Catapult Centres
Catapulting the UK into the
Future
Mike Oldham
Head of Catapult Programme
Technology Strategy Board
[email protected]
The Toolset
Smart
Collaborative
R&D
Launchpad
Innovation
Knowledge
Centres (IKCs)
Entrepreneur
Missions
Catapults – a new force for innovation & growth
• Part of a world-leading network of technology and
innovation centres
• Bridge the gap between businesses, academia,
research and government
• Long-term investment to transform the UK’s ability
to create new products and services
• Open up global opportunities for the UK and
generate sustained economic growth for the future
• Being established and overseen by the
Technology Strategy Board
7
Catapults
2013
All Catapults up
and running
£1bn
Private & public
sector investment
What is a Catapult centre?
• Policy underpinned by Hauser Report ‘The Current and Future Role
for Technology and Innovation Centres in the UK’
• Business-focused technology and innovation centre that makes
world-leading technical capability available to businesses to solve
their technical challenges
• Provides:
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Access to world-leading technology & expertise
Reach into the knowledge base for world-class science
Capability to undertake collaborative R&D projects with business
Capability to undertake contract research for business
Strongly business-focused with a professional delivery ethos
Create a critical mass of activity
Skills development at all levels
Technology Readiness Levels
Technology Investment
Impact & Scale
A critical mass to anchor globally mobile companies and reflect the UK context
• Funding model:
• 1/3 = business funded contracts
= competitive
• 1/3 = CR&D projects
= competitive
• 1/3 = Core public investment via Technology Strategy Board
• Total revenue ~£20-30m pa (or greater) equates to 100 – 200 staff
• £10-15m pa from businesses
Catapult Locations
High Value Manufacturing Catapult
Transforming brilliant ideas into valuable products, processes and services
• Provides access to world-class assets
and talent, with co-location of
engineers and scientists to enable
cross-sector learning
• Is now operational
• Uniquely, provides industry with the
ability to:
• De-risk investment in manufacturing
process innovation
• Inspire, train and up-skill
manufacturing engineers
• Shape & drive the research agenda
(UK & EU) and influence
• Government investment in innovation
High Value Manufacturing Catapult
Rolls Royce
High performance disc machining
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Joint Rolls Royce and AMRC team
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Use of cutting edge modelling, tooling and
machining
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Step change improvement in work content,
productivity and quality against industry norms
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New approach embedded in new RR factory in
North East UK which will open Q4 2013
High Value Manufacturing Catapult
Plaxica
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Plaxica is a spin-off company from Imperial College London and specialises in the
production of bioplastics – plastics made from natural feedstock such as sugar and
cellulosic based materials. Plaxica’s aim is to reduce the reliance upon oil-based
products by using processes that are more sustainable and environmentally
friendly.
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CPI Programme of support included:
- Development and scale up the
production process
Bench to pilot scale
- Laboratory facilities & extensive
technical and analytical support.
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Plaxica - two laboratories in
the Wilton Centre and
their own pilot plant on site
Catapult Progress
• Cell Therapy Catapult
– Collaborations announcements
• Satellite Applications Catapult
– Opened by HRH Duke of York
and Minister David Willets
• Offshore Renewable
Energy Catapult
– Board Appointments
Catapult People
• High Value Manufacturing
 Dick Elsy
 Bob Gilbert
• Cell Therapy
 Keith Thompson
 John Brown
• Offshore Renewable Energy
 Andrew Jamieson
 Colin Hood
• Satellite Applications
 Stuart Martin
 Tim Sherwood
• Connected Digital Economy
 Neil Crockett
 Andy Green
• Future Cities
 Peter Maddon
 Sir David King
• Transport Systems
 Steve Yianni
 Will Whitehorn
Catapult People
• TSB Governance
• TSB Governing Board
• Oversight Committee for Catapults
• Catapult Interim Advisory Groups
• Catapult Governance for Research Org / CLG
• Catapult Boards
• Catapult Industry Advisory Groups
• Catapult Research Advisory Groups
• Research Councils Links
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Mapping key groups
Post Docs, DTCs, CIMs etc.
