Roadmap for Sustainable
Defence Support
1Roadmap for sustainable defence support
CONTENTS
Section SectionTitle TitlePage Page
Co-authored and co-ordinated by KBR
EXECUTIVE SUMMARY 2
INTENTION 5
CLIMATE CHANGE AND CIRCULAR ECONOMY FOR UK DEFENCE 6
UNDERSTANDING THE SYSTEM OF SYSTEMS IMPACT ON NZ50 8
WHAT CHALLENGES MAY MOD FACE IN IMPLEMENTING NZ50 9
LEGISLATION AND POLICY 10
GLOBAL ISSUE: CLIMATE CHANGE 11
MAIN EMITTERS 12
CARBON MEASUREMENT FRAMEWORK FOR DEFENCE 14
SOLUTION EVALUATION CRITERIA 18
FUNDING AND FINANCING 20
LEARNING FROM INDUSTRY EXPERIENCES – INDUSTRY CASE STUDIES 22
LOW CARBON AND CIRCULAR SOLUTIONS FOR UK DEFENCE 24
LOW CARBON AND CIRCULAR SOLUTIONS FOR FORWARD OPERATING BASES 26
LIVING LABORATORY 28
DEFENCE SUPPORT
ROADMAP 30
RECOMMENDATIONS 32
ANNEX A – Industry trends (as submitted by the contributors) UK Government in NZ50 34
ENERGY EFFICIENCY 34
ENERGY FOR FUELS AND POWER 35
CIRCULAR ECONOMY 36
TECHNOLOGIES 37
BIBLIOGRAPHY 38
1Roadmap for sustainable defence support
CONTENTS
Section SectionTitle TitlePage Page
Co-authored and co-ordinated by KBR
EXECUTIVE SUMMARY 2
INTENTION 5
CLIMATE CHANGE AND CIRCULAR ECONOMY FOR UK DEFENCE 6
UNDERSTANDING THE SYSTEM OF SYSTEMS IMPACT ON NZ50 8
WHAT CHALLENGES MAY MOD FACE IN IMPLEMENTING NZ50 9
LEGISLATION AND POLICY 10
GLOBAL ISSUE: CLIMATE CHANGE 11
MAIN EMITTERS 12
CARBON MEASUREMENT FRAMEWORK FOR DEFENCE 14
SOLUTION EVALUATION CRITERIA 18
FUNDING AND FINANCING 20
LEARNING FROM INDUSTRY EXPERIENCES – INDUSTRY CASE STUDIES 22
LOW CARBON AND CIRCULAR SOLUTIONS FOR UK DEFENCE 24
LOW CARBON AND CIRCULAR SOLUTIONS FOR FORWARD OPERATING BASES 26
LIVING LABORATORY 28
DEFENCE SUPPORT
ROADMAP 30
RECOMMENDATIONS 32
ANNEX A – Industry trends (as submitted by the contributors) UK Government in NZ50 34
ENERGY EFFICIENCY 34
ENERGY FOR FUELS AND POWER 35
CIRCULAR ECONOMY 36
TECHNOLOGIES 37
BIBLIOGRAPHY 38
2 3Roadmap for sustainable defence support
EXECUTIVE SUMMARY
Lieutenant General Richard Nugee, will lead the Ministry of Defence (MoD)’s drive to achieve Net Zero carbon emissions by 2050 (NZ50) and the MoD is likely to be the pathfinder for wider UK Government in NZ50.
Lt Gen Richard Nugee, will lead the MoD’s drive to achieve Net
Zero carbon emissions by 2050 (NZ50) and the MoD is likely
to be the pathfinder for wider UK Government in NZ50. The
renaissance in defence support thinking, chiefly led by the
appointment of a Chief of Defence Logistics and Support
(CDLS), will be the perfect catalyst to enable the MoD to deliver
on the NZ50 mission – whilst improving operational support.
CDLS and ‘support’ is the ‘hub’ in enabling almost every area of
UK Defence – support covers the full spectrum of procurement,
logistics, maintenance and sustainability of the force elements
– from equipment to food, fuel and water. It enables Defence
people, their training and ultimately every type of Operation at
home and overseas. CDLS is at the heart of the Whole Force
and an achievement of NZ50 and sustainable operations will
be impossible without a whole force approach to the challenge.
Sustainment of the force is a fundamental tenet, as such
if reliance on the Supply Chain can be reduced and self-
sufficiency promoted, this would be a key strategic advantage.
The benefit of reducing the pressure on the main supply
routes also frees up supporting force protection assets and
thus reduces the footprint on the ground, resulting in a more
compact and contained force, notwithstanding the reduction
in the carbon footprint.
Generation of energy, fuel, food and water, as far forward as
operationally feasible, would allow the supply chain to focus
on the elements that cannot be manufactured or produced
forwards.
This paper discusses, via a roadmap approach, a set of
initiatives where UK industry believes a tangible contribution to
NZ50 can be made with further analysis by CDLS.
UK Defence industry are investing time and resource into the
following NZ50 initiatives.
4Carbon emissions
4Fuel and fuel substitutes and technologies
4Sustainability through the lens of the circular economy,
recycling, reduction in use, higher performance products
that ‘do more for less’
4Sustainability-Enabling Technologies
Figure 1: Future of UK Defence Figure 2: Future of UK Forward Operating Base
2 3Roadmap for sustainable defence support
EXECUTIVE SUMMARY
Lieutenant General Richard Nugee, will lead the Ministry of Defence (MoD)’s drive to achieve Net Zero carbon emissions by 2050 (NZ50) and the MoD is likely to be the pathfinder for wider UK Government in NZ50.
Lt Gen Richard Nugee, will lead the MoD’s drive to achieve Net
Zero carbon emissions by 2050 (NZ50) and the MoD is likely
to be the pathfinder for wider UK Government in NZ50. The
renaissance in defence support thinking, chiefly led by the
appointment of a Chief of Defence Logistics and Support
(CDLS), will be the perfect catalyst to enable the MoD to deliver
on the NZ50 mission – whilst improving operational support.
CDLS and ‘support’ is the ‘hub’ in enabling almost every area of
UK Defence – support covers the full spectrum of procurement,
logistics, maintenance and sustainability of the force elements
– from equipment to food, fuel and water. It enables Defence
people, their training and ultimately every type of Operation at
home and overseas. CDLS is at the heart of the Whole Force
and an achievement of NZ50 and sustainable operations will
be impossible without a whole force approach to the challenge.
Sustainment of the force is a fundamental tenet, as such
if reliance on the Supply Chain can be reduced and self-
sufficiency promoted, this would be a key strategic advantage.
The benefit of reducing the pressure on the main supply
routes also frees up supporting force protection assets and
thus reduces the footprint on the ground, resulting in a more
compact and contained force, notwithstanding the reduction
in the carbon footprint.
Generation of energy, fuel, food and water, as far forward as
operationally feasible, would allow the supply chain to focus
on the elements that cannot be manufactured or produced
forwards.
This paper discusses, via a roadmap approach, a set of
initiatives where UK industry believes a tangible contribution to
NZ50 can be made with further analysis by CDLS.
UK Defence industry are investing time and resource into the
following NZ50 initiatives.
4Carbon emissions
4Fuel and fuel substitutes and technologies
4Sustainability through the lens of the circular economy,
recycling, reduction in use, higher performance products
that ‘do more for less’
4Sustainability-Enabling Technologies
Figure 1: Future of UK Defence Figure 2: Future of UK Forward Operating Base
4 5Roadmap for sustainable defence support
1 Briefing to CCSIG (2 Mar 20). 2 Set out by Lt Gen Nugee in his draft ‘strategy’ presentation to ADS on 27th May 2020.
3 Jointly Chaired by Def Sp/AH CFD and KBR with attendees from wider MOD and industry
This paper discusses how forces could adapt to being carbon
efficient and, where possible carbon neutral, whilst protecting
operational capability yet sustaining force elements at home
and when deployed overseas.
