MOD Defence Capability Framework Accessible Jul22

The Defence
Capability Framework
July 2022
2 The Defence Capability Framework
The Defence Capability Framework 3
Foreword
The brutal, illegal invasion of Ukraine serves The Defence Command Paper signalled
as the most pressing reminder of the need the biggest transformation of our Armed
for Defence and the importance of NATO as Forces since the fall of the Berlin Wall,
the bedrock of the UK’s security. Russia’s making them more effective, more agile,
actions reinforce the conclusion of the more adaptable and more persistently
Integrated Review and Defence Command engaged. The Defence Command Paper
paper that Russia continues to pose the set out the plan to strengthen our alliances
greatest nuclear, conventional military and with new and existing partners, build on
sub-threshold threat to European security. a more permanent overseas footprint and
Our approach in the Integrated Review was had NATO at its heart. It was supported by
threat led. Accordingly, we continue to learn the settlement of an additional £24 billion1
from the situation in Ukraine and will review over four years allowing us to invest more in
our capabilities and readiness levels in the our armed forces’ capability. The Defence
light of events and lessons identified. What Capability Framework has been informed by
seems clear, so far, is that the conflict has the Integrated Operating Concept (IOpC) and
not changed our long-term priorities and that the requirement for our forces to deter and, if
the threats and challenges outlined within necessary, defeat our adversaries in conflict,
the Defence Command Paper endure. as well as compete below the threshold of
The Defence Capability Framework provides armed conflict. The IOpC also requires our
a longer term demand signal to industry. It armed forces to deliver a more dynamic
has been developed in line with our current posture through persistent engagement
policy and is intended to focus the collective and to be integrated across domains and
efforts of Government and industry in the across government, with an increased
areas that matter most; allowing us to adapt focus on the domains of space and cyber.
to existing and emerging threats. These requirements have driven our future
capability plans and investment priorities,
which are detailed within the Equipment Plan
(EP) 21 and are set out in more detail in the
Defence Capability Framework.
1. £16.5bn over previous planning assumption of

0.5% real growth.
The spending review settlement has put The Defence and Security Industrial Strategy
the department on a sounder financial (DSIS) aims to establish a deeper, more
footing, with the EP 21 setting out how our productive, strategic, and sophisticated
military capability will evolve to meet the relationship between Government and the
changing threats articulated in the Defence Defence and Security industries, with greater
Command Paper within an affordable cost transparency and collaboration on capability
envelope. New funding and a clear vision development being key enablers of this new
have given us the opportunity to ensure approach. We recognise the importance
that ambition and resources are in balance. of Defence industry to long-term capability
Much of the equipment programme over advantage, and we will work in partnership
the next ten years is well established, but with industry to help deliver our equipment
there are still choices to be made on how plan, with an increased focus on the social
we deliver the capabilities we need. There is value and the development of the skills base
financial headroom within the EP to enable that our partnership provides for the UK. In
future investment to exploit the outcomes future, we will continue to work with industry
of our Research and Development, exploit on how our military capability requirements
emerging technology and to further develop are set as well as how solutions to the threats
and enhance our capabilities; this will allow and capability challenges are generated.
us to adapt to emerging threats, challenges
and learn from world events like those we
have seen in Ukraine.
As set out in DSIS, we are determined to be The Defence Capability Framework has
more open and transparent about our future been developed with input from industry and
capability requirements, to help provide the UK Defence Solutions Centre (UKDSC).
industry with a clearer demand signal and We will continue to develop our plans in
to focus our collective efforts on the area’s partnership with industry; section 6 of this
most important to the UK. The Defence paper outlines some of the ways industry
Capability Framework is part of that journey, can work with us, but we recognise that
it provides our approach to and priorities the relationship with industry will need to
and plans for military capability development, develop over time. Nonetheless, publishing
drawing from our other published strategies, the Defence Capability Framework is one
for example the Defence Space Strategy. step in establishing a more productive and
It articulates our overarching priorities for strategic relationship between government
future capability and provides greater detail and the defence and security industries.
on planned investment within the current Through being more transparent about our
equipment plan (Annex A). The Defence future approach to capability development
Capability Framework is not intended to and focussing the collective efforts of
define all our industry segment strategies, Government and industry we want to
which will be developed iteratively over the maximise the capability we deliver for our
next few years as described in the DSIS. armed forces.
Jeremy Quin MP
Minister for Defence Procurement
Contents
1. Introduction 8
2. Military Capability Development – 11
shaping the Equipment Plan
3. Guiding Principles for Capability Development 14
4. E
nduring Capability Challenges and 18
Priorities for Development
i.
Pervasive, Full Spectrum, 20
Multi-Domain Intelligence, Surveillance
and Reconnaissance (ISR)
ii.
Multi-Domain Command & Control, 23
Communications and Computers (C4)
iii.
Secure and Sustain Advantage 27
in the Sub-Threshold
iv.
Asymmetric and Hard Power 30
v. Freedom of Access and Manoeuvre 36
(FOAM)
5. Measuring Success: Transforming Test and 41
Evaluation
6. How to engage with the Ministry of Defence 43
Annex A: Setting the context: Capability Plans

to enable Integrated Force 30
1. Introduction
1. In November 2020, the Prime Minister 2. The Defence Capability Framework
announced an increase in defence outlines our guiding principles that will
spending over four years of an additional inform our approach to investment
£24 billion2 to meet the threats set out in decisions, how we develop military
the Integrated Review. This has allowed capability over the next decade and
us to make significant new investment address the enduring capability
over the Spending Review period and challenges. The enduring capability
beyond. These include investments challenges3, outlined later in this paper,
across five domains, with a particular are aligned to threats we believe will
focus on space and cyber, increased intensify and provide the basis for our
investment in research and development, understanding and prioritisation of future
renewal of the deterrent, upgrades to our capability development to support
current equipment and more investment the IOpC. Whilst most of our current
in equipment support that will drive investment will be on delivering and
improvements in readiness and availability. supporting capabilities that are already
in our plan, these capability challenge
areas signal our focus for future capability,
which should guide industry’s plans. In
this, we recognise that Military Capability
is about more than just equipment, it
is the combination and integration of
equipment alongside our infrastructure,
personnel, information, data, concepts,
and training; but given the high level of
spend on the EP this paper focuses on
equipment capability (both physical and
digital) and builds on the plans set out
in EP21. By doing so we hope to focus
Defence and industry resources on these
challenges, they offer the opportunity for
the UK to develop the technology and
capability that will provide a decisive edge
in future military conflicts.
2. £
16.5 billion over previous planning assumption of 3. Initially outlined in the MOD’s Science & Technology
0.5% real growth. Strategy 2020.
3. Relationship with DSIS and other 4. This paper builds upon our current
industrial segment strategies. The plan, our operating concept and the
Defence Capability Framework has policy context set by the Integrated
been developed, in consultation with our Review, to prioritise our capability
industry partners, to be more transparent development over the coming years.
about our ideas and plans and to support These requirements will continue to
the implementation of the DSIS. It does be refined alongside industry and
not represent our priorities for sovereign elaborated upon within other strategies
capabilities. Individual segment strategies4 and publications as our understanding
will be published in due course covering of opportunities available and the threat
our sector-by-sector considerations on landscape evolves.
on-shore capability requirements. The
Defence Technology Framework (DTF)
sets out our strategic assessment of our
most critical technology families, together
with their most relevant applications
areas and the capability outcomes we are
looking to generate to deliver operational
and strategic advantage. The Defence
Capability Framework sits above the
DTF, with the technologies outlined in
the DTF supporting the development of
the solutions to the enduring capability
challenges.
4. Further information can be found in Annex A of the

