Bài giảng VITO

Looking for alternative strategies in Space
ADS40 digital multispectral image at 1500 m altitude (04-09-2003)
VITO
VITO Profile
Independent and customer-driven research organisation
Established in 1991
More than 460 highly qualified employees – 7 centres of expertise
54M€ annual revenue in 2004
Bridge between scientific knowledge and industrial applications or government policy
Located in Flanders, Belgium
3 research domains: Environment Materials Energy

VITO strategy in Space
Technology driven
Objective
To develop innovating technological solutions in Space & reuse the technologies developed in other markets
Examples:
Monitor the micropollutants in a closed loop artifical ecosystem and develop countermeasures to remove them
Development of special diaphrams for Air revitalization systems
Solid lubricant coating on boldbearings
VITO strategy in Space
User driven
Objective
To develop and demonstrate infrastructure and applications in order to enable Society to discover and access reliable information based on EO sensors and other relevant sources to reduce uncertainties about our changing environment, at local, regional and continental scales
VITO strategy in Space
User driven(2)
Examples
Develop the air-born Prism experiment
Develop ultra light and less expensive sensor systems

Operate PAF Vegetation instrument & Improve image processing algorithms
Operate flight campaigns with hyperspectral sensors

Develop crop monitoring, area estimation & yield forecast applications
Develop new applications in order to map sand dynamics, locate heavy metal soil pollution
Global Monitoring Food Security
VITO strategy in Space
Problems encountered

Time to market is “not an issue”
Full compliancy & cumulative objectives  high complexity
No continuity in funding  activity gaps
Limited availability of budgets for technological programmes
Still strong Client  supplier relationship
VITO recommendations
General
The whole value chain must receive recognition and funds
 user segment is essential and must be funded accordingly
SME are of strategic importance for Europe
ESA must give the SME’s a strategic role

Management of Large institutional programmes
not against but “you are in or out / you survive or die” and even if you have strong position to obtain a key position it will be a hard fight
reduce the share in the total ESA budget
facilitate the participation of SME’s
VITO recommendations

Small space missions programmes
Shorter response time and focus on problem solving are essential.
 Increase budget significantly
 include in workplan free space for unsollicited proposals
 reduce paperwork
 operate in a “partner/facilitator” relationship

Management of Technological programmes
Innovation and costreduction are strategic priorities
 same recommendations as small missions