The paper is structured according to the following focus areas
that the MoD can focus on in order to make NZ50 a reality:
4 UK Defence, Climate Change, Sustainability and a
Circular Economy
4 A System of Systems approach
4 Challenges the MoD faces in achieving NZ50
4 Legislation and Policy Challenges
4 What are the MoD main sources of carbon emissions and
carbon measurement
4 Evaluation of various proposed solutions
4 Potential Funding Options
4 Further Steps – Innovation Initiatives and Trends
The Defence Support intention is to inform, influence and
identify the initiatives that could have the most impact in
supporting CDLS’s contribution for reducing UK Defence’s
emissions and minimizing the carbon footprint – making a
significant contribution in supporting Lt Gen Nugee’s strategy -
ultimately leading to the achievement of NZ50.
Beyond carbon, there are numerous other socio-economic and
environmental impacts which the MoD must manage under
the umbrella of sustainability. There is a need for a strategy
to support the achievement of the Department’s strategic
objectives and the contribution the MoD makes to the UN
Global Sustainable Development Goals.
The further steps element of this paper will consider industry
views on what initiatives the MoD can undertake to make
improvements in order to meet the Government targets in the
following areas:
4 Carbon emissions
4 Fuel and fuel substitutes and technologies
4 Sustainability through the lens of the circular economy,
recycling, reduction in use, higher performance products
that ‘do more for less’
4 Sustainability-Enabling Technologies
These innovative further steps are discussed at Annex A.
In addition to regulatory requirements (NZ50 pertinent) and
potential operational agility benefits, there is a growing
cost imperative for Defence to adopt a proactive approach
to sustainability. As the industrial sector adapts to a low
or no greenhouse gas emissions market, the production
and availability of equipment, services and fuels that are
greenhouse gas emitters will become rarer and as a result,
their costs will increase. If Defence fails to take advantage and
adapt, the cost of some its primary energy and fuel needs is
likely to become prohibitive as a percentage of the Defence
Budget and become a prime contributor to operational
inability. For example, if automotive platforms with fossil fuel
power trains cannot be sold from 2035, fossil fuels will not be
manufactured in bulk, or at all, and as a result they may be
unavailable in certain regions or prohibitively expensive.
Addressing climate change is now a top priority for the UK
Government. Its NZ50 target, enshrined in the Climate Change
Act, makes a binding commitment based on the science
underpinning the Paris Agreement. The science shows that to
avoid the worst impacts of climate change we need to reduce
global greenhouse gas emissions by about 45% by 2030 and
to net zero by mid Century. The latest HMG Departmental
assessments1 highlight that the MoD contributes around
50% of all departmental emissions. This means that there
is a significant challenge facing the MoD and the Front Line
Commands in becoming net zero emitters.
Furthermore, climate change will have a significant operational
impact and will challenge the way UK Defence operates both
in the home base and when deployed. Defence Support, with
support from the Whole Force, is in a prime position to lead the
MoD’s response to the challenge set by Government
Lt Gen Nugee sees the way forward against four high level
directions of travel or ‘swim lanes’:
4 Climate Change Resilience. The implications of and how to
operate in a climate-changed world
4 Estate Mitigation. The primary vehicle to offset the
irreducible minimum of operational capability emissions in
the short to medium terms
4 Capability Adaptation. Changing how we operate and
procure now and in the future
4 Leadership, Policy and Process Change. Embedding climate
change and sustainability into Defence’s culture 2
The paper proposes a Carbon Measurement Framework for
Defence and where the implementation of alternative fuels
can impact the main emitters without impacting operational
capability. The operational impacts of a circular economy
approach have been analyzed and funding options considered
with a system of systems approach. Legislation and policy
analysis will add clarity to the MoD’s approach. Overlaying
each NZ50 initiative against the Evaluation Criteria proposed by
the paper will allow a prioritisation.
Recommendations:
4 Adopt the full fit for purpose UK Defence Carbon
Measurement Framework.
4Apply Circular Economy Principles to all procurement
4Apply a System of Systems Approach and a Rapid NZ50/
Sustainability Capabilities Office
4Apply Solution Evaluation Criteria
4Investigate further wider commercial industry-dominated
funding and financing initiatives
4Test and Evaluate these initiatives through a Living
Laboratory
4Adopt further the formal collaborative working principles
and frameworks available.
INTENTION
This joint MoD / Industry White Paper, published by the Sustainable Defence Support Sub-Working Group (as part of the joint LOGNET/Defence Support Force Development Board)3 , proposes a roadmap to support CDLS and the Whole Force play a leading role in transforming MOD to achieve NZ50.
We will reform how we live, work and operate, at home and overseas to act on climate change; we will be the vanguard for achieving Net Zero 2050 (NZ50). It requires action today and demands all of us to live in accordance with the values we uphold” –
Lieutenant General Richard Nugee. Presentation to ADS on 27th May 2020.
4 5Roadmap for sustainable defence support
1 Briefing to CCSIG (2 Mar 20). 2 Set out by Lt Gen Nugee in his draft ‘strategy’ presentation to ADS on 27th May 2020.
3 Jointly Chaired by Def Sp/AH CFD and KBR with attendees from wider MOD and industry
This paper discusses how forces could adapt to being carbon
efficient and, where possible carbon neutral, whilst protecting
operational capability yet sustaining force elements at home
and when deployed overseas.
The paper is structured according to the following focus areas
that the MoD can focus on in order to make NZ50 a reality:
4 UK Defence, Climate Change, Sustainability and a
Circular Economy
4 A System of Systems approach
4 Challenges the MoD faces in achieving NZ50
4 Legislation and Policy Challenges
4 What are the MoD main sources of carbon emissions and
carbon measurement
4 Evaluation of various proposed solutions
4 Potential Funding Options
4 Further Steps – Innovation Initiatives and Trends
The Defence Support intention is to inform, influence and
identify the initiatives that could have the most impact in
supporting CDLS’s contribution for reducing UK Defence’s
emissions and minimizing the carbon footprint – making a
significant contribution in supporting Lt Gen Nugee’s strategy -
ultimately leading to the achievement of NZ50.
Beyond carbon, there are numerous other socio-economic and
environmental impacts which the MoD must manage under
the umbrella of sustainability. There is a need for a strategy
to support the achievement of the Department’s strategic
objectives and the contribution the MoD makes to the UN
Global Sustainable Development Goals.
The further steps element of this paper will consider industry
views on what initiatives the MoD can undertake to make
improvements in order to meet the Government targets in the
following areas:
4 Carbon emissions
4 Fuel and fuel substitutes and technologies
4 Sustainability through the lens of the circular economy,
recycling, reduction in use, higher performance products
that ‘do more for less’
4 Sustainability-Enabling Technologies
These innovative further steps are discussed at Annex A.
In addition to regulatory requirements (NZ50 pertinent) and
potential operational agility benefits, there is a growing
cost imperative for Defence to adopt a proactive approach
to sustainability. As the industrial sector adapts to a low
or no greenhouse gas emissions market, the production
and availability of equipment, services and fuels that are
greenhouse gas emitters will become rarer and as a result,
their costs will increase. If Defence fails to take advantage and
adapt, the cost of some its primary energy and fuel needs is
likely to become prohibitive as a percentage of the Defence
Budget and become a prime contributor to operational
inability. For example, if automotive platforms with fossil fuel
power trains cannot be sold from 2035, fossil fuels will not be
manufactured in bulk, or at all, and as a result they may be
unavailable in certain regions or prohibitively expensive.
Addressing climate change is now a top priority for the UK
Government. Its NZ50 target, enshrined in the Climate Change
Act, makes a binding commitment based on the science
underpinning the Paris Agreement. The science shows that to
avoid the worst impacts of climate change we need to reduce
global greenhouse gas emissions by about 45% by 2030 and
to net zero by mid Century. The latest HMG Departmental
assessments1 highlight that the MoD contributes around
50% of all departmental emissions. This means that there
is a significant challenge facing the MoD and the Front Line
Commands in becoming net zero emitters.