DSIS (page 80).
2. Military Capability
Development – shaping the
Equipment Plan
5. The Equipment Plan (EP) 21 articulates by using the headroom available, money
the changes that were funded through set aside in the plan for exploitation
the increased investment in defence of Research and Development or by
spending to reflect the changes to deliver adjusting our plans, where circumstances
the Integrated Review, whilst balancing have changed, and we judge it sensible to
cost and budget. It details the ten-year do so. Any changes and re-prioritisation
programme where, over these years we make will be guided by the principles
from 2021/22, we plan to spend £238 and enduring challenges outlined in this
billion on equipment procurement and paper, emerging technology opportunities,
support, which is an increase of £48 evolving threats and world events.
billion from the previous EP report5. We 6. The EP has £4.3 billion of headroom
anticipate spending around £124 billion over ten-years and, from 2025/26
on support over the next ten years, with onward the department has set aside a
around half of this not yet committed, further £4.1 billion to develop and exploit
giving us opportunity to consider how emerging technology. As programmes
best to sustain our capabilities and mature this funding will enable us to
achieve greater readiness, availability and continue to develop new and innovative
deployability. The Equipment Procurement capability, prioritising our investment
Programme over the next ten years, against relative threats and opportunities
where we are spending £114 billion, to have best effect. This is, however,
is now well defined with many major dependent on the successful delivery
acquisitions set over that period, largely of our core programmes which relies
due to capability planning decisions taken on industry delivering to time and
during the Integrated Review. It is not, cost. Failure to deliver these on time and
however, immutable. The rapidly changing to budget may lead to pressure on our
global security environment means that available resources and limit scope for
it is vital that our investment plans future investment.
remain flexible and adaptable. We
must be ready to make changes, either
5. E
quipment Plan 2020.
Figure 1: Chart showing change in ten-year total spending by Top Level Budget (TLB)
for the total Equipment Plan
Figure 2: Chart showing change in ten-year total spending on equipment support by TLB
Figure 3: Chart showing change in ten-year total spending on equipment procurement

by TLB
3. Guiding Principles for Capability

Development
Key Priorities for the Defence Command Paper
• Capability modernisation: reversing hollowing out and retiring older legacy equipment.
• Maximising investment in new equipment which can meet the threat in a competitive age.
• A highly skilled workforce, with fewer personnel, more spent on availability and
focussed on forward presence.
• Agile and digitally enabled to support multi-domain operations.
• Investment across five domains – including a new investment in space and cyber.
• Focus on investment in R&D.
• Renewing the deterrent.
7. We have seen a resurgence of ‘great 8. The capabilities that we develop over the
power’ across the globe, posing a next ten-fifteen years need to contribute
challenge to the UK, our allies, and towards the priorities set out in the DCP
the international rules-based order. and support the IOpC6. In this context, to
As identified in the Integrated Review deliver effective military capability, we will
and shown by its actions in Ukraine, be guided by the following principles
Russia poses the greatest military, sub- for our capability development and
threshold, and geopolitical threat to investment decisions:
European Security. Moreover, as the • G
uiding Capability Principle 1:
Integrated Review made clear, China Deterrence – Credible and Capable.
is an increasingly assertive competitor, Deterrence is a cornerstone of UK Defence
posing a complex systemic challenge. The and the need to deter threats will be a key
investment today by Russia and China driver of our capability requirements. The
in a range of new capabilities including delivery of the Continuous at Sea Deterrent
hypersonic missiles and glide vehicles, (CASD) will continue to play a vital role,
space and counter-Space capabilities, receiving further investment through the
AI, autonomy and cyber, as well as their IR/SR. In addition to nuclear deterrence,
Maritime, Land and Air capabilities, another critical part of deterrence is
presents a significant challenge to the UK effective and agile conventional forces
and our allies. The Defence Command across all domains, being able to threaten
Paper (DCP) outlined Defence’s priorities our adversaries.
and approach in responding to this
changing context. The priority capability
areas outlined within this paper are
informed by this backdrop.
6. Integrated Operating Concept 2025, Page 17.

• G
uiding Capability Principle 2: Multi- • G
Domain and Integrated Capabilities. Innovation and Experimentation –
To maintain operational advantage speed of adaptation to the threat
Defence needs to integrate activity and exploitation of technology. The
and effects across all five domains, capability of our adversaries is evolving
across government and with key rapidly, we need to respond with the
allies and partners. This also needs exploitation of ideas being fundamental
to be achieved in a contested and to the development of future capabilities
degraded operating environment and enhancement of in-service
given the increasing and proliferating capabilities. It enables us to adapt to a
threat. The adoption of common data changing threat and exploit emerging,
standards, interoperable network disruptive, dual-use, technologies faster
systems and open architecture for and better than our adversaries. Our Test
systems across domains is a critical and Evaluation capabilities will play a key
enabler of multi-domain Integration. role in supporting the development and
The ability of our capabilities to be pull through of innovative technologies.
more deeply integrated will endure as Not everything that receives innovation
a key feature of our future capability funding or that we test will succeed
development, with the integration and be pulled through into larger
of sub-systems and software by our programmes, but the process of
industry partners being a vital factor to innovating and experimenting allows us
achieving the effects we require. to understand better the opportunities
and risks, as well as receiving feedback
• G
uiding Capability Principle
from operators. This allows us to
3: Readiness, Availability and
accelerate the development pathway, to
Deployability. Getting the maximum
take decisions earlier and pull innovation
output from limited resources and
through quicker. We recognise that even
ensuring the Armed Forces are able to
if the exploitation only initially provides
outpace and outfight our enemies are
a less than 100% solution, that we
key to our future success. To achieve
subsequently spirally develop, this is
this, we must improve platform availability
often better than a 95-100% solution that
and Force readiness and design-in
is brought in late.
superior 7, assured, environmentally
sustainable and cost-effective logistic
and engineering solutions that exploit
data and technology.
7. In accordance with the Support Design Principles

within the Support Solutions Envelope (available on
Knowledge in Defence).
• G
uiding Capability Principle 5: People • G
uiding Capability Principle
at the heart of capability. People, 7: Maintaining a balanced and
both military and civilian, are a critical affordable Defence Programme.
component of Defence capability. An over-heated equipment plan slows
They can give us our edge. To operate delivery and leaves minimal room for
in the information age and to exploit adoption of new capability or innovation.
rapidly emerging technologies we will We therefore need to continue to drive
need to ensure that we have a diverse, value for money into acquisition and
inclusive, and skilled workforce with maintain headroom to allow the pull
policies aligned to maximise talent and through of technology into operational
motivation. Human-machine teaming and capability. The wider social value of
the increased use of Artificial Intelligence developing new capabilities and the
will move people ‘up the value chain’, contribution towards the Government’s
requiring a shift in the qualifications levelling up agenda will also be important
and skills required to operate our considerations when assessing the value
capabilities. As outlined in the Defence of alternative propositions.
Command paper, our focus on exploiting • G
technology at pace will be matched with Mitigation of and adaptation to the
a more modern approach to our people. effects of Climate Change. Climate
• G
uiding Capability Principle 6: Change is already having an impact
Allied by Design. Working alongside on both the operating environment
and being interoperable with our and effectiveness our capabilities. We
Allies and Partners , especially NATO, will need to build resilience to climate
is an essential element of delivering change, including through reducing
Defence outcomes and of our capability our dependency on fossil fuels, while
development. NATO is the cornerstone preserving and strengthening our
of our Defence and it is essential that our operational advantage. We will make
capability planning remains aligned with choices, assess, and adapt our in-
NATO. But the centrality of NATO does service capabilities to the impact of
not mean ‘NATO only’, we must continue climate change, as well as continuing
to look beyond our traditional partners towards Net Zero 2050 to mitigate
to further increase our capabilities. The its effects. Therefore, planning for
Defence Command Paper provides more and assuring that future capability
detail of our priorities for cooperation, decisions are informed by the changing
including capability development, environmental and security context in
with other nations. Future capability which they will operate will continue to
development will explore opportunities be a key consideration.
to collaborate with other nations
from the earliest stages, enhancing
interoperability and the potential for
export opportunities.
• G
uiding Capability Principle 9: The collective experience, investment,
importance of Defence Industry to networks, and the means of production,
Long-Term Capability Advantage. can be considered as a capability in
The DSIS highlighted the importance its own right. Increased transparency
of capacity and capability of the UK and collaboration with industry is also
defence and security industry to our fundamental to addressing the enduring
long-term capability advantage, with capability challenges. Through this
civil industries being a key factor in document and ongoing engagement, we
future. It also sets out which strategic will seek to involve industry at the earliest
capabilities are an imperative to stages of our concept to capability
maintain onshore and where we value development journey to invest and
onshore industrial capability to maintain explore opportunities to better develop
operational independence, with industrial the capabilities that the UK’s Armed
segments and their subsequent sub- Forces, our allies and partners, need to
strategies8 outlining this in more detail. deter, defend and, if necessary, defeat
We recognise that industry, with their our adversaries.
Defence’s Guiding Principles for Capability Development

1. Deterrence – Credible and Capable.
2. Multi-Domain and Integrated Capabilities.
3. Readiness, Availability and Deployability.
4. Innovation and Experimentation – speed of adaptation to the threat and exploitation
of technology.
5. People at the heart of capability.
6. Allied by Design.
7. Maintaining a balanced and affordable Defence Programme.
8. Mitigation of and adaptation to the effects of Climate Change.
9. The importance of Defence Industry to long-term capability advantage.
8. A
nnex A of the DSIS provides an overview of these
areas.
4. Enduring Capability Challenges and

