Event round-up
15 Jan 2026

Event round-up: techUK roundtable on the role of pilot line infrastructure in quantum, photonics & semiconductors

Purpose of this session:  

This roundtable discussion set out to address a critical question: how does industry make the case to policymakers regarding the need for investment in UK pilot line capabilities? 

Bringing together expert insights, the session explored how building an open access foundry with pilot line capabilities could enhance UK capabilities, reduce exposure to global supply chain disruption, and support the scaling of UK companies across technologies including compound semiconductors, quantum technologies, and photonics. 

The discussion, which built on previous policy recommendations from techUK's UK Plan for Chips, also focused on how these benefits can be framed in a way that resonates with policymakers and helps unlock the government support industry needs. 

Roundtable Discussion: Executive Summary  

Mapping the Supply Chain Focus 

The discussion began by exploring the need to map the full supply chain, identify key bottlenecks, and highlight niche dependencies, while also assessing end-user demand to ensure that pilot lines can effectively meet market needs. 

  • Given the breadth and diversity of the technologies involved, it was recognised that a single pilot line would not be able to fully service all areas. Discussion therefore focused on whether, and to what extent, metamaterials, photonics, semiconductors, and related technologies could be brought together within a coordinated pilot line approach. 
  • It was acknowledged that while, in practice, the UK requires multiple pilot lines, the probability of separate lines being established or funded is low. 
  • There is a need to focus on areas in which the UK has strong existing capabilities and clear market pull. Participants identified a particularly strong pull from the defence sector, with current UK capability mainly concentrated in aerospace, space, and some presence in European automotive supply chains. There is also potential for the UK to leverage its strengths in compute, where it is pre-eminent in compute design. This includes capabilities in edge AI and cloud AI design. 
  • The idea was raised that efforts should focus fully on establishing a foundry rather than pursuing pilot lines. 
  • It was agreed that many photonics technologies are both commercially viable and scalable, underpinning multiple end-user markets. The discussion explored whether the UK needs a pilot line for photonic integrated circuits (PICs), or whether the focus should instead be on silicon photonics. Other areas were discussed, but no consensus reached.  

Defining “pilot lines” 

The session underscored the need for a clearer and more consistent definition of “pilot lines” across government, academia, and industry. 

  • Government is seeking clarity on what the term means in practice and whether industry can articulate a clear, shared definition, including what government is funding when it supports pilot lines. There was consensus that the role of a pilot line is to support the transition toward commercial capability. 
  • Some participants suggested using the term “pilot network” instead of “pilot line” when interacting with policymakers as the ask is more complex than individual lines. 

Funding & Investment  

Participants asked who should fund a pilot line or network, with a clear consensus emerging that government cannot be a sole funder.  

  • Participants agreed that a pilot line fully funded or run by government would introduce certain constraints and conditions for industry. Any pilot line or similar infrastructure must therefore be predominantly established and operated on a commercial, privately run basis.  
  • There may, however, be a supporting role for the British Business Bank and for government more broadly, provided this does not extend to ownership or direct operation. Any public involvement should be conditional on the foundry being operated by an independent third party and attendees identified that it will be important to avoid the initiative becoming a Catapult-style or Catapult-run model. 
  • With regards to private investors, it was highlighted that the investor community is shifting, as missed opportunities in AI and quantum technologies are driving interest in secondary market entry points. At the same time, some investors remain hesitant to commit capital, particularly around the necessary investment in pilot line equipment.  

Role of the UK Semiconductor Centre 

The UK Semiconductor Centre was identified as a potential coordinating body for the delivery of pilot line capabilities.  

  • The Centre’s objectives include connecting activity across the ecosystem and ensuring stronger alignment between technology development, investment, and application. It is anticipated that the Centre will also play a role in benchmarking UK semiconductor capabilities, using this data gathering exercise as a foundation for structured collaboration both domestically and internationally. 

International partnerships vs sovereign capability 

There was debate among the group regarding the UK’s approach to international collaboration. 

  • Some argued for partnering internationally (for example, leveraging Canada or Australia's photonics capabilities), with some emphasising that this should not be a linear approach, but a network of collaboration given there are countries with similar issues where the UK could co-fund and lead on the development of pilot lines. 
  • However, there was a consensus that this would be challenging given the need to split processes. It would also be more effective to include as much of a pilot line under one roof as possible.  
  • Others argued that the UK should prioritise building sovereign capability, noting that this would give the UK something tangible to offer when forming international partnerships. However, questions remain over which capabilities should be developed, alongside concerns about whether the UK has sufficient skills and investment. There was no clear consensus within the group. 
  • Seagate was cited as a clear example of UK capability at scale, supplying around half of the world’s data storage. It serves as a practical counter argument to claims that such manufacturing cannot be done in the UK. 