Furthermore, climate change will have a significant operational
impact and will challenge the way UK Defence operates both
in the home base and when deployed. Defence Support, with
support from the Whole Force, is in a prime position to lead the
MoD’s response to the challenge set by Government
Lt Gen Nugee sees the way forward against four high level
directions of travel or ‘swim lanes’:
4 Climate Change Resilience. The implications of and how to
operate in a climate-changed world
4 Estate Mitigation. The primary vehicle to offset the
irreducible minimum of operational capability emissions in
the short to medium terms
4 Capability Adaptation. Changing how we operate and
procure now and in the future
4 Leadership, Policy and Process Change. Embedding climate
change and sustainability into Defence’s culture 2
The paper proposes a Carbon Measurement Framework for
Defence and where the implementation of alternative fuels
can impact the main emitters without impacting operational
capability. The operational impacts of a circular economy
approach have been analyzed and funding options considered
with a system of systems approach. Legislation and policy
analysis will add clarity to the MoD’s approach. Overlaying
each NZ50 initiative against the Evaluation Criteria proposed by
the paper will allow a prioritisation.
Recommendations:
4 Adopt the full fit for purpose UK Defence Carbon
Measurement Framework.
4Apply Circular Economy Principles to all procurement
4Apply a System of Systems Approach and a Rapid NZ50/
Sustainability Capabilities Office
4Apply Solution Evaluation Criteria
4Investigate further wider commercial industry-dominated
funding and financing initiatives
4Test and Evaluate these initiatives through a Living
Laboratory
4Adopt further the formal collaborative working principles
and frameworks available.
INTENTION
This joint MoD / Industry White Paper, published by the Sustainable Defence Support Sub-Working Group (as part of the joint LOGNET/Defence Support Force Development Board)3 , proposes a roadmap to support CDLS and the Whole Force play a leading role in transforming MOD to achieve NZ50.
We will reform how we live, work and operate, at home and overseas to act on climate change; we will be the vanguard for achieving Net Zero 2050 (NZ50). It requires action today and demands all of us to live in accordance with the values we uphold” –
Lieutenant General Richard Nugee. Presentation to ADS on 27th May 2020.
6 7Roadmap for sustainable defence support
CLIMATE CHANGE AND CIRCULAR ECONOMY FOR UK DEFENCE
Climate change will continue to compound global social and economic pressures that pose threats to Defence’s ability to meet its strategic objectives.
CASE STUDY: CITY OF TORONTO 4
The need – With annual purchasing contracts amounting to
approximately CAD 2 billion in value, the City of Toronto has
a significant purchasing power that it can use to strategically
drive market innovation. In 2016, the City Council approved the
Long Term Waste Management Strategy and formed a Cross-
Divisional Circular Economy Working Group to apply circular
economy principles to the city’s procurement processes.
The solution – The Circular Economy Procurement
Implementation Plan and Framework (the Framework) is the
City of Toronto’s tool to leverage the city’s purchasing power to
drive waste reduction, economic growth, and social prosperity
through a circular economy approach.
The outcomes – Since inception, the project has launched
the pilot phase and has begun to identify existing circular
procurement activities and integrate new requirements within
call documents.
How does the initiative support the transition to a circular
economy? – The Framework helps the city to drive circular
economy innovation and implementation while generating
a broad range of societal benefits through its procurement
practises.
For example, resource, water and energy scarcity could
increase unrest or trigger armed conflict. The Defence sector is
likely to witness the most extreme impacts of climate change
as Armed Forces personnel are deployed to address these
challenges.
The MoD relies heavily on fossil fuels to enable its operations
and therefore contributes to the issues it is charged with solving.
Reducing these carbon emissions produces the opportunity for
Defence Support to transition to next-generation technologies
that rely on a reduced supply chain - increasing performance,
self-sufficiency and resilience.
In order to meet NZ50 targets in the UK, a fundamental shift is
required to incorporate Circular Economy principles: avoiding
waste by reducing materials in use, using re-usable and
recyclable products, designing for circularity and selecting
higher performance products that ‘do more for less’. This will
require moving away from a linear model of ‘take-make-waste’
to a cycle that regenerates materials. For the MoD, there are
opportunities within the deployed, in-theatre domain.
RAW MATERIALSRAW MATERIALS
WASTE
CIRCULAR ECONOMY
Figure 3: Circular Economy
4 The Ellen McArthur Foundation https://www.ellenmacarthurfoundation.org/case-studies/creating-systemic-change through-public-purchasing-power
DISTRIBUTION
CONSUMPTIONUSE, REUSE, REPAIR
DESIGN
PROD
UC
TION
REMAN
UFACTU
RING
RECY
CLIN
G
CO
LLECTION
6 7Roadmap for sustainable defence support
CLIMATE CHANGE AND CIRCULAR ECONOMY FOR UK DEFENCE
Climate change will continue to compound global social and economic pressures that pose threats to Defence’s ability to meet its strategic objectives.
CASE STUDY: CITY OF TORONTO 4
The need – With annual purchasing contracts amounting to
approximately CAD 2 billion in value, the City of Toronto has
a significant purchasing power that it can use to strategically
drive market innovation. In 2016, the City Council approved the
Long Term Waste Management Strategy and formed a Cross-
Divisional Circular Economy Working Group to apply circular
economy principles to the city’s procurement processes.
The solution – The Circular Economy Procurement
Implementation Plan and Framework (the Framework) is the
City of Toronto’s tool to leverage the city’s purchasing power to
drive waste reduction, economic growth, and social prosperity
through a circular economy approach.
The outcomes – Since inception, the project has launched
the pilot phase and has begun to identify existing circular
procurement activities and integrate new requirements within
call documents.
How does the initiative support the transition to a circular
economy? – The Framework helps the city to drive circular
economy innovation and implementation while generating
a broad range of societal benefits through its procurement
practises.
For example, resource, water and energy scarcity could
increase unrest or trigger armed conflict. The Defence sector is
likely to witness the most extreme impacts of climate change
as Armed Forces personnel are deployed to address these
challenges.
The MoD relies heavily on fossil fuels to enable its operations
and therefore contributes to the issues it is charged with solving.
Reducing these carbon emissions produces the opportunity for
Defence Support to transition to next-generation technologies
that rely on a reduced supply chain - increasing performance,
self-sufficiency and resilience.
In order to meet NZ50 targets in the UK, a fundamental shift is
required to incorporate Circular Economy principles: avoiding
waste by reducing materials in use, using re-usable and
recyclable products, designing for circularity and selecting
higher performance products that ‘do more for less’. This will
require moving away from a linear model of ‘take-make-waste’
to a cycle that regenerates materials. For the MoD, there are
opportunities within the deployed, in-theatre domain.
RAW MATERIALSRAW MATERIALS
WASTE
CIRCULAR ECONOMY
Figure 3: Circular Economy
4 The Ellen McArthur Foundation https://www.ellenmacarthurfoundation.org/case-studies/creating-systemic-change through-public-purchasing-power
DISTRIBUTION
CONSUMPTIONUSE, REUSE, REPAIR
DESIGN
PROD
UC
TION
REMAN
UFACTU
RING
RECY
CLIN
G
CO
LLECTION
8 9Roadmap for sustainable defence support
The initiative may have apparently overwhelming benefits in
the immediate operational environment, however, if indirect
effects in its own supply chain or elsewhere in the system
overwhelm these benefits, then the proposed initiative is
not viable. A systematic evaluation of the system of systems
will allow the MoD to assist future readiness and maximise
opportunities whilst reducing unexpected consequences and
unfunded costs.
A holistic or system of systems approach will be useful in
preparing every area of Defence Support to chart a course to
NZ50 by taking a view of the ‘whole’, by being able to analyse
cause and effect across all DLODs. This evaluation will enable
enduring sustainability decisions across a diverse and complex
organisation such as wider UK Defence. A holistic ‘framework’
for identifying relationships in the circular-economy will assist
decision-makers in building strategies across the next three
epochs by focusing on consolidation and preparedness,
minimising demand and then allowing support structures to be
fitted for a net zero future.
