Corporate report

UK Space Agency Corporate Plan 2025-26

Published 30 September 2025

1. Chief Executive’s Foreword

Space makes our economy stronger, our nation safer and our lives better. Space systems shape how we get information, get around, get connected and understand our Universe.

Satellites see, connect and precisely locate every part of Earth, providing unique services that grow our economy and provide opportunity for all. Satellite data powers thriving businesses, supporting 18% of UK GDP across our economy^{[footnote 1]} - from agriculture and shipping to construction and transport. It helps scientists and officials to monitor our changing climate and protect our environment. It has the potential to transform the public services that support our communities.

Far beyond Earth’s orbit, spacecraft are unlocking global discoveries that inspire millions and foster new knowledge and innovation. UK-backed missions are studying solar activity and dark matter, 3D-mapping the universe, and on their way to explore Jupiter’s icy moons.

The benefits of space are all around us. But it can also pose risks – from the solar flares that could disrupt our power grid, to the growing debris that could damage the satellites we rely on. We must guard against the hazards that could disrupt our economy and critical national infrastructure.

Whether developing satellites or sensors, software or science, our aim is to make the UK one of the best places to work in space. Our space sector generated £18.6 billion revenue in 2022-23. It is also estimated that in 2022-23, the total UK-based employment supported by the activities of the UK space industry was 136,900 (128,500 in 2021-22).^{[footnote 2]}

With the global space economy set to be worth an estimated $1.1 trillion by 2045^{[footnote 3]}, and humanity planning to return to the Moon and travelling on to Mars, the next decade offers incredible opportunities for our world-class space sector to accelerate innovation, investment and productivity.

For the UK to capitalise on this, we must both build on our existing strengths and focus on those markets and technologies with the greatest future potential. The Industrial Strategy signals a shift in how our country approaches space, as a priority sector within the Advanced Manufacturing Sector Plan. It builds on the importance of space, leveraging 60 years of capability, investment and skills. The focus is on building strong priority domestic capabilities while helping UK space companies grow their exports. It also aims to attract more private investment and position the UK as a global centre for space finance; the Government has high ambitions for space and expects focus and drive to deliver it. The UK Space Agency will continue to improve our ways of working to give this effect.

We will plan for the long-term. We are developing delivery plans underpinning the cross-Government approach to space, and ensuring our programmes deliver results for our economy, national security, citizens, international relationships, and long-term innovation and science.

We will target our resources. We will focus investment on a targeted set of markets and capabilities where the UK can excel: developing global niches in satellite communications, space domain awareness, position, navigation and timing, in-orbit servicing and manufacturing, space data applications, and space transportation. We will continue to invest in science and open innovation, and catalysing investment into the UK.

We will use interlocking investment flywheels to drive growth. We will propel companies from start-up to sustainability, by investing in the right way, at the right time: with research and development (R&D) grants for early research, more procurement to pull products through to market, and co-investment to help businesses to grow. Our Unlocking Space programme will ensure we are supporting the customers and investors of space as well as the space sector itself.

Whilst focusing on delivering this year’s ambitious portfolio, we will also plan for future changes. The Government has announced that the Agency will merge with the Department for Science, Innovation and Technology (DSIT) Space Directorate from 1 April 2026, forming a new unit within DSIT responsible for civil space strategy, policy and delivery. Having a single unit with a golden thread through strategy, policy and delivery will make it faster and easier to translate the nation’s space goals into reality. In coming together, we will build on the firm foundations of economic growth and capability development laid in recent years, including cutting-edge missions, major national programmes, and the regulations that enable UK launch and leadership in space sustainability. We will continue to deliver; whilst reducing duplication and ensuring we work even more closely with Ministers to support the UK space sector, and the country.

The UK has a bold vision to make the UK one of the world’s most innovative and attractive space economies. We are on our way: the UK’s first horizontal and vertical spaceports are fully licenced, we have led global missions to protect our planet and search for life beyond, and we have developed a portfolio of investments in innovative technologies and markets.

This 2025-26 Corporate Plan brings us to the start of our next phase, as we deepen capability, accelerate growth, and bring the benefits of space to every citizen.

Dr. Paul Bate Chief Executive of the UK Space Agency

2. About the UK Space Agency

Our Purpose, Role and Values

The UK Space Agency is united by a shared purpose: to boost UK prosperity, understand the Universe, and protect our planet and outer space. We use space science and technology to drive prosperity across the economy, not just in the space sector. We help advance humanity’s understanding of the universe by enabling space science and exploration missions. We protect our planet, by investing in space-based technologies that monitor our environment and climate and ensuring the responsible and sustainable use of space for future generations. To achieve this, we work closely with key partners in the UK space eco-system, including Research Councils, the Met Office, Ministry of Defence (MoD), Rutherford Appleton Laboratory and Satellite Applications Catapult, as well as industry and universities.

The Agency’s role is to:

• Catalyse investment, by helping UK space organisations to attract more private and non-government funding, to maximise the space sector’s long-term growth.

• Deliver missions and capabilities, independently and with others, that use space science, technology and applications to meet national needs and help humanity to understand our universe.

• Champion space, by encouraging other sectors to use space to deliver better services, tackle the climate emergency, inspire Science, Technology, Engineering and Mathematics education and lifelong learning, and advocate for sustainable space activities.

In this, we are guided by three core values, which shape how our staff work together and with our stakeholders. These are to:

• Act with integrity – We uphold the highest standards of honesty, transparency and accountability in everything we do.

• Inspire and support one another – We foster a positive, inclusive environment where everyone feels valued, empowered, and motivated to succeed.

• Build a better future – We are driven by purpose, using innovation and collaboration to create lasting impact for the UK and the world.

Our Context

Recent years have seen significant growth in the global space economy. Space technology has become integral to how we live and work, underpinning £454 billion of the wider UK economy.^{[footnote 4]} Our space sector has pioneered new discoveries, keeping the UK at the cutting edge of global science, research and innovation.

The UK Space Agency has helped make this possible, bringing the benefits of space down to Earth. During the Government’s last Spending Review period, we deepened the UK’s national space capabilities, supporting the first launch from Spaceport Cornwall and opening a new National Space Operations Centre to monitor space objects and keep our assets safe. We also committed £1.84 billion to the European Space Agency (ESA) between 2022 and 2027, achieving UK leadership in global missions and training three new UK astronauts to inspire our next generation.^{[footnote 5]}

We have launched a suite of impactful new national programmes to drive sector growth. Amongst these, the National Space Innovation Programme and International Bilateral Fund kick-started innovative research projects, while the Connectivity in Low Earth Orbit Programme is building the UK’s competitive strength in commercial satellite communications markets. Our Unlocking Space programmes attracted new customers and investors to grow our sector, while our Science and Exploration Bilateral Programme forged new partnerships with other countries. UK Space Agency investments catalysed at least £2.2 billion of investment into the UK space sector in 2024-25.^{[footnote 6]}

Throughout this period, we have demonstrated successful delivery: in 2024-25, we delivered 79% of our published milestones and met or exceeded 87% of our performance targets. Our staff survey shows Employee Engagement increased nine percentage points in the last three years and increased 16 percentage points for Leadership and Managing Change – in both cases going from well below the Civil Service average to well above it. We spent over 99.6% of our budget and increased the financial return the UK gets from ESA programmes, expected to add up to a billion pounds to the UK economy.^{[footnote 7]}

Geopolitics

We recognise that geopolitical factors are increasingly influencing the UK’s ability to access and benefit from space. The continuing conflict in Ukraine, recent US tariffs, proposed NASA mission funding cuts, and turbulent global currency markets all continue to impact the international space community.

