Program

The first block of the programme focuses on client requirements in the domain of aerospace systems for territory and infrastructure management. Each session addresses not a standalone technology, but the managerial, infrastructural, and economic context of its application. The focus is on the transition from demonstrated capability to scalable models of operation, decision-making, and implementation. This block links client requirements, solution architecture, and implementation mechanisms.

The second block of the programme focuses on solution architecture in the domain of aerospace systems for territory and infrastructure management. The sessions examine how technological capabilities turn into systems capable of stable operation: airspace management and unmanned operations, observation and connectivity as a service, and data-driven management. The focus is on the transition from individual deployments to an architecture capable of operating at scale and delivering predictable outcomes. This block links technological capabilities with operational and service models.

The third block of the programme focuses on implementation and economics of solutions in the domain of aerospace systems for territory and infrastructure management. The sessions examine what turns technological capability into a viable project: the implementation model, financial and organisational sustainability, and the workforce foundation. The focus is on the transition from pilot projects to regular operations supported by funding, accountability, and competencies. This block links solution architecture with the conditions for practical implementation.

The round tables are designed to prepare documents and agreed parameters required for the launch of pilot projects and subsequent implementation decisions.

Infrastructure is still managed under conditions of limited visibility: delayed data, episodic control, and reactive decision-making. This leads to direct losses — from late detection of critical incidents and unplanned downtime to excessive field dispatches, inefficient asset utilization, and rising maintenance costs. The issue is not the lack of technology, but the absence of systems capable of providing continuous operational awareness. Clients are not asking for another technology deployment; they are asking for a reduction in specific losses, risks, and costs. This session identifies the main areas of inefficiency and translates them into measurable requirements for monitoring and management systems. The outcome is a set of clearly defined demands that can serve as the basis for technical specifications and investment decisions.

The key gap lies between data availability and decision-making: information exists, but it is not used in time or within the right operational logic. In territory management, what matters is not simply the volume of data, but the speed of response, the reliability of interpretation, and the ability to convert signals into action. In many scenarios — from emergency response to land and infrastructure monitoring — delays translate directly into losses. This session focuses on cases where decisions must be made in near real time. It examines which processes can be automated and where managerial control and human accountability remain essential. The outcome is a clear understanding of what data, response frameworks, and decision mechanisms are required to move from observation to action.

Digitalisation in the sector often advances through isolated deployments: one layer covers monitoring, another analytics, and a third reporting. Yet a collection of tools does not amount to a management system. As long as data remains disconnected and decision logic is not organised within a single management framework, the digital environment remains fragmented and delivers limited management value. This session focuses on the transition from isolated tools to an architecture that integrates data, processes, and accountability. The discussion centres on integration, a unified management logic, and the rules of interaction between stakeholders. The outcome is a framework for building systems that do not merely collect information, but support actual decision-making and management processes.

The main gap lies between industry capabilities and actual client demand. Companies offer solutions without understanding what will in fact be procured, within what timeframe, and under what implementation model. Clients, in turn, do not always translate their needs into structured requirements suitable for procurement and launch. As a result, projects fail to progress to contracts and remain at the stage of preliminary discussions. This round table focuses on concrete demand: which tasks will be funded, what requirements will apply, and what constraints will shape implementation over the next 12 months. The outcome is a set of technical specifications with budgets, timelines, and KPIs aligned with the actual budget cycle.

Pilot projects demonstrate technological feasibility, but they do not in themselves deliver scale. As the number of assets grows, challenges emerge in control, safety, coordination, and operational resilience — from corridor management and data exchange to incident handling and operational continuity. Without a unified architecture, operations become unstable, costly, and difficult to manage. This session focuses on the transition from isolated operations to large-scale systemic deployment. It examines airspace management models, infrastructure requirements, coordination rules, and the role of operators. The outcome is a clear understanding of the organisational and technological conditions required for stable large-scale operations.

Owning satellites, payloads, or connectivity infrastructure does not create value on its own. Value emerges when infrastructure is transformed into a service with predictable quality, clear accountability, and measurable outcomes. The main gap lies between technological capability and the end-user service integrated into management and operational processes. This session examines the full value chain — from data acquisition and connectivity provision to their applied use in management and operational environments. Special attention is given to the role of the operator as the party accountable for the final result. The outcome is a clear model for turning infrastructure into a commercially and operationally sustainable service.

Increasing data volumes do not automatically improve management quality. The core challenge lies in processing, interpretation, and integration into real decision-making processes. Without analytics and an applied operational logic, data remains a cost rather than an asset. This session focuses on technologies and approaches that turn data into management decisions and operational impact. It covers automation, predictive models, scenario-based analytics, and the integration of analytical outputs into management workflows. The outcome is a clear understanding of how to move from data accumulation to measurable management value.

Data is the foundation of any management system, yet in practice it remains fragmented, restricted, or unavailable at critical moments. Without common principles of access, architecture, and accountability, systems cannot scale or integrate with one another. The key issue is not data collection as such, but governance, quality, and the rules of use. This round table addresses who owns the data, who provides access, who is responsible for quality, and who is accountable for its applied use. The outcome is a roadmap defining roles, access models, and the core principles of data governance.

Most projects stop at the pilot stage and never reach sustainable operation. The reason lies not only in technology, but above all in the absence of an implementation model that connects the stakeholders, defines accountability, and sets the rules for transition to regular operations. Without this, even successful solutions fail to scale and do not become part of an operational system. This session examines the full implementation cycle — from problem definition and pilot deployment to regular operations and support. It explores the roles of clients, integrators, operators, and other implementation stakeholders. The outcome is a practical framework for moving from demonstrated capability to a functioning system.

No technology is deployed at scale simply because it works. A solution becomes a project only when cost, funding sources, risk allocation, accountability structures, and return logic are clearly defined. This is where the line is drawn between demonstrated capability and real implementation. This session focuses on the financial mechanisms and implementation models that make projects executable in practice. It examines public funding, partnership structures, service-based models, commercial approaches, and the criteria by which clients and investors decide to proceed. The outcome is a clear understanding of how to ensure not only technical feasibility, but also economic viability.

Even where technology and funding are available, projects cannot be delivered without qualified personnel. In the aerospace sector, this constraint is especially acute: what is required is not a pool of generic talent, but coordinated competencies across operations, data analysis, infrastructure, operator functions, integration, and management. This concerns specialists capable of working with geospatial data, unmanned aerial systems (UAS), service platforms, situational awareness centres, and client operating environments. Workforce shortages therefore become a systemic bottleneck, slowing implementation, scaling, and subsequent operation. This session explores how to build a sustainable link between projects, competencies, and workforce development. The outcome is a framework for building the workforce base required to implement and sustain solutions over the long term

Workforce shortage is a critical constraint even where technology and funding are available. Existing education and training programmes often do not match the requirements of specific projects or produce the competencies needed in practice. As a result, projects are delayed or fail to launch at the required scale. This round table focuses on the link between projects, competencies, and training. It addresses what specialists are needed, in what numbers, within what timeframe, and through which training formats. The outcome is a set of targeted training arrangements and cooperation models linked to specific projects and implementation needs.