OFFICE OF BUILDING TECHNOLOGY, STATE AND COMMUNITY PROGRAMSENERGY EFFICIENCY AND RENEWABLE ENERGY • U.S. DEPARTMENT OF ENERGYFOR MORE INFORMATION, VISIT WWW.EREN.DOE.GOV/BUILDINGS/VISION2020

A 20-YEAR INDUSTRY PLAN FOR LIGHTING TECHNOLOGY

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1 EXECUTIVE SUMMARY

4 INTRODUCTION

6 VISION AND DRIVERS

8 MARKET-RELATED AND TECHNOLOGY BARRIERS

12 STRATEGIES AND HIGH-PRIORITY ACTIVITIES

18 NEXT STEPS

19 ACKNOWLEDGEMENTS

TABLE OF CONTENTS

CO-SPONSORS

The following associations have taken a lead

role in developing the Lighting Technology

Roadmap and are committed to its

implementation.

Illuminating Engineering Society of

North America (IESNA)

International Association of Lighting

Designers (IALD)

InterNational Association of Lighting

Management Companies (NALMCO)

National Association of Electrical

Distributors (NAED)

National Electrical Manufacturers

Association (NEMA)

National Electrical Manufacturers

Representatives Association (NEMRA)

National Electrical Contractors

Association (NECA)

National Association of Independent

Lighting Distributors (NAILD)

U.S. Department of Energy,

Office of Building Technology,

State and Community Programs

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A NEW INITIATIVE

The U.S. Department of Energy’sOffice of Building Technology, Stateand Community Programs (BTS) isfacilitating a new industry-led initia-tive to develop a series of technologyroadmaps. The roadmaps identifykey goals and strategies for differentareas of the building and equipmentindustry. The Lighting TechnologyRoadmap, focusing on opportunitiesin commercial lighting, is one of thefirst sponsored by BTS.

This roadmapping initiative is a fundamental component of the BTSstrategic plan and will help to aligngovernment resources with thehigh-priority needs identified byindustry. The roadmap will guidecooperation among public and private researchers, lighting com-panies, and other State and Federaloffices to help the lighting industryachieve its long-term vision.

E X E C U T I V E S U M M A R Y

Opening New Frontiers for Lighting

It is impossible to imagine modern life without

electric lighting. With the wide availability and

affordability of today’s lighting, people through-

out much of the world are free to work, play,

and learn virtually anywhere, anytime.

The flexibility of our waking hours, the richness of our

information environments, the complexity of our visual

tasks, and the range of our movement exceed anything

our ancestors could have envisioned just over 120

years ago, in the days before Thomas Edison’s

carbon-filament lamp changed the world.

Continued innovation in lamps and other system

components, as well as in design practices, have

made lighting progressively more effective, efficient,

and economical since Edison’s time. Yet the

Lighting Technology Roadmap anticipates develop-

ments in the next 20 years that may well dwarf the

accomplishments of the past century.

STRATEGIES FOR ACHIEVINGTHE LIGHTING VISION

Market Transformation Strategies• Develop clear definitions and

standards for lighting quality.

• Increase demand for high-qualitylighting solutions by quantifying,demonstrating, and promoting life-cycle benefits to broad audiences.

• Strengthen industry education andcredential lighting professionals.

• Accelerate the market penetrationof advanced lighting technologies.and systems, by providing incen-tives for R&D and reducing barriersinherent in today’s specificationand distribution methods.

Technology Development Strategies• Develop advanced source and

ballast technologies that enhancequality, efficiency, and cost effectiveness.

• Develop lighting controls with highlevels of intelligence, interfacecapabilities, multiple levels of control, and ease of configuration.

• Develop luminaires and systemsthat enhance the quality and flexibility of light delivery.

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SHAPING OUR BUILT ENVIRONMENTSA remarkable confluence of emerg-ing technologies can spell greatimprovements in our ability to har-ness light efficiently and effectively,to extend the reach and power ofhuman vision, and to dynamicallymonitor and shape our built environ-ments to suit specific purposes andpreferences. Advances on diversetechnology fronts promise to drivedown the costs and multiply thecapabilities of microchips, lasers,and photovoltaics, opening the wayto entirely new levels of perfor-mance in sensors and controls. Also on the horizon are innovativematerials, high-efficiency lightsources, breakthroughs in biotech-nologies and chemical sciences,and ever more powerful methods of system modeling and integration.

Advanced technologies will, in turn,enable advanced design and engi-neering approaches. Starting in thecommercial building sector, but latermoving into the residential sector as well, we will see growing sophis-tication in the design of lighting andother building systems within anintegrated, “whole buildings” frame-work. The “whole buildings” approachwill optimally use both human-madeand natural systems to provide effi-cient, high-quality lighting, heating,cooling, ventilation, and informationexchange.

The result? Tomorrow’s buildings willprovide unprecedented levels ofcomfort, productivity, flexibility, andwell-being for occupants, whilereducing energy use and otherimpacts on the natural environment.

OPENING NEW FRONTIERS FOR LIGHTING

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VISION STATEMENT

In 2020, lighting systems in buildings and other applications will:

• Enhance the performance and well-being of people

• Adapt easily to the changing needs of any user

• Use all sources of light efficiently and effectively

• Function as true systems, fully integrated with other systems (ratherthan as collections of independent components)

• Create minimal impacts on the environment during their manufacturing,installation, maintenance, operations, and disposal

As a result, people will understand, value, and utilize the tangible, personal benefits provided by these lighting systems.

