IGS Restack Workshop Presentation: Nov 2012

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 Facilitate commitment to
of the importance of space long-term goals
sector innovation and Win sustained credibility
growth and organisational stability
Foster confidence and a Strengthen resilience to
sense of shared purpose short-term budget issues
across the sector
Project UK influence into
communities
European institutions
Highlight the UK’s
Offer inspiration to those
potential long-term
who define the decision-
competitive strengths
making and prioritisation
Demonstrate professional guidelines and procedures
coherence
“Long term thinking is vital for
sustainable growth”
5 (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

UK Space Vision

• climate change
• natural resources
• ageing and population growth
• global interdependency
• violent conflict

Jan-07

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

UK Space Vision

• Reduced Launch
Costs
• London - Financial
Centre

Jan-07

UK Space Vision

• Satellite TV
• Mobile phones
• Street Lighting

Jan-07

Why Do We Need a Restack?

Richard Peckham/ Bob Waters/Glyn Jones

The Growth Challenge

Richard Peckham

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 $ bn
US 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

UK Momentum
Catapult 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

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!
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20

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20

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!
35,000
Turnover £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)

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 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

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%

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

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

R2 – Ensure a Space Agency is
resourced and empowered

50% 50%
40% 40%
30% 30%
20% 20%
10%
10%
0%
0%
tly ard se an
t
arg rt ta e u
rry ot
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

R3 – Develop a National Space
Technology Strategy

50% 60%
40% 50%
40%
30%
30%
20% 20%
10% 10%
0%
0%
tly ard se an
t
arg rt ta e u
rry ot
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

R4 - Ensure credit is available for satellite
procurement & launch

50% 60%
40% 50%
40%
30%
30%
20% 20%
10% 10%
0%
0%
tly ard se an
t
arg rt ta e u
rry ot
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

R5 – Procure a Sovereign Earth
Observation Capability

50% 70%
60%
40%
50%
30% 40%
30%
20% 20%
10% 10%
0%
0%
tly ard se an
t
arg rt ta e u
rry ot
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

R6 - Secure world leadership in climate-change
monitoring, mitigation and verification

60% 60%
50% 50%
40% 40%
30% 30%
20% 20%
10%
10%
0%
0%
tly ard se an
t
arg rt ta e u
rry ot
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

R7 - Develop Space as a complementary
ICT infrastructure to fibre-optic
and wireless broadband

40% 60%
35% 50%
30% 40%
25%
20% 30%
15% 20%
10% 10%
5% 0%
0%
tly ard se an
t
arg rt ta e u
rry ot
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)

R8 - Space capabilities to reduce UK
CO2 emissions from ICT systems

50% 40%
35%
40% 30%
30% 25%
20%
20% 15%
10%
10% 5%
0%
0%
tly ard se an
t
arg rt ta e u
rry ot
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

R9 - Reflect Space capabilities in future
defence/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
arg rt ta e u
rry ot
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

R10 - Promote Space in future UK/EU
emergency mobile Networks

50% 60%
40% 50%
40%
30%
30%
20% 20%
10% 10%
0%
0%
tly ard se an
t
arg rt ta e u
rry ot
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

R11 - Secure sufficient future satellite
spectrum and orbital slots

50% 60%
40% 50%
40%
30%
30%
20% 20%
10% 10%
0%
0%
tly ard se an
t
arg rt ta e u
rry ot
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

R12 - Train the next generation of
Space engineers and promote STEM

50% 60%
40% 50%
40%
30%
30%
20% 20%
10% 10%
0%
0%
tly ard se an
t
arg rt ta e u
rry ot
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

R13 - Lead three Space exploration or
science missions by 2030

60% 50%
50% 40%
40% 30%
30% 20%
20%
10%
10%
0%
0%
tly ard se an
t
arg rt ta e u
rry ot
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

R14 - Establish a hub and spoke model for
Space 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
arg rt ta e u
rry ot
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

R15 - Invest earlier, and more
consistently, in ESA programmes

60% 60%
50% 50%
40% 40%
30% 30%
20% 20%
10%
10%
0%
0%
tly ard se an
t
arg rt ta e u
rry ot
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

R16 - Establish a Space Leadership Council
to implement this strategy

50% 50%
40% 40%
30% 30%
20% 20%
10%
10%
0%
0%
tly ard se an
t
arg rt ta e u
rry ot
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

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.

