OCDE - Steering the future of advanced materials Strategic intelligence in action

STEERING THE FUTURE OF

ADVANCED MATERIALS:

STRATEGIC INTELLIGENCE

IN ACTION

OECD SCIENCE, TECHNOLOGY

AND INDUSTRY POLICY PAPERS October 2025 No. 1852  STEERING THE FUTURE OF ADVANCED MATERIALS: STRATEGIC INTELLIGENCE IN ACTION

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OECD Science, Technology and Industry Policy Papers This document was approved and declassified by written procedure by the Committee for Scientific and Technological Policy (CSTP) on 30/09/2025 and prepared for publication by the OECD Secretariat.

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© OECD 2025

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the OECD. The opinions expressed and arguments employed in this adaptation should not be reported as representing the official views of the OECD or of its Member countries. Third-party material – the licence does not apply to third -party material in the work. If using such material, you are responsible for obtaining permission from the third party and for any claims of infringement. You must not use the OECD logo, visual identity or cover image without ex press permission or suggest the OECD endorses your use of the work. Any dispute arising under this licence shall be settled by arbitration in accordance with the Permanent Court of Arbitration (PCA) Arbitration Rules 2012. The seat of arbitration shall be Paris (France). The number of arbitrators shall be one.STEERING THE FUTURE OF ADVANCED MATERIALS: STRATEGIC INTELLIGENCE IN ACTION  3

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Abstract Policymakers aiming to foster and govern emerging technologies may wish to develop anticipatory capacities and strategic intelligence to inform and future-proof their efforts. This report delves into how these approaches are being mobilised, using advanced materials as a policy-relevant case given their regular inclusion in critical emerging technology lists and the rise of national strategies to promote their research to meet strategic goals. A series of case studies from across the globe are brought together to illustrate practical applications in this field of anticipatory coordination efforts, upstream governance and “by-design” approaches, and strategic intelligence tools. Insights from this report aim to support policymakers and technology assessment practitioners seeking to develop or update national strategies for emerging technologies like advanced materials to accelerate innovation and further develop national ecosystems.4  STEERING THE FUTURE OF ADVANCED MATERIALS: STRATEGIC INTELLIGENCE IN ACTION

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Acknowledgements This report was authored by Douglas K. R. Robinson and Daniel Nadal of the OECD’s Science and

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Acknowledgements This report was authored by Douglas K. R. Robinson and Daniel Nadal of the OECD’s Science and Technology Policy Division, under the guidance of Alessandra Colecchia and David Winickoff. It draws on insights from delegates and experts in a dedicated Steering Group (that has convened every 3 weeks during 2023 and 2024) composed of delegates from 11 countries ( Austria, Canada, France, Italy, Japan, the Netherlands, Portugal, Republic of Korea, Sweden, United Kingdom, United States) and the European Union, along with a number of national experts, to exchange on: • National advanced material strategies, • Anticipatory processes that inform national strategies, such as roadmapping and stakeholder engagement activities, upstream governance and “by design” approaches, • The strategic intelligence tools and approaches that are mobilised in the anticipatory processes mentioned above. The authors wish to thank the delegates in the Steering Group for their active participation, in particular those who provided written use cases for this report and those that presented national use cases to the group during meetings: Thanuja Galhena, André Gaszó, Luis Melo, Carmelina Ruggiero, Tyler Norsten, Sarah Harvey, Asako Okamura and Ayari Takamura. The Secretariat also thanks David Knowles, CEO of Royce Institute, for presenting the National Materials Innovation Strategy during the December meeting of the BNCT Working Party, and Marie-Pierre Ippersiel of PRIMA Quebec for her support in co -drafting a case study. The Secretariat also thanks Mar Gonzalez from the OECD Working Party for Manufactured Nanomaterials (WPMN) for presenting their Early4AdMa approach at a steering group meeting.STEERING THE FUTURE OF ADVANCED MATERIALS: STRATEGIC INTELLIGENCE IN ACTION  5