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DETERMINING PRIORITIESVision 2020: The Lighting TechnologyRoadmap describes an excitingfuture for lighting in the comingdecades. It represents nearly twoyears of work by 180 organizationsrepresenting a broad range of light-ing manufacturers and profession-als, as well as members of theacademic, government, andresearch communities. Nearly 100participants contributed to brain-storming workshops, reaching gen-eral consensus on a vision for thefuture of lighting and identifyingpossible activities for achieving it.Another 201 individuals cast theirvotes on which strategies and activ-ities should receive the highest pri-ority. (High-priority strategies andactivities are presented on pages 12to 17 of this document.) Votes weresolicited and collated by the Depart-ment of Energy, Office of BuildingTechnology, State and CommunityPrograms (BTS), which has facilitatedthe development of the LightingVision and the Technology Roadmap.

Eight lighting industry associationshave sponsored the vision androadmap process: the Illuminating

Engineering Society of North Amer-ica (IESNA), the International Asso-ciation of Lighting Designers (IALD),the National Association of ElectricalDistributors (NAED), the NationalElectrical Manufacturers Association(NEMA), the National Electrical Man-ufacturers Representatives Associa-tion (NEMRA), the National ElectricalContractors Association (NECA), theNational Association of IndependentLighting Distributors (NAILD), andthe InterNational Association ofLighting Management Companies(NALMCO). These associations haveexpressed their commitment to theongoing effort to implement theTechnology Roadmap priorities.

ADDRESSING THE BARRIERSBoth market-related and technologybarriers need to be addressed torealize the Lighting Vision. One keybarrier is the current weakness inthe market for innovative lightingsolutions. A specific challenge is todemonstrate how life-cycle benefitsoften make high-quality lighting sys-tems an attractive and economicalchoice, even when their initial pur-chase costs are higher than thosefor other options.

The Technology Roadmap describesseven strategies for moving forward.Four strategies address the chal-lenges of market transformation,with activities targeted for imple-mentation in the short (less thanthree years) to medium (three to 10years) term. The remaining threestrategies relate to lighting technol-ogy development. These strategiestarget attributes that are likely to bevalued in tomorrow’s sources, ballasts, lighting controls, luminaires,and systems. Virtually all the desiredattributes are judged to be techni-cally achievable in the short (lessthan three years) to medium (threeto 10 years) term.

In 20 years, the state of lightingtechnologies and markets may wellbe considerably different than thatdescribed in the Lighting Vision andthe Technology Roadmap. Yet to the extent that their work inspiresincreased innovation, risk-taking,investment, and collaboration in theindustry, the lighting manufacturersand professionals who developedthis vision and roadmap will havehelped to shape that future.

From the cave dwellers through much of the 19th century, humans had to rely on fire to extend the light of the day. Thomas

Edison’s 1879 invention of the carbon-filament lamp and its electric supply system changed everything. Steady advances in

lamps, ballasts, fixtures, controls, and other lighting technologies made electric lighting progressively more affordable, available,

and convenient throughout the 20th century.

MEETING TOMORROW’S CHALLENGES

A BROADLY REPRESENTATIVEINITIATIVE Leaders from across the lightingindustry—together with the acade-mic and research communities—have developed Vision 2020: TheLighting Technology Roadmap. Thisindustry-defined public documentcharts a future course for lightingthat can meet the demands oftomorrow’s commercial buildingsand the needs of the people whodesign, build, own, and occupythem.

The Technology Roadmap isintended to provide clear guidanceto both the government and privatesector in planning future invest-ments and initiatives. One aim: toaccelerate the development of new

lighting technology solutions andbusiness practices to meet the chal-lenges of today’s and tomorrow’scommercial buildings.

The roadmap will serve as aresource for government to use inappropriately aligning its activitieswith industry priorities and as aframework for cooperative initiativesbetween industry and government.Industry associations will be able touse the roadmap to develop com-munications materials and targetkey market transformation activities.Additionally, private companies mayuse the roadmap to identify priorityfunding for projects and productsthat will contribute to achieving theLighting Vision.

Above all, the roadmap serves asthe starting point for future-focuseddialogue among lighting industryleaders, researchers, and govern-ment. Continued collaboration—including periodic updating of thevision and roadmap—will be key torealizing the Lighting Vision.

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Lighting accounts for nearly one-sixth

(approximately $40 billion) of the total

annual electricity use in the United

States.1 Advances in lighting, particu-

larly the use of high-efficiency lighting

sources, have the potential to reduce

U.S. electricity bills by billions of

dollars annually and to reduce

emissions of carbon dioxide and air

pollutants into our environment.

