The third Mutual Learning Event (MLE) of project Eye of Europe took place online on January 21st, 2025. As a Coordination and Support Action, project Eye of Europe aims to enhance the integration of foresight practices into the Research and Innovation (R&I) policy-making across Europe and to nurture a vibrant, cohesive R&I foresight community that contributes significantly, as a collective intelligence, to shaping and guiding policy decisions.

Over forty participants from diverse stakeholder groups joined the event: Eye of Europe partner organizations, representatives from the European Commission, R&I funding agencies, representatives of governmental bodies. Expert presentations of two European and one national foresight exercises showcased diverse practices for integrating foresight results into the R&I policy cycle and formed the basis for vivid discussions in three interactive sessions.

Presentations:

• Project coordinator Radu Gheorghiu (UEFISCDI, Romania) introduced the Eye of Europe project as a social infrastructure supporting the strenghtening of the European foresight community. To this end, Eye of Europe hosts a series of activities: five mutual learning events, eleven pilot foresight activities and two conferences - highlighting the upcoming Futures4Europe conference to be held in Vienna on May 15-16, 2025. Moreover, the project enabled the upgrade of the platform futures4europe.eu to better serve its role as the online home of a vibrant and inclusive European foresight community. Multiple new improvements of the platform were shared in the closing section of the event.
• Moderator of the event Lenka Hebáková (TC Prague, Czech Republic) followed up with an introduction on the event´s aims and agenda.
• Nikos Kastrinos (former EC) shared about the Foresight on Demand project "Foresight towards the Second Strategic Plan of Horizon Europe”, providing insights into how foresight was employed and linked with the policy cycle in the period of HE strategies setting.
• “Megatrends 2050 in a Changing World and their Impact on Portugal” presented by Monica Isfan (PlanAPP, Portugal) showcased Portugal's experience with embedding foresight in the context of strategic planning.
• Klaus Kubeczko (AIT, Austria) and Jürgen Wengel (former EC) shared about the Foresight on Demand project “S&T&I 2050: Science, technology and innovation for ecosystem performance : accelerating sustainability transitions“ on mapping the relationship between emerging trends in science, technology and innovation and ecosystem performance in the context of the European Green Deal. Moreover, the presentation highlighted the project's engagement of a wide range of STI experts in a Dynamic Argumentative Delphi survey.

This event is the third in a series of five MLEs planned in the project; the following event will be held beginning April 2025 in Budapest. All Eye of Europe MLEs are organized by Technology Centre Prague (TC), Eye of Europe partner and key Czech national think tank and academia based NGO with a rich experience with knowledge-based policy making support and (participatory as well as expert based) foresight activities.

Through a series of methodological tools and continuous interaction with relevant stakeholders, experts and an array of the retail community the project provides the European Commission services with:

• A vision for the European retail ecosystem 2040,
• Insights on the behaviour of market actors and their expected response to policy measures,
• Sound information basis to support evidence-based policies, in particular vis à vis small and medium-sized enterprises (SMEs),
• Scenarios that provide future alternatives.
  

This foresight study's purpose was to anticipate future challenges for consumer policy in the context of the twin transition and the short- and long-termed impacts of the COVID-19 pandemic on consumer behaviour, consumption patterns and markets in Europe with a time horizon of 2025 to 2030. In order to find answers to the complex questions of uncertain future developments the foresight team combined several approaches of foresight for anticipatory governance. This includes a systematic horizon scanning of existing reports for weak signals of change in all fields of society such as societal developments, technology, economy, environment, policy and values. The literature and data based information collection was combined with explorative exercises like a scenario development, a visioning process and a gap analysis to develop new ideas for policy options. The engagement of stakeholders and experts on consumer policy was crucial throughout the whole process, in particular for the analysis of influencing factors, alternative scenarios and suggestions for policy actions. 

With its anticipatory and exploratory nature, the study was a pilot project for the implementation of comprehensive strategic foresight in DG JUST. Accordingly, the project was also used to build capacity for foresight in dealing with future uncertainty. Representatives of several departments of the DG actively participated in the workshops in all four steps of the process and thus got to know and tested the methods of foresight. These include participatory and qualitative foresight methods such as horizon scanning and scoping for identifying key future trends, scenario and vision development for exploring different possible futures and identifying challenges, and roadmapping approaches for developing options for action. Another important
element of the study was the intensive involvement of stakeholders in all steps of the process, especially in the development and discussion of future scenarios and in the development of new policy ideas.

The DG can use the various results of the Foresight process for the further future-proof implementation of the New Consumer Agenda. The trends examined for the scenarios can be reviewed at regular intervals with regard to new developments and impacts on consumption and consumer protection. The scenarios provide an overview of possible futures of consumption in Europe after the COVID-19 pandemic and serve for exploring the scope of possible developments. The visions for consumer protection and empowerment, especially of vulnerable groups and consumers with special needs, summarise stakeholders' expectations for consumer policy in the next 10 years. The action fields prioritised together with stakeholders for consumer policy in and after the pandemic and the ideas for policy actions can now be used by the EC to set its own priorities and develop ideas into concrete actions. The EC may not want to take up all the ideas presented here, but the suggestions can provide guidance on which issues are of high importance from a stakeholder perspective in the COVID-19 crisis.

This foresight study's purpose was to anticipate future challenges for consumer policy in the context of the twin transition and the short- and long-termed impacts of the COVID-19 pandemic on consumer behaviour, consumption patterns and markets in Europe with a time horizon of 2025 to 2030. 

In order to find answers to the complex questions of uncertain future developments the foresight team combined several approaches of foresight for anticipatory governance. This includes a systematic horizon scanning of existing reports for weak signals of change in all fields of society such as societal developments, technology, economy, environment, policy and values. The literature and data based information collection was combined with explorative exercises like a scenario development, a visioning process and a gap analysis to develop new ideas for policy options. The engagement of stakeholders and experts on consumer policy was
crucial throughout the whole process, in particular for the analysis of influencing factors, alternative scenarios
and suggestions for policy actions. 

