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IGS Restack Workshop Presentation: Nov 2012

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Summary presentation at Space Innovation and Growth Strategy Restack Meeting, Nov 2012.

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IGS Restack Workshop Presentation: Nov 2012

  1. 1. WelcomeCatherine Mealing-Jones
  2. 2. Vision 2030Filling the ‘Black Hole’
  3. 3. 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
  4. 4. 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
  5. 5. Why Have a Vision?Attract political recognition Facilitate commitment toof the importance of space long-term goalssector innovation and Win sustained credibilitygrowth and organisational stabilityFoster confidence and a Strengthen resilience tosense of shared purpose short-term budget issuesacross the sector Project UK influence intocommunities European institutionsHighlight the UK’s Offer inspiration to thosepotential long-term who define the decision-competitive strengths making and prioritisationDemonstrate professional guidelines and procedurescoherence “Long term thinking is vital for sustainable growth” 5 (BIS Foresight Horizon Scanning Centre)
  6. 6. The UKspace Vision 2025(2007)Objective: Provide decision makers with a coherent visionthey can relate to: Space-enabled society, economy andgovernment.Industry-driven. No government involvement.Small group with active CEO-level participation.Evening workshop at QinetiQ boardroom with about 15participants, invited by Astrium/SSTL/QinetiQ, signed byColin Paynter, Sir Martin Sweeting. Also included DavidWilliams of Avanti, Will Whitehorn of Virgin Galactic. Neutralchair Ged Davis, ex-Shell and World Economic Forum.Whole process took about 2 months 6
  7. 7. UK Space VisionJan-07
  8. 8. UK Space Vision • climate change • natural resources • ageing and population growth • global interdependency • violent conflictJan-07
  9. 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 understandingJan-07
  10. 10. UK Space Vision • Reduced Launch Costs • London - Financial CentreJan-07
  11. 11. UK Space Vision • Satellite TV • Mobile phones • Street LightingJan-07
  12. 12. UK Space VisionJan-07
  13. 13. UK Space VisionJan-07
  14. 14. UK Space VisionJan-07
  15. 15. UK Space VisionJan-07
  16. 16. UK Space VisionJan-07
  17. 17. UK Space VisionJan-07
  18. 18. Why Do We Need a Restack? Richard Peckham/ Bob Waters/Glyn Jones
  19. 19. The Growth Challenge Richard Peckham
  20. 20. The Global Space Market Total market value US $ 290 B Global Space Market (US$bn) Growth in Global Space Market 4.8% 3.8% 8.4% 12.2 Commercial space % Other Government, transportation, $350 $26, 9% $0.01, 0% $300 $250 US $ bnUS Government, $47, 16% $200 $150 $100 $50 Commercial $0 Commercial infrastructure & products & services, 2005 2006 2007 2008 2009 2010 2011 support, $106, 37% $111, 38% Year Source The Space report 2012 The Space Foundation
  21. 21. UK MomentumCatapult Starts / ESA Ministerial Council 2012 Space Agency Created Space IGS / ISIC Established ESA Harwell Established Case for Space £M UK Space Turnover £M 8,500 9,000 7,600 8,000 Upstream turnover (£M) 6,581 5,962 7,000 Downstream turnover (£M) 5,307 4,839 6,000 4,541 4,374 4,110 3,790 5,000 3,464 2,924 4,000 3,000 1,000 2,000 995 965 930 877 840 803 785 620 603 556 548 1,000 0 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013
  22. 22. IGS Target: £40bn UK space turnover by 2030 (10% of global market) If we can maintain the current Growth scenarios share of the global market then 45000 in 2030 we reach £25bn 40000 UK turnover (static share at 6%) If we can grow market share to UK turnover (global share up to 10%) 10% then we reach the goal of 35000 UK turnover (global share down to 3%) £40bn by 2030 30000 Other nations are not idle! 25000 We have to be creative with £M 20000 new business models, innovate 15000 in new technologies and 10000 applications and invest 5000 We cannot just do the same as 0 we have always done! 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20
  23. 23. The Opportunity - Growth Markets  Satellite telecommunications  Satellite broadcasting continues as  Earth Observations and climate services the largest sector  Position & timing applications & products  Security applications 45,000 Sat Telecoms And the things 40,000 Earth Observation & Services we haven’t Navigation & Services thought of yet! 35,000Turnover £mns (2009 prices) Space Transportation 30,000 On track 2011 Space Science 25,000 £9.1bn Other Services Sat Broadcasting 20,000 15,000 10,000 5,000 0 2006 2008 2010 2012 2014 2016 2018 2020 2022 2024 2026 2028 2030 Year (2010 - 2030)
  24. 24. 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
  25. 25. 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!
