igs restack workshop presentation: nov 2012
DESCRIPTION
Summary presentation at Space Innovation and Growth Strategy Restack Meeting, Nov 2012.TRANSCRIPT
Welcome
Catherine Mealing-Jones
Vision 2030
Filling the ‘Black Hole’
Why a Vision
The 2010 IGS expressed a simple objective of economic growth
Achieving £40bn turnover and creating 100,000 jobs
BUT what would this look like?
How to sell this vision to the public and policy makers?
The need for a narrative
So as part of the re-stack we wish to create this story of what a space enabled world might look like
3
The Objective
Express the long-term vision that has been guiding the revival of the UK space effort and underlies the IGS
Visualise the space-enabled world of 2030 and how the UK fares in it under the IGS
Evoke the central role of space based technologies and applications in our future
Illustrate the benefits and opportunities to be derived from sustained UK leadership, both political and industrial, in this sector
“Tell the story of one of Britain’s most hi-tech, value-adding sectors that employs the most highly skilled workforce in manufacturing and that is growing four times faster than the rest of the economy.”(UKSpace Vision 2007)
4
Why Have a Vision?
Attract political recognition of the importance of space sector innovation and growth
Foster confidence and a sense of shared purpose across the sector communities
Highlight the UK’s potential long-term competitive strengths
Demonstrate professional coherence
5
Facilitate commitment to long-term goals
Win sustained credibility and organisational stability
Strengthen resilience to short-term budget issues
Project UK influence into European institutions
Offer inspiration to those who define the decision-making and prioritisation guidelines and procedures
“Long term thinking is vital for sustainable growth”
(BIS Foresight Horizon Scanning Centre)
The UKspace Vision 2025 (2007)
Objective: Provide decision makers with a coherent vision they can relate to: Space-enabled society, economy and government.
Industry-driven. No government involvement.
Small group with active CEO-level participation.
Evening workshop at QinetiQ boardroom with about 15 participants, invited by Astrium/SSTL/QinetiQ, signed by Colin Paynter, Sir Martin Sweeting. Also included David Williams of Avanti, Will Whitehorn of Virgin Galactic. Neutral chair Ged Davis, ex-Shell and World Economic Forum.
Whole process took about 2 months
6
Jan-07
p
7
UK Space Vision
Jan-07
p
8
UK Space Vision
• climate change
• natural resources
• ageing and population growth
• global interdependency
• violent conflict
Jan-07
p
9
UK Space Vision Satellites
• move more data, more reliably
• link networks together monitor
everywhere in real time
• provide precision in space and
time
• expand the limits of our
understanding
Jan-07
p
1
0
UK Space Vision
• Reduced Launch
Costs
• London - Financial
Centre
Jan-07
p
1
1
UK Space Vision
• Satellite TV
• Mobile phones
• Street Lighting
Jan-07
p
1
2
UK Space Vision
Jan-07
p
1
3
UK Space Vision
Jan-07
p
1
4
UK Space Vision
Jan-07
p
1
5
UK Space Vision
Jan-07
p
1
6
UK Space Vision
Jan-07
p
1
7
UK Space Vision
Why Do We Need a Restack?
Richard Peckham/ Bob Waters/Glyn Jones
The Growth Challenge
Richard Peckham
The Global Space Market
Source The Space report 2012
The Space Foundation
Total market value US $ 290 B
Global Space Market (US$bn)
Commercial
infrastructure &
support, $106, 37%
US Government,
$47, 16%
Other Government,
$26, 9%
Commercial
products & services,
$111, 38%
Commercial space
transportation,
$0.01, 0%
Growth in Global Space Market
$0
$50
$100
$150
$200
$250
$300
$350
2005 2006 2007 2008 2009 2010 2011
Year
US
$ b
n
4.8% 3.8% 8.4% 12.2
%
556
548
620
603
78
5
803
840
877
995
930
965
1,0
00
2,9
24
3,4
64
3,7
90
4,1
10
4,3
74
4,5
41
4,8
39
5,3
07
5,9
62
6,5
81
7,6
00
8,5
00
0
1,000
2,000
3,000
4,000
5,000
6,000
7,000
8,000
9,000
2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013
£M UK Space Turnover £M
Upstream turnover (£M)
Downstream turnover (£M)
UK Momentum
Catapult Starts / ESA Ministerial Council 2012
Space Agency Created
Space IGS / ISIC Established
ESA Harwell Established
Case for Space
IGS Target: £40bn UK space turnover by
2030 (10% of global market)
If we can maintain the current
share of the global market then
in 2030 we reach £25bn
If we can grow market share to
10% then we reach the goal of
£40bn by 2030
Other nations are not idle!