1 Energy Information Administration,Annual Energy Outlook 2000

I N T R O D U C T I O N

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LIGHTING EXECUTIVE FORUM (VISIONING WORKSHOP)

When and where: September 1998 at the Robert L. Preger Intelligent Workplace, Carnegie MellonUniversity, Pittsburgh, Pennsylvania

Who participated: 20 top executives from all sectors of the lighting industryChallenge: Explore the vast possibilities for improved lighting technologies, practices, and

markets in the next 20 years Results included: First draft of the Lighting Vision statement and “big picture” goals for the industry

STEPS IN THE ROADMAP DEVELOPMENT PROCESS

ROADMAPPING WORKSHOP I

When and where: December 1998 in Tucson, Arizona Who participated: More than 60 lighting industry stakeholders Challenge: Identify potential market and technology barriers to the Lighting Vision, and

brainstorm ways to overcome the barriers Results included: Final version of the Lighting Vision statement and definition of 190 possible

market transformation activities

ROADMAPPING WORKSHOP II

When and where: July 1999 at the Battelle Breakthrough Center, Columbus, Ohio Who participated: A dozen experts representing lighting and building-related disciplines Challenge: Identify forms, functions, and specific technologies that extend from what is

known today to the imaginable of the envisioned future (2020 timeframe) Results included: Specific technical attributes and capabilities that lighting systems will need over

the next 20 years

VOTING ON PRIORITIES

Via the Internet, 201 stakeholders of the lighting industry voted on which of the market-transformation activities and future attributes of lighting technologies can have the greatest impact on achieving the Lighting Vision. These voters represented a broad cross-section of the lighting industry, including manufac-turers (37%), lighting designers (20%), engineers (11%), government (6%), architects (4%), manufacturers’representatives (4%), nonprofits (4%), suppliers (1%), and other stakeholders (13%). Voting results formedthe basis for the strategies and high-priority actions defined in this Technology Roadmap.

VISION 2020: THE LIGHTING INDUSTRY VISIONWhile the future of lighting depends,in large part, on developments noone can predict, significant marketand technology trends are already in evidence. The developers of theLighting Vision explored thesetrends and their implications forlighting, and crafted a vision thatcan create new opportunities forlighting based on these trends.

On the marketplace side, develop-ers of the Lighting Vision foreseegrowing demand for advanced lighting systems by businesses,building owners and managers,and end users:

• In businesses, advanced lightingwill support the relentless driveto increase productivity andvalue-creation, and to reducecosts. Tomorrow’s lighting willrespond to the significant

changes now under way in thenature of work and, in turn, incommercial building design andmanagement. For example, light-ing of the future will enable moreeffective use of space for multi-tasking, so businesses can adaptworkplaces currently designed forindividualized, manual, and paper-based operations into an environ-ment that promotes teamwork,shared resources, and electronicprocesses. In the future, high-quality lighting systems increas-ingly will be valued for their abilityto improve employee productivity,employee retention, and qualitycontrol, particularly as workbecomes ever-more dependenton information access and inter-connectivity. Businesses and individuals also will gain greaterunderstanding of how advancedlighting solutions can improvehealth, safety, and security in theworkplace, as well as yield significant bottom-line savings by reducing energy consumption.

• Advances in lighting will helpanswer the needs of buildingowners and managers for thehighest possible return on capi-tal investments. Efficient, intelli-gent lighting systems—especiallythose networked in a “wholebuildings” context with otherbuilding systems—will enablemanagers to exercise greater levels of control over buildingfunctions, minimizing operations,maintenance, and energy costs.More important, advanced lighting

ENVISIONING THE POSSIBILITIES

V I S I O N A N D D R I V E R S

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VISION STATEMENT

In 2020, lighting systems in buildings and other applications will:

• Enhance the performance and well-being of people

• Adapt easily to the changing needs of any user

• Use all sources of light efficiently and effectively

• Function as true systems, fully integrated with other systems (ratherthan as collections of independent components)

• Create minimal impacts on the environment during their manufacturing,installation, maintenance, operations, and disposal

As a result, people will understand, value, and utilize the tangible, personal benefits provided by these lighting systems.

“This Roadmap will create acommon point of clarity anddirection, and through this effortwe can, by example, become theagents of change for the entireconstruction industry.”

— Dennis W. CloughTeam LeaderVision 2020: The LightingTechnology Roadmap

will provide the high-perfor-mance, aesthetically pleasingenvironments that increasinglywill be demanded by tenants,and will help owners manage properties to their greatesteconomic potential.

• In the consumer market,advanced lighting will help fulfill our appetite for comfort,convenience, and instantinformation and connectivity.Whether at work or at play, asconsumers we will demand anincreased level of personalizedcontrol over the function andaesthetics of our lighting. Sensors and controls in futurelighting systems will provide uswith new levels of informationabout our environment, and willallow us to shape that environmentto enhance our creativity and productivity.

On the technology side, the devel-opers of the Lighting Vision antici-pate a flood of scientific andtechnology developments that willmake lighting an increasingly moreeffective, efficient, and dynami-cally responsive contributor toour built environments. Advancedlighting systems will exploit thecapabilities of more powerful andcost-effective sensors and controls,wireless connectivity, high-efficiencylight sources, breakthroughs inbiotechnology and chemistry, inno-vative high-performance materials,sophisticated systems integration

and modeling capabilities, andmany other new and emerging technologies. Lighting design willincreasingly be done in an inte-grated, “whole buildings” contextthat optimizes human-made andnatural systems (such as daylight) to provide efficient, high-qualitylighting, heating, cooling, ventilation,and information exchange. Greateremphasis on ongoing education for lighting professionals, as well as outreach to consumers, will beneeded to maximize the value and opportunities afforded by fast-changing technologies.

Good lighting contributes to the

productivity of businesses, the health

and well-being of individuals, and the

energy efficiency of buildings.

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“The results of this effort willoffer major benefits to both ourindustry and the workplace.”

— William J. McCarronVice President of MarketingSiemens Energy & Automation, Inc.

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CLEARING THE WAY TO THE LIGHTING VISION

MARKET-RELATED ANDTECHNOLOGY BARRIERS In the Lighting Vision, lighting professionals have articulated abold view of their industry’s futureover the next 20 years. Significantchallenges lie ahead in making this vision a reality.

