D9.1 Project Presentation

Needs, wants and behaviour of “Drivers” and automated
vehicles users today and into the future
Contract No: 815001
D9.1: Drive2theFuture Project Presentation
Version 1.0
Work package WP9: Project Management

Activity A9.1: Overall and Administrative Management
A9.2: Technical and Innovation Management
A9.4: International Advisory Board
Deliverable D9.1: Drive2theFuture Project Presentation
Authors Evangelia Gaitanidou (CERTH/HIT)
Evangelos Bekiaris (CERTH/HIT)
Status Final (F)
Version 1.0
Dissemination Level Public (PU)
Document date 31/05/2019
Delivery due date 31/05/2019
Actual delivery date 31/05/2019
Reviewers Maria Panou
This project has received funding from the European Union’s Horizon 2020
Research and Innovation Programme under grant agreement no 815001.
Version History
Document history
Version Date Modified by Comments
0.1 23.05.2019 Evangelia Gaitanidou, Draft for review
Evangelos Bekiaris
0.2 28.05.2019 Maria Panou Minor comments
1.0 31.05.2019 Evangelia Gaitanidou Final
Legal Disclaimer
This document reflects only the views of the author(s). Neither the Innovation and Networks Executive Agency
(INEA) nor the European Commission is in any way responsible for any use that may be made of the information
it contains.
May 2019 2
Table of Contents
Table of Contents ......................................................................................................................................................... 3
List of Figures................................................................................................................................................................ 5
List of Tables ................................................................................................................................................................. 5
Abbreviations List ......................................................................................................................................................... 6
Executive Summary ...................................................................................................................................................... 8
1. Introduction ......................................................................................................................................................... 9
1.1. Purpose of the Document .................................................................................................................................... 9
1.2. Intended audience ............................................................................................................................................... 9
1.3. Interrelations ....................................................................................................................................................... 9
2. About Drive2theFuture .......................................................................................................................................10

2.1. The challenge .................................................................................................................................................... 10
2.2. Project Aim & Data ............................................................................................................................................ 11
2.3. Project Mission and Objectives.......................................................................................................................... 11
2.4. Core Concept ..................................................................................................................................................... 15
2.4.1. User clustering and opinions .................................................................................................................... 16
2.4.2. Big data and behavioural modelling ......................................................................................................... 17
2.4.3. HMI for in- vehicle and training applications ........................................................................................... 18
2.4.4. Training tools & skills development for the future workforce ................................................................. 21
2.4.5. Correlation of Automation to MaaS ......................................................................................................... 22
2.4.6. Policy, incentives and regulation .............................................................................................................. 23
2.4.7. Roadmap................................................................................................................................................... 23
2.5. The Consortium ................................................................................................................................................. 24
2.6. Target Audience ................................................................................................................................................ 25
2.7. Test sites and Validation ................................................................................................................................... 27
2.8. Working methodology ....................................................................................................................................... 33
2.9. Core Innovation ................................................................................................................................................. 37
2.10. Expected Impacts, preliminary KPIs & SWOT analysis....................................................................................... 38
2.10.1. Scientific and Technological Impact and Innovation ................................................................................ 38
2.10.2. Impact on market penetration of AV user acceptance ............................................................................ 39
2.10.3. Impact on transportation safety and security .......................................................................................... 39
2.10.4. Socio-Economic impact ............................................................................................................................ 40
2.10.4.1. Impact on Environment and Traffic Efficiency ................................................................................. 41
2.10.4.2. Impact on the Transportation Workforce Development ................................................................. 42
2.10.4.3. Policy and regulatory impact ........................................................................................................... 43
2.10.5. SWOT Analysis .......................................................................................................................................... 44
3. Project Administrative Organisation ...................................................................................................................45

3.1. Organisational Structure ................................................................................................................................... 45
3.2. Consortium bodies and roles ............................................................................................................................. 45
3.2.1. Project Management Team (PMT) ........................................................................................................... 45
3.2.1.1. Administrative & Overall Coordinator ................................................................................................. 46
3.2.1.2. Technical & Innovation Manager ......................................................................................................... 46
3.2.2. The Steering Committee ........................................................................................................................... 47
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3.2.3. The Partner Board (PB) ............................................................................................................................. 47
3.2.4. Quality Control Board (QCB) & Ethics Board (EB) ..................................................................................... 47
3.2.5. Pilot board (PiB) ........................................................................................................................................ 48
3.2.6. Advisory Board ......................................................................................................................................... 48
3.2.7. WP & Activity leaders ............................................................................................................................... 50
3.2.8. Dissemination Team ................................................................................................................................. 50
3.3. Project Internal Processes ................................................................................................................................. 50
3.3.1. Activity and Resource Management......................................................................................................... 50
3.3.2. Communication Tools and Procedures ..................................................................................................... 51
3.3.2.1. Communication for project activity execution ..................................................................................... 51
3.3.2.2. Knowledge management and protection ............................................................................................ 51
3.3.3. Meeting procedures ................................................................................................................................. 52
3.3.4. Reporting .................................................................................................................................................. 53
4. Project Technical Organization ............................................................................................................................55

4.1. Introduction ....................................................................................................................................................... 55
4.2. Duration and Gannt........................................................................................................................................... 55
4.3. Work Packages and Activities ........................................................................................................................... 57
4.4. Pilot sites ........................................................................................................................................................... 57
5. Critical Risks and Risk Management ....................................................................................................................59
6. Conclusions .........................................................................................................................................................61
References ...................................................................................................................................................................62
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List of Figures
Figure 1: HTC Vive set up used in ADAS&ME ...................................................................................................................... 19
Figure 2: VTIs advanced moving base simulator II .............................................................................................................. 19
Figure 3: Pedestrian interacting with automated vehicle in the H2020 BRAVE project...................................................... 19
Figure 4: 3-step user-centred HMI development process ................................................................................................... 19
Figure 5: Low Fidelity Prototype for a new interaction (left) with the automated car, to be discussed in different contexts
(right). ................................................................................................................................................................................. 20
Figure 6. Low fidelity Hand-Sketch of Level 3 interior optimized for non-driving-tasks ...................................................... 20
Figure 7: VR-Experience for the interaction of pedestrian with parking vehicles ............................................................... 20
Figure 8: VR-Experience for goggles and VR-Cave environments of a driverless car interior (left) and Driving Simulation in
a VR-Environment (Cave) at Fraunhofer IAO from the EU-project Train-All. ...................................................................... 20
Figure 9: Immersive driving simulator at FhG/ IAO ............................................................................................................ 20
Figure 10: HMI for transitions between automation (browser on screen) and manual driving (driving information) ....... 20
Figure 11: Drive2theFuture Implementation and Testing plan outline ............................................................................... 28
Figure 12:Map of the Drive2theFuture pilots...................................................................................................................... 29
Figure 13: Graphical presentation and inter-relation of Drive2theFuture components. .................................................... 37
Figure 14: Drive2theFuture preliminary SWOT Analysis. .................................................................................................... 44
Figure 15: Drive2theFuture project governance and management structure. ................................................................... 45
Figure 16: Drive2theFuture Gantt chart.............................................................................................................................. 56
List of Tables
Table 1: Indicative Drive2theFuture Research Priorities per mode ..................................................................................... 16
Table 2: Users and training contents addressed per transportation mode within Drive2theFuture training and awareness
tools .................................................................................................................................................................................... 22
Table 3: Drive2theFuture Pilot Sites and their characteristics in the different Pilot Phases. .............................................. 29
Table 4: Drive2theFuture Workpackages and their Activities ............................................................................................. 35
Table 5: Drive2theFuture Advisory Board. .......................................................................................................................... 48
Table 6: Drive2theFuture WP leaders ................................................................................................................................. 50
Table 7: Periodicity of governance meetings in Drive2theFuture ....................................................................................... 52
Table 8: List of Work Packages. .......................................................................................................................................... 57
Table 9: Drive2theFuture Pilot Sites and their leaders. ....................................................................................................... 58
Table 10: Critical risks in Drive2theFuture (to be further specified in A1.3) ........................................................................ 59
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Abbreviations List
Abbreviation Definition
ADAS Advanced Driver Assistance Systems
AI Artificial Intelligence
AR Augmented Reality
ATO Automatic Train Operator
AVRI Autonomous Vehicles Readiness Index
BVLOS Beyond Visual Line of Sight
CAT Connected Automated Transport
CAV Connected Automated Vehicles
CAVSM Connected Automated Vehicles Shared Mobility
CEA Cost Efficiency Analysis
CGI Computer-generated imagery
C-ITS Cooperative Intelligent Transport Systems
CNN Convolutional Neural Networks
DBM Driver Behaviour Model
DG Directorate General
EB Ethics Board
EC European Commission
ECTRI European Conference of Transport Research Institutes
EDR Electrodermal Responses
ERA European Research Area
ERTMS European Rail Traffic Management System
ERTRAC European Road Transport Research Advisory Council
ESoP European Statement of Principles
FERSI Forum of European Road Safety Research Institutes
FMEA Failure mode and effects analysis
GDP Gross Domestic Product
GDPR General Data Protection Regulation
GHG Greenhouse Gases
GRU Gated Recurrent Units
GSR Galvanic Skin Response
HAD Highly Automated Driving
HMI Human Machine Interface
HRV Heart Rate Variability
IAB International Advisory Board
IAM Institute of Advanced Motorists
ICT Information and Communications Technology
IMU Inertial Measuring Units
IoT Internet of Things
IPR International Property Rights
ITF International Transport Forum
ITS Intelligent Transport Systems
KPIs Key Performance Indicators
LSTM Long Short-Term Memory
MaaS Mobility as a Service
MCA Multi-Criteria Analyses
MMT Multi-Media Tool
MoU Memorandum of Understanding
NHTSA National Highway Traffic Safety Administration
OECD Organisation for Economic Co-operation and Development
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Abbreviation Definition
OEMs Original Equipment Manufacturer
OSS Open Source Software
PB Partner Board
PKI Public Key Infrastructure
PMT Project Management Team
PPG PhotoPlethysmoGraph
PRM Person with Reduced Mobility
PT Public Transport
PTW Powered Two Wheelers
PwD People with Disabilities
QCB Quality Control Board
RMM Risk Monitor Model
RSU Roadside Unit
S/W Software
SAE Society of Automotive Engineers
SME Small Medium Enterprises
SWOT Strengths – Weaknesses – Opportunities – Threats
TMC Traffic Management Centre
TMO Traffic Management Operator
TRB Transportation Research Board
TRL Technology readiness levels
TTC Time to Collision
UAS User Acceptance Scale
UAV Unmanned Air Vehicles
UC Use Case
V2I Vehicle to Infrastructure
V2V Vehicle to Vehicle
V2X Vehicle to Everything
VLOS Visual Line of Sight
VR Virtual Reality
VRU Vulnerable Road User
WoZ Wizard of Oz
WTP/WTH Willingness to pay/Willingness to have
May 2019 7
Executive Summary
Drive2theFuture Horizon 2020 project aims to prepare “drivers”, travellers and vehicle operators of the future
to accept and use connected, cooperative and automated transport modes and the industry of these
technologies to understand and meet their needs and wants. To achieve this, it models the behaviour of
different automated vehicle “drivers” & prognoses acceptance for several automated driving scenarios;
develops specialized training tools, content, optimized HMI for “driver”-vehicle handovers and performs cost-
efficiency and multi-criteria analyses for selection of most favourable automated functions realization. These
are demonstrated in 12 Pilots across Europe. The participants’ behaviour will be modelled, and due emphasis
given to cross-fertilization issues among different modes. Relevant key performance indicators are defined
and will be followed through subjective and objective tools. The project will also research relevant legal,
ethical and operational issues, the interaction between automated vehicles and relevant MaaS and will issue
guidelines, policy recommendations and a user acceptance path Roadmap to Automation. This very
challenging task is undertaken by a multidisciplinary and complementary Consortium of 31 Partners from 13
countries with a good representation of all stakeholders, namely 8 Research Institutes (CERTH/HIT, VTI, TOI,
IFSTTAR, FhG/IAO, FZI, AIT and VIAS), 6 Universities (NTUA, CTL, VUB, DEUSTO, TUM, TUB), 10 Associations
(EURNEX, HUMANIST, IRU, UITP, FIA and 3 of its clubs – IAM, PZM, ACASA/RACC - WEGEMT, HUMANIST), 5
SMEs (SWM, DBL, TUCO, INF, STELAR), 1 Transport Operator (WL), 1 PPP (VED) and 1 Industry (PIAGGIO).
WP9 of Drive2theFuture project has the objective of coordinating and managing the project. The activities
related to the management of the project will ensure the timely execution of the work plan, the proper
communication between participants, the data management plan for the project, the creation of reporting
and quality control structures and procedures, the representation and communication with external entities,
primarily the European Commission and the Advisory Board of the project, and all financial-related activities
concerning funds and budget allocation. In particular, Activity 9.1 is devoted to project administrative
management, A9.2 to technical coordination and A9.4 to Advisory Board activities. Their objectives are
summarized in the current Deliverable.
Chapter 1 summarises the purpose of the document, the intended audience and the interrelations with other
project activities. Chapter 2 presents in short the goals, intended outcomes, the Consortium, the technical
approach and evaluation activities, the overall working methodology, the expected impacts, key innovation
and SWOT of the project. Chapter 3 presents the project administration organization covering the
organizational structure, the Consortium bodies and their roles, the project internal processes. Chapter 4
presents the project technical organisation, discussing the project duration, the responsible persons for the
WPs and Pilot sites coordination. Chapter 5 discusses the risk management processes of the project and
Chapter 6 concludes the Deliverable.
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1. Introduction
1.1. Purpose of the Document
Deliverable D9.1 includes a short presentation of the Drive2theFuture project goals, approach and intended
outcomes as well as a short project management handbook, that addresses the project administrative and
technical organization, as well as the key risks so far identified by the Consortium and the risk management
approach to be followed.
As such, it should serve as a reference document throughout the project duration as far as project organization
is concerned but also regarding the project goals and targets. As it presents all the relevant tools and processes
that will take place, it aims to allow the managers and leaders of all levels of Drive2theFuture to communicate
effectively with all their group members upon specifically defined rules.
The overall management plan of the project described in this deliverable is based on Drive2theFuture
Consortium Agreement and on the Description of Action.
1.2. Intended audience

The dissemination level of D9.1 is public. Although it is primarily intended to be an internal guideline for the
appropriate management of the specific project, it may serve as a reference guide for other European research
projects management.
1.3. Interrelations
D9.1, among other, dictates all project administrative and technical management layers and will be
complemented by upcoming D9.2: “Drive2theFuture Quality Assurance Plan”.
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2. About Drive2theFuture
2.1. The challenge
Road transport automation is at our doorstep; it is not anymore an “if” but a “when” and “how” issue. Within
the latest ERTRAC Roadmap on Automated Driving [1], user awareness, acceptance and training formulate the
first priority challenge. Questions related to vehicle taking over control from humans, change of mobility habits
and experience, cost of commuting and travelling in the future, ethical decisions of a machine vs. a human, as
well as the need of new driver training incentives for adapting to the technological evolution in future vehicles,
are some of the key issues that are yet to be investigated. Apart from private cars and trucks, automation is
already a reality in public transport vehicles (of all modes), airplanes being the pioneers, with their first
autopilot systems dating early in the 20th century. Since then, relevant systems are operating for trains and
subway, the autonomous ship is also an emerging concept, while road public transport has already initiated
the introduction of automated vehicles, with several examples throughout Europe. At all cases, the
penetration of automated vehicles is expected to bring a revolution to the transport system as we know it.
According to an OECD/ITF report [2], up to 9 out of 10 conventional cars could become redundant under
certain circumstances. This will lead to freeing public space, by increasing urban mobility depending on the
choice of vehicle type, the level of penetration and the availability of high-capacity PT to complement the
shared self-driving car fleet. UITP Policy Brief [3] highlights that there are various applications for autonomous
vehicles as part of a diversified PT system, which will enable performing all demanded trips with 80% fewer
cars. Even though technology is almost there, it is a crucial issue whether humans are ready to abandon the
driving task and/or even the car ownership – in combination with car sharing/pooling applications - or board
a vehicle with no driver present. The EC 2015 Eurobarometer survey [4] showed that 61% of participants
throughout the EU expressed not feeling comfortable travelling with driverless cars, while they were more
positive to the option of transporting goods using such vehicles, while a recent relevant survey in the US [5]
found that 64% of respondents expressed concern about sharing the road with driverless cars. However,
acceptance of automation in the driving task seems to be evolving with time as, according to the 2017 [6] and
2018 [7] Deloitte global automotive consumer studies, people throughout the world are becoming convinced
that travelling with autonomous vehicles is safe, with the acceptance rate going from 45% to 72% in Germany
and from 37% to 65% in France (in just one year!).
There are many factors that are expected to influence the acceptance and the evolvement of the ongoing
transition period, like the recognition of benefits, customisation with the new types of vehicles, provision of
incentives, etc., along with the way to address several concerns around the use of automation (e.g. lack of
trust to the system, loss of driving competence, less joy of travelling, cybersecurity issues, responsibility in the
case of accident, etc.). The level of automation is also a significant factor for the user acceptance. Level 3
automation (i.e. conditional handing over the vehicle control to the driver) has the largest requirements on
the human machine interface and many experts and OEMs propose to skip it and introduce only Level 4
vehicles. The technological requirements for Level 4 and the costs are however much higher if the driver
cannot be considered as fall back. Benefits of Level 3 are the early availability, raising legal acceptance and it
is a promising migration path for user acceptance of automated vehicles. By involving the drivers smartly in
the Level 3 automated driving tasks they develop a mutual understanding of the automation, trust can be built
stepwise and possible skill degradation develops in parallel to the individuals’ travel behaviour. Experience
also plays a significant role, as shown by a driving simulator [8] study on automated vehicles, where increased
levels of trust and comfort were reported by the participants throughout their time in the simulator.
Moreover, based on the 2017 OECD report on the transition to Driverless Freight Transport [9], studying into
the professional drivers’ hitherto and future acceptance and adoption of solutions, is key for safeguarding the
business-as-usual of the industry, without endangering the social and economic viability of the people who
work in it.
This holds true for all transportation modes. According to the CEO of TÜV SÜD Rail [10], “automated rail will
be the backbone of future transportation”. Smart rail technology will meet demand for capacity growth,
optimise operations and reduce costs. Driverless trains bring many advantages to operators, authorities and
users, in terms of increased safety, reliability and flexibility, with metro systems spearheading this automation
May 2019 10
catalyst. According to a UITP report [11], there were 55 fully automated metro lines in 37 cities around the
world; currently totalling approximately 789 km in length, the projection is that by 2025 this will rise to over
2,300 km. Similarly, the president of Marine in Rolls Royce, Mikael Mäkinen stated: “Autonomous shipping is
the future of the maritime industry. As disruptive as the smartphone, the smart ship will revolutionise the
landscape of ship design and operations” [12]. Actually, connected and automated transport is part of
WaterborneTP Vision 2025 [13], specifying the research objectives and requirements towards this goal. At the
same time, drones continue to improve, and Remotely Piloted Aircrafts have gotten smaller and progressively
less expensive. The introduction of drones in a future urban context, shapes the entire urban infrastructure
and associated services. But if drones become fixtures of our urban environment, key challenges that need to
be addressed include (among others): pilot/operator, passenger and user acceptance; regulation, liability and
certification issues, including safety & health issues; relationships with crews, ground support staff and labour
unions.
2.2. Project Aim & Data