People shemes
Catapult Industry Advisory Groups
• Skills Discussions
Thanks
Find out more at:
Catapults
www.catapult.org.uk
Technology Strategy Board
www.innovateuk.org
Technology Strategy Board
Five Strategic Focus Areas
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Accelerating the journey – from concept to commercialisation
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Connecting the innovation landscape
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Helping companies to find the best answers, expertise and help
Turning Government action into business opportunity
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How businesses can get to market sooner – and more effectively
Where Government procures, regulates, standardises...
Investing in theme areas based on global potential
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Large market which the UK is equipped to exploit
• Continuously improving our organisational capability
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Impact assessment, metrics, measures, efficiency, effectiveness
Technology Strategy Board
What is the problem we are addressing?
• Business investment is too low and too late
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Technical and financial risks need to be mitigated
The time for financial return is too long for many players
• Innovation disrupts value chains and business models
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New partnerships are required to build new supply chains
Investment and innovation is required at multiple points
• Longer term trends not visible to all players
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Impact and opportunities from emerging technologies & policies
• Innovation infrastructure complex and inefficient
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Fragmented and difficult to navigate
• Government does not make best use of its levers
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Procurement, regulation, standardisation, fiscal incentives
Five Selection Criteria
Criteria for establishing Catapults – Hauser recommended – we adopted
1. Are the potential global markets that could be accessed through the
centre predicted to be worth billions of pounds a year?
2. Does the UK have world-leading research capability in the area?
3. Does UK business have the ability to exploit the technology and
make use of increased investment to capture a significant share of
the value chain and embed the activity in the UK?
4. Can a proposed centre in this area enable the UK to attract and
anchor the knowledge-intensive activities of globally mobile
companies and secure sustainable wealth creation for the UK?
5. Is a proposed centre closely aligned with, and essential to achieve,
national strategic priorities?
High Value Manufacturing Locations
What are its core competencies?
Cell Therapy Catapult
Make the UK a global leader in development, delivery & commercialisation of cell therapy
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Taking therapies into clinical trial, so de-risking future
investments
Access to clinical expertise in NHS
Provide technical expertise & infrastructure to develop
processes for GMP
Help businesses manage the regulatory environment
• Enabling regeneration of cell tissues or organs
• Cells as delivery vehicles for other therapies
• Modulating the immune system to prevent infections
or treat cancers
Major collaborations announced with:
Offshore Renewable Energy Catapult
Accelerate the growth and commercialisation of offshore wind, wave and tidal technologies
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Offshore wind
• Transferring knowledge from
established offshore engineering and
linking to other UK strengths
Marine Power
• Covering tidal and wave will grow in
importance as sector evolves
Infrastructure ‘to shoreline’ and
underpinning technologies
Headquarters in Glasgow and operational
centre in NE of England (Narec)
Four pilot projects - standardisation;
Offshore Cables; Performance &
Reliability; and the development of a
Marine Farm Accelerator
Satellite Applications Catapult
Drive economic growth through the development of new commercial space activities; link
existing space sector players and new collaborators
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Provide end-to-end infrastructure that
enables systems prototyping and service
demonstrations
Provide access to in-orbit test facilities &
expertise to operate demonstration satellites
Integrate satellite and terrestrial data
sources to demonstrate viability of new
applications
Facilitate access to existing satellite
infrastructure, communication networks &
data sources
Secure facility
High SME engagement
Connected Digital Economy Catapult
Make the UK the place where companies innovate, try out new ideas and find ways to
make money in the digital economy
• New and sustainable ways to create
wealth from digital media & content
• Drive digital service adoption in
sectors newer to the internet economy
• New applications & services based on
merging of the physical and digital
worlds
• London location
Transport Systems Catapult
Make the UK the first place in the world where companies develop and deploy their next
generation of integrated solutions for transport
• Modal integration & more effective use
of combined capability
• System performance including smart
infrastructure asset management
• New business models to unlock new
value chains
• Increase take-up of real-time
information
• Location to be announced shortly
Future Cities Catapult
To help UK businesses develop integrated urban solutions and sell those to the world
• Connecting city systems to
enable integration and
interoperability
• Increasing city density and
population without congestion
• Transition to resource-efficient,
low-carbon cities
• Resilient energy systems
• Real time analysis & control and
a “cities laboratory”
• London location
Catapult - Research Base
Engagement
Emily Nott
Research Base Liaison Manager
Mark Glover
12th January 2011
Our vision: for the UK to be a global
leader in innovation
How can we help UK business
bring new ideas and technologies
faster to market?