The wider geopolitical climate may affect international investment in space programmes, which could have knock-on effects for UK participation, though may create opportunities to diversify international collaborations. As the UK sector is closely involved in multi-national missions, changes to other countries’ priorities could directly influence the scope and timing of the UK’s activities in this or future financial years.

Our New Operating Model

Last year, we completed a three-year Integrated Transformation Programme to make us fit for the UK’s future in space. We opened new offices to position our staff closer to the sector we serve, whilst process modernisations, new digital tools and an organisational redesign have helped our teams work more efficiently and effectively.

Our new operating model enables us to map activities across the Agency that contribute to “Theme” outcomes. See Figure 1 below. Themes are the segments of the space sector through which the UK Space Agency delivers outcomes, while five crosscutting “Threads” represent related activities that must be coordinated across Themes. A set of long-term plans define the objectives for each Theme and Thread: these plans form the basis of our portfolio and resource allocations, helping us invest now in the activities that will deliver long-term impact.

Our success depends on how effectively we use our “Interventions”: the tools that drive change. These include our funding programmes, the guidance we offer, and the opportunities we create – from publications that promote the space sector to expert advice that helps companies protect their assets.

Our Themes, Threads and Interventions are all underpinned by our “Foundations”: the central functions that keep us operating well. These include our specialist engineering and analyst teams, as well as our corporate, commercial, finance and HR services.

Figure 1: UK Space Agency Operating Model. Description: Depiction of the eight themes aligned vertically (Exploration; Space Science; Telecommunications; Launch; In-Orbit Servicing, Assembly and Manufacture; Space Resilience; Earth Observation; and Positioning, Navigation and Timing). The themes are overlaid horizontally by five threads (Innovation, Investment and Commercialisation; International Relations and Partnerships; Space Sustainability; Education and Future Workforce; and European Space Agency), and also by Interventions and Foundations.

ISAM: In-Orbit Servicing, Assembly and Manufacturing PNT: Positioning, Navigation and Timing

This operating model was developed recognising the Agency’s position relative to cross-governmental thinking, such as the National Space Strategy’s Outcomes for Space^{[footnote 8]}, and the eight categories within the Space Industrial Plan^{[footnote 9]}. Our operating model constitutes our alignment to these wider outcomes, which we expect to see centralised and reinforced in the new DSIT-led space strategy document expected in early 2026.

3. Our Portfolio

Aligned with the Government’s broader ambitions, we have prioritised activities to deliver five key outcomes for space. Our Themes, Threads, and Interventions are all designed to contribute directly to these outcomes, which are to:

• use space to drive a high-growth economy that that maintains the UK’s global market position in space through capitalising on areas of comparative advantage, creates jobs in the sector, supports jobs in other sectors, scales space companies and boosts productivity

• create a more innovative space sector that develops early-stage up- and down-stream ideas, brings ideas to market and uses space science to generate new knowledge and explore the Universe

• benefit citizens and the public by making better use of space services and data to benefit citizens and communities in the UK and tackle global challenges

• create a more secure nation that can defend national interests in, or that are dependent on, space from hazards and threats, and supports UK and allied interests (National Security)

• ensure that the UK is a globally trusted partner of choice, able to shape the international space landscape and use space to achieve wider geopolitical and international objectives (International Relationships)

The Agency is part of a broad landscape of policy makers, investors, regulators, industry and the research community united behind these space outcomes. To continue our contribution to this collective effort, we have designed a portfolio of initiatives for 2025-26 that will deploy our Interventions across each of our new Themes and Threads.

Themes

Theme 1: Exploration

The Exploration Theme helps to keep the UK at the cutting edge of the new space era, encouraging new ideas and progress. Space exploration missions use astronauts and robotics to understand and explore the solar system, revealing more about our nearest space neighbours.

By joining multinational exploration missions, we can support UK jobs, build new industries and boost the economy. We can innovate new technologies that help to solve important challenges here on Earth too, such as climate change, resource management and health issues.

Working with other countries on space exploration strengthens the UK’s international relationships and influence, helping us to shape how space is managed and kept safe. Exploring space also inspires people across the UK to become scientists, engineers and innovators, helping build a skilled workforce for the future.

The UK has played a pivotal role in a number of flagship missions that push the boundaries of science and innovation. As a critical partner in the Rosalind Franklin Mars rover mission, the UK has led the design, build and testing of the rover in Stevenage, and contributed multiple scientific instruments developed by academic institutions from across the country. The UK is shaping the future of lunar exploration through our industrial involvement in ESA’s Argonaut programme. Argonaut is a European initiative to establish independent lunar access; the UK is delivering the critical propulsion subsystem and descent engine, with testing taking place at the National Space Propulsion Test Facility in Westcott, Buckinghamshire. The UK also leads the ENDURE programme, which is developing radioisotope heating units to heat and power future lunar and deep space missions. ENDURE supports the Rosalind Franklin landing platform and Argonaut programme, underpinning the UK’s strategic leadership in space nuclear technologies.

These efforts have positioned the UK as a strategic enabler in NASA’s Artemis campaign and ESA’s wider Exploration programme, driving scientific discovery, international collaboration, and growth in the UK’s high-tech economy.

Activity in this financial year …	… which benefits the following space outcomes
Complete the second stage of training for the UK’s ESA reserve astronauts, Meganne Christian and John McFall. This important phase will further prepare them for future missions and expand the UK’s capabilities in crewed space exploration.	Benefits citizens and the public, International relationships, Innovative UK economy
Continue to support cutting-edge research and collaboration by awarding grants to the exploration research community. These will enable innovative projects that contribute to the UK’s strategic goals in space exploration, fostering partnerships and advancing scientific knowledge.	Innovative UK economy, Benefits citizens and the public, International relationships
Continue to fund UK research organisations to collaborate internationally. This is done through two initiatives: the National Space Exploration Programme facilitates UK participation in ESA missions, and the Science and Exploration Bilateral Programme progresses space and exploration science directly with other countries, such as the US, Japan and Canada.	Benefits citizens and the public, International relationships, Innovative UK economy

Theme 2: Space Science

The Space Science Theme, in collaboration with ESA and UK Research and Innovation’s (UKRI) Science and Technology Facilities Council (STFC), aims to maintain UK scientific excellence, grow our industrial capabilities and develop pioneering technologies – maintaining the UK’s position as a leader in space science within ESA and globally. This will drive UK science return and technical innovation, foster technology spinoffs, advance skills, support jobs and grow public interest in science, technology and maths education and careers.

The UK Space Agency funds more than 20 missions across its portfolio to better understand our universe, from the James Webb Space Telescope studying origins of stars and the early universe, through to ARIEL searching for life beyond Earth. For every £1 of public funding in space science, at least £2.50 is generated for the UK economy^{[footnote 10]}, through the creation of high-level skilled jobs, innovative technologies and applications spanning multiple industries. This innovation provides technologies for everyday lives, from healthcare to telecommunications and energy. 

Each mission has a significant international element that builds the UK’s global network. Solar science missions also underpin models for space weather forecasting, which help to protect our critical national infrastructure in orbit and on the ground. By improving our ability to predict and respond to solar activity, we become a more resilient and “space weather ready” nation, better prepared to manage the risks posed by our increasingly space-reliant society.