One set of challenges will requiremarket transformation, to builddemand for advanced lighting

products and systems and to gain a deeper understanding of how consumers and purchasers willvalue new lighting capabilities.Another set of challenges are tech-nical, requiring increased levels ofinvestment in science and tech-nology, including basic and appliedresearch, product development, and demonstrations.

The speed of technology develop-

ment and product innovation in

lighting is exceptionally slow when

compared with that in other indus-

tries. Emphasis on low-first-cost in

lighting purchases, and in commercial

construction purchases in general,

contributes to a “vicious cycle” that

slows the development and adoption

of improved lighting solutions.

B A R R I E R S

MARKET TRANSFORMATIONCHALLENGESA major factor threatening timelyrealization of the Lighting Vision isthe traditionally low rate of tech-nology development and productinnovation in the lighting and building industries.

In any industry, new products gainmarket acceptance over time bydemonstrating a value superior tothat of competing products. Yetproduct cycles have been excep-tionally long in the lighting industry.The commercial building market-place, in particular, has been slowto accept new lighting products andtechnologies, and the buildingindustry has invested considerablyless than most other industries inresearch, development, and demon-stration. A study done in 1994, forexample, found that U.S. privateinvestment in construction researchand development was only 0.5 percent of sales, while the rate ofprivate investment for U.S. industryas a whole was 3.5 percent.

One result of these long productcycles can be seen in the catalogsof today’s lamp manufacturers. A typical manufacturer’s catalogmay carry 3,000 products, many of which have been available fordecades.

Today, there is negligible demandfor innovation in commercial light-ing, a situation that is worsened bythe unusually complex distributionchannel serving the constructionindustry (see illustration, page 11).

Lighting systems are often pur-chased by a general or electricalcontractor on behalf of the buildingowner or manager. While their pur-chases may be influenced by therecommendations of an architect orlighting specifier, most contractorsput an overriding focus on low-first-cost lighting. Indeed, contrac-tors may often “value-engineer”lighting, finding lower-cost optionsto substitute for the equipmentselected by the architect or lightingspecifier. The end user typically has little or no voice in lightingselection and often lacks awarenessof the options available. In fact, an end user who seeks out infor-mation is likely to get conflictingrecommendations from advisors indifferent parts of the distributionchannel.

Because of the market focus onlow-first-cost solutions, lightingequipment manufacturers are oftenpitted against each other to supplythe least expensive system that willpass standards set by the installer,rather than the end user. As a result,lighting profit margins are increas-ingly constrained, limiting the indus-try’s ability to invest in technologyand product development. Further,since new products are acceptedvery slowly, production volumes ofhigh-quality lighting solutions oftenremain below the critical massneeded to achieve economies ofscale. As a result, high-quality lighting products stay pegged inhigh-priced niches, even thoughtheir market benefits and applica-tions are potentially very broad.

In short, innovation in the commer-cial lighting marketplace is beingneither strongly pulled by customerdemand nor strongly pushed byindustry investment. Transformingthe dynamics of this marketplace—moving away from low-first-costdecisions to valuations based onlife-cycle benefits—will be critical to achieving the Lighting Vision.

The overriding market-related barrier to the Lighting Vision is thelack of a strong business case foradvanced lighting that can driveend-user demand. Many case studies point to the advantages of high-quality lighting in improvingproductivity, employee retention,error-reduction, and workplacesafety; in attracting retail customersand improving retail sales; and inreducing energy consumption andother operating and maintenancecosts. Yet these benefits have notyet been adequately documented,measured, and communicated tomake a compelling case to tenantsand building owners. Tenants andbuilding owners will be key in driving demand for higher-qualitylighting, where life-cycle returns justify the greater initial cost of theirpurchase and installation. Architects,lighting specifiers, lighting manufac-turers, and industry trade associa-tions all will have pivotal roles indemonstrating and communicatingthese life-cycle benefits, and manywill require ongoing education onadvanced lighting technologies anddesign standards to perform theseroles effectively.

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TECHNOLOGY BARRIERS TO OVERCOME

• Lack of standardization in currentlighting control technologies andsystems

• Need for more sophisticated control capabilities

• Need for better metrics to evalu-ate the quality and performanceof products and technologies

• Lack of effective design tools andpractices for integrating lightinginto whole building design

• Need for higher-efficiency lightingsources, including reduced-mercury sources

• Need for new ballasts to supportadvanced lamp technologies

• Need for increased portability andflexibility in luminaires

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TECHNOLOGY CHALLENGESThe industry participants whocrafted the Lighting Vision andTechnology Roadmap identifiedseveral key trends that will affectcommercial activities and buildingsand, in turn, impose new demandson lighting technologies.

Commercial lighting systems will bechallenged to adapt to the changingnature of work, including the increasein paperless, electronic-based tasks;the growing prevalence of team-based activities; and the ongoingreorganization and reconfigurationof many business functions.

Another trend affecting lighting willbe the continued drive to enhancehuman productivity, creativity, andwell-being. High-quality lighting thatcan measurably contribute to work-place productivity is expected to be in growing demand. In addition,there will be increased requirementsfor lighting systems to function as

a fully integrated part of the totalcommercial building, raising theneed for more sophisticated lightingcontrol capabilities and for buildingdesign approaches that make optimal use of both natural andhuman-made systems.

