Ahti Kuningas
Majandus-ja
Kommunikatsiooniministeerium 05.07.2023 nr 19-1/23/2953
Reaalajamajanduse tööplaani kinnituskiri
Austatud härra Kuningas
Kinnitame, et soovime osaleda Majandus- ja Kommunikatsiooniministeeriumi kinnitatud
reaalajamajanduse visioon 2020–2027 tegevuskava täitmises. Oleme ette valmistanud tegevused
2023–2026 aasta reaalajamajanduse tööplaani lisamiseks strateegilises alameesmärgis nr 4:
E - veoselehtede laialdane kasutuselevõtt aastaks 2025, mille tulemusel saavad maanteeveod
toimuda e-veoselehtede kaudu ning on teiste veoliikidega masinloetavalt ühendatud, toimivad
automatiseeritud kontrolltoimingud.
Planeeritavad tegevused näevad ette juhtpartnerina osalemist Euroopa Ühendamise Rahastu (CEF)
poolt kaasfinantseeritavas projektis eFTI4EU, koostöös projekti partneritega Soomest, Leedust,
Saksamaalt, Prantsusmaalt, Itaaliast, Portugalist, Austriast ja Belgiast ning vaatlejatega
Hispaaniast, Iirimaalt ning Hollandist. Projekti kogueelarve on 28,3 miljonit eurot. Sellest
Kliimaministeeriumi eelarve on 1 miljon eurot, millest 50% tuleb CEFist. Projekt algab 2023
aastal ja kestab kuni 2026 aastani.
Projekti eesmärgid:
1. luua riikide põhised teekaardid eFTI-le üleminekuks (sh nõuded riiklike infosüsteemide
rakendamiseks, rahalised ja tehnilised ressursivajadused ning nõuded eFTI
infovahetuskeskkonnale);
2. analüüsida ELi komisjoni kehtestatud delegeeritud aktide ja rakendusaktide, luues
liikmesriikidele ühtlustatud tehnilised spetsifikatsioonid eFTI Värav (inglise keeles eFTI Gate
süsteemi arendamiseks.
3. öötada välja riiklikud ja piiriülesed eFTI Gate ja eFTI platvormide testimisstrateegiad -
töötada välja strateegia eFTI värava avatud lähtekoodiga viitedokumentide rakendamiseks;
4. töötada välja ja leppida kokku juhtimismudel, mis kirjeldab eFTI Gate väravate teenuse
toimimise mudelit
5. piloteerida järgmisi lahendusi:
- eFTI Gate ja pädevate asutuste vahelist andmevahetust,
- eFTI Gate ja eFTI platvormide vahelist andmevahetust
- eFTI Gate’de omavahelist andmevahetust
- eFTI Gate ja muude asjasse puutuvate süsteemide andmevahetust
6. lisaks teadlikkuse tõstmine, kommunikatsioon, seminarid jms tegevus.
Paldiski mnt 96/ Tallinn 13522/ 626 2802/
[email protected]/ www.kliimaministeerium.ee/
Registrikood 70001231
Kinnitame, et oleme tegevuste elluviimiseks nõus panustama Kliimaministeeriumi tööaega ning
kasutama eFTI4EU projekti raames Reaalajamajanduse vahendeid aastatel 2023-2026
alljärgnevalt: 2023 aastal 7 500 eurot; 2024 aastal 210 063 eurot; 2025 aastal 198 250 eurot ning
2026 aastal 84 188 eurot. Summadele lisandub 50% kaasfinantseeringut CEFist.
Projekti taotlus koos tegevuste kirjeldusega on kirjale lisatud ning samuti on kirjale lisatud ka
prognoositav eelarve.
Lugupidamisega
(allkirjastatud digitaalselt)
Keit Kasemets
kantsler
Lisad: 1. Projekti eFTI4EU taotlusdokument
2. Projekti eFTI4EU eelarve 2023–2026
Eva Killar, 625 6485
eva.killar@kliimaministeerium
Call: [CEF-T-2022-SIMOBGEN-eFTI-WORKS]
EU Grants: Application form (CEF-T): V2.0 – 01.06.2022
TECHNICAL DESCRIPTION (PART B)
COVER PAGE
Part B of the Application Form must be downloaded from the Portal Submission System, completed and then assembled and
re-uploaded as PDF in the system. Page 1 with the grey IMPORTANT NOTICE box should be deleted before uploading.
Note:
Please read carefully the conditions set out in the Call document (for open calls: published on the Portal). Pay particular
attention to the award criteria; they explain how the application will be evaluated.
The term ‘project’ used in this application form and other documents is synonymous to the term ‘action’ used in the CEF
Regulation 2021/1153.
PROJECT
Project name: eFTI for Europe
Project acronym: 22-EU-TG-eFTI4EU
Coordinator contact: MS Estonia
EVA KILLAR,
[email protected]
Starting date 01/04/2023
Duration 36 months
TABLE OF CONTENTS
TECHNICAL DESCRIPTION (PART B) .......................................................................................................................... 1
COVER PAGE ............................................................................................................................................................. 1
PROJECT SUMMARY ................................................................................................................................................. 2
0. PROJECT DESCRIPTION ....................................................................................................................................... 3
1. PRIORITY AND URGENCY ..................................................................................................................................... 8
1.1 TEN-T network — Project of common interest (PCI) ........................................................................................... 8
1.2 Call objectives and priorities................................................................................................................................ 9
1.3 EU added value ................................................................................................................................................ 10
1.4 Cross-border link............................................................................................................................................... 10
1.5 Integrated management .................................................................................................................................... 12
1.6 Synergies.......................................................................................................................................................... 12
1.7 Dual-use potential (civilian-defence) ................................................................................................................. 14
2. MATURITY............................................................................................................................................................. 14
2.1 Readiness and technical maturity...................................................................................................................... 14
2.2 Status of contracting procedures and authorisations, approvals and permits ..................................................... 22
2.3 Financial maturity .............................................................................................................................................. 24
3. QUALITY ............................................................................................................................................................... 24
3.1 Cost effectiveness and financial management .................................................................................................. 24
3.2 Consortium set-up, governance and organisational structure ............................................................................ 26
3.3 Project management, quality assurance and control procedures ....................................................................... 28
3.4 Risk management ............................................................................................................................................. 30
3.5 Communication and visibility ............................................................................................................................. 33
3.6 Sustainability and maintenance strategy ........................................................................................................... 34
4. IMPACT — COST-BENEFIT ANALYSIS ............................................................................................................... 34
4.1 Demand analysis .............................................................................................................................................. 34
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4.2 Economic and financial analysis........................................................................................................................ 34
4.3 Social, environmental and other impacts ........................................................................................................... 36
5. CATALYTIC EFFECT ............................................................................................................................................ 41
5.1 Financial gap .................................................................................................................................................... 41
5.2 Public and private investment and financial leverage ........................................................................................ 42
5.3 Stakeholder commitment .................................................................................................................................. 42
6. WORK PLAN, WORK PACKAGES, ACTIVITIES, RESOURCES AND TIMING .................................................... 43
6.1 Work plan ......................................................................................................................................................... 43
6.2 Work packages, activities, resources and timing ............................................................................................... 47
Work Package 1 ............................................................................................................................................... 49
Work Package 2 ............................................................................................................................................... 55
Work Package 3 ............................................................................................................................................... 60
Work Package 4 ............................................................................................................................................... 63
Timetable ......................................................................................................................................................... 66
7. OTHER .................................................................................................................................................................. 67
7.1 Ethics ................................................................................................................................................................ 67
7.2 Security............................................................................................................................................................. 67
8. DECLARATIONS ................................................................................................................................................... 67
ANNEXES ..................................................................................................................................................................... 69
#@APP-FORM-CEFT@#
#@PRJ-SUM-PS@# [This document is tagged. Do not delete the tags; they are needed for the processing.]
PROJECT SUMMARY
Project summary
The efficiency of freight transport and logistics is vital for the growth and competitiveness of the
Union economy, the functioning of the internal market and the social and economic cohesion of all regions
of the Union. Digitalisation of transport documents and implementing a seamless paperless information
exchange between businesses and authorities has been a major challenge.
The aim of Regulation EU No 2020/1056 on electronic Freight Transport Information (in short “eFTI
Regulation”)1 is to foster an apply the digitalization of freight transport and logistics to reduce
administrative costs, improve enforcement capabilities of competent authorities, and enhance the
efficiency and sustainability of transport. Aim is to also support the shift from paper based supply chains
towards digital processes.
By the eFTI Regulation, the competent authorities will be required to accept information made
available electronically, that is whenever economic operators are obliged to make information available
as proof of compliance with requirements laid down in Union legal acts covered by the Regulation.
Based on the work so far, in 2023 the Delegated Act on eFTI Data Set and Subsets, the Implementing
Act on common rules for authorities and the Implementing Act on requirements for eFTI platforms and
service providers will be published by the European Commission. In 2024, the rules on certification of
eFTI platforms and service providers will be set upon a dedicated Delegated Act. By August 2025 all EU
Member States need to have proper aligned systems in place, which allow their competent authorities to
accept electronic freight information presented by economic operators, e.g., when a transport is checked.
eFTI4EU starts exactly there - between the implementing and delegated acts texts and the final
interoperable implementation of the technical systems.
1
eFTI Regulation 2020/1956, https://eur-lex.europa.eu/legal-content/EN/TXT/?uri=CELEX%3A32020R1056
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The project encourages Member States to join forces, face the upcoming eFTI requirements, work jointly
on common specifications and take profit of a well harmonized European wide eFTI exchange
environment according to the regulation.
The consortium is led by the most committed EU Member States that are willing to quickly kick off and
start up the eFTI operations in their country supported by some selected consultant companies with the
most experienced EU eFTI experts already cooperating with DG MOVE for the implementation of
Regulation 1056. Namely:
• Nine (9) Member States as full beneficiaries (Estonia, Germany, Finland, France, Italy, Portugal,
Austria, Lithuania, Belgium); they are participating with their Ministry in charge of the eFTI
implementation and / or with internal Agencies acting on their behalf and /or in cooperation with
selected IT companies for the pilot development
• Three (3) Member States participating as observers (Ireland, Spain and the Netherlands)
• Four (4) eFTI Consultant Companies with top level expertise in eFTI (PortExpertise, 51Biz
Luxembourg Digilogistika Keskus, Circle)
• Three (3) IT companies providing software development for the pilots in their countries (Circle
IT, Imprimerie Nationale FR, LT Normalis Tech LT)
• One (1) international interministerial cooperation partnership in the Baltic area working under the
Nordic Investment Bank
• Two (2) other beneficiaries for the specific eFTI implementation in Lithuania (Transport
Innovation Association and State Enterprise Klaipeda)
The project will be complemented by specific companies that will be subcontracted both for the eFTI
expertise and to develop the eFTI pilots for the countries that decided to outsource this activity.
eFTI4EU has a total eligible costs of 28.352.625 EUR and a duration of 36 months with a work plan that
has been carefully identified in order to match with the overall eFTI implementation process led by the
European Commission DG MOVE.
Due to the tight timing planned for the eFTI implementation (see eFTI time plan in the next section) the
participating Member States and the other beneficiaries agreed to start preparations as early as possible.
Therefore eFTI4EU is planned to start in April 2023 at latest.
A first eFTI4EU meeting is already planned in Germany at the end of April.
#§PRJ-SUM-PS§# #@REL-EVA-RE@# #@PRJ-OBJ-PO@#
0. PROJECT DESCRIPTION
Project description, scope and objectives
Describe the project scope, main goals and objectives, as well as the technical data.
Please use the following structure:
− Overall objective
− General description and context — describe the context, including political priorities and if the project is part
of a bigger project (‘global project’, including projects of common interest)
− Location — mention where on the network/corridors the project will be implemented
− Justification — describe the current situation and needs analysis
− Specific objectives — list and link them to the work packages used in section 6
− Expected outcomes and results — include facts and statistics (for instance, quantitative information expressed
in km, MVA, Bcm/y, kV, bar, etc.).
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Overall objective
The overall objectives of the Project are fully aligned with the overall aim of Regulation EU No 2020/1056
on electronic Freight Transport Information (in short “eFTI”):
- to encourage the digitalisation of freight transport and logistics
- to reduce administrative costs, improve enforcement capabilities of competent authorities,
- and to enhance the efficiency and sustainability of transport.
The specific objectives that are then translated in the work plan are:
- to identify, by means of country-specific roadmaps, inter alia, the inventory of existing reusable
systems, requirements for national eFTI implementation, resource needs (financial and
technical) and requirements for the long-term operation of the eFTI exchange environment;
- to analyse the DA and IA introduced by the EU Commission and jointly translate them into
harmonised technical specifications, thus providing member states with solid specifications, e.g.
for the development/tendering of an eFTI gate;
- to develop national and cross-border test strategies to test the eFTI exchange environment;
- to develop a strategy for an open source reference implementation of an eFTI gate on top;
- to develop an agreed governance model that describes general rules for eFTI gates and the
maintenance of the specifications
- to test and pilot
o eFTI gate to competent authorities data exchange,
o eFTI gate to eFTI platforms data exchange
o eFTI gate to other eFTI gates data exchange
o eFTI gate to other liked systems data exchange
- to support a wide communication, awareness raising, and cross fertilisation and capacity building
activities supporting an harmonised eFTI development including;
o a set of communication /information / training tools
o a set of national events in which MSs will communicate eFTI to EOs and to a broader
public.
o a set of European workshops for very specific detailed issues.
o 3 yearly eFTI conferences
o a series of workshops / on site visits
o onboarding trainings (webinars) and a set of training courses
This will be organised in 4 Work Packages with specific outcomes as described in the workplan.
The work plan has been carefully identified in order to match with the overall eFTI implementation
process led by DG MOVE.
General description and context
By the eFTI Regulation, the competent authorities will be required to accept information made available
electronically, that is whenever economic operators are obliged to make information available as proof of
compliance with requirements laid down in Union legal acts covered by the Regulation.
Based on the work so far, in 2023 the Delegated Act on eFTI Data Set and Subsets, the Implementing
Act on common rules for authorities and the Implementing Act on requirements for eFTI platforms and
service providers will be published by the European Commission. In 2024, the rules on certification of
eFTI platforms and service providers will be set upon a dedicated Delegated Act. By August 2025 all EU
Member States need to have proper aligned systems in place, which allow their competent authorities to
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accept electronic freight information presented by economic operators via certified eFTI-platforms, e.g.
when a transport is checked.
Location
The scope of the eFTI4EU project includes all 27 Member States, modes of transports (road, rail, inland
navigation, air and maritime) and administrations that are impacted by the EU 2020/1056 regulation. This
will be achieved by a European eFTI reference architecture and its cross-border pilots. Ultimately, the
project will support the vision of generating digital and vibrant eFTI Core Network Corridors from North to
South and across the EU.
The project will be executed in 9 EU Member States (Estonia, Germany, Finland, France, Italy,
Portugal, Austria, Lithuania, Belgium) with cross border pilots that will also be exploited in all the
9 Core Network Corridors.
eFTI4EU Project Partners
TEN T Corridors
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Justification
The project eFTI4EU starts exactly between the provision of the eFTI implementing and delegated acts
and the final interoperable implementation of the technical systems. The project encourages Member
States to join forces, face the upcoming eFTI requirements, work jointly on common specifications and
take profit of a well harmonised European wide eFTI exchange environment according to the regulation.
Through the eFTI regulation, the EU wants to boost and harmonise the digitalization of logistics and
transport. For companies eFTI provides a good opportunity to move from paper documents to digital data
exchange and hence streamline their own processes. Based on industry comments the savings can be
above 10€ per digital cargo document from the process point of view.
While the deadline to implement eFTI is getting closer (operational in August 2025) all authorities in the
EU Member States need to speed up and prepare to meet the upcoming requirements in a rather quick
manner - e.g. they need to join together and agree on rules to manage cross-border eFTI dataset requests,
set up their data exchange readiness and instruct local/international eFTI platforms on the connectivity.
In other words, based upon the regional differences, existing or new platforms and ecosystems have to
be integrated or made interoperable across the EU in a way that all competent authorities could equally
well exchange the required data - a task that a single Member States (MS) cannot solve alone.
The questions of MS currently in air:
● On which (certified) eFTI Platform can an authority find the appropriate eFTI Data Set in case of
a check?
● How can an authority trust and verify transport information that is presented in an electronic
format?
● How can an economic operator trust and verify that a public officer has the mandate to request
transport information
● How to define the rules and set up national query systems to fit all international destinations for
queries?
● How (if) should a MS set up an eFTI Gate without “discovering” its rules on its own?
● How to set up a well-functioning eFTI architecture and eFTI Gate?
● How can economic operators be encouraged to accept and use the implementation of eFTI?
● How does the budget and funding calculation timeline for MS look like (individual implementation
roadmaps)?
To face this challenge Digital Transport and Logistic Forum Experts join together with various national
and regional authorities they already cooperate with.
The foundation of the project will be based on the eFTI Regulation and the related IAs and Das that will
serve as starting points for all the project activities.
The project follows the vision of eFTI that this task can be efficiently managed by an architecture
comprising a federated, coordinated (harmonised) and trusted eFTI network. Therefore, e.g. existing
systems (UNECE eDGTI dangerous goods system), EU building blocks and proven practices of previous
CEF and Horizon projects (e.g. FENIX FEDeRATED, DIGINNO Proto, etc.) could be reused and, if
necessary, adapted to fulfil the eFTI requirements (Delegated Acts - DAs- and Implementing Acts - IAs).
In order to get an overview of the current state of eFTI development in the Member States, the project
supports the creation of individual roadmaps for all participating Member States, which serves for further
cooperation and as a foundation for joint specifications.
Following the project vision, a trusted network of eFTI Gates or similar services have to be developed.
For that, the project envisages support in planning, organising and coordinating harmonised rules for
platforms and components. The national ecosystems which manage the data exchange between eFTI
Gate and eFTI Platforms can be different and to some extent the functional and technical national or
regional eFTI Gate structure could be different. Yet, they all have to communicate with each other in cases
of authority queries on eFTI datasets. Eventually new mechanisms could be built on jointly evolved
building blocks. Jointly developed and used building blocks will be tested and piloted to ensure
interoperability.
Frontrunner MS will do first developments / implementations and perform (cross-border) interoperability
pilots and checks. For the harmonised eFTI data exchange common open-source solutions or modules
will be specified and used. This requires a common understanding of rules and specifications to be
followed
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Work Plan
eFTI4EU Partners and associated partners join forces to:
WP1 Horizontal Alignment collect authorities’ road maps and support an exchange and common
understanding of requirements and preparatory works to implement eFTI
● cooperate with European or corridor-specific initiatives related to specific transport modes or
goods. For example, Inland Navigation
● analyse and implement B2A (national and cross-border) eFTI processes on functional level and
in a harmonised way
● initiate a comprehensive cross-member state co-development of the eFTI exchange
environment to ensure interoperability
● think beyond implementation and develop eFTI Gate strategy and governance (e.g.
maintenance and service level agreements)
● to enable day-2-day operation by addressing topics like legal implementation, certification and
accessibility
WP2 National and Corridor Pilots
● focus on capability and usage of eFTI Gates
● integrate national and corridor B2A eFTI processes on functional level for all transport modes
● enable pilot planning, collaboration, testing (in particular with regard to interoperability) and
knowledge sharing
WP3 Communication, Dissemination & Capacity Building disseminate the result and accelerate the
eFTI implementation for other member states that do not join the project
● involve external stakeholders to promote eFTI (in particular economic operators which should
make use of the opportunity of digitalised transport information).
WP4 Project Management
● ensure the smooth (administrative) progress of the project and fulfil the planned activities with
the possibility to meet unforeseen challenges
Expected outcomes and results
Project participants will take profit of:
● pioneering information and knowledge about eFTI;
● shared resources, co-creation and co-development for eFTI;
● profound information and lessons learnt about eFTI architecture and pilots;
● reference architecture to support eFTI implementation;
In detail the project (that is a study including pilots) comprises the following:
Studies:
● Provision of national and regional eFTI roadmaps
● Participation in the horizontal alignment work package to promote harmonisation of eFTI
development and interoperability between Member States. This also covers the specification and
the common co-development of eFTI reference implementations (eFTI platform and eFTI Gate)
● Communication and dissemination, knowledge sharing activities in the MS to promote eFTI
Pilots:
● Development and piloting of an eFTI gate aligned with the jointly specified and developed
reference implementation, which could lead to a system that becomes operational in 2025
● eFTI gate pilots cover the following communication paths:
○ eFTI gate to competent authorities
○ eFTI gate to eFTI platforms
○ eFTI gate to other eFTI gates
○ eFTI gate to other liked systems
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Global projects
If the project is part of a global project (including projects of common interest (PCI), if applicable), provide the following
information:
− Objectives of the global project
− General description and context — specify how the project fits into the global project
− Justification — problems, needs and issues addressed by the global project
− State of play, results and objectives achieved by the global project so far
− Parallel projects — describe which other parts of the global project are to be implemented in parallel and their
links to the project
− Timetable — describe the timetable of the global project and the interdependence with the timetable of the
project; explain how the project will impact the progress of other activities which are part of the global project.
The efficiency of freight transport and logistics is vital for the growth and competitiveness of the Union
economy, the functioning of the internal market and the social and economic cohesion of all regions of the
Union.
The overall aim of Regulation EU No 2020/1056 on electronic Freight Transport Information (in short
“eFTI”) are
● to encourage the digitalisation of freight transport and logistics
● to reduce administrative costs, improve enforcement capabilities of competent authorities,
● and to enhance the efficiency and sustainability of transport.
The movement of goods, including waste and dangerous goods, is accompanied by a large amount of
information which is still exchanged mainly in paper format among businesses, and between businesses
and competent authorities. The use of paper documents represents a significant administrative burden for
logistics operators and an additional cost for logistics operators and related industries (such as trade and
manufacturing), in particular for SMEs, and has a negative impact on the environment.
The Global Project is the full adoption of eFTI by Member States in all modes and different cases
including waste shipment and dangerous goods.
The project is the first action of the Global Project and includes the activities described in the previous
paragraph.
