DE&S Strategy 2025

Foreword: Minister for 3 Defence Procurement

Foreword: Chairman 4 and Chief Executive Officer (CEO)

Our Identity 5

Our Journey 6

Our Future 8

Pace and agility 11 for our clients

Value to the 15 taxpayer and society

Delivery through people 19

Accelerated 23 digital solutions

Delivery through partners 27

HMS NORTHUMBERLAND, RFA TIDEFORCE and HMS QUEEN ELIZABETH during Exercise Westlant 19 3 previous page next page Foreword | DE&S Strategy 2025

FOREWORD: MINISTER FOR DEFENCE PROCUREMENT

The Government’s Integrated Review and the is already enabling faster and more effective We will improve and diversify our international accompanying Ministry of Defence (MOD) Command decision-making. partnerships and enable industrial cooperation. Paper ‘Defence in a competitive age’ have set out the To remain at the cutting edge and introduce these new Leading organisations look to their people to deliver rapidly evolving threats facing the UK. technologies at pace, our ways of working are being enterprise-wide change at this scale and pace. The key We need to build a modernised Defence which enables reformed. In the Defence and Security Industrial Strategy to DE&S' success is without doubt the dedication and the UK’s Armed Forces to outpace our adversaries and (DSIS) we have set out an important framework which professionalism of its people, supported by a strong retain their adaptive edge. Our military capabilities will will also ensure our supply chains are secure and resilient, leadership and culture. This context sets the bar even need to be integrated across domains, with full use made and that we can produce critical systems onshore. higher, and I look forward to working with DE&S to of new and emerging technologies. Defence Equipment achieve it. DSIS also sets out other key priorities. DE&S oversees and Support (DE&S), as the MOD’s largest professional a spend of £10 billion each year through the contracts it delivery organisation, will have a critical role in delivering awards and manages. It is essential that this is used to the innovative capabilities our Armed Forces need – at a best effect to generate a positive impact to the national Jeremy Quin pace which allows them to stay ahead. economy, taxpayer and society through a more flexible Jeremy Quin MP A modernised Defence will require a shift in thinking and nuanced approach to competitions. We have a Minister for Defence Procurement away from the traditional platforms of ships, tanks and vital role to play in providing critical capabilities and aircraft to systems of sensors, effectors and deciders. supporting our economy and in doing so spreading Solutions must keep pace with rapid technology change prosperity across the whole UK and improving skills – embracing new information-centric technologies, and technology. plugging into a digital backbone and being designed for UK capabilities achieve significant export success and the upgrades of the future. Integration across multiple we are viewed as a partner of choice. We will continue military requirements and organisational boundaries to cooperate with our allies and partners on the will be essential. In the workplace, digital automation development of capabilities, where our needs align. is becoming the norm, and artificial intelligence (AI) Wildcat integration flight trials with Sea Venom and Martlet missiles 4 previous page next page Foreword | DE&S Strategy 2025

We have made significant progress in advancing digital solutions in the equipment and support that we FOREWORD: CHAIRMAN AND deliver and in our business delivery. At the same time There is a demand from our CHIEF EXECUTIVE OFFICER (CEO) the pace of technological change is accelerating and " military clients for greater the digital thread will aim for rapid exploitation and acceleration. Our Industry and international partners pace and agility but not at and our relationship with them is a critical success factor. the expense of certainty in We will work closely to deliver technologically advanced The 2021 Integrated Review set out a vision in which Our DE&S@21 strategy, launched in 2018, focused programme delivery capabilities, promote UK prosperity and maintain our future Armed Forces will be more persistently on developing our people, tools and processes to " operational independence. engaged worldwide, requiring full-spectrum and high- further improve our programme delivery capability and tech capabilities. performance. The publication of the Integrated Review Our people remain at the core of everything we do This is an exciting period for DE&S with unprecedented and the new investment that this brings provides an and we will continue to invest in skills and capability opportunity. We have huge personal pride in our Our role is to meet their needs – now and into the future. opportunity for DE&S to seize the moment and deliver a and embrace hybrid working to ensure that DE&S organisation – and, most importantly, our people. This is why we place so much emphasis on continuously further step-change in performance in line with the new becomes an even better organisation to work in. They have enabled us to deliver on our promises time improving, ensuring we have great people, great delivery Defence Command Paper and priorities. and time again. As we look to the future we will strive to and a great organisation. TAKEN TOGETHER, OUR STRATEGY TO 2025 deliver the edge for the UK's Armed Forces at increasing DE&S 2025 will address the skills gaps and remaining MAKES THE COMMITMENT THAT WE WILL: Over the last five years DE&S has gone through a pace through our people, technology and innovation. deficiencies in our tools and processes to deliver better major transformation programme to improve delivery As an organisation we will also raise our ambitions to outcomes to our customers. There is a demand from grow our GREAT PEOPLE, of equipment and support to the front-line. Since 2014 equipping them with digitally- become recognised leaders in the delivery of military our military clients for greater pace and agility but not at we have operated as an arm’s length body with specific enabled skills equipment solutions. the expense of certainty in programme delivery. We will delegations to enable better delivery of programmes improve the value proposition that we offer. We will be and to realise financial benefits for Defence. We have more efficient in the way we deliver outcomes and be grown our specialist skills and capabilities in complex invest in our infrastructure and enable bold in stripping out non-value adding activity, creating acquisition, support and contract management, bringing our people to operate effectively, to a more agile organisation not constrained by traditional Mark Russell - DE&S Chair together professionals from the civil service, military and ensure we are a GREAT (and green) stovepipes and able to flex resource to meet the military ORGANISATION private sector. We have used our autonomy from central demand in a fast-changing world. We will also play Government to adopt a bespoke delivery approach, a leading role in supporting the Government’s wider optimised for the unique programmes we manage. As a Sir Simon Bollom - DE&S CEO priorities, from creating jobs and levelling up prosperity be at the forefront of GREAT result, we have delivered over 4,500 contract awards, with DELIVERY of complex and across the UK, to supporting exports and driving a value of more than £47 billion. This includes 80% of the integrated solutions to the UK’s environmental change. UK’s biggest and most complex defence programmes. Armed Forces 5 previous page next page Our identity | DE&S Strategy 2025

OUR IDENTITY

OUR MISSION Every year we deliver a OUR VALUES OUR CULTURE programme of work worth We have listened to our people and to our clients to We are proud of our culture – our focus on hitting OUR MISSION IS TO EQUIP AND SUPPORT understand what is important to them and how that milestones, the collaborative way we work with our THE UK’S ARMED FORCES FOR OPERATIONS over £10 billion. drives us. Using their feedback as the starting point partners and clients, and the professionalism and NOW AND INTO THE FUTURE. we have created four new DE&S specific values flexibility with which we deliver. As we look to the future Our 11,500 employees which, in time, will be woven through everything we will continue to promote a culture that enables people As a professional delivery organisation, we are supported we do. We will use these values to define the high with the right skills and behaviours to thrive and excel. by our status as a bespoke trading entity and an arm’s manage over 600 live standards to which we aspire, and the successes Through embedding our values we will also create a length body of the MOD. We have certain freedoms order book items at any that we celebrate. We will place them at the forefront culture which supports our future success – one that which help us to develop the skills we need and to one time. of our decisions and priorities – as an organisation, drives pace by challenging bureaucracy and delivers deliver significant financial benefits. and as individuals. innovation through curiosity and diversity of thought - and directly benefits our clients. We invest in our people to ensure we have the capabilities, thought leadership and professionalism We deliver over 80% Excellence. We constantly seek new demanded by our clients. Our hugely diverse mix of the MOD’s largest and innovative ways to be better. We of civil servants, such as engineers, project managers, and most complex deliver on our promises. commercial specialists and logistics experts, work equipment projects. alongside our military and private sector colleagues. Inclusivity. Everyone matters. We have clear accountabilities to drive ownership, We feel and offer respect, value and

