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DE&S Strategy 2025

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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.
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