Activity in this financial year …	… which benefits the following space outcomes
Continue to fund UK research organisations to collaborate internationally and build space science prowess. This is done through two initiatives: the National Space Science Programme facilitates UK participation in ESA missions, and the Science and Exploration Bilateral Programme progresses space science directly with other countries, such as the US, Japan and Canada.	International relationships, Innovative UK economy, Benefits citizens and the public
Continue championing UK leadership and capability, fostering deeper international partnerships. By identifying the areas where the UK can lead, such as in advanced instrumentation, manufacturing, mission science, and data processing and analysis, we aim to secure prominent roles in the most exciting science endeavours of the coming decades.	International relationships, Innovative UK economy, Benefits citizens and the public

Theme 3: Telecommunications

The Telecommunications Theme is responsible for developing the UK’s satellite communication capability. Through supporting UK companies to develop new technologies, products, and services which contribute to the UK’s economic growth, society will benefit from a better-connected world for consumers, businesses, and government. This is delivered via both national and ESA programmes, such as ESA ARTES (Advanced Research in Telecommunications Systems) and Connectivity in Low Earth Orbit (C-LEO), as well as supporting cross-government activities on satcom standards, convergence between terrestrial and satellite communication systems, and radio frequency spectrum use.

Satellite communication is changing. In addition to large satellites in Geostationary Earth Orbit (GEO), these are augmented by growing constellations of smaller satellites in Low Earth Orbit (LEO) and Medium Earth Orbit (MEO). Working with ground-based networks, these satellites are helping to create smooth and reliable internet connections for people all over the world – from gamers to fishers, and emergency workers, even in the most remote areas.

As better connectivity becomes available, we expect to see new types of services and technologies on telecom networks. These could include connecting everyday mobile phones directly to satellites, tracking planes and ships more accurately, building the first secure quantum communication networks, and even offering 5G service around the Moon. Together, these technologies will help make remote areas safer, more connected, and easier to reach. They’ll change the way we live, work and travel – on Earth and beyond.

Activity in this financial year …	… which benefits the following space outcomes
Use the ESA ARTES (Advanced Research in Telecommunications Systems) programme and the national C-LEO (Connectivity in Low Earth Orbit) programme to fund UK companies to develop new technologies, products and services for the commercial market. Matched by private investment, these programmes help UK businesses to become more competitive on the global stage.	Innovative UK economy, High growth UK economy, Benefits citizens and the public
Continue the UK’s leadership of the communication segment of the ESA Moonlight programme, from our investment at CM22. This initiative aims to create new commercial opportunities for satellite operators and manufacturers. The programme will provide the first commercial lunar navigation and communication system, to serve institutional and private customers.	Innovative UK economy, Benefits citizens and the public
Continue our efforts to deliver a new direct-to-device (D2D) capability, in collaboration with ESA and ViaSat. We are working with a UK-led consortium to launch the first D2D service in Europe, marking a significant step forward in advancing satellite connectivity across the region.	Innovative UK economy, High growth UK economy, Benefits citizens and the public

Theme 4: Launch

The Launch Theme aims to establish the UK as a leading European provider of small satellite launch services. It seeks to catalyse investment, foster innovation and develop a competitive launch sector.

By developing and investing in UK launch capabilities, we have the opportunity to establish a stronger foundation for our space industry. Assured access to space can create high-skilled, well-paid jobs and drive economic growth. It means the UK will be less dependent upon international partners to launch satellites, helping to avoid delays and disruption, including those caused by geopolitical instability abroad.

This Theme also prioritises environmental sustainability. The UK space industry is leading efforts to develop cleaner rocket propulsion systems and design eco-friendly spaceports that minimise environmental impact. This includes using low-emission fuels, adopting green construction practices and implementing conservation measures around launch sites.

Activity in this financial year …	… which benefits the following space outcomes
Collaborate with industry partners, academic institutions and government bodies to drive forward the development of the UK’s space launch capabilities, with the first launch from SaxaVord Spaceport planned for 2026.	High growth economy, National security and defence
Target investment in spaceports across the country, advance launch vehicle technologies, and strengthen the associated supply chains essential for sustainable growth.	High growth economy, National security and defence
Launch the In-Orbit Now Service under the CSTS Boost! Programme, designed to provide in-orbit transportation and servicing capabilities for small satellites and CubeSats. This service will play a crucial role in the sustainable servicing and protection of objects in space.	Innovative UK economy, High growth economy, National security and defence

Theme 5: In-Orbit Servicing, Assembly and Manufacturing

The In-Orbit Servicing, Assembly, and Manufacturing (ISAM) Theme drives innovation in technologies that enable satellites and other space equipment to be repaired, upgraded or built directly in space.

ISAM marks a major shift from the traditional model of launching fully assembled systems from Earth, revolutionising how we design, deploy and sustain our presence in orbit and beyond. By allowing maintenance and assembly in orbit, ISAM services have the potential to extend the life of spacecraft, lower mission costs and reduce the need for frequent launches. ISAM also supports global efforts to secure a more sustainable space environment - supporting new commercial opportunities and exploration beyond Earth, towards the Moon and beyond.

A key part of the ISAM Theme is Active Debris Removal (ADR), the removal of satellites and rocket parts from space at the end of their useful lives. Space is becoming increasingly crowded with satellites and debris, making it harder and more dangerous to operate in orbit. Even tiny pieces of debris can cause significant damage in high-speed collisions, risking satellites, astronauts and equipment. Removing debris helps to protect active satellites, ensures the safety of astronauts and keeps space accessible for future use.

Activity in this financial year …	… which benefits the following space outcomes
Begin procurement of services from industry for a national ADR mission, which aims to develop and demonstrate the capability to remove space debris from low Earth orbit.	High growth economy, National security and defence, Innovative UK economy
Develop a long-term plan to advance ISAM capabilities. This will guide the development and deployment of key ISAM technologies that enable industry to capture revenues by providing innovative services. By setting clear priorities, identifying critical capabilities and fostering collaboration across industry, academia, and government, we will support the growth of a robust ISAM ecosystem.	Innovative UK economy, High growth economy, National security and defence

Theme 6: Space Resilience

The Space Resilience Theme supports the safe, sustainable and reliable use of space for essential services such as communication, navigation and defence. By leveraging the UK’s national capabilities, strengthening international partnerships and encouraging commercial innovation, we protect and maintain the space systems we rely on - both now and in the future.

Space resilience ensures satellites and space infrastructure remain operational, by reducing the risk of collisions in space, cyberattack or technical failure. It is integral to be able to safely carry out the activities covered by other Themes, including Launch and ISAM. It also lowers the operational costs for UK space companies and reduces the risk of legal liability for the government and space operators.

This Theme also includes efforts to defend Earth from space hazards, such as close-approach asteroids and the uncontrolled re-entry of space debris.

Activity in this financial year …	… which benefits the following space outcomes
Support the space sector to improve its security and resilience, helping to limit threats and hazards through warnings, alerts and planning for incident response and recovery operations.	National security and defence, High growth economy
Further develop the National Space Operations Centre (NSPoC), in collaboration with UK Space Command and the Met Office. This government facility monitors and manages the country’s space activities, ensuring the safety and security of the UK’s space assets by tracking space debris, preventing collisions and responding to potential threats.	National security and defence, High growth economy
Conduct exercises to enhance the UK’s preparedness for potential space threats and hazards.	National security and defence

Theme 7: Earth Observation

The Earth Observation (EO) Theme helps the UK to use satellite-derived EO data to tackle global challenges, deliver world-class science and enable better public services, whilst boosting UK economic growth and supporting national security.

EO provides real-time satellite data that enables faster, more coordinated responses to natural disasters such as storms, floods, and wildfires. It also supports weather forecasting and helps to monitor illegal activities like deforestation, piracy and illegal fishing near UK waters. EO aids urban planning, by offering insights into land use, traffic and air pollution, supporting more sustainable, resilient cities and informing sectors such as finance and insurance.

