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This scenario set of consistent national and global low-carbon development pathways, developed as part of the CD-LINKS project, takes current national policies and the Nationally Determined Contributions (NDCs) as an entry point for short-term climate action, then transitioning to the long-term temperature goals of 1.5 and 2°C as defined by the Paris Agreement. The scenarios explore the complex interplay between climate action and development, while simultaneously taking both global and national perspectives and thereby informing the design of complementary climate-development policies. The CD-LINKS consortium brought together national and global integrated assessment modeling teams from Europe, China, India, Brazil, Russia, Japan and the USA as well as domain experts in the areas of human development, climate adaptation, economics, energy geopolitics, atmospheric chemistry, human health, land use, agriculture, and water. The data is available for download at the CD-LINKS Scenario Explorer. The license permits use of the scenario ensemble for scientific research and science communication, but restricts redistribution of substantial parts of the data. Please refer to the FAQ and legal code for more information.

(Uploaded by Plazi for the Bat Literature Project) The evolutionary history of plant and animal species has been deeply influenced by both climate changes and human actions. Human actions have been particularly heavy during the Anthropocene, when over 250 mammal species became extinct, mostly on islands. Here, we shortly review the existing literature, and test whether the various mammalian orders are all equally prone to extinction risks. We concluded that species belonging to the orders Rodentia, Primates, and Artiodactyla were more prone to become extinct, whereas those belonging to the orders Chiroptera and Carnivora were less. Surprisingly, apparently IUCN red list placed higher conservation concerns for the species belonging to the mammalian orders which are globally least prone to become extinct during the Holocene.

Task T1.1 - ‘Work plan, Coordination and Document Management’ of ASTEP project is devoted to the project planning, coordination and management. This deliverable summarizes the overall progress of the project during the first reporting period, which covers the project execution from the beginning to month M18. After describing the overall objectives of the project, the deliverable presents the objective of each work package, paying special attention to the main results expected and obtained from them. The progress in WP1, of crosscutting nature, is quantified at 38%. Regarding the design technical work packages, WP2 is finished, while progress in WP3 & WP4 is 90%, and in WP5 is 85%. The work in WP6 and WP7, which focus on the testing and use-cases, respectively, is starting, so the progress is small (2%). Progress of WP8, which started at M6 and finalises at M46, is adequate (10%) despite the termination of participation of VERTECH (responsible partner) and the corresponding amendment. Finally, the progress of WP9, also of crosscutting nature, is 38%. The status of the deliverables is good. Some of them have been merged and/or slightly delayed with the approval of the Project Officer. The deliverable also analyses the project impact up to the moment, paying special attention to the identified Key Exploitable Results (three up to the moment) and the dissemination activities (7 technical contributions and 16 non-technical ones). The performance of the website and social media is also commented upon. Afterwards, the use of resources is presented. Workload in terms of person-month shows, overall, a good agreement with the estimations in the Grant Agreement. This agreement is also found in the use of financial resources related to the personnel costs. Other costs are still low due, on the one side, to the pandemic situation with travel restrictions and, on the other hand, to the fact that activities related to the construction and commissioning of components have not started yet. Finally, the main deviations are commented upon. They include both deviations in activities within the tasks and in the use of resources.