How can we help UK business get
maximum benefit from research base
TSB/RCUK/HEFCs project:
Catapult-research base collaboration (Aug 12)
Overall conclusions:
• No major barriers to collaboration within
current RC and HEFC systems
• Good will and real enthusiasm about
opportunities
• Evidence of confusion and mixed messages
within the research base at all levels
Catapults and the Research Base
Perception Survey Results
- Jane McGirk
The Background
• In relation to the Catapult programme, The TSB identified a
need to;
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Better understand views of the research base
Identify Who best to communicate with
Identify How best to communicate
Decide What messages to communicate
Develop an Engagement Strategy to implement all of this
Some of the Key Themes addressed:
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Understanding the role of the Catapults
How research base interfaces with business
Forms of collaboration that add most value
Concerns/barriers
Incentives to collaborate
How the Catapult programme should engage
Understanding the role of the Catapults
• Good understanding of the concept
• Unclear about the detail
• Little direct or recent personal contact with Catapults
• Unclear about what the Catapults are currently doing
• All expressed a need to know more
How Research Base interfaces with business
- the context
• Universities already have well established links with business
• ‘What’s in it for me’ – concern over duplication from
Catapults
“Universities are, despite their image, ruthlessly efficient
business machines”
Forms of collaboration which add most value
- the context
• Trust is a key factor in collaboration
• Catapults can ‘win hearts and minds’ by contributing to the research
agenda as well as technology agenda
• Catapult focus - good for UK PLC
• Need to demonstrate how Catapults will complement, utilise and enhance
research work
“With collaboration you have to understand what are the benefits…..there
has to be something in it for all parties”
Concerns/Barriers
• Lack of knowledge about the Catapults
• Communication – don’t know how best to engage with the
catapults
• Time
• Closed shops “some universities are more favoured than others”
• Geography – some Catapults are “too far away”
• Damage to existing relationships
• Catapults becoming focused on their own sustainability
• Loss of IP
• Industry background not hugely valued in research organisations
Incentives to work with Catapults
•Access to money
•World class facilities
•Opportunity to develop ideas on a large scale
•TSB following a clear industrial strategy
•Academics enjoy ‘making a difference to society’
•Secondments
•Training
Engagement with Research Base
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Face to Face is best
Need to make communications relevant
Communication required at institutional & academic level
Catapults – identify key researchers
Two streams required
– programme level – strategic and common issues
– Sector-specific Catapult communications
• TSB has a key comms role to play
• KTNs
• Social media is generational
Catapult - research base collaboration
Overall conclusions
• Huge untapped well of potential support
• Lack of knowledge about what catapults are doing and
how best to engage
• Concern that Catapults will become closed shops
• Universities see Catapults as funding opportunities
• Catapults need to demonstrate that their activities will
complement, utilise and enhance UK research agenda
• Massive opportunity for secondments
Still a big communications job to do!
Catapult - research base collaboration
Next steps:
• Targeted engagement – events, key groups,
success stories
• Deal directly with perceptions identified in the
survey, e.g.
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Catapults are open for business
Catapults are not closed shops
Catapults have incredible resources
Catapults are truly world class
Catapults are an opportunity and not a threat
Creating opportunities - Working with key partners
Research Councils
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Space
High Value Manufacturing
Digital Economy Programme
Centres for Doctoral Training
Pathways to Impact
Making connections – AHRC KE Hubs for Creative Economy
Higher Education Funding Council for England
• Recent Catalyst competition
How will we measure effective collaboration?
• Catapult collaboration with the research base will
be monitored
• Key relevant research groups/centres/programmes
will be identified
• Ongoing dialogue with the research base and
catapult communities and
• Regular reviews with research base funders
Thank you
Emily Nott
[email protected]
www.innovateuk.org
Satellite Applications Catapult
Peter Allan, RAL Space
ISIC
• The Satellite Applications Catapult was preceded by
ISIC (International Space Innovation Centre)
– Outcome of Innovation and Growth Strategy for Space
• ISIC was a not-for-profit company owned and
operated by its members (including STFC)
– Created 2010 – 2011 (I was project manager)
– Operated 2011 – 2013 (I was head of programmes)
• Located on Harwell Campus
SACC
• The SACC was announced, ISIC existed, so how to
proceed?
