Defence Science and Technology Laboratory Annual Report and Accounts 2024-2025 HC 959 [dstl] Delivering Mission Success Ministry of Defence [dstl] Delivering Mission Success Defence Science and Technology Laboratory Annual Report and Accounts 2024-25 Presented to the House of Commons pursuant to Section 7(1), (2) and (5) of the Government Resources and Accounts Act 2000. Ordered by the House of Commons to be printed on 16 July 2025. HC 959 Notes: On 1 July 2001, in accordance with the Statutory Instrument 2001 No. 1246, the Defence Science and Technology Laboratory (Dstl) was created as a result of the separation of the Defence Evaluation and Research Agency (DERA); Dstl continuing as the Trading Fund. On 1 April 2017, in accordance with the Statutory Instrument 2017 No. 148, the Defence Science and Technology Laboratory Trading Fund Order 2011(S.I. 2011/1330) was revoked; Dstl continuing as an Executive Agency within the ambit of the Defence vote but no longer operating as a Trading Fund. © Crown copyright 2025 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/ Where we have identified any third party copyright information you will need to obtain permission from the copyright holders concerned. This publication is available at www.gov.uk/official-documents. Any enquiries regarding this publication should be sent to us at [email protected]. ISBN 978-1-5286-5582-8 E03292123 07/25 Printed on paper containing 40% recycled fibre content minimum Printed in the UK by HH Associates Ltd. on behalf of the Controller of His Majesty's Stationery Office Contents Performance Overview - 2 Chief Executive's statement - 3 Directors' report - 4 Who we are and what we do - 5 Our plans for the future – our strategy - 6 Ensuring successful delivery - 9 Our performance summary - 13 Measuring how we are doing - 18 Managing the impact of our activities - 21 Accountability - 37 Corporate Governance - 38 Statement of Accounting Officer's responsibilities - 46 Governance statement - 47 Remuneration policy - 59 Senior Management remuneration and pension entitlement - 61 Our people - 64 Parliamentary Accountability and Audit - 71 Statement of Parliamentary Supply - 72 Regularity of expenditure - 72 Remote contingent liabilities - 72 Losses and special payments - 72 Fees and charges - 73 Public spending and administration budgets - 73 The Certificate and Report of the Comptroller and Auditor General to the House of the Commons - 74 Financial Statements Accounting information - 80 Statement of Comprehensive Net Expenditure - 81 Statement of Financial Position - 82 Statement of Cash Flows - 84 Statement of Changes in Taxpayers' Equity - 86 Notes to the accounts - 88 Glossary - 125 Performance Our Performance Report details Dstl as an organisation, highlighting our strategy, the principal risks we face in our delivery and the analysis of our performance. It is split into two sections: Overview and Performance Analysis. These pages complement the detail in our financial statements, which begin on page 80. Chief Executive’s statement I am pleased to present this year's Annual Report and Accounts, reflecting on a year of considerable achievement, challenge and transformation for Dstl. We continue to operate in a volatile and unpredictable world, where the nature of threats is evolving rapidly. In this environment, our ability to adapt, innovate and deliver at pace is essential to ensuring the UK maintains its strategic advantage. The contribution of Dstl's science and technology to national defence and security has never been more vital – and I am proud of the role we have played ensuring mission success now, and in the future. 2024/25 has seen another year of significant delivery from Dstl within tight financial parameters. I am particularly proud of the depth and breadth of Dstl's input into the Strategic Defence Review – with our expertise shaping around 80% of the underpinning papers. This work has ensured that Science and Technology (S&T) remains central to UK defence posture. We also provided major input to Defence Reform. As we look ahead, Dstl became part of the National Armaments Director Group (NAD Group) in April 2025 – a move that further embeds our expertise within the heart of the defence enterprise. This alignment will help the Ministry of Defence (MOD) to procure the right and most cost-effective capability, enhance collaboration, drive efficiencies and strengthen our ability to pull through cutting edge S&T solutions that directly support the UK's defence and security priorities, at greater pace. We are also concluding a significant organisational design and development transformation of our own to ensure Dstl is best aligned to the NAD Group. This will support decision making and better acquisition in MOD and offer S&T opportunities that can provide new or more cost-effective ways to deliver capability, increasing our agility and ability to deliver at pace. Building upon our newly implemented strategy, and our new operating model, our organisational design is focused on generating greater impact with our work, efficiency and a relentless focus on the delivery of S&T. This will enable mission success, delivering in partnership with defence, industry, and academia. We have already reshaped our executive and senior leadership team, and our portfolio delivery office is improving alignment with defence priorities. This past year has been a year of significant change within the Executive. I want to thank David English and Matt Chinn for their service and leadership, and welcome Tim Sheldon and Simon Donnan to the team. Their experience and insight will be invaluable as we steer Dstl through this next phase of its development and seek to ensure strong UK defence and security through the S&T advantage we generate inside Dstl and with our partners in industry and academia worldwide. Throughout this period, our people have continued to deliver with professionalism, dedication and remarkable resilience. I am grateful to colleagues – and to our partners across defence, academia and industry – for their continued support to our mission. Together, we remain focused on delivering world-class science and technology to protect the nation and secure our future. Dr Paul Hollinshead Chief Executive 14 July 2025 Directors’ report In last year's report I commended the magnificent achievement of Dstl delivering, for the first time, over £1 billion of S&T. 2024/25 has once again seen another huge contribution from Dstl, in the context of a continuing high level of support to operations. The Board has focused on ensuring that critical S&T capabilities have been protected, as well as being assured that progress continues to be made in tightening up the overall control environment, with particular attention on Health and Safety. The Board was also pleased to note the growing success of the ‘single front door’ through which demand for S&T is channelled. As a result of the single front door, Dstl has been able to avert expenditure by identifying where solutions can meet multiple demands, or where requests are not wholly in line with Defence priorities. It has also been pleasing to note the contribution Dstl has made to Defence Reform. Looking ahead, from April 2025 Dstl has formed part of the new National Armaments Director Group and thus will be well placed to ensure that S&T plays an even more pivotal