Submarine Delivery Agency Annual Report and Accounts 2024/2025 For the period 1 April 2024 to 31 March 2025 Presented to the House of Commons pursuant to section 7 of the Government Resources and Accounts Act 2000 Ordered by the House of Commons to be printed 29 January 2026 HC 1637 Contents 24/25 Delivery Highlights - 1 Chair’s Introduction - 3 Annual Report – comprising of Sections 1 and 2 Section 1: Performance Report - 6 Performance Overview - 7 Chief Executive Officer’s Report - 8 Chief Finance Officer’s Report - 11 About the Submarine Delivery Agency - 13 Performance Analysis - 23 Safety, Environmental Protection, Climate Change, Sustainability and Security - 27 Looking Forward - 33 Section 2: Accountability Report - 36 Corporate Governance Statement - 37 Directors’ Report - 38 Statement of Accounting Officer's Responsibilities - 40 Governance Statement - 41 Remuneration and Staff Report - 61 Parliamentary Accountability Report - 83 The Certificate and Report of the Comptroller and Auditor General to the House of Commons - 85 Section 3: The Financial Statements - 92 Accounting Information - 93 Notes to the Accounts - 97 © Crown Copyright 2026 ISBN 978-1-5286-5784-6 E03375930 01/26 Submarine acquisition: • HMS Dreadnought’s ceremonial keel laying marked an important milestone in the programme to renew the UK’s Nuclear Deterrent. • We continued our programme of infrastructure improvements at BAE Systems’ Barrow-in-Furness shipyard, to support the Dreadnought and SSN-AUKUS (SSN-A) programmes. • The fifth Astute Class submarine, HMS Anson, joined the operational fleet having completed sea trials. • The sixth Astute Class submarine, HMS Agamemnon, entered the water for the first time at Barrow-in-Furness. Submarine support: • On completion of post-refit sea trials and successful certification, HMS Vanguard rejoined the operational cycle as planned. • We delivered targeted initiatives and programmes throughout the year that have delivered real benefit across the submarine fleet to restore capability, capacity and resilience. • We worked closely with our industry partners and Navy Command to establish a Control of Work Office on Valiant Jetty at Clyde, identified 56,000 items for codification to simplify demand ordering, and optimised warehouse space. • The reopening of 9 Dock in September and 15 Dock in early 2025 at the Babcock International dockyard in Devonport enabled the docking of HMS Victorious and HMS Audacious, increasing docking space for submarine maintenance. • Extensive in-water work for HMS Victorious’ Deep Maintenance Period was delivered in advance of her entry to 9 Dock in January. • The NATO Submarine Rescue System successfully conducted two major exercises with our allies, including the Submarine Rescue Vehicle ‘NEMO’ docking with a French attack submarine and the deployment of rescue and intervention systems to Norway for dockings with Norwegian and Swedish submarines. Submarine disposal: • We continued dismantling the decommissioned submarine Swiftsure, which remains on track toward her full dismantlement by the end of 2026. Other achievements: • In January we announced the new circa £9 billion Unity contract with Rolls-Royce Submarines to bolster support for the Royal Navy’s fleet of nuclear submarines and simplify our commercial arrangements to deliver value for money. • We established the SSN-A Programme Interface Office at our headquarters in Bristol to coordinate and integrate the UK and Australian AUKUS programmes and supply chains. • Minister for Defence Procurement and Industry opened the Submarine Availability Support Hub in Bristol to facilitate greater collaboration between Defence Nuclear Enterprise (DNE), Babcock International and other contractors to drive better submarine delivery and availability. Chair’s Introduction by David Goldstone CBE, SDA Interim Board Chair: I commenced the role of Submarine Delivery Agency (SDA) Chair on an interim basis on 1 September 2024. I have sought assurances from the outgoing Chair Jonathan Simcock to inform the writing of this statement and all subsequent Chair statements in this report. I have taken all the steps that I ought to have taken to make myself aware of any relevant information and to establish that the Agency’s auditors are aware of any such information. The SDA’s purpose is to be the DNE’s delivery agent for submarines, responsible for managing the full submarine lifecycle from design and manufacture to in-service support and disposal. This report sets out the Agency’s performance in 24/25, highlighting the progress we have made and the areas we are targeting to grow our capability through our improvement strategy. Delivering available and capable submarines for the Royal Navy in defence of the nation, including our contribution to the Continuous At-Sea Deterrent, is our top priority. Particular highlights during 24/25 include at Devonport, where infrastructure upgrades on 9 Dock and 