Priorities for development
9. The Science and Technology Strategy 10. Future capability development will
(2020) introduced the five enduring continue to be informed by the threat
capability challenges, aligned to threats landscape and led by our operating
we know will intensify and evolve in future, concept. The principles outlined in
where emerging technology presents section 3 of this paper will act as a
opportunities to deliver decisive military guide for all future investment decisions
effect and operational advantage. This related to military capability. However,
section of the Capability Framework given the rate of technological change,
outlines the priority areas where we will the adoption of new and novel systems
focus our investment to develop military by our potential adversaries - we must
capability in the future, to address the up our game and harness the best of
enduring capability challenges. These both industry and Defence to focus our
areas will be prioritised at the Defence collective efforts to ensure we deliver
level but also pursued by individual operational advantage through our
Front Line Commands. We are already capability.
seeking to address these challenges 11. T
he capability priorities outlined below
with much of our, significantly increased, are not exhaustive but are key areas
investment in Research and Development of focus. Prioritisation will inevitably
(R&D) being focussed in these areas. change over time as the threat and our
concepts evolve. The results of our R&D
investment will change our understanding
of the opportunities presented by
technological developments, guide our
future investment, and may establish
new areas of focus. In some areas our
requirements are still being matured and
as such the level of detail provided in this
paper varies between capability areas.
It is our intention to provide further detail
through other publications, engagement
with industry and future iterations of this
document.
Using the priorities these priorities should be used by

organisations who are able to supply
12. This paper outlines our future capability solutions or work with us to address the
priorities to address our enduring enduring capability challenges, providing
capability challenges. These priorities input via the various mechanisms
largely describe the “what”, i.e. what outlined in section 6, and provide ideas
Defence is interested in developing, but that we can test and exploit. We want
we need industry to provide solutions to focus our collective resources and
to and work with us on “how” these incentivise industry investment in R&D
challenges can be addressed. Within which will inform future investment
Defence these capability priorities will decisions by being clear about our
be used to inform future policy, strategy enduring challenges and priorities
and plans at both the Defence level and for investment. The below figure
that of individual front line commands; shows where the Defence Capability
it will also focus our future investment Framework, in articulating the “what”, sits
whether through routes like the Defence in relation to other Defence publications
Technology Exploitation Programme that articulate the “why” (why we are
(DTEP) or elsewhere. Outside Defence doing things) and the “how”.
The Integrated Review and

Why?
Defence Command Paper
Defence
and
The Defence Capability
What? Security
Framework
Industrial
Strategy
Industry Segment Strategies
How?
(e.g. The Defence Space Strategy)
Figure 4: Publication Landscape
The Enduring Capability Challenges

1. Pervasive, Full Spectrum, Multi-Domain Intelligence, Surveillance and Reconnaissance (ISR).
2. Multi-Domain Command & Control, Communications and Computers (C4).
3. Secure and Sustain Sub-Threshold Advantage.
4. Asymmetric and Hard Power.
5. Freedom of Access and Manoeuvre (FOAM).
Enduring Capability Challenge 1: Pervasive, Full Spectrum,

Multi-Domain Intelligence, Surveillance and Reconnaissance (ISR)
13. Challenge definition: Information 14. H

ow this will be addressed: By 2030
will be central in the conduct of future Defence will have a modern, capable,
warfare with our ISR capabilities being resilient and adaptive ISR system, with
fundamental to our understanding. a data-centric approach at its heart. It
We must respond to the threats and will be able to collect across all domains
opportunities of current and emerging and enable Defence to retain the initiative
technologies that affect our ability by outcompeting our adversaries
to conduct ISR in all domains and in understanding. This will place an
environments. The UK’s ISR capabilities increasing emphasis on opportunities
are increasingly becoming overmatched in the space domain, we will look to
by our adversaries’ anti-access and area establish the optimum complementary
denial capabilities, denying us the ability mix of ISR ‘Collect’ capabilities
to conduct ISR operations. Our ability information processing, exploitation and
to understand the future battlespace dissemination capabilities to enable
will be challenged further as adversaries timely decision making.
develop advanced networked sensor
technologies, passive detection systems,
quantum sensing and counter-ISR and
counter-PNT capabilities.
15. Priorities for future capability • pen-Source Intelligence (OSINT).

O
development. Defence will explore Defence will increase its exploitation
advanced technologies to deliver of publicly and commercially available
pervasive, full spectrum, multi-domain information. This will augment our
ISR, accelerating and integrating those Secret and Above Secret, improve
technologies into service. We will look dissemination to tactical levels, provide
to industry, to support us by providing greater automation opportunities and
the technologies to enable this, helping improve our collaboration with diverse
to provide options for the integration partners. An increased OSINT capability
of those technologies onto our current is also essential in underpinning
platforms, the systems to enable Defence’s emphasis on audiences and
exploitation of the data we collect and, in influence activity. Our current OSINT
the long term, to work with us to define capabilities have given the UK an early
our future ISR requirements. To help lead on many of its partners and we will
address this challenge we are looking seek to invest further to outpace our
to develop the following capability areas adversaries.
in future: • ersistent Space Based ISR. Defence
P
• rocessing, Exploitation and
P is currently funding investigations and
Dissemination (PED). Being able operational demonstrators to deliver
to process, exploit and disseminate space based ISR capability. We will
information is key to ensuring information explore and develop our requirements
advantage. Defence will continue to for sovereign, space based systems to
invest in multi-source PED to better understand how these could augment
analyse data from a variety of sources and replace existing ways of providing
creating a system sufficiently coherent ISR. Leveraging existing R&D investment
and ubiquitous to exploit all intelligence and developed in line with the Defence
disciplines. The massive amount of Space Strategy, we are looking at
data will be managed, processed, advanced sensors, hyperspectral
exploited and disseminated in the most imaging, Electro-Optical and Infra-Red
effective and efficient manner possible as well as synthetic aperture radar. Key
by exploiting AI, Machine Learning and decisions in this capability area are
advanced data analytics. This will focus anticipated from 2025 onwards.
reconnaissance assets on specific
targets of interest and advanced data
analytics and visualisation tools will
allow humans to produce intelligence in
support of operational planning, decision
making and targeting.
• ext Generation Autonomous

N • irborne ISTAR. Given anticipated
A
Systems. The exploitation and inclusion technological development over the next
of autonomous systems, from Uncrewed ten years Defence wants to explore the
Air Systems (UAS) through to Uncrewed full range of options to deliver resilient
Ground Vehicles (UGV), Uncrewed and pervasive ISR. Currently, Rivet
Surface Vessels (USV) and Uncrewed Joint provides an electronic surveillance
Underwater Vehicles (UUV), form a and reconnaissance capability; it is
key part of our future capability plans anticipated that it will leave service in
and for UK ISR capability. Through the mid-2030s. The E-7 Wedgetail will
our investment in current R&D and enter service in 2023/24, providing a
anticipated technological development, step-change and world-leading airborne
Defence will continue to upgrade surveillance and aircraft control capability
existing, and develop new, uncrewed that we will seek to upgrade through its
and autonomous systems. Our Protector life to stay ahead of the threat. We will
UAS and autonomous Mine Hunting need to examine our future requirements
Capability will be upgraded through its within our overall ISR enterprise to
life, small UAS (such as project Tiquila9) determine what part Airborne ISTAR
and options to replace our Land and platforms, including potentially uncrewed
Maritime rotary wing aircraft are key or autonomous systems, will play in our
areas of development to support our future force mix.
ISR capabilities.
• aritime Airborne Surveillance
M
and Command. The UK requires
a sovereign Maritime Task Force
Intelligence, Surveillance, Acquisition
and Reconnaissance (ISTAR) capability
to replace the Navy’s Crowsnest
Airborne Early Warning system when it
goes out of service. The Defence and
Security Accelerator (DASA) has run a
competition for potential solutions for a
capability to replace Crowsnest which
will feed decisions on the future of this
capability, which are expected in the
mid-2020s.
9. A
project for Mini-uncrewed air systems.
Enduring Capability Challenge 2: Multi-Domain Command &