role in the nation's defence and security, as well as being better placed to contribute to the anticipated future growth in the defence industry. None of this would have been possible without the extraordinary work of more than 5,000 people who work at Dstl, colleagues in MOD and its many partners and suppliers, who together ensure that S&T plays such a vital role keeping our armed forces equipped with the best possible solutions both now and for the future. Particular thanks are due to the Dstl Executive led by Paul Hollinshead, who have worked tirelessly to achieve delivery. During 2024/25 we said farewell to one of our long-standing Non-Executive Board members, Jeremy Monroe, to whom we extend our thanks. In his place, we welcome Mark Barclay who joins us with an impressive array of defence industry experience. Adrian Belton Chair of the Dstl Board Who we are and what we do Dstl – delivering mission success through science and technology advantage Dstl is an integral part of the MOD, focusing on delivering impactful S&T at pace, helping to solve the most important challenges for UK defence and security. We moved into the NAD Group from April 2025, to be aligned with Defence Equipment and Support, the Defence Infrastructure Organisation and Defence Digital. Our role is to supply specialist services to MOD, the Home Office and across government using evidence and insights to shape strategic decisions, guiding our stakeholders to make informed choices from the outset. We use our networks and combine our understanding of UK defence problems, UK's adversaries and S&T opportunities to find, develop and integrate technologies to provide operational advantage for the front line – whether that be in the Armed Forces or for our security and emergency services, at home and abroad. Our embedded Military Advisors provide an essential conduit into appropriate military areas to ensure that our work remains relevant, both to operational needs and the requirements of our customers. We work with colleagues across government to understand the needs of defence and security, with our main customer being MOD. We collaborate to integrate the best solutions, wherever they may be found, with academia, small businesses and defence primes, helping to generate economic growth and prosperity through investment in skills, innovation and infrastructure across the UK. Through targeted international research collaboration, we collaborate with our allies, leverage their work and burden-share challenges to reach joint and interoperable outcomes. Some work must remain in government, such as that of a sensitive nature, or where we need to ensure collaboration with international partners – and it is for that purpose that we must invest in our own people, who can provide that expertise and know-how, while working collaboratively across the S&T ecosystem. As well as delivering scientific and technological advantage, Dstl also acts as an engine for economic growth. Our work supports jobs across the innovation ecosystem with our unique partners in industry and academia. Through Ploughshare, Dstl-developed intellectual property is commercialised creating jobs through spinouts and licensees, contributing exports and gross value to the UK economy. During 2024/25 we continued to host DASA, the Defence and Security Accelerator, which finds and funds exploitable innovation to support UK defence and security quickly and effectively, and support UK prosperity. DASA seeks ideas from innovators small and large and provides support to those who have not previously worked with Government. Our ability to accelerate technology development to deliver direct support to operations is through sustained long-term investment in the core S&T base, through our people, capabilities and facilities. Our work on generation-after-next technologies will allow us to continue to save lives and defeat our adversaries for many years to come. Our plans for the future – our strategy The Secretary of State for Defence has made it clear: as a nation we need to be able to deter, fight and win in this volatile world. The Strategic Defence Review (SDR) has set the direction to ensure defence is fit for the future, with Defence Reform providing the foundation of how we will deliver against that new direction. Dstl launched its five-year strategy in May 2023, based on an appraisal of defence and security’s challenges and the constantly evolving operating environment. Our strategy sets out the key areas or ‘strategic themes’ for Dstl to address defence and security’s most important challenges and respond to the threats presented by a technology driven future. Achievement of the four strategic themes will be underpinned by improvements to Dstl’s organisation, through investment in its people, estate and IT, whilst continuing to operate safely and securely; enabling Dstl to position itself for the future while delivering more effectively against the requirements of the present. Our stated intent to deliver mission success through S&T advantage and to focus on our stakeholders’ most important challenges is entirely consistent with the new direction for defence. It is vitally important we continue to deliver and champion the impact of our great S&T whilst these strategic conversations play out. Dstl will continue to collaborate with colleagues across defence to ensure S&T is appropriately positioned in the new defence operating model. Our strategic themes and underpinning activity will continue to align with the priorities of the SDR as they emerge. To deliver its S&T and to achieve its strategic themes, Dstl must continue to evolve and work to do so is already underway: Transformation programmes → Safety Reset is leading improvements to ensure everyone at Dstl operates safely at all times. → Supply Chain transformation to ensure we engage and collaborate more effectively with industry and academia to grow the UK’s S&T capability, resilience and economy. → Operating Model / Organisational Design is changing how Dstl operates and become better structured to support our Strategy. This will enable us to deliver greater impact at increased pace, focusing on our stakeholders’ most important challenges. S&T delivery → Bolstering Support to Operations to deliver high-impact and timely support to defence and security’s top priorities. → Working to better prioritise work and increase external collaboration to deliver improved outcomes for defence. → An S&T Capability Strategy to build a more resilient S&T base, efficiently balancing current operational requirements with future demands. → Rebalancing our portfolio of work to ensure we are concentrating our resource against defence and security’s top priorities. People and infrastructure → The People Plan is focusing on supporting our staff to help deliver Dstl’s strategic aims. → Our local workforce planning activity is making sure we prioritise the right people, with the right knowledge and skills to meet our S&T priorities. → A 10-year infrastructure plan to help us prioritise our funding in critical areas and collaborate with cross-government partners to find solutions. → A change to our organisational culture drives us towards our vision of a ‘One Dstl’, helping us collaborate and deliver on our stakeholders’ most important challenges. Dstl’s Strategy 2023-2028 Preparing for the future To maintain an