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Executive Summary

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Executive Summary Advanced materi als (also referred to as “novel materials” , “value-added materials” or “materials innovation”) are regularly listed as a critical emerging technology , encompassing highly diverse applications across multiple sectors – from healthcare to defence to chemical manufacturing. Whilst this varied nature means there is no global standard definition , the OECD Working Party for Manufactured Nanomaterials (WPMN) has developed a working description of materials designed with new or enhanced properties, or targeted stru ctural features to achieve specific or improved performance. These attributes make them essential to foster innovation in many sectors, drive economic growth and help tackle societies’ grand global challenges. Recognising the current role and future poten tial of advanced materials to pursue strategic goals, governments are increasingly investing in policy tools to support their development and implementation, most notably via dedicated national strategies . In constructing these, governments gain a unique o pportunity to map out the sector’s state of play (e.g. national capacities), understand key associated factors (e.g. socioeconomic impacts, global landscape ), and identify the ir country’s unique challenges and opportunities. Strategies can then set a desir able vision for the future of the national advanced materials ecosystem around which actors can coalesce in pursuit of strategic goals. While different policy drivers will shape these efforts depending on the national context, this report identifies a number of common themes. For example, advanced materials are regularly identified as essential elements to ensure resilience, particularly with a view to issues around access to critical resources to support e conomic and national security – in the face of unreliable supply chains and new trade barriers . Advanced materials are a key area driving innovation in the defence sector. Advanced materials are a powerful engine for economic growth and employment across sectors : many countries set out strategies with the explicit aim of securing or maintaining global leadership in the space to provide a competitive advantage in global markets, foster technology security and allow them to shape the

materials are a powerful engine for economic growth and employment across sectors : many countries set out strategies with the explicit aim of securing or maintaining global leadership in the space to provide a competitive advantage in global markets, foster technology security and allow them to shape the technology in their desired direction. They will also be foundational in the digital transformation of advanced manufacturing industries. They are also considered to be key enabler for the green transition , and concurrently to adapt to new international trade rules setting sustainability standards. The development of these national strategies mobilises a number of anticipatory processes, some of which are illustrated in this report through a series of case studies from across the globe, including some deeper dives. This analysis is divided into three sections. The first focuses on anticipatory coordination efforts, which aim to use strategic intelligence producing processes as a way to bring together the various stakeholders from across the value chain to coordinate a path to a functioning new innovation ecosystem. It includes activities such as roadmapping, participatory foresight and collective agenda building. The second focuses on upstream governance and “by -design” approaches, which aim for proactive identification of information gaps, concerns, and regulatory needs early on, and thus lay the groundwork for research, guidelines, testing systems, and legislative action to mitigate or avert potential negative6  STEERING THE FUTURE OF ADVANCED MATERIALS: STRATEGIC INTELLIGENCE IN ACTION

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impacts. It includes principles like anticipatory agile and adaptive governance, life cycle ass essments, or the OECD’s Safe(r) and Sustainable Innovation Approach (SSIA). The third relates the use of ‘strategic intelligence’: the analysis and knowledge of possible directions and economic stakes of technology development, the possible ethical and so cietal aspects, and the potential impacts. This report interrogates the use of various strategic intelligence tools and approaches – from horizon scanning and technology forecasting to text mining – across the case studies to better understand their role, how and when they are used, and in which combinations.

impacts. This report interrogates the use of various strategic intelligence tools and approaches – from horizon scanning and technology forecasting to text mining – across the case studies to better understand their role, how and when they are used, and in which combinations. Through these insights, this report aims to inform policymakers seeking to develop or update national strategies for new advanced materials to accelerate innovation, develop national ecosystems and im plement solutions . By analysing the anticipatory tools employed in existing activities and how strategic intelligence is generated and used, it also aims to support technology assessment practitioners in providing timely intelligence to their audiences to steer the direction of technology development. Future work could assess the quality and outcomes of both the anticipatory processes and the strategic intelligence activities, as well as examine the local ecosystems of organisations producing strategic intelligence that the national strategies can draw upon.STEERING THE FUTURE OF ADVANCED MATERIALS: STRATEGIC INTELLIGENCE IN ACTION  7

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Table of contents Abstract 3 Acknowledgements 4 Executive Summary 5 1 Introduction 9 2 National advanced material strategies 11 Introduction 11 Landscaping Advanced Material Strategies in OECD countries 11 Policy drivers for increased focus on advanced materials 12 3 Anticipatory processes that inform, or enable, national strategies 16 Roadmapping and collective agenda building activities 16 Upstream governance and “by design” approaches 19 4 Reflection on strategic intelligence tools and approaches for advanced materials. 24 What is strategic intelligence? 24 Strategic intelligence mixes in advanced material case examples 25 5 Conclusions 29 Annex A. List of national strategies, roadmaps or policies on advanced materials 30 Annex B. Case Studies 32

1. Canada: Advanced Materials as a Strategic Sector for Quebec 32

2. Japan: Materials Innovation Strategy 37

3. Japan: Creating a Materials Innovation Ecosystem for Industrialization project in Crossministerial Strategic Innovation Promotion Programs (SIP) 40