I As we look to the future, decision-making and transparency. We are N Over five years we have Y acceptance. We seek out diversity C T L VI " supported by a tailored governance structure U SI awarded 4,500 contracts of thought and perspective. we will continue to promote with an independent board. a culture that enables worth over £47 billion. Collaboration. Together we are Above all, we are experienced professionals, able to stronger. We deliver more success people with the right skills C

deliver some of the most complex projects and support N O L O I through shared goals and mutual arrangements in the public sector – nationally, and LA T and behaviours to thrive We spend over £8 billion B O RA support. around the globe. every year on UK and excel " contracts which supports Integrity. We are trusted. over 88,000 jobs. We hold ourselves accountable for outcomes - good and bad. 6 previous page next page Our Journey | DE&S Strategy 2025

OUR JOURNEY OUR SUCCESSES

2021. GREAT PEOPLE GREAT DELIVERY GREAT PLACE TO WORK DE&S@21 DELIVERED • We modernised our people services • We supported the NHS through the • We launched Project Neptune and improved recruitment, such as Covid-19 pandemic by negotiating to standardise and simplify our 2018. training 1,500 hiring managers. We contracts and managing the supply processes. We created a change DE&S@21 strategy launched reduced the time taken to onboard of over four million items of critical portfolio to manage all our business We set our vision to 2021. We built on our Materiel Strategy to new people by 25%, and cut the medical equipment. This included change activity in one place. improve all aspects of our delivery around three themes: 2017. time spent on casework by 48%. 6,000 ventilators. great people, great delivery and a great place to work. DE&S transformation delivered Following our transformation programme, we • We improved our engagement • Between 2015 and 2020 we • We invested in new business tools, changed the way we operate and deliver. with our people through new reduced the underlying cost of such as globally recognised project 2014. We introduced new programme management performance management and the MOD's Equipment Plan by management software to improve Bespoke trading entity status established tools and a functional management model which internal promotion processes, £5.8 billion. In 2018, we hit our our ability to plan and control We became a bespoke trading entity and an arm’s aligned all our people to one of nine specialisms. We and a proactive approach to 10-year transformation efficiency delivery of our projects and length body of the MOD. We were given specific standardised over 11,000 job descriptions into 250 roles. inclusion and wellbeing. target, achieving this six years early. support arrangements. freedoms, such as how we manage and develop our people. This change enabled us to strengthen • We offered our people development • We tested fast-track acquisitions • We trialled new digital 2011. our governance, formalise our relationships with opportunities aligned to career for urgent items. For example, and virtual techniques to Materiel Strategy Launched our clients and be clear on what we were paths and rolled out leadership we delivered nano unmanned aerial improve support management We launched our Materiel Strategy, which set out how we would address responsible for delivering. development refresher training for vehicles for experimental trials and safety airworthiness systemic weaknesses through a radical transformation programme. 2,500 people. We provided over in 16 days. certification. We introduced new tools and processes to improve delivery and upskill one million training hours per year. our organisation, particularly in project management and project controls.

2009. • We launched an Industrial People • Our aircraft carrier programme • DE&S Digital Automation achieved ‘Gray report’ published Strategy to better support and team won best engineering and 660,000 automated transactions Bernard Gray’s report was develop our people working construction project at the National across the organisation, reducing published which highlighted across industrial roles. Every year Association of Project Managers manual tasks and speeding up how the defence acquisition we welcomed around 400 new awards for delivering the UK’s our processes. system needed to be graduates and apprentices into largest and most complex warship radically overhauled. our organisation. programme on time. 7 previous page next page Our Journey | DE&S Strategy 2025

TIMELINE OF SUCCESSES

March 2018: June 2019: November 2019: August 2020: April 2021: Chemical, Biological, Defence Equipment Sales Type 31 frigate March 2020: MITER contract, for the maintenance DE&S Digital achieved Radiological & Nuclear Authority secured £75m design and build P-8A Poseidon aircraft, a £3bn of construction & materials handling 660,000 automated Task Force removed nerve through sale of C130 Hercules contract with programme, achieved Initial Operating equipment, awarded and set to deliver transactions across agent from Salisbury to Bangladesh Air Force Babcock signed Capability £137m of savings the organisation

2018 2019 2020 2021

January 2018: December 2018: September 2019: December 2019: April 2020: October 2020: December 2020: New Surface Ships Typhoon Centurion Statement of Intent HMS PRINCE OF WALES handed to the DE&S enable Puma, Chinook & Wildcat Five Offshore Patrol 15-year munitions Support Model integrated new weapon signed with Italy on Royal Navy, marking the delivery of the helicopters to support the NHS during Vessel Batch 2 contract with BAE secured £444m of systems and software Tempest Carrier Programme the response to COVID-19 delivered on time Systems signed, worth efficiency savings upgrades 2-years early and to cost £2.4bn and securing and £62m below budget 4,000 UK jobs 8 previous page next page Our Future | DE&S Strategy 2025

OUR FUTURE

Advanced business tools, automation and a digitally- DELIVERING OUR STRATEGY We aim to deliver safe, secure and innovative savvy workforce will transform the way we support solutions at greater pace, recognising the OUR VISION capabilities and operate our organisation. In this strategy we have set out 25 measurable opportunities of the Information Age. actions, five per strategic priority, that show what OUR VISION FOR 2025 IS TO BE We are driven by our commitment to the 5. DELIVERY THROUGH PARTNERS. we are going to do differently. RECOGNISED LEADERS IN THE DELIVERY service men and women who place their trust Our achievements are shared with our partners OF MILITARY EQUIPMENT SOLUTIONS in the solutions we provide. We strive to be These actions will be driven by nominated leads within – in industry and internationally. Covid-19 and FOR THE INFORMATION AGE the best at what we do as leaders in military our business, managed through our formal change the associated challenges have strengthened our acquisition and support. portfolio. But to truly deliver this strategy, we are relationships with many of our suppliers and we will dependent on our people and the support of our wider build on this still further to jointly address performance stakeholder community. We expect everyone in our issues early and plan for the future. We will strengthen OUR STRATEGIC PRIORITIES organisation to understand, promote and drive these the resilience of our supply chains around critical priorities in their everyday activities – so that together we 1. PACE AND AGILITY FOR OUR CLIENTS. 3. DELIVERY THROUGH PEOPLE. capabilities, streamline the time taken to award are a professional delivery organisation fit for the future. contracts and support industry in mobilising their We will maximise the availability of our operational Our people are the key element in successful delivery. teams to support our clients’ priorities. We will measure how effective we have been in delivering platforms and systems and focus on delivering to We need their commitment and professionalism and we the strategy through our annual corporate performance agreed timescales. Working closely with our clients, will empower our people to help us achieve our mission, reporting. This includes performance against our we will look for opportunities to pull through new nurturing the diversity of skills and experience we need Objectives, Goals, Strategies and Measures approach technology and software releases quicker and bring to solve our toughest challenges. We will increase and our corporate key performance indicators. expertise and innovation to deliver the leading opportunities for learning and development, invest in our The changes we are making in our strategy are designed edge for the Armed Forces. leaders and deliver our Equality, Diversity, Inclusion and to improve our overall performance across all areas, Wellbeing Strategy. This will help us create and sustain a We are driven by our so this will become the ultimate test of whether we have 2. VALUE TO THE TAXPAYER AND SOCIETY. culture which will be critical to our success. " commitment to the successfully implemented and are realising the benefits of Leveraging the benefits of being an arms length body our four-year strategy. The key performance indicators for 4. ACCELERATED DIGITAL SOLUTIONS. we will be a more efficient and effective organisation, Service Personnel who reporting year 2021/22 are annexed separately. committed to making a positive impact to Defence and Digital technology is central to the capabilities we deliver. place their trust in the more widely. From helping Government “build back While our traditional focus on large platforms remains solutions we provide better” following the Covid-19 pandemic to tackling critical, we will also embrace new ways of integrating " climate change, we will play an important role in systems and data across the battlespace. supporting national priorities. 9 previous page next page Our Future | DE&S Strategy 2025