We have to be creative with
new business models, innovate
in new technologies and
applications and invest
We cannot just do the same as
we have always done!
Growth scenarios
0
5000
10000
15000
20000
25000
30000
35000
40000
45000
2010
2011
2012
2013
2014
2015
2016
2017
2018
2019
2020
2021
2022
2023
2024
2025
2026
2027
2028
2029
2030
£M
UK turnover (static share at 6%)
UK turnover (global share up to 10%)
UK turnover (global share down to 3%)
The Opportunity - Growth
Markets
0
5,000
10,000
15,000
20,000
25,000
30,000
35,000
40,000
45,000
2006 2008 2010 2012 2014 2016 2018 2020 2022 2024 2026 2028 2030
Year (2010 - 2030)
Turn
ove
r £
mn
s (2
00
9 p
rice
s)
Sat Telecoms
Earth Observation & Services
Navigation & Services
Space Transportation
Space Science
Other Services
Sat Broadcasting
On track 2011
£9.1bn
Satellite telecommunications
Earth Observations and climate services
Position & timing applications & products
Satellite broadcasting continues as
the largest sector
Security applications
And the things
we haven’t
thought of yet!
Going for Growth - Markets
Focus on the high-growth markets
Geographic and market type
Recognise the growth and size of the downstream
The Catapult rightly focuses on the applications markets
Recognise that new infrastructures spawns tomorrow’s
applications
BUT don’t forget it all depends on the space infrastructure
Harmonise investments from all sources (public, private,
national, ESA, EU) to maximise the ROI
Leverage the Research Base
Increase exports and non-government sales
Going for Growth - Enablers
Raise the ambition of industry
Develop entrepreneurial culture & tomorrows entrepreneurs
How do we get the next BSkyB or Inmarsat in the UK?
Technical innovation
Innovative financial models
Already good examples in UK: DMC, Paradigm, Avanti…
Build on UK strengths in access to finance and all the required services
(legal, banking, insurance…)
Can this be leveraged better?
Ensuring the right skills are available to support growth
Continued vigilance on regulatory barriers
Doing things differently!
Space IGS – Current Status
Bob Waters
Space IGS – Recommendations Status
1. National Space Policy
2. Effective Executive Space Agency
3. National Space Technology
Strategy & funded programme
4. Access to / cost of Finance*
5. Procure national EO Service
6. Climate change technologies &
services
7. Satellite Broadband as a
complementary ICT
infrastructure
8. Lower carbon ICT from satellite
broadcast & broadband
9. Security & Defence review
10. Harmonised mobile satellite
service in Europe
11. Regulatory reform*
12. Skills and awareness
13. Leading science missions
14. Harwell ISIC & hub and spoke
15. Invest earlier, more consistently
& at increased scale in ESA
programmes
16. Space leadership Council
No progress
Partly completed
Largely Completed (with Caveat)
Completed *Combined to form London Satellite Finance Network
Space IGS Restack Survey 2012
Ho w d o yo u re g a rd yo ur invo lve me nt in the imp le me nta tio n o f the
Sp a ce IGS to d a te ?
20.7%
14.6%
51.2%
13.4%
Fully engaged – I have been
working closely on
implementation of one or
several recommendationsMostly engaged – I have been
involved in implementation,
but not currently, and I track
SIGS progress where I canPartly engaged – I am aware
of the IGS but have not taken
part in implementation; I note
progress where I canNot or no longer engaged – I
am not really following this at
the moment
Wo uld yo u like to b e co ns id e re d fo r wo rksho p s to he lp
ta ke the re sta ck o f the IGS fo rwa rd ? (If ye s, p le a se e nte r
yo ur e ma il a d d re ss in the co mme nt b o x b e lo w.)
62.3%
37.7%
YesNo
•85 responses – confidence
in survey messages
•Contrast with project
team review – look for
strongly divergent views
•Comments important -
review later
Space Restack Survey – marking
and presentation scheme
Left-hand graph:
asked to mark status of each IGS recommendation: successful / completed
largely complete, with some caveats
partly complete
not complete in any significant way
this recommendation is not relevant to me / unknown
Right-hand graph
asked if recommendation partly or not complete, should it be: resourced to deliver urgently
carried forward / re-stated in the IGS re-stack
closed
not relevant to me / unknown
R1: Define and implement a National
Space Policy
0%
10%
20%
30%
40%
50%
60%
fully
large
ly
partially
not at a
ll
not rel
evan
t
Recommendation Define and implement a National Space Policy that includes the UK’s economic,
social, industrial, defence and security interests.
