLING SYSTEMS product portfolio.

Following the signing of the collaborative agreement between both organisations in 2016, both teamwork and relationships between the people working for both organisations have only improved. Special mention must be made of the work done last year in the field of collaborative robotics as it resulted in a European award for the solution presented within the EUROC project.

As a result of this collaboration and within the framework of the talent transfer programme implemented in 2017, both organisations have been able to hire the first professional trained by the IK4TEKNIKER at our organisation. Thanks to this programme, very positive results have been obtained and this explains why we will continue to focus on this particular transfer model at ULMA HANDLING SYSTEMS. Lastly, I must underscore that a collaborative environment has been established between the teams from both organisations that has given rise to an open innovation atmosphere that I know will produce more projects in the future.

Mikel Altuna Alkorta Director of Innovation - ULMA HANDLING SYSTEMS

INDEX

01 MESSAGE FROM THE CHAIR

02 REPORT BY THE GENERAL MANAGEMENT

03 MARKET MANAGEMENT

06 Revenues and book balance

04 TECHNOLOGY MANAGEMENT

05 THE VOICE OF OUR CUSTOMERS AND COLLABORATORS

06 REVENUES AND BOOK BALANCE

07 COLLABORATING ORGANISATIONS & GOVERNING BOARD

08 IK4 RESEARCH ALLIANCE

INDEX

01 MESSAGE FROM THE CHAIR

06 REVENUES AND BALANCE SHEET

02 REPORT BY THE GENERAL MANAGEMENT

03 MARKET MANAGEMENT

04 TECHNOLOGY MANAGEMENT

06 REVENUES AND BOOK BALANCE

05 THE VOICE OF OUR CUSTOMERS AND COLLABORATORS

07 COLLABORATING ORGANISATIONS & GOVERNING BOARD

08 IK4 RESEARCH ALLIANCE

Koldo Zubizarreta Abaunz Director of Economic-Financial Affairs& General Services

EVOLUTION OF TOTAL IK4-TEKNIKER REVENUES OF THE LAST 5 YEARS (K€)

BALANCE SHEET AT 31-12-2017 (K€)

ACTIVO

37,148

PASIVO

NON-CURRENT ASSETS

8.851

CURRENT LIABILITIES

TOTAL

64,191

2014 21,580

2015 23,412

ACTIVITY REVENUES:

2016 24,063

54.539

25,381K€

NET EQUITY

CURRENT ASSETS

2017 25,381

NON-CURRRENT LIABILITIES

64,191

27,043

2013 20,471

801

TOTAL

R&D&I revenues Source

Percentage relative to the total

Private activities Basque Government European Union Others

51.45 % 24.37 % 21.73 % 2.45 %

INDEX

01 MESSAGE FROM THE CHAIR

02 REPORT BY THE GENERAL MANAGEMENT

03 MARKET MANAGEMENT

04 TECHNOLOGY MANAGEMENT

05 THE VOICE OF OUR CUSTOMERS AND COLLABORATORS

06 REVENUES AND BOOK BALANCE

07 COLLABORATING ORGANISATIONS & GOVERNING BOARD

08 IK4 RESEARCH ALLIANCE

07.1. Collaborating entities on the date of publication of this report 07.2. Board of Administrators on the date of publication of this report

07 Collaborative entitities and board of trustees 07.1. COLLABORATING ENTITIES ON THE DATE OF PUBLICATION OF THIS REPORT 07.2. BOARD OF ADMINISTRATORS ON THE DATE OF PUBLICATION OF THIS REPORT

INDEX

01 MESSAGE FROM THE CHAIR

02 REPORT BY THE GENERAL MANAGEMENT

03 MARKET MANAGEMENT

04 TECHNOLOGY MANAGEMENT

05 THE VOICE OF OUR CUSTOMERS AND COLLABORATORS

06 REVENUES AND BOOK BALANCE

07 COLLABORATING ORGANISATIONS & GOVERNING BOARD

08 IK4 RESEARCH ALLIANCE

07.1. Collaborating entities on the date of publication of this report 07.2. Board of Administrators on the date of publication of this report

07.1.