Applying a Systemic Action Enquiry or Systematic Action
Research methodology could provide a robust framework
for examining relationships and patterns of Defence Support
change and facilitate identification of intervention points for
adaptation. The approach will drive coherence ‘horizontally’
across enterprise-wide ‘functions’ to enable Defence to sew the
golden thread of NZ50 through all the capabilities.
The creation of a NZ50 Centre of Excellence within CDLS’s team
that would actively analyse all new procurement decisions
against the operational employment to make sure that every
support solution meets the NZ50 requirements as well as
delivers the operational effect could enable:
4 A Defence-wide perspective for NZ50 – leading
collaboratively across UK Defence supported by frameworks
such as ISO 44001.
4 Identification of opportunities for adaptation before
procurement requirements are finalized
4 The support of inter-operability developments
4 Further strengthening of a NATO commitment to climate
change mitigation and sustainability
WHAT CHALLENGES MAY MOD FACE IN IMPLEMENTING NZ50
The MoD may face a range of challenges throughout their journey to NZ50, which may be realised both at a macro strategic level and a micro level across Front Line Commands. The list below highlights the main challenges that the MoD may face on their journey.
UNDERSTANDING THE SYSTEM OF SYSTEMS IMPACT ON NZ50
Understanding the impact of Defence Support initiatives on climate change requires a holistic or system of systems assessment.
Figure 4: Challenges for Defence
CHALLENGES FOR DEFENCE
01
02
03
0405
06
07
08
Strategy & Vision
Consistency and consequence
of changes across tri-services,
geographical separations and
all lines of development
Behaviours
embedding and
institutionalising sustainable
behaviours and accountability
across all personnel
within Defence
Operational Effectiveness
weighing up sustainability
options vs
operational impact
MOD Estate
scale, age and complexity of
MOD estate
Equipment
operationally key but largest
emitters and inherited legacy
procurement
Technology
keeping up to date with
emerging technology; long
term strategy will incorporate
technology that
doesn’t exist yet
Procurement
Mandating the lifecycle analysis
on the procurement process
and changing
procurement habits
Transition
Managing the mix of old and
new during transition to low
carbon fuels without impacting
capability
8 9Roadmap for sustainable defence support
The initiative may have apparently overwhelming benefits in
the immediate operational environment, however, if indirect
effects in its own supply chain or elsewhere in the system
overwhelm these benefits, then the proposed initiative is
not viable. A systematic evaluation of the system of systems
will allow the MoD to assist future readiness and maximise
opportunities whilst reducing unexpected consequences and
unfunded costs.
A holistic or system of systems approach will be useful in
preparing every area of Defence Support to chart a course to
NZ50 by taking a view of the ‘whole’, by being able to analyse
cause and effect across all DLODs. This evaluation will enable
enduring sustainability decisions across a diverse and complex
organisation such as wider UK Defence. A holistic ‘framework’
for identifying relationships in the circular-economy will assist
decision-makers in building strategies across the next three
epochs by focusing on consolidation and preparedness,
minimising demand and then allowing support structures to be
fitted for a net zero future.
Applying a Systemic Action Enquiry or Systematic Action
Research methodology could provide a robust framework
for examining relationships and patterns of Defence Support
change and facilitate identification of intervention points for
adaptation. The approach will drive coherence ‘horizontally’
across enterprise-wide ‘functions’ to enable Defence to sew the
golden thread of NZ50 through all the capabilities.
The creation of a NZ50 Centre of Excellence within CDLS’s team
that would actively analyse all new procurement decisions
against the operational employment to make sure that every
support solution meets the NZ50 requirements as well as
delivers the operational effect could enable:
4 A Defence-wide perspective for NZ50 – leading
collaboratively across UK Defence supported by frameworks
such as ISO 44001.
4 Identification of opportunities for adaptation before
procurement requirements are finalized
4 The support of inter-operability developments
4 Further strengthening of a NATO commitment to climate
change mitigation and sustainability
WHAT CHALLENGES MAY MOD FACE IN IMPLEMENTING NZ50
The MoD may face a range of challenges throughout their journey to NZ50, which may be realised both at a macro strategic level and a micro level across Front Line Commands. The list below highlights the main challenges that the MoD may face on their journey.
UNDERSTANDING THE SYSTEM OF SYSTEMS IMPACT ON NZ50
Understanding the impact of Defence Support initiatives on climate change requires a holistic or system of systems assessment.
Figure 4: Challenges for Defence
CHALLENGES FOR DEFENCE
01
02
03
0405
06
07
08
Strategy & Vision
Consistency and consequence
of changes across tri-services,
geographical separations and
all lines of development
Behaviours
embedding and
institutionalising sustainable
behaviours and accountability
across all personnel
within Defence
Operational Effectiveness
weighing up sustainability
options vs
operational impact
MOD Estate
scale, age and complexity of
MOD estate
Equipment
operationally key but largest
emitters and inherited legacy
procurement
Technology
keeping up to date with
emerging technology; long
term strategy will incorporate
technology that
doesn’t exist yet
Procurement
Mandating the lifecycle analysis
on the procurement process
and changing
procurement habits
Transition
Managing the mix of old and
new during transition to low
carbon fuels without impacting
capability
10 11Roadmap for sustainable defence support
The UK became the first major economy to pass
net zero targets into law. The Climate Change Act
2008 (2050 Target Amendment) sets the target
and requires the UK to bring all greenhouse gas
emissions to net zero by 2050, upgrading the
previous target of at least 80% reduction from 1990
levels.
The MoD’s ability to meet NZ50 will be dependent
on an evolving framework of policy and legislation
that stimulate the changes needed to achieve
carbon Net Zero and wider sustainability goals.
In order to understand where and how to influence
this evolution, it is necessary to first consider the
context in which policy, and ultimately legislation, is
changed. Figure 5 provides a ‘Regulatory Change
Context Diagram’ to illustrate the response to
global issues such as climate change.
The UK has a complex legislative landscape of
carbon reduction policy and regulations designed
to mandate emission reduction obligations. With
the drive towards NZ50, it is fully anticipated that
these policies and obligations will be expanded,
and further legislation will be introduced. It
is recommended that the MoD understand
all existing legislation, not only the policies
applicable to the public sector, but the increasing
requirements mandated upon the commercial and
industrial sectors, where similar frameworks may
be expanded as the Whole Force work towards the
2050 goal.Figure 5: Influence on Defence Policy
LEGISLATION AND POLICY
The UK became the first majoreconomy to pass net zerotargets into law.
KEY EXAMPLE: SINGLE FUEL POLICY
The MoD & NATO Single
Fuel Policy aims to maximise
equipment fuel commonality
using a single battlefield fuel,
which is kerosene based. This
policy acts as a potential barrier
for the introduction of new low or
zero carbon fuels into Defence.
Low or zero carbon fuels would
not only dramatically reduce
greenhouse gas emissions but
have the potential to reduce
or eliminate dependency
on a large supply chain to a
Forward Operating Base (FOB) if
production of Green Hydrogen or
other electro-fuels is performed on
site with renewables. It is likely that
with the adoption of green fuels
by industry and the associated
demand reduction, that the price
of kerosene will increase in the
future.
GLOBAL ISSUE: CLIMATE CHANGE
Defence Strategy
RegulationsReview & Assess
Review & Assess
Influence
Influence
Influence
Define & Action
Define & Action
Monitor & Progress
Monitor Monitor & Progress
Management FrameworkDefined and Approved
Management FrameworkDefined and Approved
DefenceApplication
Policy DevelopmentPolicy Development
International Legislation / Standards UK Legislation / Standards
Industry / Academia
Ministry of Defence
Defence Capability
Requirements for Operational Capability
UK GOVERNMENT INTERNATIONAL BODIES
Training
Equipment
Personnel
Information
Doctrine
Organisation
Infrastructure
Logistics
Inter-Operability
StandardsPolicy
Capability Requirements
10 11Roadmap for sustainable defence support
The UK became the first major economy to pass
net zero targets into law. The Climate Change Act
2008 (2050 Target Amendment) sets the target
and requires the UK to bring all greenhouse gas
emissions to net zero by 2050, upgrading the
previous target of at least 80% reduction from 1990
levels.