Goal of this deliverable is to document ASTEP’s exploitation plan. It is identified as D9.5 and entitled “Exploitation Plan” and it is the result of activities performed in WP9 and specifically under Task 9.4 “Exploitation Strategy”. The Exploitation Plan explains how the Consortium will communicate the most important outcomes from ASTEP project, not only throughout its duration but also after the end of the project. According to the individual project results expected from each partner, the Consortium has commonly agreed to the following two KERs: KER 1 SUNDIAL SOLAR THERMAL COLLECTOR KER 2 NEW DESIGN OF PCM INSERTS FOR THERMAL STORAGE APPLICATIONS Analytical descriptions of those two KERs included in Sections 3 and 4 and consist of the Characterization table, Risk Assessment and Priority Map, Exploitation Roadmap and Use Options. This document unfolds the Exploitation Rules of ASTEP project and provides an action plan that includes the Exploitation Plan of the project. During the development of the project and as the research activities progresses and produces tangible results, important questions arise regarding the management of results. These questions are answered by the Exploitation Plan and are the following: What? Definition of exploitable results. Who? Identification of the Partners that will be benefited from each result. How? Exploitation methodology and tools for each result. When? Time schedule and deadlines for each exploitation activity. Moreover, this Deliverable, as it is part of the ASTEP project that has interactions between tasks and Work Packages, will refer also to the general arrangements regarding Intellectual Property Rights. The interaction of the Exploitation Plan with the Dissemination and Communication Plan foreseen in the ASTEP project will be also described. The aim of this Deliverable is to explain in details the strategy that will be followed for the successful exploitation of the project’s results. This Deliverable is a dynamic document, with 6 months periodic updates that are in line with the progress and the emerging results of the project. The final Exploitation Plan is submitted at the end of the project (M48).

