Astroscale completes CDR for ELSA-M In-Orbit debris removal mission
Astroscale has completed the Critical Design Review (CDR) for its upcoming ELSA-M (End-of-Life Services by Astroscale-Multiple) In-Orbit Demonstration (IOD) spacecraft, marking a major milestone in the development of what is set to become the worlds first commercial end-of-life servicing mission for satellites prepared for docking and removal. The mission, scheduled to launch in 2026, will demonstrate cutting-edge technologies aimed at addressing the growing challenge of orbital debris.
Designed, built, and operated by Astroscale UK at its Harwell Campus in Oxfordshire, ELSA-M will showcase advanced Rendezvous Proximity Operations (RPO) capabilities. The CDR milestone was achieved following a comprehensive technical evaluation by teams from the European Space Agency (ESA) and satellite operator Eutelsat, encompassing all aspects of engineering, programme management, and product assurance. This achievement confirms the UKs leadership in Active Debris Removal (ADR) and advances its role in the fast-growing field of In-Orbit Servicing, Assembly, and Manufacturing (ISAM).
The ELSA-M mission is a collaborative effort funded primarily through Astroscales private investment, with co-funding support from the UK Space Agency via ESA and Eutelsat under the Sunrise Partnership Project. The initiative falls within ESAs Advanced Research in Telecommunications Systems (ARTES) programme, designed to develop next-generation satellite communications technologies.
Nick Shave, Managing Director, Astroscale UK, said: 'Completing the Critical Design Review for ELSA-M is both a major step for the mission itself and also a major achievement for the UK ISAM industry. The mission is a true partnership between Astroscale UK, the UK Space Agency, ESA and Eutelsat with many industrial partners in the Astroscale ISAM supply chain across all regions of the UK. With the ever-growing number of satellites in Earths orbit, the robust RPO and spacecraft capture capability provided by ELSA-M will revolutionise the delivery of repeatable ADR and other ISAM services as part of a future circular space economy.'
Joshua King, Telecommunications Investment Lead at the UK Space Agency, added: 'We are excited to support Astroscale UKs pioneering ELSA-M mission, which represents a significant leap forward in satellite servicing and orbital sustainability. This milestone not only underscores the UKs leadership in ADR but also highlights our commitment to providing new technologies and capabilities to support satellite communications. The successful completion of the Critical Design Review is a testament to the exceptional collaboration between Astroscale, ESA, and Eutelsat within the Sunrise Partnership, and we look forward to the successful launch next year.'
Laurent Jaffart, Director of Connectivity and Secure Communications at ESA, stated: 'Space is a common good, like the oceans, and we need to treat it responsibly. ESA welcomed Astroscales active engagement and signature of ESAs Zero Debris Charter in June 2024, which contains high-level guiding principles and specific jointly defined targets to achieve zero debris by 2030. We are pleased to be supporting Astroscale to demonstrate the commercial viability of space debris removal, building on state-of-the-art technologies to create new missions that attract talent and investment. ESA fosters European and Canadian innovation in the highly competitive global satellite market.'
Guillaume Scottez, Senior Director for Innovation at Eutelsat Group, commented: 'Astroscales successful CDR marks a positive progression for our joint efforts to support, test, and validate innovative in-orbit servicing technologies, crucial for the long-term preservation of space as a valuable natural resource. With this milestone, we look forward to our continued collaboration with ESA, the UK Space Agency, and Astroscale to advance our mission.'
ELSA-M builds on the success of Astroscales 2021 ELSA-d mission, which demonstrated critical technologies such as magnetic capture and controlled close-approach operations. With the CDR now complete, ELSA-M moves into the next phase involving spacecraft assembly, integration, testing, launch preparations, and a series of in-orbit demonstrations. These will include docking with, de-orbiting, and releasing a Eutelsat OneWeb client satellite, all managed through Astroscales own satellite operations center.
Hashtags
Try Our AI Features
Explore what Daily8 AI can do for you:
Comments
No comments yet...