Combine all Public Sector requirements and funding for services that can cost effectively be delivered by Space in order to provide new opportunities
Project view Partially delivered; could be completed by March 2013
0%10%20%30%40%50%60%70%
delive
r urge
ntly
carry
forw
ardclo
se
not rel
evan
t
R2 – Ensure a Space Agency is
resourced and empowered
0%
10%
20%
30%
40%
50%
fully
large
ly
partially
not at a
ll
not rel
evan
t
Recommendation
A UK Executive Space Agency resourced and empowered to maximise the growth opportunities for the UK Space sector
Lead on all UK Space-related activities including national and international negotiations and delivery of the National Space Policy - remit should include civil, defence and security domains
Project view
Completed
0%
10%
20%
30%
40%
50%
delive
r urge
ntly
carry
forw
ardclo
se
not rel
evan
t
R3 – Develop a National Space
Technology Strategy
0%
10%
20%
30%
40%
50%
fully
large
ly
partially
not at a
ll
not rel
evan
t
Recommendation
UK Government and industry should establish a National Space Technology
Strategy with a clearly identifiable budget.
A National Space Technology Steering Group should be set up immediately to
oversee the NSTS, chaired by industry, but with Government representation.
Project view
Largely complete, requires NSTP ‘Phase 2’ funding
0%
10%
20%
30%
40%
50%
60%
delive
r urge
ntly
carry
forw
ardclo
se
not rel
evan
t
R4 - Ensure credit is available for satellite
procurement & launch
0%
10%
20%
30%
40%
50%
fully
large
ly
partially
not at a
ll
not rel
evan
t
Recommendation Government should provide more capital guarantees and/or anchor tenancy agreements
to allow UK-based operators to raise finance necessary to enter new Space-enabled service markets and grow businesses.
Note high capital costs involved in the procurement and launch of individual satellites barrier for the UK to be first to market to exploit a growing export market.
Project view
Different track to envisaged, largely delivered with formation of LSFN
0%
10%
20%
30%
40%
50%
60%
delive
r urge
ntly
carry
forw
ardclo
se
not rel
evan
t
R5 – Procure a Sovereign Earth
Observation Capability
0%
10%
20%
30%
40%
50%
fully
large
ly
partially
not at a
ll
not rel
evan
t
Recommendation
Government should procure an innovative indigenous Earth Observation (EO) data service that meets all Public Sector needs and creates wealth for the UK in domestic and export markets. Industry will invest in a PFI service and work with UKTI to maximise export opportunities
Project view
Partially complete; NovaSAR announced but National Space Applications Programme yet to start, no PFI
0%10%20%30%40%50%60%70%
delive
r urge
ntly
carry
forw
ardclo
se
not rel
evan
t
R6 - Secure world leadership in climate-change
monitoring, mitigation and verification
0%
10%
20%
30%
40%
50%
60%
fully
large
ly
partially
not at a
ll
not rel
evan
t
Recommendation
Government, in partnership with industry and academia, should map out a strategy for the UK to secure world leadership in the technologies and services related to climate-change validation, adaption and mitigation.
Exploit world-class research and modelling to economic effect and support ESA’s Office for Climate Change at Harwell
Project view
Partially complete; Climate Services Strategy report by January 2013
0%
10%
20%
30%
40%
50%
60%
delive
r urge
ntly
carry
forw
ardclo
se
not rel
evan
t
R7 - Develop Space as a complementary
ICT infrastructure to fibre-optic
and wireless broadband
0%5%
10%15%20%25%30%35%40%
fully
large
ly
partially
not at a
ll
not rel
evan
t
Recommendation
The UK should seize the opportunity to develop Space-enabled services to become the complementary Information and Communication Technologies (ICT) infrastructure to both the fixed fibre optic and wireless networks.
