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Home | Update | Latest Issue | Gallery | FR Profile | Datafiles | FR 12/96 WELL CONNECTED: A PERFECT MERGER FOR DLR AND DARA? by Wolfgang Engelhardt and Wolfdietrich Hoveler In the beginning of 1997 a decision will supposedly have been made if, and how the German Agency for Space Affairs (DARA) will be integrated into the German Aerospace Research Institute (DLR). In an interview with FLUG REVUE, Professor Walter Kröll, Chairman of DLR, expresses his view of the planned merger. FR: How will the projected merger of DARA and DLR be accomplished? Kröll: The concept for the merger is currently being evaluated and is to be on the agenda of the parliament at the beginning of next year. Following an evaluation by the boards of DARA and DLR, the concept could be put into reality in the first quarter of 1997. The goal for this action is known: The merger is to strengthen aerospace in Germany and lead to lean structures. FR: This means that the primary goal is to save money. Kröll: Saving money is certainly part of it, but in my point of view not the primary objective. The governmental backed resources and capacities are to be more bundled into integrated programs, such raising the weight of German aerospace in the international context. FR: What will DLR do better than DARA? Kröll: DLR's scientific technological know-how will be incorporated into the definition and conception of the programs. On the other hand, DLR will integrate more of its capacities into programs, which are adjusted to science and industry, than it used to be. FR: Will the influence of the minister for education, science, research, and technology (BMBF) increase? Kröll: The BMBF certainly sets the political guidelines of the national space policies. However, I assume that, in the future, DLR will manage programs on its own responsibility, but in accordance with these political guidelines. It is also important for DLR to generate more creative potential, for example concerning the foundation of innovative companies and partnerships. This really is my key message: Flexibility can not only be demanded, it must be granted as well. FR: How big is the degree of space activities at DLR? Kröll: Our current capacities are used to 60 percent with space activities. However, the DLR senate has decided to balance the space and aviation capacities, at least concerning research and technological developments, in the medium-term. This means that DLR's space activities in the areas of research and technological developments will probably decrease. FR: Which organizational changes do you expect for DLR? Kröll: The goal is to structure DLR's former tasks and DARA's management activities in two separate but closely tied business fields. A tight integration in the areas of program planning, as well as, outside representation, strategic planning, and administration is desired. This should be possible and is also necessary under the aspects of lean structuring and rationalization. FR: What does the situation in the military satellite business look like? Kröll: DLR, as well as, DARA are already talking to the defence ministry concerning the take-over of certain support functions. We are experienced and suited for this task. For example, DLR had a major share in the definition of the X-SAR. FR: Germany can't afford much in the space business any more. What are the priorities? Kröll: The political decisions of the past two years have set the priorities for Germany's space activities: the ESA minister conference with the definition of the European programs, German-French agreements concerning reconnaissance satellites, Germany's decision to participate in the new weather satellite METOP, along with the well reasoned interest in a satellite navigation system. Also Ariane 5 and its continued development and earth surveillance projects are of importance. These are the medium-term priorities. Due to declining resources there will not be much room left for other large projects. Still, an organization like DLR, has to maintain a minimum of capacities in order to prepare for the future after these firm programs. There are several areas in which Germany plays an internationally acknowledged role and which have a significant user potential. First, I would like to mention Robotics. DLR with its Rotex had taken an internationally leading position in the D-2 mission, shown by the permanent interest of international partners. Robotics offer a large commercially usable business. Another sector is the widely acknowledged heat protection tile for reentry vehicles. This is a technology in which Germany, and DLR with its C-C-Sic material, are holding a top position. This material has a commercially usable potential in many areas outside of aerospace also. The sensor sector, such as X-SAR, is another field. Camera systems, which have been developed by DLR and which are built by the industry, are excellent, and feature color and stereo. There are already definite commercializing intentions for the high-resolution cameras used with the Mars '96 mission. There are several other areas in which German space technology is an acknowledged competitor. We must further sustain these. I think, to be a good partner one might have to be a feared competitor. FR: What would be your message to the public? Kröll: The public must be more conscious about the words of Chancellor Kohl when he was visiting the DLR recently: The future of Germany and Europe is not conceivable without an appropriate role in aerospace. We are in financially difficult times and I expect the situation to get worse in the coming years. However, if funds further decrease, the stability of political decisions must be questioned. International commitments in spite of shrinking budgets should not result in omitting technological strength, such reducing our potential for partnerships in bilateral projects. A political reorientation or new decisions are needed if financial constraints don't allow an equal balance of programs and space activities. Our international commitment has put us on a borderline which allows us to make a convincing space program with the existing funds. DLR has an annual budget of approximately DM 700 million for its aerospace and energy technology activities available. The Chancellor said that we really need more money. That's my point of view. We could accomplish aerospace activities on a high level even with a budget of DM 500 million. However, there would be many important projects that couldn't be done any more. From page 38 of FLUG REVUE 12/96 Home | Update | Latest Issue | Gallery | FR Profile | Datafiles | FR 12/96 Copyright 1996 by Motor-Presse Stuttgart. All rights reserved. Last updated November 19, 1996