UKSA National Space Technology Strategy

A N a t i o n a l S p a c e Te c h n o l o g y A N a t i o n a l S p a c e Te c h n o l o g y S t r a t e g y f o r t h e U KS t r a t e g y f o r t h e U K

A H i g h G r o w t h S e c t o rA H i g h G r o w t h S e c t o r

N a t i o n a l S p a c e Te c h n o l o g y S t e e r i n g G r o u pN a t i o n a l S p a c e Te c h n o l o g y S t e e r i n g G r o u p

The Space Innovation Growth Team through the Space Innovation and Growth Strategy (IGS) published an extensive and detailed report in 2010. The report was prepared by a team of experts selected from across industry, academia and central government and made a clear set of recommendations.

I had the pleasure to chair the Technologies, Capabilities and Facilities work stream whose work set a strong foundation for the third IGS recommendation which stated:

“The UK Government and industry should establish a National Space Technology Strategy (NSTS), with a clearly identifiable budget separate and additional to ESA and

research council budgets. This recommendation is a key building block in delivering the jobs and economic growth planned, and should be established quickly and funded properly. A National Space Technology Steering Group should be set up immediately to oversee the NSTS, chaired by industry, but with Government representation”.

In August 2010 the National Space Technology Steering Group was created, which I now chair and has representation from Government departments and agencies, industry and academia. This Group with support from the Space Special Interest Group has pulled together this document, the National Space Technology Strategy with a suite of underpinning technology roadmaps.

It identifies the Strategy’s objectives and introduces an initial set of 5 sector roadmaps building on the IGS data and conclusions updated through a series of roadmap workshops held with the UK space community through September 2010. The roadmaps are sector based, providing a clear vision and cohesive technology strategy for UK space activities. They bring together the institutional, commercial and scientific objectives and respond to the wider UK challenges of meeting society’s needs.

During the next few months we intend to harmonise further the relationship between this, the UK Programme and other international activities as well as seeking to draw out cross-cutting themes. These approaches will maximise the UK’s engagement and impact on the global space economy. I encourage you to read the summary and following document with a view to engaging at all levels to enable delivery of the National Space Technology Strategy.

The effort to create the document and roadmaps should not be underestimated and has involved extensive consultation across the UK space community over 6 months; I wish to thank the National Space Technology Steering Group, the Space Special Interest Group and the community at large for their time and contributions in delivering what follows.

Chairman’s Foreword

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Sir Keith O’NionsChairman National Space Technology Strategy GroupRector of Imperial College LondonMarch 2011

Chairman’s Foreword

1. Executive Summary

2. Strategic Principles of the Space Sector

3. Overview of the Space Sector

4. Role of the National Space Technology Strategy

5. Technology Themes and Roadmaps

6. Delivering the Space Innovation Growth Strategy

7. Governance of the National Space Technology Strategy

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Contents

Space is Earth’s Nervous System

From monitoring crop yields to measuring ice cover; protecting national security or our shared environment, delivering information instantly, anywhere in the world or safeguarding teenage drivers on local streets, the more we understand about what space can do for us, the more we want from it.

The Innovation and Growth Strategy confirmed that the worldwide market for its services is predicted to grow by 5% annually from £160bn to £400bn p.a within twenty years

The UK Space Sector – Growing Success

For the past decade it has achieved year-on-year growth of 9%, a figure more commonly associated with China’s ‘economic miracle’. This rate has been maintained despite recession. It manifests itself in a truly national, export-led industry employing more than 70,000 people and contributing £6.5bn to the economy each year, directly and through its wider economic impact. Revenues in this sector could readily rise from £6.5bn to £40bn p.a. by 2030, if the UK grows its share of the global space economy from the 6% to 10%.

This is an achievable aspiration, but only if we make the right investment decisions now.

The National Space Technology Strategy is the result of an inclusive, six month process that distilled the views and expertise of all parts of the space sector into a series of clear, actionable roadmaps. Market led, the Strategy details how the UK can develop and deploy the

Space i

1technologies and innovation needed to increase market share and benefit from wealth-generating opportunities in the short, medium and long term.

For this to be realised, however, a new approach of additional investment by Government is essential.

Competitors Old and New

Brazil, Russia, India and China are among the nations investing heavily in space, looking to claim a slice of this rapidly expanding market. Our ‘traditional’ space-trading rivals in France, Germany and the US are doing likewise. The knowledge, infrastructure and success of the UK space sector currently presents a formidable barrier to entry for would-be rivals.

However, the pace of development is such that, were we to erode our technology research and development base through under-investment, an advantage earned over thirty years could be lost within five.

In this scenario, we would not be looking to grow our market share and create new jobs; we would be fighting simply to cling on to what we have, vulnerable to multinational corporations transferring business, expertise and intellectual property to other more conducive environments. Having the ability to be first to market which with technical superiority will allow the UK to capture a greater proportion of the global growth available. The challenge should certainly not be underestimated. But nor should our ability to seize the day.

We do not need to match the investment levels of rivals

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Executive Summary

in order to claim a greater share of the prize; building on current momentum will cost relatively little, both in real terms and in proportion to the market opportunity. Recent experience shows how successful targeted investment can be.

Real World Returns

In November 2010, Avanti launched Europe’s first Ka-band broadband satellite, HYLAS 1; the novel, highly adaptable payload incorporated in this satellite was designed and built in Britain by Astrium. It will deliver broadband coverage from space, connecting users in rural areas across Europe not served by wire-based networks. With each satellite providing a consistent service to hundreds of thousands of homes and businesses, regardless of location, and a market of over 70m people with broadband needs, exportable products are in high demand.

Thanks to seed-corn investment by the UK Government in key technologies, the company generated sufficient City investment not only to launch HYLAS 1, but also fly a sister satellite. From 2012, HYLAS 2 will extend Avanti’s service to North Africa and the Middle East and millions of new customers.