Related Articles
Zawya
01-08-2025
- Zawya
Credit Agricole's 'tortoise' strategy pays off in Italy's M&A contest
MILAN/PARIS - European bank CEOs studying M&A moves at a time when some EU governments want a say in any reshaping of their banking industry should look at the dealmaking playbook of Credit Agricole. The French group has become a key actor in Italy's banking consolidation saga, playing a role in the fate of Banco BPM , which UniCredit had tried to swallow up in the face of Italian government opposition. UniCredit upset Rome with its surprise swoop on Banco BPM in November, derailing a government project to promote an eventual tie-up between BPM and state-backed Monte dei Paschi di Siena . In contrast, Credit Agricole's patient, non-aggressive expansion strategy has, over almost two decades, turned Italy into the French group's biggest market outside France, accounting for 15% of its reported profit in 2024. A consistent approach based on a cooperative attitude towards Italian authorities has turned Credit Agricole (CA) into a reliable counterpart for successive administrations in Rome, government officials and bankers familiar with CA's strategy, as well as two sources within the company, told Reuters. "To be very clear: the government doesn't look at bankers' nationality but at their ability to ... gather savings, protect them and lend them out," Italian Economy Minister Giancarlo Giorgetti said earlier in July. Since the end of 2020, CA's retail business in Italy has added some 15 billion euros in customer loans. The domestic franchise of market leader Intesa Sanpaolo has shrunk its loan book by twice that amount and UniCredit by some 22 billion euros, the banks' financial statements showed. UniCredit, Italy's second biggest bank, last week dropped its Banco BPM bid, blaming Rome's intervention for thwarting the project after government-imposed terms ensnared it in a legal battle, fuelling concerns among UniCredit's directors about a strategy that had antagonised the government. CA also posed a hurdle, a person directly involved in the process said, adding that UniCredit failed to agree terms under which the French bank would tender its 19.8% BPM holding to acquire a stake in UniCredit. Credit Agricole SA, the listed entity of the mutual banking group, this month sought European Central Bank authorisation to cross the 20% ownership threshold in Banco BPM, saying it would go just above that level and ruling out a full takeover. CA, also known as "la banque verte" because of its historic ties to farming, partners with BPM on insurance and consumer finance. It became an investor in April 2022 soon after another unsuccessful takeover attempt by UniCredit. Once it gets ECB approval, the French bank is set to increase its BPM holding to just below the mandatory takeover threshold of 25%, two people with knowledge of the matter said. CA, responding to a Reuters' request for comment, referred back to its July 11 statement, in which it said it would keep below that threshold. SMALL STEPS CA is left to rely on its small-step expansion blueprint given the backdrop of tense relations between Italy and France over a wide range of issues, including migration, security and civil rights, as well as Rome's banking sector strategy and special powers for vetting corporate deals, which have prevented more ambitious moves, the two people said. The bank has managed to keep governments of different colours on its side by focusing on its commercial interests, seeking distribution deals with Italian players to sell its products, plus making small acquisitions to build a local franchise. "More tortoise than hare," one of the people said. A decade after entering Italian retail banking, CA acquired three small failing banks in a rescue deal overseen by the centre-left administration of Prime Minister Paolo Gentiloni. In 2021, Mario Draghi's government unconditionally approved CA's takeover of Creval, another lender in Italy's wealthy north. In December CA held talks with Italy's centre-right government before raising its BPM stake, sources told Reuters at the time. Now UniCredit has walked away, Banco BPM has said it will explore tie-ups with banks with a similar business model. CA's increased stake will allow it to remain a significant shareholder in an enlarged BPM, in line with the French group's aim of wielding sufficient authority to protect its commercial partnerships, two bankers familiar with the matter said. A former CA adviser said the group's consistent leadership and corporate culture allowed it to successfully roll out its expansion strategy with a view to the long term. "They know that governments change but they don't. They're the same company, the same culture, the same people: they can wait, years, and strike when the time comes," the person said. ($1 = 0.8740 euros) (Reporting by Valentina Za in Milan; Mathieu Rosemain in Paris and Giuseppe Fonte in Rome. Editing by Jane Merriman)
Hi Dubai
28-07-2025
- Hi Dubai
Get classroom ready with the latest Back-to-School collection from M&S