With its anticipatory and exploratory nature, the study was a pilot project for the implementation of comprehensive strategic foresight in DG JUST. Accordingly, the project was also used to build capacity for foresight in dealing with future uncertainty. Representatives of several departments of the DG actively participated in the workshops in all four steps of the process and thus got to know and tested the methods of foresight. These include participatory and qualitative foresight methods such as horizon scanning and scoping for identifying key future trends, scenario and vision development for exploring different possible futures and identifying challenges, and roadmapping approaches for developing options for action. Another important element of the study was the intensive involvement of stakeholders in all steps of the process, especially in the development and discussion of future scenarios and in the development of new policy ideas.

The DG can use the various results of the Foresight process for the further future-proof implementation of the New Consumer Agenda. The trends examined for the scenarios can be reviewed at regular intervals with regard to new developments and impacts on consumption and consumer protection. The scenarios provide an overview of possible futures of consumption in Europe after the COVID-19 pandemic and serve for exploring
the scope of possible developments. The visions for consumer protection and empowerment, especially of vulnerable groups and consumers with special needs, summarise stakeholders' expectations for consumer policy in the next 10 years. The action fields prioritised together with stakeholders for consumer policy in and after the pandemic and the ideas for policy actions can now be used by the EC to set its own priorities and develop ideas into concrete actions. The EC may not want to take up all the ideas presented here, but the suggestions can provide guidance on which issues are of high importance from a stakeholder perspective in the COVID-19 crisis.

The activities reported in this foresight brief reflect the foresight knowledge in support of the Mission Board and its strategies towards a consolidated mission within the broader goal to fight cancer in the European Union. The support of the FOD Cancer project team consisted of several interactive events with the Mission Board, horizon scanning, and the provision of three specific reports. This synthesis report gives a concise overview of the deliverables, which are provided in full as annexes.

Based on the “Scoping Paper” (Annex I) this synthesis report demonstrates the challenges for future cancer research. It summarises some major aspects behind the urgency of the cancer topic – not only medical aspects but a broader spectrum that includes prevention, prediction, care, diagnosis and treatment as well as other economic and social aspects. The report is the result of a targeted literature review of recent documents where the future of the fight against cancer is discussed. The main goal of the review was to identify and assess both consolidated trends and drivers, and other phenomena at the periphery that are likely to have impacts on the future of cancer. Mission Board members revised the report and gave additional inputs online (since an onsite scoping meeting had to be sacrificed to meet the COVID-19 containment measures).

Building on the outcome of the revised Scoping Paper, two scenarios were developed discussing diverging directions of cancer development and the measures to fight cancer (Annex II). The two future health scenarios were based on scenarios from an earlier EU-funded project entitled "FRESHER - FoResight and Modelling for European HEalth Policy and Regulation", which aimed to identify future research policies to effectively address the burden of noncommunicable diseases (NCD) using emerging health scenarios with a time horizon up to 2050. 

Within the online scenario workshop with members from the Mission Board on ‘Fighting Cancer’ and members from the European Commission, the two FRESHER scenarios were discussed, revised and feedback for desirable futures with regard to fighting cancer was collected. The two scenarios are briefly presented in this report as well. Under the impression of the two scenarios, the Mission Board members and EC representatives were guided by the FOD Cancer team to discuss online in five focus groups - in parallel - different stakeholder perspectives with regard to desirable milestones that may be achieved in the future to make prevention, diagnosis, treatment and survival of cancer more effective. These stakeholder perspectives comprised “Members of the European Parliament against Cancer”, “General Practitioners”, “Pharmaceutical Companies”, “Patient Organisations”, and “Survivors”. Out of these discussions, the FOD team developed three roadmaps (Annex III): milestones for prevention, milestones for diagnosis and treatment, and milestones for survivorship. The roadmaps are also briefly summarised.

The European Union introduced missions as a new instrument in Horizon Europe. Mission Boards were appointed to elaborate visions for the future in five Areas: Adaptation to Climate Change, Including Societal Transformation; Cancer; Healthy Oceans, Seas, and Coastal and Inland Waters; Climate-Neutral and Smart Cities; Soil Health and Food. Starting in autumn 2019, five Foresight on Demand projects supported them with foresight expertise and methodology. This project provides the work in support of the Mission Board on Cancer. In interaction with the Mission Board members and responsible Commission services, the project team scanned trends and drivers for cancer, developed two future health scenarios targeted at fighting cancer and roadmaps of events and milestones in the future of fighting cancer.

Event takeaways:

The workshop offered a structured journey—reflecting on the past of liberal democracies, examining current research on key pillars like institutions, participation, and media, and exploring possible futures through the lens of four science fiction novels that imagine future democratic developments