To address the gaps and challenges aforementioned:
Drive2theFuture develops training, HMI concepts, incentives policies and other cost efficient measures to
promote and then to comparatively assess several alternative connected, shared and automated transport
Use Cases for all transport modes and with all types of users (drivers, travellers, pilots, VRUs, fleet
operators and other key stakeholders), in order to understand, simulate, regulate and optimize their
sustainable market introduction; including societal awareness creation, acceptance enhancement and
training on use.
Basic info about Drive2theFuture is summarised in the following table:

Contract Number 815001
Project acronym Drive2theFuture
Project Name Needs, wants and behaviour of “Drivers” and automated vehicle users today and
into the future
Call topic MG-3.3-2018: "Driver" behaviour and acceptance of connected, cooperative and
automated transport
Type of Project Research and Innovation Action (RIA)
Date of start 01.05.2019
Duration 36 months
Total Cost 3.998.612,50 €
EC Contribution 3.998.612,50 €
2.3. Project Mission and Objectives

Drive2theFuture’s mission is to prepare “drivers”, travellers and vehicle operators of the future to accept and
use connected, cooperative and automated transport modes and the industry of these technologies to
understand and meet their needs and wants.
The project’s aim and mission will be realized through the following objectives:
Objective 1: Identify and cluster the categories of “drivers”, travellers and stakeholders involved in or
affected by autonomous vehicles, recognise their needs and wants and define relevant use cases, taking
into account issues of transferability of solutions between different transport modes.
• Implemented in: WP1

• Through the following steps:
o Definition of “driver”, traveller and stakeholders’ clustering and related terminology and
overview of automated function
May 2019 11
o Perform voice of customers surveys and expert walkthroughs
o Assessment of the risk of user acceptance of AV
o Definition of open research issues and hypotheses
o Identification of the potential for transferability of solutions from/to different transport
modes
o Creation of a taxonomy of the knowledge and skills required to operate an AV
o Definition of Use Cases and priority scenarios for implementation in the project pilots
• Validation Criteria:
o Feedback on initial AV acceptance by at least 20.000 users from 20 countries and 30 experts.
o Proposed terminology endorsed by at least 5 internal and 5 external to the Consortium
organisations, while receiving positive opinion by representatives of legislators at EU level (EU
Parliament, EC DGs).
o At least 15 acceptance risks recognized, and mitigation strategies proposed for all high-risk
ones.
o A least 15 overall and 5 per transport mode open research issues/hypotheses recognized.
o At least 10 UCs fully specified and prioritized.
Objective 2: Model the behaviour of the automated vehicle “driver”/pilot and forecast development of
acceptance for different scenarios of introducing automation.

o Gathering aggregated data on user acceptance, behaviour, accident/incident types and other
estimated risks, training needs, HMI evaluation, focussing especially on Pilots’ evaluation.
o Definition of framework, methods and techniques for big data analytics and data fusion.
o Creation of a simulation platform suite and realisation of scenarios
o Performing behavioural modelling
o Performing sentiment analysis on social media
o Exploring the extendability, optimization and sustainability of the simulation platform suite
o Perform a structured analysis of at least 20 previous projects and extract relevant data.
o At least one driver behavioural model adapted for AV drivers’ behaviour (for at least Levels 2
and 3; including various driver states).
o Sentiment analysis to be performed in at least 2 relevant twitter accounts as well on own
project twitter account.
o Simulation suite available with at least 2 connected micro/macro simulation tools with AV
features integrated (for road transport) by M24 and with at least one tool per transport mode,
by M32.
o Behavioural model developed validated and extended by own project Pilot results.
Objective 3: Define the optimal HMI for the different clusters of users, transport modes and levels of
automation to set the ground for raising acceptance by defining data privacy and applying a user-oriented
migration path for the introduction of automation in the European transportation systems.

o Benchmarking alternative HMI principles and recognition of relevant good practices.
o Selection and/ development of affective and persuasive HMI for automated vehicles and
relevant optimisation for the needs of the project pilots.
o Development and comparative assessment of HMI principles for conspicuity enhancement
and interaction management with non-autonomous traffic participants
o Performance of a wearable-based analysis of emotional responses
o Definition of concepts and strategies for HMI adaptability and personalisation
o Creation of an HMI development toolkit for AVs
May 2019 12
o At least 20 different HMI principles for AVs analysed, including all transport modes.
o Relevant HMI concepts for AV “drivers”/operators and other user groups selected and tested
in Phase II pilots; final HMI for A4.2 demonstrators and Phase III Pilots selected.
o Wearable platform properly working, and 10 platforms delivered for testing.
o HMI toolkit available and with reaching over 50% WTH/WTP acceptance from relevant key
stakeholders
Objective 4: Identify the training needs of all user categories and define relevant training tools and material,
along with training and certification schemes.

o Identifying training needs with emphasis on lifelong training for all user types, modes and
automation levels
o Performing scenarios and exploring extendability of VR/AR and multimedia training and
awareness tools
o Development of training programmes per user cluster, also with the use of sentiment analysis
o Definition of certification requirements and impacts to employment
o Defining of acceptance creation measures and training incentives
o Training needs fully specified for all modes.
o Training schemes developed for all selected user groups.
o Training and incentives schemes application enhance user acceptance (before/after Pilots) on
average by over 30%.
Objective 5: Perform Demonstration Pilots using appropriate tools and different testbeds, i.e.
Virtual/Augmented Reality simulations, moving-base driving simulators, test-tracks and real-life
environments for all modes, to assess the impact of the proposed tools and concepts to user and
stakeholder acceptance.

o Definition of pilot plans
o Development of demonstrators to be used in the different pilots
o Realisation of pilots with the use of simulation platform
o Realisation of simulator-based pilots
o Realisation of test track pilots
o Realisation of demonstration and training pilots
o Presentation of selected demos in specific events
o Consolidation of pilots’ results
o Pilot Plans available and updated prior to each pilot iteration
o Phase I, II and III Pilots all finalised.
o At least 11 out of the 12 overall pilots successfully performed according to their KPIs
Objective 6: Assess the impact of proposed solutions on safety, driver/traveller behaviour, workforce
employability and raising acceptance (from the “drivers”, the operators/stakeholders’ and the general
public’s point of view).

o Definition of impact assessment framework
May 2019 13
o Extraction and quantification of KPI’s and performance of MCA for their prioritisation per
stakeholder group
o Comparative analysis of actual vs a priori expectations
o Performance of impact assessment based on pilots results
o Definition of an extension of ESoP to automation
o Quantified KPIs defined and prioritised successfully for all impact assessment types (user
acceptance, safety, security, comfort, traffic efficiency, environmental impact, cost-efficiency,
sustainability of business schemes).
o ESoP draft accepted by at least 2/3rds of external experts participating in the WP8 Workshop
of Month 33 and endorsed by at least 8 relevant European Associations.
o Full impact assessment performed, showing a clear enhancement of user acceptance due to
project development (HMI, training, incentives) and awareness raising actions for at least
2/3rds of involved user/stakeholders clusters.
Objective 7: Investigate legal and ethical issues through a comparative assessment of vehicle vs. human
decisions in different scenarios.

o Investigation of ethical, sociocultural and gender issues related to automation
o Investigation of safety and security issues related to automation
o Correlation of state legal framework and readiness scores to user acceptance.
o At least 20 literature sources surveyed and fully analysed for each step
o At least 15 interviews with experts conducted in each step.
o At least 3 evidence-based findings and recommendations on how to enhance user acceptance
provided in each step.
Objective 8: Investigate the application and future prospects of the correlation between automation and
MaaS, for both passenger and freight transport.

o Review of previous related projects
o Review of related AV-MaaS business schemes
o Application of selected business models in Phase III pilots (upon availability per site)
o At least 2 previous related project’s results reviewed and assessed
o At least 3 related business schemes reviewed and assessed
o Application in at least 1 pilot site in Phase III
Objective 9: Create business models suitable for market uptake of connected, shared and automated
transport.

o Performance of literature survey on AV related business models for all transport modes
o Definition of potential business models per pilot
o Inclusion of MaaS related business models (Obj. 8)
o Devising win-win business strategies and plans for all involved stakeholders
o At least 15 literature sources analysed
o At least 5 business models fully specified and rated in Phase III pilots
May 2019 14
Objective 10: Issue guidelines, policy recommendations and a roadmap on a user acceptance creation path
for automated transport deployment in Europe.

o Production of guidelines for AV developers and for training schemes for AV-related operation
jobs, for training providers and regulators, promoters and the AV Industry
o Production of policy recommendations to local and national authorities and to the EC and the
European Parliament (TRAN Committee)
o Creation of a roadmap for AV user acceptance in the short (by 2024), mid (by 2035) and long
(by 2050) term, based on relevant existing roadmaps and the project findings.
o At least 5 guidelines and 5 policy recommendations per type and user group.
o Endorsement letters for Roadmap by at least 5 internal and 5 external to the consortium
stakeholder organisations. Representatives of 3 EC DGs and of TRAN committee of European
Parliament to provide positive feedback on the Roadmap
2.4. Core Concept

The term “automated vehicle” and, especially, its many levels and use cases are difficult to be conceived by
most future users (“drivers”, passengers, operators) without hands-on experience; which however is limited
due to the required cost of having a big test fleet, as well as for safety reasons. As Henry Ford quoted: “If I
would have asked the people what they want, they would have answered that they need faster horses”. To
gather the views and attitudes of future users of automated vehicles there is, hence, a need to use different
tools. The project aims to incorporate a wide range of tools (such as scenario-based voice-of-customer surveys,
Wizard of Oz trials on test beds or real life environments, a multimedia training tool (with selected scenarios,
driving/riding simulators and real videos from selected UCs), driving/riding simulators with dynamic CGI
rendering, Virtual Reality (VR) or Augmented Reality (AR) simulation tools with interaction possibilities, test
beds sessions and real life environments demonstrations) into an integrated methodology, whereby the
relevant experience of use of the “driver”/operator will be gradually enhanced. It will also assess the reliability
and limitations of each tool, in order to convey the experience of automated driving/riding/transportation to
the user. These tools are here defined by the type of vehicle but also the type of environment and solution, in
which the users will experience the future system. They will include all types of automated vehicles (car, truck,
bus, PTW, rail, ship, drone) and will be demonstrated in 12 sites across Europe. Throughout these trials, the
user acceptance will be assessed subjectively (through user and expert questionnaires), but also objectively
(through logged user behavioural data) and will be compared within and between groups (participants). The
results will be included in micro and macro simulation tools (together with data collected from previous
projects) to build “driver” behavioural models. The project goes beyond state-of-the-art across all areas and
for all transport modes, by encapturing user opinion, encompassing all user clusters, modelling user behaviour
and its impact on automation, developing, demonstrating and evaluating novel HMI concepts, training tools
and programmes, as well as other incentive policies and formulating the results in terms of a novel European
Statement of Principles (ESoP) on AVs performance, as well as by developing a roadmap on the user
acceptance creation path for automated transport deployment in Europe.
Drive2theFuture envisages a concise approach towards enhancing user acceptance for the upcoming invasion
of automated vehicles. The holistic nature of the Drive2theFuture approach is threefold: it considers all clusters
of users (“drivers”, passengers, operators, stakeholders), their needs, preferences and specificities; it
addresses all modes of transport, along with transferability issues between and across them (including MaaS
strategies); it involves multiple tools to achieve its goals (behavioural models, simulators, optimized HMI per
automation level, training schemes, active involvement of users, demonstrations, ethical and regulatory
aspects, policy and incentives). Consequently, the project puts the user in the centre of automation
deployment, while employing technological and regulatory means to facilitate this deployment; thus aiming
to maximize acceptance, satisfaction, willingness to use along with safety, security, compliance and
sustainability. In this process (which includes and is differentiated for all transport modes and levels of
May 2019 15
automation), the study of user opinions and behaviours towards existing solutions will guide the iterative
development of novel HMI concepts, while their acceptance will be (objectively and subjectively) measured in
a series of Pilots across Europe. Moreover, the influence of existing regulatory framework and ethical
considerations will be measured, and relevant policy recommendations will be issued. Ultimately, the overall
consideration of the evolution of users’ attitudes, in combination with the utilized tools, will guide to the
definition of a roadmap for achieving maximum acceptance and trust to automation. In this framework,
Drive2theFuture indicatively considers the following research priorities (per mode), to be further specified
within the UCs of WP1:
Table 1: Indicative Drive2theFuture Research Priorities per mode
A. Road B. Rail C. Maritime D. Air
- Acceptance after hands-on experience -Train-centric -Acceptance of -Simulated
of all levels of automation in urban, concepts for passengers, pilots behaviour training
rural, highway and specific applications, automatic and operators. in non-standard
such as tunnels, constructions and operation -Impact on situations (cyber-
bridges, and environmental conditions -Development and operators attack, mass events
(i.e. co-pilot for adverse weather, examination of through spectrum in urban settings).
unknown environments, unknown type HMI for GoA3/4 of automation -Impact of adaptive
of vehicle, etc.). operation levels and HMI on drone flight
-Acceptance considering age, gender, IT (signaller/train quantitative planning and
literacy, socioeconomic factors and operator prognosis of execution.
understanding of automation for all perspective). behavioural -Public acceptance
cohorts by Kansei/Citarasa -Impact on training adaptations. of drones’ violation
methodologies. and education, - Deskilling issues of privacy.
-Acceptance of other vehicles’ drivers, ensuring safety and decreased -Drone purpose of
passengers and VRUs. culture in system use correlation to its
-Conspicuity of automated vehicles and automated understanding. appearance.
the mode they operate at (automated operations -Perceived -Risk of drone
or not). supervision. situation accidents.
-Vigilance and complacency issues in -Passenger and awareness vs. - Drone’s noisiness
Level 3 and Level 4. freight actual system acceptance.
-Driver-Readiness in transitions information status. -Vigilance and
between manual and automated systems for the -Vigilance and complacency issues
driving. future automated complacency for the drone
-Transfer of expertise from rail, water, railway system. issues in operator and the
air sectors. -Full automated transition from supervising.
-Behaviour adaptation (“mimicking”, railway ecosystem operator to controllers.
“flocking”) of non-equipped vehicles. and connected systems monitor. -Liability and
-Impact of mixed and automated flows business models’ -Cost efficiency of operational issues.
to traffic flow (micro/macro) simulation, acceptance. automated vs -Cost efficiency of
incl. big data analytics for scaling. -Vigilance and non-automated drone-based logistics
-Training and dissemination with multi- complacency operation in a operations.
platform tools for VR/AR simulation, issues in transition wide range of
WoZ and simulator scenarios for public from operator to missions.
acceptance and expectations. systems monitor.
-Liability and operational issues per
automation level and user cluster.
2.4.1. User clustering and opinions

In the case of transport automation innovations, the driver remains in the core, however the role and the
possible impersonators of a “driver” – now put in brackets – differs significantly. For instance, who can be the
“driver” may vary according to automation level, i.e. in Level 5 automation the vehicle can be operated by
someone that does not necessarily own a driver’s licence. Also, regarding professional drivers (e.g. bus
May 2019 16
drivers), their role in higher levels of automation becomes different, involving tasks related more to the
supervision of the system rather than the driving task as such. Another important issue is the interaction with
other vehicles, especially non-automated ones as well as other users of the transportation system (e.g. VRUs).
All these issues become relevant both in defining the affected user groups and in capturing user opinions.
Beyond State-of-the-Art in Drive2theFuture: User clustering in Drive2theFuture involves not only a
categorisation of the possible affected user (and stakeholders) groups, but also takes into account the
transformation of the roles of each group (e.g. with high levels of automation a VRU may be found in the role
of the “driver”) as well as their particular needs and preferences in terms of automation. The resulting clusters
shall include (indicatively):
• In-vehicle professionals (air pilot, rail driver, truck/bus driver, ship pilot)
• Control centre operators (air controllers, TMC operator with AVs or driver fleet control, drone
operator, rail operator, etc)
• Experienced drivers (private air, experienced car driver)
• Future novice drivers (lack of skills due to automation)
• VRUs (both in the regular sense, i.e. People with Disabilities (PwD), elderly, etc., but also in a broader
sense, i.e. children’s parents, drivers of non-automated vehicles travelling in the same traffic mix, etc.)
The final clustering will be performed within A1.1, where, apart from experts’ consultation and literature
reviews, on site user surveys are performed (in most of the project pilot sites, during Phase I testing), capturing
the “voice of customers” before and after experiencing automated vehicles, at different automation levels
and for all user groups and transportation modes. Also, sentiment analysis performed on social media will
support more objective and innovative clustering of different users into common groups of automation related
expectation’s and fears, needs and wants.
2.4.2. Big data and behavioural modelling

Emerging and future transportation systems are characterised from a digital transformation trend [14]. An
increasing number of ubiquitous sensors, providing continuous data will be available to harvest in order to
improve the competitive advantage of services providers, transport authorities and an ecosystem of other
companies and stakeholders around them. These data are not only vehicle (cameras, radars, on-board sensors,
etc.) or infrastructure (cameras, beacons, traffic control devices, etc.) based. On the contrary, there is a vast
amount of data that relate to individual travellers and can offer valuable insights [15]. Smartphones and other
nomadic, personal and wearable devices offer door-to-door information, irrespective of the sequence of
modes (including walking) used [16]. This makes it easier to actually get a better representation of the actual
mode share, as softer modes, such as walking, are often underrepresented in general data-collection
approaches. Moreover, smartphones have been constantly revolutionizing the way we think about driving the
last 10 years. The vast amount of data streams they can produce using built-in versatile sensors (IMU, GPS,
microphone, camera, etc.) can be transformed to driving analytics using data science models and quantify and
explain the observed driving behaviour under normal or extreme conditions [17], [18]. These analytics have
been further used to construct driving profiles with far reaching implications to safety, traffic and energy
efficiency, as well as user’s acceptability of microscopic driving manoeuvres [19]. Further, UAVs or drones have
recently emerged as a viable alternative to tackle problems on visual monitoring and improve its use to
transportation applications, namely traffic monitoring, freight delivery, road construction and monitoring.
Recently, a taxonomy of research on drone uses in transportation revealed some major challenges, such as
the drone integration to cooperative networks and smart cities, issues of safety, security, privacy and legal
concerns, as well as drone related issues of education and skills. [20]. Social media information can also
provide valuable insight about travel patterns, and their evolution over space and time [21]. Another category
of data that is of major interest in terms of identifying the attitudes of people (in our case the transportation
users) is the ones deriving from sentiment analysis. Deep learning-based approaches have recently become
more popular for sentiment classification since they automatically extract features based on word
embeddings. Convolutional Neural Networks (CNN), for document recognition, have been extensively used
for short sentence sentiment classification [22]. Recurrent Neural Networks (RNN) and more specifically their
variants(Long Short Term Memory (LSTM) networks [23] and Gated Recurrent Units (GRU)) networks [24] have
May 2019 17
also been extensively used for sentiment classification since they are able to capture long term relationships
between words in a sentence [25]. Most of the work on short text sentiment classification concentrates
around Twitter and different machine learning techniques [25]. Not many approaches for Facebook posts
exist, partly because it is difficult to get a labelled dataset for such a purpose. Moreover, in recent years and
due to the boom in the market for wearable devices, a number of endeavours has set off to monitor a user’s
emotional state using sensor-based systems that track specific biodata. The most relevant of these parameters
in determining the emotional state of a user is Heart Rate Variability (HRV), Electrodermal Responses (EDR)
which is measure through Galvanic Skin Response (GSR) sensors and Skin Temperature, that has been shown
to vary in a range of emotional states and finally, Inertial Measuring Units (IMU) which measures movements
for detecting and predicting affective experiences. Advanced Artificial Intelligence (AI) and signal processing
algorithms analyse vital signs and identify affective patterns. While these data have the potential to provide
tremendous insights into the evolving mobility patterns, they are also increasingly difficult to capture and
process. In many cases, it has to do with streams of data, that are often impractical to handle in real-time, or
store in their entirety, therefore making their online processing necessary. Tools like Kafka [26] are being used
to identify and isolate data of interest. These data may either be processed in real-time or stored for later
processing. Examples of such applications include the continuous management of lidar, video and others
sensors from instrumented vehicles, but only retaining data that pertain to the last few seconds before critical
situations [27], [28]. Perhaps the most challenging task, however, relates to the process of combining data
from multiple sources, extracting additional information from them. This process is sometimes called “data
fusion” and is a computationally intensive and methodologically challenging approach. Kalman filters
extensions [29], Dynamic Bayesian Networks [30] and Hidden Markov Models [31] are often used as the tool
of method in this process. One significant challenge, in the real-time operational application of such methods
and the subsequent automatization of transport is the validation and monitoring of their performance. These
techniques are in general well-performing and reliable, under well-behaved and controlled situations.
However, the combination of highly complex, stochastic and uncertain environments, feeding them with
potentially faulty data streams, the constant interaction with humans, and the varying use cases and
requirements, result in situations that can become unstable in automated operating environments [32].
Furthermore, most approaches applied to autonomous driving either assume perfect knowledge of the
environment (e.g. [33], [34],[35]) or depend on expensive sensing (e.g. [47]) to perceive near-perfect
knowledge of the environment and the obstacles.
Beyond State-of-the-Art in Drive2theFuture: In terms of big data and behavioural models, Drive2theFuture
suggests two major advancements of the state-of-the-art, namely:
• The development of (the first) AV driver behavioural model, for passenger cars, with foreseen
possibility of transferability to other modes). The use of AV functions may hinder safety as risk
perception and thus reaction readiness may be lowered, especially in critical situations requiring
immediate action. The model’s aim is to ensure that the AV is taking control with primary focus on
maintaining (or even enhancing) the level of safety, by reacting as a minimum as an experienced driver
would have done. Data for previous initiatives, together with data deriving from Drive2theFuture pilots
will be used for the development, testing and optimisation of the model within the project;
• The creation of an AV developer’s simulation suite, for evaluating AV functions and HMI, which will be
adequately optimized and will incorporate: methods for big data collection, analysis and use and
associated modelling and prediction through combination of information (data fusion); the use of a
wearable-based system to measure users’ eventual responses to automated functions; a simulation
platform, driving the data from collection and processing to impact assessment and acceptance, with
the use of different simulation tools and the implementation of different scenarios; the AV “driver”
behavioural model towards AVs; social media sentiment analysis, in order to identify user-expressed
position (phobias, prejudice, etc.) and how this evolves throughout the duration of the project.
2.4.3. HMI for in- vehicle and training applications