It contributes to the Global Project through:
● support Member States, Competent Authority and Economic Operators towards and
harmonised eFTI implementation
● translating Delegated Acts and Implementing Acts in a common reference implementation
● supporting the creation of and effective eFTI environment
● delivering robust pilots
1. PRIORITY AND URGENCY
1.1 TEN-T network — Project of common interest (PCI)
TEN-T network — Project of common interest (PCI)
Explain why the project is considered a project of common interest (PCI) within the meaning of Article 7 of the TEN-T
Guidelines and how it contributes or links to the core and/or comprehensive network.
Does it contribute to realising corridor work plans and implementing acts pursuant to Article 47 of the TEN-T
Guidelines?
Does the project (or global project) produce a network effect by linking with or complementing other TEN-T/CEF
actions?.
Don’t forget to also encode this information in the Application Form Part A in the General information section.
eFTI4EU is in line with Art.7 contributing to the development of the trans-European transport
network through the measures promoting the resource-efficient use of the network.
The Project will generate significant European value added as it contributes to all four categories of
objectives set out in Article 4 of the TEN-T Guidelines:
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a) Cohesion through defining measures and recommendations to improve accessibility and
connectivity to all regions of the Union, reducing the IT infrastructure quality gaps between Member
States; improving the interconnection between long-distance international transport and regional and
local traffic.
b) Efficiency through improving interoperability in national /international multimodal transport networks;
different transport modes will be better integrated and interconnected thanks to the results of
initiatives; economically efficient and high-quality TEN-T transport chains will be promoted
contributing to further economic growth and competitiveness; efficient use of existing infrastructure
will be fostered; pilots will demonstrate that innovative technological and operational concepts can
be applied in a cost-efficient way.
c) Sustainability through contributing to the objectives of low greenhouse gas emissions, low-carbon
and clean transport, reducing external costs and increasing environmental protection as EFTI4EU
will favour a more efficient use of the different transport modes.
d) Increasing the benefits for its users through meeting the mobility and transport needs of its users
within the Union; increasing interoperability, which will ensure quality, efficiency and sustainability of
transport services, particularly for rail and inland waterways transport.
In line with art. 47, the Project will also contribute to efficient use of infrastructure, safe and
environmentally friendly intermodal connections in the all the 9 Core Network Corridors (CNC).
Stakeholders of these CNCs participate in eFTI4EU stakeholder’s platform and results of this project will
be presented periodically in CNCs meetings and stakeholders fora.
The project will be carried out in compliance with relevant Union and national law, in particular with Union
legal acts on the environment, climate protection, safety, security, competition, state aid, public
procurement, public health and accessibility.
1.2 Call objectives and priorities
Call objectives and priorities
Explain how the project contributes to the objectives, priorities and expected results of the topic under which it is
submitted.
The general objective of the call CEF-T-2022-SIMOBGEN-eFTI-WORKS is to modernise transport
infrastructure on the Core and Comprehensive Networks of the TEN-T.
Specifically, in accordance with the Article 9(2)(b)(ii) of the CEF Regulation, studies and / or works, will
be supported, which support Member States to develop and implement IT platforms and processes in
accordance with the eFTI Regulation (Regulation (EU) 2020/1056 of the European Parliament and of the
Council of 15 July 2020 on electronic freight transport information (OJ L 249, 31.7.2020, p. 33)).
eFTI4EU fulfils exactly the call objectives and priorities, since it considers the development of all of the
components of the systems/IT platforms to be used by the competent authorities to access and process
information electronically in accordance with the provisions of the eFTI Regulation and its implementing
and delegated acts, including:
● Pilot testing of exchanges with IT platforms of the economic operators (when adapted to meet
the specifications for eFTI platforms in line with eFTI implementing and delegated acts*)
● Knowledge and good practice sharing with other Member States, including technical
implementation guides
● Communication measures aimed at awareness raising and training of responsible officials in
the competent authorities concerned
Digital platforms developed under eFTI4EU aim to be accessible for use by all operators on a non-
discriminatory basis.
The project contributes strongly and has a supporting impact on the European Commission
documentation and decision-making in member states on the practical and legislative implementation of
eFTI. The project contributes to the works and specifications of the same eFTI Regulation that it is aimed
to implement and seek solutions for.
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The studies conducted will be an effort to fill in gaps and align specifications across borders and the
pilots serve as contact points and possible testbeds for the members states and European Commission,
the businesses and platforms that are to be developed within and aside the project. Both the
organisations in member states of the project implementation and in the member states beyond are
welcome to reap the practical benefits of the pilots while they are being developed and also while those
are being implemented.
The output of the project and its deliverables are direct tools and input for policy making and development
and pooling of best practices on eFTI and digitalisation of transport and trade data through the application
date of eFTI on August 2025 trhough the period after reflecting also towards the assessment of the
Regulation and needs for the amendments or further specifications for the next stages of decision-making
for the full eFTI implementation in segments that might need a longer transition period.
1.3 EU added value
EU added value
Explain the effects of the project from the perspective of the EU interest and how it contributes to the objectives set at
European level.
The Project will support the implementation of a key EU Regulation in terms of the effective digitalisation
in the transport sector and that this is the highest EU added value that the project can bring,
Moreover, there are some other relevant added values in other areas,
Climate change and digitalisation are two global megatrends that will continue to shape EU policy for
decades. The European Green Deal introduced policy shifts in the EU in these areas with the two being
linked more explicitly at a political level. The synthesis of these policy areas has also been accelerated
by the EU recovery package (RRF), which requires EU Member States receiving coronavirus-recovery
funds to make significant investments in both areas.
Furthermore, the European Commission’s (EC) Communication “Shaping Europe's digital future”/ Digital
Europe Programme2 provides some details about its vision for the role of digitalisation in achieving
climate ambitions and the Sustainable Development Goals (SDGs).
Additionally, the EC Sustainable and Smart Mobility Strategy’ lays the foundation for how the EU
transport system can achieve its green and digital transformation and become more resilient to future
crises. Namely in terms of innovation and digitalisation the strategy foresees to make connected
multimodal mobility a reality and to boost innovation and the use of data and artificial
intelligence (AI) for smarter mobility.
In this respect, eFTI4EU supports investment in Europe's transport digital infrastructure with beneficial
consequences on the environment, thus supporting the twin green and digital transition, and contributing
to the ambitious targets for the European Green Deal3 and the Digital Decade4.
It will support the goals of the Smart and Sustainable Mobility Strategy laying the foundation for how
the EU transport system can achieve its digital transformation and become more resilient to future crises.
1.4 Cross-border link
Cross-border link
Is the project related to one of the cross-border links listed in Part III of the Annex to the CEF Regulation read in
conjunction with Article 2(h) of the CEF Regulation and Article 3(m) and 3(p) of the TEN-T Guidelines?
Note:
2
Digital Europe Programme, Digital Europe Programme | European Commission (europa.eu)
3
European Green Deal - https://ec.europa.eu/info/strategy/priorities-2019-2024/european-green-deal_en
4
Digital Decade, https://ec.europa.eu/commission/presscorner/detail/en/ip_21_983
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Grants for works addressing a cross-border section may benefit from a higher funding rate (Article 15(2)(a)(i)) of the
CEF Regulation). A joint application is strongly recommended, as a demonstration of the good coordination between
the partners. Single applicant proposals can be considered as addressing a cross-border section, but need to
demonstrate the commitment of all the countries involved.
Continuity of PCI or core network corridor
Is the project located on a section which ensures the continuity of a project of common
interest between the nearest urban nodes, on each side of the border of two Member States
or between a Member State and a neighbouring country?
NO
or
Does the project ensure, via a neighbouring country, continuity of a core network corridor
between two Member States?
If YES, explain how the project (or part of it) fulfills these conditions. Indicate which Member States/neighbouring
countries are concerned and which activities each of them will be carrying out in the framework of the project. Please
indicate which core network corridors are addressed (if applicable).
Insert text
High degree of integration in the planning and implementation
Does your project involve a high degree of integration in the planning and
implementation, in accordance with Article 15(2)(e) of the CEF Regulation (for
instance through the establishment of a single project company, a joint governance NO
structure, a bilateral legal framework or an implementing act pursuant to Article 47
of the TEN-T Guidelines)?
If YES, describe the main elements of this integration and attach appropriate evidence in annex.
Insert text
Written agreement between the States concerned
Actions involving a cross-border link are eligible only if there is a written agreement between the States concerned.
Agreement of the proposal by the Member States does NOT substitute the written agreement.
Have the Member States/neighbouring countries concluded a written agreement at
appropriate level relating to the completion of the cross border link (in accordance NO
with Article 7(1) of the CEF Regulation)?
Put N/A if the answer to the first question above is NO.
If YES, describe the main elements of this agreement and attach a copy of it in annex.
Insert text
Other joint commitments
Such commitments could relate, for example, to a common financial plan or coordinated financial plans, a common
timetable for the works, including a coordinated date of opening of service, agreement on coordinated procedures for
assessing environmental effects and other similar arrangements.
Have the Member States/neighbouring countries made other joint commitments NO
regarding the project?
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If YES, clarify and give details. Attach copies of the related documents (in particular legally binding agreements, if
any).
1.5 Integrated management
Integrated management structure
Is your project a cross-border link project (see section 1.4) which will be carried out
NO
by an integrated management structure (including joint ventures, etc), in accordance
with Article 15(2)(e) of the CEF Regulation ?
If YES, describe the main elements of this agreement and attach a copy of it in annex.
#@COM-PLE-CP@#
1.6 Synergies
Synergies
Describe possible synergies with other CEF sectors (Energy and Digital) or other EU programmes (Resilience and
Recovery Facility (RRF), Digital Europe, Horizon Europe, Structural Funds, etc.).
Indicate if the project includes synergetic elements eligible under another CEF sector within the meaning of Article
10(2) of the CEF Regulation (and, if yes, describe the sector and the elements).
Indicate if the project will benefit from funding from another programme (and, if yes, explain which part of the project,
which EU programme and provide the project reference of the other programme).
Overall synergies
For the project, significant preceding work has been done in previous projects within most of the
beneficiaries both within the previous European and regional projects, both EU and other funding-based.
For the key synergies, the learnings from the European Commission stakeholder, expert group Digital
Transport and Logistics Forum (DTLF) consultation expertise and documentation will be onboarded and
extended. Based on the already mapped alternatives and preferences, the evolution of the eFTI4EU will
be extending the already existing knowledge, developments and networks.
From projects, most valuable for the eFTI4EU and most related to the eFTI-Gates are the exchange and
search mechanisms for Dangerous Goods (UNECE) and for the electronic road transport consignment
note eCMR (UNECE).
For using the search mechanism and data at source principle (of access point and now eFTI Gates),
DIGINNO, DIGINNO Proto and DINNOCAp projects in the Nordic-Baltic area have proven the concept
via a dedicated pilot prototype, both as IT solution and testing platform between several access points.
Specific synergies within CEF
FEDeRATED
The FEDeRATED project is an EU Member State driven initiative to contribute to the establishment of a
viable federated network of platforms for data sharing in the freight transport and logistics domain at EU
level (and beyond). The main objective of the project is to enable a smooth and effective public
involvement with logistic chains for the execution of public duties, such as eFTI. The project builds upon
the work and recommendation of the Digital Transport and Logistic Forum (DTLF) to create such a viable
and valid federative network of platforms as an enabler for Business to Administration (B2A) and
Business to Business (B2B) data exchange and sharing. During the project beneficiaries have done
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some pre-eFTI piloting actions that have been used to design the eFTI4EU project also. In 2023,
according to its planning, the FEDeRATED Action will ultimately deliver the building blocks
(templates/Master Plan) for developing an EU future proof data sharing infrastructure for freight transport
and logistics established through testing sites with participation of various supply chain operators.
The Leading Principles of the FEDeRATED project shall be the functional requirements and technical
specifications, resulting as a validated Master Plan, including a Toolbox and “How To” guidebook, in
2023. The various aspects laying down the foundations of a federated infrastructure provision shall cover
the following functionalities (global features – the FEDeRATED stack), closely related to DTLF Subgroup
II recommendations and FEDeRATED Activity 2 work, i.e.
a) Semantics with (open) standards
b) Identity and Authentication - Determining the identity of a person/organization/’thing’ from a recognised
provider
c) Access points and control - determine what data a person has access to and to identify the points for
integrating organizations with or unlocking IT services (GUI) of the infrastructure
d) Findability - Search systems with metadata - findability of all kinds of data (cargo, qualifications,
certificates, electronic documents) for supervisors and enforcers
e) Governance principles
For practical purposes the FEDeRATED Activity has identified the federated network of platforms as “an
infrastructure provision containing a set of arrangements and technical applications to enable data in
existing IT systems (platforms) of companies and public administrations to become available to
authorized users through a publish and subscribe approach”. The feasibility of the infrastructure provision
will be concretely identified through a multitude of Living Labs.
eFTI will be integrated into several FEDeRATED Living Labs, which along with the FEDeRATED Leading
Principles will be utilized for the planning of the eFTI4EU project and its pilots as of 2023. Thus most of
the work done in the project can be used as foundation and building blocks for eFTI implementation and
eFTI4EU project. more info: http://www.federatedplatforms.eu/
FENIX
While FEDeRATED Activity focused on more fundamental data sharing issues, the FENIX project
focused on way more scalable piloting of platform federations. Fenix was also initiated by the work and
recommendations of the European Commission’s Digital Transport and Logistic Forum (DTLF) to create
a viable and valid federative network of platforms as enabler for Business to Administration (B2A) and
Business to Business (B2B) data exchange and sharing by transport and logistics operators.
The FENIX objectives were to:
• overcome fragmentation and lack of connectivity around ICT-based systems for logistics
decision making
• interconnect the different digital platforms and harmonize the services they offer
• ensure interoperability and common protocols for supporting data sharing services
• facilitate horizontal collaboration within the Logistics Solution Companies and act as a
technology neutral open-solution
• enable data sharing in the form of digital corridor information systems serving the European
logistics community
A key result of the FENIX project at its closing in 2022 was the well tested FENIX connector, which
provides an interface for federation of platforms. These learnings will also be utilized in the eFTI4EU
project and its pilots as of 2023.
RISCOMEX and RISCOMEX II (Inland Navigation)
RIS COMEX is a CEF funded multi-Beneficiary project aiming at the definition, specification,
implementation, and sustainable operation of Corridor RIS Services following the results of the CoRISMa
study. RIS COMEX started in the course of 2016 and is operational since June 2023. The project area
covered altogether 13 different European countries.
The EuRIS and the CEERIS portals are the main deliverables of the RISCOMEX CEF project.
EuRIS provides skippers an access to all information required by skippers, vessel owners or logistic
operators on the main European waterways. Barge operators can register their vessels and follow their
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route, receive a message when one of your vessels passes a certain point on the network. As the owner
of the information, the barge operator is always in charge of who is allowed to see which information.
The EuRIS and CEERIS information platforms will be extended during the CEF RISCOMEX II follow-up
project to provide an integration of the movement of the vessel with the movement of the cargo. As such
RISCOMEX II will provide the information that is necessary for the implementation of the EU 2020/1056
eFTI regulation.
The participation of INE (Inland Navigation Europe) as an observer of the eFTI4EU project will ensure a
periodic alignment role between MS implementing their national eFTI roadmap and the eFTI roadmap
for inland navigation at a corridor level.
Synergies with other funding and RRF
Some Member States may use RRF funds to support the overall eFTI implementation.
#§COM-PLE-CP§#
1.7 Dual-use potential (civilian-defence)
Dual-use potential (civilian-defence) (for Military mobility topics)
Describe the potential of dual-use (civilian-defence).
Not applicable
#§PRJ-OBJ-PO§# #§REL-EVA-RE§# #@MAT-URI-MU@#
2. MATURITY
2.1 Readiness and technical maturity
Readiness and technical maturity
Provide information about the readiness and technical maturity of the project.
For every work package, describe the precise state of preparation (e.g. terms of reference ready, tendered, contract
signed, started, etc. If any activities of the project have already started, indicate more precisely their current status of
implementation.
Describe how the implementation of the project (and, if applicable, of the global project it is part of) depends on the
results of past or on-going feasibility or technical studies. For projects with high technological value (such as
infrastructure crossing natural barriers, intelligent traffic management systems, cooperative ITS, or airspace initiatives),
provide additional information on the foreseen technology, type of communication, and materials.
Explain if there are any further dependencies that are critical to the start and completion of the project such as
connection to grid or other utilities, access to and use of land, etc. Indicate if such authorisations have been obtained
already or when they are planned for.
The eFTI regulation and the preparation work on EU level is still ongoing and during the 2023 most of the
regulative actions needs to be decided. However, at the same time the main conceptual framework for
eFTI is understood and the implementation deadline is getting closer. Thus, it must be stated that all eFTI
development actions and works need to follow an agile development cycle, where parallel EU regulation
work must be monitored continuously.
The project eFTI4EU is designed so that it will provide maximal support for member states and thus it
starts exactly where eFTI development is meant to be in summer 2023 - between the implementing and
delegated acts texts and the final interoperable implementation of the technical systems.
It is important to stress again that the foundation of the project will be based on the eFTI Regulation and
the related IAs and Das that will serve as starting points for all the project activities.
Namely in 2023 the first DA (on data model) and IA (on the technical specification of the eFTI gate) will
be released. Ongoing works are in execution with all the 27 MSs that are regularly aligned on the
progresses. This will assure a robust readiness and maturity level although there are still some open
questions regarding the technical solutions for interoperability, data exchange, identification-
authentication-authorization for example. However, the aim of the project is to produce reference
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architecture, which will tackle all of these issues also and provide that for the MS, so that they can utilize
it effectively in their national implementations.
The composition of the consortium support the readiness of the proposal and the technical robustness
of the team.
9 Member States as full beneficiary
Estonia
• MAJANDUS JA KOMMUNIKATSIOONIMINISTEERIUM (ministry in charge)
• Digilogistika Keskus (supporting consultant and IT specialist)
Germany
• BUNDESMINISTERIUM FÜR DIGITALES UND VERKEHR (ministry in charge)
• Bundesamt Logistik und Mobilität (supporting Agency)
Finland
• LIIKENNE JA VIESTINTAVIRASTO (supporting Agency acting on behalf of the ministry in
charge)
Austria
• BUNDESMINISTERIUM FUER KLIMASCHUTZ, UMWELT, ENERGIE, MOBILIÄT,
INNOVATION und TECHNOLOGIE (ministry in charge)
• Schieneninfrastruktur-Dienstleistungsgesellschaft MBH (supporting Agency)
Italy
• MINISTERO DELLE INFRASTRUTTURE E DEI TRASPORTI (ministry in charge)
• RAM (supporting Agency)
• Circle (supporting eFTI consultant and IT specialist for pilot implementation)
France
• MINISTERE DE LA TRANSITION ECOLOGIQUE (ministry in charge)
• IN Continue et Services (supporting consultant and IT specialist for pilot implementation)
Portugal
• INSTITUTO DA MOBILIDADE E DOS TRANSPORTES, I P (supporting Agency acting on behalf
of the ministry in charge)
Lithuania
• LIETUVOS RESPUBLIKOS SUSISIEKIMO MINISTERIJA (ministry in charge)
• Transporti Innovation Association (supporting consultant)
• Normalis Tech (supporting consultant and IT specialist for pilot implementation)
• Klaipeda Port (supporting for pilot implementation for the connection between the port and the
hinterland; the pilot won’t be dealing with the maritime side that is covered by the EMSWe
Regulation)
Belgium
• SERVICE PUBLIC DE WALLONIE (ministry in charge)
• Logistics in Wallonia (supporting non-profit community)
4 top level eFTI consulting companies
• PortExpertise and 51Biz Luxembourg, heavily involved in supporting the EC in the eFTI
implementation through the Digital Transport and Logistics Forum (DTLF). Digilogistika Keskus
consolidating both the expertise on DTLF consultations and team co-leading and on analysis
and suggestions on eFTI Platforms and eFTI Gates requirements.
Circle has been supporting the EC in the eFTI implementation of eFTI trough specific contracts,
the latest ongoing contract with Circle and Digilogistika Keskus together supporting the DG
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MOVE will l guarantee the alignment of the eFTI4EU development with the delivery of the
Delegated and Implementing Acts
1 Intergovernmental initiative
• The Secretariat of the Northern Dimension Partnership for Transportation and Logistics (NDPTL
www.ndptl.org), represented by the Nordic Investment Bank, is an intergovernmental initiative
established by the Ministries of Transport of the participating countries and the EU in October
2009 by the Memorandum of Understanding setting out the modalities of establishing the
Northern Dimension Partnership on Transport and Logistics - The currently active members of
the NDPTL are Estonia, Finland, Germany, Latvia, Lithuania, Norway, Denmark, Poland,
Sweden and the European Union. Geographically the Northern Dimension focuses on Northern
Europe, including Baltic, Northern Atlantic, Arctic and Sub-Arctic areas. The overall goal of the
partnership is to improve, in compliance with the ecological needs of the region, transport
connections and logistics in the Northern Dimension region. Digitalization of transportation is,
together with decarbonization, a currently highlighted NDPTL strategic priority topic. The
Secretariat of the Northern Dimension Partnership for Transportation and Logistics (NDPTL),
hosted by the Nordic Investment Bank (NIB). NDPTL has allocated its work for the first two years
of the project because its agreed work program is set for 2020-2024.
The consortium is complemented by other experienced top consultants subcontracted by Members
States such as AlbrechtConsult in Germany (Expert for data exchange, developer of the Dangerous
Goods system architecture of the UNECE and DTLF Subgroup 1 Team 3 co-lead) and by Member States
participating as observers with whom a regular interaction will be established during the project.
The composition of the consortium also shows that the eFTI4EU project connects leading eFTI MSs and
experts together, which gives an extremely good starting point for the project. Most of the project
participants have actively participated in the project preparations and eFTI development. Some actors
have taken more concrete and pioneering roles and some have been active followers. Aim is to utilize this
same division between actors during the project and hence improve the general readiness and maturity
level of MSs on eFTI implementation.
WP1 – Will be built on know-how of the eFTI Expert team, that prepared this proposal, that will form the
Project Coordination Committee; the relevant work undertaken by the PCC in eFTI matters will be
reflected towards the MS requirements while creating the eFTI roadmaps, reference implementation
architecture and the subsequent governance model.