The Technology Roadmap strate-gies define the attributes of futurelighting components and systemsthat can respond effectively tothese trends. Specifically, thestrategies identify features andfunctions of tomorrow’s sourcesand ballasts, lighting controls, and luminaires and systems.

A central challenge for future light-ing systems is to allow end-usercontrol of light intensity, color, colortemperature, quality, and distribu-tion within the space. Enabling control technologies need to beeasy, intuitive, robust, and simple,and must be integrated with inter-operable building-level controls.

CLEARING THE WAY TO THE LIGHTING VISION

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Commercial lighting purchases are usually made by the general or electrical contrac-

tor on a low-first-cost basis, on behalf of the building owner or operator. End users

are unaware of the benefits of high-quality lighting solutions, and they have little

impact on purchasing decisions. Further, since lighting is one of the last systems to

be installed in a building, it may be “value engineered” to help meet total construction

budget constraints, even when a higher-quality system is initially specified.

“Educated and informed endusers will drive demand forlighting products that deliverdesired features and benefits.Only then will lighting func-tion take precedence overprice. Effective use of theInternet and other informa-tion channels will be key inthis transformation.”

— Henry P. BergsonPresidentNEMRA

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STRATEGIES AND HIGH-PRIORITY ACTIVITIES

Achieving the Lighting Vision willrequire strategies to transform thelighting marketplace, encouragingmore purchasers to consider life-cycle benefits as well as lowfirst-cost. Such a change in pur-chasing decisions will, in turn, cre-ate demand for innovative lighting solutions and drive higher levels ofinvestment in lighting research anddevelopment.

Specifically, four market transforma-tion strategies and three technologydevelopment strategies emergedfrom the vision and roadmappingprocess. These strategies are sup-ported by a series of high-priorityactivities that will directly lead totheir fulfillment. Virtually all of theseactivities and technology capabili-ties were judged to be achievable inthe short (less than three years) tomedium (three to 10 years) term.

VOTING PROFILE

A total of 201 lighting stakeholderscast their votes to select the high-priority activities identified in thisTechnology Roadmap. Votersincluded:

• Manufacturers (37%)

• Lighting designers (20%)

• Engineers (11%)

• Government (6%)

• Architects (4%)

• Manufacturers’ representatives(4%)

• Nonprofits (4%)

• Suppliers (1%)

• Other stakeholders (13%)

Detailed voting results are postedon the Lighting TechnologyRoadmap Web site: www.eren.doe.gov/buildings/vision2020

Note: Checkmarks indicate the activities that ranked #1 in theirrespective category from the internet voting. For detailed voting results for all categories, visit the Lighting Roadmap Web site.

M A R K E T T R A N S F O R M A T I O N

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Short—Less than 3 years

Medium—3 to 10 years

L Long—More than 10 years

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MARKET TRANSFORMATION STRATEGIES

STRATEGY 1—Develop clear definitions and standards for lighting quality

Activity Timeframe

✔ Develop a uniform set of performance specifications for lighting systems.

✔ Create industry-standard formats for energy and economics data for use across the many available software packages.

• Increase enforcement of ASHRAE/IESNA Standard 90.1-1989 and adoption of ASHRAE/IESNA Standard 90.1-1999.

• Determine objective definitions and metrics of lighting quality.

• Support and conduct third-party evaluation of integrated lighting system design and application.

• Incorporate requirements for environmental sensitivity for lighting systems (such as daylight use) into the existing code structure.

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M A R K E T T R A N S F O R M A T I O N

STRATEGY 2—Increase demand for high-quality lighting solutions by quantifying,demonstrating, and promoting life-cycle benefits to broad audiences

Activity Timeframe

✔ Increase scientific knowledge of how lighting parameters impact human psychology,health, and productivity.

✔ Maintain nonpartisan lighting centers and laboratories around the country where innovative lighting technologies can be demonstrated.

✔ Conduct educational forums for end users about the effects of lighting on people and their activities.

• Identify real customer needs through needs assessments and focus groups.

• Determine unique lighting characteristics and needs for specific environments (e.g., hospital, retail, office, restaurant).

• Use work performance research to help make the marketing of quality lighting more effective, as with ergonomic furniture.

• Conduct regional light fairs/expositions to showcase innovative lighting technologies.

• Develop a marketing campaign promoting quality lighting to the general public.

• Increase use of government buildings to demonstrate innovative technologies.

• Increase publicity on the results of collaborative design and construction projects.

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STRATEGY 3—Strengthen industry education and credential lighting professionals

Activity Timeframe

✔ Create educational programs on the design, installation, and use of lighting controls.

✔ Improved education on daylighting, including simple rules of thumb for architects.

• Provide training to product sales and distribution professionals about life-cycle cost analysis and the effects of lighting on people.

• Increase incorporation of NCQLP and CLMC certification requirements into Request forProposal and Request for Quote language for building construction projects and energy-saving performance contracts.

• Establish design assistance teams to teach others how to better integrate lighting into overall building design and how to maximize daylighting.

• Increase use of the Internet to provide information on research, demonstration, and regulatory activities.

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STRATEGIES AND HIGH-PRIORITY ACTIVITIESS

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STRATEGY 4—Accelerate the market penetration of advanced lighting technologiesand systems, by providing incentives for R&D and reducing barriers inherent in today’sspecification and distribution methods

Activity Timeframe

✔ Continue to develop rebate programs, coupled with public information programs, to trans-form the market for energy-efficient technologies.