Annex B. Case Studies 32

1. Canada: Advanced Materials as a Strategic Sector for Quebec 32

2. Japan: Materials Innovation Strategy 37

3. Japan: Creating a Materials Innovation Ecosystem for Industrialization project in Crossministerial Strategic Innovation Promotion Programs (SIP) 40

4. Japan: Toward regulation of carbon nanotube: activity of an industry association, NBCI 45

5. Portugal: Strategic Agenda for Industry and Manufacturing 46

6. United Kingdom: National Materials Innovation Strategy (NMIS) 48

7. United States: U.S. Government Accountability Office Assessment of Critical Minerals

Recovery Technologies 50 Annex C. Guiding questions for case study development 52

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Tables Table 4.1. Use of strategic intelligence in report case studies 26

Table A.1. National strategies, roadmaps or policies mentioning advanced materials across OECD members and accession countries 30 Table B.1. Policy options set out in GAO’s report “Critical Minerals: Status, Challenges, and Policy Options for Recovery from Nontraditional Sources” 51 Table C.1. Guiding questions for analysis of national strategies on advanced materials 52 Table C.2. Guiding questions for analysis of anticipatory coordination for building new and resilience advanced materials value chains 52 Table C.3. Guiding questions for anticipatory governance of advanced materials 53

Figures Figure 1.1. Summary of key report insights 10 Figure 2.1. National strategies, roadmaps or positions mentioning advanced materials across OECD member states and accession countries 12 Figure 2.2. 5 key policy drivers for increased focus on advanced materials 13 Figure 4.1. Strategic intelligence tools and approaches mobilised in advanced materials strategies 25

Figure B.1. Overview of the advanced materials systems ecosystems 34

states and accession countries 12 Figure 2.2. 5 key policy drivers for increased focus on advanced materials 13 Figure 4.1. Strategic intelligence tools and approaches mobilised in advanced materials strategies 25

Figure B.1. Overview of the advanced materials systems ecosystems 34 Figure B.2. Advanced materials industrial ecosystem 34 Figure B.3. General approach for the study ‘Advanced Materials: A Strategic Sector for Quebec’ 35 Figure B.4. Structure and components of the strategy 39 Figure B.5. Examples of initiatives linked to the strategy 39 Figure B.6. Overview of the 3rd period of SIP and Materials ecosystem project positioned as common fundamental technologies 41 Figure B.7. The process and stakeholder inclusion during designing the 3rd period of SIP 42 Figure B.8. Images of materials unicorn cultivation platform and circular growth ecosystem 43 Figure B.9. A roadmap during the 3rd period SIP 44

Boxes Box 3.1. Example: OECD’s Early4AdMA 21STEERING THE FUTURE OF ADVANCED MATERIALS: STRATEGIC INTELLIGENCE IN ACTION  9

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The unique properties and rapid innovation of advanced materials hold great promise to build safer, more sustainable and higher performing products for more resilient soci eties and to tackle some of the critical crises of our times. For example, new photovoltaic materials and batteries could help further harness the potential of renewable energy, and bio -based products could diminish the need for fossil fuel feedstocks and usher in a circular economy. Beyond this, advanced materials could usher in innovations in sectors as diverse as aerospace, food packaging and soft robotics (ChemistryNL, 2021[1]). Whilst advanced materials are increasingly seen as a critical area of emerging technologies, t here is no global standard definition of advanced materials, and national strategies on the subject often use broader terms such as “materials innovation”, “novel materials” or “value -added ma terials”. Agreeing with the

Whilst advanced materials are increasingly seen as a critical area of emerging technologies, t here is no global standard definition of advanced materials, and national strategies on the subject often use broader terms such as “materials innovation”, “novel materials” or “value -added ma terials”. Agreeing with the OECD Working Party for Manufactured Nanomaterials (WPMN) the term “advanced materials” is often used broadly and in different contexts, the Steering Group mobilised the “working definition”1 of Advanced Materials by the WPMN, to provide clarification in terms of scope of this project activity: Advanced materials are understood as materials that are rationally designed to have (i) new or enhanced properties, and/or (ii) targeted or enhanced structural features with the objective to achieve specific or improved functional performance. This includes both new emerging manufactured materials (high tech materials), and materials that are manufactured from traditional materials (low tech materials). This also includes materials from innovative manufacturing processes that enable the creation of targeted structures from starting materials, such as bottom-up approaches. It is acknowledged that what are currently considered as advanced materials will change with time. The report has been built on three “data rich” sections:

1. National advanced material strategies – This section analyses advanced material strategy documents (or advanced material related areas like advanced manufacturing) to articulate the underlying policy drivers embedded in these strategies.