The PCC members are:
• Peter Bresseleers, PortExpertise
• Alexio Picco, Circle
• Marco Gorini, Circle
• Ulrika Hurt, Digilogistika Keskus
• Heiti Mering, Digilogistika Keskus
• Matti Lankinen, Vediafi
• Lasse Nykänen, Vediafi
• Rudy Hemeleers, 51Biz Luxembourg
• Christian Lüpges, AlbrechtConsult
WP2 – Is based on the PCC team piloting experience derived e.g. from the FENIX and FEDeRATED
projects, where pre-eFTI piloting is already being made. MSs will enrich this piloting with valuable real
system cross-border implementation experience e.g. for Dangerous Goods in Germany and France (see
political statements below) or eCMR pilots in the Nordic-Baltic region. This will be complemented through
inclusion of counter parting eFTI test platforms, which will be available as a result of MS initiated projects
e.g. in Estonia and Germany.
WP3 – Circle has a relevant experience in Communication and Dissemination activities in a vast range of
projects across Europe (DocksTheFuture, Pioneers, 5G Loginnov, Moses, E-Bridge, Seanergy, Renew).
This assures a very mature knowledge base and a quite large stakeholders database (nearly 3.500
profiled and GDPR compliant addresses in their own mailing lists).
WP4 – The Coordinator (Estonia) will be supported by PortExpertise and specifically by Peter Bresseleers
that is an experienced project manager of the eFTI4EU-project. In addition to Peter´s own experience
e.g. in the FENIX project the PortExpertise has more than 20 years of experience in maritime/port issues.
PortExpertise has international focus on financing, legal matters, market research/audits, insurance and
claims, ICT, customs, training, and market communication. It has made research assignments and project
management for more than 300 port and terminal projects worldwide with agents in Europe, Middle-East
and Asia. It has also been active in Worldbank and EU projects worldwide, as external advisor to EU
logistics and - digitalisation projects, and assisting the big five consultancy firms in port related projects.
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Together with the coordinator, and the PCC, he will have full control of the project and its reporting to
CINEA.
The eFTI4EU Activities are technically mature, the beneficiaries integrate a consortium ready to develop
entirely these activities, the necessary budget has been agreed and self-financing has been secured.
Complementary considerations about readiness / technical maturity which reinforce the maturity of the
Project are provided below.
eFTI4EU is not an isolated project, but it is built on the results of different projects and regulatory activities
conducted at national and international level.
In technical terms, as already anticipated, the work of DTLF and the outcomes of the FENIX and
FEDERATED project are the foundation of the eFTI4EU.
A list of previous projects is provided as annex.
eFTI4EU goes several steps further on the way initiated by these projects in order to effectively deploy
reference implementations and potential solutions with high positive impact on the multimodal transport
sector. In fact, the lessons learned from those projects allowed the identification of the proposed
technological solutions as the most suitable options to be implemented in a short period of time and with
a high degree of impact on increasing door-to-door TEN-T efficiency and competitiveness and raising
perceived quality by TEN-T operators.
The pilots in eFTI4EU constitute market sided innovation and will bridge the gap between the existing
state of the art and the eFTI implementation, validating the technologies in real scenarios in real TEN-T
sections. These technologies that have already been thoroughly researched but never tested in real eFTI
solution will be analysed and piloted, with the objective of testing them and providing results by beginning
2024. The partners involved in the piloting activities agree that this deadline already incorporates a 15%
extra margin of time just in case minor unforeseen tasks arise during the piloting activities. The
commitment of the partners to the project and to the dates fixed in these activities is total and they agree
that the time plan has been designed following conservative criteria.
Ex ante evaluations and feasibility studies
Provide information on ex-ante evaluations and feasibility studies (if any) and summarise the main results (and attach
them as annexes).
In particular, describe the objectives, activities and policy options considered. Describe the main indicators used in
the ex-ante evaluation and make reference to the appropriate statistical base. Outline the strategic and technical
alternative options considered in the option analysis. Summarise the multi-criteria analysis or any other method used
to shortlist the alternatives and what have been the arguments used to exclude cheaper but still relevant solutions.
Summarise the shortlisted options or any other method used that led to the final selection.
If the ex-ante evaluation was carried out on a global project going beyond the scope of the project, give an overview
and explain how it is linked to the project.
Clarify if TEN-T/CEF or other EU programmes have provided financial support for the ex-ante evaluations.
eFTI4EU is a study conducted through pilots that will be assessed prior to their future implementation
after the project has been completed. As such, it does not need to provide a full ex-ante evaluation as
the validation of the feasibility of those solutions is one of the tasks to be carried out in the Project.
However, since the start of Digital Transport and Logistics Forum (2015) a substantial list of studies lead
to the current regulation on eFTI platforms. We mention a few of them:
● The Digital Transport and Logistics Forum Second Mandate (DTLF II) Subgroup 2: corridor
information systems Interim report: defines the challenges as having a too high Total Cost of
Ownership due to the wide range of different interfaces deployed in B2B and B2G/G2B data
sharing interfaces; this current approach lacks inclusiveness, as SMEs have insufficient
knowledge and financial means to invest in current methods of data sharing; the lack of
harmonized interfaces leads to a variety of platform solutions focused on particular markets. In
short, the current data sharing solutions hinder the creation of an open and neutral data space.
● Digitalisation of transport data is considered a digital Pillar of the Sustainable and Smart Mobility
Strategy, as per Principal Adviser for Digitalisation – Smart Mobility, European Commission
address to the DTLF Plenary meeting of December 2021, stating that ‘ The main objective of
the Strategy and its digital pillar is to create an irreversible shift to zero-emission mobility while
making the EU’s transport more efficient and resilient, which corresponds to the three pillars of
the Strategy (Sustainability, Smart Mobility, Resilience of the Transport System). The Strategy
is translated into 82 policy actions, structured around 10 flagship areas relevant flagships for
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the DTLF are “Making connected and automated multimodal mobility a reality” and “Innovation,
data, and artificial intelligence for smarter mobility”
● European Data Strategy - Mobility Data Space and Digital Europe Programme-, is to ‘create the
right conditions for people, companies and authorities to share data in a secure, trust creating
manner’. This is to be done by 4 key instruments, the Data Act (2022) - ensuring fairness in the
allocation of data value among the actors of data economy; Implementing Act High Value Data
Sets (2021) (unleashing the socio-economic potential of data as a public good; Digital Market
Act (2021) - regulating market power based on data, and Data Governance Act (2020) -
ensuring trust in transactions.
● The European data strategy of February 2020 announced the creation of data spaces in 10
strategic fields among which logistics. To this point the creation of eFTI platforms and national
nodes is indispensable.
● DG MOVE’s ‘State of play and barriers to the use of electronic transport documents for freight
transport: options for EU level policy interventions5 addressed the Member States in a detailed
study on ‘the high use of paper documentation in freight transport’, causing a high administrative
burden for public and private sector, blocking the full benefit of digital solutions and the
elimination of paper copies of carriage contracts, consignment notes, CMR, lading way bill,
Dangerous goods formalities, … .the survey also identifies problems in national authorities
having nearly 30 times different requirements, transport is often cross-border and only a small
number of cross border initiatives exist in digitalisation, .. Furthermore there are numerous legal
and regulatory barriers ( lack of appropriate legislative frameworks in the EU MS on acceptance
by authorities of electronic Freight Transport Documents (e-fTD), a too large diversification of
national regulations on data, acceptance, and use of e-fTD; procedural and organisational
barriers ( the fact that authorities still demand paper copies; The suggested policy measures
that resulted from the survey are a) acceptance by MS b)Interoperability of solutions/systems
(i.e. automatic reuse of data) in business-to administration communication
● a 2017 study by SAMSKIP revealed that Samskip a pPotential cost saving for the supply chain
partners of at least EUR 3.2 million per year when - only - digitising the CMR (assuming 350.000
shipments in total @ lowest average of 9.26 euro per shipment)
● the World Economic Forum6 estimates the benefits of a Reduced administrative cost of
compliance to $ 12 billion per year, in the air sector alone : Stakeholders would be able to handle
all administrative tasks online instead of filling in paper documents. For example in the air sector,
the World Economic Forum (WEF) estimates benefits of moving from paper to electronic
documents up to $12 billion per year. In addition, transport players could introduce their
information only once, and the data could then be made automatically available to all
stakeholders that they choose. Furthermore, controls as well as tolling of trucks thanks a remote
access to trucks on-board systems while these are moving could reduce unnecessary stop
times.
● Currently, only 1%-3% of all cross-border shipments carry electronic freight information
documents on average, ranging from 0-1% in road and inland waterways, 5% in rail, up to 40%
in air transport. There are substantial inefficiencies in the handling of paper-based freight
documents: incorrect completed documentation, human mistakes, poor writing and loss of
documents result in poor data quality. This, in turn, leads to losses in terms of efficiency,
simplification, transparency and competitiveness. Nominally, the industry spends yearly
approximately 387 million hours on processing paper-based documents with an estimated cost
of about EUR 7 890 million.7
● Further on we identify the alignment of this project with EU policy and ambitions for digitalisation
of transport and logistics:
○ the European Interoperability Framework (EIF), promoted and maintained by the ISA²
programme, aims at developing, maintaining and promoting interoperable systems that
can act as enablers of smooth electronic data sharing.
○ A decade ago, the White Paper on Transport (COM/2011/0144)[1] acknowledged the
need to improve the use of digital technologies in the freight transport sector.
○ The European Strategy for Low-Emission Mobility (COM/2016/501)
5
https://op.europa.eu/en/publication-detail/-/publication/b187493e-0349-11e9-adde-01aa75ed71a1
6
http://reports.weforum.org/global-enabling-trade-2013/iata/
7
European Commission. (2018). State of play and barriers to the use of electronic transport documents for freight transport
Options for EU level policy interventions : final report - Study, pp. 41, 47. and European Commission. (2018). State of play
and barriers to the use of electronic transport documents for freight transport Options for EU level policy interventions : final
report - Study, pp. 41, 47.
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○ the Digital Single Market Policy (COM/2015/192)[1] has introduced a detailed
digitisation action plan, including the ICT Standardisation Priorities for the Digital
Single Market
○ the EU intends to develop several common European data spaces, which will allow a
single market for data, as stipulated in the European Strategy for Data
○ Smart and Sustainable Transport Strategy
○ the European Green Deal (EGD): in which digitalisation of the transport and freight
sector is key for the successful implementation of the EGD. Among others,
transportation networks should become completely digital in order to benefit from the
Green Deal. Moreover, electronic data should flow across supply chains seamlessly,
which includes data-sharing between public administrations and businesses, and
between firms themselves
This project also addresses the objectives of EU legislative framework for digitalisation of
transport and logistics:
● 2017, the Commission introduced two mobility packages and the subsequent EU
Member State ministers signed policy statement reiterating the need to invest in
accelerating digital transformation of the public sector through the Tallinn Ministerial
Resolution on e-Government
● Third Mobility Package is the Electronic Freight Transport Information (eFTI)
Regulation
● INSPIRE Directive (2007/2/EC)[1] aiming to create a European-wide ‘Infrastructure for
Spatial Information’. It outlines 34 spatial data themes to be made available by public
sector organisations for environmental utilisation, of which transport networks is
defined as one of these themes.
● In addition, the intelligent Transport Systems (ITS) Directive (2010/40/EU)[2] aims at
facilitating the deployment of innovative transport solutions by creating favourable
conditions through the adoption of technological, functional and organisational
specifications
Ex-ante preliminary identified benefits
The benefits of the eFTI Regulation are to be important to both economic operators and competent
authorities. If one accounts for the time-savings, the industry would save up to 75-102 million hours saved
yearly, which is the equivalent of EUR 20-27 billion over a period of 22 years (2018-2040). Specifically,
the majority of the administrative cost savings would take place in the road transport sector (60%) – an
industry composed of 99 percent SMEs, who will be directly impacted.[1] The eFTI Regulation will also
have beneficial consequences in terms of sustainability, in addition to economic benefits. The sum of
CO² emissions reductions are estimated to amount to a cumulative external cost saving of EUR 74
million. In addition, less congestion and waiting times are estimated so save almost EUR 300 million. On
the other hand, the eFTI Regulation will ensure the availability of standardised, high quality data for
monitoring and statistical purposes. This, in turn, will lead to more efficient and consistent enforcement
of EU freight transport regulations and enable risk-based controls by competent authorities.[3]
Overall, the eFTI Regulation represents a significant step towards strengthening the goals of efficiency
of the logistics chain, administrative simplification, and competitiveness of the sector.8
8
European Commission. (2018). Impact Assessment Accompanying the Document Proposal for a Regulation of the
European Parliament and of the Council on Electronic Freight Transport Information, pp. 42-50.
European Commission. (2018). Impact Assessment Accompanying the Document Proposal for a Regulation of the
European Parliament and of the Council on Electronic Freight Transport Information, p. 52.
European Commission. (2018). Impact Assessment Accompanying the Document Proposal for a Regulation of the
European Parliament and of the Council on Electronic Freight Transport Information, p. 49.
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Political commitment
Provide information on the political commitments regarding the implementation of the project and, if relevant, on the
global project, including cross-border commitments where relevant.
List and briefly describe the (formal and informal) documents demonstrating these commitments (decisions of national
and regional authorities, memoranda of understanding, written agreements, national transport master plans or in
sectorial strategies, etc).
At EU level, the DTLF and the European Commission emphasise the relevance of corridor information
system aspects in a future pan-European architecture together with the advanced interoperable transport
and logistics solutions.
Nationally, the project is a direct extension of existing political commitment in all the MSs towards
furthering digitalisation in the fields of transport and logistics. The activities are formulated to ensure
existing initiatives can be further upheld and developed, specifically in relation to the already mentioned
Resilience and Recovery Fund in different MSs.
The political commitment is clearly shown by the nine (9) ministries and agencies directly participating in
the proposal or through their own agencies plus three (3) participating as observers.All the committed
MSs have secured their own budget for the eFTI4EU implementation and are ready to co-fund this
project. Moreover, many MSs are already cooperating between them in order to execute specific
agreement that are indirectly supporting the eFTI implementation.
In the following paragraphs two examples are presented.
Guidelines for the use of RID/ADR/ADN 5.4.0.2 (use of electronic data exchange) - The regulations on
the carriage of dangerous goods require a transport document to be provided with standardised
information on the goods being carried. Up to now, this has usually been done in paper form. The
provisions of ADR (Agreement concerning the International Carriage of Dangerous Goods by Road), RID
(Regulations concerning the International Carriage of Dangerous Goods by Rail) and ADN (European
Agreement concerning the International Carriage of Dangerous Goods by Inland Waterways) only permit
the electronic exchange of data if the procedures used meet the legal requirements with regard to
evidential value and availability during carriage at least equivalent to the procedures with written
documents.The competent international dangerous goods body, the UNECE RID/ADR/ADN Joint
Meeting, has developed a guideline for this purpose which describes the necessary elements of data
communication in order to achieve the required equivalence.
On 30 March 2021, as the first country of the UNECE contracting parties, Germany notified the
Guidelines had been legally adopted and designated a TP1 entity (similar to an eFTI Gate) in accordance
with Appendix A of the guidelines. The notification is available in the Verkehrsblatt in 2021 and thus made
it applicable in Germany. France planned the notification after successful field tests of proper authority
applications at the end of 2022 or the beginning of 2023.
The electronic dangerous goods transport document as part of eFTI not only serves to make things easier
for transport companies, but also in particular to increase the safety of dangerous goods transport. In the
event of accidents, data communication makes it possible for authorities and emergency services to
reliably obtain information that is important for emergency measures without endangering themselves.
Further increases in efficiency can also be expected in the further processing of the data by the
authorities. Therefore, eFTI plans to incorporate these benefits and the processes required to apply them
to the transport of dangerous goods. This in turn will be properly implemented by eFTI4EU.
Memorandum of Understanding between the Finnish and Estonian ministries - On 15 November 2022,
Finland's Minister of Transport and Communications Timo Harakka and Estonia's Minister of
Entrepreneurship and Information Technology Kristjan Järvan signed a Memorandum of Understanding
between the Finnish and Estonian ministries on advancing the digital transformation in the field of
logistics.
The Memorandum of Understanding enables cooperation and exchange of information between the
ministries in logistics digitalisation. This agreement between the two countries will facilitate cross-border
transport and promote the digitalisation of transport and logistics, which directly contributes to the efficient
functioning of logistics helping with green transition and sustainability. Cooperation between Finland and
Estonia plays an important role in promoting the digitalisation of logistics. In Finland, cross-border
cooperation is included in the government resolution on the digitalisation of logistics, published in 2021.
Cooperation is expected to increase efficiency in international transport, create new business
opportunities and promote the achievement of emission reduction targets. Both countries are also
currently preparing for the Connecting Europe Facility (CEF)-eFTI call for proposals in line with the MoU
targets.
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Public consultations
Describe the public consultations carried out and the feedback received (or consultations foreseen and their timing).
Provide information on the plans to involve stakeholders during the implementation.
With regards to the preparation of the Proposal for a REGULATION OF THE EUROPEAN PARLIAMENT
AND OF THE COUNCIL on electronic freight transport information the Commission actively engaged
with stakeholders and conducted comprehensive consultations throughout the impact assessment
process. The consultation activities included: an open public consultation (OPC) organised by the
Commission, running from 25 October 2017 to 18 January 2018; an SME panel survey organised by the
Commission, running from 24 November 2017 to 22 January 2018; a legal survey of private and public
stakeholders organised by the consultant responsible for the impact assessment support study, running
from 23 October 2017 to 1 January 2018; a targeted survey of private and public stakeholders organised
by the consultant responsible for the impact assessment support study, running from 27 October 2017
to 7 January 2018; 50 interviews with stakeholders, including industry representatives and national
authorities, conducted by the consultant responsible for the impact assessment support study and its
partners between 20 October 2017 and 15 January 2018; stakeholder meetings and workshops at
several different events; five case studies examined by the consultant responsible for the impact
assessment support study between 6 November 2017 and 15 January 2018.
The result was that a large majority of the stakeholder consulted — i.e. more than 90 % of the 265 SME
respondents to the SME panel survey, and 88 of the 100 respondents to the OPC survey, indicated
significant or at least some expected benefits from adopting electronic information exchange. Moreover,
90 % of the private companies and associations responding to the OPC indicated the non-acceptance
of electronic transport documents/information by Member State authorities as a significant driver of the
problem. For the smaller companies, the SME panel survey found that the main reason for not using
electronic transport documents was that their clients and business partners do not use transport
documents in an electronic format. The next most widely cited reason for this group (following closely
behind) was non-acceptance by the authorities.
More importantly, around 90 % of the respondents of the OPC considered ensuring acceptance by
Member State authorities, while 88% found a legally binding approach to ensuring such acceptance
more effective than a non-binding one. 90% of all OPC respondents also indicated as important the
interoperability of B2A and B2B communications. Similarly, 75% of the SME panel respondents
indicated ensuring acceptance by authorities as a very important policy objectives, and another 13% as
moderately important.
More than 70 % of both the OPC and SME panel respondents would also welcome standardised
technical specifications for sharing data between logistics operators and the public administration, with
88 % of OPC respondents considering a legally binding approach more effective.
As part of the service contract MOVE/2020/OP/0015 ‘Support for development of implementations
specifications for the EU Regulation 2020/1056 on electronic freight transport information (eFTI)’, project
partner Circle performed detailed discussions with EU Member States representatives by means of
surveys and virtual workshops in order to identify the possible technical scenarios which resulted in a
report called ‘Draft sets of alternative architectural options & comparative assessment’. The document
aims at describing several architectural options for the eFTI exchange environment. The document is
built on the top of the eFTI regulation and of the Architecture principles for the eFTI reference
architecture.
The project preparation and the application coordination team has interviewed several actors around EU
from public and private sectors and at the same time the team has participated actively in DTLF work.
All these discussions and knowledge has been used for preparation works and the team has tried to
gather together the most relevant challenges and open questions that have been pointed out from the
stakeholders. Target is that the eFTI4EU project will tackle these issues and provide profound and useful
information and practices for EU MS so that they are well prepared to implement their operative eFTI
systems.
eFTI4EU will involve as stakeholders several authorities, port and inland terminals, railway undertakings,
railway infrastructure managers, road transport companies and IT experts that are not direct beneficiaries
of this Project. As many stakeholders interested in this Project as possible will be involved in this group
that will have access to the results of the activities, will be able to provide technical input and give
information for the impact assessment and cost-benefit analyses on the benefits that launching for real
the sFTI4EU initiatives would have on the European digital transport and logistics sector.
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2.2 Status of contracting procedures and authorisations, approvals and permits
Authorisations, approvals and permits
Indicate the general project maturity in terms of authorisations, approvals and permits needed.
Not applicable being eFTI4EU a study.
Authorisations, approvals and permits (including environmental)
For each work package/task, list the authorisations or approvals needed (at governmental, regional, local level,
including environmental approvals, right-of-way, state aid notification/decision, etc.) and their status and expected
timeline.
Risk factors and mitigating measures (alternative solutions) if the authorisations are not obtained in time should be
described in section 3.4.
Date of award
Task Type and Description Status
No
Building permits
For each work package/task, provide information on the building permits which must be obtained.
Describe what the permit is for, the authority concerned, the size (land surface) and the kind of works concerned.
Indicate their status timeline.
Risk factors and mitigating measures (alternative solutions) if the permits are not obtained in time should be described
in section 3.4.
Date of award
Task Type and Description Status
No
Contracting procedures
Procurement in general
Indicate the project maturity in terms of procurements needed.
In order to carry out the eFTI4EU project, both public and private beneficiaries will require external
procurement of services and/or materials for their solutions. The partners of EFTI4EU will carefully respect
legal procurement procedures. All beneficiaries will abide by the rules on procurement contained in the
respective Union and specific country legislation on public procurement. Relevant public procurement
procedures will be applied to contracts signed during the reporting period of the Project by public partners.
In any case, the best value for money criteria will be followed.
Contracts awarded before submission of the proposal
For each work package/task, explain the contracts already awarded, their typology and status. For public procurers,
please specify which procurement method has been selected (e.g. EU-wide or national; open, restricted or negotiated,
etc). For private companies, please specify best value for money. Where applicable, indicate the starting dates of the
awarded contracts.
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Please note that we do not check or validate the procurement method you chose. The procurement must be in
compliance with the provisions set out in the Grant Agreement and compliance may be checked later on (in checks,
reviews, audits or investigations).