Activity in this financial year …	… which benefits the following space outcomes
Improve access to reliable EO and remote sensing data for public sector organisations through the EO Data Hub: an easy-to-use platform that centralises EO data from the UK and worldwide, making it simpler to access and use.	Benefits citizens and the public, Innovative UK economy
In collaboration with the Natural Environment Research Council (NERC) and Met Office, support the launch of five missions, including Biomass, Copernicus and meteorological satellites, and MicroCarb. Developed in partnership with the French space agency, CNES, MicroCarb will monitor atmospheric CO₂: the main greenhouse gas driving climate change. It will be the first European satellite dedicated to measuring global CO₂ concentrations.	Innovative UK economy, Benefits citizens and the public, International partnerships
Spread best practice for measuring methane emissions from space - developed between the UK and NASA – with users, such as the leaders of the Global Methane Pledge, and champion space data-enabled commercial services through the growing Space4Climate network.	Innovative UK economy, Benefits citizens and the public
Mark the UK’s successful term as Chair of the Committee on Earth Observation Satellites (CEOS) by hosting the upcoming CEOS Plenary in Bath. CEOS is an international organisation that brings together space agencies to coordinate civil space-based EO efforts and promote global cooperation in using satellite data to tackle shared challenges. As part of the event, the UK will host the first Youth Summit to inspire the next generation of space and EO leaders, before officially handing over the Chair to Australia.	International partnerships, Benefits citizens and the public
Continue advancing new EO technologies and skills across the UK, through our EO Technology Programme investments.	High growth economy, Innovative UK economy, Benefits citizens and the public

Theme 8: Positioning, Navigation and Timing

The Positioning, Navigation and Timing (PNT) Theme secures the UK’s future in a connected, data-driven world - where precise positioning, robust navigation, and ultra-accurate timing are not just enablers of modern life, but critical components of national resilience and global competitiveness. It reflects our ambition to lead in the technologies that keep the world connected, secure, and moving with precision.

PNT refers to the technology that provides the ability to determine our location, navigate from one place to another, and keep accurate time. PNT systems support the digital infrastructure that keeps the UK running – from the maps in our smartphones to synchronised financial transactions, PNT is vital for safe, efficient and reliable operation of systems we rely on daily.

To enhance national resilience and secure dual-use capabilities, the UK is developing a robust “System of Systems” approach to PNT, as outlined in the Government Policy Framework for Greater PNT resilience. This strategy diversifies PNT data sources beyond Global Navigation Satellite Systems (GNSS) by integrating terrestrial and space-based technologies, mitigating vulnerabilities from space weather, technical failures, or malicious attacks. This ensures the continuous operation of critical national infrastructure and essential services. The UK Space Agency is working closely with the National PNT Office, MoD, other government departments and industry to stimulate UK PNT innovation and deliver research and development to improve the resilience of existing PNT systems and develop new resilient dual-use solutions.

Activity in this financial year …	… which benefits the following space outcomes
Continue to grow the UK’s PNT sector and capabilities through investment in ESA’s Navigation Innovation and Support Programme (NAVISP). NAVISP helps the UK to prepare for the future of PNT technologies, address challenges such as signal interference, and develop applications for non-space sectors including transportation, agriculture and autonomous systems.	High growth economy, Innovative UK economy, National security and defence, Benefits citizens and the public
Continue to progress the Two-Way Satellite Time and Frequency Transfer (TWSTFT) Capability Project. Supported through NAVISP, TWSTFT is a highly accurate method for comparing precise clocks located around the world by sending time signals back and forth via satellite. Demonstrating a reliable, long-distance time connection between three points will help to keep global systems in sync and support technologies that depend on precise timing such as GPS, financial transactions and scientific research.	Innovative UK economy, Benefits citizens and the public, National security and defence

Threads

Thread 1: Innovation, Investment and Commercialisation

The Innovation, Investment and Commercialisation (IIC) Thread helps UK space companies grow – from new start-ups to larger, successful businesses – so they can boost the economy and create new opportunities to use space to improve lives and benefit society. It links closely with the Telecommunications theme, which aims to develop the UK’s satellite communication capability,

The UK’s space industry is already strong, with over 1,700 companies generating nearly £18.9 billion a year.^{[footnote 11]} However, evidence from investors, universities, businesses and government shows there are still challenges preventing further growth of the UK space sector. The IIC Thread aims to find practical ways to overcome these and unlock the sector’s full potential, focused on:

• Demand: Through the Space Applications and Data Programme, helping more people and organisations to understand and use space data and technology to improve everyday services in both the public and private sectors.

• National security: Making better use of space technology by working more closely across government and defence, including sharing plans and developing tools that can be used for both civilian and military needs.

• Growth: Growing the UK economy by supporting space-related businesses across the country and catalysing investment into the UK space sector in support of wider UK economic growth. We catalyse investment and accelerate growth through the network of UK space clusters and the Space Clusters Infrastructure Fund, as well as attracting private investment through measures such as the UK Innovation and Science Seed Fund (UKI2S). We also seek deep international market and economic understanding through a variety of international technology fora.

• Innovation: Bringing together match funding and technical support from the government to support high risk, high reward technologies and encourage new ideas, research, and technologies that benefit society and help the space sector grow, including through influencing international space standardisation. Programmes such as the National Space Innovation Programme and the ESA General Support Technology Programme (GSTP) provide funding to UK space companies and researchers to innovate and commercialise new space technologies.

Activity in this financial year …	… which benefits the following space outcomes
Use Unlocking Space initiatives to tackle barriers that are preventing UK space SMEs from scaling. Prioritise interventions that drive revenue and private investment for the sector. Deliver priority workstreams that meet programme objectives for this financial year across Business, Investment and Government (Civil and Defence).	Innovative UK economy, High growth UK economy, Benefits citizens and the public, National security and defence
Conclude the UK Space Accelerator Programme for this financial year which will support UK start-ups in their growth and investment journeys.	High growth economy, Innovative UK economy
Award grants for the National Space Innovation programme (NSIP Call Two). These will support UK-based organisations to derisk a broad selection of innovative and commercially lucrative space technologies that will benefit society and grow the UK economy.	High growth economy, Innovative UK economy
Direct ESA GSTP UK contracts to support strategic technology development for all other UK Space Agency ESA programmes as well as building independent UK capability and growth using ESA world-class technical officer and facility support while enabling UK flight heritage and ESA mission direction.	High growth economy, Innovative UK economy, Benefits citizens and the public
Award business grants and procurement contracts across priority sectors such as healthcare and transport infrastructure to boost productivity.	High growth economy, Innovative UK economy, Benefits citizens and the public

Thread 2: Education and Future Workforce

The Education and Future Workforce Thread builds and strengthens a diverse and skilled workforce to help the UK space sector access the right skills to grow. As demand for talent increases across areas such as engineering, data science, manufacturing and mission operations, investing in people is essential to secure the sector’s future success. A diverse and inclusive workforce not only reflects the society it serves, but also brings a wider range of ideas, experiences and perspectives that drive innovation, creativity and progress.

Under our key workstreams of Space to Inspire, Space to Learn and Skills for Space, this Thread uses outreach, classroom resources and enrichment activities, pathways and training initiatives to inform young people, support educators, upskill the existing workforce and attract talent from diverse backgrounds and across early to mid-levels. These include education initiatives in schools, colleges and universities, social learning activities that engage young people outside the classroom, public engagement activities that highlight the UK’s achievements and opportunities in space, and direct engagement with the sector to monitor the workforce, drive collaborative solutions, and inform actions.

By creating strong, accessible pathways into space careers and expanding opportunities across all regions of the UK, we aim to close skills gaps and strengthen the national talent pipeline. Developing future-ready skills and enabling greater innovation and productivity will be essential to maintain the UK’s competitiveness in the global space economy and resilience in the face of emerging challenges – equipping the space sector with the diverse talent and capabilities it needs to lead and thrive on the global stage.