Control, Communications and Computers (C4)
16. Challenge definition: The pervasiveness 17. H

ow this will be addressed: By
and complexity of information, as well developing the capability to enable multi-
as the pace of technological change, domain integration and the coordination
are transforming the future operating of effects across government and globally
environment, potentially degrading the with allies and partners – enhancing
effectiveness of C4 capabilities. Threats our ability to do multi-domain C4. This
to the UK’s communications, networks, will require integrated and interoperable
information systems and platforms systems at all classification levels with
are accelerating, risking our ability to built in resilience to enable operations in
provide secure, long range, resilient contested and degraded environments.
and interoperable capability required
to enable multi-domain integration and
coordinate effects globally. C4 is a broad,
complex and technically challenging
area characterised by rapid advances
in technologies, driven by commercial
information systems technology and
significant investment from state actors.
Given this, our capabilities need to be
better integrated, operating across
domains and working in concert with
other instruments of national power.
18. P
riorities for future capability • efence Digital Backbone. The
D
development. To get ahead of the Defence Command Paper set out
continually evolving threat, Defence must Defence’s plans to modernise the
develop more resilient, autonomous, and Digital Backbone that underpins the
interoperable C4 systems. This will be modernisation of our armed forces and
enabled by underlying technologies, to support the broader transformation
ensure freedom of action and protection of Defence capability and business
of our most valuable information. We practices. As highlighted in the Defence
will look to industry to support this by, Digital Strategy, digital technologies are
applying open systems architecture to constantly evolving and over the next
enable easier and lower cost integration ten years we plan to invest an additional
of digital solutions and ensure the £1.6 billion in People, Processes, Data,
interoperability of those systems with Technology and Cyber that underpin
our allies and partners. This will also the Digital Backbone. Moreover, we
involve working with industry to develop are currently investing in developing
the systems to better utilise the data we Hyperscale Clouds, in part to better
collect. To help address this challenge exploit the large volumes of data
we are looking to develop the following collected by Defence, to provide the
capability areas in future: foundation to deliver future capabilities
• ulti-Domain Command and Control
M and Next Generation Networks.
(C2). As the new domains of Space and Whilst there is significant investment
Cyber become more active we need to over the next ten years in the Digital
integrate them routinely into our thinking Backbone, we will constantly seek new
and existing C2 structures. Our people opportunities to achieve the aspirations
will be at the heart of our C2 capabilities, set out in that strategy and keep
and we need to be able to exploit vast priorities and plans under review as they
quantities of data to inform decision- further develop.
making without overwhelming our
operators, it is our intent to further invest
in strategic communications infrastructure
to protect our C2 information and to
employ human machine teaming to
increase the speed of our C2. In the
space domain we are already investing
over £135 million10 over the next ten years
to enhance our space domain C2 and will
work with industry partners to best exploit
available technologies to achieve this.
10. The Defence Space Strategy, page 31.

• Integrated Synthetic Environments. • ryptography. The ability to securely

C
To enhance Defence’s situational exchange information at SECRET and
awareness and planning, we require above to support MOD’s mission and
new more sophisticated and integrated operational needs requires sovereign,
synthetic environments and operational high-grade cryptographic capabilities.
planning tools. The use of synthetic Defence investments will continue to
environments to enhance training of address obsolescence issues while first
personnel is common in the maritime improving and then transforming how
and air environments, for example the crypt-key (CK) capabilities are delivered
Defence Operational Training Capability to Defence. By closer collaboration
provides a common platform in both of with industry, Defence will ensure the
those domains. Moreover, the Army’s next generation of the UK crypt-key
Collective Training Transformation capabilities are designed and developed
Programme (CTTP), where we intend to to ensure that the we evolve to maintain
spend over £700 million over ten years, pace with technologies and threats.
will put data exploitation and digitisation • ata. The Defence Data Strategy,
D
at the heart of training design and supports the development of our
delivery. To improve integration across Defence Digital Backbone which will
all Defence synthetic environments we provide the basic foundations to fully
will invest further in a common platform curate and exploit our data assets. The
for all to operate off, improving both establishment of MOD’s data rules and
effectiveness and efficiency of delivery. the data strategy set the criteria and
• ecure Satellite Communication.
S standards against which all data delivery
Global, secure satellite communication and decisions across Defence will be
is essential for our operational measured. We have also established a
independence. We are already investing Digital Foundry to unleash the power
over £5 billion over the next ten years in of Defence’s data, it will exploit Artificial
our Skynet satellite system and are now Intelligence and other game changing
investing further in other space-based technologies to do this, it will pioneer
communications capabilities11. It is our new ways to rapidly exploit Defence’s
intention to enhance our ability to transfer data. It is our intention to further develop
large volumes of data globally, rapidly this as technology matures, working
and securely through future investment. with industry partners outside the
typical defence and security industry,
to allow seamless access to data and
collaboration with our allies and partners.
In particular, the ability to exploit data to
support decision making, underpinned
by Artificial Intelligence, Machine
Learning and Human Machine Teaming.
11. T
he Defence Space Strategy, page 30.
Artificial Intelligence (AI)
AI-enabled technologies are expected to The Defence AI Centre (DAIC) will act as
proliferate further over the next decade, with the engine room for AI, Autonomy and
the much of the expertise contained within Human-Machine Teaming, as it moves to a
the commercial sector. The military adoption full operating capability in 2023. The DAIC
of AI-enabled autonomous capabilities, and will drive open architectures; agreed
the exploitation of Human-Machine Teaming, standards; and testing, evaluation, verification
has the potential to deliver a step change in and validation processes. It will work with the
the UK’s way of warfare, with consequential Future Capability Group in DE&S to cohere
and significant changes to our force structure. and test battlespace AI, Autonomy and
HMT solutions, including safe to release and
Defence understands AI as a family of
safe to operate processes. It will work with
general-purpose technologies, any of
Defence Digital to ensure appropriate data
which may enable machines to perform
requirements are developed and with Dstl
tasks normally requiring human or
to seize emerging opportunities within
biological intelligence, especially when the
S&T. Our adversaries will also be building
machines learn from data how to do those
capabilities in this area and will attempt to
tasks. As such AI cuts across all the
exploit our vulnerabilities, which will require
enduring capability challenges and is
innovative solutions to ensure our resilience.
a fundamental component of our future
A better understanding of potential
capability development.
exploitation timelines will inform major
The Defence AI strategy outlines our investment decisions at the next Defence-
aspiration to exploit AI comprehensively level review – both for new capabilities
and accelerating ‘best in class’ AI-enabled and for the incorporation of AI within
capabilities into service, maximising impact by existing capabilities.
bringing coherence and avoiding inefficiencies
as well as unnecessary duplication. It sets
out the approach to achieving this and how
we will partner with industry to achieve the
ambitions of the strategy.
Enduring Capability Challenge 3: Secure and Sustain Advantage