DE&S 2025

VISION:

O N I OUR VISION FOR 2025 IS TO BE RECOGNISED LEADERS IN THE DELIVERY N L O Y L I C I T OF MILITARY EQUIPMENT SOLUTIONS FOR THE INFORMATION AGE A T LU SI V B O RA

PACE & AGILITY FOR VALUE TO THE DELIVERY ACCELERATED DELIVERY THROUGH OUR CLIENTS TAXPAYER AND SOCIETY THROUGH PEOPLE DIGITAL SOLUTIONS PARTNERS

ACCELERATING ACQUISITION ACHIEVING NET ZERO OPERATIONS INVESTING IN LEADERSHIP ADOPTING DIGITAL LIFECYCLES DRIVING INNOVATIVE COMMERCIAL ARRANGEMENTS Pilot streamlined approvals and assurance processes by Reduce overseas travel by 50% and Deliver a leadership capability uplift Pilot digital test and evaluation projects Adopt a cloud-based e-marketplace for low-complexity 2022, reducing approval time to 1-3 months by 2023 pilot a Net Zero site by 2025 programme from 2021 to clear capabilities without the need for acquisition by 2023 live trials

EVOLVING TO FUTURE THREATS INCREASING SOCIAL VALUE MOBILISING OUR WORKFORCE ESTABLISHING COMMUNITIES OF INTEREST DEVELOPING SUPPLY CHAIN RESILIENCE Help our clients counter the threats posed by sub- A minimum of 10% of tender evaluation Launch a smarter working programme in Launch new communities of interest in Pilot digital supply chain mapping with suppliers for threshold operations and in new domains by, for weighting allocated to Social Value 2021 covering technology, infrastructure remote automation solutions and AI to share five critical capabilities by 2022 example, standing up a Space Delivery Team and policy DE&S expertise across our organisation

IMPROVING DELIVERY OPTIMISING OUR OPERATIONS VALUING OUR PEOPLE PULLING THROUGH TECHNOLOGY MOBILISING THE DEFENCE & SECURITY Deliver new tools such as P3M Release 4, Launch a programme to improve our Deliver a future HR system and reward Pilot an expeditionary robotic centre of expertise INDUSTRIAL STRATEGY Unifier, sub-ledger and MyHR to help us operations and deliver DE&S workforce offering by 2022 and our Innovation Bridge to be fully operational Pilot more flexible approaches to our grow as a professional delivery organisation plans for the next four years acquisition and support strategies

RESOURCING CLIENT PRIORITIES DELIVERING NET ZERO EMISSION CAPABILITIES GROWTH THROUGH LEARNING LEADING BUSINESS SOLUTIONS STRATEGIC PARTNERING Increase our organisational agility Reduce the carbon footprint of the equipment Launch a new DE&S learning platform by 2023 for our Over 200 process automated, apps and spreadsheets Scale-up supplier relationship and focus resource on our clients' solutions we deliver to support our clients in people to access all professional development opportunities reduced by 20% and 6,000 trusted data sets built management for all strategic and top priorities achieving their net zero targets by 2050 in one place critical suppliers

INCREASING AVAILABILITY DELIVERING EFFICIENCIES IN MILITARY CAPABILITY FOCUSING ON EQUALITY, DIVERSITY, INCLUSION & WELLBEING APPLYING AND USING DATA SCIENCE AND AI INTERNATIONAL Launch a Support Scale up our internal capability for delivering Build a more inclusive workforce by driving our equality, diversity, Build capability in fast-maturing technologies COLLABORATION Improvement Programme efficiencies and create four domain efficiency inclusion and wellbeing strategy and work with Defence Digital in creation of Create an international in 2021 hubs, supporting MOD in delivering £3 billion an AI centre collaboration centre of of efficiencies expertise MISSION: TO EQUIP AND SUPPORT THE UK’S ARMED FORCES FOR OPERATIONS NOW AND INTO THE FUTURE 10 previous page next page Our Future | DE&S Strategy 2025

FUTURE DELIVERABLES PLEASE NOTE: Timeline of events is based upon current plans, and the order within years is not a definite sequencing

P3M Release DE&S Hybrid 4 adopted and Working: Improved DE&S embeds Space Delivery Innovation Bridge becomes business Over 100 Processes information protection Multi-Domain Team stands-up fully operational as usual Automated zones launched Integration

GREAT PEOPLE. GREAT Pilot streamlined Pilot a Net Zero

GREAT ORGANISATION GREAT Support Improvement approvals and Dynamic DE&S learning Four DE&S Centres 250 Processes DE&S site by the Programme launched assurance processes platform launched of Expertise active Automated end of 2025

2021/2022 2022/2023 2023/2024 2024/2025 2025+

Future Maritime AH-64E Apache: First Equipment First E7 Wedgetail Marshall Air Support Programme Conversion of the Delivery Date for Airborne Early Traffic Control reaches Initial first Squadron the Typhoon Future Warning aircraft reaches Full Operating Capability Synthetic Training delivered Operating Capability GREAT GREAT DELIVERY Falkland Islands AJAX, multi-role Equipment Delivery Date for Type 31 Frigate Type 26 Frigate Boxer Mechanised Ground Based Air Armoured Vehicle, first autonomous Maritime First of Class First of Class, HMS Infantry Vehicle Defence reaches Initial achieves Initial Mine Counter Measures Float Out GLASGOW Float Out reaches Initial Operating Capability Operating Capability production system Operating Capability 11 previous page next page

1 IMPROVING PERFORMANCE PACE AND INCREASING AVAILABILITY AGILITY FOR FOCUSING ON SAFETY RESPONDING TO OUR OUR CLIENTS CLIENTS' PRIORITIES AIM - IMPROVE OUR ABILITY TO DELIVER PERFORMANCE AND SOLUTIONS AT PACE INTEGRATING SYSTEMS

Unmanned Aerial Vehicle during Exercise Olympus Warrior in Cyprus 12 previous page next page Pace and agility for our clients | DE&S Strategy 2025

IMPROVING PERFORMANCE

It matters to us that we deliver on our promises. Our clients depend on it, and our reputation is based on it. We, as an organisation and as individuals, need to take responsibility, exercise good judgement and take tough decisions.