• Senior scientist at “Our World in Data”, Bastian Herre gave an alarming as well as reconciling view into the deterioration of liberal democracies worldwide as well as in Europe. Yet, he pointed out that most of our present democracies are built on solid institutions and they are most likely to be resilient against internal and external attacks.
• Michel Debruyne of Beweging.net introduced results from comparative country research from the INVOLVE Democracy project. Among the factors stablizing liberal democracies long-term are the quality of trust in public institutions and policies as well as making participation possible for all citizens. However, when looking at public policies and social benefits, the picture is more ambiguous: while public health expenditure is considered a stabilizing factor, high expenditure in pensions might result in distrust. More definite in destabilizing democracy in a country are corruption and low quality of public transport.
• The RECLAIM project is researching the significance of expression of information disorder and democratic stability. The protection of the public sphere is identified as a cornerstone of democracy. Of similar importance are public service social media as well as a better regulation of social media companies. In his presentation Maximilian Conrad, University of Iceland, also pointed out the significance of the education factor, not only for children but also for adults, including science education and media literacy. Destabilizing factors are, among others, disruptive technologies, fragmented public spheres and distrust in traditional journalism and science.
• In the MeDeMAP presentation, Maren Beaufort, Austrian Academy of Sciences focused on the role of (social) media and stated that traditional information media and pluralism, thinking long-term and endorsing a culture of diversity are crucial in maintaining democratic values. Investigative journalism plays a special role as it uncovers corrupt activities and disguised the foes of democracy. What we cannot expect is a consensus in social media bubbles. Definitely destabilizing liberal democracies is the exclusion of citizens from discourses; and also the suppression of media as well as the lack of self-criticism within journalism. Still open are questions such as: How to prevent democracies dying at the hands of elected leaders—who subvert the very process that brought them to power.
• An outlook into diverse futures of democratic values was presented in the “Literary Quartet”, where four passionate readers of science fiction literature gave their interpretation of four different novels dedicated to the longevity of democratic life in the future. What we can learn from novel like Infomocracy (2016), The Lost Cause (2023), The Left Hand of Darkness (1969), and The Ministry for the Future (2020)? The discussion extracted visions of pluralist and diverse societies where humans can change their identity, experiment with new forms of governance in local communities, where central governments are resolved and where people find ways to cope with climate change by supporting each other.

This workshop is part of a series of “Eye of Europe” pilot activities taking place during 2025, aimed at exploring various futures and their implications for R&I policy.

The workshop was open to a wide audience - experts and non-experts - interested in questions of future democracies.

The Covid-19 pandemic has shattered our sense of ‘normal’, and amplified uncertainties and issues at the core of what the future may hold. The project ‘After the new normal: Scenarios for Europe in the post Covid-19 world’ examined possible futures of 2040 for the EU emerging from the crisis of the pandemic, as possible contexts for EU R&I. The five scenarios described in this report chart different possible post-Covid-19 evolution paths, creating new perspectives on key EU R&I policy issues.

Control over technological development

Across all scenarios, the ability of the European Union to exert control over future technological development - through regulation, standardisation, and the enforcement of policy - entails wide ranging socio-economic implications for the broader society.

The EU share of global R&D is shrinking, and there is an unavoidable, growing EU dependence on technologies developed and produced elsewhere in the world, most notably in the US or China. There is also an ever-increasing influence of private firms on technological development, including large multinationals, which remain largely outside public control as regards potential societal consequences of the deployment of those technologies. The challenges these trends may pose to the ability of the EU to exercise control over technological development will depend on the speed of the recovery from the Covid-19 crisis and on the character of the relationships that will be built during the recovery effort.

Resilience, adaptability and preparedness for future crises

Resilience, adaptability and preparedness require an anticipatory R&I policy including ways of identifying, monitoring and addressing threats and developing new emergency response capacities that involve science in systemic roles: as a generator of advice, as a capacity for quick analysis, monitoring of the challenge and evaluating the efficacy of responses, as well as a generator of new responses and tools against the crisis. Preparedness should include:

1. ‘Wind-tunnelling’ new plans, policies, and institutions through worst-case scenarios for alternative crises.
2. Exploring regularly new modes of assessing threats and trialing emergency responses, which offer the possibility to explore hidden opportunities.
3. Engaging research with all branches of government to share findings about threats and opportunities, and to foster more integrated and coordinated responses.

The key role of education

The Covid-19 crisis precipitates the introduction of a new wave of educational technologies, opening up new possibilities and engendering new challenges and risks. This could be heralding new opportunities for improving the relations
between science and education, and therefore strengthening the contributions of science to society, as well as new challenges of fracturing value and belief systems, populism and fake news. The availability of public funds for education and the role that private companies will play in new educational developments will be critical. EU R&I policy can contribute to improving the links between science, technology and education by supporting local experimentation in education in a framework that could help diffuse good practices across the EU.

EU level financing for R&I

After nearly 50 years of Framework Programme, EU direct funding for R&I projects has become part of the institutional backbone of the EU. The scenarios remind us that this is not given and that the EU budget is subject to political negotiations despite its importance for the maintenance of R&I capacity in different Member States. There is a continuous need for ensuring that the EU gets value for money out of its investments in R&I including the recognition of the benefit that Member States and EU policies across the board gain from the EU Framework Programme.

Regional disparities in R&I performance

The persistence of regional disparities in R&I performance has been a problem for the EU for a long time, and one that the EU has yet to resolve. The scenarios remind us that such disparities can develop into deep divide across the economy and politics of the European Union. Furthermore, the scenarios demonstrate how some modes of recovery can be better suited for enabling the more equitable generation of economic and social value from R&I, particularly in those regions facing greater present day challenges. Emphasis in social innovation, social entrepreneurship and frugal innovation in the EU instruments may make important contributions to overcoming regional disparities.

Defining future priorities in R&I policy

R&I policy priority-setting processes and the extent to which R&I priorities are driven by concerns with the past, current and future challenges vary across Member States of the EU. This affects the definiton of joint priorities as well as the diversity and vibrancy of the EU innovation ecosystem. Scenarios that explored conditions of challenging polarisation between different national interests and between public and private interests, highlight the importance of public engagement and especially of engagement with new actors, such as social-purpose companies, in the definition of future priorities of EU R&I policy as well as in the governance and implementation of the R&I effort.

Other emerging issues of relevance to EU R&I policy

Additional emerging issues that may deserve particular attention in the coming years include:

• Several scenarios suggest that there will be both a greater need and stronger willingness for Member States to collaborate closely on matters of R&I policy.
• The widening of the range of actors as well as of policies that matter for R&I, linked to the growing policy attention to system change will become an important challenge for coordination of efforts and policy coherence.
• With their strong emphasis on competitiveness and growth objectives, the established rationales underpinning EU R&I policy are increasingly out of synch with the needs of societal and world challenges.
• As the landscape of European knowledge systems continues to evolve, R&I policy must realise its influential role in shaping broader change and adopt socio-economic disparities and environmental concerns as guiding principles.