in the Sub-Threshold
19. Challenge definition: The pervasiveness 20. H

ow this will be addressed: As the
of information and the pace of Defence Command Paper set out, in
technological change are changing the an era of constant competition we must
character of warfare with malign actions have an increased forward presence
below the threshold of conventional to compete with and challenge our
combat increasing. Our adversaries adversaries below the threshold of
are changing their tactics and looking armed conflict, to help project strategic
to win without fighting, to achieve their influence, build partner capacity and
objectives by using attacks below prevent conflicts. This will be supported
the threshold that would prompt a by the adoption and integration of new
warfighting response. There is a need technologies to develop our capability to
to improve the UK’s ability to anticipate, identify and disrupt sub-threshold activity
detect, attribute, counter and compete and if required, attribute the actions
against adversaries below the threshold being undertaken by our adversaries.
of conventional conflict and address our
vulnerabilities.
21. Priorities for future capability • Special Operations. Our Special Forces
development. The pace of technological capacity and capability was enhanced
change and increasing prevalence of through the Integrated Review, improving
malign activity below the threshold of their ability to operate covertly in the
conventional conflict requires the UK to harshest environments worldwide.
further develop its capability to protect Moreover, the Integrated Review led
its interests, as well as compete and to the development of and investment
constrain potential adversaries in this in the Future Commando Force and
space. We will look to industry to Land Special Operations forces that are
support this by helping to ensure our forward deployed and able to support
capabilities are secure by design, less a broader set of special operations
susceptible to cyber-attack and can whilst operating alongside our allies and
contribute towards the identification of partners. The determination of capabilities
sub-threshold activity. To help address spend reflecting the accelerated
this challenge we are working to develop investment remains to be finalised.
capability in the following areas in future:
• rotection of Critical National
P
Infrastructure. It is essential that our
data and digital systems are protected
from interference. This includes space-
based communications and fibre
connections both on land and undersea
cables, as well as the cloud-based
storage within which our essential data
is held. Protection can be achieved
through a range of capabilities including
cryptographic and cyber capabilities
and traditional physical measures. We
will continue to invest in this essential
capability area building upon our existing
programmes as solutions become
available. We are particularly interested
in developing innovative solutions to the
threats in both the underwater and
cyber space.
• C
yber and Electromagnetic • A
nti-Submarine Warfare (ASW). To
Environment (EME). Both Offensive respond to an increasing challenge in the
and Defensive Cyber capabilities are underwater battlespace we must exploit
fundamental to sustaining our strategic emerging technologies and high maturity
advantage in the future operating research for operational advantage.
environment. As announced in the Our existing investment in Type 26
Integrated Review we are investing in Frigates and P-8 Poseidon highlight the
capabilities that enable us to respond importance we place on Anti-Submarine
in the electromagnetic environment, Warfare and in future we plan to invest
of which cyber is a part. We are also further in ASW capabilities. In particular,
investing further to enhance our cyber we are interested in developing
defence, to address the cyber security autonomous systems, exploiting AI and
gaps that exist in people, processes, and machine learning to link sensors and
technology and expand our offensive generate a greater collective underwater
cyber capabilities in conjunction with detection and tracking capability.
our UK Intelligence Community (UKIC)
partners. This will be an enduring
and likely increasing area of interest
and investment where technological
developments will provide both
opportunities and threats to the UK. We
must have the ability to contest and, if
required, deny use of the EME to our
adversaries. We will also need to develop
techniques and solutions to detect,
attribute and counter deceptive and
malign activity in the EME. As it is our
intention to invest further in capabilities
that contribute to our situational
awareness and understanding within
the EME, as well as providing resilience
where this environment is increasingly
contested and congested.
Enduring Capability Challenge 4: Asymmetric and Hard Power
22. C
hallenge definition: The development 23. H
ow this will be addressed: Through
by Russia and China in their hard power investment in advanced hard power
capabilities, such as hypersonic missiles capabilities and the exploitation of
and glide vehicles, pose a significant exploiting novel approaches and
challenge to the UK and our allies. If we capabilities that have been developed
are to deter aggression, by holding our through our enhanced R&D investment.
adversaries at risk and to win if forced To achieve this we will still need to invest
to fight we must, working alongside our in symmetrical hard-power capabilities
allies and partners, be able to defend that are similar to those being fielded
against the full spectrum of threats by our potential adversaries to ensure
and develop ways to outmatch our they do not have a clear advantage
adversaries’ hard power capabilities; over us. We will continue to modernise
either through conventional, symmetric and focus future investment on the
capabilities integrated to achieve best areas that will deliver advantage and
effect or through the development of provide a deterrent effect to our potential
new novel capabilities. adversaries in novel and affordable ways.
24. Priorities for future capability • H

ypersonic and High Speed
development. Defence will look at Weapons. The UK currently does
technologies and capabilities that not possess a hypersonic12 weapons
enhance our offensive capabilities, capability in the form of Hypersonic
enable more efficient and agile Glide Vehicles (HGVs) or Hypersonic
deployment of those capabilities, deliver Cruise Missiles (HCMs). As outlined in
a step-change in force protection and the Integrated Review, the UK is seeking
to counter a broadening range of kinetic to develop long-range precision strike
and non-kinetic effects. We will look capability more broadly, and hypersonic
to industry to support this by exploring weapons need to be considered in this
and providing novel technologies and context. Defence is already investing
solutions that will enhance our capability in capabilities to counter the threat
through R&D and to consider how these from adversary hypersonics and in
can be developed alongside our allies S&T programmes to develop High
and partners to achieve best effect. Speed Weapon (HSW) technology. As
To help address this challenge we are technology matures, we will look to build
working to develop capability in the on this for the spiral development and
following areas in future: upgrade of our existing capabilities, for
• D
irected Energy Weapons (DEW). example our Aster missiles, as well as
A Directed Energy Weapon (DEW) is a continuing to collaborate with our closest
weapon system that disrupts, degrades, allies to develop hypersonic technology
or damages a target by emission of and understanding. Alongside this we will
highly focused electromagnetic energy, also explore complementary sovereign
either laser or radiofrequency. Defence is capability and capacity that builds upon
investing significantly in developing DEW our existing investment and complex
capabilities which could have multiple weapons pipeline. The size and scale of
applications from Air Platform Protection our investment in hypersonic technology
to Ground Based Air Defence. Our will continue to evolve; the Integrated
expansion of and increased investment Review funding enables a concept
in the DEW programme will, inform informed, threat lead and evidence-based
decisions on the scaling up of future approach with further funding decisions
investment in DEW. around hypersonic development
anticipated over this decade.
12. Generally accepted as speeds greater than Mach 5.

• F
uture Land Combat System (FLCS). • A
bove Water Lethality. Part of our
FLCS, within the Future Soldier Plan, will increased investment through the
modernise the British Army, enabling it Integrated Review was focussed on the
to adopt new approaches and prepare lethality of the surface fleet. In particular,
for the transformative effect of new we are looking to introduce a step
capabilities, including those integrated change in the Navy’s surface to surface
from the other domains. It will shift guided weapon capability through our
the Army to a more forward deployed Future Cruise / Anti-Ship Weapon (FC/
posture, operating below the threshold ASW) programme with our French
of conflict, anticipating and reacting at allies. This will shift the Royal Navy from
speed to developing situations, in order a predominantly defensive force to a
to achieve asymmetric hard power more offensive one, through provision of
effect. It will address the risk inherent sophisticated strike systems providing
in the physical presence of land forces both land attack as well as an anti-ship
including in the urban environment. capability.
Capability investment to achieve this is • R
esearch and Development (R&D).
described at Annex A, and comprises We cannot anticipate all technological
the ‘Integrated 8’ system of systems changes over the next decade with the
outlined in the Land Industrial Strategy. development of advanced conventional
• M
ulti-Domain Integrated Swarms and novel weapons being areas where,
(MDIS). Our MDIS “Game Changer” in addition to our largely traditional
programme is both developing the areas of development, we are exploring
information architecture and facilitating technologies which could provide
the experimentation to enable a game-changing effects. Through our
multi-domain autonomous swarming R&D investment we aim to exploit these
capability; a potential use case is technologies to give us hard power
helping to access and retain freedom of advantage, deliver effects and protect
manoeuvre in contested environments. critical UK interests abroad, and is where
Currently MDIS is attempting to we will need to most help from industry
demonstrate the feasibility and viability of in this challenge area.
using Remote and Autonomous systems
in contested environments and as this
technology matures it is our intention
to invest further in this capability area,
should to concept prove viable.
Future Combat Air

The Defence Command Paper reaffirmed mean the ability to contribute to and utilise
that we will invest more than £2 billion wide-ranging capabilities, from intelligence,
in the Future Combat Air System (FCAS) surveillance and reconnaissance (ISR), to
programme out to 2025 The ultimate amount command and control and air defence. The
we invest will depend on key programme aim is to deliver initial operating capability by
choices. Over the next 10 years we have the middle of the next decade. We have also
allocated around £10 billion to the FCAS committed to grow the F-35 fleet beyond
programme. We are exploring how our the 48 F-35 aircraft already ordered and
future capability could be more than a continue to invest in Typhoon to meet the
traditional combat air platform; creating operational threat well into the 2030s. More
the vital connected heart and mind of an information on our approach can be found in
integrated combat air system. This would the Combat Air Strategy.
Future Rotary Wing