We will be bold and balance risk when agreeing what we can deliver. We will respond faster to emerging issues, and we will further upgrade our project management tools to enable better decision-making. We will be ambitious in our drive to improve performance – and we will learn from each other.

INCREASING AVAILABILITY

We will ensure that supportability influences design from the outset, challenging ourselves to realise greater utility, longevity and exportability. For in-service capabilities we will design and implement optimised support solutions that deliver the availability and sustainability our clients require. We will balance reliability, maintainability and cost through the appropriate incentivisation of our suppliers within a culture of asset care. Our tailored support strategies will blend state-of-the-art processes with the increased exploitation of data, modelling and AI to improve health monitoring and prognostics, enabling us to anticipate and prevent failures and maximise availability.

Type 31 Frigate design 13 previous page next page Pace and agility for our clients | DE&S Strategy 2025

FOCUSING ON SAFETY We will streamline our assurance processes, consider Safety comes first. From ensuring the equipment our appetite for risk, use digital tools to improve our and capabilities we procure and support for our Armed reporting and focus on what’s important. This will help Forces is safe by design to ensuring we provide a safe our teams flex their size depending on the tasks and working environment for all our people. We will be become streamlined in the long term, supported by our persistent and diligent in our approach to safety, with central functional management teams. We will strengthen comprehensive application of safety management our balanced matrix by giving our functional teams the systems. We will resource our acquisition safety and powers to faster deploy our people to where they are environment roles with suitably qualified and experienced needed. New programmes will allow us to pilot rapid people and embed the effective management of acquisition approaches. hazardous materials using a robust records managements INTEGRATING SYSTEMS system. Equipment safety cases will comply with an agreed and robust standard. Future capabilities will need to be integrated across land, sea, air, space and cyber – and interoperable with our RESPONDING TO OUR CLIENTS’ PRIORITIES allies. We will play a leading role in this integration. Our ability to respond quickly and innovate to support We will use our position at the centre of Defence’s our clients’ priorities is enabled through organisational acquisition network to seek greater alignment across agility. In the face of rapid technological change and Military Command requirements and programmes. evolving threats, we will adapt at pace to support our We will engage with high-tempo experimentation clients’ needs. and exercise programmes to prioritise short-term interventions and support delivery of MOD’s ‘Integrated operating concept 2025’.

OUTCOMES

Confidence in our delivery Shorter acquisition cycle, with as a partner of choice streamlined approvals processes

Faster response to clients’ priorities More innovative products, developed through A Royal Marine from 45 Commando RM controlling a Black Hornet 2 Remotely Piloted Aircraft System (RPAS) on Salisbury Plain sharing expertise across organisations 14 previous page next page Pace and agility for our clients | DE&S Strategy 2025

Pace and agility for our clients Ends Ways Means Measures

1.1 Increased pace We will support MOD acquisition We will pilot streamlined Improved approval times, with a Accelerating of delivery. reform to improve areas where there approvals and assurance reduction in the average time to one- PATHFINDERS Acquisition are dependencies, particularly in central processes by 2022. three months by 2023. approvals and assurance. DE&S AND ROYAL NAVY “ONE TEAM” 1.2 Our clients are We will help our clients through We will launch a Space Delivery UK Space Command supported in the Evolving to supported in responsive and agile acquisition team in 2021. development of UK owned and operated The “One Team” portfolio programme aligns DE&S’s future threats implementing strategies, countering the threats We will deliver new agile satellites, providing military and civil ships domain and the Royal Navy’s transformation the Integrated posed by sub-threshold operations force protection electronic ‘dual use’ capabilities, by 2025. Review and and in new domains. countermeasures (ECM). A new ECM force protection operating programme to work as a single collaborative entity. Defence We will provide enhanced capability in 2024. The two organisations work in partnership to create Command sensors, including in land An outline business case in 2022 for a Paper. a highly efficient team tailored for the acquisition and electronic warfare. new land electronic warfare and signals support of ships, equipment and systems. As a result, We will grow our ability to deliver intelligence project. digitised battlefield capabilities processes are reduced and opportunities are more using AI, automation and rapid easily realised, speeding up delivery timescales. technology integration. We will ensure directed energy weapons are a credible military SPACE DELIVERY TEAM option in the future. The Integrated Review highlighted the importance of 1.3 Improved cost We will continue to grow as a We will deliver new tools, Programme maturity rating of four Improving and schedule professional delivery organisation. including P3M Release 4, Unifier, (Managed) in the Project Maturity space to operations and in countering UK threats. Our Delivery performance, We will upskill our people in their Sub-ledger and MyHR. Model, achieved by 2025. space delivery team will support Space Command and as well as professional specialisms, and invest in increased leading project management processes UK Strategic Command by providing a single interface delivery and tools, such as P3M Release 4 to link for the delivery of new capability. Our space team brings confidence. project costs and schedules. together, for the first time, space-related projects and experts. The team includes specialists in space dynamics 1.4 The correct We will have a professional support We will deliver our support Enhanced mission support and stock and orbital mechanics, space launch systems and Increasing levels of workforce enabled to exploit modern improvement strategy to availability, in line with our clients’ Availability availability technologies, analytical tools and rationalise, standardise and requirements. spacecraft design. Together they will help our clients for platforms, practices, including those provided automate our support tools and Optimised stock demand and supply in the delivery of the UK Defence Space Strategy. equipment and by the Defence Support Organisation. processes, and upskill aligned to our forecasting and resource commodities This will enhance mission availability our people. planning (F&RP). to meet and increase our responsiveness to Reduced customer wait times and our clients’ changing operational demands. improved management of Government operational furnished assets. needs. Optimised support solutions to improve reliability and maintainability.