As part of the EU H2020 Blue-Cloud project activities are undertaken for developing and deploying a Blue-Cloud cyber infrastructure with smart federation of multidisciplinary data repositories, analytical tools, and computing facilities. This infrastructure will facilitate exploration and demonstration of the potential of cloud based open science, supporting research for understanding and better managing the many aspects of ocean sustainability, ranging from sustainable fisheries to ecosystem health to pollution, in support of the EU Green Deal and also in connection with UN Decade of the Oceans and G7 Future of the Oceans initiatives. This document provides an initial version and guidance towards the delivery of a final Blue-Cloud Service Exploitation and Sustainability Plan for the Blue-Cloud assets. While these Blue-Cloud assets are still under development, the process of defining the way forward for their future exploitation after Project end (2022) will benefit from an early consideration and discussion, engaging all Project Partners. Also, additional input from external stakeholder dialogue and consultations as being undertaken in the framework of the Blue-Cloud Roadmap to 2030 development needs to be taken into account. The Roadmap analyses will provide recommendations for the future capitalization and further development of the results of the Blue-Cloud Project in the medium (2025) and long-term (2030). This document is the first release of the Blue-Cloud Service Exploitation and Sustainability Plan and it gives present understanding as well as will serve as guiding framework for further analyses, discussion, and identifying the key elements that will need to be addressed during the remainder of the Project with input and feedback from all Partners. This process should deliver the 2nd and final release of the Blue-Cloud Service Exploitation and Sustainability Plan by July 2022. The goal of the final Blue-Cloud Service Exploitation and Sustainability Plan is at one hand, to define an exploitation model and to secure with partners the operation and exploitation of the Blue-Cloud results in the 3 years following the project end, and on the other hand, to explore and pave the way to longer sustainability, supported by major stakeholders. For the latter there is clear synergy and interaction with the Blue-Cloud Roadmap 2030 development. Moreover, sustainability perspectives will motivate partners to ensure and commit to the planned short-term operation and exploitation. The path to definition of the Blue-Cloud sustainability model is a process founded on 3 main pillars, supported by the project outcomes and research results and obtained with a consortium-wide commitment: Pillar 1: problem/solution fit and vision/solution fit of the Blue-Cloud framework ��� demonstrating ability to solve needs of target end-users, moving up the MRL (Market Readiness Level) scale to show proof of traction. This pillar is equivalent to MRL 5 and 6 ("open beta with pipeline customers" and "market traction"). Pillar 2: demonstrating customer understanding of Blue-Cloud, gathering evidence of satisfaction through validation scoring and marketing evidence of concrete benefits gained (e.g. testimonials from pilots and their users; subsequently through the open pilot stream). Equivalent to MRL 7 ("proof of satisfaction: both for customers and within the team"). Pillar 3: Proof of scalability with evidence of satisfied market needs and evidence of willingness to cover resources needed for a post-project continuation of services. Equivalent to MRL8 ("proof of scalability") demonstrated through the Blue-Cloud joint exploitation plan. Throughout its duration, Blue-Cloud will seek for demonstration of early market traction, which it will subsequently transform into a business plan. For this purpose, the current workplan of the Blue-Cloud project includes not only scientific and technical developments on the planned Blue-Cloud services, but also extensive activities for marketing and promotion of the Blue-Cloud assets to all major stakeholders, from project partners, targeted users, and potential funders. This includes activities for evaluating the defined MRL through KPIs (Key Performance Indicators) on the market penetration and the fitness of the market model for establishing a stable position, demonstrating incremental growth and anticipated added-values and impacts. Therefore, this initial Blue-Cloud Service Exploitation and Sustainability Plan identifies and describes all elements which are considered relevant. Also, it identifies where further activities are needed to provide firm answers and decisions. The document starts with describing the overall methodology and process that have been followed to prepare this plan, making optimal use of the Horizon Result Booster (HRB) instrument of the EU and provided business consultancy services, while engaging all Blue-Cloud beneficiaries in the process. It continues with sketching the European marine data landscape and the foreseen position of the Blue-Cloud platform and its services. The overall aims and concept are formulated, and a description is given of the planned Blue-Cloud services, the so-called Key Exploitable Results (KER). Next, an initial market analysis is worked out, reporting on the results of a Joint Workshop with Blue-Cloud beneficiaries to draft a Lean Canvas Business Model, and identifying different Blue-Cloud stakeholders and their interest and potential benefits. This is followed by giving an overview of the Marketing Media Mix (MMM), an extensive portfolio of marketing and promotion activities, which is applied in the Blue-Cloud project, since its start, to reach out to potential stakeholders and to make them aware and informed about the Blue-Cloud developments and resulting services and to collect KPIs relevant for the three pillars (see above). The next chapter looks into the organization of management and operation of each of the planned Blue-Cloud services and the associated roles and Intellectual Property Rights (IPR) of beneficiaries. Although this is still premature, since the majority of Blue-Cloud services are under development, whereby the organisation of their exploitation is still to be determined. Next, categories of costs for the exploitation phase are explored, followed by assessing the expected added-values and impacts of the Blue-Cloud services for different stakeholders and considering ways for measuring these as KPIs. Overall, the Blue-Cloud philosophy is not to aim for commercial services, but for public services, which are valued and appreciated by authorities, such as EU and Member States as major stakeholders, in a positive balance. This requires achieving success towards potential users and collecting convincing evidence of usage and impacts (see three pillars above). Aligned with this, another interactive Joint Workshop with all Blue-Cloud beneficiaries was held to brainstorm about these added-values and impacts and ways for monitoring. Finally, a draft is given of the initial exploitation and sustainability strategy and a summary of actions, which need to be deployed in the remaining project period in order to provide further answers and insights. This initial Services Exploitation and Sustainability Plan makes use of a number of already available Blue-Cloud deliverables [1], [2], [3], and [4], and the insights that these provide. Also use is made of the discussions between Blue-Cloud WP6 core partners in their regular WP6 meetings. And a lot of synergy is found in the activities and discussions for formulating a Blue-Cloud Roadmap 2030 with ambitions for the medium and long term, and organising input and engagement from major stakeholders for a future upscaling and funding of the Blue-Cloud services, aiming for a long-term sustainability and expansion of the Blue-Cloud initiative, e.g. by means of a portfolio of EU funded projects and synergies with other projects and initiatives. Complementary, the Blue-Cloud exploitation and sustainability plan is aiming for making arrangements for securing the short term (3 years after the project) with an outlook to the medium term. For that reason, the Blue-Cloud Service Exploitation and Sustainability Plan aims for developing a set of agreements between the respective Blue Cloud operators, in which they will guarantee that each of the Blue-Cloud services will be kept operational and available for use by researchers for at least 3 years after the Blue-Cloud project end, under prevailing conditions. However, currently there are still a number of questions which need to be answered as part of planned project activities. These should give sufficient input for completing the exploitation and sustainability insights and upgrading this initial plan into a final plan, Deliverable D6.5, as planned later near the end of the Blue-Cloud project.