• Decision to merge made late summer 2012
• Activities of ISIC subsumed into SACC
Satellite &
Instrument
Design
Satellite
Operations
Data
Downlink &
Processing
Exploitation
&
Application
From the web site
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The Satellite Applications Catapult has been established by the Technology
Strategy Board to support UK industry and become a world-class centre for the
development and commercial exploitation of space and satellite-based products,
services and applications
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The Satellite Applications Catapult brings invaluable resources, including
expertise and new facilities, to enable the best businesses, researchers and
end-users to work together with the Catapult to develop new satellite-based
products, services and applications.
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The merged organisation works with businesses of all sizes and complexities,
academia and end-users, providing an accessible collaborative environment to
help realise the UK space sector's recognised growth potential. It also provides
a unique European capability with state-of-the-art facilities, including the Climate
for Environmental Monitoring from Space (CEMS) facility an Operations Centre,
Security and Resilience Centre, Visualisation Suite and Spark Centre.
Harwell Space Cluster
BIC
ESA Centre
SACC
RAL Space
Space Companies
Argans
Astrium
Logica
Magellium
MDA
Rhea
Vega, …
What is SACC doing?
• SACC is working with many organisations to see how
it can help them solve problems
– Security services, oil companies, …
• It is drawing on the expertise of its employees and on
those of related organisations such as STFC
– Mission operations, applications of space data
(CEMS), technology developed from space lasers, use
of high powered lasers, ultra-high accuracy timing
• It is helping SMEs to develop products using its
facilities
CEMS
• Climate and Environmental Monitoring from Space
– Computer system, part academic, part business
– Access to Earth Observation data, both academic
(CEDA) and commercial
– Versatile, due to virtualised environment
• Users can have their own virtual computer(s)
STFC interactions with SACC
• RAL Space runs the academic half of CEMS
• Joint workshops on space weather
• RAL Space is working with SACC operations centre
on space missions TechDemoSat, CHEOPS, EDRS
• SACC is promoting a laser chemical detection
system developed by RAL Space
• SACC is working with CLF and RAL Space to deliver
NPL’s ultra-high accuracy timing signals
• SACC is investigating the potential of high powered
lasers to de-orbit space debris
Opportunities
• SACC is reaching out to a wide range of
organisations to promote the growth of the satellitebased products, services and applications
• They need technical help to deliver their mission
• STFC has world leading expertise, facilities and
technology on their door step
Manufacturing Innovation & Impact
User requirements/market opportunities
Discover
Understand
Adapt/Integrate
Validate
Deploy
EPSRC
Technology Strategy Board
and other partners
Government and business
Universities
Catapult Centres
Initiation
Exploitation
Partnerships with TSB HVM group
Lists actions TSB & EPSRC will
take forward together in
Manufacturing
Most revolve around the HVM
Catapult Nodes
Most of our interaction is with
individual nodes
HVM Catapult has a UK
academic coordinator (Graham
Hillier, Centre for Process
Innovation)
TSB HVM Catapults
Machining; materials and component testing;
hybrid and metallic composites, assembly
Automation and tooling;
fabrication, joining and assembly;
additive and net shape,
process modelling
Fabrication of civil
nuclear components
HVM
Catapult
Billet forging; sheet forming;
precision forging
Printable electronics;
chemical processing;
biotechnology
Composites design
and manufacture
Lightweight product system optimisation;
energy storage and management;
digital verification and validation
HVM Catapult is a consortium of 7 world leading research centres with £350M public
& private investment and working with over 160 Industrial partners. It will receive grant
funding of around £25M pa, securing sustainable leading edge technology
(Examples of) Research, Strategy &
Skills
Interactions with Centres for
Innovative Manufacturing
NCC/Composites
Automation/MTC
CPI/CMAC
CPI/Large Area
Electronics
NUMAN Programme
Grant/NAMRC
Mathematical Sciences and
Manufacturing Call/MTC
etc
Future (examples)
Facilitating UK academics working at the Catapult Centres
Access to facilities for scale-up
CTO Forum
Mark Claydon-Smith attends
On Peer Review College
22 HVM Competencies
Joint actions addressing these
e.g. SMPI, Additive, Zero-prototyping