operational advantage in the future, UK defence and security will need new capabilities. This theme focuses on: → Dstl working at the heart of delivering new capabilities and de-risking the future integrated force with our industrial and academic colleagues, to make sure we have got technologies that will matter - to ensure defence has the technology it needs and has battle winning solutions for the future; → Dstl’s knowledge of S&T opportunities informing future force capabilities that are genuinely new, exploiting novel technology and innovation rather than simply upgrading legacy systems; → Providing accessible, diverse networks focused on delivering innovative, cost-effective and affordable solutions to defence and security challenges; → Enabling cost-effective access to niche and critical S&T capabilities, including skilled and capable people. Enabling operational advantage at pace It’s imperative that UK defence and security has the S&T it needs. This theme is about Dstl: → Providing S&T support to operations at home and abroad; → Integrating across the innovation ecosystem - assisting users to collaborate, find and fund affordable technology solutions in the near and medium term; → Accelerating exploitation of S&T through greater experimentation, technology demonstration, prototyping and support for test and evaluation working across the defence Value Chain; and → Having a greater focus on S&T support to key capabilities and projects, including Directed Energy Weapons (DEW) and the Global Combat Air Programme. Leveraging and influencing internationally To best support the UK’s defence and security, Dstl needs to make best use of its specialist knowledge, skills and networks. This theme focusses Dstl’s expertise in leveraging peer to peer technical exchanges to bring together the best groups of people to solve capability problems and have a greater impact. To do this Dstl needs to focus on: → Strategic influence built through targeted international research collaboration; → Securing access to, and work-sharing in, allied programmes; → Burden sharing and mutual reliance to drive value for money and capability benefit; → Shared solutions to enable trusted, integrated allied partnerships; → Playing our role in making the UK a scientific leader and contributing to growth. Shaping the defence and security landscape To maximise the impact of S&T Dstl is actively supporting defence, security and their partners to understand current and emerging threats and priorities and the optimum means of answering them. It also means advising when Dstl and S&T are not being used to best effect in extant practices. To do this Dstl will: → Work with our key stakeholders to ensure that defence and security ask the right questions and make cost-effective, evidence based decisions at the right time; → Work with our key stakeholders to ensure that Dstl is appropriately configured to provide defence and security the best scientific skills and expertise and can provide excellent scientific advice. With focused Dstl support, defence and security will: → Achieve value for money - through understanding of technical feasibility and deliverability; → Be agile, technologically-advanced departments harnessing S&T intelligence, independent advice and constructive challenge; → Have faster modernisation through understanding, developing and exploiting new ideas; → Have more innovation and cost-effective end-to-end delivery through stronger collaborative partnerships. Ensuring successful delivery Risk is both inherent in our S&T activities and embarked upon to further the science that supports UK defence and security. Effective management of these risks helps to ensure the successful delivery of our objectives. As an MOD organisation, we continue to apply MOD’s risk management framework to our risk management approach. We have embedded risk management practices into our planning and forecasts, minimising disruption that could be caused by threats, as well as maximising the exploitation of opportunities. By proactively identifying, assessing, and managing the risks to the organisation, we improve the confidence of our stakeholders, and allow Dstl to improve its decision-making and take the most appropriate course of action in pursuit of its objectives. Our Corporate Risks Our Corporate Risks are those threats and opportunities that could impact the achievement of Dstl’s strategic objectives. Management of Corporate Risks is delegated to the Executive Management Committee (EMC) with oversight by the Board. Through a process of risk deep dives, the Board and its Audit and Risk Assurance Committee (ARAC) undertake assurance of these risks to review the effectiveness of current controls and risk response plans and ensure the level of risk carried by the organisation is within both its tolerance and delegation. Further assurance is provided in quarterly reporting to the ARAC and reporting to our MOD sponsors. A re-baselined Corporate Risk Register (CRR) was launched for the start of Financial Year (FY) 2024/25, aligned with Dstl’s Strategy 2023-28, and updates to MOD’s Risk Management Joint Service Publication (JSP) 892. We apply MOD’s Risk Categories to our risks, and where applicable, there is line of sight between our Corporate Risks and MOD’s Principal Risks. Preconditions such as keeping our people safe and secure, will remain enduring essential components of our CRR. The composition of our CRR was revisited by the Board at the end of the FY, to ensure continued alignment with our strategic objectives, and internal and external context. The impacts of upcoming contextual changes on our Corporate Risks will continue to be monitored by our Executive Risk Owners. Risk is defined as the effect of uncertainty on objectives. Global uncertainty and instability have only increased in 2024/25. We continue to see high levels of conflict; with further uncertainty linked to geopolitical shifts with the potential of far-reaching consequences. It has become more important than ever that Dstl has proactive and robust risk management in place, to mitigate and respond with agility to this volatile external context. Our Opportunity risk around strategic engagement ensures that our expertise can be put to maximal use to generate impact and value in the defence and security ecosystem. Managing our risk around prioritising our in-house S&T resources has ensured that Dstl continues to demonstrate our agility in providing specialist support, in response to the ongoing conflict in Ukraine and wider geopolitical conflict. Our suite of Security risks has been represented at Strategic level, in an overarching Security risk, to ensure that existing arrangements retain senior oversight. In spite of challenging circumstances presented by ongoing MOD recruitment measures, we have been able to make good progress in ensuring our workforce shape meets current and future requirements, with benefits to be embedded through our new Operating Model and Organisational Design. A new Environmental Protection risk completes a set of Health, Safety and Environmental Protection Corporate Risks, and will remain in place whilst we track the implementation of a JSP-aligned Environmental Management System. Risk | Outline controls and mitigations | Progress and changes in 2024/25 CR-CAPABILITY-1: Loss or degradation of critical national S&T capabilities