As the countdown to the new school year begins, Marks & Spencer, part of the Al-Futtaim Group, is proud to unveil its latest Back-to-School collection, expertly designed to combine comfort, durability, and innovation, helping children feel confident from the first bell to the final lesson. Crafted with care and backed by smart technology, the collection features school uniforms that go the distance, with the same great prices as last year. From breathable pure cotton shirts to cotton-rich polos, each piece ensures day-long comfort. The added benefit of crease-resistant technology keeps garments looking sharp through even the most energetic school days. The signature StayNEW™ technology works to reduce bobbling and fading, helping uniforms stay fresher and brighter for longer. Key designs, such as the non-iron long sleeve shirts, now include expandable elasticated cuffs and Easy Close rip tape behind the top button, giving kids a sense of independence when dressing. When it comes to bottoms, getting ready has never been simpler. Skirts with smooth zips, secure button fastenings, and permanent pleats are treated with crease-resistant finishes to ensure a crisp, polished look - all day long. Our durable school shoes combine scruff-resistant leather with soft collar padding for playground-proof protection and all-day support. At M&S, we know kids don't stay the same size for long - that's why our school wear is built to grow with them. From adjustable waistbands to clever design details, our shirts, trousers, and shorts are made to last through growth spurts and school terms alike. With our trusted quality, easy-care fabrics, and smart innovations, M&S remains the go-to destination for school wear that keeps up with every jump, sprint, and spelling test — supporting kids every step of the way, from the classroom to the playground. Available in stores across the UAE and on the UAE website . Source: Sticky Ginger
Zawya
28-07-2025
- Zawya
New Bain & Company analysis details how buyers can unlock full value from carved-out businesses
Middle East – Bain & Company's latest insights, You've Decided to Buy a Carved-Out Business. Now What?, examine how acquirers can harness the full potential of divested businesses, while avoiding the common pitfalls that jeopardize success. Buying a divested business can be a strategic way to reshape your portfolio and jump-start growth. Whether the objective is to expand into new markets, fill gaps in a product portfolio, or gain quick access to revenue, customers, operational capacity, and talent, carve-outs can create significant value for acquirers. But too many buyers focus only on getting to Day 1 and overlook the need for a solid integration thesis linked to the deal thesis and key value drivers. Bain's M&A Practitioners 2025 Outlook Survey reveals that cultural differences and process and technology issues are the biggest challenges in integrating carve-outs—followed by negotiating transition service agreements (TSAs), talent issues, and defining the carve-out perimeter. These issues must be proactively addressed from the outset. The most successful carve-out acquisitions start with due diligence that identifies both the carve-out-specific elements and the value creation plan required to underwrite the deal. They develop a solid integration thesis linked to essential value drivers and carve-out components. Here's Bain's advice for buyers to address these issues: Use cutting-edge diligence to assess the carve-out situation (e.g., perimeter, entanglements, standalone costs) and its impact on value creation. It's essential to dig deep into people, systems, and assets—including contracts and IP—and identify areas where TSAs or a build-out/integration plan are needed for Day 1. Diligence should also highlight commercial implications, such as distributor gaps or risk from comingled contracts. Accelerate process and systems decisions. In a carve-out, critical interactions such as invoicing customers, paying employees, and ensuring product availability must continue seamlessly on Day 1. This requires early decisions on cross-functional processes and systems to be kept, cloned, built, integrated, or retired. Plan and utilize TSAs strategically. While TSAs are an important mechanism for continuity on Day 1, buyers and sellers have different motivations for a TSA's scope and duration. Instead of operating on general rules of thumb like, 'We need longer TSAs' or 'We need to negotiate the best possible service,' buyers should look at TSAs as a bridge to achieve the integration priorities. Set the tone on people and culture. Buyers often has limited visibility into the talent and the capabilities needed to operate. In addition, carve-out employees may feel undervalued, and sellers may be reluctant to let the buyer interact with acquirers work with the seller early to identify key talent, define talent movement metrics, and establish a compelling future vision. They activate leadership to ensure employees feel valued and aligned. Plan for and execute Day 1 in a way that mitigates risk and prepares for the future state. While many acquirers see a smooth Day 1 as a win, the best carve-out acquirers prepare for cutovers at TSA exits with detailed plans to deliver synergies and future growth. Carve-outs can be attractive acquisitions that represent unique growth opportunities. But unlike full company acquisitions, carve-outs can break on Day 1 if things are not planned and managed well. -Ends- To arrange an interview or for further information, please contact: Christine Abi Assi – christine@ About Bain & Company Bain & Company is a global consultancy that helps the world's most ambitious change makers define the future. Across 65 cities in 40 countries, we work alongside our clients as one team with a shared ambition to achieve extraordinary results, outperform the competition, and redefine industries. We complement our tailored, integrated expertise with a vibrant ecosystem of digital innovators to deliver better, faster, and more enduring outcomes. Our 10-year commitment to invest more than $1 billion in pro bono services brings our talent, expertise, and insight to organizations tackling today's urgent challenges in education, racial equity, social justice, economic development, and the environment. We earned a platinum rating from EcoVadis, the leading platform for environmental, social, and ethical performance ratings for global supply chains, putting us in the top 1% of all companies. Since our founding in 1973, we have measured our success by the success of our clients, and we proudly maintain the highest level of client advocacy in the industry.