  26. 26. Space IGS – Current Status Bob Waters
  27. 27. Space IGS – Recommendations Status 1. National Space Policy 9. Security & Defence review 2. Effective Executive Space Agency 10. Harmonised mobile satellite 3. National Space Technology service in Europe Strategy & funded programme 11. Regulatory reform* 4. Access to / cost of Finance* 12. Skills and awareness 5. Procure national EO Service 13. Leading science missions 6. Climate change technologies & 14. Harwell ISIC & hub and spoke services 7. Satellite Broadband as a 15. Invest earlier, more consistently complementary ICT & at increased scale in ESA infrastructure programmes 8. Lower carbon ICT from satellite 16. Space leadership Council broadcast & broadband No progress Partly completed Largely Completed (with Caveat)*Combined to form London Satellite Finance Network Completed
  28. 28. Space IGS Restack Survey 2012 H o w d o y o u re g a rd y o ur inv o lv e me nt in the imp le me nta tio n o f the Sp a c e IGS to d a te ? Fully engaged – I have been working closely on 13.4% 20.7% implementation of one or •85 responses – confidence several recommendations Mostly engaged – I have been in survey messages involved in implementation, but not currently, and I track •Contrast with project SIGS progress where I can Partly engaged – I am aware of the IGS but have not taken team review – look for 14.6% part in implementation; I note strongly divergent views progress where I can Not or no longer engaged – I am not really following this at •Comments important - 51.2% the moment review later W o uld y o u lik e to b e c o ns id e re d fo r wo rk s ho p s to he lp ta k e the re s ta c k o f the IGS fo rwa rd ? (If y e s , p le a s e e nte r y o ur e ma il a d d re s s in the c o mme nt b o x b e lo w.) 37.7% Yes No 62.3%
  29. 29. Space Restack Survey – markingand 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
  30. 30. R1: Define and implement a NationalSpace Policy 60% 70% 50% 60% 50% 40% 40% 30% 30% 20% 20% 10% 10% 0% 0% tly ard se an t ly e ly ly ll nt n rw c lo ev ful ia l ta va rge fo rel arg rt ta e u rry ot l pa no rel ver ca n n ot de li 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
  31. 31. R2 – Ensure a Space Agency isresourced and empowered 50% 50% 40% 40% 30% 30% 20% 20% 10% 10% 0% 0% tly ard se an t ly e ly ly ll nt n rw c lo ev ful ia l ta va rge fo rel arg rt ta e u rry ot l pa no rel ver ca n n ot de li 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
  32. 32. R3 – Develop a National SpaceTechnology Strategy 50% 60% 40% 50% 40% 30% 30% 20% 20% 10% 10% 0% 0% tly ard se an t ly e ly ly ll nt n rw c lo ev ful ia l ta va rge fo rel arg rt ta e u rry ot l pa no rel ver ca n n ot de li 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
  33. 33. R4 - Ensure credit is available for satelliteprocurement & launch 50% 60% 40% 50% 40% 30% 30% 20% 20% 10% 10% 0% 0% tly ard se an t ly e ly ly ll nt n rw c lo ev ful ia l ta va rge fo rel arg rt ta e u rry ot l pa no rel ver ca n n ot de li 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
  34. 34. R5 – Procure a Sovereign EarthObservation Capability 50% 70% 60% 40% 50% 30% 40% 30% 20% 20% 10% 10% 0% 0% tly ard se an t ly e ly ly ll nt n rw c lo ev ful ia l ta va rge fo rel arg rt ta e u rry ot l pa no rel ver ca n n ot de li 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
  35. 35. R6 - Secure world leadership in climate-changemonitoring, mitigation and verification 60% 60% 50% 50% 40% 40% 30% 30% 20% 20% 10% 10% 0% 0% tly ard se an t ly e ly ly ll nt n rw c lo ev ful ia l ta va rge fo rel arg rt ta e u rry ot l pa no rel ver ca n n ot de li 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