Project view
Largely delivered; Lowry Stanage report sets way forward (but not implemented)
0%
10%
20%
30%
40%
50%
60%
delive
r urge
ntly
carry
forw
ardclo
se
not rel
evan
t
R8 - Space capabilities to reduce UK
CO2 emissions from ICT systems
0%
10%
20%
30%
40%
50%
fully
large
ly
partially
not at a
ll
not rel
evan
t
Recommendation UK should use the low-carbon characteristics of delivering broadcast and
broadband services from space to meet our national emissions reduction targets
Project view
Not Completed
0%5%
10%15%20%25%30%35%40%
delive
r urge
ntly
carry
forw
ardclo
se
not rel
evan
t
R9 - Reflect Space capabilities in future
defence/security planning
0%5%
10%15%20%25%30%35%40%
fully
large
ly
partially
not at a
ll
not rel
evan
t
Recommendation
Government and industry should set up a senior-level panel to ensure that Government
can take a strategic view of emerging space capabilities and sovereign industrial capabilities,
and reflect them in future national security and defence planning
Project view
Largely Completed – National Space Security Policy & Industry Involvement
0%10%20%30%40%50%60%70%80%
delive
r urge
ntly
carry
forw
ardclo
se
not rel
evan
t
R10 - Promote Space in future UK/EU
emergency mobile Networks
0%
10%
20%
30%
40%
50%
fully
large
ly
partially
not at a
ll
not rel
evan
t
Recommendation
UK should take the initiative to lead the use of mobile satellite-based services and harmonised EU spectrum for the UK’s and Europe’s emergency and security services infrastructure.
Project view
Partially delivered – chance to secure service for UK by May 2013
0%
10%
20%
30%
40%
50%
60%
delive
r urge
ntly
carry
forw
ardclo
se
not rel
evan
t
R11 - Secure sufficient future satellite
spectrum and orbital slots
0%
10%
20%
30%
40%
50%
fully
large
ly
partially
not at a
ll
not rel
evan
t
Recommendation
The UK Government should take full account of the wider value of Space-enabled services when engaged in activities relating to radio frequency spectrum allocation, the operation of the Outer Space Act, allocating orbital slots for new satellites and treaty negotiation with other Space nations.
Project view
Different track to envisaged, largely delivered with formation of LSFN
0%
10%
20%
30%
40%
50%
60%
delive
r urge
ntly
carry
forw
ardclo
se
not rel
evan
t
R12 - Train the next generation of
Space engineers and promote STEM
0%
10%
20%
30%
40%
50%
fully
large
ly
partially
not at a
ll
not rel
evan
t
Recommendation Space industry and UKSA should proactively champion initiatives aimed at
addressing the STEM (Science, Technology, Engineering and Mathematics) issues in our schools, colleges, universities and businesses.
Project view
Largely Complete – structures embedded in Agency, industry and
academia
0%
10%
20%
30%
40%
50%
60%
delive
r urge
ntly
carry
forw
ardclo
se
not rel
evan
t
R13 - Lead three Space exploration or
science missions by 2030
0%
10%
20%
30%
40%
50%
60%
fully
large
ly
partially
not at a
ll
not rel
evan
t
Recommendation The UK should initiate and lead at least three Space exploration or science
missions by 2030. These missions could be undertaken within the ESA framework or as national programmes with other international partners. .
Project view
Not Completed
0%
10%
20%
30%
40%
50%
delive
r urge
ntly
carry
forw
ardclo
se
not rel
evan
t
R14 - Establish a hub and spoke model for
Space and a Space Innovation Centre
0%5%
10%15%20%25%30%35%40%
fully
large
ly
partially
not at a
ll
not rel
evan
t
Recommendation The UK Government should establish a hub and spoke network to link UK centres of
excellence in all Space disciplines to drive benefits from closer relationships between customers, businesses, academia and the UK Space Agency. Establish an International Space Innovation Centre at Harwell to deliver hub benefits.
Project view
Largely delivered – ISIC Operation (& Catapult) but not hub & spoke
0%
10%
20%
30%
40%
50%
delive
r urge
ntly
carry
forw
ardclo
se
not rel
evan
t
R15 - Invest earlier, and more
consistently, in ESA programmes
0%
10%
20%
30%
40%
50%
60%
fully
large
ly
partially
not at a
ll
not rel
evan
t
Recommendation UK should invest earlier, more consistently, and at higher scale in ESA space
programmes in order to maximise the UK’s economic and social benefits from these programmes. Aim to double UK spend on Space (in total) over next 10 years & raise UK from 21st to 10th as a percentage of GDP
Project view
Partially delivered – funding announced & Ministerial Nov 2012
0%
10%
20%
30%
40%
50%
60%
delive
r urge
ntly
carry
forw
ardclo
se
not rel
evan
t
R16 - Establish a Space Leadership Council
to implement this strategy
0%
10%
20%
30%
40%
50%
fully
large
ly
partially
not at a
ll
not rel
evan
t
Recommendation Establish a Space Leadership Council co-chaired by the Secretary of State for
Business Innovation and Skills and the President of the UKspace trade association. This Council should be tasked with overseeing the progress of implementing the recommendations and actions in this report.