1.5 Resourcing Rapid We will increase our organisational We will resource our clients’ top Top tier of our clients' priority order book Client adaptation agility and focus our resource on our priority activities. items resourced to 98% within 28 days. Priorities to resource clients’ and our business’ priorities. changing We will give our functional teams the priorities. right tools and authorities. 15 previous page next page

AFFORDABLE OPERATIONS

DELIVERING VALUE FOR OUR CLIENTS

RESPONDING TO 2 GOVERNMENT PRIORITIES VALUE TO THE INCREASING SOCIAL VALUE NET ZERO EMISSIONS TAXPAYER AND ACROSS OUR OPERATIONS SOCIETY AND INFRASTRUCTURE AIM - MAKE OUR INVESTMENTS GO FURTHER NET ZERO EMISSIONS ACROSS TO SUPPORT DEFENCE AND NATIONAL PRIORITIES MILITARY CAPABILITIES

The Royal Navy supporting the people of Anguilla and the British Virgin Islands 16 previous page next page Value to the taxpayer and society | DE&S Strategy 2025

AFFORDABLE OPERATIONS RESPONDING TO GOVERNMENT PRIORITIES

To support the implementation of the MOD’s Integrated We have a pivotal role to play in implementing the Review, we must improve how we work and maximise Defence and Security Industrial Strategy. It provides productivity. We are targeting a reduction in workforce the framework for ensuring that the UK maintains a costs over the next four years through more efficient world-class defence sector and drives investment and effective processes, structures and ways of working. and prosperity across the Union. We will leverage the While reducing our reliance on contingent labour, we £10 billion we spend each year with suppliers to support will also sharpen our resource planning to deploy the the Government’s aims of creating jobs, levelling right people in the right place, at the right time. We will up prosperity, improving the nation’s skills base and standardise our processes for our core business, and contributing to research and development. tailor our approach where risk and complexity are either We will also continue to have expertise which can be very low or very high. We will redouble effort on reducing relied upon by Government to support national priorities, non-value-adding activities, and empower our teams to similar to the role we played in securing and distributing perform at their best. personal protective equipment (PPE) during the Covid-19 response. We will identify opportunities for efficiencies DELIVERING VALUE FOR OUR CLIENTS in the acquisition of common requirements across the While the environment in which we operate is changing, national security community. And we will be proactive our mandate remains the same. We need to deliver in supporting central strategic decisions, which have an cutting-edge capabilities to our Armed Forces while acquisition and support angle. using public money in the smartest way possible.

Since becoming an arm’s length body, we have made a step-change in delivering efficiency savings in the equipment programmes we deliver, allowing our clients to buy more capability with their budgets. We will continue to We need to deliver cutting- drive forward improvements, embedding efficiencies into " edge capabilities to our our everyday activities. We will launch a programme of training and process improvements to enable our people to Armed Forces while be proactive in finding and seizing efficiency opportunities. using public money in the We will also take a tailored approach to our clients’ smartest way possible differing needs by establishing efficiency hubs in each of " our four domains. These hubs will work with our teams to Humanitarian Assistance and Disaster Relief team being put Reservists from 3rd Battalion The Royal ashore by RFA MOUNTS BAY’S MEXEflote in the Caribbean help deliver our future ambitious efficiency targets. Welsh unloading PPE at Cardiff Airport 17 previous page next page Value to the taxpayer and society | DE&S Strategy 2025

INCREASING SOCIAL VALUE We will use hybrid working to reduce overseas and We care about our impact on current and future domestic travel. By 2025 we will embrace smart power generations, and we will create outcomes that meet the usage and be well on our way to replacing our heating needs of our clients', communities and the environment systems with green energy solutions, and offsetting the we live in. Launched in 2020, the Government’s new carbon footprint of our operations. We will reduce reliance social value model will help us deliver economic, on fossil fuels through electrifying our vehicle fleet and environmental and social benefits through the contracts installing charging points at our sites. we award. We will allocate a minimum of 10% of the NET ZERO EMISSIONS ACROSS tender evaluation weighting to social value objectives, MILITARY CAPABILITIES such as tackling economic inequality, reducing waste and driving supply chain diversity. This will also help We will help the military reduce their carbon footprint us incentivise industry to develop low carbon solutions without adversely impacting their operational capabilities. that improve our defence capabilities and reduce Working together, we will shape future requirements support costs. to favour sustainable solutions, reduce support costs and use low carbon innovations and energy trends NET ZERO EMISSIONS ACROSS OUR developed for the civil markets. We will reduce the carbon OPERATIONS AND INFRASTRUCTURE in the capabilities we deliver by driving greater industry The planet’s future will be determined by what everyone transparency on whole-life CO2 footprint. To support our does to protect and restore the environment. Our estate clients in hitting their net zero targets, we will grow our and capabilities mean that we will play a pivotal role sustainable engineering expertise. in supporting MOD's contribution to achieving the Government's target of net zero carbon emissions by 2050 – and we aim to be net zero by 2040.

OUTCOMES

Reduced delivery times Access to world-leading Shared delivery expertise skills in industry

Greater productivity Increased prosperity Top, Offshore Patrol Vessel HMS SPEY, the Royal Navy’s greenest ship and social value Bottom, High G training facility at RAF Cranwell to train fighter pilots in countering the effects of G-force 18 previous page next page Value to the taxpayer and society | DE&S Strategy 2025

Value to the taxpayer and society Ends Ways Means Measures PATHFINDERS 2.1 Government We will deliver economic, We will adopt Government’s A minimum of 10% of the tender Increasing supported prosperity, environmental and social value model in contracts evaluation across all new contracts FUTURE COMBAT AIR SYSTEM (FCAS) social value to meet their social benefits through the under the Defence and allocated to social value objectives. commitments contracts we award. Security Public Contracts We will support the development of the future combat to weight Regulations by June 2021. air system to integrate crewed and un-crewed airborne social value in our tenders. systems. Entering service from the 2030s to 2075 and beyond, at a through-life cost of around £50 billion, it will

2.2 Headroom We will streamline the way we In 2021, we will launch Deliver DE&S workforce plans to bring significant long-term benefits to the UK economy. Optimising created to operate to improve delivery and a programme to improve 2025 to ensure our clients' priorities These will include employment, export and sustaining respond to reduce workforce costs. We our operations. are resourced, and our organisation our our world-class aerospace industry. It will require a new operations the demands will adopt more efficient and is lean and healthy. of MOD’s effective work processes and approach to agile collaborative capability delivery. Integrated structures while reducing our Review. reliance on contingent labour. The system approaches will be applicable to our other high-complexity projects, for example in the approach 2.3 Government We will cut carbon emissions on We will deliver a package of Overseas travel reduced by 50% by to digital acquisition, model-based systems engineering, 1 Achieving supported to our estate and in our operations carbon reduction initiatives by 2022. digital twinning and a ‘lean’ approach to certification of net zero achieve their by reducing waste, travel and 2025 to target net zero DE&S A net zero site piloted by 2025. climate change reliance on fossil fuels. We will operations by 2040. safety critical systems. operations Start offsetting the carbon footprint target of net offset our carbon footprint. of our operations and reduce zero emissions reliance on fossil fuels by completing by 2050. TYPE 31 FRIGATE a programme to electrify our vehicle fleet, and providing electrical In support of the National Shipbuilding Strategy and charging points at all of our sites. for the first time in the MOD, our Type 31 frigate project

2.4 Our clients We will drive sustainability into We will reduce the carbon Cadre of environmental team included prosperity as a key consideration in their Delivering supported new requirements to support footprint of the capabilities we professionals established. tender evaluation criteria for the £1.5 billion design and in reaching our clients in achieving their net deliver and support by 2050. net zero Use excess carbon savings from build contract. The prosperity criterion was aligned emission their net zero zero targets by 2050, without DE&S operations and infrastructure capabilities emissions hindering their performance. to offset targets to reduce carbon to programme outputs and considered supply chain targets. emissions from military capabilities. development, exportability, skills, industrial productivity and socio-economic factors. As a result, the contract 2.5 Maximising the We will be proactive in We will scale-up our efficiency Support MOD in delivering £3 billion Delivering capability we seeking and seizing capability building programme of efficiency savings in the 2021- includes considerable social value benefits, including a efficiencies deliver to our opportunities to deliver and create four domain 2025 period. focus on local employment, a community development in military clients. equipment programme efficiency hubs that will fund and investments in research and development. capability efficiencies by improving provide efficiency experience the tools, skills and where it can achieve the This approach also incentivised the contractor to make experience required. greatest return. a sizeable capital investment in their shipyard, thereby