Business model  

There was consensus that while there is a strong argument for investment in a pilot line, the UK needs a much stronger business case, not a vision. 

  • Such a business case should include a clear matrix showing sectors, intervention points, plus how pilot lines would add value and ensure return on investment. Developing a robust, technical definition of a pilot line was seen as a critical part of this next step. 
  • The group also agreed that there is a tendency to over-debate and delay decisions. This is often driven by an aversion to spending and processes within government that are too slow to keep up with the requirements of industry, domestically and globally. No business case will ever be perfect, so clear prioritisation and timely decision-making will be essential. 
  • It was also noted that any business case must be considered and endorsed at the appropriate levels of government, and that policy must cut through existing structures and make a compelling case to the Treasury regarding cost-effectiveness. 
  • The IfM report was cited as an example of best practice. However, this did not cut through within government, it had limitations, and it was never published openly. This was despite it containing strong evidence that enhances the case for government support and investment in a UK pilot line facility.  

Actions and Next Steps   

Building a business case   

Participants concluded that the evidence base for a UK pilot line capability must be significantly strengthened. A strategic taskforce or government-led group could explicitly examine the role of pilot lines across key technologies, doing so via a dedicated workstream or a government-commissioned report. Any such initiative should be undertaken collaboratively with both industry and government. 

  • Industry is clear regarding the requirement for a UK pilot line. While there have been well-researched proposals and inputs from organisations such as IfM, no single effort has yet taken a comprehensive, cross-sector view to determine the optimal approach.  
  • The government has acknowledged this gap and set out initial recommendations. These include the consideration of consortium-based funding models.  
  • It was agreed that there is a need to develop a matrix mapping sectors, technologies, materials, intervention points, and ROI timelines. There is also a need to convene a focused industry session to identify priority technology areas (e.g. PICs, silicon photonics, multi-material integration) that aims to develop a cohesive proposal for government. Such a proposal would clearly define what a pilot line is, including its scope, purpose, and the specific outcomes government funding would support.   

 

  • The proposal should do the analytical and evidential work upfront, including:  
    • Aggregated end-user demand analysis across defence, aerospace, space, finance, metrology, and compute to quantify likely utilisation.  
    • Commercial business models for pilot line / foundry-lite facilities (industry-led, privately operated, government-supported).  
    • An assessment of national gaps in prototyping and testing capability, particularly at the R&D-to-manufacturing transition.  
    • Skills requirements and support for infrastructure needs.  
    • Identification of pre-standardisation activities required to ensure outputs are export-ready and internationally credible.  

The aim is to present government with a fully worked, decision-ready package, reducing the need for further internal analysis and accelerating policy and funding decisions. This process could utilise existing reports from different places including reinforcement of the IfM report to amplify the message and avoid reinventing the wheel.    

Clarifying the route to establishing national pilot line capabilities 

  • techUK will explore and help facilitate understanding regarding how other countries have financed and structured similar initiatives with the aim of identifying applicable models and best practice.  
  •  techUK will explore alternative pilot line models, including approaches that bring together different investment communities to support shared infrastructure.   
  • techUK will continue to play a formative role in shaping the operations and delivery of the UK Semiconductor Centre and can help explore ways in which the Centre may support pilot line development.  
  • There is a need for a broader piece of work to gain greater clarity around why government views the current recommendations for pilot line infrastructure as insufficient, with a view to clearly identifying and addressing such concerns. 

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techUK bring members, industry stakeholders, and UK Government together to champion emerging technologies as an integral part of the UK economy. We help to create an environment where innovation can flourish, helping our members to build relationships, showcase their technology, and grow their business. Visit the programme page here.

 

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Meet the team 

Sue Daley OBE

Sue Daley OBE

Director, Technology and Innovation

Laura Foster

Laura Foster

Associate Director - Technology and Innovation, techUK

Kir Nuthi

Kir Nuthi

Head of AI and Data, techUK

Rory Daniels

Rory Daniels

Head of Emerging Technology and Innovation, techUK

Tess Buckley

Tess Buckley

Senior Programme Manager in Digital Ethics and AI Safety, techUK

Usman Ikhlaq

Usman Ikhlaq

Programme Manager - Artificial Intelligence, techUK

Chris Hazell

Chris Hazell

Programme Manager - Cloud, Tech and Innovation, techUK

Elis Thomas

Elis Thomas

Programme Manager, Tech and Innovation, techUK

Ella Shuter

Ella Shuter

Junior Programme Manager, Emerging Technologies, techUK

Harriet Allen

Harriet Allen

Programme Assistant, Technology and Innovation, techUK

Sara Duodu ​​​​

Sara Duodu ​​​​

Programme Manager ‑ Quantum and Digital Twins, techUK

 

 

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