The MoD’s ability to meet NZ50 will be dependent
on an evolving framework of policy and legislation
that stimulate the changes needed to achieve
carbon Net Zero and wider sustainability goals.
In order to understand where and how to influence
this evolution, it is necessary to first consider the
context in which policy, and ultimately legislation, is
changed. Figure 5 provides a ‘Regulatory Change
Context Diagram’ to illustrate the response to
global issues such as climate change.
The UK has a complex legislative landscape of
carbon reduction policy and regulations designed
to mandate emission reduction obligations. With
the drive towards NZ50, it is fully anticipated that
these policies and obligations will be expanded,
and further legislation will be introduced. It
is recommended that the MoD understand
all existing legislation, not only the policies
applicable to the public sector, but the increasing
requirements mandated upon the commercial and
industrial sectors, where similar frameworks may
be expanded as the Whole Force work towards the
2050 goal.Figure 5: Influence on Defence Policy
LEGISLATION AND POLICY
The UK became the first majoreconomy to pass net zerotargets into law.
KEY EXAMPLE: SINGLE FUEL POLICY
The MoD & NATO Single
Fuel Policy aims to maximise
equipment fuel commonality
using a single battlefield fuel,
which is kerosene based. This
policy acts as a potential barrier
for the introduction of new low or
zero carbon fuels into Defence.
Low or zero carbon fuels would
not only dramatically reduce
greenhouse gas emissions but
have the potential to reduce
or eliminate dependency
on a large supply chain to a
Forward Operating Base (FOB) if
production of Green Hydrogen or
other electro-fuels is performed on
site with renewables. It is likely that
with the adoption of green fuels
by industry and the associated
demand reduction, that the price
of kerosene will increase in the
future.
GLOBAL ISSUE: CLIMATE CHANGE
Defence Strategy
RegulationsReview & Assess
Review & Assess
Influence
Influence
Influence
Define & Action
Define & Action
Monitor & Progress
Monitor Monitor & Progress
Management FrameworkDefined and Approved
Management FrameworkDefined and Approved
DefenceApplication
Policy DevelopmentPolicy Development
International Legislation / Standards UK Legislation / Standards
Industry / Academia
Ministry of Defence
Defence Capability
Requirements for Operational Capability
UK GOVERNMENT INTERNATIONAL BODIES
Training
Equipment
Personnel
Information
Doctrine
Organisation
Infrastructure
Logistics
Inter-Operability
StandardsPolicy
Capability Requirements
12 13Roadmap for sustainable defence support
MAIN EMITTERS
All military activity, whether in the procurement of equipment and services, peace time training, humanitarian operations, transition to war and warfighting, has a carbon footprint. These activities (labelled as the ‘carbon boot-print’) can be divided into four primary emitters and categories – as detailed in Table 1.
The ability to provide force projection is currently dependent on
equipment that is primarily diesel powered under the single fuel
policy (the submarine fleet notwithstanding) with the extended
life-cycles of many existing military platforms (and ongoing
procurements) locking the MoD into long term hydrocarbon
dependencies beyond the NZ50 timeframe, examples include:
4AJAX (AFV) – Projected Out of Service Date (OSD) 2060;
4Global Combat Ship Type 26 – Projected OSD 2065;
4Queen Elizabeth Class Aircraft Carrier – Projected OSD 2055;
4F35 Fighter – Projected OSD 2050.
To achieve NZ50, Defence will have to find a method to offset
the future emissions of these equipment or provide retrofit to
reduce or eliminate these emissions.
Retrofit for zero carbon fuels would require additional space
requirements for storage to achieve the same operational
performance due to lower energy density. This needs to be
balanced with providing the required levels of the endurance,
survivability and recovery of these platforms.
Designing in NZ50 into platforms at the earliest phases will
naturally provide more value for money than a later date
retrofit.
It is therefore vital that carbon measurement is incorporated
into the procurement methodology to ensure MoD realizes its
strategic objectives.
ACTIVITY CATEGORY / DESCRIPTION
Production and Maintenance of
Equipment
4 Raw materials, supply chain / logistics, final assembly / replacement / repairs, disposal /
return
4 Routine activities – Domestic bases
4 Routine activities – Overseas bases
Military Bases etc4 Energy use (accommodation / offices / FOBs), food / water, waste management – static
and deployed
Equipment Use4 Aircraft (fast jet, rotary, logistic support, contracted, UAV)
4 Marine vessels (FF/DD, aircraft carriers, RFA, RORO (contracted))
4 Land vehicles (MBT, AFV, Wheeled)
Peace Keeping / Humanitarian
Aid / Warfighting
4 Logistics and Transportation (extended supply chain)
4 War impacts (examples) - post-conflict reconstruction, health care for survivors (civilian/
military), fires caused by weapons-use, deforestation during conflict, destruction of vital
infrastructure (sewage treatment, water supply, food production etc.)
Table 1: Categories of Main Emitters
12 13Roadmap for sustainable defence support
MAIN EMITTERS
All military activity, whether in the procurement of equipment and services, peace time training, humanitarian operations, transition to war and warfighting, has a carbon footprint. These activities (labelled as the ‘carbon boot-print’) can be divided into four primary emitters and categories – as detailed in Table 1.
The ability to provide force projection is currently dependent on
equipment that is primarily diesel powered under the single fuel
policy (the submarine fleet notwithstanding) with the extended
life-cycles of many existing military platforms (and ongoing
procurements) locking the MoD into long term hydrocarbon
dependencies beyond the NZ50 timeframe, examples include:
4AJAX (AFV) – Projected Out of Service Date (OSD) 2060;
4Global Combat Ship Type 26 – Projected OSD 2065;
4Queen Elizabeth Class Aircraft Carrier – Projected OSD 2055;
4F35 Fighter – Projected OSD 2050.
To achieve NZ50, Defence will have to find a method to offset
the future emissions of these equipment or provide retrofit to
reduce or eliminate these emissions.
Retrofit for zero carbon fuels would require additional space
requirements for storage to achieve the same operational
performance due to lower energy density. This needs to be
balanced with providing the required levels of the endurance,
survivability and recovery of these platforms.
Designing in NZ50 into platforms at the earliest phases will
naturally provide more value for money than a later date
retrofit.
It is therefore vital that carbon measurement is incorporated
into the procurement methodology to ensure MoD realizes its
strategic objectives.
ACTIVITY CATEGORY / DESCRIPTION
Production and Maintenance of
Equipment
4 Raw materials, supply chain / logistics, final assembly / replacement / repairs, disposal /
return
4 Routine activities – Domestic bases
4 Routine activities – Overseas bases
Military Bases etc4 Energy use (accommodation / offices / FOBs), food / water, waste management – static
and deployed
Equipment Use4 Aircraft (fast jet, rotary, logistic support, contracted, UAV)
4 Marine vessels (FF/DD, aircraft carriers, RFA, RORO (contracted))
4 Land vehicles (MBT, AFV, Wheeled)
Peace Keeping / Humanitarian
Aid / Warfighting
4 Logistics and Transportation (extended supply chain)
4 War impacts (examples) - post-conflict reconstruction, health care for survivors (civilian/
military), fires caused by weapons-use, deforestation during conflict, destruction of vital
infrastructure (sewage treatment, water supply, food production etc.)