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UK NATIONAL SPACE TECHNOLOGY STRATEGY

Hasita is unaware that she’s part of the new space age. But that’s about to change. Ten years old and dashing down a dusty path flanked by swaying wheat fields, she has abandoned early plans to be a film star and set her sights on becoming a doctor. Or an architect. Either would be an achievement in a region where less than 4% of the population go on to higher education.

At school, there is nervous chatter as Hasita and her classmates take their places in front of a computer. There are just five in the school and today it is their turn to use them. The teacher produces a mobile phone and smiles. The students glance at each other. This is going to be a very different kind of English lesson…

The offices of Cambridge University Press are 4500 miles and a pleasant stroll through leafy streets away from Hasita’s Punjab classroom. A famous academic imprint, it is also one of the world’s oldest companies, having been in business continuously since 1584. As the venerable publisher of Newton and Darwin, CUP has often championed revolutions in thought. Today it is also leading one in education.

Across India, North Africa and the Middle East, fast growing popula-tions mean demand for learning is outstripping the supply of teachers. So Cambridge University Press uses today’s technologies – the internet, mobile phones – to being lessons to remote locations and continue the mission it has been on for half a millennia.

That timeframe would not mean much to Hasita, nor the gaggle of teenagers standing at London’s Old Street Roundabout. They stare at the traffic maelstrom and wonder if this really is the place where the next Google is supposed to spring from.

Behind them, unnoticed, is one of the companies that first put this corner of the Capital on the global map – Inmarsat. A world leader in maritime and aircraft communications, its fleet of satellites is controlled from a mission control room high above the whirling intersection. Should disaster strike, anywhere in the world, the people in this room will be amongst the first to respond, re-tasking satellites in order to provide vital voice and data capability for the rescue services, state agencies, media and humanitarian organisations on the ground.

Matt Jones, deftly dodging the kids on his bike, knows about Inmarsat and the power of data. Matt invents with information. His company, Berg, is located close by, one of a growing number of creative, fearless start-ups exploring new ways to vision the world and frame our growing appetite for knowledge.

From maps of Manhattan that magically ‘curl’ up in the distance, changing a street-scene into a birds-eye view, through to applications mapping Neil Armstrong’s moon-walk onto your neighbourhood, Berg’s products blend curiosity, technology, fun and utility. Interna-tional brands come calling.

A student’s education; the re-invention of a world famous name; cutting-edge communications and the entrepreneurial energy of a high-tech start-up: they are all empowered, realised, connected by space.

Which is why the worldwide market for its services will be worth £400bn p/a in twenty years time. For Britain, this presents a once in a generation opportunity to generate new wealth, jobs and knowledge.

Feeling The Benefits of Space

Avanti is a pioneer enjoying ‘first mover’ advantage, thanks to a successful strategic partnership between government, business and academia.

The National Space Technology Strategy can amplify this success, increase overseas earnings and generate 100,000 new jobs, but only with appropriate investment in research and development.

Similarly, as our economy grows, the UK should also increase its contributions to the European Space Agency (ESA). This will not only bring us more into line with other leading European space nations, it will strengthen our role in ESA decision-making and create increased opportunities for our domestic space sector to win larger shares of commercial contracts.

UK technology will become even more important as the European Commission becomes more involved in space programmes and deploys its funding to deliver projects. In addition to an increase in scale, the Commission is likely to adopt a more commercial attitude to selecting contractors and this provides the opportunity for the UK to win a greater share of work based on world-leading technology and greater competitiveness.

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1 Executive Summary

That space provides a good return is not in doubt: £1m invested in satellite developments in 1998 is now worth £350m.

A systematic failure in this sector has been the difficulty for equipment suppliers to cross the boundary between science domains, where disruptive technology is often developed, and commercial markets where exploitation leads to wealth creation. By bringing together the prime contractors and the suppliers in a combined strategy, this plan ensures a clear development path for both which, in the long run, should enhance the competiveness and hence success of all players.

More pragmatically, the National Space Technology Strategy represents the most realistic and achievable route to realising essential national ambitions: economic growth and stability; creation of highly skilled jobs; development of new knowledge and business opportunities; and generation of tangible revenue for the economy.

A National Programme, UK competiveness

The UK space industry has been successful in research activity, largely through European research and development (R&D) programmes. Nonetheless, the competitive advantage the UK enjoys in key technology areas is at risk of being eroded and further action is needed to increase both the value to the UK of R&D support and secure a still greater level of industry investment. This requires a national programme.

A UK programme provides the advantages that it can be agile, focus accurately on market needs that UK-technology can meet and support the UK’s industrial

growth and wider policy objectives. Specifically, we recommend it is aimed to:

• Develop and de-risk technologies needed to directly increase the UK’s share of global high growth markets

• Ensure we lever maximum benefit from our strategic funding commitments in Europe and beyond

• Maximise the return from UK’s existing investments in the International Space Innovation Centre at Harwell

• Develop new technologies and IP for the market by encouraging UK-based SMEs and academia to exploit ideas in applications and services

• Game-changing technologies require alternative mechanisms of investment, which are outside of the scope of this strategy due to the high level of innovation involved

This Strategy is critical to deliver the growth promised, and needs to span the commercial markets and the public service markets such as climate monitoring and security services.

The UK should launch a cross-sector National Space Technology programme in 2011, jointly funded by industry and Government, rising from £20m per year to £100m per annum by 2015/16 as this becomes affordable to industry and Government. This will deliver both near and longer-term economic and social benefits to the UK and the scale of benefits for the five technology themes presented in the report.

We need not lose market share to China, India or any other ‘challenger’ nation; these countries will, instead, be our markets. This is the future the UK space sector has been building towards.