The German Ministry of Transport has already awarded a 400.000 € contract to AlbrechtConsult. The
following text describes the content of this contract.
The Regulation 2020/1056 on electronic freight transport information obliges the control authorities to
accept freight information electronically in the event of a control. For this purpose, information on the
implementation situation in the authorities concerned must be collected and processed, and the costs of
setting up and operating the system must be estimated. In addition, all implementation-relevant working
documents discussed within the Digital Transport and Logistics Forum driven by the EU Commission, e.g.
on technical specifications for the development of the platforms, are to be analysed and evaluated. For
the regulation, Delegated (DA) and Implementing Acts (IA) being developed, which are also to be
analysed and evaluated. The first DA on data (others will follow) is to enter into force as early as February
2023. In addition, working group meetings and communication tasks are to be carried out. Therefore, a
public procurement has been started already in 2022.
In summary the contract comprises for Germany, the collection and evaluation of information, participation
in EU IT-technical working groups, analysis and evaluation of EU working papers and proposals with
regard to German implementation conditions, impact assessments, preparation of the situation in
Germany with regard to the state of preparation of the authorities, estimation of the costs for the BMDV
and the German authorities.
Contracts planned during implementation
For each work package/task, explain the contracts planned, their typologies and status. For public procurers, please
specify which procurement method will be selected (open, restricted, negotiated, EU wide or national). For private
companies, please specify how you will ensure best value for money. Where applicable, please indicate the start dates
of the awarded contracts.
Please note that we do not check or validate the procurement method you chose. The procurement must be in
compliance with the provisions set out in the Grant Agreement and compliance may be checked later on (in checks,
reviews, audits or investigations).
The partners that require relevant external contracts in the Project have already asked for preliminary
budgets from different suppliers in order to estimate the costs executing their activities and be able to
produce an adjusted budget. If the Project is selected for EU co-funding, all beneficiaries will abide by the
rules on public procurement contained in their respective country and Union legislation.
Any outsourcing will be awarded in accordance with the applicable rules on public tendering of their
respective countries and in conformity with European Union Directives on public tendering procedures.
eFTI4EU partners will invite competitive tenders from potential subcontractors and award the contract to
the bid offering the best value for money; in doing so, they will observe the principles of transparency and
equal treatment and will take care to avoid any conflicts of interest. Contracts may be awarded only on
the following basis:
• Recourse to the award of contracts must be justified having regard to the nature of the Project
and what is necessary for its implementation.
• The Beneficiary will undertake to make the necessary arrangements to ensure that the
contractor(s) waive(s) all rights in respect of the Commission.
The Beneficiary will undertake to ensure that the conditions applicable to them concerning conflict of
interests, ownership/use of the results, confidentiality, publicity, evaluation, suspension, assignment,
checks and audits are also applicable to the contractor(s).
The main costs that will be outsourced are:
• Specific IT and logistic expertise for the definition of the technical and functional specifications
of the solutions, for the implementations of the pilots and for the evaluation of the results
• Software development works for some beneficiaries
• Some countries (e.g. Italy) will reserve a portion of the pilot budget to publicly select and engage
a set of economic operators / eFTI potential service providers to test the eFTI gate
Travel and subsistence costs have been budgeted considering a limited amount of physical consortium
meetings,
Costs of auditing and administrative support(s) have been also budgeted.
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2.3 Financial maturity
Financial maturity
Describe the availability of funds for the project over its lifecycle (budget in balance; use of funds vs sources of funds)
demonstrating that the sources of funds cover the project costs. Distinguish between the applicant’s own resources,
third party resources, grants and other forms of funding of the project and list for each source the fund providers,
recipients and use of funds. Provide a diagram of entities participating in the financing structure, either as a receiving
party or as provider of funding or financing, or of other support (e.g. guarantee).
Provide details on revenues and other sources of financing needed to complement the CEF support and the degree
of confidence in those financial commitments.
For own resources, indicate whether these are already approved internally and put aside for the project, or what
conditions need to be lifted to reach approval. Explain the degree of confidence (and why) that these conditions will
be lifted. Give details on the planning/timing for the final investment decision.
For resources contributed by third parties, describe the amounts expected, their nature (external equity, debt or other
grants). Indicate when approval is expected and explain the degree of confidence (and why) of getting such approval.
Indicate if the approval necessitates a due-diligence process and, if yes, describe its scope.
For debt instruments, explain if you (or your partners or associated companies) provide guarantees of repayment,
irrespective of the financial performance of the project. Explain the debt structure (layers and their respective seniority)
as necessary.
Explain what the alternatives are, if a specific source of financing turns out to be not available.
83.63 % of the projects budget (eligible costs) is secured by the participating Member States, or
their appointed public agencies. These budgets are secured in their respective national budget for the
next three years. The remaining 16.37 % is allocated by private partners annual investment budgets.
In terms of funding, all partners have allocated budgets up to 50% of total costs. 50% of the project
budget is expected to be covered with CEF funding which was approved internally and put aside for the
project.
The co-financing is secured as the commitment of the partners to the Project is total.
All MSs allocated national budgets to cover the full eFTI implementation and the eFTI4EU project is part
of the overall implementation.
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3. QUALITY
3.1 Cost effectiveness and financial management
Cost effectiveness (n/a for prefixed Lump Sum Grants)
For each work package of the project, explain and justify the level of resources needed for implementing the proposed
tasks. These may relate to human resources, financial resources, buying equipment, etc.
Note: It is important to demonstrate the appropriateness of the estimated costs (in terms of both type and level of
costs) needed for the implementation of the proposed tasks.
The overall costs for each WP have been calculated considering the estimated eligible costs for the
different main categories:
- Personnel costs (based on actual personnel costs practice): 10.210.248 EUR
- Subcontracting (based on market values): 16.897.414 EUR
- Purchase costs (travel and subsistence, equipment and other goods, works and services) in
total: 1.244.963 EUR
- The share of the budget between the Work Packages over the years can be seen below (details
in Annex I to Part B – Detailed Budget)
Summary per work package Reporti
ng
Reporting FP Reporting FP Reporting FP Reporting FP period_ FP Sum of Total Sum of EU
Row Labels period_1 RP_1 period_2 RP_2 period_3 RP_3 period_4 RP_4 5 RP_5 costs contribution
WP 1 Horizontal Alignment 865.376 16% 2.012.035 38% 1.958.709 37% 445.184 8% - 0% 5.281.304 2.640.652
WP 2 National and Corridor Pilots 2.074.089 13% 6.353.044 39% 6.229.748 38% 1.687.537 10% - 0% 16.344.418 8.172.209
WP 3 Communication, Dissemination & Capacity Building 264.393 15% 648.278 37% 663.522 38% 193.149 11% - 0% 1.769.342 884.671
WP 4 Project Management 541.932 18% 1.029.816 34% 1.069.641 35% 416.173 14% - 0% 3.057.561 1.528.781
Grand Total 3.745.790 14% 10.043.173 38% 9.921.620 38% 2.742.042 10% - 0% 26.452.625 13.226.313
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The EU member states are obliged to implement Regulation 2020/1056 on electronic freight transport
information from 2024. The regulation obliges competent authorities to accept electronically information
in case of control. The member states are responding to this fact with varying degrees of commitment in
the project. Basically, they are all analysing their eFTI readiness and joining forces to actively create a
harmonised cross-border eFTI exchange environment based on the eFTI Regulation and related
delegated and implementing acts and to promote eFTI in their countries. This requires a similar
commitment in WP 1, 3 and 4. Some countries also want to go a step further and test the specifications
in (WP2). This ranges from small pilots that essentially look at single use cases to wide-ranging pilots
that come close to an operational eFTI system. All pilots are to realise cross-border exchange of eFTI
data sets. This leads to varying levels of commitment and financial investment.
Therefore, the following table explains the main differences in the budget for each Member State by using
3 different levels of engagement.
Level Description Member State
1 - Advanced MSs with a higher budget, providing a software development DE, FI, FR, EE
level close to full operational system, co-develop also an
open- source reference implementation, provide a higher
level of integration with existing national systems (e.g.,
eCMR, Dangerous Goods) and covering most of the eFTI use
cases (road, rail, aviation, inland waterways, combined
transport, cabotage waste and dangerous goods)
2 – Basic MSs with an intermediate budget to cover a smaller number IT, PT, AT, LT, BE
of eFTI use cases and the cross-border pilots
3 - Observer MSs acting as observer (no budget and no active participation IR, ES, NL, INE*
in the Project) will be engaged at least twice a year in specific
meetings dedicated to inform them on the progress of the
project and to ask for their feedback in order to guarantee a
more effective and harmonised eFTI implementation at EU
level + Inland Navigation Europe (INE) a platform of national
& regional waterway authorities and bodies promoting
waterways transport
PortExpertise.
PortExpertise: PortExpertise will support the coordinating MS (Estonia) and lead the overall project
coordination team from daily operational aspect of the project. PortExpertise will facilitate the overall
project governance (with “political” alignment with the member states). In practice these concerns mainly
WP 4 Project Management, that consist of daily management, controlling, coordination of Coordination
Committee Support and Identification of the action required, and support and secretariat activities. All
reporting formalities of both the MS and the private partners
Circle
Circle: supporting Italy in the horizontal tasks, leading WP3 on communication / dissemination, and
working in WP 1 to guarantee the compliance with the eFTI IAs and DAs (being the leading consultant
for DG MOVE); Circle will also develop the national eFTI gate pilot.
51Biz Luxembourg
51Biz Luxembourg will adapt the FEDeRATED EU-Gate e-CMR/eFTI access point and OneAPP for
Authorities to the eFTI4EU reference architecture (WP1). During the first year, particular attention will be
also given to hands-on training sessions (WP3). 51Biz will participate in the setup and implementation
and quality assurance of cross-border pilot use cases. 51Biz will participate in the coordination with
external stakeholders in the domain of inland navigation (INE, RISCOMEX II project), the DTLF SG1
Data Model and eFTI architecture teams and DTLF SG2/FEDeRATED pilot implementations (WP3).
Digilogistika Keskus (Digital Logistcs Centre of Excellence)
Digilogistika Keskus and its experts and partners come into the project with a strong expertise on eCMR
and eFTI architecture and application, research and stakeholder engagement experience. The company
is both holding competence in how to set up an access point and consolidates delivering the analysis
reports and architecture proposals for the eFTI platforms and eFTI gates (National Access Points).
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DLK has the respective international expertise via its projects, DIGINNO, DIGINNO-Proto and
DINNOCAP as well as NDPTL eCMR.
DLK also consolidates Estonian and regional experts who have been members of DTLF and its partner
Ulrika Hurt has long been the co-lead of DTLF eFTI Technical Requirements/Architecture team and
consolidator of the DLTF content work on eFTI Architecture, Building Blocks, Scenario and General
Business Process. Currently, DLK is in the consultation team for the European Commission on preparing
the regulatory proposal content on requirements for eFTI and for the German ministry BMDV on reflection
and requirements on eFTI.
DLK also leads and consolidates the experts who consult the Estonian Innovation and Entrepreneurship
Agency on consulting the eFTI platforms development as per national grants.
The Project Coordination Committee (PCC), (description in the project management structure
section) will be also adding additional eFTI consultants that are already or will be contracted by MSs
for specific national support alongside with the abovementioned teams (mainly from also DTLF-
experienced. AlbrechtConsult).
Financial management
Describe in detail the arrangements for the financial management of the project and the monitoring, internal and
external audit and evaluation processes, put in place to ensure the eligibility of the expenditure.
The overall eligible cost of the Project is a bit more than 28 million euro.
The main categories of costs will be personnel costs and subcontractors (rules of engagement already
described in the paragraph on procurement).
Outsourced external costs (services, equipment, travels) accounts for about 1,25 million euro.
The financial management of the eFTI4EU will be primarily the responsibility of the Project Coordinator,
who will put in place the following arrangements:
• appointment of an administrative and financial manager: All Project partners have extensive
experience in the management of TEN-T/CEF projects and also in the use of the EU CEF
/Horizon web portal. Each MS will allocate an administrative and financial contact point to align
with the project administrative and financial manager
• drafting, finalizing the Consortium Agreement, including covering i) consortium organization ii)
payments procedures: iii) participants admin in web-Portal; iv); dispute settlement rules; vii)
liability, indemnification and confidentiality arrangements. Signing of consortium will be
mandatory
• special workshops, and online tutorials/guides on projects administration procedures, eligibility
of costs, will be organized
• project accounting is used by participants allowing to track the specific costs of each project
activity/cost. This is done by using a sub-account for this project, where activity specific costs
are accumulated
• inserted in the document), reporting obligations (i.e. timesheets, justification of the best value
for money in subcontracting) and how to prepare the periodic reports.
• availability of financial reporting template, assistance and monitoring of project partners financial
reporting
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3.2 Consortium set-up, governance and organisational structure
Consortium cooperation and division of roles and organisational structure
Describe the organisational structure set up to implement the project.
In particular, explain the distribution of roles and responsibilities between the different partners (Beneficiaries, Affiliated
Entities and Associated Partners, if any).
Describe the main contractual arrangements, the governance structure, the lines of communication and decision-
making processes. Describe if the governance bodies have already been established; if members have been
nominated and the status of approval of the governance rules. List any pending decisions on the organisational
structure.
If a special purpose company/vehicle (SPC/SPV) is envisaged, indicate whether a shareholder agreement has already
been prepared. If not yet, the case, indicate where you are with the finalisation of the agreement.
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This section describes how the project will be managed, the distribution of roles and responsibilities, the
decision-making structures to be applied and the communication flows within the consortium. The
management procedures will be based on international recognised methodologies for project
management, already successfully proven in several EU TEN-T projects. The eFTI4EU consortium
involves experienced partners in the management of large projects. In addition, the proposed
management structure ensures effective collaboration among partners and activities for the duration of
the project.
The roles and responsibilities of the different partners and boards will be as follows.
The Project Coordinator (Estonian Ministry of Economics and Communications (MKM)) will ensure
effective and comprehensive project coordination and management. Tasks include administrative tasks,
contract management, financial monitoring, preparation and submission of deliverables, preparation of
periodic and final reports, organisation of project meetings and the management of any contingencies.
The responsibilities of the Coordinator will cover the technical management of the project in general and
chair the Project Board and General Assembly meetings, it will manage the administrative and financial
perspectives of the project and lead WP4.
The Project Coordinator will be supported by a Technical Manager (PortExpertise) and (as described
above) by an administrative and financial manager.
The Partners’ General Assembly is the body where all partners are represented. It is composed of one
duly authorised representative of each of the Parties. The Partners’ General Assembly will be led by the
Project Coordinator (supported by the Project Coordinating team) and it will decide on access rights
matters and results communication during the project duration. Meetings of the General Assembly will
help to communicate important decisions made by the Project Board to all partners.
The Project Coordination Committee (PCC) is composed by the specific beneficiaries DTLF and eFTI
consultancy related (PortExpertise, AlbrechtConsult, Digitlogistika Keskus, 51Biz Luxembourg, Circle
and some others that will be contracted by MSs.
As explained in the previous paragraph they will mainly act in the horizontal activities guaranteeing an
harmonised development of the eFTI gates and an adequate link with the eFTI Regulation and with
DTLF. It will be led by the Technical Manager (Peter Bresseleers) and will be the central technical
governing body of the Project (by weekly meetings). The Project Coordination Committee will be in
permanent contact with the partners and stakeholders participating in field operational tests in order to
ensure that the activities to be carried are performed in due time, with no significant delays. With regard
to the provision of the deliverables under the specific work packages, the PCC will technically support
the partners that committed already for a leading or co-leading role to ensure the technical correctness,
the alignment with DTLF and delivery in time. Additionally, after analysing the contributions received from
partners participating in each initiative, the Project Coordination Committee will give them feedback on
synergies that could be exploited and will ensure that cross-fertilisation from one field operational tests
and group of partners to another takes place.
The Project Board will be formed by the Project Coordination Committee plus Workpackage Leaders
and the MSs Leaders (appointed by each MS). The responsibilities of the Board (meeting monthly) will
be to guarantee the technical execution of the Project, ensuring that the work executed by each party
proceeds at all levels and particularly that the necessary technical links between partners are established
and maintained.
The Project Coordinating Committee acts also as a support body for the General Assembly and the
Project Board and carries out an important role in the communication of the Project and in the quality
control as it will carry out the first verification of all the information dossiers to be sent to the EC. The
Project Coordinating Team is also the body in charge of producing the first draft of the specific
deliverables requested by the EC and compiling the contributions from the Parties before submitting them
to the EC.
The key responsibilities of the project Work Packages and underlying tasks are shared between the
beneficiaries and/or their subcontractors in accordance with the Project WP structure. The WP 1. will be
led by Germany as MS. WP 2. will be led by Finland as MS. WP 3. will be led by Circle . WP4. will be led
by Estonia as MS supported by the Technical Manager.
The MS leaders, following the advice and recommendations issued by the Work Package leaders, will
provide the general specifications of the work to be done within their specific initiative to all partners
participating in it and will ensure the coordination of the engineering, prototyping and field operational
testing phases for their specific initiative throughout the project.
The Observers Group formed by the Member States and Associations that signed a specific letter of
support and that are not directly engaged in the project but intend to have a close link to it. They will be
invited 2 times per year in a specific digital working group in order to share the advancement of the project
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and to share best and worst practices in the eFTI implementation. The Observer Group can be extended
later during the project.
The overall Stakeholders Group will include mainly Economic Operators (railway undertakings, railway
infrastructure managers, inland terminals, multimodal transport operators, barge operators, road
transport companies, road hauliers, freight forwarders, Competent Authorities) and IT experts that are
not direct beneficiaries of this Project but are interested in having access to the results obtained in it. As
many stakeholders interested in this Project as possible will be involved in this group that will have access
to the results of the activities, will be able to provide technical input and give information for the impact
assessment and analysis on the benefits that launching for real the EFTI4EU initiatives would have on
the European transports and logistics sectors.
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3.3 Project management, quality assurance and control procedures
Project management, quality assurance and control procedures
Describe the methods to ensure good quality, monitoring, planning and control for the implementation of the project.
Explain the main features of the quality assurance plan and quality control system that will be used.
Implementation of quality assurance procedures with particular focus on monitoring review activities built
into the studies programme and submitting quality review reports. A quality plan within the Project Quality
Handbook will specify the quality procedures, internal and external peer reviews, control, monitoring and
reporting activities to be implemented in the project to ensure that satisfactory quality standards are met.
Task 4.1. is responsible for project Management, quality assurance and control procedures.
Project Management Tasks (Project Coordination Committee reporting to the Project Coordinator)
● Identification and prioritisation of key elements of the work packages with each WP team to
ensure tasks are conveyed/delegated appropriately and clearly.
● Establish a modus operandi for the work packages that conveys a logical breakdown to the
team e.g., phases, blocks etc.
● Establish drawing and data registers
● Ensure that design criteria and risk mitigations are clearly understood by each team.
● Ensure that that the design and assessment outputs produced address agreed requirements.
● Ensure that the WPS are carried out utilising relevant and current editions of standards,
regulations and guidelines.
● Verifies key elements of the work programme for submission to the Project Board.
● Liaise with EC/ CINEA /Consultants / Contractors / Local Authorities etc. and maintains
adequate records e.g., minutes, telecoms etc.
● Ensure all contract amendments are noted and keeps records of authorisations, scope
changes agreed etc.
● Ensures that communications systems properly update the Project Coordinator on status
and/or particular aspects of the project
● Ensure that peer reviews take place to ensure delivery of project Deliverables.
● Ensure that Standardised Documentation is used across the work packages.
● Ensure that a comprehensive project risk register is maintained across the work packages with
regular reviews with the Project Coordinator, work package and MS leaders.
Project Handbook
In order to help each project actor, at the kick‐off meeting each person involved in the project will receive
the management and project rules document, informing on the rules to be followed in the project,
particularly scheduled dates of meetings, contacts names, document numbering and handling rules. The
management document will recall the financial issues of the project rules and content of the internal
reports. This will help in the timely generation of reporting and cost claims documents.
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The project document numbering will be also defined, whether it will be an official document (like a
Deliverable) or a project’s internal reporting. The formats to be used for the document will be also
distributed. In order to perform the above-mentioned tasks, a configuration management tool will assure
that all project documents including shared documents are properly tracked. A specific Project Repository
will be established; rules will be set by and circulated.
Different broadcasting email lists will be set up to be used for different purposes
Quality management
Next to the risk management, the quality assurance is essential for reaching the overall project targets.
The main target is to monitor the achievements of the Project, i.e., the deliverables and milestones, and
to establish adequate processes within the project to get the optimum high-quality results. The Project
refers to the ISO norm and contains the description of all relevant organisational elements, processes,
methods and tools. It aims at effectively steering and controlling the project and complying with
contractual regulations.
Deliverable’s handling
Deliverables will be a joint effort between the persons involved in the related Work Package. Their
completion will be the responsibility of the Project Coordination Committee who will ask for assistance to
the Work Package Leaders. Their content in a draft version has to be approved by all the persons
involved in the related Work Package and by the Technical Manager. Moreover, the quality of technical
results will be based on the instrument of peer reviews. All deliverables will be evaluated by at least two
experts, always including one Partner’s General Assembly member and one expert coming from the
Project Board. If needed, the Project Board can allocate a third reviewer. The quality management is
organised by the Project Coordination Committee which is also in charge of the tracking and assurance
of formal standards.
Conflict settlement mechanism
Consensus as the general principle will also be pursued in the decision-making processes of the project.
In general, project-related decisions will be taken at the lowest organisational level possible.
Furthermore, it is expected that the instructions of overall coordinating tasks (such as management tasks
within specific WP) will be followed by the concerned WPL, or that conflicting views will be solved
bilaterally. In the exceptional case that conflicts cannot be solved at Work Package level, the respective
Work Package Leader will bring the problem to the Technical Manager that is expected to consult the
concerned WP before making any decision and especially ensure that no heavyweight is generated. The
goal of the coordinating tasks is always to enhance the overall functioning of the project as a joint
undertaking and improve the quality, consistency, and impact of the project results. In case conflicts
cannot be solved at the operational level, the Project Coordinator passes them to the Project Board that
can be also urgently called via remote conference call. If no acceptable solution can be achieved within
it, the case must be brought to the Partner’s General Assembly that will take the final decision. This
decision is then binding on all management bodies.