All scenarios suggest the need for stepping up collective capability and willingness to actively engage in open and collaborative R&I relationships, both within Europe and with the world beyond Europe. This is obvious in relation to some of the global challenges Europe is aiming to address, but also with regard to emerging technologies where international alliances are decisive for establishing common standards and regulation. In order to ensure a relevant global role of Europe in the world, it is essential to build upon a strong, stable and coherent home base in R&I.

This report is also available on Zenodo.  

The Covid-19 pandemic has shattered our sense of ‘normal’, and amplified uncertainties and issues at the core of what the future may hold. The project ‘After the new normal: Scenarios for Europe in the post Covid-19 world’ examined possible futures of 2040 for the EU emerging from the crisis of the pandemic, as possible contexts for EU R&I. The five scenarios described in this report chart different possible post-Covid-19 evolution paths, creating new perspectives on key EU R&I policy issues.

This report presents the results of a the project S&T&I for 2050: science, technology and innovation for ecosystem performance – accelerating sustainability transitions. The project’s overarching goal was to identify and map future scientific and technological developments, which can radically improve ecosystem performance.

The project was conducted along several phases:

• Based on literature review, the project team developed three perspectives on future relations between humans and nature and humans’ role in the flourishing of planetary ecosystems. The three perspectives are: i) protecting and restoring ecosystems, ii) co-shaping socio-ecological systems, and iii) caring within hybrid collectives
• A two-round Dynamic Argumentative Delphi (DAD) online survey explored the most dynamic scientific and technological developments. The survey engaged over 600 experts globally in enriching, assessing and prioritizing STI directions in terms of their potential to contribute to the capability of planetary ecosystems to flourish from now to 2050.
• Drawing in on the three perspectives and the results of the DAD survey, six case studies on core sustainability issues explored the three perspectives. Reflections on implications for R&I policies in the context of the European Green Deal conclude each of the six case studies: i) Law for Nature; ii) Land Use Futures; iii) Soil to Soul; iv) Accelerating transitions to regenerative economy; v) Ecosystems and Micro-and Nano Cosmos; vi) Data as Representation

Human performance has long been a dominant pursuit and driver of progress in science, technology and innovation (STI). As notions of performance are still guiding STI research, discussions on its nature are relevant and shape STI directions. Human needs and performance are inextricably linked to challenges related to the health of the planet. Considering that, a debate is warranted to shift the attention from human performance to a more inclusive performance of flourishing ecosystems.
In this context, the vision of the project “S&T&I FOR 2050. Science, Technology and Innovation for Ecosystem Performance – Accelerating Sustainability Transitions” was driven by the desire for STI efforts to place ecosystem performance on par with human performance. This broadens the focus of STI to encompass multiple conceptualisations of human-nature relations and to contribute to sustainability transitions.

The project’s overarching goal was to identify and map future scientific and technological developments, which can radically improve ecosystem performance. In doing so, it provided reflections on the 2nd strategic plan of Horizon Europe (HE), in its broad direction to support the Sustainable Development Goals.

The study was conducted along several phases:

• Based on literature review, the project team developed three perspectives on future relations between humans and nature and humans’ role in the flourishing of planetary ecosystems. The three perspectives are: i) protecting and restoring ecosystems, ii) co-shaping socio-ecological systems, and iii) caring within hybrid collectives
• A two-round Dynamic Argumentative Delphi (DAD) online survey explored the most dynamic scientific and technological developments. The survey engaged over 600 experts globally in enriching, assessing and prioritizing STI directions in terms of their potential to contribute to the capability of planetary ecosystems to flourish from now to 2050.
• Drawing in on the three perspectives and the results of the DAD survey, six case studies on core sustainability issues explored the three perspectives. Reflections on implications for R&I policies in the context of the European Green Deal conclude each of the six case studies: i) Law for Nature; ii) Land Use Futures; iii) Soil to Soul; iv) Accelerating transitions to regenerative economy; v) Ecosystems and Micro-and Nano Cosmos; vi) Data as Representation

Foresight on Demand (FOD) is a rapid foresight response mechanism organised in a framework contract, and aims at providing quick forward-looking inputs to policymaking by leveraging the best available foresight knowledge. It addresses the growing need for quicker and more responsive foresight to inform policymaking in an increasingly turbulent environment.

Representatives of all twenty FOD partner organisations and representatives of different client authorities met in person during a lunch-to-lunch meeting in Brussels taking place at IDEA consult premises from October 10 to October 11, 2024.

47 people participated in the meeting that focussed on getting to know all FOD partners, especially the new partner organisations of FOD II, gaining insights on expectations of client authorities, as well as on updating the FOD consortium on ongoing and upcoming requests and discussing the FOD service provision processes. The meeting offered the opportunity to exchange in group discussions, during the FOD partner art gallery, where partners presented their organisations and services through art pieces and creative work, and informally during lunch, coffee and at the social dinner.

The meeting revealed inspiring insights on lessons learned during FOD I (2019-2023), on promoting the FOD framework for potential projects, as well as on emerging topics potentially relevant to the current FOD II (2024-2028) period.