The National Space Technology Strategy (NSTS) is governed by a set of underlying principles which have been established to meet the overarching strategic goals and vision for the Space sector as articulated in the IGS. The Strategy is detailed and implemented via a suite of market-driven Technology Roadmaps. The strategic principles are:

• Technology must meet an end objective, such as:o direct economic jobs and wealth creationo indirect impact on GDP through societal or strategic

needs (e.g. health, environment, resilience, defence)o longer-term scientific understanding

• To encourage clarity of focus for the UK space industry technological capability, in order to increase competitive standing and therefore profitability

• To continue to use the technology development funding mechanisms that exist today but encouraging the UK space industry and government to look to the future structures of national, European and global markets ( including new and emerging markets and those of emerging space powers)

• To utilise as appropriate to the market sector, a mix of private, national government and European funding

• To encourage innovative service-led business models recognising the growing importance of public-private partnerships, and of the EU as an operational driver for European space needs

• To recognise the linkages between the applications and services that can drive the development of cutting edge and disruptive technologies and capabilities

• To create an environment for the growth of a balanced space sector, embracing the benefits of linking prime contractors, subsystem and equipment suppliers, technology companies, SMEs, and academia

• To create greater alignment of space sector capability with Government needs and priorities

• To maximise job creation and employment of STEM trained graduates in the UK space industry and associated terrestrial applications

Strategic Principles

The National Spacegoverned by a set o

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Overview of the Space Sector: Markets and Background3

For an industry which is half the age of the automotive and aerospace sectors the space industry provides significant benefit to today’s society in areas of business and leisure. Space has been one of the hidden success stories of UK industry over the past decades not simply because of its remote space-enabled services but for the revenues it generates £6.5bn in the UK in 2008 of which £3.6bn contributed directly to the nation’s Gross Domestic Product (GDP) and its track record as an important source of export revenue. The sector accounts for 19,100 jobs as a direct result of its activities with up to 70,000 in related activities.

Strongly market-driven, space represents a truly cross-cutting sector which permeates our everyday lives in all manner of ways from our satellite TV, the navigation system in our cars, the weather forecasts and the

scientific exploration that is fundamental to furthering human understanding.

Telecommunications currently dominates the UK space industry in terms of earnings, exports and employment for both upstream manufacturing and downstream services and applications. Over 95% of the commercial (non-government and institutional) upstream satellite manufacturing market by value is dedicated to telecommunication satellites. Over 90% of the UK downstream space market is dedicated to telecoms. More than 80% of the telecommunications satellites produced in the UK have been built for overseas customers.

The Position, Navigation and Timing market which has significantly developed over the past ten years is

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very broad, touching on all aspects of modern life. In addition to the well understood transport and personal navigation applications, it also includes more discrete services: from the timing signals needed to deliver fibre optic communications to the telematic elements of our just in time supply chain culture. The common element is the space component, with a very well established and trusted infrastructure in the form of GPS meeting almost all of our current needs. We are however on the brink of a number of new generation satellite navigation systems, including Galileo in Europe, GLONASS from Russia and Beidou from China.

Major market growth is expected in the future from Earth Observation (EO) data provision and services where the market has traditionally been dominated by government applications. However, programmes such as the European Global Monitoring for Environment and Security (GMES) are enablers for both future technology and applications. Through innovations like Google Earth, EO data has become more accessible to the consumer; new markets relating to climate change, carbon emissions and security are further developed via GMES and other programmes. Furthermore new markets and applications are also anticipated from the integration of EO and position data with telecommunications services. Longer term markets, reaching up to ten years hence, such as robotics and new energy systems will grow, which will utilise space derived technologies. A key aspect of all these

future markets is sensing whose technologies have applications elsewhere in areas ranging from healthcare through to security.

Space science and its associated instrumentation and space engineering remains a very strong and key part of our success in space, with the UK providing a knowledge base and capability for many developments feeding into applications and services which are all around us in our lives. Academic experts have teamed with industry to help develop new technology, instrumentation and capabilities via research and development programmes. Knowledge exchange from this part of the sector have grown over the last five years to ensure economic return. Recently, applications from drink can manufacturing through to petrochemical processing are emerging from a space exploration programme (ESA ExoMars programme). This trend will continue. The academic knowledge base in space technology also provides for the future training of the highly skilled workforce needed to exploit future opportunities in space.

The UK has great strengths in space technology. Past and current investment in these capabilities has been a central factor in making space one of the highest growth sectors in the UK economy and resilient to the effects of economic and political turmoil. Between 1999 and 2007 the UK’s space sector grew on average by 9% per year.

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Overview of the Space Sector: Markets and Background3

The growth in the sector includes the contributions from UK prime contractors as well as the many (and increasing number of) SMEs and technology companies involved in the space industry along with the growing trend of academic industrial partnerships which enable full economic exploitation of the UK’s knowledge and technology base.

Through the IGS we have set ourselves a clear challenge to firmly establish the UK as one of the world’s leading space nations and grow the UK’s share of the global market to 10% over the next 20 years. This drives space in the UK from a £6bn to a £4bn sector and provides an estimated 100,000 new highly skilled jobs in the UK.

Space consequently combines high-value manufacturing and services, advanced engineering and technology with an ability to provide solutions to Government agendas through the delivery of data and information by space enabled services and from terrestrial applications of the technology.

Within the global space economy existing and emerging technology capabilities drive three key areas:

• They support strong commercial markets, particularly in telecommunications and broadcast.

• They serve defence markets, offering ever more cost effective options for gathering data and underwriting communication and command structures.

• They provide solutions to Government agendas in key areas of societal challenge such as energy, transport, climate change and healthcare.

For such markets to prosper and to ensure the UK is in the position to capture the maximum portion of the market it is important to position UK industry with the ability to be first to market and technically superior. There is no room for complacency in the UK, many other governments recognise the importance and invest significantly greater sums into their space sectors.