COLLABORATIVE ENTITITIES AND BOARD OF TRUSTEES

Collaborating entities on the date of publication of this report

INDEX

01 MESSAGE FROM THE CHAIR

02 REPORT BY THE GENERAL MANAGEMENT

03 MARKET MANAGEMENT

04 TECHNOLOGY MANAGEMENT

05 THE VOICE OF OUR CUSTOMERS AND COLLABORATORS

06 REVENUES AND BOOK BALANCE

07 COLLABORATING ORGANISATIONS & GOVERNING BOARD

08 IK4 RESEARCH ALLIANCE

07.1. Collaborating entities on the date of publication of this report 07.2. Board of Administrators on the date of publication of this report

07.2.

COLLABORATIVE ENTITITIES AND BOARD OF TRUSTEES

Board of Administrators on the date of publication of this report Chairman Jesús María Iriondo Arrizabalaga. Maser Microelectrónica, S.L. Deputy Chair José Ignacio Torrecilla Zubizarreta. Goratu Máquinas Herramienta, S.A. Secretary José Luis Novoa Lage. Armeria Eskola Company members (elected from among collaborative entities) Francisco Javier Fernández de Retana Irisarri. Aernnova Aerospace, S.A.U. José Pérez Berdud. Fagor Automation, S.Coop. Álvaro Martínez de Lagos Salvador. Goizper, S.Coop.

Joseba Ruiz de Alegría Martínez de Morentín. Ibermática, S.A. Jaione Lamy Insausti. Kutxabank Miguel Lazpiur Lamariano. Lazpiur, S.A. Aitor Atutxa Arribalzaga. Maier Technology Centre, S.Coop.

Gustavo Lascurain Aguirresarobe. Pasaban, S.A. José Antonio Malumbres García. Siemens Gamesa Innovation & Technology, S.L. Íñigo Segura Díaz de Espada. Zigor, S.A.

Institutional members Iosu Madariaga Garamendi.

Dept. of Economic Development and Infrastructures - Basque Goverment Adolfo Morais Ezquerro.

Dept. of Education Basque Government Antton Tomasena Rodríguez Gipuzkoa Provincial Council Miguel de los Toyos Nazabal.

Eibar Town Council Juan Ángel Balbás Egea.

Debegesa.

José Luis Martín González.

UPV/EHU Natividad García Rodríguez.

Alumni Association - Armeria Eskola

INDEX

01 MESSAGE FROM THE CHAIR

02 REPORT BY THE GENERAL MANAGEMENT

03 MARKET MANAGEMENT

04 TECHNOLOGY MANAGEMENT

05 THE VOICE OF OUR CUSTOMERS AND COLLABORATORS

06 REVENUES AND BOOK BALANCE

07 COLLABORATING ORGANISATIONS & GOVERNING BOARD

08 IK4 RESEARCH ALLIANCE

08.1. Message from the Chairman 08.2. Message from the General Management

08

08.3. Figures 2017

IK4 Research Alliance 08.1. MESSAGE FROM THE CHAIRMAN 08.2. MESSAGE FROM THE GENERAL MANAGEMENT 08.3. FIGURES 2017

INDEX

01 MESSAGE FROM THE CHAIR

02 REPORT BY THE GENERAL MANAGEMENT

03 MARKET MANAGEMENT

04 TECHNOLOGY MANAGEMENT

05 THE VOICE OF OUR CUSTOMERS AND COLLABORATORS

06 REVENUES AND BOOK BALANCE

07 COLLABORATING ORGANISATIONS & GOVERNING BOARD

08 IK4 RESEARCH ALLIANCE

08.1. Message from the Chairman 08.2. Message from the General Management

08.1.

IK4 RESEARCH ALLIANCE

08.3. Figures 2017

Antxon López Usoz IK4 Chairman After a challenge-filled 2017, the IK4 Technological Alliance continues to be firmly committed to the transfer of scientific and technological know-how to the business community, thus helping to raise its competitiveness.

circumstances have led to opening a process of internal reflection with which to strengthen our collaborative and innovative DNA in the face of this new reality, elaborating upon a model that would allow for maximum closeness to companies, greater centre specialisation, and an accumulation of synergy in order to frame a differentiated technological offer.

The gradual improvement of economic indicators is facilitating the acceleration of R+D plans for both companies and the public administration, a scenario that allows us to face the future with optimism.