Charting Europe’s R&I Futures Pathways: Responsive Foresight for EU Policymaking in Uncertain Times
Foresight on Demand (FOD) addresses the growing need for quicker and more responsive foresight to inform policymaking in an increasingly turbulent environment. It complements strategic foresight by:
-) Raising and anticipating awareness of future developments, disruptive events, emerging technologies, and their potential broader socio-economic impacts.
-) Stimulating individuals, networks, and organizations to explore novel terrain, trigger “out-of-box” scenario development and foster innovative long-term thinking.
-) Supporting the preparedness and adaptability of long-term policy initiatives from a forward-looking perspective

Background
Already in 2016, the need for a rapid response foresight facility was identified by the SFRI expert group (Strategic Foresight for R&I Policy in Horizon 2020). They emphasized the importance of integrating foresight into European policymaking and complementing long-term strategic foresight with a rapid response mechanism. This would equip the European Commission with the necessary intelligence to swiftly address unexpected developments. In the context of R&I policy, greater flexibility in using foresight is essential to support various policy initiatives, from framework programmes to European partnerships. Higher and longer-term R&I ambitions, such as those in the context of missions, may require revisiting agendas, priorities, and plans in light of new scientific discoveries and socio-economic or geopolitical developments.
Building on the expertise and competence developed during FOD1 (2019-2023), FOD2 (2024-2028) will significantly expand the previous initiative, offering a more comprehensive and adaptable approach to address a broader range of challenges and opportunities.

Client Authorities
The demand for Foresight on Demand affects various European Commission services and other European institutions and agencies involved in policymaking at EU level. Foresight is increasingly important for implementing R&I policies, as large-scale initiatives and ambitious long-term projects require more than traditional strategic planning. They profit from a long-term view on emerging research opportunities and innovation needs. Joint Technology Initiatives and other European partnerships, which pursue long-term agendas, can build on foresight knowledge to anticipate and respond to emerging scientific, technological and socio-economic developments.
Several client authorities, including the European Commission (lead), EEA, ERCEA, FRA, ETF, EUROFUND, EFSA, EMCDDA, ECDC, EISMEA, EASA, OSHA, Global Health EDCTP3, and the Joint Undertakings EU-RAIL and CBE JU, have entered a single framework contract (FWC) for Foresight on Demand. While foresight processes are increasingly integrated into policymaking, the timing requirements for foresight intelligence and sense-making (e.g. signals of change in society, economy, science, and technology) often necessitate a quicker response than what usual foresight activities can provide. THE FOD framework provides the setting and conditions for this rapid foresight response mechanism.

FOD Consortium
The FOD consortium comprises fifteen core partners and five specialised partners, totalling twenty research and technology organisations experienced in foresight. Fourteen of the core partners were also involved in the first period of FOD (2019-2023), while seven new partners joined for the current FOD2 period (2024-2028). The new partners include 4CF The Foresight Company, DLR, TIS, EUNOMIA, RAND Europe, VTT, and Prognos, with 4CF and RAND Europe joining as core partners. The incumbent core partners are Arctik, Fraunhofer ISI, FFRC, IDEA Consult, Insight Foresight Institute, ISINNOVA, Institutul de Prospectiva, Technopolis, 4strat, Technology Centre Prague, Visionary Analytics, and ZSI Center for Social Innovation. The consortium is led by AIT Austrian Institute of Technology. 

Objectives
The framework contract is the basis for the Foresight on Demand (FOD) mechanism and aims at providing quick forward-looking inputs to policymaking by leveraging the best available foresight knowledge. FOD operates on a much shorter timescale complementarily to longer-term foresight activities but relies on extensive ongoing and accomplished foresight work. Access to a wide range of foresight sources and expertise is crucial for fulfilling FOD functions.
Policymakers increasingly face sudden and often surprising events that can quickly escalate secondary policy issues into disruptive ones requiring fast and effective responses. FOD foresight knowledge must be timely and efficient to support decisions related to urgent crises, emerging risks, and opportunities for addressing ongoing policy challenges. FOD aims to offer the broad range of client authorities timely and effective support in uncertain times, and provide forward-looking insights for policy design, planning, and implementation.
Foresight benefits policymaking in various ways, including for example by scanning the horizon for emerging developments and weak signals or by developing scenarios of alternative futures to better understand and to be better prepared for disruptive futures. The FOD service steps in where foresight activities have already been initiated or where there is a need to strengthen foresight capabilities, providing targeted foresight services that respond to emerging demands and potentially relevant developments.

This is the final report from a foresight study that aimed at supporting the development of the Strategic Plan of Horizon Europe (2025-2027). The study lasted for 18 months and involved a wide range of activities that this report aims at presenting.

These activities aimed at providing early-stage strategic intelligence and sense-making contributions – issues, trends, perspectives, ideas - that could contribute novel elements to the more structured processes of strategic planning that were to follow. The work followed two important directions that were recommended by EFFLA (2012)1 as core elements of bringing foresight into EU R&I policy: knowledge-based review and broad engagement.

Knowledge based review was conducted with the help of the 40 experts who constituted the team that worked on the project. All these experts have contributed as authors to the authorship of the different chapters of this report. About 300 additional experts contributed to the project through its numerous workshops that helped shape the scenarios and ideas about their policy implications, and through membership in the on-line platform of the project at www.futures4europe.eu, which reached 307 people. Last, we acknowledge the 943 experts who responded to our final consultation survey on the implications of our foresight for the directions of EU R&I policy.

The foresight process
The foresight process in support of the 2nd Strategic Plan comprised a wide spectrum of activities:
• As a reference point for the exploratory work, the explicit and implicit impact assumptions of the 1st Strategic Plan were identified and visualised with the help of a qualitative system analysis and modelling tool for causal loop analysis.
• An exploratory analysis of forward-looking sources (e.g. foresight reports, web-based horizon scanning) was conducted to identify relevant trends and signals of unexpected developments. These were discussed in online workshops and on www.futures4europe.eu.
• An outlook on emerging developments in the global and European context of EU R&I policy was developed drawing on a major online workshop in autumn 2021 with some 60 participants, experts and policy makers, who worked with multi-level context scenarios and specific context narratives about emerging disruptions.
• On that basis and in close consultation with the European Commission involving another major workshop in February 2022 which brought together 80 participants, Expert Teams were set up to develop disruptive scenarios in five areas of major interest. Each team ran several internal workshops but also involved further experts and Commission staff in their work, both through the online platform and through a final policy-oriented workshop. The foresight work within the areas of interest resulted in five deep dives on the following topics:
> Climate change, Research, and Innovation: Radical Options from Social Change to Geoengineering
> Hydrogen Economy – A radical alternative
> The EU in a Volatile New World - The challenge of global leadership
> Global Commons
> Transhumanist Revolutions
• Further areas of interest identified since were explored through review papers aiming to capture major trends, developments and scenario sketches in relation to further disruptive developments
> Social Confrontations
> Artificial General Intelligence: Issues and Opportunities
> The Interpenetration of Criminal and Lawful Economic Activities
> The Future of Health
• A third major workshop took place in October 2022 bringing together all the thematic strands of work and addressing possible R&I policy implications from this work. Participation in this workshop reached 250 individuals over 2 days.
• Building on the workshop, the online Dynamic Argumentative Delphi survey Research4Futures collect suggestions from further experts and citizens about the implications of this foresight work for the priorities of EU R&I policy.