Thank You

glyn.jones@avantiplc.com

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

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

The Plan for Growth Set out Four
Ambitions
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 Europe

57

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

Satellite Applications Catapult

Nick Veck

Questions?

Catherine Mealing-Jones/Richard Peckham

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

 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

 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

 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

 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

 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)

 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

 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

 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

Theme 6 Better Regulation
Make the UK the best regulated country in which to do space
business

 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

 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

 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

 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

 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

 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

 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

 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 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

‘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 Competition UK ability to Comment
Growth deliver

1 Weather Need Policy for public
Forecasting 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)

Growth deliver

5 Defence & Security Some high growth market
inaccessible

6 Civil emergency Could be first to market
services (‘blue light’)

7 Disaster emergency Shared ambition but no
response one takes ownership

8 Government e.g. Justice Dept, attic tax,
services welfare tracking

Sector Markets (3)

Growth deliver

9 Cities / Urban Including ‘smart’
Services communities, civil
surveillance, council
planning
10 Space Tourism Potential to attract VG
and others – would need
UK spaceport

11 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

Sector Markets (4)

Growth deliver

13 Energy –
infrastructure
suppliers

14 Natural Resources Maturing market ?
Oil & gas mining

15 Agriculture/Food Food security &
Security traceability, fisheries,
livestock tracking. Uses in
developed vs
underdeveloped world
16 Insurance & Financial Raise awareness in
Services (Flood / financial & insurance
emergency response) industries

Sector Markets (5)

Growth deliver

17 Transport Traffic management,
Roads collision avoidance

18 Rail

19 Air Traffic
Management

20 Marine Integrated maritime
surveillance from Space

Sector Markets (6)

Sector Commercial Competition UK ability Comment
Growth to deliver

21 Unmanned Requires government
Autonomous intervention on regulatory
systems environment
22 Health Telemedicine

23 Elderly Applications to assist
ageing population

24 Toys & Sports
(Tracking)

Sector Markets (7)

Growth to deliver

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)
Cross Cutting Themes:
Growth to deliver

1 M2M – GSM Space offers universal
replacement - Tracking solution & hence could be
& Traceability large market (3G only
Asset / parcel tracking / partial solution)
border control
2 Low cost Earth Orbit Need to resolve
launch capability regulatory issues, UK does
not own launchers –
could re-define sector
with low launch costs
3 Real-time ‘Google Earth’ Find a parking space, or
– persistent high has my visitor arrived yet?
resolution imagery
Monitor change e.g.
insurance , transport
sectors
4 Location Based Services Chipsets & data transfer.
(mobile phones) GNSS UK has capability but
Chipsets currently small

Sector Markets (9)

Growth to deliver

5 Connecting People Potential trillion dollar
- Personal comms market
Ubiquitous
connectivity
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 Need more research to
(linked to urban clarify / identify
infrastructures)

Sector Markets (10)

Growth to deliver

9 Broadband Ubiquitous market
enabled by satellite

10 High altitude Game Disruptive to growth.
“Stratellites” Changer Need to clarify / identify
solution
11 Fractionated Game More research needed to
spacecraft Changer clarify / identify
- Synthetic opportunity
aperture

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

 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

 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 +?


 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


 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:

 mark.stevens@astrium.eads.net
 robert.waters@ukspaceagency.bis.gsi.gov.uk

 Thank you !

Questions?

Richard Peckham/Mark Stevens/Bob Waters

IGS Restack Workshop Presentation: Nov 2012

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