Project view
Completed
0%
10%
20%
30%
40%
50%
delive
r urge
ntly
carry
forw
ardclo
se
not rel
evan
t
Messages
Survey outcomes will help drive the Restack:
understand divergent views
pull through rich commentary in survey
improve engagement during re-stack & implementation
short survey report by mid-December 2012
Engagement in the Restack
populating workshops / efficient process
interviews with key stakeholders
Preparation for the Restack
Glyn Jones
The Objective
The IGS target is for the UK to capture 10% of the global space
marketplace by 2030:
• £40bn p/a turnover
• 100,000 new jobs
IGS Restack needs to identify how we, i.e. the UK, can achieve this.
Need to understand the key markets and the enablers which will
enable UK companies to capture significant parts of them.
How To Do This?
We are taking 3 approaches:
1. IGS Feedback
2. Restack Workshop
2. Market Analysis
Restack Workshop
Two-day workshop (9th & 10th October) in Swindon. Involved 20
people from across the industry & academia.
Capture high growth market areas
new markets
where space is the natural solution
‘game changers’, (e.g. SatNav in the 1990s)
critical barriers
Global society issues
Potential for space solutions.
Restack Workshop Outputs
Potential Sectors & Markets
Cross Cutting Themes
Barriers and Challenges
Interventions
Workshop participants marked each idea RED,
AMBER, GREEN for growth opportunity & UK ability
to compete in the marketplace
Focussed on markets of £1bn p/a or more!
Market Analysis
Space Telecommunications & Navigation Group identified lack of
a comprehensive analysis for Telecommunications and Navigation.
Also no detailed understanding of where UK companies compete
in the global marketplace.
Need to understand where new opportunities lie:
- Incremental growth?
- New marketplaces?
- Value chain?
Have commissioned Analysys Mason to produce a report by May
2013 to feed in to the IGS.
The Government Growth Agenda
Bob Waters/Nick Veck
The Government Growth Review
Bob Waters
There are a Number of Elements to
the Government’s Growth Strategy
56
Element
Description
Fiscal consolidation Fiscal policy to return public finances (budget deficit, public sector net debt) to a sustainable position
Growth Review Forensic examination of barriers to and opportunities for growth, delivered through a rolling programme of thematic reviews
Lord Heseltine Review
An independent review of UK competitiveness
Industrial strategy Business Secretary’s long-term strategy for Government action to support the UK’s future industrial capabilities
Further Departmental initiatives
All Departments have further policy initiatives to drive growth, including Red Tape Challenge, investment in infrastructure, innovation, etc.
The Plan for Growth Set out Four
Ambitions
57
To create a more educated workforce that is the most flexible in Europe
To encourage investment and exports as a route to a more balanced economy
To make the UK the best place in Europe to start, finance and grow a business
To create the most competitive tax system in the G20
Strong, sustainable growth more evenly balanced across the country and between industries…
58
Industrial strategy is about looking to the future, setting out a long-term, whole of Government approach to how we support business and aligning activity to deliver it. This work builds on policies to improve the wider business environment.
The focus of the industrial strategy will be:
a whole of government approach, working with business and making long-term commitments
supporting access to finance through a business bank
partnership strategies with specific sectors that have real impact
supporting long-term plans for technology investment and identify and develop new technologies
long term commitment to skills
getting the most out of procurement
Overview of Industrial Strategy
Satellite Applications Catapult
Nick Veck
Questions?