Activity in this financial year …	… which benefits the following space outcomes
Through social learning in the Space to Inspire workstream, we are continuing the sponsorship and development of 6 space badges with the Scout Association and Girlguiding, and providing public engagement on the theme of space based environmental science in 25 regional science centres. These provide hands on learning and discovery opportunities, while highlighting UK space activity and careers.	High growth economy, Innovative UK economy
Through classroom enrichment in the Space to Learn workstream, we are continuing our flagship collaborative UK Space Education Resource Office (ESERO-UK) in partnership with ESA, which provides national free teaching resources and teacher training, opportunities for schools to engage with space sector role models, and access to a suite of classroom practical challenges like Mission X and CANSAT. In addition, we are delivering space masterclasses, career and summer camps with the National Space Academy and supporting live school contacts with the International Space Station through ARISS. These are open to all UK schools, focusing particularly on disadvantaged regions and backgrounds.	High growth economy, Innovative UK economy
Through the Skills for Space workstream, we are delivering a comprehensive survey of the space sector as well as developing a broader and consolidated evidence base of skills and workforce data. We are driving improvements to engagement and collaborative action with the space sector through the Space Skills Advisory Panel and the Space Partnership. We are partnering with the Space Skills Alliance to improve access to space training and accessibility to the space sector for mid-career movers from wider sectors. We are continuing to support space networks, including the Space Universities Network and UKSEDS, and scholarship programmes including the International Space University. We will be working toward relaunching our space internship programme, with 8-week placements commencing in summer 2026.	High growth economy, Innovative UK economy
Continuing to develop collaborative frameworks with ESA Education, the UK space sector and the UK education sector to drive coherence and maximise impacts. Continue to refine the Education and Future Workforce strategy, working closely with DSIT across Government to align initiatives and prioritise resources to provide the greatest support to the UK space sector.	High growth economy, Innovative UK economy

Thread 3: International Partnerships

The International Partnerships Thread builds, maintains and strengthens strategic partnerships with space agencies, governments and organisations around the world. Such relationships are essential to growing the space economy, by advancing the UK’s interests in space and ensuring that the UK remains a leading and trusted partner on the global stage.

This Thread supports the UK space sector by opening up markets for UK businesses, creating opportunities for knowledge exchange, and fostering joint research and development projects. Through international collaboration, we can access new scientific and commercial opportunities, contribute to major global missions and share expertise in areas such as regulation, sustainability, space safety and innovation. Working with international partners also allows us to amplify the UK’s impact in each of our Themes – supporting economic growth, national security and climate goals.

This Thread also includes the UK’s key role in shaping international norms and governance frameworks to promote the safe, secure and sustainable use of space. By maintaining a strong presence in international forums and forging partnerships with like-minded spacefaring nations, it ensures the UK is well-positioned to contribute to, and benefit from, the rapidly evolving global space landscape.

Activity in this financial year …	… which benefits the following space outcomes
Use our International Bilateral Fund (IBF) to build strong partnerships with key space nations, to attract investment into the UK space sector and grow exports. The IBF was set up to strengthen ties with both established and emerging space countries, building international partnerships that help the UK achieve its space ambitions.	International relationships, High growth economy, Innovative UK economy
Continuing to collaborate with international partners to enhance the UK’s influence across all our Themes with a view of achieving our national and international objectives.	International relationships, High growth economy, Innovative UK economy, Benefits citizens and the public, National security and defence

Thread 4: European Space Agency

The European Space Agency (ESA) Thread maximises the benefits of the UK’s membership in ESA. As a founding member, the UK has a long-standing partnership with ESA, which enables the nation to participate in world-class missions and develop capabilities that would be difficult to achieve alone. By sharing costs, the UK gains exceptional value for money while advancing its space sector. It also provides a unique platform for sharing knowledge, technical expertise and resources to achieve shared goals, while amplifying the UK’s voice in global space endeavours.

Spanning our Themes and Threads, the UK Space Agency invests a significant portion of our budget in the UK space sector via ESA-managed programmes and missions. These give the UK sector the opportunity to build instruments and design science for major missions, and to do cutting-edge research and innovation that turns ideas it into real-world applications for the commercial market.

By shaping ESA’s direction through our role on its governing bodies, representing UK interests at important meetings, supporting UK organisations to compete successfully for ESA-awarded contracts, and tracking how the UK benefits from our investment in ESA, this Thread maximises the benefits the UK gets from our membership.

Activity in this financial year …	… which benefits the following space outcomes
Take part in international programme decisions at ESA’s Council of Ministers in November 2025 (CM25). This is ESA’s top decision-making body. It is made up of government ministers from each of ESA’s member states - typically those responsible for space, science or industry. At this year’s meeting, the UK will enter our next subscription to the multi-year programmes and missions that best meet our national goals.	International relationships, High growth economy, Innovative UK economy, Benefits citizens and the public
Through our role on the ESA Council Working Group, set up the processes and mechanisms to prepare for CM25 in advance of the meeting.	International relationships, High growth economy, Innovative UK economy, Benefits citizens and the public
Continuing to focus on improving the UK’s share of contracts from ESA through the “geo-return” system, which ensures that the UK receives a fair return for our financial contributions to ESA. To support UK businesses, we will reinstate the ESA Technology Broker role, helping to connect companies with ESA opportunities, foster innovation and strengthen their bids for contracts.	International relationships, High growth economy
Improve the offering made by the ESA ECSAT centre in Harwell for all ESA Member States, in accordance with the ECSAT 10 Year Plan[footnote 12]. To do this, we will submit full business proposals to ESA at CM25 for future (beyond 2026) activity streams to be based at ECSAT; these streams will have to be balanced against the funding settlement received by the UK Space Agency and the size of the investment envelope at CM25. To mitigate against this, ESA Basic Activities will be leveraged where activities focus on early-stage technology development or infrastructure support.	International relationships, High growth economy, Innovative UK economy

Thread 5: Space Sustainability

The Space Sustainability Thread promotes the responsible and sustainable use of space, so that we can continue using space safely and effectively in the future. Earth’s orbits are a finite resource. By collaborating with industry, academia and international partners, we can together ensure the long-term, sustainable use of space.

With the growing number of satellites and increasing space debris in orbit, the risk of collisions is rising. This threatens the critical services our economy and national security rely on, such as GPS, weather forecasting and global communications. Adopting sustainable practices helps to protect these vital systems, supports the growth of the UK space industry, and preserves access to space for future generations.

This Thread will co-ordinate activity to reduce the amount of debris in orbit and limit the creation of new debris, ensuring the orbital highway has capacity to be used by future generations. It also includes our work to support dark and quiet skies, managing the unintentional impact of optical and radio emissions from satellites and of de-orbiting spacecraft. International collaboration is key, supporting consensus and joined-up action with all users of space.

Activity in this financial year …	… which benefits the following space outcomes
Develop and implement plans to strengthen the sustainable use of space across our work, aligning with government expectations and industry best practices.	National security and defence, Benefits citizens and the public
Create and put into action a Space Sustainability Strategy to ensure a co-ordinated approach to sustainable practices in space. The Strategy will also help give clarity on the scope and definition of Space Sustainability and its priority areas.	National security and defence, Benefits citizens and the public
Improve understanding of how to operate sustainably in space by taking part in test programmes such as regulatory sandboxes. This will support the development of new guidance on sustainability elements of licensing.	National security and defence, Benefits citizens and the public
Continue to champion the sustainable use of space amongst industry and international partners. This includes supporting UK leadership at the Inter-Agency Space Debris Coordination Committee, United Nations Committee on the Peaceful Uses of Outer Space and United Nations Office for Outer Space Affairs.	International relationships, National security and defence

Interventions and Foundations

Our Interventions and Foundations are the tools we use to deliver new initiatives and the core internal services that maintain our licence to operate. They together enable the Agency to deliver our plans and meet our responsibilities to the public and Parliament. They support all aspects of our work - ensuring efficient delivery, strong governance, meaningful stakeholder engagement and compliance with government and professional standards. Though often behind the scenes, they are vital to running complex programmes with integrity and impact.