Table 1: Categories of Main Emitters
14 15Roadmap for sustainable defence support
CARBON MEASUREMENT FRAMEWORK FOR DEFENCE
Identify Operational Boundaries
START FINISH
Measure andDisclose GHG
Adopt a Baselining approach
Deliver a MOD GHG Measurement Policy
Measure Benefits from future Carbon Abetment Projects
SCOPE 1 : Direct EmissionsSCOPE 2: Emissions associated with Energy purchasedSCOPE 3: Other Emissions
1a 1b
2
4
3
CO2 Equivalent measured as per Greenhouse Gas (GHG) Protocol
To be fit for purpose for GHG Inventory Analysis
Key Performance Indicators for Carbon Performance
Ensuring Net Zero is achieved
Figure 6: Framework for Carbon Measurement
and Benefits Realisation
Organisations that measure their contribution to sustainability have often adopted the ‘triple bottom line’ approach, seeking to report Economic, Social and Environmental indicators alongside their financial results. The established framework for these indicators is the United Nations’ Sustainable Development Goals (SDG).
The most widely-used carbon measurement and reporting
standard is the Greenhouse Gas Protocol, developed by the
World Resources Institute and World Business Council for
Sustainable Development.
Figure 6 shows standard methodology to baseline greenhouse
gas (GHG) emissions and measure future benefits of
procurement activities. Figure 7 shows the breakdown of Scope
1 2 and 3.
Since 2011, Departments of central government within the UK
have been required to report their carbon emissions under
the Greening Government Commitments (GGCs) 5. The MoD
is, therefore, not starting from scratch, but the emissions
reported under the GGCs are only a subset of the whole life
cycle emissions that should be captured, as shown in Figure 6.
It is recommended that the development of a fit-for-purpose
baseline and measurement system to capture and track all
the relevant emissions (steps 1-3 shown in Figure 6) be a priority
within the next 12 months.
The MoD is beginning to use the SDGs internally and these should provide the holistic context within which to measure carbon
emissions and other sustainability KPIs.
5 “Overview of reporting requirements 2016-2020” Greening Government Commitments, Department for Environment, Food & Rural Affairs Dec 2016
14 15Roadmap for sustainable defence support
CARBON MEASUREMENT FRAMEWORK FOR DEFENCE
Identify Operational Boundaries
START FINISH
Measure andDisclose GHG
Adopt a Baselining approach
Deliver a MOD GHG Measurement Policy
Measure Benefits from future Carbon Abetment Projects
SCOPE 1 : Direct EmissionsSCOPE 2: Emissions associated with Energy purchasedSCOPE 3: Other Emissions
1a 1b
2
4
3
CO2 Equivalent measured as per Greenhouse Gas (GHG) Protocol
To be fit for purpose for GHG Inventory Analysis
Key Performance Indicators for Carbon Performance
Ensuring Net Zero is achieved
Figure 6: Framework for Carbon Measurement
and Benefits Realisation
Organisations that measure their contribution to sustainability have often adopted the ‘triple bottom line’ approach, seeking to report Economic, Social and Environmental indicators alongside their financial results. The established framework for these indicators is the United Nations’ Sustainable Development Goals (SDG).
The most widely-used carbon measurement and reporting
standard is the Greenhouse Gas Protocol, developed by the
World Resources Institute and World Business Council for
Sustainable Development.
Figure 6 shows standard methodology to baseline greenhouse
gas (GHG) emissions and measure future benefits of
procurement activities. Figure 7 shows the breakdown of Scope
1 2 and 3.
Since 2011, Departments of central government within the UK
have been required to report their carbon emissions under
the Greening Government Commitments (GGCs) 5. The MoD
is, therefore, not starting from scratch, but the emissions
reported under the GGCs are only a subset of the whole life
cycle emissions that should be captured, as shown in Figure 6.
It is recommended that the development of a fit-for-purpose
baseline and measurement system to capture and track all
the relevant emissions (steps 1-3 shown in Figure 6) be a priority
within the next 12 months.
The MoD is beginning to use the SDGs internally and these should provide the holistic context within which to measure carbon
emissions and other sustainability KPIs.
5 “Overview of reporting requirements 2016-2020” Greening Government Commitments, Department for Environment, Food & Rural Affairs Dec 2016
16 17Roadmap for sustainable defence support
CARBON MEASUREMENT FRAMEWORK FOR DEFENCE (CONTINUED)
5 Greenhouse Gas Protocol, Corporate Value Chain (Scope 3) Accounting and Reporting Standard
CO2 CH4 SF6N2O PFCsHFCs
Investments
Franchises
Leased assets
End-of-life treatment of sold products
Use of sold products
Processing of sold products
Company vehicles
Waste generated in operations
Purchased electricity, steam, heating &
cooling for own use
Transportation and distribution
Fuel and energy related
activities
Capital goods
Business travel
Employee commuting
Leased assetsCompany
facilities
Transportation and distribution
Purchased goods and
services
Upstream activities Downstream activitiesReporting Company
SCOPE 3INDIRECT
SCOPE 3INDIRECT
SCOPE 2INDIRECT
SCOPE 1DIRECT
Figure 7: Value chain carbon emissions 5
16 17Roadmap for sustainable defence support
CARBON MEASUREMENT FRAMEWORK FOR DEFENCE (CONTINUED)
5 Greenhouse Gas Protocol, Corporate Value Chain (Scope 3) Accounting and Reporting Standard
CO2 CH4 SF6N2O PFCsHFCs
Investments
Franchises
Leased assets
End-of-life treatment of sold products
Use of sold products
Processing of sold products
Company vehicles
Waste generated in operations
Purchased electricity, steam, heating &
cooling for own use
Transportation and distribution
Fuel and energy related
activities
Capital goods
Business travel
Employee commuting
Leased assetsCompany
facilities
Transportation and distribution
Purchased goods and
services
Upstream activities Downstream activitiesReporting Company
SCOPE 3INDIRECT
SCOPE 3INDIRECT
SCOPE 2INDIRECT
SCOPE 1DIRECT
Figure 7: Value chain carbon emissions 5
18 19Roadmap for sustainable defence support
CRITERIA Weighting Criteria Comments Score Weighted Score
Ease of Implementation 10%
Cost/Benefit Ratio 10%
Carbon 20%
Safety, Health & Environment 20%
Risks 30%
Social Impact 10%
Overall Result
SCORING Suitability
1 2 3 4 5 Very low
1 2 3 4 5 Low
1 2 3 4 5 Medium
1 2 3 4 5 Likely
1 2 3 4 5 Strong
As a first step, it is assumed that all projects are aligned with
the UK sustainability and NZ50 vision. We propose a multi-
criteria approach to screen projects and move from a long list
of initiatives to a short list, whose potential can be screened
in more detail. A proposed set of initial criteria is outlined in
Figure 8:
Once the selection criteria has been agreed, a weighting must
then be proposed in order to prioritise options.
Is the solution based on proven/
commercially available technology? -
TRL?
Can existing Assets be easily modified
for the technology?
Does it comply with existing regulations
or are changes needed?
Would land remediation be needed
during decommissioning?
Short, medium and long term
economic implications of adoption?
Is the project payback within the
accepted limits?
Is the required level of investment
acceptable?
Can the required investment be
obtained internally?
Timeline required for adoption
Risk due to involvement of external
parties
Land and natural resources
requirement
Risk associated with deployment
Risk associated to decommissioning
(e.g. land remediation)
Lifecycle net Greenhouse Gas emissions
Impact of deploying the solution to
achieving NZ50
Measure of how widely deployed the
solution is within the Defence and
national systems
Contribution to the U.K. innovation
agenda
Effect over local economy (increase
in number of jobs - temporary and
permanent)
Public awareness
(educational impact)
Is there any adverse effect over HSE?
Is the operation safe and reliable?
Is the significant reduction on direct
emissions vs current practices
Significance of emissions from the value
chain vs current practices
Figure 8: Selection Criteria Pillars and Weighting
Define weighting criteria according to MOD’s vision
and strategy
Include comments or valuable information for decision making
SOLUTION EVALUATION CRITERIA
The MoD will need to evaluate all the options for change in order to choose, prioritise and implement the changes to meet the NZ50 target.