1Compared to 2019/20 baseline supporting any future work. Tempest Future Combat Air Systems concept 19 previous page next page

ENABLING GROWTH 3 THROUGH LEARNING FOCUSING ON DIVERSITY DELIVERY AND INCLUSION

THROUGH VALUING OUR PEOPLE

PEOPLE INVESTING IN OUR LEADERSHIP AIM - A DIVERSE AND PROFESSIONAL WORKFORCE, EMPOWERED AND EQUIPPED TO DELIVER EXCELLENCE EMBEDDING OUR VALUES

DE&S HQ Abbey Wood 20 previous page next page Delivery through people | DE&S Strategy 2025

ENABLING GROWTH THROUGH LEARNING VALUING OUR PEOPLE

To improve our performance as an organisation, and as We value the commitment and professionalism of our individuals, we must provide access to the right learning people. In return, we offer a unique set of benefits – from and development. We have already started this process some of the most rewarding roles in the public sector for our commercial, finance and project professionals, and through to a fair and competitive rewards package. will now expand on this to help our people develop both We will future proof our organisational structures and the general and specialist skills they need for their roles modernise our employee and manager support services. – now and into the future. We will simplify our learning We will invest in new technologies, infrastructure and offer by setting out what accreditation, qualifications, policies for smarter working, providing our people with experience, knowledge and skills our people require more autonomy and choice so that they can select the based on their specialism and seniority. best way of working depending on their piece of work. To ensure our people can access a wide range of learning We will support alternative working patterns and promote opportunities, and create consistency in the way we a hybrid model to allow a greater mix of remote and office operate, we will provide a new learning platform. working. This will minimise the need for geographical This will be supported by new learning tools and moves, enable a more flexible approach to resource methods. We will align learning to our values and help assignments and improve recruitment, retention and our people apply them in their daily work. career opportunities for our people.

FOCUSING ON DIVERSITY AND INCLUSION

We must reflect the richness of the society we serve. Not only is there a clear and moral case for improvement, An inclusive DE&S will be but our success is dependent on our people’s diversity of thought, perspectives and experiences. An inclusive " stronger, more diverse and DE&S will be stronger, more diverse and resilient. resilient. We need leaders We need leaders who can embed equality, diversity, who can embed equality, inclusion and wellbeing into our culture through communication, education and action. We will support diversity, inclusion and employee networks and improve outreach engagements wellbeing into our culture with under-represented communities to increase the through communication, diversity of our people. We will ensure our policies embrace and promote equality and diversity, and invest education and action From left, DE&S staff at Defence Fuels, West Moors. DE&S " HQ Abbey Wood. Defence Munitions, Crombie. Manchester in more inclusive ways of working. 21 previous page next page Delivery through people | DE&S Strategy 2025

INVESTING IN OUR LEADERSHIP

Our leaders, at all levels, are instrumental in shaping our culture and performance. Good leadership unlocks our Great leadership ability to inspire others, take tough decisions, challenge " bureaucracy, increase empowerment and foster inspires others to inclusivity. We will invest in leadership development for take tough decisions, all, and it will play a more central role in our policies, challenge bureaucracy, performance reporting and assignments. We will also promote greater accountability and delegation, and increase empowerment mandate empowerment measures for all future and foster inclusivity change proposals. "

EMBEDDING OUR VALUES

Our values of excellence, inclusivity, collaboration and integrity will help our people and clients to understand what drives our decision making and what underpins our behaviours. They are the enduring principles that enable us to deliver on the priorities set out in our strategy and will shape our culture in the long-term. Over time our values will become embedded into Defence Munitions Crombie our processes, including performance management, reward and recognition, recruitment and learning and development. We will work with our people to set out OUTCOMES what our values mean for us, refine the definitions, showcase exemplars and ensure they become truly Empowered and motivated Organisational agility and Evidence-based embedded into our daily working, in a way that works people delivering at pace resilience to emerging people practices for our people and our clients. challenges and opportunities

Managers and employees Great ideas unlocked equipped to deliver, with the through innovation and right skills and knowledge diversity for the future 22 previous page next page Delivery through people | DE&S Strategy 2025

Delivery through people Ends Ways Means Measures PATHFINDERS 3.1 Our people We will finish and implement We will deliver a Employee satisfaction increased. enabled our reward review. We will future HR system Valuing our At least £5 million per annum in savings. STRATEGIC WORKFORCE PLANNING people to deliver. also modernise the support and reward Manage preventable workforce attrition at 6% we provide to our people. offering by 2022. or below per annum. It is essential that we foster and grow the skills we require for the future. Our aim is to think ahead of our clients’ 3.2 Our people We will use a hybrid working We will launch Projects able to assign resource flexibly from any needs by taking a long-term approach to skills planning, Mobilising can give model to bring the work a smarter pan-defence location. targeting specific gaps through strategic workforce our their best, to our people, to improve working workforce wherever they recruitment and retention programme planning. This will allow us to be more responsive to are located. of the best talent from in 2021 covering strategic trends, tailor the professional development we across the UK, regardless of technology, geographical location. infrastructure offer and be flexible in sharing skills with fellow enabling and policy. organisations such as Defence Digital and the Submarine Delivery Agency. 3.3 The skills We will consolidate learning We will launch a Improved learning and development website Growth demanded of so that our people understand learning platform launched in 2021. through a professional their function’s learning for our people All employees able to access the learning FUTURE HYBRID WORKING learning delivery requirements and can access to access all opportunities they need to undertake their role, organisation. a wide range of professional professional wherever they are. Hybrid working will allow us to transform our ways of development opportunities. development Improved percentage of accredited professionals working, technology and infrastructure so that it best opportunities in priority areas, such as commercial, finance, in one place, meets the diverse needs of our people. Our people will integrated logistics and project management. by 2023. be empowered to make decisions about when, where and how they work, in agreement with their delivery 3.4 The right We will invest in leadership We will deliver 4,000 people offered a leadership uplift. Investing in culture development to ensure a leadership By 2022 this will include: 90% of our senior managers, to achieve the best outcomes and live leadership established our managers lead in an capability uplift leadership group; and 75% of our level 4 and balanced, healthy lives. It will also help foster innovation, for the future. inclusive, empowering programme level 5 community. and supportive way. from 2021. professional development, collaboration, creativity and connectivity.

3.5 The best We will create a culture where We will build By 2022, representation of under-represented Focusing people with inclusion and wellbeing are a more inclusive groups in DE&S civilian staff increased to: on equality, the best ideas. integrated into day-to-day workforce • Female – 35.5% diversity, practices. We will develop by driving • Black, Asian and Minority Ethnic – 7.5% inclusion & policies that promote our Equality, • Lesbian, Gay and Bisexual – 3% wellbeing equality, diversity, Diversity, • Disabled – 10.5% inclusion and wellbeing. Inclusion Perceptions of bullying, harassment and and Wellbeing discrimination halved by 2025. Strategy. Parity ensured in probation and performance appraisal across and between different groups.