Each intervention is a powerful tool to achieve real-world change. Our investment in the sector, directly or through ESA, helps businesses to lock-in private funding and bring new ideas to market. Through impactful public communications, we showcase the UK’s space ambitions to new investors and raise awareness about how space technology can boost business. We sponsor events that help UK space organisations to forge new partnerships and amplify their voice to a global audience. Also, working with other regulators, we ensure the licensing of safe UK space activities.

Each Foundation provides an internal service that contributes to our success. Our engineering, science and technology teams ensure our programmes are technically sound and scientifically robust. Our commercial, project delivery, analyst and finance functions ensure our programmes use public funds responsibly and deliver value for money. Our HR, internal communications, security and digital teams help us to build a skilled, engaged and agile workforce, with the tools and information they need to succeed. Our corporate governance functions support strong oversight and control, to keep us accountable, aligned with legal and professional standards, and able to make informed decisions to manage our performance and risks.

Over this financial year, we will build on our Integrated Transformation Programme and continue to improve how we operate and support the wider space sector. We have created a new framework to identify, triage and implement continuous improvements to our systems and ways of working. We will also deliver our new Corporate Technology Strategy: a plan to modernise our digital tools, data and systems to make our platforms are easier to use, improve data quality and provide staff and partners with better access to information.

4. Our Milestones

To ensure our programmes achieve their goals and continue to deliver as planned, we will track progress across our portfolio by setting clear milestones. These milestones will enable us to regularly assess progress against defined objectives, identify and address any emerging challenges or delays early on and ensure that timelines remain realistic and achievable.

Table 1 below outlines the key milestones that have been identified for each area, along with the corresponding forecast dates for their completion.

Table 1: Milestones

Themes	Level 0 milestone name	Forecast date
Earth Observation	Completion of MicroCarb final launch readiness review and testing	30/06/2025
Earth Observation	Conclusion of Committee of Earth Observation Satellite Plenary led by the UK	04/11/2025
Earth Observation	Delivery of software solution to federate UK offering for the EO Data Hub	31/03/2026
Earth Observation	Completion of Climate Service Funding Programme	31/03/2026
In-Orbit Servicing, Assembly and Manufacturing	Awarding of Active Debris Removal mission phase three contract	31/03/2026
Space Resilience	Delivery of National Space Operation Centre enhanced analysis capability for complex space data	31/03/2026
Space Resilience	Delivery of National Space Operation Centre enhanced automated space warning and protection features	02/01/2026
Positioning, Navigation & Timing	Creation of a Two-Way Satellite Time and Frequency Transfer signal	31/03/2026
Telecommunications	Awarding of the next tranche of Connectivity in Low Earth Orbit funds	31/03/2026
Launch	Launch of In-Orbit Now service for CSTS Boost! ProgrammeExternal dependency: D-Orbit	31/12/2025
Launch	First Launch from SaxaVord SpaceportExternal dependency: SaxaVord Spaceport and Rocket Factory Augsburg (RFA)	31/03/2026
Exploration	Completion of stage two of astronaut reserve training for astronauts Meganne Christian and John McFall	31/10/2025
Exploration	Awarding of Exploration Research Community and Working Group grants	02/01/2026
Space Science	Launch of Solar wind Magnetosphere Ionosphere Link Explorer (SMILE) MissionExternal dependency: ESA SMILE Mission	31/12/2025
Space Science	First full data release to the consortium from the ESA EUCLID telescope.External dependency: ESA EUCLID Mission	31/10/2025

Threads	Level 0 milestone name	Forecast date
Innovation, Investment and Commercialisation (IIC)	Launch of Interstellar Mapping and Acceleration Probe MissionExternal dependency: NASA and SpaceX	30/09/2025
Innovation, Investment and Commercialisation (IIC)	First investment in a space company made by the UKI2S space portfolioExternal dependency: Future Planet Capital - UK Innovation and Science Seed Fund (UKI2S)	31/10/2025
Innovation, Investment and Commercialisation (IIC)	Completion of the 2025-26 Unlocking Space for Business projects	31/03/2026
Innovation, Investment and Commercialisation (IIC)	Completion of the 2025-26 Unlocking Space for Government projects	31/03/2026
Innovation, Investment and Commercialisation (IIC)	Signing of grant funding agreements for National Space Innovation Programme (NSIP) Call 2	14/11/2025
Innovation, Investment and Commercialisation (IIC)	Conclusion of the 2025-26 UK Space Agency Accelerator Programme	31/03/2026
Education and Future Workforce	Launch of the Space Skills Survey (2025)	01/10/2025
International Partnerships	Awarding of grants for the next iteration of the International Bilateral Fund	30/09/2025
International Partnerships	Completion of the 2025-26 International Bilateral Fund projects	31/03/2026
ESA Policy & Operations	Subscription to ESA programmes at ESA’s Council of Ministers 2025	27/11/2025
Sustainability	Publication of data and reporting framework for the Taskforce for Climate Related Financial Disclosures	31/03/2026
Sustainability	Production of climate change adaptation strategy	31/12/2025

Foundations	Level 0 milestone name	Forecast date
Corporate Technology Strategy	Delivery of initial digital tools to improve Agency processes	31/03/2026

Crosscutting	Level 0 milestone name	Forecast date
Capability Development Plan	Production of cross-Government space capability delivery plans	31/03/2026
Research and Development Plan (R&D)	Production of joint UK Space Agency-UKRI-DSIT Space R&D plan to align investment	31/03/2026

5. Our Approach

This year, our delivery approach will be guided by three priorities:

1. Maintaining our licence to operate, by getting the basics right every day. We have a strong track record of meeting the goals we set ourselves and using public money well. This year, we will continue to root our work in the policies and processes that ensure value for money, protect our staff and stakeholders, and adhere to Government standards.

2. Spending our budget well, by matching our resources to Government’s goals. We will work more efficiently to maximise our frontline budget and staff time. And we will ensure any new long-term commitments are affordable. We have received a budget allocation for one year, pending the conclusion of the departmental budget allocations that flow from the Spending Review. In most cases, we will therefore not commit non-ESA funding beyond 31 March 2026, to ensure we can make the best choices about future investments once our budget for the next four years is set.

3. Building certainty for the rest of the decade, by planning now. We will work across Government to plan for the future, setting long-term delivery plans to deepen the UK’s national space capabilities and defining our investment priorities at the next ESA Council of Ministers meeting.

6. Our Organisation and People

Creating a respectful and positive workplace culture, where everyone feels safe, empowered, and supported is essential to our success.

Civil Service People Survey 2024

The 2024 Civil Service People Survey ran from 10 September to 8 October 2024. The Agency’s participation rate was 77%, 4 percentage points (pp) down on 2023 (81%) but significantly higher than the overall Civil Service response rate of 61%. The Employee Engagement Index score was 71%: an increase of 6pp on the previous year (65%) and a significant result in a year in which our Agency and our people have been through a lot of organisational change.