This foresight study has been the most widely engaging foresight exercise yet aiming to support EU R&I policy. Through this broad engagement, the study did not only develop intelligence for the 2nd Strategic Plan of Horizon Europe but also contributed to the development of an EU R&I foresight community, one that is an asset for future R&I policies across Europe. 

The online workshop on October 18–19, 2021, was the first in a series of interactive encounters involving foresight experts and practitioners from both EU services and the Member States. It focussed on exploring future dimensions and elements of contextual developments that may have important repercussions for EU R&I policies in general, and the 2nd Strategic Plan of Horizon Europe in particular. An overarching goal of the workshop, as well as the series of interactive meetings, was to provide initial impetus for a broad and in-depth discussion on the big picture and framework conditions for EU R&I policymaking.

The conference took place from 5-7 June 2024, and aimed to explore what conceptions of “better worlds” are being pursued by STI policies.

The AIT Austrian Institute of Technology is Austria's largest non-university research institution and is the specialist among European research institutions for the central infrastructure topics of the future. With its seven centres, the AIT sees itself as a highly specialised research and development partner for industry in the fields of Energy, Health & Bioresources, Digital Safety & Security, Vision, Automation & Control, Low-Emission Transport, Technology Experience and Innovation Systems & Policy. Around 1,500 employees throughout Austria conduct research to develop the tools, technologies and solutions for Austria's economy.

Established by the European Commission, Foresight-on-Demand is a mechanism to respond to the demand for quick inputs to policy-making by drawing on the best available foresight knowledge.

FoD aims at offering the European Commission services with timely and effective support related to crisis situations, emerging risks, and policy challenges.

This project aims at:

i) providing timely foresight intelligence and forward-looking policy briefs to the European Commission for purposes of R&I policy on the following topics:

• Futures of interpenetration of criminal and lawful economic activities 
• Futures of Science for Policy in Europe 
• Futures of using nature in rural and marine contexts in Europe
• Futures of Social Confrontations
• Futures of Green Skills and Jobs
• Futures of Big Tech
• Futures of innovation and IP regulation

ii) providing a hub for Europe’s R&I foresight community and a space in which foresight agencies and researchers can share knowledge and tools;

iii) networking EU supported R&I projects with important foresight elements and promoting their results to policymakers, including via Horizon Futures Watch quarterly newsletters;

iv) promoting broad public engagement with foresight for R&I policy, including stakeholders as well as the public and covering all sections of society, from scientists and engineers to policy-makers, artists, intellectuals and engaged citizens.

The concept of the global commons refers to resource domains that fall outside national jurisdiction, to which all have access, including high seas, airspace, outer space, and cyberspace. Given the growing significance of these domains and related resources for states and other global and local players across a range of purposes, defining the concept of the global commons has become more complex. The Global Commons Alliance network of concerned organisations refers to two definitions of the concept.

The first is based on geopolitics, where the global commons are areas whose potential economic resources lie beyond national jurisdiction: the atmosphere, the high seas, Antarctica, and outer space. The second definition has its roots more in economics and how shared resources can be overused by some at the expense of others, regardless of national jurisdiction. The strategic access and use of resource domains for military/commercial purposes put pressure on their status. Recent geopolitical developments highlight the need for exploring appropriate forms of global governance or stewardship to ensure responsible (sustainable) management to benefit present and future generations.

This deep dive aims to address the following questions:

• What constitutes a global commons? How do global commons differ? How is the concept of global commons likely to evolve up to 2040? Adapting a taxonomy of global commons for the emerging geopolitical, environmental, and economic context.
• What are the main emerging disruptors of global commons up to 2040? What could change and upset established global commons regimes? How can laws be introduced and implemented in emerging global commons? The emphasis is on geopolitics and how legal frameworks can survive technological change. How can innovation reinforce the commons?
• How is the economics of common property evolving (from Hardin's very influential work to the massive critique of Hardin by Elinor Ostrom)? linking to major policy debates such as privatisation. Can Ostrom’s approach be scaled up to the level of states? and extended to the common property of the atmosphere or oceans? What would be necessary for such a large-scale negotiation process?
• How can we govern the commons as a different type of ownership? The emergence of global commons-orientation in innovation? In particular mission-oriented innovation. Exploring the rights and personality of ecosystems and other entities as right holders. Ecological services as transversal.
• How can we make the global commons work? - the need for cooperative behaviour if global commons and sustainability are to be achieved. Multilateralism 2.0. and emerging role of science diplomacy up to 2040. Ukraine war as an epochal war: the dangers of the war (state of permanent cold war) for acting seriously on the global commons. Potential split with China and new hegemonies in Africa (e.g Belt and Road debt).
  
  
  The aim is to identify cross impacts of the global commons areas and key drivers.

The first Mutual Learning Event (MLE) took place on May 23, 2024 in Bratislava, Slovakia as part of the Horizon Europe project Eye of Europe, which aims to contribute to the maturing of a vibrant Research and Innovation (R&I) foresight community in Europe and to support the integration of foresight practices into R&I policy-making.