DE&S HQ Abbey Wood 23 previous page next page

4 ACCELERATED AI AND DATA SCIENCE CAPABILITY CENTRES DIGITAL OF EXPERTISE

SOLUTIONS FUTURE BUSINESS SOLUTIONS AIM - DRIVE DIGITAL SOLUTIONS FOR BUSINESS AND BATTLESPACE ADVANTAGE COMMUNITIES OF INTEREST

The operations room in HMS KENT 24 previous page next page Accelerated Digital Solutions | DE&S Strategy 2025

AI AND DATA SCIENCE

AI will allow us to improve and accelerate how we interpret events, make decisions and take actions. The applications are limitless. In the battlespace, we are exploring autonomous and self-optimising weapon systems. And in the business space, we will expand our process automation and data analytics programmes. We will use machine learning to continuously improve as we operate. We will also apply advanced data science tools to gather new and predictive information from rapidly expanding data sets.

CAPABILITY CENTRES OF EXPERTISE

A modernised Defence is dependent on us harnessing specialist business and technical expertise. Working with our clients, we will bring together separate capability projects into centres of expertise, supported by multi-year funding and underpinned by goals to exploit the benefits of key technologies. They will act as pools of knowledge, drawing on industry, academia, military operators, Defence Digital and Dstl.

We will also create an ‘innovation bridge’ to bring these partners together. We will create a physical hub for the bridge in our headquarters in Bristol, and use advanced collaboration tools to allow participation from anywhere in the world to generate the best ideas.

An infantry soldier from the Rifles training for operations with an Expeditionary Robot in Salisbury Plain 25 previous page next page Accelerated Digital Solutions | DE&S Strategy 2025

FUTURE BUSINESS SOLUTIONS COMMUNITIES OF INTEREST

Global trends show that organisations with a greater We will use cutting-edge solutions, setting up pan- use of digital technology are the most effective and domain communities of interest to identify in-house resilient. We will integrate our corporate tools and create excellence, share good practice and drive enterprise-wide better connected systems with MOD. We will plug into change. These communities have proved successful in Defence's digital backbone, a single secure cloud- electronic warfare, and we will expand them to new based platform through which we will exploit our data, areas, such as robotics and autonomous systems, enabling faster and improved collaboration with our and data analytics. Our people will be inquisitive and clients and partners. We will promote the use of digital innovative, taking risks to rapidly exploit ideas. twin technology to conduct virtual trials and evaluation, Horizon scanning with Government, industry, and apply digital assurance and certification at design academia and international partners will be the norm. to reduce our delivery times. Real-world environmental digital trackers on our smart weapons will help us maximise the life of our systems. We will also introduce a product lifecycle management toolset, linked to Our people will industry partners, that puts digital data at the heart of our " acquisition and support lifecycles. Taken together, this will be inquisitive and accelerate the speed and reliability of capabilities as they innovative, taking risks reach the hands of the operators. to rapidly exploit ideas "

OUTCOMES

Access to battle-winning People freed up for Improved support solutions technologies value-adding activity and availability, enabled through better data science and AI Best practice shared Increased organisational across domains resilience Top left, British Army Joint Terminal Attack Controllers (JTAC) practice low level skills by day and night in Kenya. Bottom, World leading solar powered High Altitude Pseudo Satellite (HAPS) sits on the runway at the Yuma Proving Grounds 26 previous page next page Accelerated Digital Solutions | DE&S Strategy 2025

Accelerated digital solutions Ends Ways Means Measures

4.1 Our clients We will play a proactive role in defence We will pilot an Innovation bridge fully PATHFINDERS Pulling have access to innovation. We will connect with military expeditionary operational, providing cutting-edge operators, industry, academia, the Defence robotic centre the infrastructure for through INNOVATION BRIDGE technology technologies. Innovation Unit, Dstl, the Defence and Security of expertise. collaborations by April 2022. Accelerator and other Government departments Host four centres of expertise This new collaborative space will connect our people with and agencies to rapidly pull through new or by 2024. emerging technologies. To help us meet system clients, users and partners to solve problems in real time. requirements, we will establish centres of Teams will utilise modern digital solutions to bridge the expertise for key capabilities. current gap between experimentation and exploitation of 4.2 Increased We will improve the integration of our corporate We will deliver By 2025: emerging technology. The Innovation Bridge will create Leading efficiency and applications, automate our business processes, a programme Number of apps and collaboration in real time, encourage greater risk appetite business effectiveness, and improve our management information and of digital business spreadsheets reduced by 20%. with our people data quality. solutions. and accelerate the growth of our performance driven solutions Over 200 processes free to focus on automated. culture – all to rapidly respond to our clients’ needs. priority activities. 6,000 trusted data sets built.

EXPEDITIONARY ROBOTICS 4.3 Accelerated We will apply advanced tools to improve We will build By 2025: CENTRE OF EXPERTISE Applying decision making. customer supportability and remove capability in these Sufficient skilled data science Paving the way for future delivery teams, our Future and using redundancy, cost and inefficiency. We will use fast-maturing employees. our rapidly-expanding data sets to improve technologies and data science AI sub-strategy delivered. Capabilities Group will launch the expeditionary robotics and AI health monitoring, prognostics and platform work with Defence availability, and deliver more insightful Digital to support New data science software centre of expertise in collaboration with the Army. It will modelling services. the creation of an tools introduced. be a focal point for unexplored, high-risk but rapidly AI centre. Adoption of AI tools maturing technologies to deliver operational advantage and techniques across delivery teams. on the battlefield.

4.4 Accelerated We will bring digital solutions into our design, We will pilot digital Requirements for the use An experienced pool of staff who have specialist Adopting delivery test, assurance and through-life support test and evaluation of digital twins and the knowledge in this technology will work closely with digital timescales and activities. This includes the use of digital projects to clear provision of data to support operators and the wider Defence innovation network to lifecycles reduced project twin technologies for trials, big data analysis capabilities without product lifecycle management and support costs. to improve support, digital environmental the need for included in new contracts. bring together related projects and maximise advantage tracking for equipment, and the digitisation of live trials. Digital certification from this novel capability. certification and assurance evidence. protocols agreed.