To realise the vision set out in the Space IGS, the National Space Technology Steering Group has categorised and focused the UK capabilities, and their potential contributions – economic, scientific and societal to achieve maximum impact for the UK. This is reflected in the first issue of a suite of roadmaps which will be maintained ensuring that underpinning applied research supports the development programmes which in turn meet the projected market needs.

The aim is to achieve the best and most effective balance of this investment for the UK across national, ESA and international programmes and leverage the strong partnership between public and private institutions established through the space Innovation and Growth Team Project.

Because space is a global business, we need to present the UK’s technology strategy in a wider context. We must have a clear view of how we plan to leverage

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particularly ESA and EU funding and resources to achieve our aims, but also how we will develop partnerships with the wider international community, including the emerging economies of China, India and South America. This in turn must be informed by the broader vision of where the UK sees itself in ten to twenty years time. Clarity of aim will allow the UK to more effectively drive the international agenda.

Government investment is a key enabler of a long-term strategy, creating both a level playing field for UK companies and science in the international arena, and guarding the long-term vision for the nation. Government is also vital in setting the appropriate regulatory framework and in brokering the relationship with other national agencies (e.g. NASA, ISRO). In turn Government can use the space agenda to further its broader policy aims and global geopolitical relationships (so-called ‘soft power’).

Underpinning this vision is the strength that the UK can bring in innovation and new enabling models, to be responsive to a changing environment and resilient to future demands. The UK is leading the way in bringing together capabilities and enabling new ways of working across different sectors and disciplines. The development of the National Science & Innovation

Campuses, including the International Space Innovation Centre at Harwell (linked to other centres of excellence around the UK), is a major attractor for ESA and others, while novel financing models such as the PPP for Avanti Communications HYLAS broadband satellite and the successful PFI for the Skynet 5 secure satcoms system can revolutionise the way in which the space business is conducted.

A pragmatic but visionary technology strategy is a key foundation upon which the UK’s future role in space can be defined. The case for space technology is strong because of its inherent multidisciplinary application that benefits society across many sectors (e.g. health, security, transport and communications). As a major contributor to the EU, the UK can use this technology strategy to leverage EU funding and bolster the competitive position of the UK and Europe in the world market, both in the space sector and beyond.

Rationale of the National Space Technology Strategy4

The aim of the NSTS is to set out a strategy which will enable UK industry to achieve the vision of the IGS through a balanced portfolio of technology priorities that support the development of the UK’s commercial space sector and are aligned with scientific priorities, and Government/societal and strategic needs.

Support will firstly be targeted to areas of current UK strength and capability, where there is evidence of a leading position, and capability to deliver and exploit the technology. This will deliver tangible economic benefits and is likely to have a high return on investment. The support must be timely and result in a real difference in the context of the world stage and the support being given by other nations. Collaborative projects (e.g. industry-academia collaborations) are particularly encouraged and the added value of the proposed collaboration would have to be demonstrated. Proposals will be expected to address a strategic need with clear reference to national priorities and roadmaps.

Particular emphasis should also be placed upon cross-cutting opportunities and technologies which can address many space and terrestrial application areas including technologies where developments may lead to applications in other areas such as health, defence and security.

The cross-cutting technologies will flow out from the sector roadmaps, as they are brought together in the overall technology strategy. This consolidation has not yet fully taken place, and is planned in our next phase of activities. It is anticipated that cross-cutting technologies should potentially have a very wide range of application and demonstrate very different “advantages”. However, all must have the potential to make a significant impact strategically and/or competitively.

Space science missions tend to have long periods of gestation and it is necessary to bring forward technologies in parallel with the study and planning of mission concepts. Technological proposals in this area must be written in the context of this lifecycle and demonstrate clearly how they enable a valuable opportunity. In some situations new technological developments may generate ground-breaking future missions and longer term spin-offs and economic return, in such cases an appropriate level of investment to demonstrate proof-of-concept will be required.

Space has enormous potential for societal benefit, in the study of the Earth (e.g. climate change), as a vehicle for the inspiration of future generations of scientists and engineers, in the generation of technological spin-offs and many other areas. Where appropriate investment proposals must evidence such benefits.

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The highest priority for technology investment for both private and public sectors will be the commercial market sector which has a strong track record of return on investment and is continuing to demonstrate growth. Where the UK has a proven strength in a particular market sector, for example, mobile satcomms, the technology roadmaps identify research themes which build and develop these strengths through innovation and collaboration where an investment may enable larger market share to be gained.

The roadmaps also highlight research themes which will open up new and emerging growth markets such as next generation broadband, Earth Observation or robotics by delivering step changes in cost, capacity and capability. The roadmaps include research themes which support development of new ‘downstream’ services which bring together capability and data from existing space assets and add value to terrestrial services (for example location based services using GPS/Galileo). In order for the UK to remain competitive, maintain its capability and be able to sustain, and continue to grow its share in the world space market a balanced portfolio across the various space market sectors will need to be achieved.

A further element of the roadmaps will be research in areas of disruptive technology where UK expertise could create large new markets (for example reusable launchers). An important consideration for the roadmaps will be alignment with research and development activity in other sectors such as Aerospace, Digital and

Automotive where a small additional activity focused on the space market could leverage core technology programmes already funded through other means (for example, autonomous systems activity included in the National Aerospace Technology Strategy). The involvement of the Technology Strategy Board in the NSTSG will be crucial in exploiting these cross sector opportunities.

The UK should also consider, if deemed appropriate by the UK Government, UK Space Agency, NSTSG and the Space industry, trading equipment and instrumentation for involvement in missions of other countries, emerging markets, and those of emerging space powers. An example here is a bilateral science mission where the UK provides instrumentation to conduct science but as a condition of involvement also requires the country to use UK provided equipment or facilities on the mission enabling UK space industry to enter a non-UK national mission and that potential market. This kind of trade is already exploited by many of the UK’s competitors and may also be used to achieve some of the IGS recommendations in terms of the desire for UK-led science and exploration missions. The roadmaps will also allow any such opportunities to be identified at an early stage.