Figure 2: People Survey results improvement. Description - top graph: Line chart depicting the Agency’s annual performance in its Employee Engagement Index, from 65% in 2020, to 61% in 2022, then improving to 71% in 2024. Over the same time, the Civil Service average has decreased from 66% to 64%. Description - bottom graph: Line chart depicting the Agency’s annual performance for the Leadership and Managing Change thread of the People Survey results. From 52% in 2020 and 44% in 2021, the score has improved annually to 60% in 2024. Over the same period, the Civil Service average has decreased from 58% to 52%.

Performance has improved over time in five of the nine themes. In particular, the 7pp increase in Leadership and Managing Change (60%, up from 53% in 2023), during a period of significant transformation, suggests that a good proportion of our people felt engaged in the changes we made. However, whilst scores for bullying, harassment and discrimination have continued to decline, they remain a cause for concern, and we will maintain actions aimed at tackling these.

Agency-wide actions to respond to this feedback are set out in our Responsible Pioneers People Strategy (see below). Individual teams and directorates are also encouraged to develop their own action plan to tackle any specific issues identified in their People Survey results.

People and Culture

We have made a collective commitment to create a great place to work. A robust People Strategy is instrumental in our ability to attract, retain, develop and engage a talented workforce. Having the right people in the right role at the right time has a direct impact on the successful delivery of this plan.

We have launched our Responsible Pioneers People Strategy 2024-29, focused around five parts:

1. Building Respect and Pride: Valuing and appreciating our colleagues.

2. Resourcing for the Future: Right time, right person, first time.

3. The Employee Experience: Inclusion and Wellbeing.

4. Giving Recognition and Reward: Recognising performance and celebrating success.

5. The Pioneers Centre of Excellence: Building personal and professional capability.

One of the main aims of this strategy is to plan for the workforce we will need in the future, by understanding our current skills and identifying any gaps. We will also launch a new programme to support and develop our leaders and managers.

Responsible Pioneers

Our Responsible Pioneers People Strategy includes the development of a Strategic Workforce Plan linked to critical roles and skills, with suitable approaches to talent and skills management so that we can develop our existing people and identify and recruit future talent.  Our Pioneers Centre of Excellence will help embed a learning culture within the Agency, building capability and skills, including in leadership and management, and grow our professionalism.

7. Our Governance

Boards

The UK Space Agency is accountable to Parliament for the funds we spend through our sponsor department, the Department for Science, Innovation and Technology (DSIT).

The UK Space Agency Board oversees our long-term success and provides guidance to the Chief Executive and senior leadership. This ensures our strategic aims and objectives are aligned to those set by the responsible Minister, and that leadership and resources are in place to meet those aims. The Board operates in an advisory capacity, providing scrutiny, challenge and support to strategic and operational issues, including planning, performance and risk; financial performance and accountability; and our capability, development and change.

The Audit, Risk and Assurance Committee (ARAC) was established by the Board to provide advice on matters of risk, control and governance. It advises the Board and the Chief Executive, helping to ensure public money is used properly and responsibly by monitoring financial reports and encouraging sound money management.

The Executive Committee provides strategic leadership through effective and timely decisions on strategic and corporate matters and has collective responsibility for supporting the Chief Executive in running our operations. It is made up of Executive Directors from Directorates within the UK Space Agency, appointed by the Chief Executive. Certain strategic and operational decisions are reserved for the Chief Executive or delegated to the Delivery Board.

The Delivery Board ensures that our portfolio delivers the right things in the right way. It oversees how we use our resources and delivers our programmes, monitoring progress to meet our planned milestones and the benefits our programmes achieve.

The Foundations Board supports three core functions: controls and assurance, operational delivery, and workforce. It implements and reviews internal and external control and assurance mechanisms, including risk, policies and frameworks, and compliance to government standards. It monitors the health and performance indicators of foundational services, to ensure effective support for the Agency. This Board also oversees the Agency’s culture, workforce and resourcing, leading on the implementation of the Responsible Pioneers Strategy, escalating decisions to the Executive Committee as needed.

The Design Authority Board was set up in 2024 to ensure any changes to our operating model are carefully controlled and fit well with our overall organisational set-up.

Risk Management

Risk is managed in line with the Agency’s Risk Management Policy, Risk Appetite Statement and Risk Management Framework. The Risk Management Framework ensures robust controls are in place and that assurance is provided over key risks through regular ExCo and ARAC reporting. Risk owners undertake monthly reviews, supported and assured by Risk Champions.

We refreshed our Risk Appetite Statement three times over the last Corporate Plan period (2022-25); a final review was conducted in March 2025, and it will be redesigned in line with updates to DSIT’s statement and Government Finance Function best practice during 2025-26. We have developed a new set of principal risks (key risks that severely threaten our reputation and strategic objectives), as listed in Figure 3 below.

Figure 3: Principal risks identified for 2025-26.

Risk title	Risk event
Staff skills and capacity to deliver the best outcomes.	The Agency experiences high staff turnover or critical skill gaps, or technological advancement outpaces current staff capabilities.
Effective protection of staff, visitors and assets.	The Agency fails to follow adequate protocols and procedures to manage staff, visitors and assets in a safe and secure way.
Effective management of finances.	The Agency fails to manage its finances well.
Commercial relationships to deliver the best outcomes.	The Agency fails to source and manage its commercial relationships well.
Interventions that deliver the best outcomes.	The Agency’s interventions and investments fail to achieve policy outcomes.
UK space sector response to opportunities.	The UK space sector does not capitalise on opportunities provided by the Agency.
Geopolitical factors affecting UK opportunities.	Geopolitical factors change the opportunities available to the UK to benefit from space.
Disruption to Agency activities.	The Agency’s planned activities are disrupted in response to a space-related incident, emergency or crisis.
International Partnerships.	International organisations funded by the UK Space Agency do not sufficiently meet the UK’s national interest.

Assurance

Assurance works alongside our Risk Management Framework and is managed through the Agency’s Integrated Assurance Strategy, Integrated Assurance Framework and Process Guide, and Annual Assurance Plan. The overarching Integrated Assurance Strategy focuses on improving and streamlining our assurance practices, by improving understanding of risk management and identifying suitable assurance practices to provide greater confidence to our Executive Committee.

8. Our Performance

Performance Metrics

Our corporate performance metrics are designed to answer two critical questions for both the Agency and the public, which are:

• are we achieving government’s goals for the UK in space?

• are we operating effectively in pursuit of these goals?

We have adapted this metrics framework to align with our new operating model, so that our success measures match how our Agency works. These are:

• Theme and Thread metrics: These measure whether the Agency is meeting Government’s goals by achieving the outcomes planned for our Themes and Threads.

• Intervention metrics: These assess how effectively the Agency is deploying tools and resources to drive progress toward our objectives.

• Foundation metrics: These ensure that we are maintaining our licence to operate, supporting our people, and preserving the overall health of our portfolio.

We have selected metrics that start with the real-world changes we aim to achieve. This approach holds us accountable for our contributions to Government’s ambitions, by directly linking our work within each Theme and Thread to the outcomes of the National Space Strategy.

We use targets against our metrics to guide our performance. In some cases, we have selected a new metric and not set a target for this year, while we gather data to understand our baseline.

Table 2: Performance metrics and targets set for 2025-26.