Catherine Mealing-Jones/Richard Peckham
Lunch
Shaping the Space IGS Restack Nine themes to structure the work
Pat Norris
IGS Restack Themes
1. Enhance the accessibility of space services in the wider marketplace
2. Position our businesses to be first-to-market in the most rapidly
expanding markets
3. Maintain our core competencies so that we remain competitive
4. Exploit international partnerships to open up wealth creation
opportunities
5. Capitalise on the City’s financial strengths to provide investment funds
6. Make the UK the best regulated country in which to do space business
7. Continue to invest in the Harwell hub and spoke centre to underpin
innovation and industry-academic links
8. Strengthen our support mechanisms in order to accelerate exports
9. Ensure that the skill base to support an expanding space sector is in
place
63
Theme 1: Improve Take-up of Space Services Enhance accessibility of space services in the wider marketplace
Barriers and Challenges:
Even if awareness of space services is good, it can be difficult / high-risk to
integrate with legacy data, systems, networks, solutions, etc
Integration of space services into existing business processes often non trivial
Incentives in existing value chains may mitigate against space services
Possible Interventions
Identify target markets, analyse integration issues and tailor propositions
Investigate and improve channels to market
Develop integration hubs and gateways for target markets
Initiate dialogue comparing benefits with costs of integration / business change
Horizon scanning – identify technology evolution change points in target markets
so that space services can be injected then
64
Theme 2 Position Industry for Growth Position our businesses to be first-to-market in the most
rapidly expanding markets
Barriers and Challenges:
Home markets don’t always align with export opportunities
Rapid technology obsolescence creates step-changes in value chains
Space industry in emerging countries encroaching on established markets
R&D in UK industry and academia not always aligned
Possible Interventions
Incentivise UK public sector to adopt new services before other countries
Incentivise industry to trial new space services and solutions
Strengthen incentives for academia-industry links
Identify and sponsor critical new technologies
65
Theme 3 Capability Leadership Maintain our core competencies so that we remain competitive
Barriers and Challenges:
Need to maintain critical mass of space activity to ensure affordability
A focus on niche leadership areas requires us to understand future markets
Need to accelerate development to stay ahead – and encourage ‘leaps’
Turn technology Barriers from threat to opportunity
Limited exchange of senior staff across Academia/Industry boundary
Possible Interventions
Identify and prioritise areas of UK strength (small sats, security, satcoms… )
Target technology barriers for next leaps – launchers??
Establish and grow world-class facilities supporting exploitation of UK capability
(e.g. EO/Climate, Space Security)
Horizon Scanning – Technology
Build on world-leading University sector
66
Theme 4 International Partnerships Exploit international partnerships to open up wealth creation
opportunities
Barriers and Challenges:
Alignment of partnership programmes with UK priorities
Supply chain gaps
Access to global markets / Export control and trade barriers / Unfriendly
regulatory intervention
Absence of uniform data access policy (especially EO)
Possible Interventions
Ensure partnerships with ESA, EU and other international agreements put
wealth creation first and foremost
Ensure UK Leadership in collaborative programmes where needed
Ensure relationships used to leverage other themes
Study data access policy as an enabler for growth
67
Theme 5 Investment Capitalise on the City’s financial strengths to provide
investment funds
Barriers and Challenges:
Culture of “no failure” inhibits entrepreneurs
Separation of cost bearer and service beneficiary, e.g.: climate monitoring
Insufficient business model innovation
Regulatory barriers
Size of UK market vs competitor markets
Long investment cycle of space services not attractive to the City
Possible Interventions
Establish more tangible link with The City – more networking
Use of international agreements to open markets (Europe, US, Russia …)
Try out more PPP and other innovative risk sharing models
Provide centre of expertise to engage with investors and explore benefits and
challenges of long business cycle
Leverage Catapult and London Satellite Finance Group 68
Theme 6 Better Regulation Make the UK the best regulated country in which to do space
business
Barriers and Challenges:
Access to Spectrum
Export control and trade barriers
Separation of cost bearer and service beneficiary
Regulatory barriers – Outer Space Act, Space Port, …
International regulation
Fragmented market places
Possible Interventions
Study regulation that inhibits use of space (spectrum, market, finance …)
Propose new regulatory programme
69
Theme 7 Harwell & Regions Continue to invest in the Harwell hub and spoke centre to
underpin innovation and industry-academic links
Barriers and Challenges:
Maintaining Harwell as a focus, whilst also developing the regions
Harwell not yet at critical mass
Relationships with other catapults
Weak links to The City
Possible Interventions
Explore / improve Hub-Spoke model – learn from Motor Industry Assoc.
Target actions in the regions
Leverage the wider catapult network
Establish stronger links, better networks with The City
Strengthen links with local Universities 70
Theme 8 Accelerating Exports Strengthen our support mechanisms in order to accelerate
exports in both up- and down-stream
Barriers and Challenges:
Focus on downstream as well as upstream
Poor engagement with suppliers and SMEs
Access to global markets
Export finance
Partnerships and MoUs can be political more than practical
Possible Interventions
Clarify relationship and strengthen ties with UK Export Finance
Encourage UK public sector to align home market with export opportunities
Clarify our export offerings – downstream and upstream
Identify priority export markets, and leverage UKTI and FCO
Strengthen engagement with suppliers and SMEs – export is the big prize
Improve international agreements, and underpin them with real activities
71
Theme 9 Skills Strengthen our support mechanisms in order to accelerate
exports in both up- and down-stream
Barriers and Challenges:
Insufficient support for space engineering by Research Councils
Poor awareness of career opportunities in UK space
Weak links between industry and academia in space as a career
Possible Interventions
Use Catapult to strengthen industry-academia links
Trial new model for measuring academic performance
Specific Post-doc training
72
Questions for clarification?