15 Dock increased the available docking space for submarine maintenance activities, a key factor for improving submarine availability. We have also prioritised improving how we manage our suppliers, who are so crucial to everything we do, through more effective longer term relationships. We signed the Unity contract with Rolls-Royce Submarines to better streamline and incentivise delivery. We also continue to work closely with the new Submarine Production Alliance, including in our response to the Barrow fire, demonstrated by the major milestones achieved in our acquisition portfolio and improving productivity. This includes HMS Dreadnought’s keel laying and HMS Agamemnon, the sixth of seven Astute Class submarines, entering the water for the first time at BAE Systems’ Barrow-in-Furness shipyard to commence in-water testing. At the other end of the lifecycle, dismantling of Swiftsure remains on track for completion by the end of 2026. These are all welcome indicators of tangible progress being made across the full portfolio of the SDA’s remit as well as supporting the Government’s ambition for growth, skills and jobs. As the CEO outlines in his statement, there is still much more to do. We must continue to advance the build programme, and restore resilience, capability and capacity to recover from historic underinvestment. Overall, our review and refresh of our improvement strategy and continued emphasis on maturing our performance management, focus and approach shows we are making progress to evolve the SDA and our contribution to the DNE’s strategy and plan. In January, I joined Board and Executive Committee members to review our improvement strategy. We acknowledged the strong progress being made to enhance the Agency’s effectiveness and agreed there were opportunities to accelerate it so we can feel the benefits sooner. In the year ahead, continuing to successfully implement this strategy will see the SDA further increase its organisational capability to deliver its purpose more effectively. The Board and I look forward to continuing to support delivery of this national endeavour. David Goldstone CBE SDA Interim Board Chair Chief Executive Officer’s Report by Sir Chris Gardner KBE, Chief Executive Officer and Accounting Officer: Following another year as the CEO of the SDA and building on the Chair’s introduction which sets out some of the achievements the SDA has delivered over the last 12 months, I am pleased to see the progress that has been delivered against our improvement strategy and in support of the wider Defence Nuclear Enterprise’s objectives. In last year’s statement I emphasised the importance of building the necessary capacity, capability, and resilience across the industrial base to deliver this national endeavour. While this year has certainly brought further challenges and there is still a long way to go, I am pleased that the Agency has met some key milestones that demonstrate the progress we are making. Understandably, focus has remained on supporting CASD as we sustain the Vanguard Class through to transition to Dreadnought and restoration of docking capacity remains critical to unlocking wider submarine availability, so the re-opening of Devonport 9 Dock to enable HMS Victorious to enter her Deep Maintenance Period and 15 Dock to enable Astute Class maintenance is an important early step in this journey. It is vital we now follow this through with the remainder of the Devonport Infrastructure programme to meet future demand, combined with delivery of enablement and growth and upskilling of the workforce in parallel. In a similar vein, increasing stability in the submarine build programme and improving levels of productivity in Barrow continue to show benefit from the investment we are making and the shift to a continuous submarine production model backed by a Submarine Production Alliance is a marker for the future in meeting this intent. Our suppliers are critical to what we do and as the DNE’s delivery agent for submarines it is our responsibility to drive performance and productivity to where it needs to be. We are making unprecedented levels of investment across the whole submarine enterprise, and it is vital we gain real benefit from this in support of the Government’s growth agenda and commitment to the Nuclear Triple Lock. We continue to work with our key suppliers to embrace longer, better incentivised contracts to reflect not only the key role our partners play but also the uniqueness of delivering a portfolio that stretches decades into the future. The signing of the circa £9 billion Unity contract with Rolls Royce streamlines previous contracts and incentivises more efficient delivery and in setting the conditions for the future nuclear propulsion programme to meet AUKUS requirements. In recognition of the importance of the Dreadnought and SSN-A programmes, as mentioned, we expanded the scope of the Dreadnought Alliance to include