In the project ADAS&ME (www.adasandme.com) an automated functionality when docking a bus stop VR was
used for visualization for HMI development focusing on the experiences the transition phase from manual
May 2019 18
driving to automation and back again. The study used a standard HTC Vive setup with the accompanying
Deluxe audio strap. The helmet was equipped with two 3.5” AMOLED screens. The software used was Unreal
Engine 3.18.3, installed on a Z4 computer by HP, equipped with a Nvidia GTX1080 graphics card [37], [38]. The
final solution will be implemented in an advanced moving base simulator at VTI (see Figure 2).
Figure 3: Pedestrian interacting

Figure 2: VTIs advanced
Figure 1: HTC Vive set up used in ADAS&ME with automated vehicle in the
moving base simulator II
H2020 BRAVE project
Several European projects also use VR to investigate the interaction between VRUs and autonomous vehicles.
On-going tests in the H2020 project BRAVE (www.brave-project.eu) use audio triggering to alert VRUs to on-
coming traffic to study issues of trust and confidence in the automated emergency braking (AEB) functions of
a virtual, simulated automated vehicle (Figure 3). Other relevant activities that have been identified in the
literature include: the SimDriver [39] simulator of RealTime Tech in the USA, which investigates driver
distraction and driver-interface interaction; the CARLA [40] simulator in MIT, simulating various driving
conditions and dangerous situations, aiming to train automated vehicle algorithms; the rFpro [40] simulations
platform for training and developing autonomous vehicles. The virtual experiences are very well suited to
investigate emotions and other user states with physiological data, EEG measures and behavioural analysis.
Publicly available is a reference project FhG/IAO did with Audi in 2017, where concentration and workload
where measured in a new Level 5 driverless concept car that was integrated into the Fraunhofer simulator by
Audi [41].
A user centred rapid HMI prototyping process: The iterative user-centred HMI development process (Figure
4) starts with low fidelity prototypes where function, design and interaction might be treated independently,
especially if product enhancement is the goal. The low fidelity prototypes can be hand sketches and a user
story that are presented in focus groups aiming in a design thinking approach to sensitize the developers.
Figure 4: 3-step user-centred HMI development process
May 2019 19
Figure 5: Low Fidelity Prototype for a new

Figure 6. Low fidelity Hand-Sketch of Level 3 interior optimized
interaction (left) with the automated car, to be
for non-driving-tasks
discussed in different contexts (right).
The mid fidelity prototypes are realized with VR goggles (HTC and Ocolus) and integrate the interaction and
the function in the context. Also design aspects can be easily tested here since design changes are possible
with one click.
Figure 7: VR-Experience for the Figure 8: VR-Experience for goggles and VR-Cave environments of a
interaction of pedestrian with driverless car interior (left) and Driving Simulation in a VR-Environment
parking vehicles (Cave) at Fraunhofer IAO from the EU-project Train-All.
The high fidelity prototypes integrate interaction, function and design and are either realized in a immersive
driving simulator or in test vehicles.
Figure 9: Immersive driving simulator at FhG/ Figure 10: HMI for transitions between automation (browser on
IAO screen) and manual driving (driving information)
Beyond State-of-the-Art in Drive2theFuture: Within the HMI development Drive2theFuture will apply the 3-
phases iterative and user centred development process (as described above). It starts with low fidelity
prototypes – namely hand sketches of new functions or of changes in existing functions. In Drive2theFuture
low fidelity prototypes for all transportation modes are foreseen (to be further specified in WP3 and Phase I
pilots), in the form of adaptations of good practice examples (selected in A3.1), following the improvements
suggested in Phase I pilots and cross-mode previous experience sharing. The next step in the iterative user
centred HMI development is the realization of function, design and interaction in VR environments as mid
fidelity prototypes. Drive2theFuture will develop (indicatively) VR demonstrations for at least 5 modes. Virtual
Reality Goggles will be used, being an impressive tool to experience automated systems everywhere and
anytime. Their cost is already now in a consumer products range and within few years VR-goggles will be
widely spread. Drive2theFuture will develop content for VR-goggles that can be distributed to a wide audience
via the project website and renown platforms such as Facebook, Twitter, YouTube, Vimeo and emerging ones
(to be used also for WP4 training activities). The content will show automated functions for the most relevant
or all transportation modes in Drive2theFuture and additional content from automated systems that suit as
good and bad practice examples. The goal in Drive2theFuture is to improve these VR-demonstrators of HMI
and automated functions as development tools and to enable them as tools for training and dissemination to
raise acceptance, as well as to achieve an educated expectation of automated transport in the public. This will
May 2019 20
be achieved by developing stereoscopic 360-degree content of automated functions that will fit to different
hardware and software platforms of all price ranges: from immersive VR environments such as the VR-
hyperspace cabin and the driving simulator at Fraunhofer IAO, over stationary VR-Arcades (VR-Arcades are
places where multiple users can experience VR-games with most up-to-date hardware. The VR developments
are embedded in the Drive2theFuture Phase II pilots. The HMI optimisation development will be guided by the
user feedback from pilot Phase I. The user centred development also involves end users, specifically per
iteration at least 7 users are participating to the development (Nielsen, 2000) and at least 3 HMI experts are
consulted for each mode.
For the HMI development a third high fidelity iteration is planned for those modes and user groups where the
project provides full vehicle setups such as for cars (VED), PTW (Piaggio), Drones (DBL), during Phase III pilots.
2.4.4. Training tools & skills development for the future workforce
Training for users of transportation systems is an area with wide and multiple actors and applications. The
need for training in terms of the use of the innovations of vehicle automation has already been recognized
and relevant initiatives have been undertaken at different levels. Indicative examples include: Uber’s [42] test
track and simulation environment training programme for their drivers; the Self Driving Track Day [43] of
Sense Media Group in the UK, including 1-day workshop, short courses and on-track demos; the
#Letstalkselfdriving [44] of Waymo, with 360o videos and social media engagement to raise awareness and
early test riders in AVs; the SAFE-D [45] initiative of VTTI in USA, developing training protocol guidelines for
AV trainers; the MobileComply [46] education and certification programs, in cooperation with SAE and CVTA;
the FAAC railway, bus and truck professionals training [47] in simulators, aiming to their familiarisation with
automated scenarios; the Introduction to Autonomous Shipping of SKILLFUL project, including a bunch of
training tools for maritime professionals to get accustomed with upcoming technologies in their field; the FAA
drone pilot certificate [48] (remote learning), preparing drone pilots with online videos and courses, and many
others. Moreover, a number of multimedia tools have been developed and continue being developed. More
specifically, HUMANIST project developed a Multimedia Training Tool to help train drivers on new
technologies and explain their functionalities and their limitations that will be taken into account. IN-SAFETY
multimedia training tool focuses on operators and has been developed with the aim to enhance operators’
knowledge on telematics applications and traffic engineering. The tool focuses on ITS and their applications,
using text, videos and pictures, including basic knowledge on traffic engineering with updated information on
telematics applications, in-vehicle and infrastructure based electronic systems. CAPITAL’s open online training
platform provides a training programme and educational resources to public and private stakeholders wishing
to learn more about ITS & C-ITS deployment. CAPITAL’s e-learning platform includes 9 different training
modules, each of which has its own length and video transcripts. SKILLFUL developed a number of information
and training materials, such as educating material about driver fatigue and sleep and a full course module on
Collaborative Intelligent Transport Systems (C-ITS) that was made to be taught at a Master’s degree level, all
to be further developed and used in the project.
Beyond State-of-the-Art in Drive2theFuture: Drive2theFuture will develop an e-learning platform for all
transport modes and of different complexity scales in order to raise awareness and customization on
automation to a broad audience, while addressing training needs of all AV users’ levels and clusters (as defined
in A1.1) and all transport modes. Drive2theFuture will determine the training needs, skills and weak points of
all stakeholders (drivers/riders, other users, operators, etc.) and address each cluster separately by developing
the appropriate educative material and curricula. The material will be developed for desktops, simulators,
AR/VR conditions. More specifically, the Drive2theFuture multimedia e-learning platform will aim at training
“drivers”/pilots, other related users (VRU’s, passengers, operators) and stakeholders of the AVs industry and
enhance their understanding of the vehicle’s functionalities, limitations and the appropriate and safe use, with
ultimate aim to enhance their trust and acceptance. It will allow users to evaluate their understanding through
self-assessment methods while at the same time, developers can also assess the quality of the training
material through an overview of the participants’ progress. Additionally, the multimedia nature of the
platform and its training material, renders it more attractive, less boring (than purely text-based training) and
provides a more realistic training experience. Users will have the opportunity to assess their knowledge and
understanding by taking tests at the end of each course, while their opinion and feedback for the e-learning
May 2019 21
platform will be captured as feedback to the developers towards the optimization of the platform. Further to
that, to ensure user engagement and attract interest, the e-learning courses will be based on a number of
multimedia means, such as video, sound, images, animations etc. The Drive2theFuture multimedia e-learning
platform will be tested and demonstrated in the Phase III pilots of the project, as well as in the 3rd Project
Workshop (M33), in Concertation Events, at important dissemination events and any other relevant occasion
(exhibitions, fairs, driving schools, professional development centres). Moreover, it will be possible to organize
related training and promotional webinars, while the overall platform, once finalised, will be publicly available
online at the project website for any interested party. The training contents will address all user clusters and
all transport modes in an adaptive and user-needs oriented manner, as described in Table 2.
Table 2: Users and training contents addressed per transportation mode within Drive2theFuture training and
awareness tools
Transp. Users and training content
Mode
Road • AV “Drivers”: training material will address needs and skills of AV “Drivers” so as to
transport understand the vehicles’ functionalities and limitations and be able to use them in a safe
manner.
• Riders: riders’ needs will be included in the training material in order to raise awareness
of AV’s limitations and highlight all important and attention-necessary points that ensure
safe driving alongside AVs.
• Other traffic participants (non-equipped vehicles): the training is necessary to include
users of non-equipped vehicles with the aim of helping them gain confidence in AVs and
understand how to co-exist in the driving ecosystem in a secure and efficient manner.
• TMC operators: the cluster of operators will be addressed to help train professionals in
AVs management and in managing mixed traffic (AVs, riders, non-equipped vehicles)
under stressful conditions.
• VRUs (including passengers): VRUs are a target cluster in the platform training due to
the fact that they are the most vulnerable participants. VRUs will be trained to
understand the behaviour of AVs, their limitations and the points of attention so as to
raise awareness and ensure no accidents happen while cultivating an AV-friendly mind-
set.
Rail • Drivers: Rail operators and signallers.
transport • Operators: training of operators will cover all functional aspects of AVs while building on
their understanding of limitations. This approach will help them in making critical
decisions such as when to intervene in the course of an autonomous train.
• Signallers: signallers will be trained according so as to comprehend the needs that may
arise from an autonomous train system and understand how their work role changes in
this new content.
Maritime • Automated workboats operators: operators of automated workboats will be trained to
transport better overlook, control and guide automated workboats among other equipped and
non-equipped boats in a safe and confident manner.
Air • Professional drone operators: professional drone operators will be trained and
transport prepared for the needs of this new profession, such as safe operation of drones, rules
followed and limitations of drone flying.
2.4.5. Correlation of Automation to MaaS

“Mobility as a Service (MaaS)” is central to the idea of change in transportation and (as defined in the MaaS
alliance White Paper) it is the integration of various forms of transport services into a single mobility service
accessible on demand. It is a combination of public and private transportation services that provides holistic,
optimal and people-centered travel options, to enable end-to-end journeys paid for by the user as a single
charge, and which aims to achieve key public equity objectives. As found in [49], travel demand may increase
May 2019 22
due to automation, as private vehicle travel will be made accessible to demographic groups who do not drive
now or drive less than they might like. However, automation also allows wider-scale adoption of carsharing or
on-demand mobility services, which can compromise this increase on travel demand.
Beyond State-of-the-Art in Drive2theFuture: Drive2theFuture intends to demonstrate that the potential
benefits of automation are amplified when the AVs form part of a bigger picture where MaaS provide the right
context. Innovative business schemes of combined automation with MaaS will be proposed and proved during
the project life and pilot’s results, with the aim to create a win-win situation in which providers, consumers
and policy-market benefit of new business values for the entire mobility eco-system. A multi-stakeholder
approach will be adopted for the business process development. Emphasis will be given to investigate and
define relevant best cases, business models, stakeholders’ rules and incentive strategies for a joined
deployment and a convergence of these two trends (MaaS and connected/automated vehicles), towards the
Connected Automated Vehicles Shared Mobility (CAVSM).
2.4.6. Policy, incentives and regulation

The two main international framework agreements are the Geneva Convention on Road Traffic [50] and the
Vienna Convention on Road Traffic [51]. Europe has an extensive set of Directives regulating the road traffic
while on national level all countries provide its own version of Traffic Law, localized EN standards, etc. Within
Citimobil2 several concerns were raised related to the existing regulatory framework, such as:
• missing definitions in the International Conventions (e.g. definition of vehicle, driver, person);
• liability (e.g. responsibility in case of an accident);
• lack of specific legal framework (e.g. Missing standards specific to automated vehicles, how to
address mixing normal transport modes and (fully) automated transport? Vulnerable road users);
• other factors (e.g. people’s reaction and suspiciousness on such vehicles, integration of the
system into an existing environment).
In addition, a full map of current legislation related road AVs is being published as a Deliverable in CARTRE
project, to be taken as an initial point of A7.3.
Beyond State-of-the-Art in Drive2theFuture: A categorization will be made of automated transport systems
and which existing rules already apply to these systems. Where there are no rules as yet or where the situation
is uncertain it is wise to develop, a certification system based on work done in the CyberCars, CyberMove and
CityMobil projects will be applied. Emphasis will be given to devise sets of policy schemes, measures and
incentives, such as free parking, privileged access to MaaS use of tokens, etc.; to promote use of automated
systems by users. They will be linked to A8.3 business models and will be simulated and assessed by experts
and stakeholders during phase III project pilots.
2.4.7. Roadmap
The main objective of roadmaps is to depict the time penetration of technologies to the market and to set
targets for the future. In Connected Automated Transport (CAT), roadmaps are essential to help guide future
steps and growth. To this end, a number of roadmaps have been developed, collecting and summarizing all
key knowledge and challenges that need to be overcome. Some indicative examples are presented in the
following. ERTRAC’s Automated Driving Roadmap 2017 [1] estimates that L3 automation will have reached
the market by 2022 through the function of Chauffeur, with the establishment of Traffic Jam Chauffeur by
2020, Highway Chauffeur by 2022 in passenger vehicles and Urban Bus Assist by 2022 in urban mobility
vehicles. L4 automation is estimated to reach the market by 2028 through the Auto Pilot function, with
Automated Valet Parking by 2022, Highway autopilot by 2028 in passenger vehicles and Automated Urban Bus
Chauffeur in urban mobility vehicles by 2024. Key challenges and objectives include user awareness and safety
users and societal acceptance and ethics as well as driver training, followed by policy, regulatory needs and
European harmonisation. STRIA [52] published roadmap on connected and automated transport, 2016,
addressing the R&I activities that may contribute to the EU2050 goals of competitiveness, decarbonisation
and efficiency. Understanding and managing people’s expectations is of high importance and needs to be
May 2019 23
addressed by 2020 while awareness campaigns and large-scale demonstrations to increase people’s
acceptance of CAVs are of high importance and should be addressed by 2030. Another action that must be
addressed by 2020 is the development of future workforce for European CAT developments. The ERRAC
Roadmap 2016 [53] on Rail sets the development of high quality and intuitive knowledge management
systems for railway competencies and the development of advanced courses, employee engagement and life-
long learning through virtual learning environment and e-learning tools as major 2030 targets. Important key
areas in the EU Maritime Transport Strategy 2009 – 2018 [54] focus on raising the profile and qualifications
of seafarers and maritime professions through a series of tailor-made training schemes. The Maritime Europe
Strategy Action (MESA FP7) project [55] developed a 2030 roadmap determining the enablers that facilitate
maritime innovation acceptance and highlights the need to develop training facilities, simulators and design
tools to provide the maritime staff a well-rounded and solid education to meet upcoming demand. The
European ATM Master Plan: Roadmap for the safe integration of drones into all classes of airspace [56],
estimates the EU drone market will reach EUR10 billion by 2035 and further grow to approximately EUR 15
billion by 2050. The roadmap identifies the need to prepare the acceptance and the skills of the upcoming
professionals by 2035, so as to ensure safe conduct of air transport for all.
Beyond State-of-the-Art in Drive2theFuture: Existing roadmaps will be studied and will form the basis for
creating an Automation User Acceptance Creation Path Roadmap, focussed on determining the steps on
automation deployment towards achieving maximum user acceptance. Thus, the progress of technological
achievements will be paired with the progress of users’ and stakeholders’ awareness and customisation with
the new era and, consequently, their acceptance. This roadmap will cover all transportation modes, with some
common key milestones and actions; as well as differentiated ones per transportation mode.
2.5. The Consortium