• Encourage manufacturers to develop new innovative and energy-efficient technologiesthrough public/private programs.

• Create new Federal and State tax investment credits that encourage manufacturers andothers to increase funding for lighting research.

• Create supplemental construction project funding for the purchase of innovative lightingproducts (through government or manufacturer efforts).

• Lobby Congress to allow longer-term funding commitments, rather than annual funding, forfundamental research programs.

• Host stakeholder roundtables, focusing on distribution channels and other issues affectingtechnology market penetration.

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Note: Checkmarks indicate the activities that ranked #1 in theirrespective category from the internet voting. For detailed votingresults for all categories, visit the Lighting Roadmap Web site.

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Short—Less than 3 years

Medium—3 to 10 years

L Long—More than 10 years

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“Like fresh air and clean water, good lighting addsmuch to the quality of life but is taken for granted.The Vision 2020 program will help to raise awareness of the importance of good lighting.”

— Ron LewisDirector of Information ResourcesLighting Corporation of AmericaChairman, NEMA Lighting Systems Division

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T E C H N O L O G Y D E V E L O P M E N T

STRATEGY 5—Develop advanced source and ballast technologies that enhance quality,efficiency, and cost effectiveness

Attribute/Capability Timeframe

✔ Achieve dimmability that still maintains energy efficiency, color, and lamp life.

✔ Extend lamp life (less turnover).

✔ Develop low-cost electronic ballasts for compact fluorescent lamps (CFLs).

✔ Develop point source for optical fibers and pipes (high efficiency).

✔ Create advanced solid-state structures such as LEDs, LEPs, and ceramics.

• Maintain color throughout lamp life and from lamp to lamp.

• Increase efficacy: greater than 100 lumens per watt at high CRI (*80 CRI).

• For fluorescent lamps, develop two-photon phosphor technologies with efficienciesapproaching 200 lumens per watt with CRI greater than 90.

• For incandescent lamps, improve IR films to increase efficiency (50 to 100+ lumens per watt).

• For incandescent lamps, improve efficiency of incandescing filaments by increasing theemissivity in the visible range (+10% to 15% efficacy) and increasing the temperaturecapabilities of these new materials (+25% to 30% efficacy).

• For incandescent lamps, develop low-cost coatings to increase efficiencies from the cur-rent level of 20 lumens per watt to 30 lumens per watt.

• Develop improved design tools that incorporate daylighting concepts.

• Develop toxic-free lamps and ballasts.

• Develop electrodeless metal halide technology, replacing mercury with xenon.

• Develop new geometrical optics, efficient packaging, and efficient light distribution systems.

• Create area sources (thin, flat panels).

• Redesign ballasts and conduct materials research to solve the lumen depreciation/colorshift problem that accompanies electrode degradation.

• Develop new phosphor materials, electrode materials, and advanced ballast designs toproduce gas discharges with quantum efficiencies greater than 1.5.

• Develop universal ballasts.

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STRATEGIES AND HIGH-PRIORITY ACTIVITIESS

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STRATEGY 6—Develop lighting controls with high levels of intelligence, interface capabilities, multiple levels of control, and ease of configuration

Attribute/Capability Timeframe

✔ Enable easy installation (e.g., self-configuring and friendly to non-experts).

✔ Develop controls that are self-teaching, intuitive, easy to use.

✔ Develop universal control and communication protocols for component interconnection(such as BACnet or Echelon).

• Create a dialogue with energy management companies and lighting control industry in aneffort to develop simple, easy-to-use controls.

• Incorporate anticipatory logic so systems learn and adapt to user preference.

• Sense multiple inputs to configure and define lighting environments to user (color, roomtemperature, user temperature, user mood, eyesight of user, occupancy of room, motion,activity type, time of day, daylight levels).

• Allow ease of programming by time of day and date.

• Improve robustness (e.g., non-volatile memory).

• Establish interactive linkage between the lighting, HVAC, and other system controls.

• Provide some control at building level (range of levels, override).

• Develop a universal building interface (remote control and monitoring) for load shedding,optimization of lighting/heat, preventive maintenance.

• For public spaces, develop control systems that accommodate multiple uses of the space.

• Develop control systems that serve emergency-response needs.

• Develop control systems that monitor status of settings.

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Note: Checkmarks indicate the activities that ranked #1 in theirrespective category from the internet voting. For detailed voting results for all categories, visit the Lighting Roadmap Web site.

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Short—Less than 3 years

Medium—3 to 10 years

L Long—More than 10 years

T E C H N O L O G Y D E V E L O P M E N T

STRATEGY 7—Develop luminaires and systems that enhance the quality and flexibilityof light delivery

Attribute/Capability Timeframe

✔ Develop and utilize compatibility protocol to support “plug and play” (software and hardware).

✔ Utilize positioning and control to allow more effective task lighting.

✔ Develop combined light source/reflector panel.

• Achieve increased/variable reflectivity.

• Develop materials that support multiple functions (e.g., reflect light and absorb sound).

• Develop configurable reflectors.

• Enable users to easily adjust quantity and direction of light from set location (e.g.,adjustable louvers, configurable reflector/diffuser).

• Develop smart fixtures that communicate with the control system, have intuitive learningcapabilities, and perform diagnostics to enable preventive maintenance.

• Develop expressive lighting that enhances psychological well-being.

• Achieve foolproof installation and simplified operations.

• Develop systems that capture daylight for later transmission and distribution.