Control Procedures established within the Project Board
Most of the beneficiaries have significant experience in managing complex projects and will apply this
discipline to the proposed project.
Standard operating procedures will be used to monitor the effectiveness of internal controls covering
financial, operational, compliance and risk management, encompassing policies, processes, tasks,
behaviours and other issues that:
• Facilitate effective and efficient operations;
• Help ensure the quality of internal and external reporting; and
• Help ensure compliance with applicable laws (health and safety for example), regulations and
internal policies (audit for instance).
The procedures include:
• A clearly defined organisational structure, with defined authority, spending approval and
reporting procedures;
• A cost-based budgeting dashboard;
• A comprehensive system of financial reporting and review;
• The submission of monthly reports comparing actual results against budget;
• The capture of all project data into a defined repository.
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• Cyber security protective measures;
• Measures to identify possible fraud;
Official Reporting
The beneficiary will continuously report on the progress of the action (e.g. deliverables, milestones,
outputs/outcomes, critical risks, indicators, etc; if any), in the Portal Continuous Reporting tool and in
accordance with the timing and conditions it sets out (as agreed with CINEA). Standardised deliverables
(e.g. progress reports not linked to payments, reports on cumulative expenditure, special reports, etc; if
any) will be submitted using the templates published on the Portal.
The beneficiary will provide reports to request payments, in accordance with the schedule and modalities
set out in Grant Agreement:
- an additional prefinancing report for additional prefinancing (if any)
- a periodic report for interim payments (if any) and the final payment
The prefinancing and periodic reports will include a technical and financial part. The technical part will
include an overview of the action implementation. It will be prepared using the template available in the
Portal Periodic Reporting tool. The financial part of the additional prefinancing report will include a
statement on the use of the previous prefinancing payment.
The financial part of the periodic report will include:
- the financial statements (individual and consolidated; for all beneficiaries/affiliated entities)
- the explanation on the use of resources (or detailed cost reporting table, if required)
- the certificates on the financial statements (CFS) (if required)
The financial statements will detail the eligible costs and contributions for each budget category and, for
the final payment. All the eligible costs and contributions incurred will be declared, even if they exceed
the amounts indicated in the estimated budget.
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3.4 Risk management
Risk management methods and procedures
Explain how risk management is part of your project management approach and how you address risk management
in general. Mention only methods and major elements (details are to be provided in the risk assessment grid below).
Indicate whether a risk management plan is in place and explain its main features.
Risk management methods and procedures will be further defined in the eFTI4EU Project Handbook.
eFTI4EU risk management integrates recognition of risk, risk assessment, developing strategies to
manage it, and mitigation of risk using managerial resources. It is therefore linked very closely to
eFTI4EU’s quality management and an appropriate eFTI4EU project management, which is monitoring
all plans and processes. In eFTI4EU, organisational, technical and financial risks are considered.
The objective of eFTI4EU risk management is to reduce different risks for different, pre-selected domains
to an acceptable level. It refers to various types of threats caused by technology, humans, organisations
and politics. The eFTI4EU coordinator has identified risks and has drafted a risk table based on risk
management (see section 6.9). The eFTI4EU partners have endorsed the risk table and the PCC will
start the risk management process according to the Project Handbook when and where needed. The risk
process will be closed when a problem has been resolved. The eFTI4EU risk management steps are:
Establishing eFTI4EU goals and context (i.e. the risk environment) ⇨ Identifying risks to reach these
goals ⇨ Analysing the identified risks ⇨ Assessing the risks⇨ Treating or managing the risks ⇨
Monitoring and reviewing risks and the whole risk environment regularly ⇨ Continuously communicating
with eFTI4EU partners, CINEA, stakeholders and reporting.
Risk assessment grid
Describe critical risks, uncertainties or difficulties related to the implementation of your project, and your
measures/strategy for addressing them. Include significant risks, factors of uncertainty and major elements of
complexity that may affect the project implementation, whether of political, institutional, financial, organisational, social
and/or technical nature.
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Indicate for each risk (in the description) the impact and the likelihood that the risk will materialise (high, medium, low),
even after taking into account the mitigating measures.
Note: Uncertainties and unexpected events may occur in all organisations, even if very well-run. The risk analysis will
help you to predict issues that could delay or hinder project activities. A good risk management strategy is essential
for good project management.
Risk No Description Work Proposed Risk Mitigation Measures
Package No
1 Partner/Member State all Participation in eFTI4EU is a high-level
(MS) leaves the decision for all applicants. As internal
eFTI4EU project, communication and coordination is
political climate organised properly and partners are actively
changes involved via WP4, problems can be
detected, discussed and resolved within the
Impact = Medium, project at a very early stage.
Chance = Low
2 Unforeseen difficulties all The eFTI4EU Coordinator and the PCC are
for the eFTI4EU in contact with the Partner/MS on a regular
Partners/MS (political, basis to inform each other about problems
economic, technical, and progress where needed. In case of
financial, major difficulties, the coordinator is
organisational) therefore informed in due time to inform the
related MS and to elaborate on alternative
Impact = Medium, concepts to achieve the eFTI4EU
Chance = Medium objectives. In the case of new technical
challenges Task 4.3 will address those and
prepare solution options to decide in the
project coordination committee.
3 Milestones are not met all An appropriate project monitoring according
to the project Handbook is set up to detect
Impact = High, Chance deviations from plans in a timely manner.
= Medium Critical deviations will be limited, and
alternatives will be prepared and put in
place. Official and formal risk management
procedures will be activated and performed
by the coordinator until the risk is under
control again. CINEA will be continually
informed about risks occurring in order to
minimise the impact.
4 Delays with regard to all Delays with regard to the eFTI time plan, in
the eFTI time plan of particular with regard to the provision of the
the European planned DA and IA will have a direct impact
Commission, DA or IA on specifications or the planning and
not adopted development of reference implementations
and pilots within the MS and last but not
Impact = High, Chance least to availability of operational eFTI
= Medium environment in August 2025. The project
coordination committee will consult CINEA
and the European Commission to find a
proper solution (e.g. project extension,
specific degree of implementation, etc.).
5 COVID pandemic all Stakeholder engagement and fall-back to
extends for a longer digital/virtual way of project management
period risk management will be put in place.
Impact = Medium,
Chance = Low
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6 Not all stakeholders all For all the business process, make a list of
consulted - Not enough actor types involved in these processes
focus on the important such as enforcing authorities, transport
stakeholders. operators, IT developers, prof.
organisations, make sure that they or their
interest groups are consulted and/or
Impact -medium, involved. Make a stakeholder analysis. For
Chance = medium each concept, topic or projects and for each
actor type define their attitude against these
concept, topic or projects by making a
power/ interest matrix. No effort goes to low
power - low interest stakeholders and the
high interest - high power stakeholders are
actively managed.
7 Dissemination and WP4 From previous stakeholder analysis target
communication not by topic the message to the audience.
tailored to the target Define in a stakeholder management plan
audience or communication plan.
Impact -medium,
Chance = low
8 Availability of resources all The project team has a back-up of most
is limited, not sufficient important profiles, The direct/indirect
(through subcontracting) involvement of
Impact -medium, renowned organizations includes back-up
Chance = medium procedures as to resources. Covid
measures are common practice now.
Resistance regarding
9 data sharing and non- WP2 Close stakeholder cooperation to create
disclosure of data mutual trust and willingness to share data
formats
Impact -high, Chance
= medium
10 Conflicts in consortium All Experienced project coordination committee
member and clearly defined project and
Impact -medium, organisation management structure;
Chance = low transparent project management &
implementation; open discussion with
partners to address problem
The consortium includes partners that
11 Insufficient alignment WP1 and 2 actively participate in DTLF ever since its
between project scope foundation (2014), having a profound
and DTLF an DTLF’s understanding of existing Databases, IT
subgroup, eFTI architecture, applications, it gaps and fits,
regulation and participates in discussions related to
drafting DTLF III and eFTI II-regulation.
Impact -medium, The consortium includes also the leading
Chance = low consultant supporting DGMOVE for the IAs
DAs release
12 Insufficient testing and WP2 Besides the rich experience of consortium
capacity (expertise, partners there is an testing environment
infrastructure) available to allow extensive testing,
valorisation. Testing is as much as possible
part of training sessions, but also a
Impact -medium, sufficient number of additional testers are
Chance = medium available.
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3.5 Communication and visibility
Communication and visibility
Describe the communication plan and strategy to provide visibility to the EU funding (e.g. billboards, reports, websites,
brochures, information leaflets, reports, factsheets, newsletters, press articles, presentations).
Provide the websites being used for this purpose, the Social Media accounts and the communications’ contact person.
Note: Please note that we will no longer pay for project websites which are not hosted on participants’ websites; costs
for separate project websites are no longer eligible.
Communication, cross-fertilisation and dissemination represent crucial activities involving the whole
consortium. The objective will be to ensure that the aims of SMILE, its ongoing prosecution, and its results
as they emerge throughout the lifetime of the project are publicised among all the actors and stakeholders
involved in the field under consideration and more widely in the European regions and transport and
logistic operators, counting also on the European and global networks in which the partners are involved.
The project will be of little value if the dissemination and capacity building activities are not successful
and the enhancement of capabilities, positive socio-economic impact and increased business profitability
are not tangible outcomes of the project.
Communication will be developed within Work Package 4 of the Project. This activity will provide support
to any communication and visibility action carried out in eFTI4EUROPE and will provide proper publicity
to inform the public of European Union’s financial support and the progress of the project.
Communication and visibility will be materialised through different press statements released in each of
the Member States involved in the project during its execution. The project is expected to attract strong
interest on behalf of the specialised media, due to the relevance of the topic and the Trans-European
Transport Network, as well as institutional significance of many of the members of the consortium in
their respective countries.
The ultimate objective of the communication efforts to be carried out is to enable TEN-T business
stakeholders, transport and logistic operators, transport policy-makers and EU citizens to understand
and decide which technologies and potential solutions generate the best socio-economic value, help to
increase TEN-T competitiveness to the largest extent, support the most the integration of TEN-T, core
ports, CNCs and RFCs and have the highest potential for rapid deployment across the EU.
The eFTI4EUROPE Communication Plan will outline the communication strategy of the project. This
document will define the objectives of the communication strategy, provide the key communication
messages to be used by all partners, analyse the main target groups and communication channels, set
up the timeframe for the different communication activities to be carried out, describe the communication
tools that will be defined and used throughout the duration of the project and designate a communication
core group that will be in charge of carrying out the communication activities defined.
All project’s materials will follow the EC rules on Communication and Visibility.
The anticipated communication plan includes two main streams.
Communicating and Disseminating eFTI
• A set of communication /information / training tools (including the MSs web sites)
• A set of national events in which MSs will communicate eFTI to EOs and to a broader public.
• A set of European workshops for very specific detailed issues.
• 3 eFTI conferences (once a year)
eFTI Capacity Building
• A series of workshops / on-site visits in which more advanced countries could transfer their
knowledge and expertise to less advanced ones this should include lessons learnt including
onboarding trainings (webinars) in collaboration with the European Commission and the
member states, associations and other projects
A set of training courses to be delivered monthly for CAs and EOs, also open to MSs not involved in the
project (to complement the ones planned in the eFTI second tender), including knowledge sharing.
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3.6 Sustainability and maintenance strategy
Sustainability and maintenance (for Works topics)
Describe the follow-up of the project after the EU funding ends. How will you guarantee the proper maintenance and
continued operation of the investments made?
Describe in detail the strategy (periodicity, components, financing, actors) and practical measures that will be put in
place.
Not applicable
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4. IMPACT — COST-BENEFIT ANALYSIS
4.1 Demand analysis
Demand/traffic forecast study
Provide the results of the demand/traffic forecast study (if any). Give an outline of the overall context (including date
of completion) and scope of the study, explain the methodology chosen and the assumptions made regarding the
demand growth rate and the utilisation rate on completion of the project. Provide the list of indicators and their sources
of verification (e.g. institution or organisation collecting statistical information, website, database, etc.). If the study
carried out goes beyond the scope of the project, give an overview of the demand analysis of the global project and
explain how it is related to the project. Clarify if TEN-T/CEF or other EU programmes have provided financial support
for the study.
Not applicable
4.2 Economic and financial analysis
Socio-economic impact analysis
Describe the general socio-economic impact of the project.
Describe whether the project (or the wider global project) has the potential to generate cash revenues, and what are
the limitations (legal, regulatory, or commercial, if any), that constrain the revenues generation to the levels you have
estimated.
Provide details on the expected revenues and their timeline (e.g. number and diversity of users). Describe if the users
are sensitive to prices and if they are captive. Provide indications concerning the degree of certainty of your
assumptions and estimations. Explain whether the project will operate in an autonomous manner or whether the
expected level of revenues depends on the completion of additional investments or processes.
For Works proposals required to submit a full CBA, describe the main results of the economic analysis of the cost
benefit analysis (Economic Rate of Return (ERR) and Economic Net Present Value (ENPV). If the scope of the
economic analysis addressed by the CBA is wider than the scope of the project, explain the difference in scope
between the CBA and the project and to what extent findings of the CBA are relevant to the project. Please upload
the CBA report and the CBA cash flow template filled in.
For Works proposals required to submit a simplified CBA, provide information under this section and submit the
simplified CBA calculator filled in. No need for a separate CBA report.
For the CBA report, please use the unitary values referred to in the Handbook on External Costs of Transport.
Note:
For more guidance on CBA, see CINEA Guide on economic appraisal for CEF Transport Projects, DG REGIO Guide
to Cost-Benefit Analysis of Investment Projects and DG REGIO CBA Economic Appraisal Vademecum.
The project will not generate cash revenues for the participating authorities. Facilitating the
implementation of eFTI-services, is a service offered by the governments. The main goal is not to
generate revenues, but to increase the safety and to improve the efficiency of logistics in Europe. This
project will have a direct economic impact for the users of logistics services. Improved safety means that
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there will be less costs associated with incidents and improved efficiency means a reduction of costs
related to time loss. The project is also expected to generate economic growth, by creation of additional
jobs both in logistics sector and IT-sector, alongside a positive environmental impact.
As per the COMMISSION STAFF WORKING DOCUMENT IMPACT ASSESSMENT Accompanying the
document Proposal for a Regulation of the European Parliament and of the Council on electronic freight
transport information {COM(2018) 279 final} - {SEC(2018) 231 final} - {SWD(2018) 184 final}, a full socio-
economic impact analysis was made that covered economic impacts(administrative and compliance
costs for businesses and authorities, modal shift and congestions costs, transport costs for operates,
internal market impacts and innovation impacts. In addition, the social impacts (employment) and
environmental impacts (emissions, and use of natural resources and energy use efficiency) were
valuated.
The document distinguishes between 4 policy options (PO1 to PO4), in which the scope of policy
intervention is limited in PO1 and PO2 to those transport documents which serve as (international)
contracts of carriage. In PO3 and PO4, this scope is enlarged to include any document which, due to its
information content, may serve as evidence of compliance of a determined transport operation with the
applicable regulatory conditions on the EU Member States' territory.
The main expected potential negative social impact is linked to changes in the employment structure
and possible impacts on the related levels of employment. Full implementation of the electronic
documentation is expected to make redundant over time a large number of jobs that today are linked to
processing of paper documents. However, according to stakeholders' feedback, these employees will be
more efficiently redeployed in higher-value tasks. Nevertheless, the exact mechanism for this remains
unclear and it will largely differ depending on the organisational structure and internal processes of each
company.
This negative impact is expected to be offset to a large extent by the overall sector growth that is
expected under all policy options for all transport modes. Greater demand for IT solutions and systems
is likely to bring more opportunities for the IT providers, leading to an increase in high-skilled employment.
The employment in public administrations is unlikely to change significantly since authorities do not
expect to significantly reduce the absolute number of inspections, but rather improve their effectiveness.
One can note the reduction in workload expected will lead to improvements in working conditions via the
reduction of workload equal to around 75-102 million hours yearly (equivalent to around 36-49 thousand
full time equivalents per year) on average in PO3 and PO4 over the full deployment horizon of electronic
transport documents (2018-2040) across the whole sector.
The impact would be the lowest in PO1 (6-9 million hours saved per year; equivalent to around 3-4
thousand full time equivalents per year). Also, it is expected that there will be the possibility to focus on
more creative and added-value tasks and reduce the overtime work.
More argument on the positive side, that the concerned studies identify
- reduction in workload for both public and private entities, reduction of administrative burden.
- The European Commission estimates that the reduced administrative burden of using digital
forms will save operators up to EUR 27 billion over the next 20 years (source European
Commission Staff Working Document: Executive Summary of the Impact Assessment
(SWD(2018) 184 final).
- Shipping goods across EU borders and between transport modes is expected to become easier
and cheaper. This could translate into faster delivery times and lower prices for consumers. For
road and other route transport operators, operational cost savings would amount to about €12
billion over the period 2018-20402.
- A growth in the ITC sector to help businesses and public administration to modify their IT
applications
Source: European Commission Staff Working Document: Executive Summary of the Impact Assessment
(SWD(2018) 184 final)
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Financial analysis
Describe the financial viability/sustainability of the project over its lifecycle (budget in balance; use of funds vs sources
of funds).
For works proposals submitting a CBA, mention the value of the financial indicators after CEF funding (i.e. assuming
that CEF support is granted for the amount requested (Financial Rate of Return FRR (C after CEF) and Financial Net
Present Value FNPV(C after CEF)). Compare the profitability achieved after CEF funding with national and
international benchmarks for the sector.
For projects with negative FNPV and with FRR smaller than the discount rate, explain why or under which conditions
(e.g. other grants, reduction of costs) you would still proceed with the project despite its insufficient financial viability
and illustrate how the project would be at least financially sustainable (i.e. not likely to default and therefore not putting
at risk the commitment from the EU budget) by showing that the cumulated cash flows are always positive.
Unprofitable/nonviable projects need to demonstrate their sustainability, for example by benefitting from other sources
of support (such as national/local grants or operational subsidies) or revenues that can compensate negative cash
flows or by the applicant’s commitment and financial capacity to cover the remaining gap or absorb potential losses
or accept deferral of profits.
Describe any financial risks associated with the implementation of the project.
The EFTI is a regulation measure, which is imposed on MS’s Competent authorities to be able to accept
information made available electronically whenever economic operators are obliged to make information
available as proof of compliance with requirements laid in the Regulation.
Consequently, the objective of the investments made by the Member States in this eFTI4EU project is to
accelerate the digitalisation of freight transport and logistics as stipulated by the eFTI regulation
REGULATION (EU) 2020/1056 OF THE EUROPEAN PARLIAMENT AND OF THE COUNCIL of 15 July
2020 on electronic freight transport information.
As such this project is an enabler to comply with the eFTI requirements and is not to achieve a
positive Financial Rate of Return (FRR) and Financial Net Present Value (FNPV) but to accelerate
the digitalisation of freight transport and logistics.
All participants, public and private allocated dedicated budgets to this eFTI4EU project for the complete
duration of the project. During the project, WP 1 is to assist MS in further detailing each MS’ roadmap,
as the technical architecture choices get finalized. These roadmaps will include budget estimates for
further eFTI maintenance and implementation in the years after the pilot implementation.
All budgets are found to be in balance by the respective Member States, and private partners.
As such, also no revenues will be generated directly from this Project. For certain, the use of electronic
means to exchange regulatory information will reduce administrative costs for economic operators and
enhance the efficiency of competent authorities. This results in minimising costs for both competent
authorities and economic operators.
The burden and costs on Member States is minimised by this eFTI4EU initiative by offering a common
software developed at EU level, available to all MS and private sector. This minimises the risks related
to the creation of an additional layer of architecture (including by ensuring proportionality of the proposal)
and reduces the risks deriving form single point of failure.
4.3 Social, environmental and other impacts
Impact on congestion, modal split, safety and security, service quality, noise air pollutants
Describe the expected positive and/or negative impacts of the project on time savings, optimisation of existing capacity
and service quality. If quantified in the CBA, mention the total monetary value of such impacts (€ Net Present Value
(NPV)) and the main assumptions in terms of quantities (e.g. change in number of hours or vehicles) and unit values
(e.g. €/hour or €/vehicle/km).
Describe the expected positive and/or negative impacts on modal split.
Describe the expected positive and/or negative impacts on safety and security. If quantified in the CBA, mention the
monetary value of such impacts (€ NPV) and the main assumptions in terms of quantities (e.g. change in number of
accidents, injuries and fatalities) and unit values (€/accident).
Describe the expected positive and/or negative impacts of the project on noise emissions. If quantified in the CBA,
mention the total monetary value of such impacts (€ NPV) and the main assumptions in terms of quantities (e.g.
change in number of trains) and unit values (e.g. €/train).
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With the removal of paper processes and resulting improvement on logistics efficiency, the supply chains
are expected to get a positive - double digit percentage - impact on supply chain congestion, modal split,
safety and security, service quality as well as noise air pollutants.
The project, once eFTI is fully deployed is also to bring about net positive environmental impacts.
In cumulative terms, CO2 emission savings are estimated to amount to more than 1,300 thousand
tons over the 2018-2040 period, equivalent to 74 million euros in external cost savings.
Congestion costs are expected to be reduced by nearly 300 million euros over the same period. In
addition, no longer printing an average of 1-5 copies of each document per shipment would save about
2-8 billion sheets of paper, or the equivalent of 180-900 thousand trees per year.
Businesses, including SMEs, will opt between the speed of their digital transformation, in this case
digitalise their paper-based processes. The assurance that e-documents/information will be accepted will
encourage digitalisation. One-off investments are expected to bring savings already within the first year,
because of reduced time spent on regulatory compliance reporting activities and improved overall
business efficiency. Road transport operators, about 99% of which are SMEs, are expected to benefit of
about 60% of all industry administrative costs savings.
The European Roads Policing Network reported already in 2021 that the number of drivers’ hours
offences has “never been higher,” showing that of the 197,274 Heavy Good Vehicles (HGV) and 111,545
buses checked overall, 77,386 violations were found. The HGV violation rate was 35,21% higher
compared to May 2020. The main violations were tachographs not properly managed, manipulated, drug-
driving, serious technical defects, overweight, over-dimensioned, load insecurity, speeding, use of
DVD/TV/mobile phones while driving, etc.
When considering the low number of controls versus the effectuated number of transports, law
enforcement authorities clearly lack capacity to have a permanent positive impact on road safety.