This very challenging task is undertaken by a multidisciplinary and complementary Consortium of 31 Partners
from 13 countries with a good representation of all stakeholders, namely 8 Research Institutes (CERTH/HIT,
VTI, TOI, IFSTTAR, FhG/IAO, FZI, AIT and VIAS), 6 Universities (NTUA, CTL, VUB, DEUSTO, TUM, TUB), 10
Associations (EURNEX, HUMANIST, IRU, UITP, FIA and 3 of its clubs – IAM, PZM, ACASA/RACC - WEGEMT,
HUMANIST), 5 SMEs (SWM, DBL, TUCO, INF, STELAR), 1 Transport Operator (WL), 1 PPP (VED) and 1 Industry
(PIAGGIO). The Consortium synthesis thoroughly covers the wide spectrum of issues addressed by
Drive2theFuture, while providing a wide geographical coverage, representing 13 different countries
throughout the EU territory. It should also be underlined that the project is User-Centric, including horizontally
across all tasks (from UCs to research issues, tools development, demonstrations, dissemination and policy
recommendations) a wide user community, encompassing FIA for car drivers and 4 of its clubs (3 as partners-
IAM (UK), ACASA/RACC (Spain) and PZM (Poland)) and 1 as FIA 3rd party (AMZS (Slovenia)), IRU for
professional drivers (trucks, busses/coaches and taxis), UITP for Public Transport stakeholders (including bus,
metro, urban and regional rail), EURNEX for the rail sector, WEGEMT for the maritime sector and HUMANIST
for human factors across all modes.
The Drive2theFuture project consortium consists of:
No. Name Short name Country

1 Centre for Research and Technology Hellas/Hellenic Institute of CERTH/HIT EL
Transport (Coordinator)
2 Statens väg och transportforskningsinstitut VTI SE
3 Transportokonomisk Institutt TOI NO
4 National Technical University of Athens NTUA EL
5 Universita Degli Studi di Roma La Sapienza CTL IT
6 Vrije Universiteit Brussel VUB BE
7 Universidad de la Iglesia de Deusto Entidad Religiosa DEUSTO ES
8 Institut Français des Science et Technologies des Transport, de IFSTTAR FR
l’Amenagement et des Reseaux
9 SWARCO-MIZAR s.r.l. SWΜ IT
May 2019 24
No. Name Short name Country
10 EURNEX E.V EURNEX DE
11 Deep Blue srl DBL IT
12 Fraunhofer Gesellschaft zur Foerderung der Angewandten FhG/IAO DE
Forschung E.V
13 Technische Universitaet Muenchen TUM DE
14 Stiftung FZI Forschungszentrum Informatik am Karlsruher Institut FZI DE
fur Technologie
15 IRU Projects A.S.B.L IRU BE
16 HUMANIST HUMANIST FR
17 Foundation WEGEMT: A European Association of Universities in WEGEMT NL
Marine Technology and Related Sciences
18 AIT Austrian Institute of Technology GMBH AIT AT
19 Union Internationale des Transports Publics UITP BE
20 Fondation Parternarial MOV’EOTEC VED FR
21 PIAGGIO & C spa PIAGGIO IT
22 Federation Internationale del’Automobile FIA BE
23 IAM Roadsmart-The Institute of Advanced Motorists Ltd IAM UK
24 POLSKI ZWIAZEK MOTOROWY PZM PL
25 Wiener Linien GMBH & CO KG WL AT
26 Technische Universitaet Berlin TUB DE
27 TUCO Yacht Vaerft Aps TUCO DK
28 INFILI Technologies Private Company INF EL
29 STELAR Security Technology Law Research UG STELAR DE
30 AUTOMOBIL CLUB ASISTENCIA SA/ Fundació RACC ACASA/RACC ES
31 VIAS Institute VIAS BE
2.6. Target Audience

The audience targeted by Drive2theFuture is presented, encompassing all stakeholders of the value chain (that
will be gathered in the user forum). It should be highlighted that communication, defined as dual channel of
information exchange, will on one hand provide information to the targeted audience, but will also seek for
direct feedback that will be used for process and product improvements
Why them? How?
Professional drivers of AVs (buses, trucks, taxi, train, ships, drones)
• 50% of passenger vehicles sold in 2030 A taxonomy of knowledge and skills required to operate
will be highly autonomous and 15% fully AVs will be developed, correlated to each transport mode
autonomous [72] and automation level, as part of A1.6. The appropriate
• 90% of conventional cars could become HMI will be developed to meets the anticipated needs of
redundant by 2030 [2] each transport professional group (A1.4) (i.e. different for
• Total km in length of automated metro a passenger car driver and a professional bus driver or
lines will grow from 789 km to over 2,300 ship pilot for the same automation level) and his/her
km by 2025 [3] training needs; as well as any other incentives or
• EU drone market will reach EUR10 billion accompanying measures he/she might need to
by 2035 and approximately EUR 15 billion accomplish the task. Approached mainly through UITP
by 2050 and IRU. Also, through relevant dissemination activities,
• A significant shift in skills and jobs is such as the project website and social media, the 3
expected to follow the penetration of Drive2theFuture Workshops, the UITP Global Public
AVs. Transport summit, etc.
May 2019 25
Why them? How?
Transport infrastructure operators (i.e. TMC operators, automated PT fleet operators)
Relevant measures, operational concept and training
Transport infrastructure operators will need to schemes for TMC operators will be developed and tested
support dedicated and/or mixed flows and in the pilot of Rome, Italy. Also, through relevant
fleets of AVs. dissemination activities, such as the 3 Drive2theFuture
Workshops, the UITP Global Public Transport summit, etc.
Driving instructors
An AV Training programme for driving instructors will be
AVs’ penetration will bring loss of driving developed as part of A4.2, approached through IAM. Also,
competencies which remains essential as through relevant dissemination activities, such as the
drivers may need to take over control. project website and social media, the 3 Drive2theFuture
Workshops, etc.
Non-automated vehicles’ drivers and passengers with emphasis on VRUs.
HMI concepts and interaction principles will be developed
and comparatively evaluated among AVs and other (non-
automated) traffic participants, as part of A3.3 with
emphasis on those related to VRUs and cross-modal
• 64% of respondents expressed concern
interactions (i.e. coexistence of drones and automated
about sharing the road with driverless cars.
cars in an automated urban environment of the future).
• Safety issues between equipped and non-
Relevant concepts will be assessed in the Pilots from the
equipped vehicles must be taken into
AV “driver”/operator and the rest traffic participants’
consideration so as to protect VRUs and
point of view, using objective (i.e. conspicuity matrices,
contribute to their positive opinion of
reaction times) and subjective (questionnaires, workload
sharing the streets with AVs.
indexes) tools. Pilot testing in real road conditions e.g. in
Brussels, Belgium and Vienna, Austria. Also, through
relevant dissemination activities, such as the project
website and social media, the 3 Drive2theFuture
Workshops, the AV Ambassadors, etc.
OEMs and Tier-1 suppliers
A European statement of Principles (ESoP) on HMI for AVs
Many experts & OEMs propose to directly will be developed – as a revision of the original ESoP for
introduce L4 vehicles as L3 automation (i.e. ADAS in A6.6. It will be further enriched by best practices
conditional handing over the vehicle control to widened for all transport modes and by pilot results on
the driver) has the largest requirements on optimal HMI for L3 and L4 and relevant user preferences
HMI. User experience is key factor for user per user group. Approached mainly through EUCAR,
acceptance, making it essential for industry to CLEPA and the Transportation Platform. Also, through
identify user needs and wants. It is, therefore, relevant dissemination activities, such as the project
important to develop relevant AV HMI website and social media, the 3 Drive2theFuture
strategies while still allowing for the “feel and Workshops, the ITS 2019 Congress, the 19th ITS European
touch” of individual OEMs and Tier1 suppliers. Congress, The Future of Transportation World Conference
2019, the Autonomous vehicle technology expo 2019, etc.
Relevant authorities
The development of a European statement of Principles
Different countries have reached different
(ESoP) on HMIs for AVs (A6.6) will help policy makers
levels of readiness to accept AVs and have set
assess and certify industry partners according to the ESoP
different levels of policy frameworks [73]:
framework. Further to that and within A8.6, a roadmap
• The UN Convention on Road Traffic made
will be developed to determine the actual deployment of
an amendment in 2016 to allow control of
automation with maximum acceptance from the users.
the vehicle to be transferred to the car in
This will be achieved by identifying the activities and
real world usage, provided that these
actions that could foster and speed up this process so as
systems can be overridden or disabled by
to set the appropriate guidelines and policy
the driver.
recommendations. Approached through EC (3DGs) and
May 2019 26
Why them? How?
• The German transport minister proposed a TRAN Committee of European Parliament. Also, through
bill to provide a legal framework for the use relevant dissemination activities, such as the project
of autonomous vehicles, aiming to put fully website and social media, the 3 Drive2theFuture
autonomous vehicles on an equal legal Workshops, The Future of Transportation World
footing to human drivers. Conference 2019, the UITP Global Public Transport
• The French government has recently given summit, the Smart City Expo World Congress 2019, etc.
approval for autonomous vehicles to be
tested on public roads in the country
without special permits or restrictions.
• Along with Singapore, Netherlands is the
most well-prepared country in the EU to
accept AVs in terms of policy and
legislation.
• The UK proposed a Modern Transport Bill
to change insurance rules and the Highway
Code.
The regulatory focus thus far has been on
enabling testing of autonomous vehicles and
providing guidelines for the development of
autonomous vehicles.
General public
• 58% of EU citizens are willing to take a ride
in a driverless vehicle.
• Research results indicate that the driving Approached mainly through FIA club and through events
experience increased trust in automation. including demos and training directly involving 2000 users
• Globally, 62% are willing to pay more than and also through relevant promotional video, social
$5K extra for a self-driving car media campaigns, TV presentations etc. as part of A8.1.
• People are becoming convinced that Also, through relevant dissemination activities, such as
travelling with autonomous vehicles is safe, the project website and social media, the 3
with the acceptance rate going from 45% to Drive2theFuture Workshops, the AV Ambassadors, etc.
72% in Germany and from 37% to 65% in
France (in just one year!) [75]
2.7. Test sites and Validation

In order to effectively manage and address the project findings and the pilots’ implementation, the project
will follow an approach of iterative implementation and testing throughout the project lifespan, as shown in
Figure 11.
May 2019 27
Figure 11: Drive2theFuture Implementation and Testing plan outline

Having performed the initial data gathering from existing research activities (A2.1) and the overview of existing
automated function and defined the user clusters (A1.1) by M6, Phase I will take place from M7 to M18. The
aim of Phase I is to facilitate the expert walkthroughs (A1.2) along with the benchmarking and selection of
good practices in HMI (A3.1), the sentiment analysis on social media (A2.5) and, finally, the specification of
the Use Cases and priority scenarios in M12. Then, in M18, and upon realising the first demonstrators (A5.2),
the Phase II begins, where the initial demonstrators will be iteratively tested, and the relevant HMI concepts
will be finalised and optimized, reaching M24 and Phase III, when all HMI demonstrators and training curricula
and tools will be ready (A5.2, A4.3) and tested until M30. Thus, the pilots will take place in three Phases,
namely:
• Phase I: Setting the scene.
• Phase II: Iterative development, verification and optimization, initial demonstrations (of HMI concepts
and other measures –i.e. incentives related).
• Phase III: Final, wide-scale demonstrations and training pilots across Europe.
Graphics/video-based recordings will be performed for the evaluation of the interaction of AVs with other
road users, by all user/stakeholder groups in all three phases.
The selection of Pilots is based on the principle of using a wide variety of tools in which drivers/riders/pilots,
passengers and operators’ perspectives are possible to be evaluated, while ensuring that users with specific
needs can be involved (i.e. elderly, people with disabilities, etc.), following also the new definition of VRUs
(related to AVs) in A1.1. Some demonstrators are planned as focussed and in-depth tests for HMI or training
evaluation and optimisation, whereas others as overall automated transport experience assessment tests. In
total, 12 pilots are planned within Drive2theFuture, to be implemented in 8 different countries, with (at least)
13 partners directly involved, for all transport modes.
May 2019 28
Figure 12:Map of the Drive2theFuture pilots

Through these pilots, more than 1000 citizens and 200 stakeholders will acquire hands-on experience on AVs
of all modes (as drivers or – mostly – as passengers) whereas over 20.000 will learn about them as events
spectators or through e-learning modules. The pilots can be categorised according to the testing environment
into: Road -RO (Simulator-based, Test track, Real road), Rail -RA, Maritime - MA (real world) and Aviation - AV
(Drones, real world).
The list of Drive2theFuture Pilots closely related to the Research Priorities (as defined in Table 2) and mapped
in the 3 Pilot Phases, is summarized in Table 4 below:
Table 3: Drive2theFuture Pilot Sites and their characteristics in the different Pilot Phases.
Vehicle type No of users Main research Pilot Implementation details
/Automation priorities phase
level & *see 1.3.2 for a list (s)
Equipment
RO-1. AstaZero test track, Sweden, Responsible partner: TOI
1 Level 3 and 1 10 Interaction of I, III Phase I: Testing with existing HMI
Level 4 cars (1 passengers autonomous vehicles options with 10 drivers & 10
Tesla and 1 Volvo) & 10 car (of Level 3 vs level 4), passengers. Identification of pros and
to be tested in drivers, 20 tested while varying cons, selection of good practices and
emergency experts (10 HMI and interaction suggestions for improvement. Testing
situations external + strategies, with both of hypotheses stated from AV DBM in
involving VRUs in 4 10 internal). other vehicles and A2.4
driving contexts VRUs (pedestrians and Phase III: Demonstration of functions
(Urban, rural, cyclists) interacting to experts, including simulated
multilane, high with the vehicle. malfunctions and critical safety
speed area). scenarios. Hypotheses stated from
revised and extended AV DBM
elaborated in A2.4.
May 2019 29
Equipment
RO-2. Test Area Autonomous Driving Baden-Wuerttemberg Karlsruhe, Germany, Responsible partner: FZI
2 Level 3 cars (with 10 car Behaviour adaptation I, II, IIIPhase I: Setup of defined traffic
varying HMI- drivers with of automated from scenarios and infrastructure,
interaction license for non-automated improvement of digital twin,
strategies). driving vehicles (AV). acquisition of ground truth data on
Real world test autonomou Comparison of different interactions between pedestrians,
area with “digital sly, multiple automated functions automated & non-automated
twin” (simulated pedestrian and interaction vehicles in the test area and its virtual
test area) with participants strategies between the twin. Build-up of analysis tools for
VR/AR simulation , 20 experts AV and the pedestrians. spatio-temporal behaviour analysis
toolkit. Acceptance and and ML-based modelling.
training of vulnerable Phase II: Initial behaviour model will
road users (VRU). be applied to generate non-
Abstraction of automated vehicle behaviour. Initial
magnitude of 1000 tests will be performed with
interactions between immersed and real pedestrians. At
vehicles and the end of Phase II also a refinement
pedestrians of the model is planned according to
more available training data and
insights from Phase II.
Phase III: Demonstration of model &
evidence of gained acceptance of
pedestrians by 1) increased
plausibility of AV behaviour and 2)
training the pedestrian in AR/VR
environment.
RO-3. Test track, Paris greater area (Versailles), France. Responsible partners: IFSTTAR, VEDECOM
1 WoZ vehicle & 1 30 WoZ Interaction between II, III Phase II: Testing alternative HMI, as
autonomous car drivers, 20 automated fleet and emerge from WP3 improvements, in
of Level 3&4, PTW car drivers, with non-automated several iterations for optimisation.
simulator, AR 20 car drivers/riders (mixed Car (WoZ, 10 drivers) and PTW
simulation toolkit. passengers, flows). Behavioural (simulator, 20 riders) HMI to be
20 PTW adaptation of driver/ tested. Evaluation and assessment of
riders. rider when using an best solutions per mode, user group
Simulation automated vehicle and (A1.1 clusters) and automation level.
toolkit non-automated driver/ Phase III: Demonstration of best
demonstrat rider behavioural selected solutions in 300 users
ed to 300 mimicking. Conspicuity through AR simulation toolkit, for
users issues of automated awareness, training and acceptance
cars and VRUs. raising.
RO-4. Real road in Warsaw, Poland. Responsible partner: PZM
3 cars with 20 drivers Assessment of I, III Phase I: Testing with existing HMI
different levels of and 40 awareness and options with 20 drivers & 40
automation and passengers, perception of passengers. Identification of pros and
connectivity. 20 experts automated vehicles in cons, selection of good practices and
Level 2, 3 & 4 urban/rural contexts by suggestions for improvement.
May 2019 30
Equipment
drivers. Acceptance of Phase III: Demonstration of
automation as well as automated functions and assessment
behaviour/reaction and of impact or training (to 10 drivers
skills of drivers with and 20 passengers vs equal number
regards to HMI. of non-trained ones) to their
Analysis of test drives automated functions acceptance.
per driver cluster
including impact of
training to acceptance.
RO-5. Real road, Seestadt Aspern, Vienna, Austria. Responsible partners: AIT, WL.
1 Level 4 500 users Operation of I, III Phase I: Assessing experience of 500
automated bus, over a automated buses in users with existing HMI options and
operating fully in period of 6 rural area and operation experience. Identification
real roads months. combination to MaaS of pros and cons, selection of good
+10 PT and other “feeder” practices.
operators/ transportation means. Phase III: Demonstration of
stakeholde Analysis of user suggested optimised solutions.
rs acceptance Training at site (with tools emerging
differentiated by from WP4).
passenger cluster.
RO-6. Real road, Zaventem to Brussels and in Brussels, Belgium. Responsible partners: VUB, VIAS
1 automated 350 users Acceptance of I, III Phase I: Assessing experience of 350
shuttle (of Level 4 and 5 bus passengers, use (non- users and 5 operators with existing
and 5) and 1 non- operators automated shuttles will HMI options and operation
automated ones. over a also circulate; allowing experience. Identification of pros and
period of 6 passengers to select cons, selection of good practices.
months, 20 vehicle type), analysis Phase III: Demonstration of
experts per passenger cluster. suggested optimised solutions.
Relation to connected Training at site (with tools emerging
MaaS options. from WP4).
Acceptance of
operators and
stakeholders.
RO-7. Traffic Management, Rome, Italy. Responsible partner: SWM
Rome - Traffic 5 TMC Acceptance & II, III Phase II: Test (with 5 operators)
Management operators operation capacity of alternative autonomous bus
control centre. the Traffic operation principles for TMC
Level 1 connection Management operators operators, as they emerge from WP3
Road towards autonomous and through an iterative process to
infrastructure vehicles & mixed flows, optimise and finalise them.
(traffic lights) with before and after WP4 Phase III: Demonstrate the final
vehicles. based TMC operators chosen operation principles and
Extension of the training and for perform training activities to TMC
TMC concept to alternative operators, using also the relevant
further levels autonomous bus training schemes from WP4.
operation principles.
RO-8. Simulators in Linköping, Sweden. Responsible partner: VTI
May 2019 31
Equipment
Moving-base 10 Bus Driver/passenger and II, III Phase II: Testing alternative HMI
bus/truck drivers and vehicle interaction at options (deriving from WP3) for the
simulator, 1 30 bus transit points driver-passenger interaction with 10
VR/AR simulation passengers, (transition level 2 → 4), bus drivers and 30 passengers at bus
toolkit, including 20 experts based on ADAS&ME transit points (in simulated
passenger views. sensors & algorithms environment). Assessment and
Level 3 and level 4 for interaction /hand- optimisation through an iterative
functions. over optimization & process following WP3 activities.
acceptance. Co- Phase III: Demonstration of
simulation using VR + optimised HMI (as emerging from
moving base bus driving Phase II) and training of bus drivers in
simulator. simulator, following the WP4
emerging training schemas.
RA- 1. Rail simulator facilities at VTI (Linköping). Responsible partner: VTI
Several types of >20 train Collaborative training in II, III Phase II: Test (with 20 train drivers)
passenger and drivers from Level 3-4 functions for alternative operation principles as
freight trains, with >4 different traffic management & they emerge from WP3 and iterative
proper vehicle train train drivers using co- process to optimise and finalise
dynamics operators simulation across them.
modelling, ERTMS signalling Phase III: Demonstrate the final
corresponding to protocols. Assessment chosen operation principles and
Level 3+ of relevant WP4 perform training activities to train
training schemes drivers and operators, following the
effectiveness. training schemes from WP4.
RA-2. Rail Simulator at TUB, Berlin, Germany. Responsible partner: TUB
Real interlockings ~ 30 Examining HMIs for II, (III) Phase II: Testing alternative HMI for
with H0 scale participants GoA3/4 operation GoA3/4 operation (train operator
model railway (e.g. train (train operator perspective) to optimise good
(Level 0 / 1). drivers, perspective) and the existing practices, through an
Implementation of operators, impact of WP4 relevant iterative process in parallel and in
user interfaces for signalers, training on their cooperation with relevant WP3
future signallers etc.) acceptance. optimisation activities, with the
and dispatchers in participation of 30 participants
the operations Phase III: Impact of WP4 training on
control centre for performance & acceptance of users-
Levels 3-4. participants.
MA-1. Automated workboats in the archipelago off Faaborg, Denmark. Responsible partner: TUCO
4 automated >20 Operator acceptance I, II, III Phase I: Assessing experience of 20
ProZero operators and cost efficiency of operators with existing HMI options.
workboats using automated Identification of pros and cons,
Levels 3 – 4 workboats for 3D selection of good practices per
(Dangerous, Dull or automation level.
Dirty) tasks. Impact of Phase II: Test (with 20 operators) of
WP4 relevant training alternative HMI for workboats
to operators’ efficiency operators as proposed by WP3 and
and acceptance. through an iterative process to
optimise and finalise them.
May 2019 32
Equipment
Phase III: Demonstrate the final
chosen HMI and perform training
activities to workboat operators,
following the training schemes from
WP4.
AV-1. Professional drone operations in Rome, Italy. Responsible partner: DBL
6 Drones >20 drone Logistics drone I, II, III Phase I: Assessing experience of 20
operators operators’ acceptance operators with existing automation
and cost efficiency principles options. Identification of
comparisons, as well as pros and cons, selection of good
assessing the impact of practices per automation level.
WP4 training schemes Phase II: Test (with 20 operators)
to their efficiency and alternative HMI for drone operators
acceptance. as they emerge from WP3 and
through an iterative process to
optimise and finalise them
Phase III: Demonstrate the final
chosen HMI & perform training
activities to drone operators,
following the training schemes from
WP4.
Moreover, at least 3 special demonstration events will be organised throughout the project duration (one per
year) in conjunction with big relevant events, such as TRA and ITS conferences, or other events agreed with
the EC and the key user communities within the project, namely FIA, UITP and IRU. These will be linked also
to the project Workshops (see WP8).
Due to the high importance and the great number of pilot sites in Drive2theFuture and given the impact of the
efficient implementation of pilot testing to the overall project work, a Pilot Board has been established (see
section 4.2.5).
2.8. Working methodology