UK Defence recognises the unique value that the predicted technological advances that
Rotary Wing capability provides to the Whole Defence and the aviation industry continue to
Force in terms of speed of response, flexibility work hard to realise. Our strategy therefore
and tactical reach, exploited through the roles expects FIND, STRIKE and non-human
of LIFT, FIND and STRIKE. These effects LIFT effects to be increasingly delivered by
will remain critical to delivering Defence uncrewed and autonomous systems over the
outputs until at least 2040. We are cohering next decade with the Maritime domain initially
a number of formerly disparate Rotary Wing leading for Defence.
lines of effort into a single efficient, resilient, This could see several roles currently fulfilled
sustainable and affordable enterprise, with by crewed Rotary Wing platforms being
imminent capability gaps and obsolescence delivered by other means in the future.
resolved and aircraft types rationalised from Defence has commissioned several lines of
ten down to six between now and 2030. investigation to understand and shape these
The IR decisions to invest in a New Medium transition points, including: investment in
Helicopter and the Chinook Capability the Rotary Wing Uncrewed Aerial System
Sustainment Programme, and to extend Concept Demonstrator (PROTEUS); a related
Merlin fleets until 2040, all form key elements study to understand the potential shape
of this process. Our strategy also seeks to and scale of a Wildcat Mid-Life Upgrade;
identify the optimal transition points in the investigations into the Uncrewed delivery of
future where the need to modernise ageing Maritime Airborne Early Warning and Maritime
and obsolescent in-service capabilities Intra-Theatre Lift; developing Next Generation
intersect with realistic opportunities to exploit Air Survivability capabilities; analysis to inform
future medium and heavy lift requirements the US Future Vertical Lift programme. The
and the balance between the two; and, to summary of the likely inflection points where
support the NATO Next Generation Rotor Defence will be afforded choice are captured
Craft concept work as well as engaging with in the diagram below:
One strategic objective within our future digital technologies. As part of this objective,
Defence Rotary Wing aspiration is to we would value an on-shore industrial
reinforce relationships with industry, Design Organisation and manufacturing
Partners and Allies. The DSIS sets out base, access to intellectual property and
the importance of being able to maintain user rights for capability areas which
our operational independence as we underpin operational advantage, and
support and upgrade our fleets and assured and responsive regulation and
respond quickly to changing threats certification to support through-life capability
through the integration and adoption of management.
new weapons, defensive systems and
Enduring Capability Challenge 5: Freedom of Access and

Manoeuvre (FOAM)
25. Challenge definition: Our adversaries 26. H

ow this will be addressed: As
are adopting new ways of warfare, outlined in the Integrated Review we
using an array of capabilities which will ensure our freedom of access and
look to deny our Freedom of Access manoeuvre through a constant global
and Manoeuvre through contesting presence with more forces deployed
and degrading operating environments on an enduring basis, persistently
across all domains. Our ability to engaged to pre-empt and manage
project and sustain a deployed force crises before they escalate. This will be
is becoming more constrained. An supported by our ability to confuse our
increasingly challenging electromagnetic adversaries ISTAR capabilities to give us
environment and more lethal, operational advantage.
technologically advanced threats require
us to change if we want to be able
to operate with minimal constraints
and achieve freedom of access and
manoeuvre in all domains.
27. P
riorities for future capability and remain committed to NATO’s BMD
development. Enabling FOAM will Radar. In particular, we are interested
ensure that Defence can operate when in capabilities to help further protect
it needs to fulfil its tasks. We will seek deployed forces, novel forms of BMD,
to exploit technologies and capabilities enhanced sensors and interceptors to
that enable operation in a contested counter a ballistic missile threat. Where
and degraded environment, are more appropriate we will look to build on
survivable and exploit AI and human our existing international partnerships,
machine teaming. We will work with such as with NATO, to further develop
industry, to support this through the BMD capability. We will begin to take
generation of low-observable and stealth an Integrated Air and Missile Defence
technologies, which are designed to be (IAMD) approach, whereby systems
interoperable with our allies and partners, are developed and integrated to better
that Defence can exploit and integrate counter the full spectrum of threats from
into our existing and future capabilities. small UAS through to BMD and counter-
Some of the capability areas that may hypersonics capability.
offer advantage in the future are: • C
ounter Uncrewed Air Systems
• P
osition, Navigation and Timing (C-UAS). Uncrewed Air Systems (UAS)
(PNT). Defence will continue to support have become a ubiquitous threat
the Department of Business, Energy and across the spectrum of conflict, varying
Industrial Strategy’s office of PNT and significantly in size, capability and control
the extensive cross-government ‘system method. Their deliberate or unintentional
of systems’ approach to develop secure misuse poses a significant threat to
and resilient PNT to meet wider societal Defence both in the UK and overseas and
requirements in line with the stated IR represents an early manifestation of how
intent. Given the global nature of PNT autonomy can and will alter the future
it is important that we continue to work battlespace. This trend is set to continue
with our allies and partners, in particular and the need to counter uncrewed air
the U.S., regarding any future capability systems, of all sizes and capability, both
choices. This will include considerations bespoke and off the shelf, will increasingly
around the protection and resilience of become a prerequisite for protecting
PNT capabilities in a contested or denied deployed forces within a layered
electromagnetic environment. approach to defending the airspace.
• B
allistic Missile Defence (BMD). The To focus our investment and meet the
Integrated Review included a significant most immediate operational threat we
uplift of R&D funding, enabling further will prioritise counter small UAS capability
development of promising programmes, development initially but recognise the
such as next generation radar intrinsic link to the upgrade for our Ground
technology, to detect and track ballistic Based Air Defence system.
and hypersonic threats. We will continue
to invest in cutting edge scientific
research and technologies to meet the
challenge of rapidly evolving threats
• G
round Based Air Defence. Looking as well. EW, decoys, countermeasures
to the future defending against threats, and other techniques will need to
whether small UAS through to larger be employed to increase platform
crewed systems from longer distances survivability in increasingly contested
is of increasing importance. Our Ground environments and enable Freedom
Based Air Defence System, where the of Access and Manoeuvre. It is our
Army are spending around £1 billion over intention to invest further in Air Platform
the next ten years, is an integral part of Protection capabilities to adapt, upgrade
enabling Defence against these threats. and evolve to counter a changing threat
The introduction into service of our new as well as securing a valuable sovereign
air defence systems will be part of a industrial capacity.
layered and full spectrum air defence • C
ounter – Chemical, Biological,
system that will need to be embedded Radiological and Nuclear (CBRN).
within the Defence Digital Backbone to CBRN weapon use remains an enduring
enable better exploitation of information and growing threat to the UK, deployed
to support decision making and enable forces and international stability.
us to counter the threat. Defence’s world leading CBRN science
• F
orce Protection. As the threat posed by and technology capability will continue
our adversaries develops and diversifies, to play a vital part in maintaining our
the ability to protect deployed forces and counter-CBRN operational advantage
increase their survivability becomes more and we will continue to invest in counter-
important to enable FOAM. As well as CBRN capability. In particular we are
advanced camouflage, concealment and interested in medical countermeasures,
deception, platform protection systems decontamination systems, protective
will be critical for success in future equipment and sense and detection
operations with air platform protection systems to help counter current and
systems being of high importance. Novel emerging CBRN threats.
solutions, for example the incorporation of ir-to-Air Refueling. Air-to-Air Refueling
• A
DEW, to enhance force protection are of (AAR) allows our aircraft to reach
particular interest. The Army’s MERCURY further and fly for longer, it is essential
series presents the technology challenges to maintaining our FOAM. Our AAR
of tomorrow to industry today, and in its capability is currently provided by
first instance considers systemic, off- Voyager, which also delivers long-range
board electrically powered protection. airlift; the Voyager fleet is delivered as a
ir Platform Protection. An important
• A service by the AirTanker consortium. This
subset of Force Protection is platform arrangement is due to expire in the mid-
protection which has traditionally 2030s. Defence see AAR as an enduring
been focussed in air and maritime requirement and one that might benefit
environments but is of increasing from a higher degree of autonomation
importance to land based platforms and wider utility of the AAR platform.
• Support. Through the Defence Support dapting to Climate Change. To

• A
Strategy (DSS) we are investing in our maintain our Freedom of Access and
Support capabilities. Contested Logistics Manoeuvre, our capabilities need to be
anticipates a potential fight against a resilient to the effects of climate change.
near-peer adversary that is contested in Defence expects to invest in more
all domains and against a background sustainable fuel and alternative energy
of climatic, social and physical threats, sources to power both our operations
spread across an extended theatre. It in the battlespace and our estate in the
assumes that all domains are threatened, business space. These requirements, as
that the homeland is no longer a well as contributing to Net Zero 2050,
sanctuary, and that there will be a direct will be considered throughout future
targeting of logistics. In countering capability development with investment
this, we will look to achieve Support decisions considered iteratively over the
Advantage through agile and resilient next decade and beyond.
logistics. We will need to continue our efence Medical Services (DMS). The
• D
extensive transformation of our Defence DMS is at an inflection point where we
Logistics and Engineering Support must shift from linear care pathways to
capabilities to give Defence the ability medical support options that are more
to deter and, if necessary, outcompete networked, adaptable, scalable, and
its near-peer enemies by having more layered with an all-hazards approach.
of our key capabilities available, more Intelligent use of data and commonality of
of the time, positioned where and when equipment can unlock greater flexibility in
we need them and sustained through medical support to the force. Investment in
more resilient support chains. This simulation is required to enable the medical
will be delivered through increased workforce. DMS will improve whole force
platform and equipment availability and deployability through data driven health
the development of superior, assured, networks, capitalising on the use of
environmentally sustainable and cost- wearable technologies and connected
effective logistics services which must patient records to provide an end-to-end
be an integrated military-industry picture of patient health and care. We will
endeavor. Defence will deliver Support continue to seek out modular, scalable
Advantage through a resilient Strategic equipment sets and will invest in protected
Base, an efficient Coupling Bridge and deployable infrastructure in the land and
robust enablers able to open and enable maritime (including CBRN) environments
a contested theatre. and will decrease the requirement for
refrigeration for pharmaceuticals and blood
products. This, in turn, seeks to minimise
the demand for specialist engineering and
logistical support. At the human level, our
R&D investment focuses on optimising
human performance and improving
patient outcomes.
Summary of future Military Capability Priorities
Enduring Challenge Area Priorities for Future Capability Development
• rocessing, Exploitation and Dissemination 9PED)