SSN AUKUS, which continues to progress the Detailed Design and Long Lead phase in preparation for production readiness. This expanded alliance will enable us to optimise submarine production alongside delivery of the investment required to build the supply chain and invest in production facilities through the Submarine Enabling Capability programme to meet future demand and double capacity. Internally, we continue to make strong progress implementing our improvement strategy and to thicken our technical capabilities and optimise our structures within the Defence Nuclear Enterprise and cognisant of the changes being brought about through wider Defence Reform. Our Board and Executive Committee strategy stocktake in January acknowledged the progress made and reaffirmed the validity of our strategic direction but identified new opportunities to refine the strategy’s delivery approach. I look forward to driving this forward during the second half of my tenure. People remain central to our ability to deliver and building on the colleague feedback from the 2024 People Survey, my Executive Committee and I remain committed to understanding our workforce’s key issues and to build further on our consistent engagement scores to ensure the SDA remains a great place to work and we can recruit and retain the talent we need in supporting this critical national endeavour. Reflecting on the progress we have made as an organisation and as part of the wider Defence Nuclear Enterprise, I believe that we are starting to see the benefits of the work we have undertaken beginning to show genuine improvement. However, I remain far from complacent, and we must now inject further impetus. Restoration of docking capability and associated enablement will provide the opportunity to accelerate maintenance and deliver the two final Astute Class boats, which will be vital to meeting Defence outputs. Clear eyed focus on sustaining the Dreadnought programme to meet the aim of the first submarine on patrol in the early 2030s and seeing learning and productivity gains applied to the follow-on boats is critical to successful transition. There is a huge volume of work to be delivered to enable the future programme to deliver our AUKUS commitments. Restoration of a defuel capability for Pressurised Water Reactor 1 (PWR1) submarines and turning the Swiftsure demonstrator programme into a sustained pipeline of dismantling is vital to tackling the historic challenge of our laid-up submarines. All this and more will be required to restore the resilience, capability and capacity needed to meet our ambitions and reverse the trends of the past. There will be no quick fixes, and it will require the collective endeavour of both the SDA, our key suppliers and the wider industrial base to deliver. Sir Chris Gardner KBE Chief Executive and Accounting Officer 15 January 2026 Chief Finance Officer’s Report by Georgina Benzies, Chief Finance Officer: The past year has seen continued focus on working collaboratively across the DNE, developing our longer strategy for improvements, and building our capabilities to meet the demands of delivering a growing and complex portfolio. Two years into our improvement strategy, we continue to focus on those areas that will drive improvement aligned to the strategy’s core objectives. A first phase review found that we gained great momentum with key achievements in digitisation, ‘one team’ and long-term partnering, with these providing key building blocks for future change. Performance against our corporate delivery measures gained renewed focus in 24/25, aligned with our improvement strategy, and was assessed through an Objectives, Goals, Strategies, Measures (OGSM) framework. Our Key Performance Indicators (KPIs) were split into areas that focused on on-time delivery, available submarines and organisational effectiveness. We made progress against this new OGSM framework which enabled us to focus on areas for growth and improvement. Learning will also be incorporated into further development of the framework going forwards next year. Equipment plan: We spent £6,693 million (23/24: £6,002 million) supporting submarine capability and availability. This represented a 12% growth in the portfolio and continues the year-on-year growth we have seen since the launch of the Agency. The future programme shows further continued growth, alongside significant investment in infrastructure to support our future build and support programme and need to close with the disposals challenge. Operating costs: This period, we spent £313 million on the operating costs of the agency (23/24: £266 million), against a budget of £341 million. The variance of some £28 million below budget was due to lower workforce costs as growth in our workforce was slower than planned, noting the scarce skillsets we need to employ. This is an 18% increase on last year, reflecting the growth in organisational size needed to deliver