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The National Space Technology Strategy is articulated via a suite of five market driven technology roadmaps based around technology themes. These enable engagement with a broad stakeholder community across the industrial supply chain, government and academia and ensure widespread awareness of the strategy’s content. In particular the roadmaps afford government agencies, such as the UK Space Agency, the Technology Strategy Board and the Research Councils, an understanding of technology needs within the sector and the market impact of research and development.

The Space Special Interest Group will actively maintain the technology roadmaps facilitating a biannual revision in collaboration with the UK space sector.

The collaborative process by which the roadmaps are formulated delivers five high level outcomes, namely:

• A consensus view of the sector’s research and technology requirements in the UK.

• Planned and targeted technology development that is focussed on the UK’s highest priority areas.

• Presentation of research and technology funding requirements from all participants.

• Development of stakeholder relationships as a result of collaborative thinking.

• The roadmaps themselves equip stakeholders with insight and information to inform decision-making.

The NSTS focuses on those areas of the space sector in which the UK is globally competitive and/or world-leading. Each area has its own roadmap that details the sequence for transition of research into technology development and validation through to products that feed the global space market.

The NSTS technology roadmapping process is open, transparent and inclusive to UK stakeholders who engage in collaborative research and development within the space sector. This approach to sector roadmapping enables top-down and bottom-up integration of research, technology and development requirements, ensuring the UK space sector thrives and expands in a competitive global market.

Technology Themes and Roadmaps

The National Spacevia a suite of five ma

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5.1 Telecommunications

The telecommunications roadmap covers both the upstream manufacturing and downstream manufacturing aspects of the satellite telecommunications sector. The IGS report highlights key market opportunities including satellite broadband, broadcast, enterprise services, transport, security and the environment.

It is widely recognised that the telecommunications sector provides the critical mass for the UK space industry in terms of workload, skills, capabilities and facilities to enable the UK to compete effectively in other sectors. UK industrial strengths are highlighted for the required telecommunications satellite systems across the full value chain.

Telecommunications developments enable industry to build large programmes leading to significant returns on investment. Individual programmes are not identified in the roadmap, it is the requirement to facilitate technology demonstration opportunities to secure flight heritage for novel technology that is recognised. These flight opportunities could be through institutional missions, public/private partnerships or technology demonstrator payloads (TDPs) on commercial missions.

Research themes as highlighted below have been identified based on maintaining and improving the competitiveness of the UK satellite telecommunications industry:

• Increased telecommunications satellite capacity

• Reducing cost to manufacturer, operator and user

• Enabling new services and market opportunities

Example technology themes from the roadmap include:

• Turnkey satellite systems (e.g. Inmarsat’s Paradigm and Avanti systems; with scope to expand into Earth Observation)

• Spacecraft platform, structure and composites

• Payload systems capability

• Satellite Network Operations, Business Support Systems, Services and Applications

• RF electronic equipment including telecoms, navigation, radar EO, communications for science and exploration missions.

• Space antennas covering telecoms, radar with opportunities in other sectors

Telecommunications investments in R&D have shown consistent high returns and this can be highlighted by the following:

• Over 10 years, the UK invested £15m into the Astrium E3000 Spacecraft through the ESA ARTES program with matched investments by industry resulting in the award of 34 spacecraft platform contracts worth over £510m directly to the Astrium Stevenage site. This equates to a 30 fold return on investment.

• A 36 fold return of investment was achieved following £20m of ARTES support for the on-board digital signal processor to lead to a contract to Astrium worth £740m for three Inmarsat 4 satellites.

• Investment of £20m generic flexible payload technology developments secured the contract for the Avanti Hylas satellite with Astrium and directly led to the creation of a new UK satellite operator with a market capitalisation of £531m.

Technology Themes and Roadmaps55.2 Sensing

Sensing is defined as the space and ground systems and technologies that allow detection of data together with the technologies to exploit that data for scientific and commercial applications. The scope is broad, including detectors, instruments and supporting systems, either mounted on satellites or on planetary landers. It also includes the ground technologies to handle and process the data.

The UK has a well established world-leading capability in sensing, a capability built on meeting challenging requirements from space and EO missions and the analysis of complex datasets. This allows the UK to access the upstream and downstream emerging market areas in the short term and prepare technologies for longer term applications.

Institutional markets (e.g. Government, Research Councils, ESA, Eumetsat and European Union) act as strong drivers of technology development providing maturity in capability which is further exploited via export and commercial EO markets. It also equips the UK supply chain to export to other national space agencies including NASA and NOAA. Major commercial opportunities exist, which could be captured with strategic and timely investment in sensing technologies, enabling UK industry to remain competitive in the world.

Sensing technologies are vital to provide information to address important societal issues, including monitoring the climate, environmental change and future energy needs. There are strong links to security and defence with many common requirements, capabilities and technologies, where the opportunities for dual-use development in space and non-space markets are significant.

The downstream market for civil government and

commercial customers for EO data is expected to grow by more than a factor of three to $1.4bn over the next decade. With UK industrial and academic teams working closely together in upstream and downstream developments, it will be possible to capture a significant share by being ‘first-to-market’.

The market drives technology capability, leading to societal benefit and economic impact through the development of downstream services

UK industry and academia are major providers of sensing technologies and systems into international space missions with the following identified as UK differentiators:

• Detectors – UV/visible, IR and X-ray

• Optical systems and Lidar

• Microwave sensing systems – active and passive

• In-situ instruments

• Down-stream technologies and EO applications

Downstream technology development will provide the next generation of ground systems necessary to handle ever increasing data volumes and to provide the new applications using EO data. This area is growing significantly and UK organisations are well placed to access markets in climate services, for instance tropical forest monitoring.