Controls: Current controls to ensure the viability of unique S&T capabilities which only Dstl can provide, include maintaining Strategic Capability Plans, aggregated under the Dstl S&T Capability Strategy; and undertaking Capability Health Assessments, assured through the External Review Colleges. Progress: Capability Stewardship roles have been embedded in the new Organisational Design; A review of the Capability Assurance process is underway. CR-ENVIRONMENT-1: Environmental Protection Failure Controls: Controls include layered protections in line with regulations and legislation applicable to the activity in question; a programme of regulatory inspections; and maintaining onsite and offsite emergency response arrangements. Progress: We have conducted a gap analysis against JSP 816 (Defence Environmental Management System Framework) and launched activities to enhance processes; We have identified training and socialisation needs for Environmental Awareness Training. CR-GOVERNANCE-1: Ineffective leadership and governance to effect transformational change Controls: Our Senior Leaders have shared objectives linked to Dstl’s Business Plan to support delivery of the Dstl Strategy. Progress is monitored through regular Executive Management Committee Performance meetings. Progress: Executive roles and responsibilities have been reviewed and updated under our new Organisational Design; Our Leadership Strategy has been approved and is designed to achieve a ‘One Dstl’ approach to leadership. CR-INFO/CYBER-1: Major information security breach or loss Controls: In line with MOD information security protocols, Dstl has robust policies, procedures and practices in place, to ensure that its information remains protected and within its control. Layered controls are commensurate with the threat and the value of Dstl’s information. Progress: Cyber and information security defences are continually monitored, tested, audited and enhanced, to ensure they remain robust and proportionate. CR-INFO/CYBER-2: Failure to effect rapid Data transformation and enable underpinning S&T capability Controls: Digital and data transformation governance structures are embedded in our Organisational Design, to support Dstl’s Data Strategy. Progress: Ongoing activities align with safety and technical standards, and a ‘secure by design’ approach. CR-INFRASTRUCTURE-1: Key infrastructure component fails Controls: Dstl’s infrastructure assets are protected and enhanced via a programme of integrity and maintenance schedules and projects. Additionally, key infrastructure components have associated resilience plans and Dstl maintains robust Business Continuity planning arrangements. Progress: This risk is managed through life, due to the varied and complex nature of Dstl’s infrastructure and its evolution. This is approached through an ongoing cycle of pursuing funding avenues to upgrade our infrastructure, and managing and maintaining the infrastructure we have; During 2024/25, Dstl’s Business Continuity planning arrangements were validated through a phased cross-organisational exercise which took place over six weeks. CR-PEOPLE-1: Workforce shape not matched to current and future requirements Controls: Dstl recognises its people as our greatest asset and undertakes strategic workforce planning to ensure workforce capabilities support business needs. Outputs of Capability Health Assessments inform workforce planning activities. Progress: Dstl has continued to undertake targeted recruitment to prioritised roles, in response to Government / MOD recruitment controls; Implementation of the Pan-Defence Skills Framework is underway, as is development of enhanced Talent Development schemes; Our Reskilling and Redeployment process has been reviewed, to align with our new Operating Model and Organisational Design. CR-PORTFOLIO-1: Inability to prioritise and focus Dstl’s in-house S&T resources Controls: Dstl has a series of measures in place to provide a single, centralised and coordinated approach (a “single front door”) for triaging and assessing the priority for new work. This ensures that resources are appropriately balanced across new and existing demands. Progress: Dstl’s strengths in this area continue to be extensively demonstrated through our ongoing response to the Ukraine conflict and to urgent requests from Partners Across Government; Current developments to further reinforce controls, relate to gaining enhanced insights from Management Information. CR-REPUTATIONAL-1: Poor advice and substandard products / services Controls: Dstl prides itself on the quality of its outputs, ensured by the rigorous Technical Quality Assurance (TQA) of all formal S&T outputs. This is supported by the effective contract management and Technical Partnering of Dstl suppliers / sub-contractors. Various feedback mechanisms, including Customer Satisfaction Surveys, ensure our exacting standards are maintained. Progress: Ongoing continual improvement activities include a review of TQA processes and training. CR-SAFETY-1: A failure in health and safety management causes a life-threatening injury to a worker Controls: Dstl’s primary priority of ensuring that all work is undertaken safely, is ensured by suitable and sufficient Health & Safety Risk Assessments, and comprehensive work procedures, carried out by competent, trained personnel. The source of harm is designed out in the planning phase wherever possible, to prevent accidents and injuries. Regular monitoring and auditing processes provide assurance that Health & Safety management arrangements are effective and compliant. Progress: In 2024/25, enhanced training has been delivered for those undertaking or authorising H&S Risk Assessments; In-person delivery of ‘Safety Baseline Training’ was rolled out and is on track for delivery to all personnel by early Q2 2025/26; Dstl’s Safety Assurance Plan has been developed. CR-SAFETY-2: Major Health and Safety Event Harms the Public Controls: Dstl protects the public via effective defence-in-depth engineered safeguards. These are assured through an internal regime of first and second party audits of operating effectiveness and Health and Safety compliance. A Safety Argument (through a Safety Case or the application of a Safe System of Work) is used for all high-hazard / complex activities. Progress: Tranche 2 of Dstl’s Safety Reset is underway and includes activities to embed a ‘learning organisation’ approach and reinforce our controls to manage hazards. CR-SECURITY-1: Degradation of Dstl’s ability to deliver critical outputs Controls: Dstl has robust physical and personnel protective security measures in place to ensure that we operate securely, in line with applicable policy requirements. Progress: Dstl’s security arrangements are constantly monitored, maintained, and reinforced. CR-STRATEGY-1: Influencing Dstl’s position in the Defence S&T ecosystem Controls: Our unique positioning in the defence and security enterprise allows Dstl to put the breadth and depth of our expertise to maximal effect, to support the informed exploitation of S&T. The controls in this Opportunity risk centre on coordinated strategic engagement activities, led by suitably skilled personnel, to maximise the impact of our science and technology. Progress: In 2024/25, we have further cohered our approach, to ensure that that all stakeholders have a clear pathway