our expanded portfolio as we improve boat availability, build the SSBN and SSN boats for the future and invest in the infrastructure required to increase our capacity to enable delivery of the future programme. We are demanding more volume from industry and we need to be able to match this to drive the pace of delivery. Payroll costs are the primary drivers of the SDA’s operating expenditure. Payables dominate the SDA’s balance sheet, at some £48 million (23/24: £29 million). The increase in payables reflects the continued increase in delivery activity, particularly in relation to supporting our expanding acquisition and build programmes. While our headcount has grown, we have continued to use contractors to augment our core workforce and enable the delivery of a growing portfolio. As we look to the future, we continue to review how we can best resource our programmes and share skills across the DNE to develop a sustainable talent pipeline. Who we are and what we do: The SDA is an Executive Agency of the MOD, sponsored by the DNO, and an important part of the DNE. We were established in April 2018 to strengthen the procurement, in-service support, and disposal of the UK’s nuclear submarines – some of the most complex platforms in the world. DNE mission: The DNE comprises the organisations that operate, maintain, renew and sustain the UK’s nuclear deterrent. It brings together the core organisations of the DNO within the MOD, the Royal Navy, UK Strategic Command, the SDA, and AWE Nuclear Security Technologies (AWE). These organisations work together to deliver the DNE’s shared mission: deliver nuclear capabilities, deter the threat, protect the nation. SDA vision: Our vision is ‘to be recognised for excellence in submarine delivery.’ SDA mission: Our mission is to ‘deliver available and capable submarines for the Royal Navy in defence of the nation.’ SDA purpose: Our purpose is to be ‘the DNE’s delivery agent for submarines’. This is a through-life role that covers the full lifecycle of submarine development, build, maintenance, upgrade, and disposal. We are the technical, safety and design authority for UK submarines, and the commissioning agent and commercial lead for our suppliers. SDA values: → support – we are committed, inclusive and thrive on teamwork → deliver – we are accountable, open, and sincere in all that we do → aspire – we are ambitious, trustworthy, and proud of what we achieve together DNE behavioural principles: → Mission first: lead as a team, committed to the programme, prioritising its objectives. → Best for enterprise: deliver those objectives as a single, integrated team, acting in the best interests of the enterprise. → Best athlete: allocate clear responsibility and accountability for those objectives to those best placed to discharge them. → One plan, one voice: decide best on a shared, jointly agreed management information. → Celebrate successes: we have a large mountain to climb, and we need to recognise our wins on the way. → Stand together: feel jointly responsible and accountable for the overall outcome. → No surprises, no blame: work in an open and transparent manner. → Our problem, not your problem: always look to improve and help others. → Every day counts: execute with pace, urgency and precision. Our corporate framework: As an Executive Agency, the SDA is an arm’s length body of the MOD, sponsored by the DNO. As of 31 March 25, the MOD has moved to a new organisational design as the first step in Defence Reform. The DNE has become one of four new areas, alongside the Department of State, the Military Strategic Headquarters and the National Armaments Director Group. The Chief of Defence Nuclear will become one of the new ‘Quad’, working with the Chief of Defence Staff, Permanent Secretary and National Armaments Director. Our CEO receives delegation to spend operating expenditure from the Chief of Defence Nuclear. The DNO acts as our departmental sponsor, monitoring and measuring our performance. Our annual priorities are set out in the Submarine Acquisition and Support Plan. Operating as an Executive Agency: The Accounting Officer, Sir Chris Gardner KBE, operates the SDA based on HM Treasury Managing Public Money guidance and Cabinet Office Government Functional Standards. How we are organised: We are led by the CEO and the SDA Executive Committee (chaired by the CEO, comprising nine Directors). The Deputy CEO and Chief Finance Officer (CFO) are members of both the SDA Board and Executive Committee. Key areas of work and Executive Committee leads: 1. Construction of new submarines: Director Submarine Acquisition / Submarine Production Alliance Managing Director. 2. Supporting Continuous At-Sea Deterrent (CASD): Director Submarine Support. 3. Nuclear infrastructure: Director Submarine Support. 4. Safely disposing of the UK's submarines: Director Submarine Support. 5. Delivery of the Trident Weapon System: Chief Strategic Systems Executive. 