NINE RESTACK THEMES
1. Enhance the accessibility of space services in the wider marketplace
2. Position our businesses to be first-to-market in the most rapidly
expanding markets
3. Maintain our core competencies so that we remain competitive
4. Exploit international partnerships to open up wealth creation
opportunities
5. Capitalise on the City’s financial strengths to provide investment funds
6. Make the UK the best regulated country in which to do space business
7. Continue to invest in the Harwell hub and spoke centre to underpin
innovation and industry-academic links
8. Strengthen our support mechanisms in order to accelerate exports
9. Ensure that the skill base to support an expanding space sector is in
place
73
Space IGS – High Growth
Opportunities
Ruth Mallors
High Growth Market Sectors – Workshop Output
Process: brainstorm / revise / refine
Indicative markings / open to challenge
What’s missing / should be in?
What should not?
Evidence base helpful
High potential individual market sectors – large scale growth in commercial value
Cross-cutting sectors – significant scale individually plus enablers for other market sectors
Terrestrial competitors – challenge from non-space technology
High Growth Markets –
Definitions from Workshop
‘Traffic Lights’ Marking
Commercial growth ‘value marking’ Green high potential - add £1 billion pa to UK space commercial revenues
Amber medium potential - £100 million to £1 billion pa.
Red low potential - £10 million to £100 million pa.
Competition Green low intensity of international competition – barriers to competitors
Amber medium level of competition
Red intense international competition
UK Ability to Exploit Green UK in a position to readily exploit / skills & technology readily developable
Amber UK should be able to exploit/compete but significant development needed
Red UK capabilities would need major development to compete in market
Sector Markets (1)
Sector Commercial
Growth
Competition UK ability to
deliver
Comment
1 Weather
Forecasting
Need Policy for public
owned data & growyth in
institutional services
2 Climate Services Need to pull through
existing market studies
3 Carbon Trading Market driven by
regulation
4 Environmental
Policy
Sector Markets (2)
Sector Commercial
Growth
Competition UK ability to
deliver
Comment
5 Defence & Security Some high growth market
inaccessible
6 Civil emergency
services (‘blue light’)
Could be first to market
7 Disaster emergency
response
Shared ambition but no
one takes ownership
8 Government
services
e.g. Justice Dept, attic tax,
welfare tracking
Sector Markets (3)
Sector Commercial
Growth
Competition UK ability to
deliver
Comment
9 Cities / Urban
Services
Including ‘smart’
communities, civil
surveillance, council
planning
10 Space Tourism Potential to attract VG
and others – would need
UK spaceport
11 Access to Space /
Low Cost Launchers
Study going ahead to look
at UK capability. Might
need UK Spaceport.
12 Energy from Space –
power from orbit
Sector Markets (4)
Sector Commercial
Growth
Competition UK ability to
deliver
Comment
13 Energy –
infrastructure
suppliers
14 Natural Resources
Oil & gas mining
Maturing market ?
15 Agriculture/Food
Security
Food security &
traceability, fisheries,
livestock tracking. Uses in
developed vs
underdeveloped world
16 Insurance & Financial
Services (Flood /
emergency response)
Raise awareness in
financial & insurance
industries
Sector Markets (5)
Sector Commercial
Growth
Competition UK ability to
deliver
Comment
17 Transport
Roads
Traffic management,
collision avoidance
18 Rail
19 Air Traffic
Management
20 Marine Integrated maritime
surveillance from Space
Sector Markets (6)
Sector Commercial
Growth
Competition UK ability
to deliver
Comment
21 Unmanned
Autonomous
systems
Requires government
intervention on regulatory
environment
22 Health Telemedicine
23 Elderly Applications to assist
ageing population
24 Toys & Sports
(Tracking)
Sector Markets (7)
Sector Commercial
Growth
Competition UK ability
to deliver
Comment
25 Entertainment - Better ways of
delivery DTT
- Aircraft
entertainment, etc
26 Social networks
27 Polar Infrastructure ( Integrated Nav, Comms, &
EO) For northerly ship
routing & oil & gas
exploration
28 Emerging Markets Frustrated demand.
Bypass existing
incumbents with new
technology
Sector Markets (8)
Sector Commercial
Growth
Competition UK ability
to deliver
Comment
1 M2M – GSM
replacement - Tracking
& Traceability
Asset / parcel tracking /
border control
Space offers universal
solution & hence could be
large market (3G only
partial solution)
2 Low cost Earth Orbit
launch capability Need to resolve
regulatory issues, UK does
not own launchers –
could re-define sector
with low launch costs
3 Real-time ‘Google Earth’
– persistent high
resolution imagery
Find a parking space, or
has my visitor arrived yet?