for accessing Dstl’s advice, products and services; As part of our Organisational Design, we have made provision for the Strategy and Strategic Engagement Team to work with the new Mission Partner Engagement (MPE) and Delivery Partner Engagement (DPE) Functions; It is anticipated that our move to NAD Group will provide further opportunities to maximise the impact of our expertise. CR-TECHNOLOGY-1: Digital - Lack of digital investment (infrastructure, services and SQEP) Controls: Dstl takes active measures to address the increasing reliance over time, on Digital Service to deliver S&T and run the business. These include our approach to managing funding; Business Relationship Management to understand and respond to the needs of the business; and the alignment of Dstl’s Digital Strategy to the Defence Digital Framework. Progress: Ongoing activities include a six-monthly Digital Health report to the Executive; Being party to the defence-wide upskilling of the workforce in Digital Skills, to align workforce skills with strategic direction. Our performance summary Foreword 2024/25 was the final year of the four year Spending Review settlement. Over the first three years of the settlement Dstl grew to meet the increased S&T demand, both in terms of our routes to market and in our output (total operating income increasing by 48% over the first three year period to a record £1,102 million in 2023/24). Whilst income dropped 12% to £971 million, demand for Dstl’s scientific services remains strong and integral to defence and security. We have worked with partners in industry and academia to help mitigate the impact, on long-term capability in the wider S&T eco-system. Our capital investment programme was also constrained and, as a result, we focused on replacement of equipment and de-risking the safety and security of our critical infrastructure. Operating income Total operating income for the year fell, from the record high set the previous year, by £131 million to £971 million (2023/24: £1,102 million). The fall in income is largely against the MOD Core (CSA-funded) programme with delivery constrained as MOD balanced its financial position. Our charge rates increased by 7.5%, recognising the need for significant investment in our physical and digital infrastructure as well as continued underlying inflationary pressures. There were no changes to fees and charging policies. An analysis of our key top-level customer groups is set out in the table below: Customer Group | 2024/25 (£million) | 2023/24 (£million) MOD: Core S&T Programme: £481m | £597m Other: £422m | £430m Total MOD: £903m | £1,027m Non-MOD: Wider Government: £56m | £52m Non-Exchequer: £11m | £13m Total Customer Sales: £970m | £1,092m Other Operating Income: £1m | £10m Total: £971m | £1,102m MOD accounted for 93% of the £970 million customer contract income (2023/24: 94%). Most of the MOD income is generated by the Core S&T Programme, which saw significant growth in the first three years of the Spending Review period but was constrained in this final year with a resulting £116 million reduction to £481 million (2023/24: £597 million). This programme now represents 50% of total customer contract income (2023/24: 55%). There was also a fall in Other MOD income, by £8 million down to £422 million (2023/24: £430 million). Demand for Dstl’s expert S&T services remaining buoyant across other key markets with funding prioritised to the equipment programmes and support to the Front Lines Commands: → Head Office (Non-Core Programme) delivery was down £14 million to £126 million (2023/24 £140 million). → Defence Equipment and Support (DE&S) delivery increased by £13 million, to £101 million (2023/24: £88 million). → Business with the rest of MOD, covering the Front Line Commands (Air, Army, Navy and Strategic) and the Defence Nuclear Enterprise, fell by £7 million to £195 million (2023/24: £202 million). Non-MOD delivery increased by £2 million to £67 million (2023/24: £65 million). Dstl continues to deliver to a number of UK Government departments, with the Home Office our largest customer outside of MOD. Non-Exchequer income relates mainly to collaborative and jointly funded work with our defence allies and alliances. Other operating income reduced by £9 million, to £1 million (2023/24: £10 million). The reduction is representative of a change in funding policy, whereby MOD customers now transfer Parliamentary supply to Dstl for the acquisition of S&T assets, where previously they were procured through delivery programme income. For further information please see note 3 of the Financial Statements. External delivery costs External delivery costs comprising subcontracted work and purchases of materials and services fell by 26% to £416 million (2023/24: £562 million), representing 43% of all S&T work delivered in the year (2023/24: 52%). This fall in sub-contracted delivery is directly linked to the pressure on the MOD Core CSA programme, where investment was focused on MOD’s highest priorities. We continue to work collaboratively with our S&T partners to leverage innovation and align to our strategy to enhance and harness the S&T eco-system. As we move forward into 2025/26 our new operating model comes into effect with the formulation of our new Mission and Delivery Partner Engagement functions (MPE and DPE). The MPE function will work closely with new MOD interfaces, created under Defence Reform, to shape strategic direction and ensure we deliver to the highest priorities in Defence and Security. The DPE function will work with our partners in industry and academia to help build and maintain critical capabilities in the S&T eco-system aligned to those priorities. Operating expenses Operating expenses increased by £33 million to £624 million (2023/24: £591 million). Operating Expenses | 2024/25 (£million) | 2023/24 (£million) Staff Costs: £374m | £365m Non-Staff Costs: £178m | £150m Depreciation, Amortisation and Impairment: £72m | £76m Total: £624m | £591m Staff costs increased by £9 million to £374 million (2023/24: £365 million). Discounting the one-off Cost of Living Allowance payment in 2023/24 at a cost of £8 million the real increase is £17 million, which reflects annual pay inflation of 4.5%. Non-staff costs increased by £28 million to £178 million (2023/24: £150 million). Last year non-staff costs were reduced by release of an £8 million accrual following a one-off favourable assessment of business rates liabilities. In 2024/25 we also made critical investment in planned estates maintenance and new digital service provision. These essential increases and unavoidable inflationary pressures have been offset by savings measures across defence on discretionary expenditure. Depreciation, amortisation and impairment costs are down £4 million to £72 million (2023/24: £76 million). At £16 million property impairment cost is down £15 million (2023/24: £31 million) offset by other asset impairments of £4 million and increased depreciation / amortisation charges on new assets. For further information please see note 12 of the Financial Statements. Net operating income / expenditure Our income arises principally from charges to customers. Our MOD customers are charged at rates representing the recovery of cash operating costs only, in accordance with the department’s policy for internal charging. Charges to Non-MOD customers