  36. 36. R7 - Develop Space as a complementaryICT infrastructure to fibre-opticand wireless broadband 40% 60% 35% 50% 30% 40% 25% 20% 30% 15% 20% 10% 10% 5% 0% 0% tly ard se an t ly e ly ly ll nt n rw c lo ev ful ia l ta va rge fo rel arg rt ta e u rry ot l pa no rel ver ca n n ot de li 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)
  37. 37. R8 - Space capabilities to reduce UKCO2 emissions from ICT systems 50% 40% 35% 40% 30% 30% 25% 20% 20% 15% 10% 10% 5% 0% 0% tly ard se an t ly e ly ly ll nt n rw c lo ev ful ia l ta va rge fo rel arg rt ta e u rry ot l pa no rel ver ca n n ot de li 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
  38. 38. R9 - Reflect Space capabilities in futuredefence/security planning 40% 80% 35% 70% 30% 60% 25% 50% 20% 40% 15% 30% 20% 10% 10% 5% 0% 0% tly ard se an t ly e ly ly ll nt n rw c lo ev ful ia l ta va rge fo rel arg rt ta e u rry ot l pa no rel ver ca n n ot de li 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
  39. 39. R10 - Promote Space in future UK/EUemergency mobile Networks 50% 60% 40% 50% 40% 30% 30% 20% 20% 10% 10% 0% 0% tly ard se an t ly e ly ly ll nt n rw c lo ev ful ia l ta va rge fo rel arg rt ta e u rry ot l pa no rel ver ca n n ot de li 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
  40. 40. R11 - Secure sufficient future satellitespectrum and orbital slots 50% 60% 40% 50% 40% 30% 30% 20% 20% 10% 10% 0% 0% tly ard se an t ly e ly ly ll nt n rw c lo ev ful ia l ta va rge fo rel arg rt ta e u rry ot l pa no rel ver ca n n ot de li 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
  41. 41. R12 - Train the next generation ofSpace engineers and promote STEM 50% 60% 40% 50% 40% 30% 30% 20% 20% 10% 10% 0% 0% tly ard se an t ly e ly ly ll nt n rw c lo ev ful ia l ta va rge fo rel arg rt ta e u rry ot l pa no rel ver ca n n ot de li 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
  42. 42. R13 - Lead three Space exploration orscience missions by 2030 60% 50% 50% 40% 40% 30% 30% 20% 20% 10% 10% 0% 0% tly ard se an t ly e ly ly ll nt n rw c lo ev ful ia l ta va rge fo rel arg rt ta e u rry ot l pa no rel ver ca n n ot de li 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
  43. 43. R14 - Establish a hub and spoke model forSpace and a Space Innovation Centre 40% 50% 35% 40% 30% 25% 30% 20% 20% 15% 10% 10% 5% 0% 0% tly ard se an t ly e ly ly ll nt n rw c lo ev ful ia l ta va rge fo rel arg rt ta e u rry ot l pa no rel ver ca n n ot de li 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
  44. 44. R15 - Invest earlier, and moreconsistently, in ESA programmes 60% 60% 50% 50% 40% 40% 30% 30% 20% 20% 10% 10% 0% 0% tly ard se an t ly e ly ly ll nt n rw c lo ev ful ia l ta va rge fo rel arg rt ta e u rry ot l pa no rel ver ca n n ot de li 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
  45. 45. R16 - Establish a Space Leadership Councilto implement this strategy 50% 50% 40% 40% 30% 30% 20% 20% 10% 10% 0% 0% tly ard se an t ly e ly ly ll nt n rw c lo ev ful ia l ta va rge fo rel arg rt ta e u rry ot l pa no rel ver ca n n ot de li 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
  46. 46. 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
  47. 47. Preparation for the Restack Glyn Jones
  48. 48. The ObjectiveThe IGS target is for the UK to capture 10% of the global spacemarketplace by 2030:• £40bn p/a turnover• 100,000 new jobsIGS Restack needs to identify how we, i.e. the UK, can achieve this.Need to understand the key markets and the enablers which willenable UK companies to capture significant parts of them.
  49. 49. How To Do This?We are taking 3 approaches:1. IGS Feedback2. Restack Workshop2. Market Analysis
  50. 50. Restack WorkshopTwo-day workshop (9th & 10th October) in Swindon. Involved 20people 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 barriersGlobal society issues  Potential for space solutions.