Ease of implementation Cost / Benefit Ratio Risks Carbon Social Impact Safety, Health & Environment
£
18 19Roadmap for sustainable defence support
CRITERIA Weighting Criteria Comments Score Weighted Score
Ease of Implementation 10%
Cost/Benefit Ratio 10%
Carbon 20%
Safety, Health & Environment 20%
Risks 30%
Social Impact 10%
Overall Result
SCORING Suitability
1 2 3 4 5 Very low
1 2 3 4 5 Low
1 2 3 4 5 Medium
1 2 3 4 5 Likely
1 2 3 4 5 Strong
As a first step, it is assumed that all projects are aligned with
the UK sustainability and NZ50 vision. We propose a multi-
criteria approach to screen projects and move from a long list
of initiatives to a short list, whose potential can be screened
in more detail. A proposed set of initial criteria is outlined in
Figure 8:
Once the selection criteria has been agreed, a weighting must
then be proposed in order to prioritise options.
Is the solution based on proven/
commercially available technology? -
TRL?
Can existing Assets be easily modified
for the technology?
Does it comply with existing regulations
or are changes needed?
Would land remediation be needed
during decommissioning?
Short, medium and long term
economic implications of adoption?
Is the project payback within the
accepted limits?
Is the required level of investment
acceptable?
Can the required investment be
obtained internally?
Timeline required for adoption
Risk due to involvement of external
parties
Land and natural resources
requirement
Risk associated with deployment
Risk associated to decommissioning
(e.g. land remediation)
Lifecycle net Greenhouse Gas emissions
Impact of deploying the solution to
achieving NZ50
Measure of how widely deployed the
solution is within the Defence and
national systems
Contribution to the U.K. innovation
agenda
Effect over local economy (increase
in number of jobs - temporary and
permanent)
Public awareness
(educational impact)
Is there any adverse effect over HSE?
Is the operation safe and reliable?
Is the significant reduction on direct
emissions vs current practices
Significance of emissions from the value
chain vs current practices
Figure 8: Selection Criteria Pillars and Weighting
Define weighting criteria according to MOD’s vision
and strategy
Include comments or valuable information for decision making
SOLUTION EVALUATION CRITERIA
The MoD will need to evaluate all the options for change in order to choose, prioritise and implement the changes to meet the NZ50 target.
Ease of implementation Cost / Benefit Ratio Risks Carbon Social Impact Safety, Health & Environment
£
20 21Roadmap for sustainable defence support
Experience from other sectors has shown that adopting whole-
life-costing within business cases (as opposed to short-term
return on investment) is the clinching argument that makes
these investments stand out as the best economic use of limited
capex budgets. Further measures include adopting a cost of
carbon, the level of which can be reviewed annually to either
dial up or dial down the weighting needed at the macro-level
to drive low carbon investment, depending on the prevailing
economics.
However, today’s technologies will not be sufficient to meet
NZ50 on their own. There will be a dependency on future
technologies that do not yet exist, or are not yet fully tested,
affordable and available at scale. Therefore, the MoD has an
important role to play in stimulating and driving innovation and
the development of new technology.
Mobilising funding and financing for low-carbon solutions in
the public and private sector has seen a substantial growth
in recent years. However, the transition from the research to
the deployment phase – often called the ‘Valley of Death’– has
typically featured a lack of financial and funding resources
between the companies or institutions on the research side of
innovation and those on the commercialization side (Figure 9).
Private investors are reluctant to invest in potentially risky
projects, implying the need of government’s intervention,
through public resources.
Areas that could be explored by Defence Support when looking
at funding and financing options are:
4Government Funding and Financing: Public projects
are typically financed directly from allocated annual
cash budgets. The UK MoD often supports technology
innovation through a variety of different bodies (i.e.
DASA, DE&S). In addition to direct funding, alternative
public mechanisms exist, including BEIS. The ‘greening’
of the aerospace industry has been among the projects
supported by BEIS, especially through programmes funded
as part of the Aerospace Technology Institute (i.e. National
Aerospace Technology Exploitation Programme seeks to
fund new and novel technology advances). Knowledge
Transfer Network (KTN) has also been directly supporting
the development of innovation, especially by bridging the
gap between the feasibility/demonstration phase and
the point at where technologies can be accelerated to
deployment (i.e. Innovation Exchange (iX), Infrastructure
Industry Innovation Partnership (i3P)).
4Export Credit Agencies: The UK Export Finance (UKEF)
has committed to supporting low-carbon energy projects,
providing government-backed loans, guarantees, credits,
and insurance.
4Green Bonds: Green bonds have often been used by
government entities to raise capital for financing carbon-
reducing projects.
4European Financing: Available funding sources,
applicable to the defence sector, include the European
Structural and Investment Funds (ESIF) whose role is to
co-fund productive investment projects (i.e. a transferable
Autonomous Composting Unit for organic wastes was
developed by the Hellenic Ministry of Defence to be used in
military missions in 2017).
4Public Private Partnerships: PPPs have become
increasingly common in government-funded projects in
public sectors, including defence.
4While the MoD can explore a wide range of available
sources, the associated constraints and limitations with
respect to the eligibility criteria should always be considered.
As a key principle, it is recommended that the MoD considers
the wider commercial industry dominated challenges and
emerging solutions:
4 A high-level business case, along with a vision for a funded
transformation programme should be developed, focusing
first on delivering the benefits and outcomes, which in turn
will facilitate the delivery of the capabilities and services the
MOD needs through Defence Support.
4 HMG best practices for transformative programmes
(Managing Successful Programmes) should be followed,
using Science and Technology (S&T) and Innovation to de-
risk larger programmatic outcomes and capability needs.
Clear funded programmatic outcomes should also be
defined before embarking on innovation calls.
4 The ‘top-down’ outcome, rather than the detailed solution
requirements, which the MoD desires should be considered,
whilst working collaboratively with industry and other
government departments to further elaborate challenges,
solutions and opportunities.
4 Strong relations with BEIS and its partner organisations
should be established, not only to learn lessons, but most
importantly, to lever wider civilian cross-sector investment
into solutions. Examples include:
4 Alternative contracting and commercial Models with BEIS,
OLEV and CCS
4 Emerging technical development and trials into future
Specialist Electric Vehicles, plus green hydrogen and
ammonia alternative fuels
4 Best practices around emerging solutions in the wider
context of the UK prosperity agenda should be further
considered. Defence is a large user of energy in the country,
and it has a part to play in positioning the UK – aligned
always with the Central Government’s intent – Into delivering
capabilities and services which can then be exported.
FUNDING AND FINANCING
Many of the technologies required to decarbonize already exist. However, the upfront cost of purchasing and deploying these technologies is a barrier to implementation, even though they often reduce costs over the longer term.
Figure 9: Funding “Valley of Death”
Basic Research
RD&D Support
IncubatorsConcessional Loans
Business Angels
Crowd Funding
VentureCapital
Export credit Agencies
CommercialBanks
CorporateDebt
Mezzanine
Private Equity
Loan Guarantees
Bonds
Public/PrivateEquity
Public/Private Grants
AppliedResearch Demonstration Pre-
CommercialFully
Commercial
TRL 1 TRL 2 TRL 3 TRL 4 TRL 5 TRL 6 TRL 7 TRL 8 TRL 9
FIN
AN
CIN
G A
ND
FU
ND
ING
OPT
ION
S
PUBLIC FUNDING PRIVATE FUNDING
HIGHER RISK LOWER RISK
FUNDING VALLEY OF DEATH
20 21Roadmap for sustainable defence support
Experience from other sectors has shown that adopting whole-
life-costing within business cases (as opposed to short-term
return on investment) is the clinching argument that makes
these investments stand out as the best economic use of limited
capex budgets. Further measures include adopting a cost of
carbon, the level of which can be reviewed annually to either
dial up or dial down the weighting needed at the macro-level
to drive low carbon investment, depending on the prevailing
economics.
However, today’s technologies will not be sufficient to meet
NZ50 on their own. There will be a dependency on future
technologies that do not yet exist, or are not yet fully tested,
affordable and available at scale. Therefore, the MoD has an
important role to play in stimulating and driving innovation and
the development of new technology.