continue to reflect full economic cost and include a contribution towards our capital costs in the form of a fee based on a representative proportion of capital spend. The proportion is based on estimates of projected sales to Non-MOD customers at the time when budgets are finalised. Summary | 2024/25 (£million) | 2023/24 (£million) Operating Income: £971m | £1,102m Costs of Sales – Direct Purchases: (£416m) | (£562m) Other Operating Expenditure: (£624m) | (£591m) Net Operating Income / (Expenditure): (£69m) | (£51m) The net operating expense for FY2024/25 is £69 million (2023/24 £51 million). Excluding depreciation / amortisation charges of £72 million and customer-funded (donated asset) income of £1 million the underlying net operating income is £2 million (2024/25 £18 million), which reflects the fee on income from our Non-MOD customers, offset by pressures created, yet well managed, by the overall retraction in MOD income. Capital investment Capital investment was £51 million (2023/24: £52 million), which included £1 million of assets either funded by MOD customers or donated by other government departments. Site rationalisation has featured significantly in our capital investment delivery in recent years but since leaving the Fort Halstead site in 2023/24 and completing registration of the final associated new building into service at Porton Down in 2024/25 we see a planned rebalance to the portfolio, aligning to our strategy to invest in our physical and digital infrastructure. Key investments were made to our infrastructure to ensure safe and secure working, and we continued to make acquisitions of new specialist scientific equipment to enhance our capabilities. Some planned investments were postponed to future financial periods as part of compromises to help balance the MOD financial position. Across the portfolio we invested: £16 million on IT, £16 million on our physical estate and £19 million on Laboratory Equipment. Funding and treasury management We are equity funded by MOD as explained in the financial statements and accompanying notes. The funding requirement arises from a combination of cash and non-cash transactions. We operate within the departmental control framework as described in the Parliamentary Accountability and Audit Report on pages 71-73. We receive cash directly from Non-MOD customers and retain responsibility for settling external liabilities with the exception of payroll, which is funded directly by MOD. This gives rise to a net cash outflow that is funded by MOD Treasury. Supplier payments During the year, we paid 98% of invoices within five days of being approved and cleared for payment (2023/24: 93%), against the target set by Government of 80%. Distorting factors There were no significant distorting factors affecting our primary financial statements. A full explanation of our accounting policies and other explanatory information can be found within the notes to the financial statements on pages 80-124. We continue to prepare our financial statements on a going concern basis based principally on funding projections from our parent department. Events after the reporting date There have been no significant events since the end of the financial year that affect the results for the year or the year-end financial position, or that are likely to have a material impact on future performance. Accounting policies These accounts have been prepared under International Financial Reporting Standards (IFRS), as adapted for the public sector in the Government Financial Reporting Manual (FReM), issued by His Majesty’s Treasury. There were no new accounting or reporting standards adopted in year. The likely impact from future adoption of new accounting and reporting standards, are outlined in Note 1 to the financial statements commencing on page 88. Financial outlook Our core purpose and role remain unchanged as a supplier of S&T services to defence and security customers, mainly within Government. We continue to operate principally in specialist areas where there are often few private sector suppliers or no effective commercial market. Under Defence Reform, Dstl becomes part of NAD Group with effect FY2025/26, uniting MOD’s delivery organisations. Working together as one group will make us more efficient and strengthen our systems. It will drive nimble innovation, rapid procurement, sustained growth, and make us a better partner to the defence enterprise. Whilst Dstl’s principal operations will not change there is ongoing review on how the entities in the group will operate and interface in the future. We continue to work with MOD, as our sponsoring Department, to ensure our future investment requirements are funded as part of the Spending Review 2025 that will secure funding for the next four years. Measuring how we are doing Performance reporting Dstl's performance is systematically monitored through a monthly Corporate Performance Report, reviewed by the Executive Management Committee (EMC) and evaluated during quarterly EMC Performance meetings. The Dstl Board also assesses performance at every meeting, tracking progress against objectives, including Key Performance Indicators (KPIs). To strengthen reporting processes, Dstl continues to collaborate with the Board and its MOD Sponsor. This framework integrates both current and forward-looking performance assessments, allowing timely interventions to ensure the achievement of KPIs and strategic goals. Beyond KPIs, Dstl regularly tracks a broader set of Performance Measures (PMs). Collectively, these KPIs and PMs offer a comprehensive view of performance, enabling informed decision-making at all organisational levels. Dstl, in partnership with its MOD Sponsor, Board, and Defence Science and Technology (DST), determines and agrees the KPIs that measure organisational performance. For 2024/25, Dstl established ambitious but achievable KPI targets. Achieving the agreed targets presented challenges throughout the year, as reflected in the performance outcomes. Of the six KPIs: → One (Safety) successfully met its target. → Three (Delivery, People and Enabling Cost) remained within the accepted tolerance range. → Two (External Delivery and Delivery per Full Time Employee (FTE)) fell short of their targets due to external factors beyond Dstl’s control. Key Performance Indicators (KPIs): - How well are we delivering to our customers? Delivered to agreed date of S&T Programme milestones | Target: >85% | Achieved: 82% - Are we safe and secure? Fewer than 140 RIDDOR injuries, per 100,000 employees | Target: <140 | Achieved: 77.4 - Do we have the enablers in place to deliver S&T? Level of Employee Engagement, through the completion of the People Survey | Target: 60% | Achieved: 58% - Are we becoming more efficient? Average S&T delivered per Full Time Employee (at Dstl level) | Target: £200k | Achieved: £189k - Are we becoming more efficient? EMR (Extra Mural Research) spend (sub-contract only), as a percentage of the Total Cost of Sales | Target: >37.1% | Achieved: 34.9% - Are we becoming more efficient? Enabling Cost, as a percentage of the Overall Cost | Target: <21.8% | Achieved: 22.6% Key performance messages 2024/25: - S&T Programme Milestones: 82% achieved on time (target >85%). - RIDDOR: 6 incidents in total, incident rate 77.4 per 100,000 employees (frequency rate 0.04). - Employee Engagement: 58% (target 