The sensing roadmap has identified many technologies where the UK has an established and competitive capability. Investment in these technologies by government and industry will ensure continued growth in capability and maximise access to the growing market in sensing

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Space Science

Detectors

Microwave Systems

Optics & Sensors

Ground Systems & Applications

Support Technologies

SensingSensingTechnologiesTechnologies

Space Capability

TechnologyCapability

Societal & Economic

Impact

Applications

Space Science

Commercial EO

Environment & Climate Change

Commercial EO

Health

Monitoring The Earth

Low Carbon

Security & Defence

Market

Drivers


5.3 Position, Navigation and Timing

The Position, Navigation and Timing (PNT) Sector touches on all aspects of modern life such as the well understood transport and personal navigation applications; it also includes discrete services such as timing signals needed to deliver fibre optic communications to the telematic elements of the just-in-time supply chain culture evidenced in retail.

This area is on the brink of a number of new generation satellite navigation systems, including Galileo in Europe, GLONASS from Russia and Beidou from China as well as upgrades to GPS (GPS-III) to meet the shortfalls of the current GPS system. Satellite Based Augmentation Services (SBAS), is commonly known as EGNOS is Europe and WAAS in the US. Additional services over India (GAGAN) and Japan (QZSS) are currently being developed.

The key point is that each of these infrastructure projects is underway and UK companies have secured a significant share of the Galileo system procurement, the midterm growth is in the downstream exploitation of the current and future GNSS services, both in domestic and export markets.

The roadmap has focused on how these services can be best exploited and the expertise resident in the UK is retained and leveraged. There is an upstream requirement to retain and develop the UK’s payload expertise, this is captured under the European GNSS Evolutions Programme (EGEP) that the UK participates in thus protecting and developing the home grown competencies, specifically in payload development. It is therefore proposed that the upstream activity is aligned and funded through this programme.

Market Drivers in Position, Navigation and Timing fall into three categories

• An appropriate service, e.g. a phone “App” is just a good idea that customers are prepared to pay for but the infrastructure may or may not already exist. The space community need to be aware of this growth and also assist in influencing such developers regarding the capabilities and limitations of current and future PNT technology.

• Legislation ensures that services developed such as phone “Apps” are fit for purpose and the Space community has a strong role to play in helping

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Technology Themes and Roadmaps5specify the capabilities and requirements of PNT related services whilst also validating the services.

• Services have in-service dates forming fixed milestones for availability. The technology must therefore keep pace or shape the service offering such as integrity (knowing your location is correct), increased availability (being able to operate in environments it is not currently possible, e.g. city centres) or improved accuracy (over the current GPS services).

The greatest threat to the global GNSS and PNT markets is time to market with many programmes, such as Galileo which is behind schedule; such delays have impacted all GNSS programmes. The importance for Galileo being on time ensures being the second “full” service to GPS, before GLONASS achieves full recognition or even Beidou to become commercially available. The risk is that the supply chain cannot wait for new infrastructure or services and will seek alternative solutions, including non-space based services.

The availability of new services will then further stimulate improvements as well as the development of new, niche applications.

The UK capabilities can be broadly categorised as:

• Innovative application developers demonstrated by the UK attracting the single largest number of applicants in the ESA IAP programme, with almost half as many again as the next most active region.

• Social market and structure as the UK is a fertile market for LBS applications with large numbers of early adopters and mature privacy laws.

• Securing and exploiting the GNSS infrastructure for security applications.

The key need to have arisen from both the IGS and roadmapping process is for a national test bed. Consensus revolves around improved availability, better exploitation of current test facilities, promotion within non-PNT led communities and impartial expertise and advice available.

5.4 Exploration and Robotics

Exploration and Robotics is technologically driven and faces huge challenges to achieve the science goals that typically drive the missions. Focused on the upstream aspect of space, it has excellent potential for spin-in and spin-out of other sectors. Exploration of other planets requires cutting edge and highly resilient solutions to successfully deploy robotics in remote and hazardous locations where human intervention for operations, repairs or accidents is not possible.

Exploration and Robotics is defined as including all types of robotics for the exploration of a planet surface as well as robotics used in orbit around the Earth. The instruments used to meet the science objectives of a mission are covered by the sensing sector, while sensors needed by the platform for navigation or control are included in this sector.

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The roadmap identifies a series of opportunities for specific ESA space missions, other multi-national programmes with UK contributions and some commercial opportunities. Routes into terrestrial applications through spin-out are significant thus leveraging further the technology investments. Areas of possible spin-out include unmanned vehicles for military use in dangerous situations, civil applications such as the nuclear industry or oil and gas exploration and in assisted living developments, results of spin-out from the Aurora programme are already being observed.

UK expertise has been further advanced as a result of the Beagle 2 mission as well as the work already performed for the ExoMars programme.

More than 70 individual technologies have been mapped out and then grouped into a set of themes:

• Autonomous Vehicles – Technologies include autonomous mission management, navigation, science autonomy, robotic control, localisation without GPS, data fusion and multi-agent autonomy.

• Robotic Manipulators – Includes teleoperation, sampling devices, sample transfer and manipulation, rendezvous and docking.

• Penetrators – Includes modelling of de-orbit, entry and descent, flight control of high velocity objects, sensors, novel power/heating, highly rugged electronics

• Novel Locomotion Technologies – includes aerobots, under liquid propulsion, climbing robots and could spin out to military and civil dirigible programmes, low cost high altitude communications platforms and robotic access to difficult locations.

• Novel Power Technologies - nuclear power/heating sources, autonomous mission management, very low power systems, energy scavenging.

• Robotic Support of Manned Exploration - human factors, multi-agent collaboration, in-situ resource utilisation.

5.5 Access to Space

The Access to Space technology roadmap focuses on the future market need for technologies to deliver payloads into space where the term ‘payloads’ is used in a generic sense, e.g. science instrument, a network of sensors distributed around multiple orbits, a satellite, a space tourist, etc. Key market opportunities have been further developed following the publication of the Space IGS.