In Drive2theFuture, work starts with identifying and clustering the affected user categories, of all modes, with
their special needs and characteristics (e.g. VRUs), along with an overview of automated functions and the
definition of relevant terminology, to be used as a basis for the work of all other project Activities. At the same
time, consumer surveys will be undertaken, addressing all different clusters (as defined above), in 20
countries, involving at least 1000 participants in each of them (total 20000 responders) and requiring
significant resources for their planning and implementation, as well as for the collection and analysis of the
acquired data. Moreover, an assessment of the acceptance risk of each cluster (both before and after the
piloting, development, demonstration and training activities) will be performed, based on FMEA methodology,
with the suggestion of relevant mitigation strategies. Open research issues (as originally identified in Table 1)
will be revisited and updated, leading to the definition and prioritization of relevant Use Cases and priority
scenarios. In this process, issues regarding transferability between different transportation modes will be
discussed, while a taxonomy of knowledge and skills required for AV operation per mode will be suggested
(WP1).
In WP2, focus lies on modelling the behaviour of AV “drivers” and predicting the progress of acceptance in
each of the proposed scenarios for automation introduction. To this scope, work is initiated by the collection
and analysis of relevant findings and cumulative knowledge from previously undertaken research activities.
May 2019 33
Then, several parallel actions will be undertaken towards the final product of this WP, which is the creation of
a developer’s simulation suite. These include: the definition of methods for big data collection, analysis and
use and associated modelling and prediction through combination of information (data fusion); the creation
of a simulation platform suite, driving the data from collection and processing to impact assessment and
acceptance, with the use of different simulation tools and the implementation of different scenarios; the
development of the 1st AV “driver” behavioural model (for passenger cars, with foreseen possibility of
transferability to other modes), using previous and own project data; the performance of social media
sentiment analysis, in order to identify user-expressed position (phobias, prejudice, etc.) towards AVs and how
this evolves throughout the duration of the project. All these will ultimately be incorporated in a single suite
– the above-mentioned “AV developer’s simulation suite”, for evaluating AV functions and HMI, which will be
adequately optimized.
Almost in parallel to WP2 activities, WP3 will work towards defining optimal affective and persuasive HMI for
different user clusters and AV levels, thus setting the ground for raising acceptance. To do so, an HMI
development toolkit for AVs will be developed, along with its components, i.e. HMI elements libraries (upon
benchmarking existing elements and iteratively testing new, optimised ones, per mode, user cluster and
automation level), examining conspicuity enhancement and interaction with non-automated traffic
participants and developing personalisation strategies and tools (including wearables) for the adaptation of
HMI per user cluster and automation level.
Training schemes for different user clusters, transportation modes and automation levels will be developed in
WP4. Initially, the training needs of the different cohorts will be identified, emphasising on lifelong training,
in order to proceed with the development of VR/AR and multimedia training tools and the definition of training
programmes per user cluster. Certification requirements and impacts to employment will be specially
investigated, while measures for acceptance creation and training incentives will be proposed.
The developments of the above WPs are iteratively tested in three phases, within WP5, in 12 complementary,
multi-national pilots, addressing all transportation modes and using a variety of testing procedures (test track,
VR/AR, real road, simulators). The first phase testing aims at setting the scene, facilitating the work of WP1
and collecting current views and perceptions of users upon experiencing automated functions. In the second
phase, tests focus on the optimisation of the proposed HMI solutions in three iterations, while in the third
phase, finalised optimised solutions will be demonstrated and training tools and schemes piloted.
Impacts of the proposed solutions are analysed in WP6, upon defining a relevant impact assessment
framework, along with extracting, quantifying and prioritising adequate KPI’s. Impact assessment is performed
in different levels, by comparing stated to a priori expectations as well as by measuring the KPIs performance
in the pilots. The potential and the impacts of correlating automation with MaaS is also studied here, while an
extension of ESoP to automation will be suggested.
Ethical and legal issues are dealt in WP7, including sociocultural and gender issues, safety and security
implications and by correlating the state legal framework and readiness score to the user acceptance in
different countries.
WP8, is dedicated on the broad dissemination and exploitation of the project results, in order to maximise the
impact of the project findings. For a project like Drive2theFuture, aiming to public awareness and acceptance,
dissemination is the key issue to focus on, thus a series of activities and initiatives have been planned. Apart
from traditional dissemination measures (website, flyers, newsletter, social media), Drive2theFuture plans to
introduce the nomination of “AV Ambassadors”, engaging famous people from different social areas to act as
promoters of automation, for maximising public acceptance. An interactive User Forum will be set up and
maintained throughout the duration of the project and three main workshops will be organised (in M10, M20
and M33 of the project), along with various concertation and demonstration activities (concertation meetings,
demonstrations in key European and International Congresses, etc.) The participation of all 31 partners in the
dissemination activities has been foreseen, thus ensuring the multiplication of dissemination channels and
opportunities for the project results. Moreover, business models and exploitation plans will be carefully
defined and a set of guidelines and policy recommendations issued. Finally, a roadmap will be defined,
showing the anticipated path of automation user acceptance.
May 2019 34
WP9 contains all the project management activities, including Administrative, Technical, Innovation and
Quality management, the Ethics board, the International Advisory Board, as well as concertation and project
clustering actions.
Finally, WP10 is dedicated to the ethics requirements for the project.
Drive2theFuture will run for 36 months, encompassing 10 closely interrelated WP as seen in the table below:
Table 4: Drive2theFuture Workpackages and their Activities
Drive2theFuture Workpackages & Activities
WP1: “Driver”, traveller and stakeholder clustering a priori needs and wants and UC’s. -CERTH
A1.1: “Driver”, traveler and stakeholders clusters, terminology and automated functions overview-AIT
A1.2: Voice of customers surveys and expert walkthroughs-FIA
A1.3: Acceptance Risk Assessment-CERTH
A1.4: Open research issues and hypotheses-CERTH
A1.5: Transferability from/to other modes-Dblue
A1.6: Taxonomy of knowledge and skills required to operate an AV-NTUA
A1.7: UCs and priority scenarios-CERTH
WP2: Behavioural modeling of autonomous vehicle “drivers”-NTUA
A2.1: Data gathering from relevant projects-DEUSTO
A2.2: Big Data analytics and data fusion-TUM
A2.3: Simulation platform suite creation and scenarios realization-NTUA
A2.4: Behavioural models-TOI
A2.5: Sentiment analysis on social media-INFILI
A2.6: Extendability, optimization and sustainability of simulation platform and tools-NTUA
WP3: HMI issues-FhG/IAO
A3.1: Benchmarking of alternative HMI principles and good practices recognition -FhG/IAO
A3.2: Affective and persuasive HMI for automated vehicles -FhG/IAO
A3.3: Conspicuity enhancement and interaction management with non-autonomous traffic participants-AIT
A3.4: A wearable-based analysis of emotional responses-INFILI
A3.5: HMI and training content adaptability and personalisation-CERTH
A3.6: HMI development toolkit for Avs-FhG/IAO
WP4: “Driver”, user and stakeholder training - UITP
A4.1: Training needs, with emphasis on lifelong training-WEGEMT
A4.2: VR/AR and multimedia training and awareness tools-VTI
A4.3: Training programmes per user cluster and sentiment analysis-INFILI
A4.4: Certification requirements and impacts to employment-IRU
A4.5: Acceptance creation measures and incentives-UITP
WP5: Pilot tests-VTI
A5.1 Pilot plans-VTI
A5.2: Demonstrations development-FhG/IAO
A5.3: Simulation model runs-TUM
A5.4: Simulator pilots-VTI
A5.5: Test bed pilots-FZI
A5.6: Demonstration pilots-AIT
A5.7: Demos at events-CERTH
A5.8: Pilots results consolidation-DEUSTO
WP6: Impact assessment and correlation of automation to MaaS-CTL
A6.1: Impact assessment framework-CTL
A6.2: KPI’s extraction, quantification and MCA prioritization per stakeholders’ group-VUB
A6.3: Correlation of automation to MaaS-SWARCO
A6.4: Comparison to a priori expectations-IFSTTAR
A6.5: Impact assessment based on Pilots -CTL
May 2019 35
Drive2theFuture Workpackages & Activities
A6.6: Towards an ESoP extension to automation-HUMANIST
WP7: Ethical, security and legal issues-TOI
A7.1: Ethical, sociocultural and gender issues-HUMANIST
A7.2: Safety and Security issues-TOI
A7.3: Correlation of state legal framework and readiness score to user acceptance-STELAR
WP8: Dissemination Standardization and Exploitation -RACC
A8.1: Dissemination plans and actions-RACC
A8.2: User Forum and events-RACC
A8.3: Business models suite for market uptake of connected, cooperative and automated transport-
SWARCO
A8.4: Exploitation plans-IAM
A8.5: Guidelines and policy recommendations-UITP
A8.6: Automation User Acceptance path roadmap-CERTH
WP9: Project Management - CERTH
A9.1: Overall and Administrative Management-CERTH
A9.2: Technical, Risk and Innovation Management -CERTH
A9.3: Quality and Ethics Board-CERTH
A9.4: International Advisory Group-UITP
A9.5: Concertation and project clustering actions, including pairing with non-European projects-CERTH
WP10: Ethical Requirements - CERTH
The upper level interrelation of Drive2theFuture components is depicted in the following figure.
May 2019 36
Figure 13: Graphical presentation and inter-relation of Drive2theFuture components.

Drive2theFuture will come up with 45 Deliverables. There are 9 intermediate key Milestones, whereas each
WP includes a number of Control Points, in order to ensure the timely delivery of the project outcomes.
2.9. Core Innovation

The project approaches automated vehicles awareness & acceptance issues from a holistic point of view, since:
• It supports awareness and acceptance creation through a multitude of interconnected tools; from
surveys based upon short videos and sketches, to WoZ, simulator, AR-simulations and tools, test track
and road demonstrators (including real life experience of automated PT operation over many months).
• It covers all vehicle types (car, truck, bus, PTW, rail, ship, drone) and all automation levels; with
emphasis on Level 3 to Level 4 comparison for road automation. It performs a comparative study
between different types of vehicles and different transportation modes, relating automation of all
modes together in order to enhance acceptance by transferring the already accepted automation
modes’ concepts to the rest.
• It considers all users’ and stakeholders’ groups, such as car and PTW drivers/riders, professional
drivers (of truck, bus, rail, ship, drone), VRUs and drivers/riders of non-automated vehicles, as well as
driving instructors, automated vehicle operators and TMC controllers, automated functions
developers, research experts, authorities’ representatives, etc. It is addressing acceptance of
automation by groups that have not yet been thoroughly researched, such as PTW and vessel
May 2019 37
passengers, transport operators of different modes, as well as specific VRU groups, such as PwD,
elderly, children parents, drivers of non-automated vehicles, etc.
• It perceives not only to obvious and explicit but also the implicit and hidden user phobias and
expectations on automation through a social media sentiment analysis and a wearable emotions
assessment toolkit.
• It develops and tests various HMI and interaction strategies for all modes. For road automation it
focuses upon both Levels 3 and 4, in order to enhance user acceptance, automated vehicles and VRU
conspicuity and take into account the user/“driver” state, special needs and preferences (through
adaptive, intuitive, affective and persuasive interfaces).
• It is user centric (with strong involvement of FIA & many of its clubs, UITP and IRU) and provides equal
emphasis to user (driver/rider/pilot) and operator/stakeholder acceptance; giving proper priority to
cost efficiency and legal/operational issues.
• It develops tools for each user and stakeholder group, such as: a driver instructor training curriculum
and tool, a novel ESoP on AVs HMI for the industry, policy and standardization recommendations, as
well as a User Acceptance creation path & roadmap to automation for authorities, along with several
user awareness tools for all user types (including an e-learning module for students and schools).
• It is expected to attract significantly higher numbers of participants to its training and dissemination
activities, due to the implementation of browser-based, social media-based, or VR goggles-based
applications. In the past immersive demonstrations were only possible in expensive driving simulators
– but Drive2theFuture will be basically delivered cost-free to end users’ own digital hardware
remotely.
• It combines ΗΜΙ and automation strategies optimisation with training and other incentives to define
the best combinations to create a sustainable enhancement of public acceptance on automated
transport.
2.10. Expected Impacts, preliminary KPIs & SWOT analysis

2.10.1. Scientific and Technological Impact and Innovation
Drive2theFuture addresses key technological challenges and introduces big scientific innovations, resulting in:
• Introducing a common terminology and novel user clustering regarding AVs of all modes, thus
enhancing the common understanding between specialists, users and stakeholders in the field
• Facilitating cooperation between and across modes, by defining a structured transfer of practices as
well as a relevant taxonomy of future AV operators required knowledge and skills.
• Creating the first AV “driver” behavioural model for passenger cars, thus allowing developers and
researchers to model and pre-assess the behaviour of drivers when designing an AV. Also, this
provides a first step, towards extending the model also to other transportation modes.
• Developing a Developer’s simulation suite, incorporating a number of innovative tools, such as: i) big
data analytics, b) micro and macro simulation environments, c) correlation of user sentiments and
emotions, d) AV driver behavioural model; thus providing the developers of AV with a holistic
approach and allowing them to optimally plan and predict the performance and acceptance of their
products.
• Developing an HMI development toolkit, including a variety of tools, such as: i) HMI elements libraries,
ii) HMI testing procedures, iii) HMI personalisation strategies and tools (including wearables); this will
provide a holistic solution for HMI development, considering the needs and characteristics of different
users, modes and automation levels, thus allowing relevant adaptability, in order to provide the users
with affective and persuasive HMI for AV functions, taking into account also conspicuity and
interaction with non-autonomous traffic participants.
• Adapting VR/AR and producing MMT for user experience creation and AV functionalities training for
all relevant groups of users and stakeholders.
May 2019 38
• Introducing an ESoP extension to automation, covering all transport modes and automation levels, as
guidance to the Industry and Authorities, as well as an Automation acceptance creation path
Roadmap; to maximise and optimise the AV proper market penetration.
2.10.2. Impact on market penetration of AV user acceptance

A steady market penetration, which would be necessary for achieving an optimal deployment of AVs, means
having a high and stable acceptance by key stakeholders and citizens. Public acceptance has been directly
linked to familiarization and use, that results in building of trust. User acceptance is the key factor to AV
introduction and market penetration, for all transportation modes. Research indicates that user rating of self-
driving vehicles’ safety changes significantly after experiencing AD themselves [58]. Baseline will be estimated
based on existing market update and penetration studies derived by the analysis of both real and simulated
calculations, such as the European Roadmap for smart systems in automated driving [76], their contribution
in electrification of transport [77] and the management of their interruption and how it influences the market
uptake [78]. However, these studies are only indications of the literature review to be conducted within the
project (A2.1).
Impact justification:
Taking into account that in just one year, familiarity through mainly publications in media and awareness
campaigns resulted in an acceptance enhancement from roughly 29% to 58% (100% increase) [75] and
considering that the remaining “non-convinced” citizens are harder to be persuaded (“scepticists”),
Drive2theFuture, through a combination of optimisation of conditions of use (by optimal and adaptable
HMI, training, incentives) and awareness creation through experience of use (via interactive digital media,
social media, WoZ trials, VR/AR demos, simulations, driving/rail simulators use, test track and real road
demonstrations across Europe) aims to an enhancement of user acceptance, setting the realistic goals of an
average 50% increase (before-after use), when combining all project developed tools (over 25% only
through hands-on experience of real life demo, over 10% using digital/interactive demos and simulations).
If this is proven feasible and since project developed tools will be provided free of charge and/or
commercialised after its end, this effect may reach the wider population through the participating
Associations and actors in all transportation means (UITP, IRU and FIA for road transport, EURNEX and TUB
for rail transport, WEGEMT and TUCO for maritime transport, DBL for air transport, SWM for TMCs and road
infrastructure, HUMANIST for HMI issues, etc.) and third parties.
Preliminary identified KPIs:
KPI-1: User acceptance rating on UAS scale;
KPI-2: Vehicle operators’ acceptance on UAS scale;
KPI-3: User acceptance after hands-on experience of AVs (Conflicts between automated vehicles and other
traffic participants);
KPI-4: Comparative WTH/WTP before/after the pilots.
Project targets:
KPI-1: Overall mean user acceptance above 6 after the Pilots and overall mean user acceptance above 7 for
VRUs (as redefined in the scope of the project);
KPI-2: Mean vehicle operators’ acceptance above 7;
KPI-3: User acceptance after hands-on experience to increase by 50%. (Level of conflicts to be reduced by
50% on average);
KPI-4: Positive Comparative assessment before/after the pilots and WTH/WTP enhancement.
Measurement tools:
UAS questionnaire (0-9 scale), simulations ; Improved HMI, training or other project-enabled interventions;
Pilot testing - At least 1000 users and 200 stakeholders to experience automated functions during Pilots.
2.10.3. Impact on transportation safety and security