60%). - Efficiency: S&T delivered per FTE was £189,000. - Extra Mural Research (EMR) Spend: £336 million (34.9% of total cost of sales). (Historical EMR: FY2021/22: £354m / 42.0%; FY2022/23: £388m / 40.5%; FY2023/24: £461m / 42.4%; FY2024/25: £336m / 34.9%) - Enabling Cost: Ended FY2024/25 at 22.6% (target <21.8%). Managing the impact of our activities At Dstl, we are committed to building a sustainable future for our environment, each other, and our community. Sustainability Strategic Direction Dstl moved forward with its sustainability agenda, supporting Net Zero 2050 (NZ50) and Greening Government Commitments (GGC). Dstl focuses on UN Sustainable Development Goals: SDG 3, SDG 4, SDG 6, SDG 7, SDG 8, SDG 9, SDG 11, SDG 12, SDG 13, SDG 15, SDG 16, SDG 17. Task Force on Climate-related Financial Disclosure (TCFD) Compliance Statement: Dstl reports in line with HMT's TCFD guidance, complying with Phase 1 and 2 recommendations across Governance, Risk Management, and Metrics/Targets. Greening Government Commitment (GGC) 2021-2025 Summary: - Overall GHG emissions: 30.6% reduction from 2017/18 baseline (Target: 30% reduction) - Achieved - Direct GHG emissions: 1.3% reduction from baseline (Target: 10% reduction) - Not achieved - Domestic travel emissions: 24% reduction from baseline (Target: 30% reduction) - Not achieved - ULEV/ZEV Fleet: 7% ULEV/ZEV achieved - Domestic business flights: 8.8% increase (Target: 30% reduction) - Not achieved - Total waste generated: 20% increase - Not achieved - Waste to landfill: 0% - Achieved (target <5%) - Waste recycled/composted/anaerobic digestion: 51% (Target: >70%) - Not achieved - Water consumption: 66% reduction from 2017/18 baseline - Achieved (Target: 8% reduction) - Paper use: 50% reduction - Achieved Energy and Travel Metrics: - Total gross energy consumption (Scope 1 and 2): 110,186,289 kWh (2024/25) - Total energy expenditure: £16,607k (2024/25) - Total gross business travel: 39,109,776 pkm (2024/25) costing £15,608k - Total gross GHG emissions (Scopes 1, 2, 3): 38,081 tCO2e (2024/25) - GGC in-scope overall GHG emissions: 21,952 tCO2e (2024/25) vs target 22,148 tCO2e (Achieved) Conservation & Biodiversity: Porton Down SSSI covers 1,519 hectares. Stone-curlew conservation project in 2024/25 supported 10 breeding pairs and 8 fledged young (productivity 0.80, 5-year average 0.88). Sustainable ICT and Procurement: - SME Spend: 29% of external spend was with SMEs (28.2% direct suppliers were SMEs). - Over 3,000 hours volunteered by Dstl staff in the community. Corporate Governance The Dstl Board (financial year 2024/25): - Adrian Belton: Non-executive Chair - Mark Barclay: Non-executive member (Started 16 December 2024) - Brian Bowsher: Non-executive member - Robert MacLeod: Non-executive member (ARAC Chair) - Jeremy Monroe: Non-executive member (Departed 30 November 2024) - Sarah Spurgeon: Non-executive member - David Tonkin: Non-executive member (Departed 29 April 2024) - Tara Usher: Non-executive member (MOD) - Paul Hollinshead: Chief Executive - Andy Bell: Chief Science and Technology Officer - Rob Cocks: Interim Chief Finance Officer (Started 6 January 2025) - David English: Chief Finance Officer and interim Chief Operating Officer (Departed 31 December 2024) Dstl Executive Management Committee (EMC) as at 31 March 2025: - Paul Hollinshead: Chief Executive Officer (CEO) - Andy Bell: Chief Science and Technology Officer (CSTO) - Rob Cocks: Interim Chief Finance Officer (CFO) - Simon Donnan: Interim Chief Operating Officer (COO) (Started 25 November 2024) - Tim Sheldon: Chief Delivery Officer (CDO) (Started 15 April 2024) - Teresa Stanley: Chief People Officer (CPO) Audit and Risk Assurance Committee (ARAC): ARAC met 4 times during 2024/25. Robert MacLeod served as Chair. The internal audit opinion from the Government Internal Audit Agency (GIAA) provided Limited Assurance overall for FY24/25, highlighting areas for continued embedding of the new assurance framework, security risk assurance, and waste/fire safety management systems. Senior Management Remuneration and Pension Entitlement (Audited): Executive Directors Remuneration (2024/25): - Andy Bell (CSTO): Salary £110-115k, NCPA £0-5k, Pension Benefits £86k, Total £200-205k (2023/24: £145-150k) - Matt Chinn (Interim CDO to Apr 2024): Salary £5-10k (FYE £100-105k), NCPA £0-5k, Pension Benefits £4k, Total £10-15k (2023/24: £170-175k) - Rob Cocks (Interim CFO from Jan 2025): Salary £20-25k (FYE £85-90k), NCPA £0-5k, Total £20-25k - Simon Donnan (Interim COO from Nov 2024): Salary £30-35k (FYE £95-100k), NCPA £0-5k, Pension Benefits £129k, Total £160-165k - David English (CFO/Interim COO to Dec 2024): Salary £75-80k (FYE £95-100k), NCPA £0-5k, Pension Benefits £18k, Total £90-95k (2023/24: £200-205k) - Paul Hollinshead (CEO): Salary £165-170k, NCPA £0-5k, Total £165-170k (2023/24: £155-160k) - Tim Sheldon (CDO from Apr 2024): Salary £120-125k (FYE £135-140k), NCPA £0-5k, Pension Benefits £117k, Total £240-245k - Teresa Stanley (CPO): Salary £80-85k, NCPA £0-5k, Pension Benefits £75k, Total £160-165k (2023/24: £175-180k) Fair Pay Disclosure (2024/25): - Band of highest-paid director total remuneration: £165,000 to £170,000 (2023/24: £155,000 - £160,000) - Median total remuneration: £44,565 (2023/24: £44,198) - Median Pay Ratio: 3.76 (2023/24: 3.62) - 25th Percentile Pay: £34,058 (Ratio: 4.92) - 75th Percentile Pay: £54,856 (Ratio: 3.05) Staff Composition (Headcount as at 31 March 2025): - Non-executive members: 4 Male, 2 Female, Total 6 - Senior Leadership Team: 5 Male, 1 Female, Total 6 - Employees: 3,129 Male, 1,922 Female, Total 5,051 - Total: 3,138 Male, 1,925 Female, Total 5,063 Workforce Average FTE: 5,123 (Permanent UK: 4,726; Agency: 331; Inward secondees: 66) Total Staff Costs: £374.1 million (2023/24: £365.2 million) Parliamentary Accountability and Audit: - Statement of Parliamentary Supply: Dstl operates within MOD's control framework as an on-vote Executive Agency. - Regularity of expenditure: No material breaches identified. - Remote Contingent Liabilities: 1. Satellite collision: Remote risk of collision; HM Treasury approval up to £500 million, expiring 31 December 2030. 2. Decommissioning of Fort Halstead: Potential remediation of depleted uranium/ordnance up to £0.5 million. - Losses and Special Payments: 1. Termination of IT System: £2.2 million constructive loss on satellite operations IT system. 2. Termination of network access solution: £1.5 million constructive loss on digital file access project. 3. Fruitless payments: £430k for duplicate/expiring software licences. 