• Support easy movement of fixtures within a space.

M

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OPPORTUNITIES TO GET INVOLVED

A GLIMPSE OF THE (TECHNICALLYPOSSIBLE) FUTURE

By 2003… Lighting systems will exhibit increased flexibil-ity, using a single universal protocol for component intercon-nection. System controls will learn and adapt to userpreferences, ultimately becoming capable of anticipating userneeds. Controls will be robust, easily upgradable, and easilycommissioned. Lighting sources will have increased dimmingabilities, and a specialized reduced-mercury metal halidesource will come to the market. Luminaires will be easy to relocate in the workspace through “plug-and-play” technology.

By 2010… Lighting systems will have capabilities unlikeanything before. Luminaires will become smarter and moreintegrated, communicating with the control system, perform-ing self-diagnostics, and enabling preventive maintenance.New materials will make reflectors configurable and more inte-grated with the light source. Microelectronics will show up insmaller, more flexible ballasts, and sensors will provide multi-ple inputs to define the lighting environment for users. Con-trols will work with the larger building management system tooptimize use of daylighting, thermal load management, pre-ventive maintenance, and demand load shedding. Highly effi-cient long-life sources, including solid-state LEDs and organiclight-emitting polymers, will become available in the market.Fluorescent sources will reach efficiencies approaching 200lumens per watt while maintaining a high color rendition indexthrough the use of new two-photon phosphor coatings. Uni-versal ballasts will increase flexibility of the systems, and low-cost electronic ballasts will make compact fluorescent lampsas common in America’s homes as they are in the workplace.

By 2020… Design of building systems will optimally com-bine both natural and human-made systems to shape theindoor climate. Technology will be available to capture daylightfor later transmission and distribution. Programmable flat-panel luminaires will create theatrical effects that are currentlyunknown. The attributes of this light will be manipulated byadvanced control systems. Highly efficient, reduced-mercuryfluorescent sources will come to market, while incandescentlamps will see new life through advanced materials that willraise their efficiency to 60 lumens per watt.

N E X T S T E P S

Vision 2020: The Lighting TechnologyRoadmap outlines a view of where the light-ing industry is today, a vision of where itsstakeholders want to go tomorrow, andstrategies on how to get there. It providesguidance to both government and industryon the direction of future activities. It offers aframework for greater collaboration acrossthe industry in creating new market opportu-nities and innovative technologies, and pro-vides guidance for the Department of Energyand other agencies in planning their activitiesand in forming research and developmentpartnerships with industry.

The Technology Roadmap intentionallyexcludes detailed implementationapproaches. These will be jointly developedbetween government and industry as theTechnology Roadmap’s strategies are ana-lyzed and enriched. One early step in theimplementation phase will be to investigateexisting efforts already under way and determine how these might be leveraged tofurther the Lighting Vision and to avoid duplication of efforts.

Feedback on the Technology Roadmap iswelcome. In particular, the sponsoring orga-nizations would welcome inputs on which ofthe identified activities most directly relate to your organization’s goals and needs, andwhether a respresentative of your organiza-tion would want to become an active par-ticipant in implementing these activities. To become involved in the implementationprocess, contact the sponsoring associationof which you’re a member, or contact:

U.S. Department of Energy1000 Independence Avenue, S.W.Washington, DC 20585-0121202-586-1510

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LIGHTING WEB SITE

For up-to-date information onimplementation, refer to the Lighting Roadmap Web site atwww.eren.doe.gov/buildings/vision2020

A NOTE FROM…Dennis W. Clough, Team LeaderVision 2020: The Lighting Technology Roadmap

As the Department of Energy’s TeamLeader for the development ofVision 2020: The Lighting Technol-ogy Roadmap, I have met andworked with literally hundreds oflighting professionals. Each of themhas helped me better understandthe many facets and intricacies ofthe lighting industry. These pro-fessionals have contributed to aprocess whose result will serve thegovernment and industry for manyyears to come.

I would like to recognize three people especially:

Norm Grimshaw, Vice President ofTechnical Relations for AdvanceTransformer Company, spent manyhours with me to ensure I under-stood the “real world” complexitiesof the industry. He has also beenone of the Lighting Roadmap’s mostvocal and active advocates, con-sistently encouraging his colleaguesand peers to engage in this important process.

Carol Jones, Senior Research Scientist with Pacific NorthwestNational Laboratory, introduced me to many of the industry’s keyplayers early in the roadmappingprocess, which helped make ourExecutive Forum, and ultimately the entire process, a success.

Ron Lewis, Director of InformationResources for Lighting Corporationof America and Chair of NEMA’s

Lighting Systems Division, has beenthe model change agent for hisindustry. His forethought, insight,and integrative abilities moved thisprocess to a level that would havebeen unattainable without him.

Thank you so much for your helpand guidance.

I would like to thank Battelle, Public Solutions, Inc., and WhatBox? Communications for theirhard work with our Executive Forumand three roadmapping workshops,and thanks to Energetics, Inc., andBrandegee, Inc., for their support in the development, writing, anddesign of Vision 2020: The LightingTechnology Roadmap.