Metric name	Metric description	Target for 2025-26
Investment catalysed: Our North Star Metric	The total value of private, matched, internal investment and revenue generated by UK Space Agency-funded programmes	Green - £2,134,600,000, Amber: 75-99% of target, Red: Below 75% of target
ESA geo-return coefficient score	The total value of ESA contracts awarded to the UK, compared to how much the UK paid into ESA programmes	Green = above 0.97, Amber = 0.95 to 0.97, Red = below 0.95
Jobs created	The total number of jobs created by non-ESA UK Space Agency funding mechanisms	No target set in 2025-26
Scientific publications	The number of scientific publications with UK authors citing UK Space Agency-funded research or missions as reported by Researchfish	No target set in 2025-26
International collaborations	£ value of live international agreements (such as Memoranda of Understanding) between the UK and another country	No target set in 2025-26
Tracklets monitored	Average number of satellite observations per day by UK and UK-contracted sensors	Green = 5,000 and above, Amber = 3,500 to 4,999, Red = 3,500 and below
Grant score	Average score of successful grant applications	No target set in 2025-26
Risks outside of tolerance	The % of corporate level risks outside of tolerance without an open mitigation	Green = below 3% , Amber = 3% to 10% , Red = above 10%
Expenditure within limits	Total expenditure compared to agreed limits	Green = within ±1% of P6 DEL delegation, Amber = ±1-2% of P6 DEL delegation, Red = greater than ±2% of P6 DEL delegation
Bullying and harassment	Self-reported instances of bullying and harassment measured in the annual Civil Service People Survey	Green = 7% or below (Civil Service average), Amber = 7% to 10%, Red = above 10%
Staff absence	The reduction in average number of unplanned days lost per employee measured on a rolling 12-month basis compared to the previous year	Green = less than annual average in 2024-25, Amber = less than 10% increase on 2024-25, Red = greater than 10% increase on 2024-25
Staff turnover	The difference between the number of UK Space Agency staff choosing to leave and our target of 19%	Green = ±2percentage points (pp) from 19% target, Amber = ±4pp from 19% target, Red = ±6pp from 19% target
Milestone timeliness	The proportion of level 0 milestones that are delayed by 60 days or more from the deadline in this plan	Green = less than 10%, Amber = between 10% and 20%, Red = 20% or more

Benefits Management

Monitoring and evaluation form an essential part of delivering value for money. Robust evaluation findings help to shape smart, informed spending decisions. By building a solid base of evidence about what works, we can make sure our policies and programmes have the biggest possible impact and deliver the best value.

Our Evaluation Strategy aims to build a strong, long-term approach to learning that works by embedding high-quality evaluation into our programmes from the start. We will routinely collect data to understand whether our activities have met our aims, underpinned by a benefits framework to bring consistency to how we define the results we want to achieve.

We will evaluate beyond Government spending cycles, using rigorous methods and working in partnership across Government and beyond. By clearly setting out what we need from the market, we aim to attract the best evaluation partners. We will share what we learn, use it to improve our work, and demonstrate accountability for public spending.

Monitoring and evaluation of our investments in our previous Corporate Plan^{[footnote 13]} is ongoing, and we will publish reports about specific programme areas once completed. Early published analysis of investments over the last few years shows evidence of our positive outcomes. For example, reporting on the North Star Metric^{[footnote 14]} has evidenced that, in 2024-25, the Agency catalysed £2.2 billion of revenue and investment for UK space organisations, directly supporting over 380 jobs.^{[footnote 15]}

9. Our Financial Plan

Financial Performance

We delivered strong financial performance in 2024-25, meeting our year-end financial target (within +0/-1% of our mid-year forecast) and staying within our £618.2 million allocation, with a 0.34% underspend (within £2.1 million of target). By contrast, in 2022-23, we recorded a £29.6 million underspend (4.4% within target), missing our goal. The following year, in 2023-24, we achieved our financial target with a £1.6 million underspend, just 0.2% within the agreed figure, demonstrating significantly improved budget control over the last two consecutive years.

Budget Allocations 2025-26

The Spending Review (SR25) has taken a mission-led, reform-driven and tech-enabled approach to improving public services. Following the completion of the first phase of SR25, we have been allocated £681.3m by DSIT to complete activities in 2025-26, 10% more than the previous year. This uplifted funding will enable us to meet Government’s ambitions to deepen our national capabilities, whilst continuing to invest in innovations that boost UK competitiveness and support UK leadership in global missions.

Table 3 below shows the Agency’s budget allocations by programme, noting that the nature of R&D work often leads to changes between budget lines and in budget phasing between years. To ensure we spend the allocation effectively, we have therefore over-programmed by £5 million. We ensure good financial management by building flexibility to manage the risks of projects delays, ensuring we maintain progress and invest wisely in high value projects, meaning we can deliver what we set out to do, even if some things don’t go exactly to plan.

Table 3: Budget allocations for 2025-26, figures rounded to nearest £1 million..

		UK Space Agency budget	Of which expected ESA spend
Portfolio
Themes	Exploration	£73m	£60m
Themes	Space Science	£166m	£132m
Themes	Telecommunications	£128m	£96m
Themes	Launch	£12m	£2m
Themes	In-Orbit Servicing, Assembly and Manufacturing	£4m	-
Themes	Space Resilience	£43m	£30m
Themes	Earth Observation	£119m	£112m
Themes	Positioning, Navigation and Timing	£11m	£10m
Threads	Innovation, Investment and Commercialisation	£70m	£21m
Threads	Education and Future Workforce	£4m	-
Threads	International Partnerships	£7m	-
Threads	Space Sustainability	£1m	-
Crosscutting	Capabilities	£5m	-
Non-Portfolio
Non-Portfolio	Foundations and Interventions	£12m	-
Non-Portfolio	Total staffing and associated costs	£31m	-
Non-Portfolio	Over-programming	-£5m	-
Total 2025-26 allocation	£681m	£463m

10. Our Future

Building on our established foundations, and to go further to deliver the Government’s ambitions for the UK and its space sector, from 1 April 2026 the Government has announced that the Agency will merge with the Space Directorate to form a new single organisation within the Department for Science, Innovation and Technology (DSIT). This new organisation is expected to retain the Agency’s name and branding, and will lead across Government on space strategy, develop civil space policy, develop and deliver projects and programmes to meet Ministers’ priorities, and represent the UK’s interests internationally.

In the meantime, we will continue to work to deliver the activities and outcomes described in this plan, whilst in parallel beginning to understand the merger’s implications and opportunities afforded to us as an Agency and to the UK’s space ambitions.

Throughout this year and beyond, we will be guided by the principles set out in this plan, to catalyse investment, deliver missions and capabilities, and champion space.

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1. Size_and_Health_of_the_UK_Space_Industry_2024 (London Economics, July 2025) ↩

2. Size_and_Health_of_the_UK_Space_Industry_2024 (London Economics, July 2025) ↩

3. ‘The Case for Space’ (Know.Space, 2023). Publicly available projections of the size of the future global space economy vary substantially, reflecting adoption of differing definitions of the space sector. Although estimates vary, what is certain is that space is a significant and growing industry, presenting a considerable economic opportunity. ↩

4. Size and Health of the UK Space Industry 2024 (London Economics, July 2025). ↩

5. The National Space Strategy and the role of the UK Space Agency (National Audit Office, 2024) ↩

6. UK Space Agency Annual Report 2024-2025 - GOV.UK ↩

7. Record UK contract wins through European Space Agency - GOV.UK (March 2025) ↩

8. National space strategy - GOV.UK ↩

9. Space Industrial Plan - GOV.UK ↩

10. Victor, L., 2020. An assessment of the industrial impacts of UK funding through the ESA Space Science Programme. ↩

11. Size and Health of the UK Space Industry 2023’ (London Economics, 2024) ↩

12. ECSAT’s 10-year development project, July 2024 ↩

13. UK Space Agency Corporate Plan 2022-25 - GOV.UK ↩

14. North Star Metric impact assessment, GOV.UK, May 2024 ↩

15. Know.Space, April 2024 ↩