  51. 51. 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!
  52. 52. 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.
  53. 53. Thank Youglyn.jones@avantiplc.com
  54. 54. The Government Growth Agenda Bob Waters/Nick Veck
  55. 55. The Government Growth Review Bob Waters
  56. 56. There are a Number of Elements tothe Government’s Growth Strategy 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 An independent review of UK competitiveness Review Industrial strategy Business Secretary’s long-term strategy for Government action to support the UK’s future industrial capabilities Further All Departments have further policy initiatives to drive Departmental growth, including Red Tape Challenge, investment in initiatives infrastructure, innovation, etc.56
  57. 57. The Plan for Growth Set out FourAmbitions Strong, sustainable growth more evenly balanced across the country and between industries… To create the most competitive tax system in the G20 To make the UK the best place in Europe to start, finance and grow a business To encourage investment and exports as a route to a more balanced economy To create a more educated workforce that is the most flexible in Europe57
  58. 58. Overview of Industrial Strategy 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 58
  59. 59. Satellite Applications Catapult Nick Veck
  60. 60. Questions?Catherine Mealing-Jones/Richard Peckham
  61. 61. Lunch
  62. 62. Shaping the Space IGS Restack Nine themes to structure the work Pat Norris
  63. 63. IGS Restack Themes1. Enhance the accessibility of space services in the wider marketplace2. Position our businesses to be first-to-market in the most rapidly expanding markets3. Maintain our core competencies so that we remain competitive4. Exploit international partnerships to open up wealth creation opportunities5. Capitalise on the City’s financial strengths to provide investment funds6. Make the UK the best regulated country in which to do space business7. Continue to invest in the Harwell hub and spoke centre to underpin innovation and industry-academic links8. Strengthen our support mechanisms in order to accelerate exports9. Ensure that the skill base to support an expanding space sector is in place 63
  64. 64. Theme 1: Improve Take-up of Space ServicesEnhance accessibility of space services in the wider marketplaceBarriers 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 servicesPossible 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
  65. 65. Theme 2 Position Industry for GrowthPosition our businesses to be first-to-market in the mostrapidly expanding marketsBarriers 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 alignedPossible 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
  66. 66. Theme 3 Capability LeadershipMaintain our core competencies so that we remain competitiveBarriers 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 boundaryPossible 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
  67. 67. Theme 4 International PartnershipsExploit international partnerships to open up wealth creationopportunitiesBarriers 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
  68. 68. Theme 5 InvestmentCapitalise on the City’s financial strengths to provideinvestment fundsBarriers 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 CityPossible 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 68 Catapult and London Satellite Finance Group
  69. 69. Theme 6 Better RegulationMake the UK the best regulated country in which to do spacebusinessBarriers 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 placesPossible Interventions Study regulation that inhibits use of space (spectrum, market, finance …) Propose new regulatory programme 69
  70. 70. Theme 7 Harwell & RegionsContinue to invest in the Harwell hub and spoke centre tounderpin innovation and industry-academic linksBarriers 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 CityPossible 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
  71. 71. Theme 8 Accelerating ExportsStrengthen our support mechanisms in order to accelerateexports in both up- and down-streamBarriers 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 practicalPossible 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
  72. 72. Theme 9 SkillsStrengthen our support mechanisms in order to accelerateexports in both up- and down-streamBarriers 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 careerPossible Interventions Use Catapult to strengthen industry-academia links Trial new model for measuring academic performance Specific Post-doc training 72
  73. 73. Questions for clarification? NINE RESTACK THEMES1. Enhance the accessibility of space services in the wider marketplace2. Position our businesses to be first-to-market in the most rapidly expanding markets3. Maintain our core competencies so that we remain competitive4. Exploit international partnerships to open up wealth creation opportunities5. Capitalise on the City’s financial strengths to provide investment funds6. Make the UK the best regulated country in which to do space business7. Continue to invest in the Harwell hub and spoke centre to underpin innovation and industry-academic links8. Strengthen our support mechanisms in order to accelerate exports9. Ensure that the skill base to support an expanding space sector is in place 73