6. Development and delivery of nuclear propulsion, combat systems, equipment: Technical Director. 7. Submarine technology and capability development: Technical Director. 8. Industrial base development: Commercial Director. 9. Enabling SDA delivery: Director Strategy and Operations / Director Human Resources. Commercial Improvements: During 24/25, we placed a circa £9 billion contract with Rolls-Royce Submarines named Unity, creating over 1,000 UK jobs and safeguarding 4,000 roles. Submarine Production Alliance: Design and production for Dreadnought and UK SSN-A programmes will be managed by an Alliance between the SDA, BAE Systems, and Rolls-Royce Submarines (with Babcock International joining in due course). Independent Chair: Tony Meggs. Submarine Production Alliance Managing Director: Alex Mcmillan. Engaging our people: 24/25 People Survey response rate was 86% (highest in MOD). Engagement index: 63% (down 1%). Key priorities: Leadership development, Empowerment, and Driving improvements. Performance Analysis Framework (OGSM): Objective 1 – Available submarines: • Upgraded 9 Dock at Devonport restored dock access; HMS Victorious docked down in January for Deep Maintenance Period. • 15 Dock restored to enable Astute Class dockings. • HMS Audacious in-water maintenance approaches deployed. • HMS Anson completed sea trials including Spearfish and Tomahawk firings. • HMS Triumph completed final voyage to Devonport and entered decommissioning. Objective 2 – On time delivery: • Dreadnought programme: Construction of first three boats continued at Barrow-in-Furness; major section moved to coatings facility in October. • Astute programme: HMS Agamemnon entered water in October. Boat 7 (Achilles) build impact from Devonshire Dock Hall fire is being mitigated. • AUKUS: Trilateral naval nuclear propulsion agreement signed in August; SSN-A Programme Interface Office established in Bristol. • Submarine disposal: Swiftsure dismantlement on track for completion by end of 2026. • Commercial: Unity contract (£9 billion) awarded to Rolls-Royce Submarines. Objective 3 – Organisational effectiveness: Focus on supply chain and contract management, risk processes, financial and security controls, and workforce capability. Health, Safety and Environmental Protection: • Occupational health and safety training compliance reached 90%. • Compliance rating: Moderate. • Platform/product safety: ASSERT tool self-assessments; compliance assessed as Moderate. • Environmental protection: JSP 816 compliance; Environmental Apprenticeship Scheme continued; Environmental Centre of Excellence established. Task Force on Climate-related Financial Disclosure (TCFD) & Sustainability: • Complies with TCFD phase two disclosures on governance, risk management, metrics, and targets. • Climate risk assessment methodology (DCRAM) applied across 1.0°C, 1.8°C, and 3.7°C warming scenarios. • Scope 1 Estate GHG emissions: 2,249 tonnes CO2e (23/24: 2,662). • Scope 1 Platform GHG emissions: 1,747 tonnes CO2e (23/24: 1,301). • Scope 2 Estate GHG emissions: 2,512 tonnes CO2e (23/24: 2,662). Submarine Dismantling Project: • Swiftsure dry docked July 2023; small item low level waste removal completed. • >370 metric tonnes of low-level waste removed across Swiftsure, Resolution, Revenge, Repulse. • Dismantling of Swiftsure on track for completion by end of 2026. Security: Comprehensive security assurance review and General Security Awareness Training implemented across the workforce. Looking Forward Priorities: • Submarine acquisition: Complete HMS Agamemnon testing/commissioning and begin sea trials; move final major Dreadnought Boat 1 module; contract next phase of Dreadnought (Delivery Phase 3); complete SSN-A Design Status Review; expand facilities in Barrow and Raynesway (SMEAC and CPC). • Submarine support: On-time completion of Vanguard base maintenance at HMNB Clyde; accelerate transition to construction for Devonport infrastructure. • Submarine disposal: Complete Swiftsure fin removal in June 2025; deliver enduring disposal capability via Submarine Disposal Capability Project; recommence PWR1 defueling at Devonport by end of 2026. • Commercial: Conclude Phase 2 organisational design for Submarine Production Alliance by end of 2025. Directors' Report: Declarations of interest recorded for Jonathan Simcock, David Goldstone CBE, Sir Simon Bollom KBE CB, Keith Beckett CBE, Claire Hall, Martin Spencer, Sir Chris Gardner KBE, Georgina Benzies, and Vice Admiral Andrew Burns CB OBE. Personal Data Related Incidents: None reported to the Information Commissioner's Office in 24/25. Governance Statement: Assessed internal controls in compliance with HM Treasury Code of Good Practice. SDA Board comprised Chair (David Goldstone CBE, interim), CEO (Sir Chris Gardner KBE), Deputy CEO (Keith Beckett CBE), CFO (Georgina Benzies), and NEDs (Sir Simon Bollom, Martin Spencer, Claire Hall, Vice Admiral Andrew Burns). Sub-committees