Another of the challenges that IK4 will have to face in the coming years is the difficulty of recruiting, retaining and training talent. The growing use of digital technologies in manufacturing environments has led to the demand for new professional profiles trained in the analysis of data from machines and manufacturing processes to contribute new value proposals that will increase productivity, raise quality and optimise energy consumption.

The IK4 priority objective continues to be company support, with a solid, competitive and effective technological offer. 57.73% of our consolidated income – which last year exceeded 101 million euro – comes from the private sector.

In 2017, IK4 had to face, on the one hand, the abandonment of the Alliance by two of our technological centres, and, on the other, news of the creation of a new Basque Technological Consortium. Both

In this context of change and transformation that we are experiencing, IK4 will continue to promote activities that facilitate qualification for scientific and technological profiles, who will serve as vehicles for transferring the knowledge generated in the centres to the market.

The IK4 priority objective continues to be company support.

INDEX

01 MESSAGE FROM THE CHAIR

02 REPORT BY THE GENERAL MANAGEMENT

03 MARKET MANAGEMENT

04 TECHNOLOGY MANAGEMENT

05 THE VOICE OF OUR CUSTOMERS AND COLLABORATORS

06 REVENUES AND BOOK BALANCE

07 COLLABORATING ORGANISATIONS & GOVERNING BOARD

08 IK4 RESEARCH ALLIANCE

08.1. Message from the Chairman 08.2. Message from the General Management

08.2.

IK4 RESEARCH ALLIANCE

08.3. Figures 2017

JosĂŠ Miguel Erdozain CEO of IK4 Basque companies are growing increasingly more committed to activating technological innovation and development plans as a way of strengthening their competitiveness in a markedly global environment.

In this context, the IK4 Technological Alliance continues to be a key private sector ally.

We confront the challenges posed by the future with a new model based on seven technological centres and will continue to work on developing projects that allow us to leverage complementing features and synergies.

The last business year closed with income in the amount of 101.5 million euro, almost 57.73% (58.59 million) of which came from corporate transfer activities, particularly in Euskadi, the source of 84% of the total.

The number of patents applied for runs up to 33, and the workforce exceeds 1,100, a third of them doctoral graduates.

Moreover, two new spin-offs were created last year, bringing the total number of new companies created around the IK4 Alliance to 88.

Despite the complex, highly competitive scenario of the European sphere, the performance of the seven centres comprising our alliance shows signs of solidity.

The IK4 technological centres are exerting significant efforts to acquire cutting-edge equipment and support the recruitment of highly qualified talent as mechanisms indispensable for continuing at the forefront of research.

The main work areas of this past business year were the projects aimed at research into materials and processes, and communication, information and mechatronic technologies. Energy, the environment and nanotechnologies are also among the fields where significant technological development initiatives have been undertaken.

In sum, the evolution of our income as compared with the preceding financial years has been positive and the prospects for 2018 confirm this rising tendency.

Our performance data enable us to look ahead confidently. The changes to come in the near future will allow us to advance to a new stage in strengthening our bid for a customer-friendly service of excellence in R+D+i applied to companies.

We confront the challenges posed by the future with a new model based on seven technological centres.

INDEX

02 REPORT BY THE GENERAL MANAGEMENT

01 MESSAGE FROM THE CHAIR

03 MARKET MANAGEMENT

04 TECHNOLOGY MANAGEMENT

05 THE VOICE OF OUR CUSTOMERS AND COLLABORATORS

06 REVENUES AND BOOK BALANCE

07 COLLABORATING ORGANISATIONS & GOVERNING BOARD

08 IK4 RESEARCH ALLIANCE

08.1. Message from the Chairman 08.2. Message from the General Management

08.3.

IK4 RESEARCH ALLIANCE

Figures 2017 4 Strategic areas

Energy

AZTERLAN CEIT GAIKER

Total income

103.4M€

IDEKO IKERLAN LORTEK TEKNIKER

58.49% 22.28% 14.06% 4.45% 0.72%

08.3. Figures 2017

COMPANIES BASQUE GOVERNMENT UE SPANISH PA REGIONAL GOVERNMENTS

Transport and mobility

Health

1,158 26.6 % 7 12 64 33 8

Advanced manufacturing

PROFESSIONALS (308) DOCTORS TECHNOLOGY CENTRES SITES COMPANIES AND ENTITIESIN GOVERNING BODIES PATENTS REQUESTEDIN PATENTS ATRIBUTED

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