In alignment to the EU’s Vision Zero: No road fatalities on European roads by 2050, as set by the White Paper
of 2011[57], safety is one of the most prominent parameters in designing and deploying AVs, while remaining
a top priority for humans to accept any kind of transportation novelty. According to recent studies in the US,
the crash rate for self-driving cars was measured at 3.2 crashes per million miles, as opposed to the average
May 2019 39
human driving of 4.2 accidents per million miles [59], thus the introduction of AVs may result up to a 24%
improvement. However, researchers still remain reluctant concerning the conditions and prerequisites for
achieving such – and possibly even greater reduction of accidents, as in the FERSI Position Paper «Safety
through automation» which expresses their concerns about whether and under which conditions autonomous
driving can alleviate the risks of road [60]. On the other hand, safety of rail transport can be increased by a
reduction of human error sources. Security is another barrier, as the AVs should not only be and feel safe, but
also secure. Vulnerability to information abuse (hacking), and features such as GPS tracking and data sharing
may raise privacy concerns. Baseline will be estimated based on existing literature [79] and stochastic micro
traffic simulations already performed [80] and users’ and experts’ perceived safety and security of existing
safety and security of AD.
Drive2theFuture shall provide (within A7.2) the most recent and updated accident statistics that are
available, including the SoA of accidents statistics of European countries and beyond, while considering
physical and cyber security aspects related to AVs. Traffic simulations (WP2) and simulator tests (WP5) will
be used to showcase the potential for accident reduction under different circumstances, traffic contexts
and for different transportation means. Furthermore, the HMI development environment and tools of A3.6,
the tested and optimized HMI and interaction to non-equipped users’ strategies of WP3 and the ESoP on
AVs HMI of A6.6 are all expected to help OEMs and Tier1 suppliers to develop more safe AVs (across modes).
Last but not least, training users of all clusters and with different roles in the transportation system, through
the training schemes and material provided in WP4, Drive2theFuture sets the basis for future transportation
actors that would know how to effectively and safely interact with AVs, aiming to verify or reassess this
expected 24% safety enhancement.
KPI-5: Number of accidents caused by human errors;
KPI-6: Number of accidents caused by machine errors;
KPI-7: Number of single-vehicle & multi-vehicle accidents;
KPI-8: Severity of accidents;
KPI-9: Number of involved vulnerable road users (pedestrians, cyclists, elderly, children) in accidents
Project targets:
KPIs- 5, 7: Reduce overall accidents caused by AVs as opposed by conventional vehicles by 20% (for the road
sector);
KPI-6: Keep it below the current vehicle malfunction errors;
KPI-8: Do not surpass the current level;
KPI-9: In spite of their potential enhanced vulnerability in automated traffic flows, keep current numbers at
least at today’s levels (no VRUs accidents enhancement)
Measurement tools
Simulations to examine the critical TTC, THeadway and other safety critical indicators in project simulators
(TOI, TUM, NTUA)
2.10.4. Socio-Economic impact

The majority of past studies have focused on assessing the direct positive impacts of C-ITS, though it is
significant to address the indirect effects as well, in order to increase public acceptability. For example, these
systems could reduce travel time by 25%, reduce fuel consumption by 10%, and emissions by 22%, resulting
in savings for the U.S. economy of $200 billion per year. According to the U.S. Department of Transportation,
these systems could create almost 600,000 new jobs within a 20-year period of implementation. In the case
of the United Kingdom, £5-billion worth of investments in the direction of ITS could create or retain 188,500
jobs annually [61]. Additionally, these systems could be at most advantageous for countries, like Japan that
strives to reduce greenhouse gas emissions or faces public health issues and financial penalties each year for
air pollution caused by transport. For instance, Hardy et al. [62] investigated the socio-economic impacts of
ITS in Michigan in 2005 and estimated that C-ITS could annually save 47,891,035 gallons of fuel and in total,
save Michigan $72,357,319 annually through commercial vehicles. Moreover, according to the World
Economic Forum [64] there are 5 main benefits perceived at societal level, in relation to the deployment of
May 2019 40
automated (and most notably shared automated) transport, namely: i) Improved road safety, ii) Increased
traffic efficiency, iii) Freed up space, iv) Decrease in pollution v) Equitable access to mobility. AVs are also
expected to have great impact on the mobility of elderly and disabled people. It is estimated that higher levels
of automation will lead older seniors to increase their vehicle miles travelled by 83% [63]. Apart from the
above-mentioned references, baseline will be primarily estimated based on existing studies’ findings [81] and
adoption measures [82].
Related to the above, Drive2theFuture solutions are expected to contribute towards:
• Boosting the economy of AVs by increasing user acceptance and measure the impact through Positive
Comparative CEA from Pilots and automated vehicle operators.
• Foster the industry competitiveness, by investigating the voice of customers through relevant surveys,
thus allowing their production to align with users’ preferences and needs, resulting to more appealing
and acceptable products.
• Enlarging the market and industry competitiveness by suggesting new, personalised HMI, which would
minimise the time for the user to get accustomed to the system, thus encouraging them to adopt and
use AVs.
• Foster the mobility of mobility restricted citizens (mostly through higher levels of automation) thus
encouraging them in being more active in the business and economy arena and enhancing their QoL.
According to SMMT [68] 56% of people surveyed with disability were the most excited about CAVs
• Minimise the costs and increase the effectiveness of freight transport by introducing automated
multimodal freight transport applications and raising the acceptance of fleet managers and owners to
use them (through specifically designed/adapted interfaces and adequate training).
• Promote the creation of new jobs in the transportation sector, through adequate training of
professionals (see also section 2.1.5.2), thus boosting workforce employability and the economy.

KPI-10: User opinion/rating of AVs;
KPI-11: % modal shift and travel time in collective transport;
KPI-12: Impact on elderly and mobility restricted people;
KPI-13: Number of sales of autonomous vehicles;
KPI-14: Consumer willingness to have and to pay for autonomous vehicles
Project targets:
KPI-10: Users’ view of automated functions after Pilots to be much closer to actual performance than
before;
KPI-11: Achieve a 5% modal shift and a higher share of travel by collective transport;
KPI-12: Overall rating from young, elderly and mobility restricted people above 6 after the Pilots;
KPIs-13,14: Positive Comparative CEA from Pilots (for most modes/Pilots) and automated vehicle operators
Measurement tools
Simulations and modelling (NTUA); Integrated micro simulation framework based on SUMO (CERTH/HIT);
Industry experts to evaluate prospects and expected growth.
2.10.4.1. Impact on Environment and Traffic Efficiency
In terms of environment and traffic efficiency, EU reports show that when vehicles become increasingly
connected and automated, they will be able to coordinate their manoeuvres, using active infrastructure
support and enabling truly smart traffic management for the smoothest and safest traffic flows. Moreover, in
combination with Mobility as a Service (MaaS), where people who will use collective transport means for their
transport, the number of vehicles is expected to decrease, bringing a positive impact on the environment, the
infrastructure and the efficiency of the transport systems [65]. According to [67] survey for forecasting
autonomous vehicle trends, respondents estimated that on average 42% of AVs would be owned. Latin
Americans seem to be more attached to owning a vehicle and their average expectation is 56%. Western
Europeans are in the other extreme, perhaps because they are used to better public transport, with only 33%
of ownership estimated there. In the same study, more than 60% of the answers stated that the majority of
the AV fleet will be available for rent. Indeed, companies like Uber and Lyft are extremely well placed to exploit
May 2019 41
this technology with their experience to manage fleets and direct vehicles to areas of greater demand at any
one time. Baseline will be based on current literature findings as well as microsimulation estimates with
automated vehicles without this project’s technologies [83].
The effort of combining MaaS with AVs through joint business models and demonstrations within
Drive2theFuture (A6.3) is expected to further empower this trend, thus lead to a traffic efficiency
enhancement and subsequent CO2 and NOx reduction. By simulating (in WP2) various MaaS penetration
rates (of A6.3) in AV fleets, the optimal schemes will emerge, as well as strategies to achieve them
KPI-15: Vehicle density in congested roads for efficiency of traffic flow and infrastructure capacity;
KPI-16: Number of users per vehicle (AVs+MaaS);
KPI-17: PT reliability;
KPI-18: Greenhouse gas (GHG) emissions (in kt) within measurement period.
Project targets:
KPIs-15, 16, 17: Acceptance, infrastructure and operators’ efficiency enhancement by at least 1 in the UAS
scale before/after Pilots;
KPI-18: Contribute towards the EU 2030 target of reducing transport related GHG emissions to around 20%
below their 2008 level (1.107 million tonnes CO2-equivalent) [66].
Measurement tools
Multimodal macroscopic road network model (NTUA); Game theoretic data driven PTW traffic model
(IFSTTAR).
2.10.4.2. Impact on the Transportation Workforce Development
Building on user acceptance, employability is an important issue to ensure that transport automation will have
a neutral, if not positive, impact on EU economy. To this end, the Commission has put priority on digital skills
at all levels, from basic to high-end, so that transport professionals have the opportunity to acquire the skills
and knowledge they need, to master new technology and to be supported during labour market transitions
[65]. Transport is a key sector and a major contributor to the economy (4.8% – or €548bn – in gross value
added overall for the 28 EU countries) and sustains over 11 million jobs in Europe [69]. Manufacturing of
transport equipment provides an additional 1.7% GDP and 1.5% employment [70]. Only Road Transport is
employing about 5 million people across the EU and generating close to 2% of its GDP [71].This fact, combined
with the rapid changes of the transportation sector, such as the automated and connected transport systems
development, increases the need for continuous education, training and qualification of the sector’s human
capital. The transportation sector is considered of key importance for both employment and economic growth
and the need for proper training and re-training of its workforce, in order to be consistent with the emerging
and future trends, is now more urgent than ever. According to the European research project SKILLFUL [74]
which aims to contribute to the above described need by critically reviewing the existing, emerging and future
knowledge and skills requirements of workers at all levels in the transportation sector, 28 priority schemes
and future scenarios on prioritised skills and competences have been identified concerning the professions
that are expected to be mostly affected by the present and future changes and developments of the European
transportation system (13 for jobs/ positions to be changed or eliminated, and 15 for jobs/ positions to be
emerged). Most of the professions identified (both from those to be affected and also the ones expected to
emerge) are linked to the development and increase of the autonomous & unmanned transport systems.
Baseline will be based on current literature findings as well as existing experts and workforce representatives’
surveys [84]. Knowledge gain by SKILLFUL project will be transferred and used as a basis to refine the baseline
estimations and their quantifications.
Novelties – most of which are introduced in Drive2theFuture work – in transport driving forces and trends
(such as automation and connectivity, electrification, digitalization, circular economy & recycling and
industry 4.0, etc.), in technological advancements (such as the evolution of information technologies and
telematic applications, the AR, the AI, Cooperative Systems, V2X interfaces etc.), in business schemes (such
as Transport on Demand schemes, etc.), as well as in transportation services (such as MaaS, personalisation
May 2019 42
of services, etc.) are expected to change the working ecosystem of transport. Drive2theFuture, addresses
these challenges in a multifaceted approach: by defining a taxonomy of knowledge and skills that are
needed for operating AVs per transportation mode and automation level (A1.6) and accordingly developing
and testing innovative, user friendly and multimodal training schemes and material (WP4), along with
affective persuasive, trusted and personalised HMI (WP3). In this way, the requirements for the AV
transportation employees are defined and the ways to obtain them are provided, thus defining an overall
approach for preparing the transportation employees of the future, facilitated through at least 10 training
schemes for drivers, riders, passengers, VRUs, operators of all modes.
KPI-19: % of job loss/growth of transport-related professions.
Project targets:
KPI-19: At least neutral impact, if not positive, to employability
Measurement tools
10 internal and 10 external experts will evaluate the skills, curriculum and training schemes.
2.10.4.3. Policy and regulatory impact

A number of legislative issues are associated with automated vehicles ranging from civil and commercial
liability, to privacy and cybercrime. Who will be held liable in case of incidents? Which data will be available
and to whom, and under which conditions? Once the privacy framework is established, the question is if it will
be possible to control the data processes? These are only some of the questions that arise when considering
this new technology. Automated vehicles will interact with other (regulated) sectors and will have to comply
with construction and safety regulations, traffic laws, licensing, liability, insurance, etc. However, the
discrepancy in legislation between Member States cannot be underestimated. In the UK for instance driverless
cars in pilot projects can drive on public roads without any primary legislation, whereas the same is impossible
in other Member States. Furthermore, distinction can be made between vehicles using driverless technology
with a qualified driver able to take over the control and fully autonomous (truly driverless) vehicles. This will
of course also impact any legal and regulatory assessment. In this context, EU and international regulatory
bodies already plan adaptations for the regulation of use of AVs. For instance, the UN Convention on Road
Traffic and the European Driving Licence Directive are currently under revision in order to adapt their terms
to the introduction of automated functions (see also Section 2.2.6). A good overview of the current situation
in the Road Sector is given by the recent CARTRE Deliverable. Moreover, existing identification of relevant EU
and international policies and regulations from existing literature reviews [85] will be identified and will act as
the basis for defining and quantifying the implications of this project to policy making.
Drive2theFuture:
• Investigates the correlation of user acceptance with the legal and regulatory framework of different
states (in A7.3), thus striving to provide indications of the implications of different legislation and levels
of legislation on user acceptance.
• Focusses on the training of users, in order to be better prepared for the novel way of mobility provided
by AVs. The taxonomy of knowledge (defined in A1.6) along with training programmes and schemes
(of WP4) developed with the project may contribute to the revision of Driving Licence practice for
novice and, most notably, experienced drivers.
• Through the definition of AV user clusters and relevant terminology (within A1.1) will put the stone in
creating and commonly agreeing new definitions and terms for common understanding in the AVs era.
• Gives special attention to ethical, safety and security issues, investigating and analysing (also through
wide consultation with relevant experts) existing and emerging policies and regulations along with the
solutions and innovations emerging from the project.
• Plans to develop a revision to the existing ESoP for HMI (A6.6), by using the findings of its own pilots
and existing best practices (taking also into account the GEAR 2030 Final Report), thus setting the
specifications for optimal HMI of AVs, which will positively affect user acceptance.
May 2019 43
• Sets out a plan for the enhancement of user acceptance for AVs (in all transport modes, including
multimodal transport), in the short, mid and long term, through the creation of the Automation User
Acceptance path Roadmap (A8.6).

KPI–20: Number of key stakeholders’ organisation adopting the project ESoP and Roadmap and using the
proposed terminology
Project targets:
KPI-20: ESoP draft accepted by at least 2/3rds of external experts participating in the WP8 workshop of
Month 33 and endorsed by at least 8 relevant European Associations. Roadmap and terminology endorsed
by at least 5 stakeholders organisations participating in the project (UITP, FIA, IRU, HUMANIST, WEGEMT,
EURNEX) and 5 more (external to the project), while receiving positive opinion of legislators at EU level (EU
Parliament, EC DGs).
Measurement tools
Endorsement letters by above organisations. Representatives of 3 EC DGs and of TRAN committee of
European Parliament to provide positive feedback
2.10.5. SWOT Analysis

A preliminary SWOT analysis of the project follows below:
Figure 14: Drive2theFuture preliminary SWOT Analysis.
May 2019 44
3. Project Administrative Organisation

3.1. Organisational Structure
Drive2theFuture project encompasses 31 partners and 10 interdependent workpackages. Hence, it is
important to establish a governance and management structure (Figure 15) that is able to meet the challenges
of the successful project implementation. As such, it is designed to achieve the following goals:
1. Lean structures and procedures for agile and cost-effective project management.
2. Equitable distribution of activities & responsibilities among all 31 partners.
3. Efficient vertical and horizontal information flow, especially between Workpackages.
4. Proactive conflict resolution mechanisms.
5. Thorough assessment of potential risks involved.
6. Optimal assignment of experienced personnel to the scientific, technical and managerial tasks.
In addition to the procedures described here, all partners have agreed to sign a Consortium Agreement prior
to project start-up. The project structure is defined to allow reliable overall coordination, efficient
communication, clear decision procedures, workflow giving rise to Deliverables meeting time and quality
requirements, all done in accordance to the European Commission Grant Agreement and the project
Consortium Agreement. The project management structure and procedures described below should be read
in conjunction with the description of WP9.
Figure 15: Drive2theFuture project governance and management structure.
3.2. Consortium bodies and roles

3.2.1. Project Management Team (PMT)
The Project Management Team consists of the Coordinator, the Technical and Innovation Manager and the
Quality Manager. It acts as the main consensus-building body on overall project coordination and as such
provides a link between the WP leaders and the Partner Board. Through regular meetings, such as bi-weekly
management team telcos, it can identify problems and delays early and proactively prevent conflict situations
and anticipate deviations from the project plan. The tasks of the PMT are as follows: convenes virtually with
bi-weekly telcos, and physically when needed; closely monitors progress in the project WPs; nominates and
instructs task forces as needed; prepares the meetings of the Partner Board; discusses and decides on issues
that affect multiple WPs or the project as a whole; acts as intermediary in cases of conflicts that cannot be
resolved on WP level.
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3.2.1.1. Administrative & Overall Coordinator
The Coordinator is the executive officer of the Drive2theFuture project and is responsible for the overall
project coordination, including monitoring, reporting, conflict resolution, financial accounting and delivery of
the project results to the EC. The Coordinator is responsible for the execution of H2020 rules. In order to fulfil
these tasks, the Coordinator chairs all governing and management bodies and convenes them as needed. The
Coordinator acts as liaison with the EC and other outside stakeholders and, in coordination with the PMT,
identifies adjacent research projects for interaction and exchange of results, resources and activities.
The Drive2theFuture Coordinator is Ms Evangelia Gaitanidou (CERTH/HIT). She is a Civil Engineer, MSc
Transportation Systems and works as Senior Researcher in CERTH/HIT. Her relevant fields of expertise are
namely: Road safety, Automated Driving, Resilience, Clean Vehicles, Sustainable Transport, C-ITS,
Transportation of Ε&D, Mobility for All. She has participated on administration and technical level in more
than 15 research projects and authored over 30 publications in refereed journals, books, and conferences. In
CERTH/HIT she is the Head of the Road Safety and Security Lab. CERTH/HIT has for more than a decade
demonstrated, excellence as well as research and technological innovation in transport research, with a
dedicate Sector on Driver & Vehicle research (Sector A). CERTH/HIT has been involved in the coordination
team of more than 50 European research projects, specifically in the area of ITS applications in transport,
leading relevant European research projects.
The Coordinator undertakes the following responsibilities: manages and supervises overall and administrative
project coordination; is responsible for overall project quality and professional management; decides on
operational issues affecting more than one WP; is responsible for all financial transactions, concerning the
Community’s financial contribution; has a veto right in proposed re-allocations (among partners) of
distributions (within a single partner) of budget; supervises the scientific quality of all deliverables, legal issues,
IPR issues and Consortium matters; fulfils the obligations under the Grand Agreement with the EC; represents
the project towards the EC and external stakeholders; and ensures that conflicts are resolved with mutual
agreement.
3.2.1.2. Technical & Innovation Manager