Monitor change e.g.
insurance , transport
sectors
4 Location Based Services
(mobile phones) GNSS
Chipsets
Chipsets & data transfer.
UK has capability but
currently small
Cross Cutting Themes:
Sector Markets (9)
Sector Commercial
Growth
Competition UK ability
to deliver
Comment
5 Connecting People
- Personal comms
Ubiquitous
connectivity
Potential trillion dollar
market
6 Timing
Difficult to identify & scale
market.
Buy kit or service kit
7 Indoor Navigation Game Changer Major technical barriers –
must be combined with
other technologies. Huge
market if solved.
8 Megacity Satellites
(linked to urban
infrastructures)
Need more research to
clarify / identify
Sector Markets (10)
Sector Commercial
Growth
Competition UK ability
to deliver
Comment
9 Broadband Ubiquitous market
enabled by satellite
10 High altitude
“Stratellites”
Game
Changer
Disruptive to growth.
Need to clarify / identify
solution
11 Fractionated
spacecraft
- Synthetic
aperture
Game
Changer
More research needed to
clarify / identify
opportunity
Governance & How to Get
Involved
Mark Stevens
Restack Governance (1)
IGS Re-stack governance will be achieved through a number teams as defined below:
The Steering Board
Owns the IGS restack and will:
Decide / endorse the Restack content
Approve the ‘direction of travel’ and implementation, for the themes
Meet monthly to review status
Likely Board composition:
Andy Green (Chair) Colin Paynter (Deputy Chair)
John Higgins John Remedios
Catherine Mealing-Jones Tim Whitely
Ruy Pinto David Williams
Claire Jolly Iain Gray
Richard Peckham Patrick Wood
Martin Sweeting Victor Chavez
Restack Governance (2)
The Advisory Group:
Will provide:
An expert ‘independent’ community
Review and critique the work of the re-stack
Offer advice and guidance
Undertake specific projects at the request of the PMO
Meet monthly (in advance of Steering Board)
Group composition:
Richard Peckham (Chair) - team selection in process
Restack Governance (3)
Project Management Office:
Responsible for:
Day-to day management of the Restack
Reporting of status to the Steering Board and Advisory Group
Provision of a ‘Theme Leader’ to manage Theme activities
Manage stakeholders
Work up ideas and content
Likely PMO composition:
Mark Stevens Bob Waters Glyn Jones Pat Norris Andy German Cathy Johnson Helen Roberts Karen Rogers Kelly Botham + ?
Restack Governance (4)
HMG Stakeholder Group:
Forum for HMG/RC discussions
Provision of collective HMG views, interfacing with SB
Meets bi-monthly
Chair: Catherine Mealing-Jones
Likely Composition to be defined
Restack Governance (5)
Team Status Recruitment into these teams is on-going
All key roles now confirmed
First Steering Board Meeting planned for 14th December (tbc)
First (full) PMO meeting by end of November
PMO ‘Permanent ‘ Office being established at Harwell (ISIC)
PMO team to co-locate there 2 days per week
Use as a base for Theme meetings, expert interviews etc.
Also meet at BIS (Victoria Street) when more convenient
Space IGS – Restack How to get
involved
Mark Stevens
How to get involved (1)
‘Shell’ of the IGS Restack is now largely in place: Theme selection Governance Timescales
But vitally, to be in anyway successful, Restack needs input and support from Industry & Government experts i.e. you – and your colleagues!
As per original IGS, we will need significant support from people who can make a contribution: As members of the theme working groups
Or as specialists (one off “interview” or written inputs
As reviewers of Theme outputs
With advise on further ideas, areas for consideration
How to get involved (2)
We would like to initiate this by:
Inviting you to discuss your contribution with the PMO team at 3pm
Or, if you cannot stay this afternoon by: Completing a proforma (available at reception) with your details and
how you can help
By contacting Bob or I on the email addresses below:
Thank you !
Questions?
Richard Peckham/Mark Stevens/Bob Waters