I would also like to thank the eightsponsoring professional associa-tions, which helped us to get a widerepresentation of the entire industryengaged in this process. And finally,thank you to the 170 companiesand organizations that actively par-ticipated in the development of thetechnology roadmap:

Available LightAdvance Transformer CompanyAdvanced Lighting Technologies Alamo LightingAlliance to Save Energy Armstrong World IndustriesAuerbach & GlasgowAVCA CorporationAvista UtilitiesBalzhiser and Hubbard EngineersBattelle/Pacific Northwest National

LaboratoryBelden, Inc.Belfer Lighting CompanyBenya Lighting DesignBos Lighting DesignBuilding Acoustics and Lighting LabsCalifornia Energy CommissionCalifornia Lighting Sales

A C K N O W L E D G E M E N T S

“By focusing commercial, government, and academicgroups on common goals,Vision 2020 promises dramaticimprovements in a marketstill quite reliant on the technology of Edison’s firstelectric lamp.”

— William LeamanPresidentLightly Expressed Ltd.

(continued on next page)

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CB Richard EllisCDAI IncorporatedCDS Associates, Inc.CH2M HillClark Engineers, IncColumbia Lighting ComEdConsolidated Edison of New YorkConsultants in Lighting, Inc.Cooper LightingCrownlite Mfg. Corp.D & M Lighting Sales, Inc.David T. Kinkaid Lighting ConsultantThe DayLite Company Devine LightingDuke EnergyDuke SolarDunham AssociatesE. K. Fox and AssociatesECI Group, Inc.Eclipse Technologies, Inc.Electrical Design & ManagementElectronic Lighting, Inc.Energy Center of WisconsinEnergy Controls and ConceptsEnergy Savings, Inc.Energy User NewsEnron Energy ServicesEnvironmental Systems Design, Inc.EPRI Lighting Research OfficeEye Lighting InternationalFacilities Management Field-TechFitzgerald Lighting & Maintenance, Inc.Florida A&M UniversityFusion Lighting, Inc.Gallegos Lighting DesignGary Steffy Lighting Design, Inc.General Electric LightingGenlyte ControlsGreg Fisher Lighting SalesGrenald Waldron AssociatesH.M. Brandston & Partners, Inc.Hammel, Green and AbrahamsonHayden McKay Lighting Design, Inc.The HDMR Group Hellmuth, Obata + Kassabaum, Inc. HGAHolophaneHoneywell- Home and Building ControlsHubbell Lighting, Inc.Illumination Concepts & Sales, Inc.

Indy Lighting, Inc.Integrated ArchitectureIrvine EngineeringJKALJohn Perry, AIA, LCJohnson Controls Inc.JR Frank ArchitectJuno Lighting Inc.Kansas State UniversityKeene-Widelite, Division of Canlyte Inc.Kuyk & Associates, Inc.Lam Partners IncLawrence Berkeley National LaboratoryLedalite Architectural ProductsLight Bulb Supply Company, Inc.Light Space, Division of Michaud

Cooley EricksonLighting Associates IncLighting Corporation of AmericaLighting Design LabLighting Ideas, Inc.Lighting Research Center, Rensselaer

Polytechnic InstituteLighting Sciences Inc.Lightly Expressed Ltd.Lincoln Technical Services, Inc.Lindsay-Pope-BrayfieldLindsley Consultants Inc.LitecontrolLithonia LightingLMSLogan T. White EngineeringLUMEC Inc.Luminae Souter Associates, LLCLutron Electronics MagneTek, Inc.Mars Electric Company, IncMatsushita Denko Shomei-

Senryaku-KikakuMatsushita Electric Works, Ltd.MBA Consulting Engineers, Inc.Michael John Smith Lighting ConsultantMitchell B. Kohn Lighting Design Moody Ravitz HollingsworthMosher & DoranNaomi Miller Lighting DesignNational Air and Space MuseumNational Council on Qualifications for

the Lighting Professions National Research Council of CanadaNEES CompaniesNelson Electric, Inc.Neoray Lighting

New Buildings InstituteNational Renewable Energy LaboratoryNew York State Energy R&D Association Optika Lighting OSRAM SYLVANIAPAE Consulting EngineersPhilip Darrell Lighting DesignPhilips Lighting CompanyPower & Lighting SystemsPower Lighting Products / SLI LightingPrecolite MoldcastReid Crowther & Partners LtdRichard PearlsonRichard L. Bowen & AssociatesRKL Sales CorporationRobert Newell Lighting DesignRobson & Woese, Inc.Roeder DesignRSA Engineering, Inc.Ruda & Associates San Diego Gas & ElectricSan Jauquin Valley Electric LeagueSchneider ElectricSeattle Lighting Design ServicesSelles Lighting DesignSempra Energy ServicesShaper LightingSylvan R. Shemitz Associates Siemens Energy & Automation Simkar CorporationSLi LightingSpectrum Lighting DesignSteelcaseStudio Lux Sunoptics SW, Limited TD Property ServicesTEC Inc.Tejas Potencial y Luminaria Asociados TMT Associates TransLight LLC University of NebraskaUniversity Medical Center Ushio America Voss Lighting The Watt Stopper, Inc. Western Kentucky University Winchester Electronics Winona Lighting Wright-Teeter Engineering Group Zumtobel Staff Lighting, Inc.

(continued)

For more information, contact:

Office of Building Technology, State and Community ProgramsU.S. Department of Energy1000 Independence Avenue, S.W.Washington, D.C. 20585-0121202-586-1510

Call the Energy Efficiency and Renewable Energy Clearinghouse at:1-800-DOE-3732

Or visit the Lighting Roadmap Web site at:www.eren.doe.gov/buildings/vision2020

March 2000DOE/GO-102000-0982