2. Anticipatory processes that inform, or enable, national strategies – This section looks at activities and processes that facilitate the building of new advanced material value chains and innovation ecosystems (through examples of roadma pping activities, coordination programmes and anticipatory actions in research and innovation cluster activities) as well as lead to good governance of early -stage emerging advanced materials (through upstream governance and “by design” approaches like anticipatory Life Cycle Assessments and Safe and Sustainable by Design.

3. Strategic intelligence roles and capacities – This section makes explicit the strategic intelligence tools and approaches mobilised in the anticipatory processes mentioned above to identify the role and application of strategic intelligence approaches, and articulate the capacities needed for contemporary advanced material strategy development.

3. Strategic intelligence roles and capacities – This section makes explicit the strategic intelligence tools and approaches mobilised in the anticipatory processes mentioned above to identify the role and application of strategic intelligence approaches, and articulate the capacities needed for contemporary advanced material strategy development.

These are supplemented by three Annexes comprising the full list of advanced materials -related policies identified, the guiding questions to support experts in case study development, and the case studies provided by Steering Group participants. Therefore the outcomes of this project activity, stemming from the three pillars, provide key insights in to forward-looking advanced material strategies and cases of collective strategic intelligence production in action. More specifically, the outcomes include: (a) an insight into the policy priorities behind national 1 Introduction10  STEERING THE FUTURE OF ADVANCED MATERIALS: STRATEGIC INTELLIGENCE IN ACTION

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advanced material strategies and how they are framing future policy levers in the field, (b) an understanding of anticipatory processes such as roadmapping and industrial vision building across different countries, as well as the co-development of anticipatory governance mechanisms of advanced m aterials, particularly through “by design” approaches, and (c) an articulation of the roles and applications of strategic intelligence approaches, and the capacities needed for contemporary advanced material strategy development. Figure 1.1. Summary of key report insights

Source: OECD ResearchSTEERING THE FUTURE OF ADVANCED MATERIALS: STRATEGIC INTELLIGENCE IN ACTION  11

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Introduction Demand for advanced materials is growing and is expected to continue doing so in the future, in particular for technological solutions in renewable energy, semiconductors, medicines and defense applications (European Commission, 202 4[2]). However, traditionally, advanced material innovation has a relatively long development timeframe – 10 to 20 years from inception to market launch – meaning that solutions

for technological solutions in renewable energy, semiconductors, medicines and defense applications (European Commission, 202 4[2]). However, traditionally, advanced material innovation has a relatively long development timeframe – 10 to 20 years from inception to market launch – meaning that solutions may be much delayed and may be unable to meet current urgent demand. This situation requires policy investments and renewed efforts to accelerate the translation from research laboratories to market, including the active support of emerging supply and value chains, as well as the accompanying framing conditions (technical stan dards and other forms of governance) (AMI2030, 2023 [3]). This issue is increasing in importance for governments and is reflected in advanced materials being included in several national critical technology lists and dedicated national strategies. Given differing national contexts and priorities, each country has its own constellation of drivers for this push, but there ar e common themes in both the goals they pursue and how they aim to achieve them. Governments may establish a desirable vision of the future , around which actors can coalesce in pursuit of strategic societal goals (e.g. maintaining competitive global leadership, economic growth, drive to net zero carbon emissions), addressing crises (e.g. loss of biodiversity), strengthening sectors (e.g. defense and national security) or guiding development and deployment of critical technologies (e.g. artificial intelligence, biotechnology). The process of constructing a national vision and associated strategy allows nations to map out the state of play for sectors, technologies or challenges. Understanding key factors like current national capacities, socioeconomic impacts, and the global competitive landscape, can tease out the areas of highest potential impact for a country as well as its key assets. At the same time, this mapping can be used to identify the challenges in achieving the desired vision , which could includ e dependence on other countries for resources, gaps in national infrastructure, barriers to scale-up and commercialization – to name a few. Landscaping Advanced Material Strategies in OECD countries To understand differing national approaches to fostering the domestic advanced materials sector, the OECD Secretariat has mapped related national activities in OECD member states and accession