4.5 Our clients We will bring together our people’s knowledge We will launch a Sharing expertise and Establishing provided with and in-house expertise in niche technology new community of best practice seamlessly is communities access to areas, across domains, to share best practice interest in robotic business as usual by 2023. of interest our skills and and identify new opportunities for exploitation. and autonomous expertise in niche systems, and AI. capability areas. An X2 unmanned ground vehicle (UGV) on display at a capabilities

demonstration at AWE20, undergoing Army experimentation 27 previous page next page

5 WORKING WITH OUR SUPPLIERS IMPLEMENTING THE DEFENCE AND SECURITY INDUSTRIAL DELIVERY STRATEGY

THROUGH SECURE SUPPLY CHAINS

PARTNERS INTERNATIONAL AND EXPORTS AIM - ATTRACTING AND WORKING AT PACE WITH DIVERSE, RESILIENT AND INNOVATIVE SUPPLIERS AND PARTNERS PROTECTING OUR CAPABILITIES

UK F-35B Lightning fighter jet during Westlant 19 on HMS QUEEN ELIZABETH 28 previous page next page Delivery through partners | DE&S Strategy 2025

WORKING WITH OUR SUPPLIERS We will use our improved relationships with our strategic We succeed only if industry does too. Productive suppliers to optimise the flow-down of terms and supplier management, built on shared information, is conditions and to stimulate small and medium enterprise the keystone to open and trusted relationships. We will (SME) involvement. And through targeted implementation work together to seize opportunities, address issues, of social value policy, we will work with prime contractors improve transparency and share common data. We will to create new businesses, new jobs and new skills while make full use of the relationships we have built through increasing supply chain resilience. the cross-Government strategic partnering programme. SECURE SUPPLY CHAINS We will continue to roll out standardised management information to improve delivery confidence and supplier Our outputs, and therefore our national security, are performance. We will consider new approaches to dependent on the resilience and competitiveness of our commodity acquisition, and scale-up the application key suppliers. We will better understand the supply chains of category management to reduce the number of our of our critical and priority programmes to ensure that they contracts and improve value and delivery timescales. remain secure, mitigating fragility where needed. We will also improve portfolio planning by sharing future requirements where we can, and more widely. Changes to our internal approvals and assurance processes will accelerate the process from tender to contract award, Productive supplier allowing our suppliers to mobilise faster. " management, built on

IMPLEMENTING THE DEFENCE shared information, is the AND SECURITY INDUSTRIAL STRATEGY keystone to open and trusted We will play our full role in implementing the Defence relationships and success and Security Industrial Strategy. We will work closely " with central MOD to take a more strategic approach to industrial capability that is critical to our strategic To retain competitive advantage in the digital age, we and operational needs, including supporting central will also drive greater diversity into our supply chain MOD and the Military Commands in the development by engaging key suppliers, SMEs and class-leaders and delivery of segment strategies. We will adopt beyond our traditional supply base. For example, for low a more flexible approach to acquisition based on complexity acquisition we will disaggregate requirements understanding the markets, the technologies, national and launch a dynamic, cloud-based e-marketplace to security requirements and the prosperity opportunities. help us tap into a wider number of suppliers. The forward section of Type 26 HMS GLASGOW departing the shipyard on the River Clyde 29 previous page next page Delivery through partners | DE&S Strategy 2025

INTERNATIONAL AND EXPORTS The threats to the resilience and security of our Collaborative acquisition with allies, where our needs capabilities can come from a number of vectors align, can help us achieve more affordable, interoperable including espionage, interference, coercion, sabotage, and technologically-advanced capabilities. We will disinformation, cyber operations and intellectual property remain at the forefront of delivering state-of-the-art theft. It also includes the sophisticated and growing threat joint programmes with NATO partners and other allies, from hostile actors to acquire or undermine defence or and increase international industrial collaboration. We dual-use technologies and the broader industrial base will work closely with MOD to align strategic priorities, and the supply chains within. We will continue to improve ensure collaborative opportunities are considered early the way we identity and manage our cyber, security and and systematically, and provide international delivery resilience risks, and those of our clients, by adopting a expertise. We will champion the renewed focus in the new holistic approach to security through the life of our Government’s Defence and Security Industrial Strategy on projects. With the support of our clients we will increase delivering export success at every stage. We will ensure the use of security cases to drive "secure by design" that exportability is considered in all our main acquisitions principles from the outset of new equipment projects. and support new Government-to-Government and cross- We will increase security awareness and education for departmental approaches to defence sector exports. our people and our suppliers. We will introduce a new Industry Personnel Security Assurance system to increase

PROTECTING OUR CAPABILITIES the maturity of personnel security governance in industry, helping to protect against insider threats beyond security Our equipment and capabilities, and the sensitive vetting. We will also strengthen our plans to protect our information and technology that underpin them, must most critical, sensitive and vulnerable assets. Building on be protected so that the UK can maintain its operational a strong, independently assured foundation of ISO27001 independence. It is a critical requirement that we share certification for Information Security Management, we will with our industry partners and applies from concept, also continue to invest and improve our cyber defences through to operational use, through to disposal. year on year.

OUTCOMES

Partnered approach Market insights Reduced barriers and to delivery improved timescales

Improved value and Increase in UK exports Secure supply efficiency of delivery and employment Top, Boxer 8x8 state-of-the-art multirole armoured fighting vehicle to be delivered to the Army. Left, Autonomous Mine Counter Measures vessel. Right, E7 Wedgetail 30 previous page next page Delivery through partners | DE&S Strategy 2025

Delivery through partners Ends Ways Means Measures PATHFINDERS 5.1 Effective We will align our activity with strategic We will create an By 2023: International capabilities international priorities set by Ministers international collaboration Clear career pathways SUPPLY CHAIN RESILIENCE TOWER collaboration delivered and MOD. This will help us improve and centre of expertise. established to retain and strategic diversify our partnerships, maximise and develop an It is important that we oversee the end-to-end supply cooperation with value, advance technology, increase international cadre. international export opportunities and improve chain process for our critical capabilities, from source Resourced forward plan partners enabled. interoperability. for engagements with and manufacture through to delivery. The tower will international partners and enable a critically close and collaborative commercial organisations, identifying collaboration and export relationship with our prime contractors. Threats and risk opportunities. intelligence will be continuously scanned and mitigated. Analytics will allow us to predict the security of supply 5.2 Support for the In response to the Defence and We will pilot more flexible Support MOD in the design and adapt our approaches. Mobilising UK’s operational Security Industrial Strategy, we will and nuanced approaches and delivery of segment the Defence independence. support MOD and Military Commands to our acquisition and strategies from 2021. & Security in the development of segment support strategies. CATEGORY MANAGEMENT – GAS TURBINES Industrial strategies for key capabilities, such as Strategy shipbuilding. We will adopt changes in We are taking a category approach to the acquisition acquisition policy to protect operational independence and promote prosperity. and support of gas turbine engines across our entire business through collaboration with industry partners. 5.3 Access to the We will identify and address We will pilot digital supply No unexpected or This will help deliver cost efficiencies, improved value for Developing capabilities and vulnerabilities in our supply chain to chain mapping with unmitigated supply chain supply chain items we need. ensure we remain resilient, secure suppliers for five critical failures causing disruption money and supply sustainability. It will also drive bespoke resilience and diverse. capabilities by 2022. to our delivery by 2025. negotiation strategies, strengthening our partnerships with industry. 5.4 Productive We will adapt our relationships with We will scale-up supplier All critical and strategic Strategic relationships industry to focus on the strategic needs relationship management suppliers have a tailored partnering embedded with and future priorities set out in the for all strategic and governance framework our suppliers. MOD’s Integrated Review. critical suppliers. and development roadmap by 2023.

5.5 The defence We will take a category approach to We will adopt a cloud- 80% of low complexity Driving sector helped acquisition, including low-complexity based e-marketplace acquisition conducted using innovative to do business acquisition through a cloud-based for low-complexity the cloud-based purchasing commercial with us. eMarketplace. This will enable more acquisition by 2023. system by 2025. arrangements agile, streamlined purchasing for clients.