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Technology Themes and Roadmaps5Space-plane/Reusable launch systemsThe ability to deliver a payload to orbit and return the launch system to the ground safely and efficiently presents a game-changing capability in launch systems. UK developments in this area include engine development, advanced aerospace structures, re-entry systems and automatic flight systems.

Small satellite launcher and Sub-orbital space-planesCurrently, an air-launch system seems the most adaptable solution, enabling launches from recently formed ‘space ports’ such as New Mexico or even from a space port in the UK. This also opens up the possibility of a space tourist industry for the UK, using sub-orbital space-planes either developed in the UK or from companies like Virgin Galactic.

Small and nano platform technologiesThe ability to have a capable small satellite platform requires the miniaturisation of spacecraft components, without significant degradation in performance. Expanding UK capability, the research themes for small and nano spacecraft will increase the performance of small satellite platforms, whilst at the same time putting the UK at the forefront of miniaturised space technologies.

Large platform technologiesDevelopment themes for this roadmap include: deployable and inflatable structures, ultra stable platforms, agile control moment gyro systems and

MEMS based sensors, technologies for structure assembly in space and technologies for space-based solar power generation and supply to ground.

Inter-orbital transfer capabilityThis activity includes propulsion stages that assist platforms to transfer from one orbit to another. Applications include: transfer of communications satellites to geostationary orbit, interplanetary transfer module; transfer and deployment of constellations of satellites in LEO and space-tugs. Existing UK capability identified includes chemical propulsion, solar electric propulsion, lightweight structures, fuel tanks, rendezvous and docking, nuclear power systems, de-orbiting devices and on-orbit refuelling.

Legislation and regulatory changesMany of the market opportunities identified are limited by current UK legislation. The roadmap shows areas to be resolved relating to the Outer Space Act, liability, RF spectrum, Civil Aviation Authority limitations and insurance to create a 5, 10 and 20 year plan covering low-cost access to space, infrastructure and space tourism.

The IGS concluded that a £20 million national program should start in 2011 jointly funded by government and industry, rising incrementally to around £100 million per annum by 2015/16.The exact funding for years 2 to 5 should be determined from the roadmapping activity.

The roadmaps prepared for the NSTS cover all aspects of the UK space programme including ESA and EU based programs and have been developed in partnership by industry, government and academia. This ensures an integrated and agile exploitation of the

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Market Opportunities UK Capability Research Themes

Low cost launch systems Reusable launcher design Reusable launch systems

Cost effective orbit transfer Large telecom platforms Launch services for small satellites

Services using advanced low-cost small satellites

Small and nano-satellite platforms New smallsat platform technologies

Space tourismLauncher elements (propulsion, avionics,

structures)Inter-orbital transfer units

Enabling regulatory improvements

technology innovation that resides in all UK players, from academia, through SMEs, equipment suppliers and Prime contractors, ranging from academic ‘blue skies’(TRL1), through technology demonstration (TRL 5-6), to exploitation (TRL9). Support and agreement of the Research Councils including those not normally engaged in space technology development, such as the Engineering and Physical Sciences Research Council (EPSRC) as well as the Technology Strategy Board through their R&D competitions and grants is required to ensure this integrated approach.

5.6 NSTS Investment Profile


There is a natural correspondence between the European based programmes and the sectors adopted within this strategy document; this is shown in the table above.

The ESA Ministerial in 2012 will define the future ESA programmes and additional funding will needed for UK to participate in future programmes. Failure to sustain and increase this funding will result in a slow down in growth, an erosion of UK space Capabilities and therefore a loss of global market share.

A national programme (based upon this Strategy) in addition is required to enable exponential growth

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National Space Technology Strategy Sectors ESA and EU Relevant Programmes

SensingScience, Earth Observation, Robotics and Exploration

(Aurora), GMES, Space Situation Awareness

Telecomms Telecommunications (ARTES)

Position, Navigation and Timing Galileo, EGEP

Robotics and Exploration Robotics and Exploration (Aurora)

Access to SpaceGSTP, Science, Earth Observation, GMES, Space

Situation Awareness

This first issue of the NSTS technology roadmaps identifies a priority plan for a National Funding Programme for the next 5 years built on top of the ESA and EU programmes.

Due to the high cost of research and demonstration

programs it is essential that Europe collaborates through the European Space Agency. Sustained investment in ESA and EU programmes (latter via EU funding) is therefore essential to maintaining the UK’s market share as this investment underpins medium to long term technology developments.

and meet IGS objectives by: enabling UK development and ownership of the Intellectual Property; providing commercial opportunities for UK industry; and competitively positioning the UK for ESA and European programmes. The National Programme will ensure that the UK continues to secure a comparative advantage from developing and exploiting technologies for future markets in both manufacturing and applications.

The investment profile shown below, which has been produced as a direct output of the roadmapping activity, reflects the balances between ESA and national funding and share of costs between industry and government, as seen in the following table.

0

100

200

300

400

500

0

100

200

300

400

500

£Mill

ions

Cur

rent

2010

/11

2011

/12

2012

/13

2013

/14

2014

/15

Baseline spend (Existing ESA based programmes)

Space Investment Profile (Indicative Numbers Only)

Baseline spend (ESA based programmes including extensions and new programmes - Indicative)

National Space Technology Programme (Indicative)Profile does not include research council expenditure on Space.

Delivering the Space Innovation and Growth StrategyS6

The targets laid out in the Space Innovation and Growth Strategy of reaching £40bn of revenue and an additional 100,000 high skilled jobs in the sector are ambitious – BUT can be realised if the recommendations are implemented in an integrated way.

This document is a key deliverable of Recommendation Three of the Space IGS along with the development of a suite of technology roadmaps and supporting documentation. Other areas of Recommendation 3 are concerned with the identification of a separate and ring fenced R&D budget; initial investment was targeted for April 2010/11 with increases to then reach £50m of public investment by 2015/16.