4. Special severance payment: £62k tribunal settlement. Certificate and Report of the Comptroller and Auditor General: Unqualified audit opinion provided on the financial statements and regularity of expenditure for the year ended 31 March 2025 by Gareth Davies, Comptroller and Auditor General, National Audit Office, on 15 July 2025. Statement of Comprehensive Net Expenditure (SoCNE) for the year ended 31 March 2025: Operating Income: - Operating income from contracts with customers: £970.0m (2023/24: £1,092.4m) - Other operating income: £1.3m (2023/24: £9.6m) - Total operating income: £971.3m (2023/24: £1,102.0m) Operating Expenditure: - Staff costs: (£374.1m) (2023/24: (£365.2m)) - Purchase of direct goods and services: (£416.2m) (2023/24: (£562.4m)) - Depreciation, amortisation and impairment charges: (£72.1m) (2023/24: (£76.3m)) - Loss on transfer of non-current financial asset: £0.0m (2023/24: (£1.4m)) - Provision expense: (£0.3m) (2023/24: £2.8m) - Infrastructure running costs: (£141.6m) (2023/24: (£112.7m)) - Other operating expenditure: (£35.6m) (2023/24: (£37.8m)) - Total operating expenditure: (£1,039.9m) (2023/24: (£1,153.0m)) Net operating expenditure: (£68.6m) (2023/24: (£51.0m)) Net expenditure for the year: (£68.6m) (2023/24: (£51.0m)) Other Comprehensive Net Income / (Expenditure): - Net surplus on revaluation of PPE: £2.2m (2023/24: £0.1m) - Net surplus on revaluation of intangible assets: £0.9m (2023/24: £0.3m) - Total comprehensive expenditure for the year: (£65.5m) (2023/24: (£50.6m)) Statement of Financial Position (SoFP) as at 31 March 2025: Non-current assets: - Property, plant and equipment: £712.2m (2024: £733.3m) - Financial assets: £0.0m (2024: £0.0m) - Intangible assets: £33.4m (2024: £21.6m) - Leases: Right of use assets: £1.7m (2024: £0.6m) - Receivables: £2.0m (2024: £3.6m) - Total non-current assets: £749.3m (2024: £759.1m) Current assets: - Work in progress: £0.0m (2024: £0.0m) - Receivables: £23.0m (2024: £31.5m) - Cash and cash equivalents: £19.9m (2024: £12.6m) - Total current assets: £42.9m (2024: £44.1m) Total assets: £792.2m (2024: £803.2m) Current liabilities: - Trade payables and other liabilities: (£151.4m) (2024: (£209.3m)) - Short-term lease liabilities: (£0.2m) (2024: (£0.2m)) - Short-term provisions: (£2.4m) (2024: (£1.0m)) - Total current liabilities: (£154.0m) (2024: (£210.5m)) Non-current assets less net current liabilities: £638.2m (2024: £592.7m) Non-current liabilities: - Trade payables and other liabilities: (£3.7m) (2024: (£3.9m)) - Long-term lease liabilities: (£0.4m) (2024: (£0.2m)) - Long-term provisions: (£0.1m) (2024: (£1.2m)) - Total non-current liabilities: (£4.2m) (2024: (£5.3m)) Assets less liabilities: £634.0m (2024: £587.4m) Taxpayers' equity and other reserves: - Revaluation surplus: £237.2m (2024: £234.1m) - General fund: £396.8m (2024: £353.3m) - Total taxpayers' equity: £634.0m (2024: £587.4m) Statement of Cash Flows (SoCFs) for the year ended 31 March 2025: Cash flows from operating activities: - Net operating expenditure: (£68.6m) (2024: (£51.0m)) - Adjustments for non-cash transactions: £74.6m (2024: £81.1m) - Net operating income before changes in working capital: £6.0m (2024: £30.1m) - Working capital movements: (£44.0m) (2024: (£53.5m)) - Capitalisation/use of provisions: (£0.1m) (2024: (£2.7m)) - Net cash outflow from operating activities: (£38.1m) (2024: (£26.1m)) Cash flows from investing activities: - Purchases of PPE: (£48.5m) (2024: (£53.4m)) - Purchases of intangible assets: (£6.6m) (2024: (£6.4m)) - Net cash outflow from investing activities: (£55.1m) (2024: (£59.8m)) Cash flows from financing activities: - Net funding received from MOD in-year: £100.9m (2024: £74.0m) - Repayment of lease liability principal: (£0.4m) (2024: (£0.4m)) - Net cash inflow from financing activities: £100.5m (2024: £73.6m) Net increase / (decrease) in cash and cash equivalents: £7.3m (2024: (£12.3m)) Brought forward cash: £12.6m (2024: £24.9m) Carried forward cash: £19.9m (2024: £12.6m) Statement of Changes in Taxpayers’ Equity (SoCiTE) for the year ended 31 March 2025: - Balance at 1 April 2023: General Fund £320.1m, Revaluation Surplus £233.7m, Total £553.8m - Total comprehensive expenditure for 2023/24: (£50.6m) - Net equity investment received from MOD: £74.0m - Balance at 31 March 2024: General Fund £353.3m, Revaluation Surplus £234.1m, Total £587.4m - Revaluation surplus in 2024/25: PPE £12.8m, Intangibles £1.4m - Transfers between reserves: realised depreciation (£10.6m), realised amortisation (£0.5m) - Net operating expenditure: (£68.6m) - Auditor's notional remuneration: £0.1m - Net equity investment received from MOD: £100.9m - Balance at 31 March 2025: General Fund £396.8m, Revaluation Surplus £237.2m, Total £634.0m Notes to the Accounts (Summary of Key Notes): Note 1: Accounting Policies - Outlines basis of preparation under IFRS / FReM, going concern, DRC valuation methods for specialized property, modified historical cost accounting, IFRS 16 leases, and upcoming adoption of IFRS 17 (Insurance Contracts). Note 2: Operating Segments - Net operating expenditure analysed across Divisions: - Chemical, Biological and Radiological (CBR): Income £126.0m, Net Expenditure (£11.1m) - Cyber and Information Systems (CIS): Income £228.9m, Net Income £10.0m - Counter-Terrorism and Security (CTS): Income £182.5m, Net Expenditure (£9.8m) - Exploration (EXP): Income £65.5m, Net Income £0.9m - Platform Systems (PLS): Income £370.6m, Net Income £14.6m - Defence and Security Accelerator (DASA): Income £38.0m, Net Income £4.2m - Support to Operations (S2O): Income £50.9m, Net Expenditure (£0.3m) - Corporate: Income £24.3m, Net Expenditure (£77.1m) Note 3: Operating Income - MOD CSA £480.5m, MOD other £422.1m, Wider Government £56.7m, Non-Exchequer £10.7m. Total £970.0m. Note 8: Property, Plant and Equipment - Gross carrying amount at 31 March 2025: £925.5m, Accumulated depreciation: (£213.3m), Net book value: £712.2m. Note 10: Intangible Assets - Gross carrying amount £56.0m, Amortisation (£22.6m), Net book value: £33.4m. Note 16: Trade Payables and Other Liabilities - Total current £151.4m; Total non-current £3.7m. Note 18: Provisions - Total provisions £2.5m (Dilapidations & remediation £1.4m, Supplier claims £1.0m, Early departure £0.1m). Note 19: Capital Commitments - Contracted PPE commitments £15.3m, Authorised PPE commitments £30.0m, Authorised Intangibles £1.3m. Note 22: Related-Party Transactions - Material transactions with MOD (Income £902.6m, Purchases £31.1m), Home Office (Income £26.3m), DfT (Income £9.5m), and other public sector entities. Note 23: Contingent Liabilities - Discloses tribunal claims (up to £80k), estate operations claims (<£200k), and PhD student liabilities (<£50k). Glossary of Abbreviations: - ARAC: Audit and Risk Assurance Committee - CDO: Chief Delivery Officer - CEO: Chief Executive Officer - CFO: Chief Finance Officer - CIRAM: Climate Impact Risk Assessment Matrix - COO: Chief Operating Officer - CPO: Chief People Officer - CRR: Corporate Risk Register - CSA: Chief Scientific Adviser - CSTO: Chief Science and Technology Officer - DASA: Defence and Security Accelerator - DE&S: Defence Equipment and Support - DEW: Directed Energy Weapons - DIO: Defence Infrastructure Organisation - DRC: Depreciated Replacement Cost - EMR: Extra Mural Research - FReM: Financial Reporting Manual - FTE: Full-time Equivalent - GGC: Greening Government Commitment - GHG: Greenhouse Gas - GIAA: Government Internal Audit Agency - IFRS: International Financial Reporting Standards - MOD: Ministry of Defence - NAD Group: National Armaments Director Group - NCPA: Non-Consolidated Performance Award - NEM: Non-Executive Member - NIFA: Net Internal Floor Areas - RIDDOR: Reporting of Injuries, Diseases and Dangerous Occurrences Regulations - S&T: Science and Technology - SDR: Strategic Defence Review - SoCNE: Statement of Comprehensive Net Expenditure - SoFP: Statement of Financial Position - SoCFs: Statement of Cash Flows - SoCiTE: Statement of Changes in Taxpayers' Equity [dstl] Delivering Mission Success T: +44 (0)1980 950000 E: [email protected] W: www.gov.uk/dstl E03292123 978-1-5286-5582-8