P
Pervasive, full spectrum,
• Open-Source Intelligence (OSINT)
multi domain Intelligence,
• Persistent Space Based ISR
Surveillance and
• Next Generation Autonomous Systems
Reconnaissance (ISR)
• Airborne ISTAR
• ulti-Domain Command and Control (C2)
M
Multi-domain • Defence Digital Backbone
Command and Control, • Integrated Synthetic Environments
Communications and • Secure Satellite Communication
Computers (C4) • Cryptography
• Data
• Protection of Critical National Infrastructure
Secure and sustain
• Special Operations
advantage in the
• Cyber and Electromagnetic Environment
sub-threshold
• Anti-Submarine Warfare (ASW)
• Directed Energy Weapons (DEW)
• Hypersonic and High Speed Weapons
Asymmetric and • Future Combat Air
Hard Power • Multi-Domain Integrated Swarms
• Above Water Lethality
• Future Land Combat System
• Position, Navigation and Timing (PNT)
• Ballistic Missile Defence (BMD)
• Counter Uncrewed Air Systems (C-UAS)
• Ground Based Air Defence
• Force Protection
Freedom of Access • Air Platform Protection
and Manoeuvre • Counter – Chemical, Biological, Radiological and
Nuclear (CBRN)
• Air-to-Air Refuelling
• Support
• Adapting to Climate Change
• Defence Medical Services
• Artificial Intelligence
Cross-Cutting
• Future Rotary Wing
5. Measuring Success: Transforming Test

and Evaluation
28. T
o measure success against our guiding 29. S
everal factors are driving this change
principles, challenges, and priorities (see Figure 5). Challenges such as
a step-change in our approach to rising system complexity and satellite
test and evaluation is required. Whilst overwatch need to be overcome, but
acknowledging the value of UK live trial there are also opportunities such as
capabilities, we need to embrace a more continuous evaluation that starts earlier in
digitally enabled future. the capability lifecycle, so that feedback
can be introduced when it is most able
to be utilised. Modelling and simulation,
data exploitation and the adoption of
continuous digital evaluation could equip
the MOD and our suppliers with the
insight to define, design and deliver more
adaptive, integrated, threat-optimised
military capability.
Figure 5: Drivers of change in the Test and Evaluation Enterprise

30. F
or many companies in the Defence 32. This is an exciting opportunity to build
industry and the wider UK economy this on and develop evaluation capability and
approach is already integral to product competence where the UK is either world
and service development. The challenge leading or adapting as a fast follower
is to integrate this approach across at the pace of innovation. Our strategic
the Defence enterprise, and unlock the intent is to leverage industrial capability
advantages of continuous, integrated, within the UK and foster international
threat-orientated evaluation from force cooperation where appropriate. We
design, through capability development are keen to learn from those industries
to mission rehearsal and beyond. In and organisations already enjoying
short, the systemic challenge is to move the benefits of 21st century test and
beyond evaluation for acceptance, to evaluation, and exploit capability that
evaluation for advantage. exists across the UK economy.
31. In the Defence Command Paper (2021) 33. T
his is a wide-ranging, long-term
we announced £60 million of investment initiative, impacting the evaluation of most
over four year in the first phase of a future UK military capabilities, particularly
test and evaluation transformation those containing novel technologies
programme. This programme is now and complex systems. This is a journey
underway, and its initial phase will the MOD, our suppliers, regulators, and
culminate in 2023 with a de-risked partners must go on together to achieve
blueprint and implementation plan maximum benefit. Which is why during
for a modernised test and evaluation Phase 1 of this programme, we will seek
enterprise. It is our intention to invest to jointly develop a common view of the
further in phase 2 to implement these future test and evaluation enterprise
plans and deliver transformation over and the roadmap we must jointly travel
the course of 10 years. This will include to get there.
addressing the enabling infrastructure, 34. T
he test and evaluation transformation
skills, data, culture, processes, programme will be engaging with
standards, services, and capabilities Defence and non-Defence industry
needed to realise the benefits of through various forums, including
transformation. many of those listed at the end of
this document. To sign-up directly for
updates about the test and evaluation
transformation programme email:
fmc-futurete@mod.uk
6. How to engage with the

Ministry of Defence
35. N
ext Steps. Our future capability 37. T
he Ministry of Defence is a large
development will be influenced by the and complicated organisation. We
developments and ideas of Defence recognise that it can be difficult for
industry, the commercial sector and those in industry to understand where
academia. We will work closer with and how to interact with Defence to
industry to inform our thinking with explore ideas and opportunities for
the opportunities presented through potential investment. The DSIS outlines
research and experimentation how the relationship between Defence
undertaken by industry forming the and industry will change with further
basis of this thinking. This paper will be developments expected in the coming
revised following every Defence review years. The following section explains the
with interim updates published when our role of different parts of Defence and how
thinking changes, for example through engagement may be framed.
the outcomes of our R&D investment
and experimentation.
36. Defence has hierarchies of requirements
from capability (next equipment
programme) to innovation (new ideas
and evidence). They will have different
timeframes and lifecycles from concept
to capability and not all R&D/Innovation/
experimentation funding will lead to an
equipment capability programme. This
paper sets out Defence’s capability
challenges and the area’s most likely to
require Defence and Industry to develop
equipment capability programmes to
meet these challenges, the model for how
we take this forward is subject to ongoing
attention through the acquisition and
approvals transformation programme.
Strategic Level Engagement
The Defence Suppliers Forum (DSF) The DSF is supported by several sub-
38. T
he main forum for MOD-industry groups, co-chaired by MOD and Industry,
relationship is through the Defence that focus on particular areas of interest.
Suppliers Forum (DSF), chaired by the The DSF Capability Management, Innovation
Secretary of State for Defence and and International (CMI&I) sub-group and the
including representatives from prime Research, Technology, and Innovation Group
contractors, international companies, (RTIG) are the main fora for discussions
and small and medium sized enterprises. around capability, technology, science,
These fora tend to look at cross-cutting and innovation issues. The DSF Capability
issues that affect both MOD and Enterprise & Acquisition steering group
Industry, providing space for discussion (CEASG) provides an opportunity to engage
about these issues and Defence’s on MOD’s acquisition reform work which
priorities, they do not focus on individual is delivering a range of initiatives aimed at
technology or capability areas nor driving pace and agility into the acquisition
provide funding for their exploitation. system. More information about the DSF and
its sub-groups is available here.
Commercial and Exports focussed engagement
The Defence Growth Partnership (DGP) Defence Equipment & Support (DE&S)
39. This partnership between Government 40. DE&S manage a vast range of complex
and industry that works to grow the projects to buy and support all the
UK’s defence sector by strengthening equipment and services required for
its global competitiveness to achieve the Royal Navy, British Army, Royal Air
international success. Sponsored by Force and UK Strategic Command to
the Department for Business, Energy, operate effectively. DE&S works closely
and Industrial Strategy, the DGP with industry and is the primary interface
membership includes MOD, Department with industry for the procurement and
for International Trade, eleven leading support of Defence equipment, including
defence primes, and ADS, the trade the exploitation of new and emerging
association. It has established the UK technologies into safe, integrated, and
Defence Solutions Centre to provide sustainable military equipment systems.
market intelligence, capability and market The DE&S Future Capability Group
development, innovation and aligned provides its corporate link to UK MOD’s
investment jointly for the UK government technology and innovation organisations,
and defence industry; designed to to enable DE&S to meet customer
enable UK companies to win significant requirements, enabled by emerging
new international business. More technologies, with the necessary agility
information about the DGP and how to and pace. Further information about
engage with it is available here. DE&S is available here.
Submarine Delivery Agency (SDA)