  74. 74. Space IGS – High Growth Opportunities Ruth Mallors
  75. 75. High Growth Markets –Definitions from Workshop 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
  76. 76. ‘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
  77. 77. Sector Markets (1) Sector Commercial Competition UK ability to Comment Growth deliver1 Weather Need Policy for public Forecasting owned data & growyth in institutional services2 Climate Services Need to pull through existing market studies3 Carbon Trading Market driven by regulation4 Environmental Policy
  78. 78. Sector Markets (2) Sector Commercial Competition UK ability to Comment Growth deliver5 Defence & Security Some high growth market inaccessible6 Civil emergency Could be first to market services (‘blue light’)7 Disaster emergency Shared ambition but no response one takes ownership8 Government e.g. Justice Dept, attic tax, services welfare tracking
  79. 79. Sector Markets (3) Sector Commercial Competition UK ability to Comment Growth deliver9 Cities / Urban Including ‘smart’ Services communities, civil surveillance, council planning10 Space Tourism Potential to attract VG and others – would need UK spaceport11 Access to Space / Study going ahead to look Low Cost Launchers at UK capability. Might need UK Spaceport.12 Energy from Space – power from orbit
  80. 80. Sector Markets (4) Sector Commercial Competition UK ability to Comment Growth deliver13 Energy – infrastructure suppliers14 Natural Resources Maturing market ? Oil & gas mining15 Agriculture/Food Food security & Security traceability, fisheries, livestock tracking. Uses in developed vs underdeveloped world16 Insurance & Financial Raise awareness in Services (Flood / financial & insurance emergency response) industries
  81. 81. Sector Markets (5) Sector Commercial Competition UK ability to Comment Growth deliver17 Transport Traffic management, Roads collision avoidance18 Rail19 Air Traffic Management20 Marine Integrated maritime surveillance from Space
  82. 82. Sector Markets (6) Sector Commercial Competition UK ability Comment Growth to deliver21 Unmanned Requires government Autonomous intervention on regulatory systems environment22 Health Telemedicine23 Elderly Applications to assist ageing population24 Toys & Sports (Tracking)
  83. 83. Sector Markets (7) Sector Commercial Competition UK ability Comment Growth to deliver25 Entertainment - Better ways of delivery DTT - Aircraft entertainment, etc26 Social networks27 Polar Infrastructure ( Integrated Nav, Comms, & EO) For northerly ship routing & oil & gas exploration28 Emerging Markets Frustrated demand. Bypass existing incumbents with new technology
  84. 84. Sector Markets (8) Cross Cutting Themes: Sector Commercial Competition UK ability Comment Growth to deliver1 M2M – GSM Space offers universal replacement - Tracking solution & hence could be & Traceability large market (3G only Asset / parcel tracking / partial solution) border control2 Low cost Earth Orbit Need to resolve launch capability regulatory issues, UK does not own launchers – could re-define sector with low launch costs3 Real-time ‘Google Earth’ Find a parking space, or – persistent high has my visitor arrived yet? resolution imagery Monitor change e.g. insurance , transport sectors4 Location Based Services Chipsets & data transfer. (mobile phones) GNSS UK has capability but Chipsets currently small
  85. 85. Sector Markets (9) Sector Commercial Competition UK ability Comment Growth to deliver5 Connecting People Potential trillion dollar - Personal comms market Ubiquitous connectivity6 Timing Difficult to identify & scale market. Buy kit or service kit7 Indoor Navigation Game Changer Major technical barriers – must be combined with other technologies. Huge market if solved.8 Megacity Satellites Need more research to (linked to urban clarify / identify infrastructures)
  86. 86. Sector Markets (10) Sector Commercial Competition UK ability Comment Growth to deliver9 Broadband Ubiquitous market enabled by satellite10 High altitude Game Disruptive to growth. “Stratellites” Changer Need to clarify / identify solution11 Fractionated Game More research needed to spacecraft Changer clarify / identify - Synthetic opportunity aperture
  87. 87. Governance & How to Get Involved Mark Stevens
  88. 88. 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
  89. 89. 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
  90. 90. 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 +?
  91. 91. 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
  92. 92. 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
  93. 93. Space IGS – Restack How to get involved Mark Stevens
  94. 94. 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
  95. 95. 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: mark.stevens@astrium.eads.net robert.waters@ukspaceagency.bis.gsi.gov.uk Thank you !
  96. 96. Questions?Richard Peckham/Mark Stevens/Bob Waters

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