Forty participants from partner organizations and external representatives of ministries, governmental bodies, R&I funding agencies and the European institutions gathered in the premises of the Government Office of the Slovak Republic.

This MLE, organized by Technology Centre Prague (TC), focused on the identification of emerging needs and approaches in the practice of foresight for research and innovation. To this end, the MLE in Bratislava was structured along the following phases:

• Eye of Europe’s vision and main building blocks, presented by project coordinator Radu Gheorghiu
• The context and role of this MLE, and a brief overview of other mutual learning events that took place since 2020, presented by Michal Pazour 
• Showcasing preliminary results of the Stocktaking of the organisation of R&I Foresight activities in the European Research Area (ERA), by Simone Weske. The presentation highlighted key benefits of the R&I foresight activities, constraints and bottlenecks, as perceived by the survey respondents.
• Four country studies - Slovakia, Finland, Austria and Sweden - have brought interesting insights and comparisons related to R&I foresight uptake and potential for improvement:
  Slovakia: Research and Innovation System and the potential for R&I Foresight |Michal Habrman, Government Office of the Slovak Republic
  Finland: Finnish national foresight ecosystem | Juha Kaskinen, FFRC University of Turku Finland
  Sweden: Leading from the Future in Sweden | Joakim Skog, Vinnova Sweden
  Austria: R&I foresight | Christian Naczinsky, Austrian Ministry of Education
• Discussions in four participant groups on emerging functions and approaches of R&I foresight. Overall, the group discussions touched on the dynamics of R&I foresight demand and supply and on the diversification of tools and methods for establishing dialogue with policy-making.
  
  This video created by the event host, Výskumná a inovačná autorita (VAIA), offers a glimpse into the spirit of both the MLE and the R&I foresight masterclass that preceded it. The detailed outputs of the MLE will be published in a dedicated report.
  
  
  ***
  Five MLEs are planned in the project, with the following one being held online in September 2024. All Eye of Europe MLEs are organized by Technology Centre Prague (TC), Eye of Europe partner and key Czech national think tank and academia based NGO with a rich experience with knowledge-based policy making support and (participatory as well as expert based) foresight activities.
  

The second Mutual Learning Event (MLE) took place online on September 26, 2024, as part of Eye of Europe, a Horizon Europe project  which aims to enhance the integration of foresight practices into Research and Innovation (R&I) policy-making across Europe and to nurture a vibrant, cohesive R&I foresight community that contributes significantly, as a collective intelligence, to shaping and guiding policy decisions.

The online MLE brought together fifty participants from diverse stakeholder groups: Eye of Europe partner organizations, the European Commission, R&I funding agencies, representatives of governmental bodies. The event, organized by Technology Centre Prague (TC), focused on the topic of policy oriented communication of foresight results. Group and plenary discussions in three interactive sessions were framed by expert presentations showcasing diverse practices in the application and communication of foresight.

Presentations:

• Michal Pazour (TC Prague, Czech Republic) introduced the Eye of Europe project and the context of this second Mutual Learning Event.
• Moderator of the event Lenka Hebáková (TC Prague, Czech Republic) followed up with an introduction to the event’s aims and agenda.
• Mikko Dufva (SITRA, Finland) – “Communicating foresight. From knowing it all to empowering change”. The presentation included three case studies: SITRA’s decade long experience with megatrends as a platform for dialogue, their work on weak signals as an invitation to broaden futures thinking in a “what if?” spirit and, finally, their efforts to empower others to define futures bottom-up, through small funding to diverse teams across Finland.
• “Communicating foresight in the European Commission” presented by Maia Knutti and Teodora Garbovan (EU Policy Lab, European Commission) brought insights into how, in the European Commission context, foresight is employed and linked with the policy cycle. Examples covered foresight content (e.g. Strategic Foresight Reports) and engagement tools (e.g. megatrends hub, scenario exploration system) that are serving different stakeholder groups across multiple channels.
• Bianca Dragomir (Institutul de Prospectiva, Romania) discussed a case study on embedding foresight into policy making in the context of developing the Strategy for Fishing and Aquaculture 2035 in Romania. Moreover, she shared about embedding foresight into both policy making and societal conversation, discussing two Foresight on Demand projects: Scenarios on “Transhumanist Revolutions” and foresight-meets-speculative-design project “Futures Garden”.
• Totti Könnölä (Insight Foresight Institute, Spain) shared about the Foresight on Demand project "European R&I foresight and public engagement for Horizon Europe" that advanced several objectives: generating foresight intelligence, i.e. through forward-looking policy briefs; monitoring of foresight activities and providing support for exploitation (Horizon Futures Watch); laying the building blocks for a European foresight community supported by an online platform. 
• Marie Ségur (Futuribles, France) presented a case study on “Future of social work in France to 2035-2050” and the methods employed throughout the process: using surveys to motivate engagement with futures thinking, scenario building that may inform strategic choices and guide towards a vision and, finally, communicating outcomes in a synthetic manner, that may contribute to a wider discussion around the topic.
• Eye of Europe project coordinator Radu Gheorghiu (UEFISCDI, Romania) shared previews of the upcoming upgrade of the futures4europe.eu platform, with its new look and extended features.
  
  This event is the second in a series of five MLEs planned in the project; the following event will be held on January 21st 2025 also in an online format. All Eye of Europe MLEs are organized by Technology Centre Prague (TC), Eye of Europe partner and key Czech national think tank and academia based NGO with a rich experience with knowledge-based policy making support and (participatory as well as expert based) foresight activities.

This foresight study aimed at supporting the development of the Strategic Plan of Horizon Europe (2025-2027), by providing early-stage strategic intelligence and sense-making that could contribute novel elements to the processes of strategic planning.