Initiatives by European Commission to facilitate this structural change in transport policy are ongoing in
large numbers covering all transport modes (RIS, DTLF, EUCARIS, ERTMS, ...).
A major contribution into the implementation of this transport policy is expected from the broad
digitalisation of the transport sector. The more data becomes available, the more finetuning will be
possible within MS authorities and between multi-MS authorities. The use of eFTI will therefore certainly
increase the need for applications to facilitate the controlling capacity of law enforcement authorities. Not
only in the number of controlled vehicles, but also in the deployment of human resources.
The Modal shift to cleaner transport fails to materialise as per conclusion of Global transport data from
2010 to 2021 collected by the International Transport Forum: The increasing use of road transport over
the railway in most countries translates into more carbon dioxide (CO2) emissions, hindering global
climate efforts. The internalisation of external costs will contribute to making such effects part of the
decision-making process of transport users. To this means data needs to be digitised, to which eFTI and
this project contributes significantly.
Source: EU COMMISSION STAFF WORKING DOCUMENT EXECUTIVE SUMMARY OF THE IMPACT
ASSESSMENT: Proposal for a Regulation of the European Parliament and of the Council on electronic
freight transport information {COM(2018) 279 final} - {SEC(2018) 231 final} - {SWD(2018) 183 final}
The EU 2020/1056 eFTI regulation introduces a common data model that will harmonize the
implementation of the eFTI regulation across EU MS and across modes of transport. The eFTI4EU
project will allow individual MS to coordinate their national implementation roadmap with transport mode
roadmaps for inland navigation, rail and air that are coordinated by corridor or by mode of transport.
The portfolio of pilot projects of the eFTI4EU project includes the integration of a port community system
as an eFTI Gate and/or eFTI Roadmap.
Several members of the PCC have been participating since several years in eFTI expert groups that are
transport mode specific.
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Environmental and climate impact
Describe the expected positive and/or negative impacts of the project on the climate change targets (such as the Paris
Agreement and the 2030 Climate and energy framework).
Describe the expected positive and/or negative impacts of the project on the emission of air pollutants such as
Particulate Matter - PM2.5, Nitrogen oxides - NOX, Sulphur Dioxides – SO2, etc. If quantified in the CBA, mention the
total monetary value of such impacts (€ NPV) and the main assumptions in terms of quantities (change in tonnes or
vehicle*km) and unit values (e.g. €/tonnes or €/vkm).
Specify if the project helps to reduce greenhouse gas emissions (GHG) and limit global warming. Explain how it
impacts upstream and downstream emissions (e.g. emissions from purchased electricity as well as full life cycle). For
works proposals submitting a CBA, also include the total monetary value of such impacts (€ NPV) and the main
assumptions in terms of quantities (avoided tonnes of GHG) and unit values (e.g. €/tCO2equivalent).
Describe how climate change has been taken or will be taken into consideration when designing the project and its
components.
Describe in detail the measures that are foreseen to monitor, prevent and mitigate a negative impact on the
environment, and provide an estimation of the associated costs.
Freight transportation and logistics sector, i.e. the movement of goods, including waste, dangerous
goods, cabotage, is accompanied by a large amount of information which is still exchanged in paper
format among businesses, and between businesses and competent authorities. Cargo transports are
still characterized by large number of paper-based documents set, which move together with shipment.
in worst case the same information is copied several times as the shipment moves along the supply
chain. eFTI is promoting fully digital operation mode and works as enabler for private sector in the
digitalization transition. For public organisations it means that the same information is available for
stakeholders without the dependency on paper documents. In addition, the use of paper documents
represents a significant administrative burden for logistics operators and an additional cost for logistics
operators and related industries (such as trade and manufacturing), in particular for SMEs. Another
aspect of this positive impact is the availability of data, which can be used to digitally track and trace
supply chains in a more detailed level and even generating digital twins of transportations. Such a data
and information can easily be used to track and analyse carbon footprint of supply chains and even
parcels, which enables actors' opportunity to react and mitigate their emissions based on actual data.
In addition to direct reduce the usage of paper, eFTI regulation has indirect impact to supply chain
emission mitigation via enhanced situational awareness and transparency. I.e., when data and
information are not tied to any specific location, through the eFTI gates stakeholders will have more
efficient access to necessary data without physical interaction between authorities and economic
operators. Hence unnecessary field inspections (law enforcement) and auditions can be avoided. At the
same time, the technical implementation of eFTI regulation removes the well-known bottleneck from
private sector process digitalization development, being the acceptance by public organisations of a
digital format instead of a paper-based form. Thus it can be stated that eFTI regulation will enable fully
digital supply chain processes and hence it has great positive impact on supply chain sustainability.
The European Commission estimates the benefits of eFTI to be around €1.3 billion per year due to the
reduction of administrative burdens and foreshadows both economic and environmental benefits due to
the large paper savings resulting from the digitization process of transport documents. EC estimates
point to economic benefits of up to €27 billion over the next 20 years, thanks to the reduction in
administrative burdens made possible by setting up widespread digital logistics, resulting in savings of
between 75 and 102 million man-hours per year9. Shipping goods across EU borders and between
transport modes is expected to become easier and cheaper as to its administrative costs and faster
delivery times. For road and other route transport operators, operational cost savings would amount to
about €12 billion over the period 2018-204010.
However, Europe’s Policy on Green digital sector describes that Europe faces two important challenges:
the green transition and the digital transition. These might seem like two distinct issues, but really, they
are twin challenges: neither can succeed without the other. Indeed, whereas the digital transformation
may help in reducing our carbon footprint in our lives, there is also a potential downside.
Digital technologies should not consume more energy than they save. At present, digital technologies
9
European Commission Staff Working Document: Executive Summary of the Impact Assessment (SWD(2018) 184 final)
Savings are calculated against a scenario in which no policy action is taken at the EU level.
10
Savings are calculated against a scenario in which no policy action is taken at the EU level.
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account for between 8-10% of our energy consumption, and 2-4% of our greenhouse gas emissions –
small percentages but big numbers.
All technical solutions in eFTI4EU are to be validated against the EU’s most relevant voluntary and
binding measures on this topic. To this respect the European Green Deal Coalition will be involved in
peer reviewing of the retained technologies. This coalition (EGDC) was formed by 26 CEOs of ICT
companies who signed a Declaration to support the Green and Digital Transformation of the EU on Digital
Day 2021. The Declaration builds on the EU Council conclusions of December 2020 on Digitalisation for
the benefit of the environment and recognises the ICT sector as a key player in the fight against climate
change11.
The outcomes of this project will be used by not only the MS participating, but through communication
and dissemination be shared with the other MS. These best practices will assist in the update of existing
laws and introduce new measures to achieve EU’s green and digital goals for the next decade. This
project is to create awareness among all stakeholders to this aspect. Examples are measures for the MS
to ensure data centres are climate neutral, energy-efficient and sustainable.
Climate resilience (for Works topics)
Describe the climate proofing exercise and how it was taken into consideration when designing the project and its
components (see Technical guidance on the climate proofing of infrastructure). Summarise the findings of the
vulnerability assessment to identify the climate hazards to which the project is more sensitive (because of the its type
or location).
If significant risks are identified, explain how the vulnerabilities were embedded in the decision-making process so
that they can be addressed and mitigated and what relevant measures were taken to ensure the resilience of the
project to climate change.
Not applicable
Decision-making tool, input for policy making or development of best practices (for Studies topics)
Show how the project will have an impact as decision-making tool or input for policy making or development of best
practices.
Who will use the output of the project and for how long? Describe the extent to which the output will be relied on for
decision-making, possibly in relation to other studies and future projects, and at what level, (e.g. a future CEF
Transport action, national project, global project, etc.). Describe the relevance and economic value of those future
projects in terms of costs and benefits. Explain the degree to which elements of the project could be used to develop
best practices.
The eFTI4EU project addresses the coordination and collaboration in and between the relevant national
authorities, other governmental agencies and private stakeholders in the 9 participating Member States,
including several observers being MS (IRL, NL, ES) and private organisations (such as Inland Navigation
Europe).
But the real impact of eFTI4EU extends to all 27 MS as decision making tool. Indeed, it will not only pave
the way for a really harmonised eFTI development across the EU, which is very unlikely to happen without
such multi–Member State initiatives such as this project. The eFTI4EU project will define the MSs
roadmaps, strategy and long-term governance model for eFTI and facilitate the co-development of the
eFTI reference open architecture that will be validated in cross border and national pilots. This will provide
a strong foundation of best practices for the full MSs implementation of eFTI implementing acts. The MSs
time and cost benefits thus created will be multiplied way beyond the project cost when eFTI
interoperability is established between the MS competent authorities in the 27 MSs and with countless
Economic Operator eFTI platforms that are to report to it.
The outcomes of this project will be used by not only the MS participating, but through communication
and dissemination be shared with the other MS. These best practices will assist in estimating national
11
https://www.greendigitalcoalition.eu/coalition/
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budgets for eFTI implementations in the coming years, in identifying MS’s IT capacity shortages, in
contributing to the digital transformation strategies of national authorities, in contributing to the MS’s
strategies on Smart Enforcement in transport and logistics, in providing arguments and insights to the
update of existing laws and in introducing new measures to achieve EU’s green and digital goals for the
next decade.
The participating private project partners will disseminate the material into their eco-systems. This will
allow their public and private clients to have detailed insights in the upcoming changes impacting their
company or public service department. As such providing feedback will be done towards the near future
regulations of eFTI II (through among others DTLF), by means of dissemination to national ministries of
transport (BE, DE, Luxemburg, Baltic States, ...), making sandbox (testing environments) available for all
stakeholders, providing training courses. More details on this in the communication and dissemination
section.
Task 1.3- eFTI Gate Strategy and Governance will set the common rule set for the best practices.
Interoperability and accessibility
Describe if and how the project contributes to increased interoperability of transport systems and/or modes in the
TEN-T network.
Describe if and how the proposal enhances the accessibility for passengers and/or goods to the TEN-T network (e.g.
cross-border dimension, effect/contribution to territorial accessibility, including for outermost regions and islands).
The national and cross border corridor pilots are performed in the eFTI4EU test environment according
to eFTI specification and adherent reference implementation is created to build interoperability between
different MSs. This will result in more fluent transit of goods within and in-between the MSs.
Interoperability and accessibility will be under Task 1.2.
Innovation and digitalisation
Describe if and how innovative technologies are being used to reach the project’s objectives.
Describe if and how the digitalisation forms part of the project (or its use).
In case the project is making use of results from EU-supported research projects, please give the reference of the EU
research project.
eFTI4EU is a digitalisation project that will use the input taken form the Regulations and the related IAs
and DAs (e.g., the specifications of the eFTI architecture) to pilot eFTI gates in a harmonised way across
Europe using robust and mature proven technologies.
The overall project structure ensures that each partner organisation is engaged in the development of
the technological enablers for the reference implementation and the pilots (see Task 4.3)
Competition
Describe the expected positive and/or negative impacts of the project on regional and national competition.
With introduction of paperless logistics over multimodal supply chains the EU region is expected to get
a competitive edge over other global regions. The pioneering MSs will have the edge over other MSs
and the pioneering actors within MSs will have the edge over other actors. However, a critical mass of
stakeholders is required to make these benefits come through. Therefore, it is essential to create EU-
level commitment to the eFTI implementation.
The approach of open software architecture is taken to minimize the risk of having transport and logistics
SMEs ‘barred’ from technical solutions that go beyond their knowledge and financial means.
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Regional and local development and land use
Describe the expected positive and/or negative impacts of the project on regional and/or local development, and land
use. Assess the impacts on the neighbouring regions.
Indicate if the project is linked to urban development plans, or if it will contribute to increasing the land value.
There are no major regional effects due to the project.
Outermost regions (if applicable)
Describe which outermost regions are impacted by the project.
Indicate how the regions and project promoters cooperate. If relevant, specify which countries are impacted and
explain how the cooperation with them is ensured.
Other considerations
Please describe any other relevant considerations.
Not applicable
#§IMP-ACT-IA§# #@CAT-EFF-CE@#
5. CATALYTIC EFFECT
5.1 Financial gap
Financial gap
Explain how the EU grant will facilitate or accelerate the project, in comparison to a situation without the EU funding.
Describe the financial gap, which the EU funding is supposed to cover. Specify and justify the amount.
Describe the financial obstacles and how public funding would help to overcome them.
Indicate whether you expect any EU support under the Recovery and Resilience Facility (RRF) (with an approximate
amount).
To reach the ambitious goal to have eFTI fully in place in 2025, the project is essential to accelerate a
common harmonised development that will be much further delayed without it. Considering that eFTI
must be implemented in all MS by 2025 and considering that the first of CEF2 Transport call in 2021 (on
this topic), did not generate a project, the urgency to finally start acting has only grown bigger for the
Member States.
In some cases, the national RFF will support the full implementation of the national eFTI architecture, but
the early piloting stage will not be covered. Therefore, once again eFTI4EU is an essential tool to cover
the early-stage financial gap.
Without eFTI4EU there is the serious risk of delays in the national implementation of the eFTI Regulation.
Despite the many efforts from EC (DTLF forum, information sessions, Research Funding Programs, CEF
Funding, IT building blocks, organisation of Member State workgroups) the uptake by the Member States
of eFTI preparations remains far below the expected level. The Council stresses that it is urgent for its
Member States to take action towards achieving the eFTI implementation.
EU support is needed for this Project to bridge a financial gap. The eFTI implementation cannot be
approached from an individual country viewpoint but is to build on the joined efforts of as many MS as
possible. The leveraging effect will also help to minimize the current different ‘eFTI’ maturity stages
between the MS. This is the added value that CEF financing and support to this Project offers. The CEF
financing will facilitate and promote the creation of a consortium of Member States that will bring together
work from other private and public entities to address these issues together, joining different stakeholders
to improve the efficiency of reporting operations in Europe and ultimately contribute to a harmonized eFTI
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implementation. Should the co-funding not be available MS indicated that these initiatives would be
delayed for another 2 years., given the budgetary constraints all MS are confronted with.
No support under the Recovery and Resilience Facility is expected for this Project in any of the involved
MS.
5.2 Public and private investment and financial leverage
Public and private investment and financial leverage
Provide information on the capacity of the grant to trigger a bigger investment or to allow other investments.
Will the EU grant help mobilising additional public and private funding? Will different sources of funding or higher
amounts become available? Has the financial leverage been optimised in terms of amounts and duration?
eFTI4EU will be a great investment trigger.
National budget will be mobilised to move from the pilot stage to the full eFTI implementation including
specific budget of the national Competent Authorities.
Private funding will be mobilised for 2 different strands:
- Economic Operators that will invest in developing and certifying their platforms
- Software service providers that will invest in their products to be ready to provide to the
market the new eFTI services
5.3 Stakeholder commitment
Stakeholder commitment
Explain how the EU funding would reinforce the commitment of different partners and stakeholders (public and
private).
What would be the effects, in terms of commitment of stakeholders, if the project would not receive the grant?
EU funding of the eFTI4EU project will be a crucial catalyst for eFTI take off initially for the Competent
Authorities in the MSs and indirectly also to the Economic Operators who will be the long-term real
beneficiaries of this project. Moreover, is an indispensable and accelerating means to enable the rapid
roll-out of the eFTI exchange environment and thus to meet the ambitious timetable of the EU
Commission for eFTI, as this requires considerable investment costs.
If the grant is not received, severe consequences on the eFTI harmonisation and implementation
schedules will be expected. On the contrary, this could be counterproductive about the ambitious
timetable of the EU Commission. Many MSs are not aware of the scope of regulation and the necessary
cross-border harmonisation and are still waiting for the DA and IA. This will significantly delay the
timetable for eFTI readiness.
#§CAT-EFF-CE§#
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#@WRK-PLA-WP@#
6. WORK PLAN, WORK PACKAGES, ACTIVITIES, RESOURCES AND TIMING
6.1 Work plan
Work plan
Provide a brief description of the overall structure of the work plan (list of work packages or graphical presentation (Pert chart or similar)).
Overall Structure of the Work Plan
The project is organised in four (4) Work Packages (WPs) that correspond to the project’s objectives, coordinated by the Project Coordination Committee. Each WP is led by a
project partner particularly experienced in the corresponding area, so as to ensure the best practice and work efficiency.
Work Packages Timing and Key Dependencies
The Member State activities will be coordinated within WP1 and supported by other WPs to provide detailed analysis of the requirements and analysis of the required WP
contribution. After the initial Studies and project starting phase the project focus will move towards creation of reference implementation related pilots and communication led
by WP2 and WP3. Information and results from WP2 and WP3 will provide constant input for WP1 and Member States as authority support actions. This iteration loop between
the WPs will be repeated constantly, so that all required project goals and aims will be covered. In parallel WP4 project management will take care of project process,
coordination and novelty. Below WPs and subtasks are listed.
WP1: Horizontal Alignment
● Task 1.1 Authorities’ road map (requirements and preparatory works)
● Task 1.2 Interoperability of eFTI exchange environment (planning, reference specification, testing)
● Task 1.3 eFTI Gate Strategy and Governance (Common Rule Set)
● Task 1.4 eFTI Gate Content and Accessibility (e.g. Metadata, Access Management)
● Task 1.5 Legal implementation and Certification-related affairs and rules
WP2: National and Corridor Pilots
● Task 2.1 Pilot collaboration and knowledge sharing
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● Task 2.2 Pilot planning
● Task 2.3 System development, testing and piloting
● Task 2.4 Cross-border testing and pilots
● Task 2.5 Pilot results and analysis
WP3: Communication, Dissemination & Capacity Building
● Task 3.1 Communication / information
● Task 3.2 National events
● Task 3.3 EU workshops
● Task 3.4 eFTI yearly conferences
● Task 3.5 Cross fertilisation events
● Task 3.6 Training Courses
WP4: Project Management
● Task 4.1 Project Management and Controlling
● Task 4.2 Project Coordination Committee Support
● Task 4.3 Identification of actions needed
The Figure below summarises the project structure, illustrating the relationships between WPs and the Project Coordination Committee that, as explained in the previous
paragraph will heavily support all the eFTI4EU activities.
All the Deliverables will be in English (pdf format).
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Project WP structure
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The project follows agile development cycles, where project coordination, strategy, governance, reference model and piloting will be executed partly in parallel. The project
scheduling is also synchronised with the EU eFTI roadmap. The Figure Below displays the time dimension of the project and its WPs, which will be implemented in total in 36
months.
April 2023 Sep 2023 Jan 2024 Dec 2024 Dec 2025
Early studies Project Kick Off Implementation and project Reference Reference
Own risk work Grant Agreement coordination committee start implementation 0.5 implementation 0.9
Task 1.1. Authorities’ road map (requirements & preparatory works) Task 1.3 eFTI Gate Strategy & Governance
Task 1.2 Interoperability of eFTI exchange environment (planning, reference specification, testing)
Task 2.1 Pilot collaboration, knowledge sharing and codeveloping reference architecture
Task 2.2 Pilot planning Task 2.5 Pilot results and analysis
Task 2.3 System development, testing and piloting
Task 2.4 Cross-border testing &
pilots
WP 4 Project management
Task 1.4 eFTI Gate Content and
Task 1.5 Legal implementation and
Accessibility (e.g., Metadata, Access
Certification-related affairs and rules
Management)
WP 3 Horizontal communication and dissemination activities
Grant Decision Subcontractor agreements First review Mid term review Final review
June 2023 Dec 2023 June 2024 June 2025 Mar 2026
Project Gantt chart
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6.2 Work packages, activities, resources and timing
WORK PACKAGES
Work packages
This section concerns a detailed description of the project activities.
Group your activities into work packages. A work package means a major sub-division of the project. For each work package, enter an objective (expected outcome) and list the activities,
milestones and deliverables that belong to it. The grouping should be logical and guided by identifiable outputs.
Projects should normally have a minimum of 2 work packages. WP1 should cover the management and coordination activities (meetings, coordination, project monitoring and evaluation, financial
management, progress reports, etc) and all the activities which are cross-cutting and therefore difficult to assign to another specific work package (do not try splitting these activities across different
work packages). WP2 and further WPs should be used for the other project activities. You can create as many work packages as needed by copying WP1.
For very simple projects, it is possible to use a single work package for the entire project (WP1 with the project acronym as WP name).
For works proposals, please make sure to use separate work packages for activities that are linked to the following specific budget categories (D.2 Studies, D.3 Synergetic elements, D.4 Works in
outermost regions and D.5 Land purchase, if applicable).
Work packages covering financial support to third parties ( only allowed if authorised in the Call document) must describe the conditions for implementing the support (for grants: max amounts
per third party; criteria for calculating the exact amounts, types of activity that qualify (closed list), persons/categories of persons to be supported and criteria and procedures for giving support; for
prizes: eligibility and award criteria, amount of the prize and payment arrangements).
Enter each activity/milestone/output/outcome/deliverable only once (under one work package).
Ensure consistency with the detailed budget table per WP/calculator (if applicable) (n/a for prefixed Lump Sum Grants)
Objectives
. Describe the objective of the work package and how it contributes/relates to the overall and specific objectives of the project.
State if there are links to other work packages (or conversely that there are no links to any other work package).
Activities (WP description)
Provide a concise overview of the work (planned tasks). Be specific and give a short name and number for each task. Provide quantitative information (dimensions, capacity of infrastructure, etc).
Mention for each task links with tasks planned under other work packages. Flag tasks which are on the critical path.
Show who is participating in each task: Coordinator (COO), Beneficiaries (BEN), Affiliated Entities (AE), Associated Partners (AP), indicating in bold the task leader.
Add information on other participants’ involvement in the project e.g. subcontractors.
Complete the column on subcontracting. Subcontracts must be awarded using your usual purchasing practices – provided that they ensure best value for money and no conflict of interests. If you
are a public procurer (‘contracting authority/entity’ within the meaning of the EU Directives on public procurement), you must also comply with the applicable national law on public procurement.”
Note:
The Coordinator remains fully responsible for the coordination tasks, even if they are delegated to someone else. Coordinator tasks cannot be subcontracted.
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Milestones and deliverables (outputs/outcomes)
Milestones are control points in the project that help to chart progress.