The Technical and Innovation Manager supports the Coordinator in the monitoring of the quality and pace of
the work, to guarantee the timely achievement of the technical activities of the project, as well as the
compatibility and complementarily of the followed approach, to preside over technical meetings and propose
mitigation strategies to technical problems.
The Drive2theFuture Technical & Innovation Manager is Dr Evangelos Bekiaris (CERTH/HIT). He is the Director
of CERTH/HIT, PhD Mechanical Engineer of the National Technical University of Athens, former Research
Director (Grade A Researcher) and former Head of the sector “Driver & Vehicle”. He has participated in over
100 research projects up to date, in 36 of which has led all the research consortium. His field of expertise
covers issues of road safety, clean vehicles, smart grid applications, specialized telematics applications for
vehicles, public transport and maritime transport. He has also profound experience in accessible
transportation and personalized services for disabled people and elderly.
The Innovation Manager is responsible to continuously explore ways to exploit new innovation to its fullest
possibility, such as innovative HMI concepts and interaction strategies, new training methods, measures for
increasing user awareness and acceptance (such as immersive demonstrations), incentives for motivating the
wider deployment of automated applications. Moreover, within the responsibilities of the Innovation
Manager will be the conduction of technology updates (both internally to the Consortium and externally)
regarding AVs for all modes. These will be performed annually and will aim to adequately update the work in
piloting and all other relevant project Activities (HMI, training, modelling, etc.). They will be reported in D9.8
(M17) and D9.9 (M35).
The Technical Manager’s key responsibilities are as follows:
• Constant monitoring & evaluation of the technical results over the technological objectives of the
project.
May 2019 46
• Definition of the qualitative and quantitative aims of each WP, monitoring and control of the proposed
methodology and work pace.
• Assuring compatibility between different systems, modules and demonstrators and their compliance
with the overall Drive2theFuture architecture.
• Coordinating the technical work and compilation of the technical project progress reports & demos
for EC;
• Supervision of the project demonstrations in exhibitions and key events;
• Training and guidance of the project participants on how to produce the planned innovation.
• Critical coordination and monitoring of the documentation produced in all stages of development,
identifying all components with potential for patenting and/or other IPR protection.
• Identification of various potential uses and exploitation purposes for developed new components as
well as innovation as a whole – trying to find profitable applications for use of the newly developed
technology.
• Constant focusing on identifying areas where customers’ need are not met, and then focusing
development efforts to find solutions for them.
• Ensuring on-time protection of ownership of key exploitable components of the innovation, as well as
innovation as a whole.
• Organisation of technical meetings, whenever needed, to resolve technical issues and encourage
synergies between the various WPs and work fields.
3.2.2. The Steering Committee

The Steering Committee consists of the Coordinator (chair), the Technical and Innovation Manager, and all WP
leaders. In addition, the Steering Committee may include additional members, to ensure that all major project
perspectives will be covered. The Steering Committee composition will be ratified by the PB. It will make
executive decisions on strategic issues and will have a major impact on the overall outcomes and success of
the partnership. Major decisions concerning overall technological direction of the project will be taken here.
The Steering Committee will make recommendations for amendments of the EC Grant Agreement for GA
ratification. Overall, the Steering Committee is subject to the decisions made by the PB.
3.2.3. The Partner Board (PB)

The Partner Board (PB): The Partner Board (PB) is the superior governing body of Drive2theFuture. It
represents every partner in the Consortium and is empowered to review compliance of members with the
Consortium Agreement and with the stated goals of the project. It is comprised of one delegate per partner
organisation and convenes physically at least once a year and virtually as needed. The Partner Board takes
final decisions on policy and contractual issues and conflicts as requested by the Coordinator. Each delegate
has one vote; decisions are made by consensus whenever possible. Only in cases where consensus is not
possible, decisions are made by majority voting. The majority rule is detailed in the Consortium Agreement.
The Partner Board: 1) reviews general project progress with regard to its goals, 2) decides on actions in case
of major deviations from the plan, 3) discusses and decides on changes in the structure of the Consortium, 4)
decides on re-allocation of the budget, 5) approves planned contract amendments to the Grant Agreement,
6) approves changes to Consortium Agreement, 7) decides on collaborations, if large strategic impacts are
expected by the coordinator, 8) resolves conflicts that cannot be resolved at lower management levels.
3.2.4. Quality Control Board (QCB) & Ethics Board (EB)

The Quality Control Board (QCB) is responsible for compiling, co-ordinating and supervising the
implementation of the Drive2theFuture workplan. The QCB consists of the following members: The Quality
Manager, the Coordinator (CERTH), the Technical & Innovation Manager (CERTH), one internal expert assigned
by each Partner and one expert external to the project (nominated by CERTH).
The Drive2theFuture Quality Manager is Dr. Mary Panou who has significant experience in European project’s
coordination and quality assessment.
May 2019 47
The internal expert assigned by each partner should be at least a Senior Researcher or Project Manager, not
directly involved in the project, with extensive expertise in the topic of the specific deliverable, excluding of
course its authors. In addition, the external evaluator will be appointed by the Quality Manager and may
change according to the nature and contents of each deliverable. Members of the different forums of the
project will be considered as potential reviewers especially for the public deliverables. The external reviewers
will be bound by a Non-Disclosure Agreement. The QCB will ensure the conformity of all project Deliverables
with their respective requirements (against the Drive2theFuture Description of Work, the program objectives
and against the Drive2theFuture Quality Plan). The Quality Manager will assist the Project Coordinator and the
Technical and Innovation manager in the overall monitoring and control of the project. Together with the rest
members of the QCB, they will identify important deviations from the work plan in terms of quality, timing
and resources consumed.
The Drive2theFuture Ethics Board (EB) is led by the Quality Manager and is in charge of preparing the Ethics
Manual (M6). The purpose of the Ethics Board is to ensure that the planned evaluations and tests are following
respective national regulations. Pilots will take place in 8 countries, all with different regulations for ethical
approval. All evaluations taking part in a country have a responsible person nominated for following the
project’s Ethics Board recommendation, keeping the names of participants hidden and ensuring that identities
of test subjects are kept properly confidential and anonymised before use. Moreover, a person will be assigned
early in the project lifetime, as an overall Data Manager of the project. The tasks and synthesis of the Quality
Control Board (QCB) are described in A9.3.
3.2.5. Pilot board (PiB)

Due to the high importance and the great number of pilot sites in Drive2theFuture and given the impact of the
efficient implementation of pilot testing to the overall project work, a Pilot Board has been established. The
Pilot Board is headed by WP5 leader (VTI) and consists of the pilot sites leaders (one partner per site), the pilot
leaders per type (leaders of A5.3 to A5.6) and the responsible partners for demonstrators (A5.2 leader) and
demos (A5.7 leader) development as well as for the pilot results’ consolidation (A5.8 leader). Responsibility of
the Pilot Board is the efficient management of the pilot sites and the optimal pilot execution and coordination
between sites and between sites and the rest of WPs. It is expected to achieve this through close monitoring
of the piloting activities, continuous communication (through regular telcos and physical meetings when
necessary) between the pilot sites, the Pilot Board and the Steering Committee, as well as close cooperation
with the Ethics Board.
3.2.6. Advisory Board

The Drive2theFuture Advisory Board consists of 4 high level experts in the area of Human Factors, Training and
Automation. The relevant action is coordinated in A9.4 of the workplan. The preliminary synthesis of the
Advisory Group is presented below.
Table 5: Drive2theFuture Advisory Board.
Advisory Short Profile – Key Expertise Advisory role
Board assigned
Member
Laurie Ms. McGinnis is the director at the University of Minnesota Centre for Training and
McGinnis Transportation Studies. She is active in the Council of University experience
Transportation Centres (CUTC) where she serves as Treasurer on the exchange
Executive Committee. She is active with the Transportation Research coordination to
Board, where she is a member of the Committee on International relevant US and
Cooperation and has previously served as chair of the Research and International
Education Section and chair of the Conduct of Research Committee. She projects, AB Chair
has also served as a member of several national TRB project oversight
committees. McGinnis holds a B.S. degree in Civil and Environmental
Engineering from the University of Wisconsin, along with master's
May 2019 48
Advisory Short Profile – Key Expertise Advisory role
Board assigned
Member
degrees in Public Affairs and Business Administration from the
University of Minnesota.
Zachary Dr. Zachary Doerzaph is the Director of the Center for Advanced Overview of
Doerzaph Automotive Research (CAAR) at the Virginia Tech Transportation Technological
Institute (VTTI) and a faculty member within the department of progress on AVs
Biomedical Engineering and Mechanics at Virginia Tech. Dr. Doerzaph and scientific
coordinates a research portfolio focused on measuring and improving consultation of
the performance of next generation vehicle systems. He focuses his project
efforts on the design, development, and evaluation of connected Terminology and
vehicles, collision avoidance systems, automated driving systems, driver HMI
interfaces, and driver behaviour monitoring and evaluation. Presently benchmarking
his team of faculty, staff, and students are working on a variety of
technologies that will improve transportation for all users in the near-
term and far into the future
Judith Professor Jude Charlton is Director of the Monash University Accident Consultation on
Charlton Research Centre (MUARC) in Melbourne Australia. Jude is a registered pilots and Impact
Psychologist and holds a PhD in human movement science from the assessment.
University of Waterloo in Canada. At MUARC, Jude leads the Behavioural Connection to
Science for Transport Safety Research Team and her research focuses initiatives in
on the safe mobility of vulnerable road users. Jude’s team is recognized Australia and
as a leading research group in Australia on older and impaired drivers, Canada
child passengers, cyclists and pedestrians. The Behavioural Science team
has played an important role in influencing planning, policy and
infrastructure development for vulnerable road users in Australia and
internationally. Jude has pioneered innovative Naturalistic Driving Study
(NDS) methods through new applications of vehicle telematics and
video-monitoring of drivers with child passengers and older and
impaired drivers. She has led many large-scale international projects
including the Ozcandrive older driver cohort study conducted in
collaboration with the Canadian-led project, Candrive - the very first
longitudinal study to track the relationship between real-world driving
performance and health
Henriette Henriette heads a strategic unit at the Austrian Ministry of Transport, Representative of
Spyra Innovation and Technology dealing with all aspects related to the the Ministries and
mobility transformation needed to achieve transport decarbonisation. Network
The two technological focus areas of her unit are electrification of road Authorities points
transport and automated mobility. Henriette is responsible for of view
implementing Austria’s strategy on automated mobility and is an active
contributor to European level debates including the High-Level Dialogue
on Connected and Automated Driving set up by European Member
States. Her interest focuses on a sustainable market introduction of the
technology. She holds degrees from the University of Oxford and the
School of Advanced International Studies (SAIS) at Johns Hopkins
University
The Advisory Board ensures that Drive2theFuture is aligned and up to date with the other related activities
and projects internationally. The Advisory Board has scheduled to convene three (3) times during the project
May 2019 49
duration, at key project milestones; 1) to select and define the use cases at the first year (Month 10 – during
the first project Workshop), 2) to review and provide expert feedback on the project mid-term results and
development of the systems (between Month 24 and Month 29, after the Phase II of the project pilots and
before the completion of the Phase III) and 3) validate the final project results against the original targets at
the final demonstration event of the project (Month 33).
3.2.7. WP & Activity leaders

The table below presents the Work Package leaders, as agreed among the Consortium, on entity level, during
the preparation of the project proposal, and, on physical person level, at the early beginning of the project.
Table 6: Drive2theFuture WP leaders
WP No Lead beneficiary Responsible person
WP1 CERTH/HIT Evangelia Gaitanidou
WP2 NTUA Eleni Vlahogianni
WP3 FhG/IAO Lesley-Ann Mathis
WP4 UITP Michelle Tozzi
WP5 VTI Anna Anund
WP6 CTL Davide Shingo Usami
WP7 TOI Truls Vaa
WP8 ACASA/RACC Isabel Clos
WP9 CERTH/HIT Evangelia Gaitanidou
WP10 CERTH/HIT Maria Panou
Activity leaders, on the other hand, are responsible for the coordination of the work at Activity level. They are
the first responsible for the coordination, preparation, quality control and submission of Deliverables. They
are also in charge of the actual execution and coordination of the work inside the Activity, and of reporting
the progress of work to the WP Leaders.
3.2.8. Dissemination Team

Dissemination Team consists of the Coordinator, Technical Manager, and the leader of the Dissemination WP
(WP8).
The project Dissemination and Communication Manager is Mrs Isabel Clos of ACASA/RACC with the umbrella
support of FIA (see relevant CV in Section 4-5).
The dissemination team will meet regularly in teleconferences to review and plan the dissemination activities.
The role of the Dissemination Team is to review the updates of the dissemination plan, to identify new
dissemination opportunities, and to evaluate the quality of the dissemination activities.
3.3. Project Internal Processes

3.3.1. Activity and Resource Management
In order to manage and document the project’s results in the most efficient way, activity execution and
management will be organised in a distributed way, following the project structure defined in the DoA, by the
leaders of activity management at each level as seen below:
• 1st level: Activity

• 2nd level: WP
• 3rd level: Project Management Team (PMT)
• 4th level: Steering Committee
• 5th level: Partner Board (PB)
May 2019 50
Progress, activity execution, use of resources and risk management involved in the preparation of each
Deliverable is followed by Activity and WP leaders. Each Partner involved in a given Activity will be required to
report to the Activity leader on progress and achievement of targeted outcomes in which they are involved
according to the work programme and of the DoA. These targeted outcomes shall include, but not be limited
to, the following:
• Deliverable and Activity objectives for the period.

• Work progress towards objectives over the time period covered (including meetings and
teleconferences).
• Internal Control Points/Milestones/Deliverables achieved in the period.
• Explanation of the gaps and their impact on other tasks.
• Reasons for failing to achieve critical objectives and/or not being on schedule, and impact on other
tasks as well as on available resources and planning.
• Level of Success Criteria and foreseen Innovation (defined on WP level in DoA) fulfilment.
• Corrective actions planned or taken. As a starting point, the Contingency Planning defined in DoA on
WP level will be taken into account.
Work Package leaders will oversee the Activities’ progress and use of resources and report the advancement
to the Technical and Innovation Manager. The Technical and Innovation Manager will liaise with the
Coordinator and bring in his attention the progress, risks and issues that need to be managed at that Project
Management Team level. Key strategic and critical issues will be also brought in the attention of the Steering
Committee as well by the Project Management Team. Finally, management of Consortium level issues is done
at the level of the Partner Board.
Regarding resource management, Activity leaders are also responsible of reporting an estimated use of
resources per Partner, as well as any deviation, for active Activities and Deliverables. The resources defined in
the DoA are the initial reference, but can be adjusted within the terms and conditions established in the Grant
Agreement if needed in order to accommodate in the most effective way the realization of the project targets.
3.3.2. Communication Tools and Procedures

3.3.2.1. Communication for project activity execution
For project activity execution, the main communication, document exchange tool to be used by the
Drive2theFuture Consortium is Dropbox, a web-based document storage tool. The manager of the tool will be
the Coordinator and a special “Drive2theFuture” folder has been created for the needs of the project. The
Coordinator provides access to the folder to specific persons nominated by each partner upon request.
The Dropbox folder will be organized in sub-folders per WP, along with project-level ones for the optimal
management of the project (e.g. for Meetings and Events, Deliverables, IPR repository, etc.). Each WP leader
will be responsible for organizing and keeping up to date the corresponding WP folder.
All working documents will be uploaded and stored in the corresponding folder, while the tool also provides
the possibility for online editing of documents by different users, thus allowing collaboration in document
preparation, editing and reviewing.
Moreover, mailing lists will be created per WP (and if needed also per Activity), for better targeting the correct
recipients and avoiding loss of information due to excessive email reception.
3.3.2.2. Knowledge management and protection

In accordance with the H2020 rules for participation, the Consortium Agreement that has already been signed,
governs dissemination, access rights and use of knowledge and intellectual property. In order to make sure
that these terms are followed, and to avoid disputes and to facilitate business planning, the Management
Team will maintain an IPR Directory throughout the lifetime of the project (will be also part of the Dropbox).
This document will list all items of knowledge relating to the work of the project (both pre-existing know-how
and results developed in the project), and make the following explicit for each item: the owner(s); the nature
May 2019 51
of the knowledge, and its perceived potential for exploitation; the nature of the support; the currently agreed
status of the item concerning plans to use the knowledge in exploitation, or plans to disseminate it outside
the consortium; measures required, or in place, to ensure protection of IPR for the item.
The directory will be regularly updated, and available to all Partners. It will form a key tool to enable knowledge
management. The project Coordinator is responsible for the use of IPR within the Consortium, according to
the terms laid out in the Consortium Agreement.
In general, tools, methodology documents, benchmarks and case studies will be available to all; while
proprietary tools and algorithms developed by the Partners may be made available at the discretion and terms
of their respective owners. In spite of the latter restriction, all the partners intend to pursue publications of
the underlying principles of the technologies embodied in their tools in the appropriate academic conferences
and industrial events/user groups.
Finally, all knowledge will be managed in accordance with the H2020 Grant Agreement and the Consortium
Agreement.
3.3.3. Meeting procedures

To ensure the project maintains rhythms and a team dynamic, the project will be oriented around team
meetings. A provisional list of different types of meetings is provided below.
Table 7: Periodicity of governance meetings in Drive2theFuture
Consortium body Ordinary meeting (time & type) Extraordinary meeting (of any
type)
Partner Board • At least 2 face to face meetings Any time upon written request of
on annual basis the Project Management Team,
• Telcos upon request of the PMT the Steering Committee or 1/3 of
the Members of the Partner
Board
Steering Committee • At least 2 face to face meetings Any time upon written request of
per Year, alongside with the any Member of the Steering
Partner Board meetings Committee
o At least 2 telcos per Year
o Extra telcos upon request of
the PMT
Project Management Team • At least every 3 months Any time upon written request of
any Member of the Project
o Alongside with the Partner Management Team
Board and the Steering
Committee meetings
o Biweekly telcos
Pilot Board • At least every 3 months Any time upon written request of
o Alongside with the Partner any Member of the Pilot Board
Board, the Steering
Committee and the Project
Management Team
meetings
o Biweekly telcos
WP meeting • Biweekly telcos (as soon as the Any time upon written request of
WP starts) the Technical & Innovation
Manager or upon approved
request of the WP leader to the
May 2019 52
Consortium body Ordinary meeting (time & type) Extraordinary meeting (of any
type)
Technical & Innovation Manger.
At most 2 time per Year for
physical meetings and, as a
prerequisite, the WP must be
running in the period of the
meeting realization.
In addition to the above, please see section 3.2.6 for the scheduled meetings of the Advisory Board. The
meetings and conference calls will be used to track technical and financial progress against plan, identify and
assess issues and risks, and remind of forthcoming deadlines and milestones. The agreed team meetings
setting along with fluent email, telephone and GoToMeeting communications has proven satisfactory and it is
intended to be maintained until the end of the project.
Also, apart from the above meeting, targeted Technical & Innovation meetings and workshops with selected
(different each time) project members may be held at any time of the project duration that a respective need
is arisen. The realisation of those meetings will be mostly initiated and, in all cases, approved by the Technical
& Innovation Manager of the project. Nevertheless, it will be tried to hold such meetings along with Partner
Board meetings, in order to save resources as much as possible. A similar approach will be attempted for other
project events that require the participation of the majority of project participants (workshops, public
demonstrations, etc.).
The Coordinator announces the Partner Board meetings at least two months in advance, except for
extraordinary cases in which meetings may be called at short notice. Meeting minutes have to be produced
by the meeting’s Chairperson, and distributed to attendees for review within 15 days. In case of comments
within the 15 days limit, the meeting’s Chairperson will send a reviewed version of the meeting minutes. If
there are no more comments, the minutes will be deemed accepted and will be sent to the members of the
consortium or project body and to the Coordinator.
Meetings’ documentation of Consortium level bodies meetings (Partner Board, Steering Committee, Advisory
Board, Pilot Board and Project Management Team) will be stored in the “Meetings and Events” folder in
Dropbox. WP and Task level meetings will be stored in the “Meetings and Events” folder of each WP in
Dropbox. All the meetings’ documentation (invitation, agenda, draft and final minutes) will use the templates
provided by the project (will be attached in upcoming D9.2: Drive2theFuture Quality Assurance Plan), and will
be stored and shared in a Dropbox folder using the appropriate naming convention (also to be defined in D9.2).
3.3.4. Reporting
Interim internal reports regarding the progress of the Drive2theFuture project will be prepared every six
months (in M6, M12, M18, M24, M30 and M36) by the PMT, from the regular reports provided by the Work
Package leaders. These reports will serve as input to prepare the Periodic Technical and financial reports due
by the Coordinator to the European Commission set out in art. 20.3 of the Grant Agreement, as well as the
Final report that corresponds to D9.5. The Periodic Reports to be submitted to the European Commission
cover two so-called “reporting periods” (RP):
• RP1: from Month 1 to Month 18
• RP2: From Month 19 to Month 36
The official Periodic Reports for each period (including the final one) are due within 60 days following the end
of each reporting period, and shall address the technical, administrative and financial aspects of the project.
It shall consist of a periodic technical report and a periodic financial report. The periodic technical report
includes:
• an explanation of the work carried out by the beneficiaries;