The study, which was launched in mid-2021 and lasted almost two years, has been the most widely engaging foresight exercise yet aiming to support EU R&I policy. Through this broad engagement, the study did not only develop intelligence for the 2nd Strategic Plan of Horizon Europe but also contributed to the development of an EU R&I foresight community hosted by futures4europe.eu, one that is an asset for future R&I policies across Europe.

The foresight process in support of the 2nd Strategic Plan comprised a wide spectrum of activities:

• As a reference point for the exploratory work, the explicit and implicit impact assumptions of the 1st Strategic Plan were identified and visualised with the help of a qualitative system analysis and modelling tool for causal loop analysis.
• An exploratory analysis of forward-looking sources (e.g. foresight reports, web-based horizon scanning) was conducted to identify relevant trends and signals of unexpected developments. These were discussed in online workshops and on futures4europe.eu.
• An outlook on emerging developments in the global and European context of EU R&I policy was developed drawing on a major online workshop in autumn 2021 with some 60 participants, experts and policy makers, who worked with multi-level context scenarios and specific context narratives about emerging disruptions.
• On that basis and in close consultation with the European Commission involving another major workshop in February 2022 which brought together 80 participants, Expert Teams were set up to develop disruptive scenarios in five areas of major interest. Each team ran several internal workshops but also involved further experts and Commission staff in their work, both through the online platform and through a final policy-oriented workshop. The foresight work within the five areas of interest resulted in deep dives on the following topics:
  > Climate change, Research, and Innovation: Radical Options from Social Change to Geoengineering
  > Hydrogen Economy – A radical alternative
  > The EU in a Volatile New World - The challenge of global leadership
  > Global Commons
  > Transhumanist Revolutions
  
• Further areas of interest identified were explored through review papers aiming to capture major trends, developments and scenario sketches in relation to further disruptive developments:
  > Social Confrontations
  > Artificial General Intelligence: Issues and Opportunities
  > The Interpenetration of Criminal and Lawful Economic Activities
  > The Future of Health
  
• A third major workshop took place in October 2022 bringing together all the thematic strands of work and addressing possible R&I policy implications from this work. Participation in this workshop reached 250 individuals over 2 days.
• Building on the workshop, the online Dynamic Argumentative Delphi survey Research4Futures collected suggestions from almost 950 contributors from Europe and beyond about the implications of this foresight work for the priorities of EU R&I policy.

The detailed description of the foresight work and the resulting outputs are available in the final report of the project.

This foresight study has been implemented through the Foresight on Demand framework contract, by a team of 40 experts. About 300 additional experts contributed to the project through its numerous workshops that helped shape the scenarios and their policy implications. 

As a Coordination and Support Action, project “Eye of Europe” aims to enhance the integration of foresight practices into Research and Innovation (R&I) policy making across Europe. Ultimately, the project envisions a more cohesive and influential R&I foresight community that contributes significantly, as a collective intelligence, to shaping and guiding policy decisions.

To this end, Eye of Europe builds on existing initiatives and experiences to foster knowledge-sharing between foresight practitioners and policy makers, attract domain experts in foresight endeavours, and engage a broader audience in futures thinking. Nurturing futures4europe.eu as the online home for the community and running various face-to-face events with different stakeholders will underpin these ambitions.
Methodologically, the project relies on the following building blocks:

• futures4europe.eu as the online hub for the R&I foresight community in Europe: The platform accommodates the interests of various stakeholders such as foresight experts, beneficiaries, domain experts, and an active audience. It operates on multiple integration levels, from mapping organizations and experts to sharing foresight results and capabilities. Moreover, it acts as the communication gateway for ongoing foresight activities, events, educational and inspirational materials.
  
  
• Sharing of practices: This entails mapping institutions engaged in R&I foresight activities, promoting mutual learning through interactive formats, developing shared visions for the future of foresight in R&I policy within the European Research Area (ERA), fostering exchanges among the foresight in R&I policy community through conferences, encouraging dialogues between futurist/expert communities, academics and policy practitioners.
  Key figures: 5 mutual learning events (MLE): 2 online, 3 face-to-face events; 1 vision building event for the Future of R&I Foresight in ERA; 2 conferences
  
  
• Running foresight pilots: Conducting a series of pilot workshops and online consultations with diverse formats, methodologies, and participants. This involves identifying topics of common interest within the European Research Area (ERA), where foresight perspectives offer added value, designing and implementing tailored pilot foresight activities involving various stakeholders, harnessing lessons learnt and feeding them into the platform and other dissemination channels.
  Key figures: 11 Foresight pilot processes: 3 exclusively with citizens, 4 mainly with experts and researchers tackling specific R&I topics, 4 involving a bespoke group of participants. Out of the 11 events, 8 will be face-to-face events, and 3 pilots will take place online
  
  
• Boosting futures literacy: The project encourages meaningful engagement with diverse audiences, from foresight professionals, researchers, policy-makers to various futures sensitive profiles (e.g. entrepreneurs, journalists, artists) and the wider civil society. The project will provide guides, methodology toolboxes, and training modules for R&I foresight and futures literacy, incorporating written and multimedia content.
  Key figures: 5-10 short training sets for participants in foresight exercises; 1 training module for foresight beneficiaries; 1 foresight training for early career researchers, 1 Massive Open Online Course (MOOC) on R&I foresight; 12 conversational podcasts; 6-8 Short videos and/or animated materials showcasing foresight processes and outcomes
  
  
• Fueling the public discourse around futures: Promoting the project and fostering the foresight community via the online platform futures4europe.eu and complementary channels such as social media and a dedicated newsletter. In addition to highlighting the project's own initiatives, Eye of Europe will also aim to promote foresight content developed in other projects, showcasing a diverse range of perspectives and insights within the foresight field. The quarterly newsletter will feature various content types like interviews, project updates, and foresight-related articles. Social media, particularly Futures4Europe's LinkedIn page, will be used to engage professional communities and wider audiences, with a focus on sharing project activities and fostering discussions.