The milestones must be SMART: specific, measureable, achievable, relevant and time-related and must have clearly identified means of verification. The number of milestones per work package
will depend on the complexity of each work package. Each work package should have at least two milestones related to it, ideally, one milestone per activity and per year. If needed, one or more
intermediate milestones can be added, particularly for long or very complex and costly work packages. Examples of milestones include publication of a tender, signature of contract, starting of
study/works, technical progress as certified by the works/studies subcontractors, etc.
Means of verification are how you intend to prove that a milestone has been reached. If appropriate, you can also refer to indicators. They should be easy and concrete. Examples of means of
verification include: publication of the tender notice, signature of a contract by the last party, acceptance/approval of final report/outcome, etc. A deliverable can be also used as a mean of verification
for a milestone.
Deliverables are project outputs which are submitted to show project progress (any format) and achievement of the technical work. Refer only to major outputs. Do not include minor sub-items,
internal working papers, meeting minutes, etc.
Examples of deliverables for works projects include: constructed rail section, built bridge, deployed charging stations, concluded contract, published manuals, construction of the transmission line
[name of the line], commissioning of the transmission line [name of the line], constructed transmission tower, deployed submarine cable, etc. For deliverables which are physical investments, provide
in the ‘Description’ field the type of document you will use to prove the completion of the deliverable (e.g. acceptance note, test protocol, certificate of completion, handover certificate, etc).
Examples of deliverables for studies include: a technical design, an engineering design, a completed analysis, an environmental report, data collection, creation of a model and description of
scenarios, etc. For such deliverables, provide in the ‘Description’ field: confirmation of completion and/or approval of technical design, copy of environmental report, etc.
For deliverables such as meetings, events, seminars, trainings, workshops, webinars, conferences, etc., enter each deliverable separately and provide the following in the 'Description' field: invitation,
agenda, signed presence list,report of the event, presentations.
For deliverables such as manuals, toolkits, guides, reports, leaflets, brochures, training materials etc., add in the ‘Description’ field: format (electronic or printed), language(s), approximate number
of pages and estimated number of copies of publications (if any).
For each deliverable you will have to indicate a due month by when you commit to upload it in the Portal. The due month of the deliverable cannot be outside the duration of the work package and
must be in line with the timeline provided below. Month 1 marks the start of the project and all deadlines should be related to this starting date.
The labels used mean:
Public — fully open ( automatically posted online on the Project Results platforms)
Sensitive — limited under the conditions of the Grant Agreement
EU classified — RESTREINT-UE/EU-RESTRICTED, CONFIDENTIEL-UE/EU-CONFIDENTIAL, SECRET-UE/EU-SECRET under Decision 2015/444. For items classified under other rules
(e.g. national or international organisation), please select the equivalent EU classification level.
Please note that milestones/deliverables should relate to the project work. Periodic reports or final reports linked to payments should NOT be included.
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Work Package 1
Work Package 1: Horizontal Work
Duration: M1 – M36 Lead Beneficiary: BUNDESMINISTERIUM FÜR DIGITALES UND VERKEHR (BMDV)
Co-leader MAJANDUS JA KOMMUNIKATSIOONIMINISTEERIUM
(MKM)
Objectives
Objectives
WP 1 is the common harmonisation work package for the participating Member States to identify, by means of country-specific roadmaps, inter alia, the inventory of existing
reusable systems, requirements for national eFTI implementation, resource needs (financial and technical) and requirements for the long-term operation of the eFTI exchange
environment;
• analyse the DA and IA introduced by the EU Commission and jointly translate them into harmonised technical specifications, thus providing member states with
solid specifications, e.g. for the development/tendering of an eFTI gate;
• develop national and cross-border test strategies to test the eFTI exchange environment;
• develop a strategy for an open-source reference implementation of an eFTI gate on top;
• develop an agreed governance model that describes general rules for eFTI gates and the maintenance of the specifications.
Within the framework of Task 1.1, the participating MS will first identify the existing systems, requirements for national eFTI implementation, resource needs (financial and
technical), pilots planned during the project and requirements for the long-term operation of the eFTI exchange environment in order to document these in so-called national
roadmaps (D1.2). This should create a solid information basis for eFTI4EU to analyse the starting point for the implementation of the eFTI exchange environment. For this
purpose, a work plan (D1.1) will be developed together with the MS, in which the requirements for the roadmaps will be documented. In addition, a corresponding roadmap
structure will be developed in the form of a template. Both should help to collect the information in a harmonised way and facilitate an analysis afterwards. The overall MS
summary of the individual country-specific roadmaps will be made in a Roadmap Status Report (D1.3). Here, an analysis of the commonalities and differences in the MS is
carried out, which represents a benchmark for the harmonisation range that is available for the implementation of the eFTI exchange environment and thus for the provision
of interoperability.
Task 1.2 (Interoperability of the eFTI exchange environment for planning, reference specification, testing) will analyse the DA and IA introduced by the EU Commission and
jointly translate them into harmonised technical specifications. In addition, initial findings from the national roadmaps will be incorporated in parallel and the use of e.g. EU
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Building Blocks will be discussed, such as eDelivery or similar existing, fully specified solutions. The use of such solutions would indeed be a time saver for the project, as
they could be implemented immediately in WP2.
The approach in Task 1.2 is to start with a system overview and interface specification (D1.4). This includes a cross-pilot system architecture and an identification of interfaces
to be considered (and harmonised) based on the architecture favoured in DTLF SG1 (Scenario 7). The next step is to analyse how which existing systems can take on the
role of an eFTI gate (if necessary, by modification), or where a “new” eFTI gate can be used in general. The resulting system dependencies are described in system
specifications (D1.5). These also take into account requirements of the eFTI stakeholders, including detailed application scenarios and usability requirements as well as
relevant service level and interoperability key performance indicators (KPI), which will be validated in the WP2 laboratory tests and pilot projects. According to the findings
and experience gained from the implementation (WP2), the specifications will be further improved and adapted until the end of the project, so that a tested version of the
specifications (D1.6) will be available at the end.
The aim is to provide member states with solid specifications, e.g. for the development/tendering of an eFTI gate. On the other hand, the specifications as a whole will be
used to derive a development plan for reference development (D1.7) for the co-development of the reference implementation. The reference development will be jointly
developed and tested by the financially involved eFTI4EU partners in WP2 and made available together with the data model and the requirement specifications to all Member
States as open-source code that can be modified, licensed, re-licensed or used without restrictions. Based on the above system specifications, national and cross-border
test strategies for testing the eFTI exchange environment will be developed, which will be summarised in an eFTI exchange environment test plan (D1.8). Here, too, it would
be possible to benefit from ready-made EU building blocks that provide test plans or test opportunities where appropriate.
Task 1.3 eFTI gate strategy and governance (Common Rule Set) aims to develop an agreed governance model (D.1.9) that describes common rules for eFTI gates (e.g.
rules for onboarding of eFTI platforms, rights and duties) and the maintenance of specifications. It should enable member states to monitor the technological-sociological
system landscape and develop viable plans for the governance of the reference implementation description, which can be made available to the market as open
documentation. This includes an identification of possible governance actors, their roles and relationships within the value chain structure.
The project partners will be responsible for jointly developing, testing and piloting the eFTI reference implementation in national and cross-border, transnational supply chain
use cases where the exchange of data within a cross-border eFTI exchange environment is required. Task 1.4 is dedicated to the inside of the eFTI reference implementation,
i.e. an eFTI Gate service and content specification (D1.10) will functionally describe the relevant eFTI Gate services (e.g. internal/external authentication, eFTI platform-
related services, eFTI Gate-to-eFTI Gate services, logging, search mechanism, etc.) and specify the relevant registries (eFTI platform metadata, links, etc.).
Task 1.5 will address the legal implementation of eFTI components, taking into account the certification requirements and rules that will be established for eFTI components.
A strategy plan for legal implementation and certification (D1.11) will therefore collect and document national strategies and processes for each MS with regard to the legal
implementation of eFTI gates and the implementation of national certification processes for eFTI gates and platforms.
Important note on timing: The EU Commission's ambitious eFTI timetable foresees that by August 2025, public authorities will have operational systems in place for the
exchange of eFTI datasets, enabling economic operators to provide their transport information in the form of eFTI datasets and sub-sets. Therefore, many of the tasks need
to start very early, before the grant agreement is signed and only slightly staggered, as well as working in parallel in an agile process. To this end, it is planned that the
individual tasks in WP1 closely coordinate with each other, but also with the activities for prototypical eFTI Gate development in WP2. This ensures continuous development
and improvement of the specifications but also of the prototypical development. A sequential approach would significantly delay the project duration under the circumstances
mentioned. The goal of eFTI4EU pilots that are as close as possible to operational use would otherwise not be possible.
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Activities (WP description)
Task No Task Name Description Participants Subcontracting
(continuous (Yes/No and Percentage of the task
numbering that will be subcontracted).
linked to Name Role
WP) (COO,
BEN, AE,
AP,
OTHER)
T1.1 Task 1.1 Authorities’ Road map Identify, by means of country-specific ALL BEN YES (up to 25%)
(requirements and preparatory works) roadmaps, inter alia, the inventory of
existing reusable systems,
requirements for national eFTI
implementation, resource needs
(financial and technical) and
requirements for the long-term
operation of the eFTI exchange
environment
T1.2 Task 1.2 Interoperability of eFTI Analyse the DA and IA introduced by ALL BEN YES (up to 25%)
exchange environment (planning, the EU Commission and jointly
reference specification, testing) translate them into harmonised
technical specifications, thus
providing member states with solid
specifications, e.g. for the
development/tendering of an eFTI
gate
T1.3 Task 1.3 eFTI Gate Strategy and Develop an agreed governance ALL BEN YES (up to 25%)
Governance (Common Rule Set) model that describes general rules
for eFTI gates and the maintenance
of the specifications (based on
approved IAs and DAs)
T1.4 Task 1.4 eFTI Gate Content and Specify relevant eFTI Gate services ALL BEN YES (up to 25%)
Accessibility (e.g. Metadata, Access (e.g., internal/external authentication,
Management) eFTI platform-related services, eFTI
Gate-to-eFTI Gate services, logging,
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search mechanism, etc.) and the
relevant registries (eFTI platform
metadata, links, etc.
T1.5 WP1.5 Legal implementation and Collect and document national ALL BEN YES (up to 25%)
Certification-related affairs and rules strategies and processes for each
MS with regard to the legal
implementation of eFTI gates and the
implementation of national
certification processes for eFTI gates
and platforms
Milestones and deliverables (outputs/outcomes)
Milestone No Milestone Name Work Package Lead Beneficiary Description Due Date Means of Verification
(continuous numbering No (month number)
not linked to WP)
MS 1 WP1 Kick-Off 1 BMDV (MKM) Kick-Off Meeting with eFTI4EU M1 Validation from the
partners to initiate the work on WP1 Project Board
and in particular prepare the work in
Task 1.1 and 1.2.
MS 2 Roadmap 1 BMDV (MKM) Definition of the timeframe and M3 Validation from the
Workplan for MS content of national roads maps to Project Board
including be provided by the MS. Appropriate
templates ready templates are be delivered.
MS 3 Roadmap Status 1 BMDV (MKM) Summary on national roads maps: M17 Validation from the
Report ready Analysis of commonalities and Project Board
differences
MS 4 Progress on 1 BMDV (MKM) Interim report on technical M13 Validation from the
technical specifications to comply with eFTI Project Board
specifications to requirements =D1.5
comply with eFTI
requirements
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MS 5 End of technical 1 BMDV (MKM) Final report on technical M32 Validation from the
specifications to specifications to comply with eFTI Project Board
comply with eFTI requirements =D1.6
requirements
Deliverable No Deliverable Name Work Package Lead Beneficiary Type Dissemination Due Date Description
(continuous numbering No Level (Month number) (including format and
linked to WP) language)
D1.1 Roadmap Task1.1 BMDV (MKM) [R — Document, [PU — Public] M3 Detailed workplan and
Workplan for MS report] template to provide a
including harmonised structure for
templates the national roadmaps
D1.2 National eFTI Task1.1 BMDV (MKM) [R — Document, [PU — Public] M11 National eFTI roadmap
Roadmaps report] for each MS
D1.3 Roadmap Status Task1.1 BMDV (MKM) [R — Document, [PU — Public] M17 Summary on national
Report report] roads maps: Analysis of
commonalities and
differences
D1.4 eFTI System Task1.2 BMDV (MKM) [R — Document, [PU — Public] M7 Architectural system
overview and report] overview on the eFTI
interface exchange environment
specification and identification of
relevant interfaces
D1.5 eFTI System Task1.2 BMDV (MKM) [R — Document, [PU — Public] M12 Functional description of
specifications report] all (standard) systems
(preliminary involved in the eFTI
Versions) exchange environment
and description of the
respective requirements
according to provided
eFTI DA and IA and
relevant control use
cases including
appropriate technical,
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service-level and
interoperability KPI
targets
D1.6 eFTI System Task1.2 BMDV (MKM) [R — Document, [PU — Public] M31 Amended final versions
specifications report] of the eFTI System
(final Versions) specifications after
implementation and test
experiences
D1.7 Reference Task1.2 BMDV (MKM) [R — Document, [PU — Public] M14 Definition of
implementation report] development phases for
development plan the co-development of
the reference
implementation
D1.8 eFTI exchange Task1.2 BALM (MKM) [R — Document, [PU — Public] M20 Definition of national and
environment test report] cross-border test cases
plan for the eFTI exchange
environment
D1.9 eFTI Gate Task1.3 BMDV (MKM) [R — Document, [PU — Public] M29 Common rules for eFTI
Strategy and report] Gates (e.g. rules for
Governance onboarding of eFTI
Model platforms, rights and
duties) and maintenance
D1.10 eFTI Gate service Task1.4 BMDV (MKM) [R — Document, [PU — Public] M14 Functional description of
and content report] relevant eFTI Gate
specification services (e.g.
internal/external
authentication, eFTI
platform related services,
eFTI Gate to eFTI Gate
services, logging, search
mechanism etc) and
specification of relevant
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registries (eFTI Platforms
Metadata, links, etc)
D1.11 Legal Task 1.5 BMDV (MKM) [R — Document, [PU — Public] M26 Definition of national
implementation report] strategies and processes
and certification for each MS with regard
strategy plan to the legal introduction
of eFTI Gates and the
introduction of national
certification processes
for eFTI Gates and
platforms
Estimated budget — Resources (n/a for prefixed Lump Sum Grants)
See detailed budget table per WP/calculator (annex 1 to Part B)
Work Package 2
Work Package 2: National and Corridor Pilots
Duration: M6 – M33 Lead Beneficiary: LIIKENNE JA VIESTINTAVIRASTO (LJV)
Co-Leader IN Continue et Services
Objectives
▪ Objective 1 is to test and pilot in real world conditions the main use cases of eFTI gates against the reference model developed in WP1:
○ Test and pilot eFTI gate to competent authorities data exchange
○ Test and pilot eFTI gate to eFTI platforms data exchange
○ Test and pilot eFTI gate to other eFTI gates data exchange
○ Test and pilot eFTI gate to other liked systems data exchange
▪ Objective 2 is to cover all main transport modes in pilots (maritime, air, rail and road) and with these test objective 1 eFTI Gate use cases
▪ Objective 3 is to cover the whole eFTI architecture from Economic Operators to Competent Authorities in pilots
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▪ Objective 4 is to pilot above mentioned issues in national and international/corridor context
The broad target of the Project Partners is to reach close working relationship with all engaged Member States to better understand their needs, so that parallel national
eFTI development projects can be supported with more accurate definition, co-development and governance model. I.e. the eFTI4EU project will provide guidance and
architecture manual for MSs how to establish interoperable and a functioning system for eFTI implementation. This work will be started already in WP1, but Task 2.1 will
continue it and link that to the pilots and testing aspects. The WP2 will focus on multi-country, multi-operator, cross-border eFTI use case scenarios and it will provide
feedback and information for reference model development. Due to the short time that the project – and the Member States – have for implementation of eFTI, WP 2 will
emphasise agile co-development approach between member states. In this incremental development process, the Project Partners target to gain rapid progress and level
ground for the eFTI reference implementation. The development process is also linked to the general EU eFTI delegated acts development and potential CEF calls (2023-
2024), where eFTI4EU project could provide 0.5 version of reference model for those MSs, which were not ready to participate 2022-2023 CEF round. Hence, the eFTI4EU
will facilitate the eFTI entry for other Member States in the project but also for those which are not direct beneficiaries. The co-development, planning and collaboration will
be done with the lead of a few forerunning Partners (Task 2.2), who will help to create the eFTI Gate reference technology and show its potential benefits in national and
cross border pilots, with respect to multimodal transportation. The lead partners for co-development are Estonia, Finland and Germany, with support of other participant
MSs.
Testing will be started with sample and simulation data under Task 2.3. Aim is to get a functional solution as soon as possible and then further develop and test it in real
world pilots (Task 2.4). National and corridor pilots with various eFTI use cases will be made together with economic operators representing different transport modes. For
the corridor pilots the TEN-T network is followed and pilots should be designed to verify real commercial transportations along the corridors. In the North, North Sea – Baltic
corridor and stakeholders along it will be engaged to pilots and the same will be done in the South on the Scandinavian Mediterranean corridor. The corridor covers road,
rail and maritime transportation and all these will be integrated to pilots. As reported in the previous sections, eFTI4EU will cover all the 9 CNCs. The corridor approach
will be used to integrate both national and international transportations and to tests the whole message channel from information enquiry of Competent Authority (CA) to the
data sharing of Economic Operator (EO) and how to enable information exchange between MS eFTI Gates. Target is to pilot different real world use cases in close
collaboration with EOs and potential existing eFTI platforms. If commercial solutions are not available similar test solutions will be used to simulate the data exchange
between EO and CA. With these pilots eFTI4 EU project team wants to ensure the DTLF requirement compliance of the developed reference model its capability in real
world environment. At the same time pilots will enable opportunity to communicate and collect feedback from EOs and other relevant stakeholders.
The purpose of the pilots is to cover full eFTI architecture and its components. And hence, to provide concrete experience and lessons learned from real world use cases
and to adapt those into the reference solution, so that Member States are able to implement their operative eFTI Gates on time. Pilot results and findings will be disseminated
both on national and international level among eFTI stakeholders (Task 2.5). Target is to cover several eFTI Gate use cases and test these in different MSs and international
corridors, so that in total the eFTI4EU project covers 4 main test use cases for eFTI GATES:
1. Test and pilot eFTI gate to competent authorities data exchange
2. Test and pilot eFTI gate to eFTI platforms data exchange
3. Test and pilot eFTI gate to other eFTI gates data exchange
4. Test and pilot eFTI gate to other liked systems data exchange
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1) eFTI Gate to CA will focus on pilots how to enable data and information exchange between the system and CAs. It will cover identification, authentication and
authorization testing for several CA profiles with respect of their data enquiries. In addition, the pilots between eFTI-Gate and competent authorities holds the pilots
and solutions to manage and coordinate the competent authority platforms and the eFTI-Gates coordination.
2) The pilots between eFTI-Gates and eFTI platforms will entail the testing of eFTI-Gates connectivity and data exchange, the metadata registries and search
mechanism operations nationally and across borders. Some of the testing entails to test the push of metadata and unique links to the eFTI Gate. Some of the
testing is coordinated highlighting border crossing use cases. In general these test highlight the data exchange between the EOs and eFTI Gates
3) Pilots of eFTI-Gate to eFTI-Gate holds the international corridor testing of the entire eFTI exchange environment in exchanging and passing on the query between
eFTI Gates and CAs. These pilots will emphasise the interoperability between national systems.
4) Final use case category focuses on the interoperability and connection between eFTI Gates and other linked systems, such as IMSOC and EMSW. Under these
pilot the aim is to study and test how these systems together can help CAs and EOs to digitalize their logistics processes and tasks
For all the pilots, the aim in WP 1 with WP 2 support is to jointly develop control and monitoring system with a set of KPIs, which can be used to enable verification and
evaluation of the pilot results and output. Co-development and piloting will result into deliverables as set below. The scope of co-development and piloting is defined by the
number of use cases and budget of the participating MS. Based on these evaluations the Project Coordination Committee needs in two milestones approve the reference
model, which can be further developed and finally presented as a desired reference model of the eFTI4EU project. The consortium has set high ambitious level for the
reference model, which could be easily adopted and transferred to the operational eFTI systems of MSs. Each use case is associated with a specific set of requirements
and interoperability, technical-level and service-level KPIs, that cover all transport modes and focus on capability and usage of eFTI Gates. However, pilots will cover the
whole eFTI message channel from the Economic Operator to eFTI platform and from there to eFTI Gate and further on to Competent Authorities, with respect to metadata,
information enquiry and data sharing identification-authentication-authorization aspects and linked systems when alternating between different modes of transport and
when crossing internal EU borders. In parallel with pilots, an important part of WP2 is also co-development between MSs. Co-development means actual shared
architecture and development actions, which target to the reference model of the project. Aim is to develop simplified system, which will succeed in all above mentioned
eFTI Gate use cases and can be approved by MSs, but without operative GUIs and operation models. Iteration is necessary in co-development to ensure that potential
improvements are applied to the components of the reference implementation through feedback so that regression testing can be performed to ensure that the basic target
KPIs are achieved. It is also necessary to provide feedback to WP1 so that improvements can be incorporated into the specifications or governance processes as
appropriate.
Activities (WP description)
Task No Task Name Description Participants Subcontracting
(continuous (Yes/No and Percentage of the task
numbering that will be subcontracted).
linked to Name Role
WP) (COO,
BEN, AE,
AP,
OTHER)
Task 2.1 Pilot collaboration and knowledge WP 2 horizontal collaboration YES (up to 75%)
sharing between project partners and other ALL BEN
WPs in order to harmonize and share
actions and knowledge.
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Task 2.2 Pilot planning Detailed pilot plans for each MS. ALL YES (up to 75%)
Plans will cover: general description, BEN
roles and responsibilities, schedule
and covered functionalities and use
cases.
Task 2.3 System development, testing and Preparation testing and simulation ALL YES (up to 75%)
piloting pilots for reference model. BEN
Task 2.4 Cross-border testing and pilots Actual reference model testing with ALL YES (up to 75%)
full eFTI architecture and engaged BEN
stakeholders. Pilots will follow a
corridor approach, where real world
use cases are used for piloting.
Task 2.5 Pilot results and analysis integration of national and ALL YES (up to 75%)
international pilot results. Pilot BEN
analysis and reporting to other WP.