Whilst no new ringfenced space technology budget was identified in 2010/11 it is important to note that there has been an increase in space related applications for the Technology Strategy Board’s Collaborative R&D grants and new technology demonstration opportunities have been created by Technology Strategy Board grants for Tech Demo Sat and UKube1.

Space organisations have been successful in the following Technology Strategy Board competitions this year:

• Trusted Services

• Network Services Demonstrators

• Nuclear R&D Feasibility Studies

• Assisted Living

• Collaboration across Digital Industries

• Crop Protection

• Technology Inspired Collaborative R&D

Up to £3m of new public funding will have been committed in 2010/11 via the Technology Strategy Board’s R&D grants. This increase in publicly funded R&D can be attributed to:

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• An enhanced profile of space on the whole as a result of the publication of the Space IGS Report

• Improved understanding of possible areas of space related interest to possible funders, public and private

• Greater visibility to the space community of collaborative R&D competitions through technology roadmapping developments and enhanced communications

The first dedicated space competition, “Feasibility Studies for Innovation in Space” attracted over 215

applications for 78 grants of up to £25k. These projects will be carried out between May and July 2011 and the results will influence future developments of the National Space Technology Strategy.

The publication and regular updating of this National Space Technology Strategy and its underpinning technology roadmaps not only mark a delivery of a Space IGS recommendation but also enable informed discussions across broad ranging stakeholders regarding future investments.

Space IGS Recommendation

Recommendation SummaryRelationship of National Space

Technology Strategy to IGS Recommendation

1 National Space Policy Defines technology base and possible mission opportunities

2 Executive UK Space Agency Provides independent input on strategy and funding requirements

4 Access to capital Improves access to capital by reducing technical risk

5 Innovative indigenous EO data service Defines technology base and aids in development planning

6Climate Change Validation, adaptation and mitigation

Defines technological development paths

7Space enabled services as complementary Information and Communication Technologies (ICT ) infrastructure

Defines technological development paths for satellite broadband, broadcast and innovative applications and services

9Strategic view of use of space in national security and defence planning

Defines technology base and possible mission opportunities along with technological development paths

10UK to take lead in Mobile Satellite-based Services (MSS)

Defines technological development paths

13UK should initiate and lead space exploration or science missions

Defines technology base and possible mission opportunities along with technological development paths

14 Hub and Spokes Centres of excellence Defines technology base and associated centres of excellence

15 Increase investment in ESADefines technology base and possible mission opportunities along with technological development paths and relationship to national technology development

16 Space Leadership Council Provides a National Strategy for use by the SLC

National Space Technology Strategy Governance7

The Space Leadership Council (SLC) which oversees the delivery of the Space Innovation and Growth Strategy has endorsed the process used to develop the Space Technology Strategy. It is not the role of the SLC to determine the content of Technology Strategy but to represent the Strategy at all necessary forums where decisions are to be made regarding its implementation.

The development and ongoing implementation of the NSTS will be governed by the National Space Technology Steering Group (NSTSG). This is a forum of industry, government and academia experts from across the space community to provide technical direction. Chaired by Sir Keith O’Nions, Imperial College, the group will meet upto six times per year. The Group currently involves the organisations detailed below.

The NSTSG takes its lead from the five sector based Space Technology Roadmaps. Each space sector is represented by a small working group of organisations which are able to contribute to the overall development of that area. Each group is chaired by industry but includes a wide range of experts from a range of public sector bodies and universities.

It is expected that the space sector groups will create Space Sector Technical Committees that will meet approximately four times per year to further develop

the technology programmes. These groups will adopt a generic approach that will provide:

• An accessible advisory body for the NSTSG to better understand sector themes

• Clearly defined working objectives to encourage further involvement from UK space industry stakeholders

• A set of mutually agreed outcomes that benefit the participants and the broader community space at large

The Technology Strategy Board’s pan-KTN Space Special Interest Group (SIG) has a coordinating and facilitating role in the above groups. It acts as a light touch secretariat to the NSTSG and will on an ongoing basis coordinate the Space Sector Technical Committees. The Space SIG will also continue to publish a biweekly newsletter highlighting technology strategy developments, opportunities of funding and the promotion of relevant technology based networking events from across the community. It will also actively utilise the Technology Strategy Board’s portal _connect to enable wider access to the Strategy and its developments.

Astrium QinetiQ

Avanti SciSys

Centre for Earth Observation Instrumentation South East England Development Agency

Clyde Space Space Special Interest Group

Department for Business Innovations and Skills Surrey Satellite Technology Ltd

Imperial College Technology Strategy Board

Inmarsat UK space Agency

International Space Innovation Centre University of Edinburgh

Logica University of Leicester

Ministry of Defence University of Sheffield

Mullard Space Science Laboratory University of Strathyclyde

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About the Space Special Interest Group

The Technology Strategy Board created the Space Special Interest Group (SIG) as a pilot that will aim toconnect pan-Knowledge Transfer Network (KTN) activities, acting as a mechanism to foster a space community that spans Government, Industry and Academia. The Space SIG is the custodian of the NSTS and its underpinning technology roadmaps.

The Space SIG is hosted by the Aerospace, Aviation & Defence Knowledge Transfer Network (AAD KTN).

Aerospace & Defence

KnowledgeTransferNetwork

To connect with the Space Special Interest Group you can:

• email [email protected] regarding getting involved in the Space SIG’s activities.

• Register for free at www.aadktn.co.uk to access services, networks and to receive the fortnightly newsletter.

• Email the Space SIG at [email protected] for further information.

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Notes


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Notes

All images in this document are reproduced with the kind permission of: QinetiQ, Astrium, STFC-RAL/CEOI, QUB/CEOI, Avanti Communications plc, Reaction Engines Ltd, SciSys.