• an overview of the progress towards the objectives of the action;
May 2019 53
• a summary for publication by the Commission;
• the answers to a ‘questionnaire’ provided by the European Commission, covering issues and the
impact of the project.
In case of differences between the work expected and effectively carried out, this report must explain the
reasons for these differences. The periodic financial report includes:
• individual Financial statements;

• explanation of the use of the resources.
• certificates on financial statements (drawn up in accordance with Annex 5 of the Grant Agreement)
for each beneficiary and for each linked third party, if it requests a total contribution of EUR 325 000
or more.
A Final Technical Report will be generated automatically by the system within 60 days after the end of the
project on the basis of the two individual Periodic Reports. The Publishable Summary Report part will be
produced by the Consortium. In addition to the above, Drive2theFuture has anticipated in the project schedule
a deeper Technical Report of the project (Deliverable 9.5: “Project Final Report” for M36) that will have a
technical focus and will describe in more detail all research, technical and evaluation activities as well as the
emerging outcomes and will be public.
May 2019 54
4. Project Technical Organization

4.1. Introduction
This section presents Drive2theFuture project’s technical organisation, as it is reflected in the Description of
Action (DoA) of the Grant Agreement.
4.2. Duration and Gannt

Drive2theFuture will last 36 months, starting on 1st of May 2019, which will stand for Month 1 of the project
from now on. The reference month for delivery of the project’s results corresponds to the last day of the
month mentioned in the Description of Action. The timing of the different work packages and activities, with
the important dates across the workplan highlighted, is shown in the figure below.
May 2019 55
1st Year 2nd Year 3rd Year
Needs wants and behaviours of "Drivers" and automated vehicle users today and into the future
M1 M2 M3 M4 M5 M6 M7 M8 M9 M10 M11 M12 M13 M14 M15 M16 M17 M18 M19 M20 M21 M22 M23 M24 M25 M26 M27 M28 M29 M30 M31 M32 M33 M34 M35 M36
WP1: “Driver”, traveller and stakeholder clustering a priori needs and wants and UC’s. - CERTH/HIT
A1.1: “Driver”, traveler and stakeholders clusters, terminology and automated functions overview - AIT
A1.2: Voice of customers surveys and expert walkthroughs - FIA
A1.3: Acceptance Risk Assessment - CERTH/HIT
A1.4: Open research issues and hypotheses - CERTH/HIT
A1.5: Transferability from/to other modes - DBL
A1.6: Taxonomy of knowledge and skills required to operate an AV -NTUA
A1.7: UCs and priority scenarios - CERTH/HIT
WP2: Behavioural modeling of autonomous vehicle “drivers” - NTUA
A2.1: Data gathering from relevant projects - DEUSTO
A2.2: Big Data analytics and data fusion - TUM
A2.3: Simulation platform suite creation and scenarios realization - NTUA
A2.4: Behavioural models - TOI
A2.5: Sentiment analysis on social media - INFILI
A2.6: Extendability, optimization and sustainability of simulation platform tools - NTUA
WP3: HMI issues - FhG/IAO
A3.1: Benchmarking of alternative HMI principles and good practices recognition - FhG/IAO
A3.2: Affective and persuasive HMI for automated vehicles - FhG/IAO
A3.3: Conspicuity enhancement and interaction management with non-autonomous traffic participants - AIT
A3.4: A wearable-based analysis of emotional responses - INFILI
A3.5: HMI adaptability and personalisation - CERTH/HIT
A3.6:HMI development toolkit for AD - FhG/IAO
WP4: “Driver”, user and stakeholder training - UITP
A4.1: Training needs, with emphasis on lifelong training - WEGEMT
A4.2: VR/AR and multimedia training and awareness tools - VTI
A4.3: Training programmes per user cluster and sentiment analysis - IRU
A4.4: Certification requirements and impacts to employment - IRU
A4.5: Acceptance creation measures and training incentives - UITP
WP5: Pilot tests - VTI
A5.1 Pilot plans - VTI
A5.2: Demonstrations development - FhG/IAO
A5.3: Simulation model runs - TUM
A5.4: Simulator pilots - VTI
A5.5: Test track pilots - FZI
A5.6: Demonstration and training pilots - AIT
A5.7: Demos at events - CERTH/HIT
A5.8: Pilots results consolidation - DEUSTO
WP6: Impact assessment and correlation of automation to MaaS - CTL
A6.1: Impact assessment framework- CTL
A6.2: KPI’s extraction and quantification and MCA prioritization per stakeholders’ group - VUB
A6.3: Correlation of automation to MaaS - SWM
A6.4: Comparison to a priori expectations - IFSTTAR
A6.5: Impact assessment based on Pilots - CTL
A6.6: Towards an ESoP extension to automation - HUMANIST
WP7: Ethical, security and legal issues - TOI
A7.1: Ethical, sociocultural and gender issues - HUMANIST
A7.2: Safety and Security issues - TOI
A7.3: Correlation of state legal framework and readiness score to user acceptance - STELAR
WP8: Dissemination, Exploitation and roadmap to the future - ACASA/RACC
A8.1: Dissemination plans and actions - ACASA/RACC
A8.2: User Forum and events - ACASA/RACC
A8.3: Business models suite for market uptake of connected, cooperative and automated transport-SWM
A8.4: Exploitation plans - IAM
A8.5: Guidelines and policy recommendations - UITP
A8.6: Automation User Acceptance path roadmap - CERTH/HIT
WP9: Project Management - CERTH/HIT
A9.1: Overall and Administrative Management - CERTH/HIT
A9.2: Technical, Risk and Innovation Management - CERTH/HIT
A9.3: Quality and Ethics Board - CERTH/HIT
A9.4: International Advisory Group - UITP
A9.5: Concertation and project clustering actions, including pairing with non-European projects - CERTH/HIT
WP10: Ethics Requirements - CERTH/HIT
Figure 16: Drive2theFuture Gantt chart
May 2019 56
4.3. Work Packages and Activities

There are 10 Work Packages in Drive2theFuture. The Table below presents the list of Work Packages, their
leaders and their overall schedule (start and end month) in the framework of the project. The table below
presents the Work Package leaders, as agreed among the Consortium, on entity level, during the preparation of
the project proposal, and, on physical person level, at the early beginning of the project. Activity leaders, on the
other hand, are responsible for the coordination of the work at Activity level. They are the first responsible for
the coordination, preparation, quality control and submission of Deliverables. They are also in charge of the
actual execution and coordination of the work inside the Activity, and of reporting the progress of work to the
WP Leaders.
Table 8: List of Work Packages.
WP No WP Title Lead Start End WP leader
beneficiary month month
“Driver”, traveller and stakeholder clustering a Evangelia
WP1 CERTH/HIT 1 30
priori needs and wants and UC’s. Gaitanidou
Behavioural modelling of autonomous vehicle Eleni
WP2 NTUA 1 32
“drivers” Vlahogianni
HMI issues Lesley-Ann
WP3 FhG/IAO 1 34
Mathis
“Driver”, user and stakeholder training Michelle
WP4 UITP 1 36
Tozzi
WP5 Pilot tests VTI 1 36 Anna Anund
Impact assessment and correlation of Davide
WP6 CTL 1 36
automation to MaaS Shingo Usami
WP7 Ethical, security and legal issues TOI 1 36 Truls Vaa
Dissemination, Standardization and
WP8 ACASA/RACC 1 36
Exploitation Isabel Clos
Project Management Evangelia
WP9 CERTH/HIT 1 36
Gaitanidou
WP10 Ethics Requirements CERTH/HIT 1 36 Maria Panou
Each WP consists of a series of Activities, across which the work is organised. Each scheduled Milestone,
Deliverable and internal Control Point is related to the work held under one or more Activities. Each Activity has
a leader, as it is shown in the DoA (and in Section 2 in the current document), who is responsible for the
organization of the respective work, the in-time delivery of the outcomes related to the Activity, the transfer of
outcomes and overall liaison to other Activities in cooperation with the corresponding WP leader and, finally,
the reporting of the progress to the WP leader.
4.4. Pilot sites

As presented in Section 2.7, Drive2theFuture testing process encompasses three Phases (namely Phase I, II and
III) aiming at setting the scene, testing the proposed solutions and, upon optimization, demonstrating them. As
this process lies in the core of the project activities, along with the great number of pilots and their different
functions, it was considered important to assign specific persons as key contact points per pilot site (the Pilot
Site Leaders).
Those leaders will be responsible for all the operational issues related to their site in view and during the
evaluation activities, with or without users’ involvement. The overall responsibility for the Piloting Activities lies
with the Technical and Innovation Manager and the WP5 leader (VTI) while for the optimum coordination of
Piloting Activities, a relevant Board – the Pilot Board (PiB) – has been established (see more in Section 3.2.5).
Drive2theFuture pilot sites, their type and location, the leading entity per each as well as the specific physical
person per entity, are presented in the following table.
May 2019 57
Table 9: Drive2theFuture Pilot Sites and their leaders.
Piloting Leading
Code# Country Contact Person
Phase(s) entity
RO-1 Sweden I, III TOI Truls Vaa
RO-2 Germany I, II, III FZI Marc Zofka
RO-3 France II, III IFSTTAR/VED Sergio Rodriguez, Stéphane Espié
RO-4 Poland I, III PZM Adam Sobieraj
Georg Brenner (WL),
RO-5 Austria I, III AIT/WL
Wolfgang Ponweiser (AIT)
RO-6 Belgium I, III VUB/VIAS Lieselot Vanhaverbeke
RO-7 Italy II, III SWM Viviana D’Antoni
RO-8 Sweden II, III VTI Anders Lindstrom
RA-1 Sweden II, III VTI Anders Lindstrom
RA-2 Germany II, III TUB Johannes Friedrich
MA-1 Denmark I, II, III TUCO Jonas Pedersen
AV-1 Italy I, II, III DBL Daniele Ruscio
May 2019 58
5. Critical Risks and Risk Management

Risk assessment will follow the project evolution from the beginning till the end of its lifespan, tackling with all
types of risks (technical, market, organizational, operational, legal). While in each WP description of the DoA, a
contingency planning has been already provided (relevant to the scope of each WP), the following table (which
is reproduced from the current DoA) identifies some key risks that will be further revisited in the project.
Table 10: Critical risks in Drive2theFuture
Description of risk – WP(s) involved - Proposed risk-mitigation measures
Level of likelihood: (Low/ Medium
/High)
Technical Risks
Not enough data available to result in Initial models for AVs developed in TRANSAID. The core modelling
reliable behavioural models – WP2 – will be performed and, if needed, further optimised by the many
Medium data collected during the project Pilots.
Not enough inputs from previous projects Drive2theFuture has already identified key previous work
collected – WP1 - Low performed in each sub-area. Nevertheless, should the target
number not achieved in time, analysis will be performed with
available data in order not to delay further project developments.
Training tools not ready in time for testing – Multiple Drive2theFuture partners already have or are working on
WP4/5 - Medium relevant training schemes & tools, such as the SKILLFUL AV related
vocational and university training courses. Thus, there is already
background work performed, assuring that the novel training tools
planned for the project pilots will be sufficiently prepared and in
time for testing and optimisation activities.
Pilots not ready in time for testing – WP5 - The realisation of the pilot plans early in the project (M6, revised
Medium in M12 and M23) allows for any deviation from plan to be
identified in time and any affected pilot to be replaced or its
activities to be transferred to another of the project pilot sites.
However, the necessary Pilot infrastructure and vehicles exist
already in all Pilots.
Sustainability Risks
Proposed HMI or training tools has high cost Cost-efficient HMI solutions will be proposed/tested, but also
– WP3/WP4 – Low electronic elements costs reduce rapidly with time and volume. In
case of high training costs, webinars will also be considered.
Legal and Operational Risks
Sentiment analysis not possible to be legally Will be performed in project’s own social media, providing more
performed in third party social media – WP2 emphasis to attract high numbers of followers in them.
– Medium
Data security breaches and demonstration Non-critical data based upon user subjective experience will be
site failures – WP5 - Low collected in the pilots, which will be performed in non-naturalistic
– controlled environments. Demonstration sites are based upon
previous projects’ existing demos and each demo duration is
extensive; to cater for pre-demo set-up and optimization.
Behavioural Risks
Different user clusters require Covered through A3.5 HMI adaptability and personalisation
fundamentally different HMI – WP3 –
Medium
Different user clusters require different That is why so many different tools are developed, including e-
training means to understand and accept AV learning, MMT, VR/AR simulation, driving/riding simulators, etc.
operation – WP1/4 - Medium
May 2019 59
Description of risk – WP(s) involved - Proposed risk-mitigation measures
Level of likelihood: (Low/ Medium
/High)
Project Execution Risks
Consortium partner withdrawal -WP9 - Low Drive2theFuture includes seven research and
users’/transportation modes representing partners, each one
incorporating several departments thus complementarity of
research and demonstration/integration is feasible and can be
transferred to another entity in such a case.
Technical work diverges from project initial WP3 and WP4 will issue concise specifications, whereas WP9
goals: Core technical items not adequately Technical & Innovation Management will monitor the core
addressed to meet the project objectives- development throughout its implementation.
WP3, WP4 &WP9 - Low
Dissemination and exploitation have limited Special effort during the marketing and dissemination tasks will be
impact–WP8- Medium carried out. Project dedicated demo events and final
demonstration challenge are planned with the active participation
of all value chain stakeholders. Moreover, the involvement of 8
users’ and transport modes’ associations shall foster the impact of
Drive2theFuture dissemination activities.
Conflicts of interest between partners on All partners involved in Drive2theFuture have clear roles and are
commercial model–WP8- High highly motivated, as seen in preliminary exploitation plans
(section 2.2.5).
Delay or poor quality of project deliverable/ The project management and quality assurance plan of
milestone -WP9 - Low Drive2theFuture (available in M2 of the project) will ensure the
timely detection and proper corrective actions for any relevant
deviations. The Quality Board will coordinate closely the on-time
and high quality implementation of project tasks.
Discrepancies in the implementation visions: Frequent communication within WPs and at overall Consortium
Lack of common understanding of project level will solve any raised issues.
objectives -WP9 - Medium
Not reaching the targeted numbers - WP1 - The project encompasses key user representation (FIA, IRU, UITP),
Low thus securing access to adequate user pools.
Not able to test all targeted HMI due to real The project multi-nature pilots allow for alternative testing, either
life pilot limitations – WP3/5- Medium in simulator, VR/AR environment or with the use of WoZ vehicles.
Management of such a large consortium – The effective management of the Consortium will be secured by
WP9 - Low clear and specific rules, roles and responsibilities for all project
participants, set early in the project lifetime (in D9.8 Project
Management Plan, in M2, regularly updated throughout the
project lifetime) and will be closely monitored by the highly
experienced and dedicated Management team. For exactly this
reason, the Management Team includes the Coordinator with
over 15 years of experience in EC projects and a Technical
Manager that has coordinated over 40 EC projects so far.
May 2019 60
6. Conclusions
The current document includes a short presentation of Drive2theFuture project goals, technical approach and
targeted outcomes and a project handbook for the project administrative and technical organization. Some of
the sections in this document will be updated throughout the lifetime of the project, as previously indicated, in
order to appropriately coordinate internal project communication, meetings and workshops, undertake
corrective actions if needed in order to meet the project plan, identify and manage revisited technical risks. Still,
the core of the Deliverable will remain valid throughout the project duration.
The upcoming Deliverable 9.2: “Drive2theFuture Quality Assurance Plan” for M2 should be seen as
complementary to the current Deliverable, as it is going to cover the quality management processes that will be
followed in the project and are the objective of A9.3: “Quality Assurance”. All issues related to the processes
that will be followed by the Quality Board of the project and the rules that will govern them will be included
therein. Issues like deliverables and reports preparation and submission processes, naming conventions, project
document templates, quality experts’ identification, etc. will be included in D9.2.
May 2019 61
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May 2019 65

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Needs, wants and behaviour of “Drivers” and automated

vehicles users today and into the future

Contract No: 815001

D9.1: Drive2theFuture Project Presentation

Work package WP9: Project Management

List of Tables ................................................................................................................................................................. 5

Abbreviations List ......................................................................................................................................................... 6

Executive Summary ...................................................................................................................................................... 8

2. About Drive2theFuture .......................................................................................................................................10

3. Project Administrative Organisation ...................................................................................................................45

4. Project Technical Organization ............................................................................................................................55

5. Critical Risks and Risk Management ....................................................................................................................59

1.2. Intended audience

2.2. Project Aim & Data

Basic info about Drive2theFuture is summarised in the following table:

2.3. Project Mission and Objectives

• Implemented in: WP1

• Implemented in: WP2

• Implemented in: WP3

• Implemented in: WP4

• Implemented in: WP5

• Implemented in: WP6

• Implemented in: WP7

• Implemented in: WP6

• Implemented in: WP8

• Implemented in: WP8

2.4. Core Concept

2.4.1. User clustering and opinions

2.4.2. Big data and behavioural modelling

2.4.3. HMI for in- vehicle and training applications

Figure 3: Pedestrian interacting

Figure 4: 3-step user-centred HMI development process

Figure 5: Low Fidelity Prototype for a new

2.4.5. Correlation of Automation to MaaS

2.4.6. Policy, incentives and regulation

2.5. The Consortium

No. Name Short name Country

2.6. Target Audience

2.7. Test sites and Validation

Figure 11: Drive2theFuture Implementation and Testing plan outline

Figure 12:Map of the Drive2theFuture pilots

2.8. Working methodology

Figure 13: Graphical presentation and inter-relation of Drive2theFuture components.

2.9. Core Innovation

2.10. Expected Impacts, preliminary KPIs & SWOT analysis

2.10.2. Impact on market penetration of AV user acceptance

2.10.3. Impact on transportation safety and security

2.10.4. Socio-Economic impact

Preliminary identified KPIs:

2.10.4.3. Policy and regulatory impact

Preliminary identified KPIs:

2.10.5. SWOT Analysis

Figure 14: Drive2theFuture preliminary SWOT Analysis.

3. Project Administrative Organisation

Figure 15: Drive2theFuture project governance and management structure.

3.2. Consortium bodies and roles

3.2.1.2. Technical & Innovation Manager

3.2.2. The Steering Committee

3.2.3. The Partner Board (PB)