resources, gaps in national infrastructure, barriers to scale-up and commercialization – to name a few. Landscaping Advanced Material Strategies in OECD countries To understand differing national approaches to fostering the domestic advanced materials sector, the OECD Secretariat has mapped related national activities in OECD member states and accession countries, primarily via desk research and complemented by input from a dedicated expert group. In some countries – particularly those with vibrant advanced materials ecosystems like Japan and the United States – governments have dedicated national strategies or roadmaps for promoting advanced materials, identifying ambitious goals and initiatives to achieve them. Other countries still recognize the strategic and scientific importance of the sector, but instead of developing specialized plans they ha ve included 2 National advanced material strategies12  STEERING THE FUTURE OF ADVANCED MATERIALS: STRATEGIC INTELLIGENCE IN ACTION

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advanced materials into broader strategies , such as R&D ro admaps or smart specialization plans. These insights are detailed in Figure 2.1. and Table 1 in the Annex. Figure 2.1. National strategies, roadmaps or positions mentioning advanced materials across OECD member states and accession countries

Note: Only OECD countries and candidate accession countries (as of November 2024: Argentina, Brazil, Bulgaria, Croatia, Indonesia, Peru, Romania, Thailand) were investigated. All other countries are left blank.

Source: OECD Research.

Policy drivers for increased focus on advanced materials Although the policies identified above respond to unique national contexts, they can be compared and contrasted to identify common themes and global trends on why countries are developing strategies, what they are aiming to achieve and what approach they are following. These are listed below in no particular order, as different countries will prioritize these drivers differently.STEERING THE FUTURE OF ADVANCED MATERIALS: STRATEGIC INTELLIGENCE IN ACTION  13

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order, as different countries will prioritize these drivers differently.STEERING THE FUTURE OF ADVANCED MATERIALS: STRATEGIC INTELLIGENCE IN ACTION  13

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Figure 2.2. 5 key policy drivers for increased focus on advanced materials

Note: These are shown in no particular order, as different countries will prioritize these drivers differently.

Source: OECD Research.

Policy Driver 1 – Ensuring resilient resource flows for national security. As geopolitical uncertainty increases, unreliable international supply chains combined with new trade barriers are challenging access to critical raw materials concentrated in limited sources. This access is not just important from an economic competitiveness perspective, but can also be key for national security, as some assets are becoming increasingly essential to power and protect national socio-economic activities – for example, vital h ealth resources like medicines or technological components like semiconductors. There is an increasing need to secure vital resources and explore which advanced materials could support strategic autonomy. For example, advanced materials can improve durability and recyclability, help develop processes that utilize more readily available alternatives, or even outright replace some of these critical raw resources (AMI2030, 2023[3]). A sub-element of this policy driver is advanced materials’ key role for innovation in the defence sector, due to dual -use applications. Advanced materials can be stronger, more durable and lighter than conventional materials (which can improve resistance and fuel efficiency), w hilst new properties like temperature resistance, self -repair or stealth capabilities can provide revolutionary applications (Burnett et al., 2018 [4]). Advanced materials are also essential for increasingly critical sectors like space technologies and satellite communications (MaterialsNL, 2021[5]). Policy Driver 2 – Powering economic growth and valuable innovations . Scientific and technological innovation serve as a key economic motor for countries, creating jobs in research and manufacturing and generating revenue. For example, in the U nited Kingdom in 2023, the materials-related manufacture and

Policy Driver 2 – Powering economic growth and valuable innovations . Scientific and technological innovation serve as a key economic motor for countries, creating jobs in research and manufacturing and generating revenue. For example, in the U nited Kingdom in 2023, the materials-related manufacture and export generated £430 billion in revenue, employed over 2.6 million people and accounted for 49% of all UK exports (Henry Royce Institute, 2024 [6]). Such innovations also represent a long -term investment into14  STEERING THE FUTURE OF ADVANCED MATERIALS: STRATEGIC INTELLIGENCE IN ACTION

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society, as materials discoveries made last century are still providing revenue today. Furthermore, the pervasive nature of materials means they can impact practically all sectors: beyond the aforementioned sustainability and defence fields, m aterials innovation can support advancements in healthcare, agriculture, construction and electronics, amongst others. For instance, smart materials could act as biosensors for diagnostics or 3D print organs and body parts, membranes to purify water could increase access to clean sources (MaterialsNL, 2021[5]). Policy Driver 3 – Securing or maintaining competitive advantage on global markets . As more countries recognize the importance of advanced materials for sustainability, economic competitiveness and national security , and invest accordingly, the global landscape of innovation is shifting. Emerging countries