41. The SDA is an Executive Agency of the
MOD that was established in April 2018
to manage the procurement, in-service
support and disposal of the UK’s nuclear
submarines. The SDA delivers assured
capabilities to the Royal Navy that are
essential to the delivery and maintenance
of the nation’s Continuous at Sea
Deterrent. As a delivery organisation, the
SDA’s focus is on operations alongside
the Royal Navy at Her Majesty’s Naval
Bases (HMNB) Clyde and Devonport,
and with key suppliers BAES, Rolls-
Royce, and Babcock across the UK.
Defence Digital 44. The UK Defence and Security Exports

42. D
efence Digital is responsible for making SME Support Team provides and
sure that effective Digital and Information supports a wide range of events and
Technology (D&IT) is put into the hands activities designed to help UK small and
of the military and business front line. medium-sized enterprises win overseas
They lead on defensive cyber strategy, defence and security business. If you
capability development and policy, whilst are contacting UKDSE for the first time
also supplying IT to 200,000 users fill in our short contact form. UK SMEs
across more than 2,000 defence sites in that have already engaged with UK DSE
the UK and globally. should email ukdse.smeenquiry@trade.
gov.uk.
UK Defence and Security Exports UK
Defence and Security Exports (UKDSE) Defence Sourcing Portal (DSP).
43. Part of the Department for International 45. All new direct tender and contract
Trade, UKDSE provide specialist export opportunities valued over £10,000 are
advice and practical assistance, working advertised on the DSP. Access and
closely with industry and government registration is free of charge and all
departments including MOD, the Home suppliers looking for opportunities in
Office, and the Export Control Joint Unit Defence procurement are encouraged to
(ECJU). They are responsible for: register their details on the DSP now.
• h
elping UK Defence and security Military Command and Enabling
industries export their products Organisation Procurement.
• m
aintaining relationships with 46. Each Military Command and Enabling
overseas governments to promote Organisation has their own commercial
British Defence and security products and procurement mechanisms.
• w
orking with MOD and industry Engagement on the challenges and priority
to ensure Defence and security capability areas outlined in this paper will
products have export potential happen at Military Command level.
• p
roviding UK Defence and security
companies with specialist support to
sell their goods.
Innovation and Ideas focussed engagement
The Defence and Security Accelerator • T

hemed Competitions offer
(DASA) innovators the opportunity to submit
47. D
ASA actively seeks out suppliers that proposals around specific government
have innovative ideas to support UK areas of interest, with the aim of driving
defence and security. DASA’s unique the development of technologies that
team of regionally based Innovation address predefined challenges in
Partners and Access to Mentoring national security. Through Themed
team are on hand to provide support to Competitions, we work with the MOD,
industry particularly, small and medium other government departments and
enterprises and academic institutions organisations across the wider public
who have not previously worked with sector to maximise access to cutting-
Government. DASA funds suppliers to edge science and technology, providing
develop their innovation through two a route to strategic advantage.
main mechanisms: Themed Competitions • T
he Open Call for Innovation is
and the Open Call for Innovation. open to innovators with good ideas
for defence and security, offering
them the opportunity to submit
their ideas to defence and security
stakeholders. Innovations are
welcomed that address any defence
or security challenges where there is
a relevant security Innovation Focus
Area (IFA). The Open Call is open
for proposals all year round, with
assessment dates scheduled across
the year. We will gauge end users’
interest, then assess and contract the
very best of these ideas.
48. D
ASA has also launched a new Defence The Defence Small and Medium-sized
funding competition: The Defence Enterprise (SME) Action Plan
Innovation Loan, which currently has 50. T
he SME action plan sets out our
£10 million available to fund Innovative commitments to SMEs and explain how
Defence solutions. This service provides we will meet them. We also highlight
an opportunity for single small and practical ways in which smaller and non-
medium enterprises (SMEs) with traditional defence suppliers can find and
Defence solutions to apply for a Defence compete for opportunities in UK defence,
Innovation Loan of between £250,000 and provide an overview of what a new
and £1.6 million with an interest rate of supplier needs to know to work with us.
7.4% per annum. More information about The plan can be found here.
DASA is available here.
Defence Science and Technology

Laboratory (DSTL)
49. DSTL is the principal channel for
Defence to engage with suppliers (in
industry and academia) to understand
and procure research and development
products and services in the technology
areas set out in this Framework. DSTL
manages a range of competitions and
R&D procurement activities, including
the Searchlight function which aims to
attract non-traditional Defence suppliers
and SMEs that are developing ideas or
products with potential Defence and
Security applications. Further information
about DSTL is available here.
Conditions of release
Material and information contained in this publication may be reproduced, stored in a
retrieval system and transmitted for UK Government and MOD use only, except where
authority for use by other organisations or individuals has been authorised by a Patent
Officer of the Defence Intellectual Property Rights.
This publication is UK Ministry of Defence Where we have identified any third-party

© Crown copyright (2022) copyright information, you will need to obtain
Images are UK Ministry of Defence © Crown permission from the copyright holders
copyright (2022) unless otherwise stated. concerned.
If contacting Defence Intellectual Property Printed on paper containing 75% recycled

Rights for authority to release outside of the fibre content minimum.
UK and MOD, the Patent Officer should be
informed of any third-party copyright within
the Government publication.
Crown copyright and Merchandise
Licensing, Defence Intellectual Property
rights, Central Legal Services,
MOD Abbeywood South,
Poplar 2 #2214, Bristol, BS34 8JH.
Email: DIPR-CC@mod.gov.uk
© Crown copyright 2022

This publication is licensed under the terms
of the Open Government Licence v3.0
except where otherwise stated. To view this
licence, visit nationalarchives.gov.uk/doc/
open-government-licence/version/3 or
write to the Information Policy Team, The
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The Defence

1. £16.5bn over previous planning assumption of

Annex A: Setting the context: Capability Plans

4. Further information can be found in Annex A of the

Figure 3: Chart showing change in ten-year total spending on equipment procurement

3. Guiding Principles for Capability

6. Integrated Operating Concept 2025, Page 17.

7. In accordance with the Support Design Principles

Defence’s Guiding Principles for Capability Development

4. Enduring Capability Challenges and

Using the priorities these priorities should be used by

The Integrated Review and

Figure 4: Publication Landscape

The Enduring Capability Challenges

Enduring Capability Challenge 1: Pervasive, Full Spectrum,

13. Challenge definition: Information 14. H

15. Priorities for future capability •  pen-Source Intelligence (OSINT).

•  ext Generation Autonomous

Enduring Capability Challenge 2: Multi-Domain Command &

16. Challenge definition: The pervasiveness 17. H

10. The Defence Space Strategy, page 31.

• Integrated Synthetic Environments. •  ryptography. The ability to securely

Artificial Intelligence (AI)

Enduring Capability Challenge 3: Secure and Sustain Advantage

19. Challenge definition: The pervasiveness 20. H

Enduring Capability Challenge 4: Asymmetric and Hard Power

24. Priorities for future capability • H

12. Generally accepted as speeds greater than Mach 5.

Future Combat Air

Future Rotary Wing

Enduring Capability Challenge 5: Freedom of Access and

25. Challenge definition: Our adversaries 26. H

• Support. Through the Defence Support  dapting to Climate Change. To

Summary of future Military Capability Priorities

Enduring Challenge Area Priorities for Future Capability Development

•  rocessing, Exploitation and Dissemination 9PED)

5. Measuring Success: Transforming Test

Figure 5: Drivers of change in the Test and Evaluation Enterprise

6. How to engage with the

Strategic Level Engagement

Commercial and Exports focussed engagement

Submarine Delivery Agency (SDA)

Defence Digital 44. The UK Defence and Security Exports

Innovation and Ideas focussed engagement

The Defence and Security Accelerator • T

Defence Science and Technology

This publication is UK Ministry of Defence Where we have identified any third-party

If contacting Defence Intellectual Property Printed on paper containing 75% recycled

© Crown copyright 2022

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4. Further information can be found in Annex A of the

6. Integrated Operating Concept 2025, Page 17.

7. In accordance with the Support Design Principles

13. Challenge definition: Information 14. H

15. Priorities for future capability • pen-Source Intelligence (OSINT).

• ext Generation Autonomous

16. Challenge definition: The pervasiveness 17. H

10. The Defence Space Strategy, page 31.

• Integrated Synthetic Environments. • ryptography. The ability to securely

19. Challenge definition: The pervasiveness 20. H

24. Priorities for future capability • H

25. Challenge definition: Our adversaries 26. H

• Support. Through the Defence Support dapting to Climate Change. To

• rocessing, Exploitation and Dissemination 9PED)

Defence Digital 44. The UK Defence and Security Exports