This year is CRIAQ’s 15th anniversary. What are the updates since we met in 2015?

 Since 2015, the nature of CRIAQ’s programs has evolved from applied research with a low technolgy readiness level (TRL) to mid-TRL demonstration programs. Before 2014, all CRIAQ projects were focused on TRL 2, 3 and 4–early stages in the innovation cycle. Since 2014, two-thirds of CRIAQ projects in Québec are TRL 4, 5, and 6. With the national Consortium for Aerospace Research and Innovation in Canada (CARIC), we can now fund the work of companies as well as universities. Although there has been some concern over losing university involvement because higher TRLs generally involve less applied research, we maintain our strong involvement with universities. In terms of current funding dynamics, about 35% of the total project value goes to SMEs, about 30% to universities and about 20% to large companies.

Because our projects do not extend beyond TRL 6, we have been trying to create bridges between our program and ones that can further assist companies, without a gap in support if possible. We are also trying to be more strategic. Most of CRIAQ’s projects have been bottom-up programs creating technology according to companies’ needs. However, we are starting to move towards incorporating new technology research into structured programs. We want to pursue projects in big fields such as advanced manufacturing, clean tech, and numerical technology, which includes artificial intelligence. We are also trying to transform ourselves into something of an R&D brokerage service, offering more research programs than just our own. Even if the CRIAQ program does not fit a company’s needs, we want to be able to support them in their application to other programs. Additionally, we have become much more proactive in reaching out to companies in other clusters, such as TechnoMontréal and Prompt. This is important for the future to be able to inject technologies from other networks into aerospace products.

Historically, there has been a lack of willingness to collaborate with potential competitors. Is this attitude now changing?

There is no lack of good will from anyone. However, it is much easier to have competitors work together in a pre-competitive environment, for TRL 3 and below. Beyond TRL 4, when getting closer to commercial products, there is more vertical collaboration between the OEM and its supply chain. We are pursuing international collaboration and currently have projects in roughly 7 international countries. One of our mottos is “Research without borders and without bothers”. South Korea, for example, is very strong in advanced manufacturing. The United States, Israel, Japan and many European nations are key players but we want to tap into the expertise wherever it is. We also consider companies that would like to take advantage of Québec’s ecosystem and have some operations in Québec or are looking to start new businesses here.

Could you elaborate on the general funding model for CRIAQ’s projects?

The industry partner generally covers their costs and we at least match it. The maximum stacking limit of government programs in a project is 75% and, by combining various sources, we can reach that amount in some cases. The IP is defined in the funding agreement at the start of the project.

There is a gap between universities and industry when it comes to training. Is supporting students in gaining practical experience an area of focus for CRIAQ?

We seek to bridge this gap in two ways. Firstly, we work a lot with our partner, Mitacs Canada. Mitacs funds internships so, where possible, we try to incorporate this option into our projects to take students from laboratories to the industry. Secondly, we work with McGill University on its AeroCREATE program, which seeks to complement students’ curriculum with work or studies in IP subject matter. 80% of McGill’s internships occur through CRIAQ projects. Furthermore, we recently formed an alliance with the Canadian Aeronautics and Space Institute (CASI) to publicize our work, give students visibility and allow them to interact with the industrial community. We hope to one day establish a student network parallel to the aerospace network.

How do you expect CRIAQ’s role in Quebec’s ecosystem to evolve over the coming years?

Our core mission is to build Québec’s research network system through a more strategic orientation; growing our network internationally, increasing visibility of SMEs and increasing collaboration with other communities. Over the next five years, we want to at least double the international component of our programs to about 25% and would like 25% of our programs to be top-down as opposed to bottom-up. We also want 20% of our programs to be led by SMEs, which we should achieve more quickly. We are monitoring these targets and are making good progress so far.

CARIC, with the support of CRIAQ, is also leading an industry-driven proposal (Project MOST21) in the Superclusters competition that will encompass aerospace, ground mobility, advanced manufacturing and numerical technology. Similarly, we hope the findings of the Numerical Aerospace study will result in the structuring of a program at CRIAQ for numerical technology. This is the most important new development for us to plan for in order to stay ahead of the curve and exploit these technologies commercially.