Milestones and deliverables (outputs/outcomes)
Milestone No Milestone Name Work Package Lead Beneficiary Description Due Means of Verification
(continuous numbering No Date
not linked to WP) (month
number)
MS 6 Reference WP2 LJV Reference implementation model M21 Reference model 0.5
implementation 0.5 available, tested and documentation is approved by the
0.5 documented Project Board
MS 7 Reference WP2 LJV Reference implementation model M33 Reference model 0.9
implementation 0.9 available, tested, piloted and documentation is approved by the
0.9 documented Project Board
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MS 8 End of the WP2 LJV Final version on the eFTI M31 Final version of the eFTI
development and components developed and components approved by the
integration of the integrated Project Board
eFTI components
MS 9 Demo-Day on WP2 LJV (BALM) Public meeting to show the eFTI M26 Minutes of the meeting available
end-of-testing and developments and integrations online
eFTI carried out by eFTI4EU partners on
implementation production environment – This is a
preparatory meeting for the WP3
final national event
Deliverable No Deliverable Name Work Package Lead Beneficiary Type Dissemination Due Description
(continuous numbering No Level Date (including format and language)
linked to WP) (month
number)
D2.1 eFTI4EU pilot Task 2.2 LJV [R — Document, [PU — Public] M11 Detailed description and workplan
plan report] for all national and cross-border
pilots and pre-testing.
D2.2 Reference Task 2.1, Task LJV (BALM) [R — Document, [PU — Public] M21 Documented description of
implementation 2.3, Task 2.5 report] reference implementation and test
0.5 description results including recommendations
and system test and updated test plan.
summary
D2.3 Reference Task 2.1, Task LJV (BALM) [R — Document, [PU — Public] M33 Documented description of
implementation 2.4, Task 2.5 report] reference implementation and pilot
0.9 description and test results including
and pilot result recommendations for MS eFTI
summary implementations.
Estimated budget — Resources (n/a for prefixed Lump Sum Grants)
See detailed budget table per WP/calculator (annex 1 to Part B)
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Work Package 3
Work Package 3: Communication, Dissemination & Capacity Building
Duration: M1 – M36 Lead Beneficiary: CIRCLE
Objectives
The WP3 (Dissemination, Communication and scale-up) will create the project dissemination and communication activities aiming to implement the dissemination of the
project goals, reference implementation, test reports, pilot results, achievements, and other outputs and establish also capacity building activities.
Communicating and disseminating eFTI and the project activities and results:
• A set of communication /information / training tools (including an eFTI hub, were the specifications and reference implementations on eFTI will be published; an
example could be the OOTS Hub. https://ec.europa.eu/digital-building-blocks/wikis/display/OOTS/OOTSHUB+Home
• A set of national events in which MSs will communicate eFTI to EOs and to a broader public.
• A set of European workshops for very specific detailed issues.
• 3 eFTI conferences (one per year)
eFTI Capacity Building
• A series of workshops / on site visits in which more advanced countries could transfer their knowledge and expertise to less advanced ones this should include
lessons learnt including onboarding trainings (webinars) in collaboration with the European Commission and the member states, associations and other projects
• A set of training courses to be delivered monthly for CAs and EOs, also open to MSs not involved in the project (to complement the ones planned in the eFTI
second tender), including knowledge sharing regarding implementation of open-source software and a learning material library and video repository to support
member state and regional dissemination.
Activities (WP description)
Task No Task Name Description Participants Subcontracting
(continuous (Yes/No and Percentage of the task
numbering that will be subcontracted).
linked to Name Role
WP) (COO,
BEN, AE,
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AP,
OTHER)
T3.1 Communication / information eFTI4EU LinkedIn account ALL BEN YES up to 20%
eFTI4EU 3 monthly European
newsletter and national newsletters
in national language
eFTI4EU brochure
eFTI pilot fact-sheets
eFTI general video
T3.2 National events 2 national events per year ALL BEN YES up to 60%
T3.3 EU workshops 2 specific technical online webinars ALL BEN NO
per year on very specific technical
issues
T3.4 eFTI yearly conferences 1 yearly event (kick off conference, ALL BEN YES up to 50%
mid term conference, final
conference)
T3.5 Cross fertilisation events 1 specific on line webinar per year + ALL BEN NO
3 on site visits
T3.6 Training Courses Set of training tutorial and training ALL BEN YES up to 30%
library available in a specific
repository
Milestones and deliverables (outputs/outcomes)
Milestone No Milestone Name Work Package Lead Beneficiary Description Due Date Means of Verification
(continuous numbering No (month number)
not linked to WP)
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MS 5 Kick off of the 4 CIRCLE Starting point of the use of internet 3 Post and news
digital and social nets to communicate published
communication about the project
campaigns
MS 6 WP 4 4 CIRCLE Evaluation of the different tools and 20 Publication of Mid-Term
Intermediate events and corrective actions Communication Report
Assessment
MS 7 WP 4 Final 4 CIRCLE Evaluation of the different tools and 35 Publication Final
Assessment events Communication Report
Deliverable No Deliverable Name Work Package Lead Beneficiary Type Dissemination Due Date Description
(continuous numbering No Level (month number) (including format and
linked to WP) language)
D3.1 Detailed 4 CIRCLE R PU 3 Descripton and detailed
Communication planning
Plan
D3.2 Mid-Term 4 CIRCLE R PU 15 Intermediate Report on
Communication Communication activities
Report
D3.3 Final 4 CIRCLE R PU 30 Final Report on
Communication Communication activities
Report
Estimated budget — Resources (n/a for prefixed Lump Sum Grants)
See detailed budget table per WP/calculator (annex 1 to Part B)
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Work Package 4
Work Package 4: Project management and coordination
Duration: M1 – M36 Lead Beneficiary: MAJANDUS JA KOMMUNIKATSIOONIMINISTEERIUM (MKM) –
Estonian Ministry of Economics and Communication,
supported by PortExpertise
Objectives
It covers the management and coordination activities of EFTI4EU that will be required throughout its duration. Adequate administrative and technical organisation structures,
control procedures, quality and risk management, monitoring and auditing processes will be designed and followed as part of this activity. The results of this activity include
the elaboration of a Project Management Plan, the Project Status Reports, Financial Statements and delivery of the Final Reports (both financial and technical) for the
Project.
The aim of this activity is to cover the management tasks of the Project. These include adequate coordination actions, control procedures, quality management, risk
management, monitoring mechanisms and publicity actions.
WP objectives are:
• Efficient management of the project, fulfilment of all administrative and financial requirements in full compliance with contractual requirements
• Communication with the Member States Ministries, CINEA, the EC and between local decision makers & stakeholders (Port Authority and logistic operators)
• Set-up of the kick-off and regular project meetings
• Organizing the different projects meetings at regular intervals
• Quality assurance of activities’ execution
• Technical control of all activities ensuring the quality of work and the timely production of the deliverables.
• Risk Management
The management structure and procedures are described in detail in the specific paragraph.
The WP4 Project Management, will be responsible for the overall project coordination, management and reporting. Additionally, the interface to the European Commission
will be taken over by the Project Management.
Task 4.1. is the main task of the secretariat making sure that the project is managed and running according to the requirements of the Grant Agreement, Governance
Handbook and the Consortium Agreement between the consortium partners and the EU Commission. This task includes:
• preparation, consolidation, finalisation and submission of the financial reports
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• monitoring the expenses versus the budget
• review and monitor the project status and milestone monitoring
• consolidation of the project’s annual work programme from all activities
• plan, manage and monitor incoming and outgoing deliveries
• change management: anticipate, evaluate and manage changes in project structure, project participation, budget allocation changes, leadership appointments etc.
• escalation management: resolve escalated issues
• risk management: Create, monitor and update risk management plan + identify and mitigate project risks
• quality management: set up and monitor quality assurance guidelines
• setup, generate and manage procedures, minute taking, templates and tools to support above tasks (including the initial creation of a NAPCORE “brand” with logo,
design, colour scheme etc.)
• setup, operation and management of a project management/document/collaboration platform
• provision of a virtual meeting (and webinar) solution to enable planned and ad-hoc virtual meetings of project partners (internally and with external partners)
All applicants will be active in this task to fulfil their obligations relating to their respective financial reporting and general project management tasks.
Task 4.2 will support the Project Coordination Committee operationally and strategically in their tasks in cooperation with the European Commission services. The task
therefore takes over the secretariat function. This includes the coordination of the topics to be discussed and the preparation of the meetings.
Tasks 4.3 and 4.4 will generally take over the collection of identified needs and future required actions. This will be done by collecting all gaps and unprocessed requirements
from the working groups. These can be new challenges not yet foreseen or ideas for innovations that appear during the course of the project. On this basis, recommendations
can be made for future projects or necessary measures in the project. In addition, in the case of serious unforeseen circumstances that have a major impact on the project,
this task will develop solution strategies that will be presented to the Project Coordination Committee for decision. In this way, this task essentially contributes to risk
management.
Activities (WP description)
Task No Task Name Description Participants Subcontracting
(continuous (Yes/No and Percentage of the task
numbering that will be subcontracted).
linked to Name Role
WP) (COO,
BEN, AE,
AP,
OTHER)
T4.1 Project Management See specific paragraph ALL BEN
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T4.2 Technical Management See specific paragraph ALL BEN
T4.3 Quality control See specific paragraph ALL BEN
T4.4 Risk Management See specific paragraph ALL BEN
Milestones and deliverables (outputs/outcomes)
Milestone No Milestone Name Work Package Lead Beneficiary Description Due Date Means of Verification
(continuous numbering No (month number)
not linked to WP)
MS 8 Annual status 4 MKM Finalisation of the first-year M7 Validation by the MS and
report 2023 reporting submission to CINEA
MS 9 Annual status 4 MKM Finalisation of the second-year M19 Validation by the MS and
report 2024 reporting submission to CINEA
Deliverable No Deliverable Name Work Package Lead Beneficiary Type Dissemination Due Date Description
(continuous numbering No Level (month number) (including format and
linked to WP) language)
D4.1 Annual Status 1 MKM R PU M7 Progress report on 2023
Report 2023 management activities
D4.2 Annual Status 1 MKM R PU M19 Progress report on 2024
Report 2024 management activities
D4.3 Final Report 1 MKM R PU M27+6 Final reporting
Estimated budget — Resources (n/a for prefixed Lump Sum Grants)
See detailed budget table per WP/calculator (annex 1 to Part B)
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Timetable
Timetable
Fill in the timetable for the project (using either the template available on Portal Reference Documents or a Gantt chart which respects the minimum requirements set out in the template)
and attach it to your Application Form (annex X to Part B).
Due to the tight timing planned for eFTI the participating member states and partners agreed to start preparations as early as possible. Therefore eFTI4EU
is planned to start in April 2023 latest.
#§WRK-PLA-WP§#
2023 2024 2025 2026
eFTI4EU Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36
WP1 Horizontal Alignment
T1.1 Authorities’ road map (requirements and preparatory works) D D M/D
Interoperability of eFTI exchange environment (planning, reference
T1.2 M D D M D D D
specification, testing)
T1.3 eFTI Gate Strategy and Governance (Common Rule Set) M D
eFTI Gate Content and Accessibility (e.g. Metadata, Access
T1.4 M D
Management)
T1.5 Legal implementation and Certification-related affairs and rules M D
WP2 National and Corridor Pilots
T2.1 Pilot collaboration and knowledge sharing
T2.2 Pilot planning D
T2.3 System development, testing and piloting M
T2.4 Cross-border testing and pilots M
T2.5 Pilot results and analysis M/D M/D
WP3
T3.1 Communication / information D M D M D
T3.2 National events
T3.3 EU workshops
T3.4 eFTI yearly conferences
T3.5 Cross fertilisation events
T3.6 Training Courses
WP4
T4.1 Project Management M M M
T4.2 Technical Management D D D
T4.3 Quality control
T4.4 Risk Management
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#@ETH-ICS-EI@#
7. OTHER
7.1 Ethics
Ethics
Not applicable.
#§ETH-ICS-EI§# #@SEC-URI-SU@#
7.2 Security
Security
Not applicable.
#§SEC-URI-SU§# #@DEC-LAR-DL@#
8. DECLARATIONS
Higher funding rate (if applicable) YES/NO
Do you fulfil the conditions set out in the Call document for a higher funding rate?
NO
If YES, explain and provide details.
Insert text
Twinned projects (if applicable) YES/NO
Is the project twinned to another project which is funded under another CEF call and part of
the same global project?
If YES, give details on the twin-project (name, number, etc). NO
Note: Twinned projects will be evaluated together and afterwards managed as linked actions
(for the purposes of the Grant Agreement).
Insert text
Double funding
Information concerning other EU grants for this project
Please note that there is a strict prohibition of double funding from the EU budget (except YES/NO
under EU Synergies actions).
We confirm that to our best knowledge neither the project as a whole nor any parts of it have
benefitted from any other EU grant (including EU funding managed by authorities in EU
Member States or other funding bodies, e.g. EU Regional Funds, EU Agricultural Funds, etc).
YES
If NO, explain and provide details.
We confirm that to our best knowledge neither the project as a whole nor any parts of it are YES
(nor will be) submitted for any other EU grant (including EU funding managed by authorities in
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EU Member States or other funding bodies, e.g. EU Regional Funds, EU Agricultural Funds,
etc). If NO, explain and provide details.
Financial support to third parties (if applicable)
If your project requires a higher maximum amount per third party than the threshold amount set in the Call document,
justify and explain why this is necessary in order to fulfil your project’s objectives.
Not applicable
#§DEC-LAR-DL§#
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ANNEXES
LIST OF ANNEXES
Standard
Detailed budget table per WP/Calculator (annex 1 to Part B) — uploaded
CVs (annex 2 to Part B) — uploaded for private beneficiaries
Annual activity reports (annex 3 to Part B) — uploaded for private beneficiaries
List of previous projects (annex 4 to Part B) — see next section
Special
Timetable/Gantt chart — uploaded
Other annexes — Letters of support - uploaded
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LIST OF PREVIOUS PROJECTS
List of previous projects
Please provide a list of your previous projects for the last 4 years.
Participant Project Reference No and Period Role (COO, Amount Website (if any)
Title, Funding programme (start and BEN, AE, (EUR)
end date) OTHER)
Total
EE, LV, LT, DIGINNO, (2017- MKM Lead budget https://www.diginn
PL 2020) partner, obsr.eu
Interreg Baltic Sea Region others EUR 3,5
BEN million,
incl.
ERDF
(EUR 2,8
million,
partners
EUR 0,7
million)
DIGINNO-Proto EUR
EE 2020 MKM lead https://www.diginn
134,000
Nordic Council of Ministers partner, obsr.eu/diginno-
others 100% proto
BEN funded
DINNOCAP
EE, LV, LT, 2021 MKM lead EUR https://www.dinno
PL, FI Interreg Baltic Sea Region partner, 880,000 capbsr.eu/
others
BEN
NDPTL-eCMR project:
EE, LV, LT, July 2022 MKM; DLK EUR https://realtimeeco
PL, FI NDPTL goes real-time until 30 as BEN 400,000 nomy-bsr.eu/ecmr
economy June , https://ndptl-
2023 project.ready4efti.
eu/
Analysis of the operational
EE model of the Estonian Sept MKM as EUR https://realtimeeco
national access point for 2021- tenderer, 100,000 nomy-bsr.eu/ecmr
electronic road transport March DLK as
consignment notes,' 2022 delivery
partner
Public Tender of 239359 as
of July 2022 of Estonian
Ministry of Economic Affairs
and Communications
DLK as
EE Initial analysis of the April- 4 900 https://realtimeeco
LEAD
implementing of e-waybills, June EUR nomy-bsr.eu/ecmr
reviewing of requirements 2021 Smartup
and planning of the support Studies as
measure for development key
and onboarding of e-waybill
platforms meeting the
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upcoming eFTI contributor
requirements, contracted by s
Estonian Ministry of
Economic Affairs and
Communications
Analysis of the eFTI February DLK, as
EE Regulation 2020/1056 -April LEAD 7 200 https://realtimeeco
requirements for eFTI EUR nomy-bsr.eu/ecmr
2022
platforms, service providers SmartUp
and data exchange with a Studies
focus on requirements on and
eFTI platform on electronic AlbrechtCo
road transport waybills as of nsult as
April 2022, key
contributor
contracted by Estonian s
Ministry of Economic Affairs
and Communications
Training and onboarding for
EE eFTI platform developers Since DLK as 7 000 https://realtimeeco
RRF funding for Estonian May LEAD and EUR nomy-bsr.eu/ecmr
Entrepreneurship and 2022 - SmartUp
Innovation Agency ongoing Studies
partner
EE ProtoTesting – eCMR August SmartUp 10 000 https://realtimeeco
indexing prototype testing 2020 and Studies/ EUR nomy-bsr.eu/ecmr
planning, technical testing October- DLK as
and stakeholder Decembe lead
engagement, assessment r 2021
and reporting in DIGINNO-
Proto and DINNOCAP
projects
FI, LU, CEF-T-2018 FEDeRATED Jan-2019 BEN, COO 2530220 http://www.federat
ES,IT,NL,SE – March 4 edplatforms.eu/
2024
651K €
INRIA TousAntiCovid (TAC) app June IN Groupe https://bonjour.tou
was part of the global 2021-Mar develops santicovid.gouv.fr/
LUNABEE strategy for tackling the 2022 the
IN GROUPE COVID-19 epidemic and TousAntiC
helping people to emerge ovid Verif
from lockdown. The app is application
part of an overall contact for Android
tracing strategy, the goal of and IOS.
which is to break the chain
of transmission. It provides a
quicker way of notifying
contacts, particularly in
cases involving individuals
who have been infected by
people they do not know,
such as on public transport
or in shops. The use of this
app is voluntary.
IN Groupe Carte Famille Nombreuse- June IN Groupe XX https://www.carte-
CFN. 2022-Jan develops familles-
2023 the whole nombreuses.gouv.
platform. fr/home
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Circle Support for Development of June Circle as 250 000
Implementations 2022- lead EUR max
Specifications for the EU Dec 2023 contractor award
Regulation 2020/1056 on
Electronic Freight Transport
Information (eFTI) As per
tender: eFTI -
MOVE/2020/OP/0015
Circle, DLK Support for Development of Novembe Circle as 450 000
Implementations r 2022- lead EUR max
Specifications for the EU contractor award
Regulation 2020/1056 on DLK
Electronic Freight Transport partner
Information (eFTI), MOVE-
2022-OP-0009
Circle Docks The Future, Grant 1 Jan COO 464131 https://www.docks
Agreement number 770064, 2018-30 EUR thefuture.eu/
Horizon 2020 Oct 2020
Circle Synchronet, Grant 1. May BEN 430312 https://www.synch
Agreement number 636354, 2015- EUR ronet.eu/
Horizon 2020 31.Oct.2
018
Circle 5G-LOGINNOV 1 Sept BEN 296625 https://5g-
2020-31 EUR loginnov.eu/
Aug 2023
Circle E-Bridge October BEN 12.185.0 E-Bridge | TRIMIS
2018- 50 EUR (europa.eu)
Decembe
r 2022
Docks The Future, Grant Steering
1/1/2018- board https://www.docks
PortExpertise Agreement number thefuture.eu/
member, -
30/11/20
770064, Horizon 2020 20 WP lead
PortExpertise National Ministry of 2016- Project - n.a.
Transport (Belgium) – 2023 Lead
Federale Overheidsdienst assistance to
Transport en Mobiliteit national
department on
data sharing
platforms
PortExpertise Global Gateway Workshops 10/2022- Digitalisati - n.a.
for Latin America-Caribbean 05/2023 on Subject
and Asia Pacific (233) > Matter
Request for Services SIEA- Expert on
2018-12860 Client: trade data
European External Action exchange
Service (EEAS) is the
European Union's diplomatic
service
PortExpertise Port Community System 03/2018- Project - Assistance to
(PCS) Pakistan Trade 09/2019 lead Pakistan
Facilitation Project/National government
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Single Window, data Inland Revenue
exchange platform: client Board on National
World bank Group, 2018- Single window
2019 Platform on
reporting
obligations for
logistics, trade.
PortExpertise FENIX 2019-2023 04/2019- Activity - https://fenix-
Federated Network of 03/2023 Lead network.eu/
Information eXchange in digital and
Logistics, location: various operational
EU locations including business,
Brussels. Fenix2.0
(INEA/CEF/TRAN/M2018/17
93401 – Action No:2018-EU-
TM-0077-S)
PortExpertise River Information Services 2014- CoRISMa : - https://www.risco
project, RISCOMEX and 2023 pilot co- mex.eu/
CoRISMa lead for
Luxembour Sharing of data
g between MS on
Inland Waterway
RISCOME transport, traffic,
X: infrastructure, …
observator
y
PortExpertise Digital Transport and 2015 Member of - https://transport.e
Logistics Forum 2015- both c.europa.eu/trans
ongoing (2023) 2023 groups port-
Paperless, themes/digital-
Location: Brussels, and other and transport-and-
EU member states corridor logistics-forum-
freight dtlf_en
information
systems
PortExpertise EU DG 2018- Project - n.a.
MOVE/DDG2.D1/2018-FV- lead
377 2019
Support action for
contributing to the
establishment of a
European Maritime Single
Window environment data
set
PortExpertise Maiden project: 2016 Subject - n.a. assistance on
Implementation of the CISE Matter project
(Common Information 2017 Expert organisation, set
Sharing Environment) for the up of governance
EU maritime domain structure,
consortium
agreement
between MS’’
authorities
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PortExpertise DG MOVE/A3/119-2013 06/2018- Subject - Defining
REVISION OF THE 05/2019 Matter harmonised data
REPORTING FORMALITIES Expert set for all EU MS
DIRECTIVE WITH THE AIM on Maritime
TO ESTABLISH Single Window
EUROPEAN MARITIME
SINGLE WINDOW
ENVIRONMENT Year:
December 2017-February
2018
51Biz FEDeRATED CEF January BEN and 300K of FEDeRATED
Luxembourg Consortium 2019- Living Lab 25 M€ Living Labs
Decembe Lead
r 2023
51Biz RISCOMEX CEF January 51Biz as 135K of RISCOMEX
Luxembourg Consortium 2018- national 31 M€
June coordinator
2022 for
Luxembour
g
74