The success of the project depends partly on the internal management of the risks, by anticipating, understanding and deciding whether or not to introduce mitigation measures. This process involves communication and consulting with stakeholders as well as monitoring and reviewing the risks and factors modifying the risks. This live document serves as a guide to risk management within the context of the ASTEP project and includes the inputs of the risk analysis, which have been identified from the kick-off of the project to the present moment (M24). This analysis will be reviewed and updated periodically along the project development. One of the main risks, which is related to the risk management exercise, is that all partners follow the same path when using risk management terminology, so a glossary is included within the document. The risk management must be integrated in the project management process and also the internal and external rules, so it is important to analyse the already built framework. Although part of this framework was analysed in previous deliverables, some details that directly influence the risk management have been introduced again. The methodology proposed for the risk management is based on the ISO-31000, and it has been adapted to the consortium objectives and characteristics. The different stages, the relationship between these stages, the expected information and the ownership of the different tasks are described in the corresponding sections. Communication, consultation, monitoring and review are common activities for all the risk management stages and they have also been integrated within the procedures already established for the day-to-day working within the consortium. The methodology includes not only the monitor and assessment of risks as isolated entities but also the interaction among them, i.e. considering positive or negative effects that the combination of some risk can introduce. A register of the identified risks and the information related to the risk analysis and evaluation is created, which serves as the input for making decisions. A tool is generated to aid in the generation of this register, in which, part of the information is selected through drop down lists and the evaluation is automatically done. This register is accessible by all the partners and continuously updated by the risk owners and the Management Support Team. Some new risks, additional to those described in the Grant Agreement, have been identified and added to the register. All risks have been analysed in depth and evaluated. The corresponding relevant information has also been included in the register.

A raster file (TIFF with geo reference, 16 bit unsigned Integer) of 100m resolution that shows the number of households per hectare. Input is the JRC 100m population raster (https://data.europa.eu/euodp/en/data/dataset/jrc-ghsl-ghs_pop_eurostat_europe_r2016a). Population in families by size (Eurostat cens_11fts_r3_1) and NUTS3 district (2010) as well as total population per NUTS3 district (cens_11ag_r3) have been used to calculate the number of households per NUTS3 district (except for Finland, where this information is only available on the NUTS2 level). The number of households per hectare is then calculated as the number of people per ha divided by the average number of people per household (NUTS3).

The Deliverable 9.1.2 is part of the Work Package 9 ‘Communication, Dissemination and Exploitation’, of the ASTEP project and gives a detailed description of the project’s communication strategy for outreach to public and the wider stakeholders. This is the second version of the entitled ‘Communication strategy’ report, documenting the effort specifically under Task 9.1 ‘Communication Strategy Activities’. This document presents a comprehensive plan for the communication activities throughout the project’s lifetime. It is a practical document intended to be used as a working reference for the project partners. It lays out key targets, responsibilities, processes and indicative timings. Well planned and regular efforts including all partners will be required to amplify the key messages of the project, its activities, the expected results, and how different target groups can benefit from these results. The plan reflects the European Union’s best practice guidance for communication H2020 projects and is structured around the “6W’s” approach: ● Why? What are our objectives and why is it important for us to communicate? ● Who? Target audiences / stakeholder groups and the different communication objectives, messages, and mode of delivery applicable to them. ● What? Key communication messages and key results to be disseminated. ● Where? Both geographic location of target audiences and the communications channels that will provide the ability to reach them. ● When? Timing and frequency of all planned communication activities throughout the duration of the project, with respect to the internal resource planning, expected emergence of key results and external events and opportunities. ● How? Both using the right channels, language, and branding, and how all communications and dissemination related activity will be coordinated, managed and measured effectively. Following this structure, the first part of this document explains the rationale why a communication strategy is needed and the main objectives of this strategy. The targeted audience is then set and appropriate key messages are presented for each stakeholder group. This is followed by a list of communication means through which the relevant audiences can be reached. The final section discusses internal processes and tools (e.g. events calendar, activities plan) set up to ensure the timely exchange of information between partners. The Key Performance Indicators (KPIs) are then highlighted and the importance of evaluating the activities is explained.