include Audit Risk Assurance Committee, People and Remuneration Committee, Performance Committee, Safety Committee, People Committee, and Security Committee. Executive Member Remuneration (24/25 Salary / Total): • Sir Chris Gardner KBE (CEO): Salary £275k-280k, Performance Award £60k-65k, Pension £44k, Total £380k-385k. • Keith Beckett CBE (Deputy CEO): Salary £210k-215k, Performance Award £35k-40k, Pension £31.6k, Total £280k-285k. • Georgina Benzies (CFO): Salary £120k-125k, Performance Award £25k-30k, Pension £106k, Total £250k-255k. Pay Multiples (24/25): • Highest paid civilian director banded midpoint: £337,500; Median civilian salary: £47,251; Civilian pay ratio: 7.14. • Highest paid military employee banded midpoint: £152,500; Median military salary: £83,620; Military pay ratio: 1.82. Staff Numbers and Costs: • Total Average FTE employed: 2,751 (2,670 permanent, 81 contingent labour). • Net Staff Costs: £207.505 million (Civilian £178.448m, Military £29.057m). • Sickness absence: 5.8 average working days lost per employee. • Diversity breakdown: 35.2% Female, 5.5% Ethnic minority, 12.5% Disabled. Parliamentary Accountability: • Responded to 27 Parliamentary Questions and 12 FOI requests. • Complaints to Ombudsman: Nil. • Losses and special payments: £400,000 total (including a special payment of £125,000). • Contingent liabilities: Nil. Certificate and Report of the Comptroller and Auditor General: Unqualified audit opinion on the financial statements and regularity of expenditure for the year ended 31 March 2025. Signed by Gareth Davies, Comptroller and Auditor General, on 16 January 2026. Statement of comprehensive net expenditure for the year ended 31 March 2025 (£000): Income: (898) [23/24: nil] Expenditure – programme costs: • Direct staff costs: 207,505 [23/24: 189,623] • Private sector support costs: 87,235 [23/24: 58,746] • Other programme costs: 19,454 [23/24: 17,219] Total direct programme costs: 314,194 [23/24: 265,588] Net direct programme expenditure: 313,296 [23/24: 265,588] Expenditure – non-cash items: • Communicated costs from other MOD organisations: 28,845 [23/24: 22,170] • Non-cash charges DE&S corporate overhead: 10,098 [23/24: 9,624] • Auditors' remuneration: 120 [23/24: 120] • Amortisation costs: 125 [23/24: 264] Total non-cash items: 39,188 [23/24: 32,178] Net operating expenditure / Total comprehensive net expenditure: 352,484 [23/24: 297,766] Statement of financial position as at 31 March 2025 (£000): Non-current assets: • Right-of-use assets NBV: 27 [23/24: 106] • Intangible fixed assets NBV: 222 [23/24: 75] Total non-current assets: 249 [23/24: 181] Current assets: • Trade and other receivables: 2,704 [23/24: 2,335] Total current assets: 2,704 [23/24: 2,335] Total assets: 2,953 [23/24: 2,516] Current liabilities: • Trade and other payables: (47,533) [23/24: (28,669)] Total current liabilities: (47,533) [23/24: (28,669)] Non-current liabilities: • Lease liabilities: 0 [23/24: (29)] Assets less liabilities: (44,580) [23/24: (26,182)] Reserves: • General fund: (44,580) [23/24: (26,182)] Total reserves: (44,580) [23/24: (26,182)] Statement of cash flows for the year ended 31 March 2025 (£000): • Net cash outflow from operating activities: (294,801) [23/24: (273,621)] • Net cash outflow from investing activities (Purchase of intangibles): (206) [23/24: (40)] • Net cash flows from financing activities (Parliamentary funding drawn down £295,023k less lease payments £16k): 295,007 [23/24: 273,661] • Net change in cash and cash equivalents: 0 [23/24: 0] Statement of changes in taxpayers' equity for the year ended 31 March 2025 (£000): • Balance at 1 April 2024: (26,182) • Comprehensive net expenditure: (352,484) • Non-cash communicated costs: 28,845 • Non-cash DE&S corporate overhead: 10,098 • Non-cash auditors remuneration: 120 • Net parliamentary funding drawn down: 295,023 • Balance at 31 March 2025: (44,580) Summary of Significant Notes to the Accounts: • Note 1: Statement of accounting policies (IFRS compliance, accounting boundary, operational vs equipment plan costs, right-of-use assets under IFRS 16). • Note 2: Staff numbers and related costs (Civilian net costs £178.448m, Military net costs £29.057m, Total £207.505m). • Note 3: Private sector support costs (£87.235m after AUKUS recharge Cr of £2.918m). • Note 4: Other programme costs (£19.454m including T&S £7.808m, IT £6.386m, training £1.863m, rentals £1.715m). • Note 5: Communicated costs (£28.845m from Defence Digital, DIO, Strategic Command, Navy Command, DBS, HOCS) and DE&S non-cash charges (£10.098m). • Note 6: Auditors' remuneration (£120k). • Note 7 & 8: Receivables (£2.704m) and Payables (£47.533m). • Note 10: Commitments under lease (Right-of-use asset net book value £27k; total lease liabilities £27k). • Note 11: Related party transactions (MOD, DE&S). • Note 12: Events after the reporting date (status as an Executive Agency under review following Defence Reform).