Mobilising funding and financing for low-carbon solutions in
the public and private sector has seen a substantial growth
in recent years. However, the transition from the research to
the deployment phase – often called the ‘Valley of Death’– has
typically featured a lack of financial and funding resources
between the companies or institutions on the research side of
innovation and those on the commercialization side (Figure 9).
Private investors are reluctant to invest in potentially risky
projects, implying the need of government’s intervention,
through public resources.
Areas that could be explored by Defence Support when looking
at funding and financing options are:
4Government Funding and Financing: Public projects
are typically financed directly from allocated annual
cash budgets. The UK MoD often supports technology
innovation through a variety of different bodies (i.e.
DASA, DE&S). In addition to direct funding, alternative
public mechanisms exist, including BEIS. The ‘greening’
of the aerospace industry has been among the projects
supported by BEIS, especially through programmes funded
as part of the Aerospace Technology Institute (i.e. National
Aerospace Technology Exploitation Programme seeks to
fund new and novel technology advances). Knowledge
Transfer Network (KTN) has also been directly supporting
the development of innovation, especially by bridging the
gap between the feasibility/demonstration phase and
the point at where technologies can be accelerated to
deployment (i.e. Innovation Exchange (iX), Infrastructure
Industry Innovation Partnership (i3P)).
4Export Credit Agencies: The UK Export Finance (UKEF)
has committed to supporting low-carbon energy projects,
providing government-backed loans, guarantees, credits,
and insurance.
4Green Bonds: Green bonds have often been used by
government entities to raise capital for financing carbon-
reducing projects.
4European Financing: Available funding sources,
applicable to the defence sector, include the European
Structural and Investment Funds (ESIF) whose role is to
co-fund productive investment projects (i.e. a transferable
Autonomous Composting Unit for organic wastes was
developed by the Hellenic Ministry of Defence to be used in
military missions in 2017).
4Public Private Partnerships: PPPs have become
increasingly common in government-funded projects in
public sectors, including defence.
4While the MoD can explore a wide range of available
sources, the associated constraints and limitations with
respect to the eligibility criteria should always be considered.
As a key principle, it is recommended that the MoD considers
the wider commercial industry dominated challenges and
emerging solutions:
4 A high-level business case, along with a vision for a funded
transformation programme should be developed, focusing
first on delivering the benefits and outcomes, which in turn
will facilitate the delivery of the capabilities and services the
MOD needs through Defence Support.
4 HMG best practices for transformative programmes
(Managing Successful Programmes) should be followed,
using Science and Technology (S&T) and Innovation to de-
risk larger programmatic outcomes and capability needs.
Clear funded programmatic outcomes should also be
defined before embarking on innovation calls.
4 The ‘top-down’ outcome, rather than the detailed solution
requirements, which the MoD desires should be considered,
whilst working collaboratively with industry and other
government departments to further elaborate challenges,
solutions and opportunities.
4 Strong relations with BEIS and its partner organisations
should be established, not only to learn lessons, but most
importantly, to lever wider civilian cross-sector investment
into solutions. Examples include:
4 Alternative contracting and commercial Models with BEIS,
OLEV and CCS
4 Emerging technical development and trials into future
Specialist Electric Vehicles, plus green hydrogen and
ammonia alternative fuels
4 Best practices around emerging solutions in the wider
context of the UK prosperity agenda should be further
considered. Defence is a large user of energy in the country,
and it has a part to play in positioning the UK – aligned
always with the Central Government’s intent – Into delivering
capabilities and services which can then be exported.
FUNDING AND FINANCING
Many of the technologies required to decarbonize already exist. However, the upfront cost of purchasing and deploying these technologies is a barrier to implementation, even though they often reduce costs over the longer term.
Figure 9: Funding “Valley of Death”
Basic Research
RD&D Support
IncubatorsConcessional Loans
Business Angels
Crowd Funding
VentureCapital
Export credit Agencies
CommercialBanks
CorporateDebt
Mezzanine
Private Equity
Loan Guarantees
Bonds
Public/PrivateEquity
Public/Private Grants
AppliedResearch Demonstration Pre-
CommercialFully
Commercial
TRL 1 TRL 2 TRL 3 TRL 4 TRL 5 TRL 6 TRL 7 TRL 8 TRL 9
FIN
AN
CIN
G A
ND
FU
ND
ING
OPT
ION
S
PUBLIC FUNDING PRIVATE FUNDING
HIGHER RISK LOWER RISK
FUNDING VALLEY OF DEATH
22 23Roadmap for sustainable defence support
LEARNING FROM INDUSTRY EXPERIENCES – INDUSTRY CASE STUDIES
AUTOMOTIVES MARITIME INFRASTRUCTURE AVIATION
Automotive companies are developing heavy duty hybrid vehicles. Potential exploitation includes HET, HEV & PSV
Electric/hybrid vehicles
AI journey optimisation, MOJO
Green hydrogen & green ammonia fuel production technology solutions.
Hydrogen cell vehicles
Electric battery vehicles
Electric drives for ships – Azipod
Catalytic converters for nitrogen emissions – HMS Tamar
Energy saving technology fact sheets for vessels
R&D shows suitability of NH3 as marine fuel either by direct combustion or via SOFC
To run ship fitted with ammonia fuel cells
Combined Heat & Power Plant Portsmouth Naval Base
Building data and efficiency – K-SMART
Deployed Water Production – Combat Water
Singapore Prime Ministers Office Hydrogen Import and Downstream Application Study
Controller for multiple energy sources – Micro-grids
Solar-electric, stratospheric UAV – Zephyr
Unmanned aerial UAV (MAGMA) & unmanned solar powered aircraft (PHASA-35)
Consortium exploring fully electric aircraft with liquid hydrogen as energy storage
Hybrid electric power fuels – E-Fan X
Reduction on reliance of diesel fleet; increasing use of green fuels; efficiency of journeys.
Gatwick Airport Case Study – Gatwick Airport maintains carbon neutrality and saves with renewable electricity
22 23Roadmap for sustainable defence support
LEARNING FROM INDUSTRY EXPERIENCES – INDUSTRY CASE STUDIES
AUTOMOTIVES MARITIME INFRASTRUCTURE AVIATION
Automotive companies are developing heavy duty hybrid vehicles. Potential exploitation includes HET, HEV & PSV
Electric/hybrid vehicles
AI journey optimisation, MOJO
Green hydrogen & green ammonia fuel production technology solutions.
Hydrogen cell vehicles
Electric battery vehicles
Electric drives for ships – Azipod
Catalytic converters for nitrogen emissions – HMS Tamar
Energy saving technology fact sheets for vessels
R&D shows suitability of NH3 as marine fuel either by direct combustion or via SOFC
To run ship fitted with ammonia fuel cells
Combined Heat & Power Plant Portsmouth Naval Base
Building data and efficiency – K-SMART
Deployed Water Production – Combat Water
Singapore Prime Ministers Office Hydrogen Import and Downstream Application Study
Controller for multiple energy sources – Micro-grids
Solar-electric, stratospheric UAV – Zephyr
Unmanned aerial UAV (MAGMA) & unmanned solar powered aircraft (PHASA-35)
Consortium exploring fully electric aircraft with liquid hydrogen as energy storage
Hybrid electric power fuels – E-Fan X
Reduction on reliance of diesel fleet; increasing use of green fuels; efficiency of journeys.
Gatwick Airport Case Study – Gatwick Airport maintains carbon neutrality and saves with renewable electricity
24 25Roadmap for sustainable defence support
LOW CARBON AND CIRCULAR SOLUTIONS FOR UK DEFENCE
Zero Carbon Aviation
Transition of Defence Aviation Transportation to zero carbon fuels.
Low Carbon Power
Fixed production of power on Defence estate through utilizing Solar, Wind, Micro Nuclear, Tidal etc can increase power security
Zero Carbon Fuels Production
Production of zero carbon fuels such as green hydrogen, green ammonia low carbon power or biofuels can enhance fuel security.
Oxygen produced used for Pilots and in Medical facilities
Direct Air Capture of Carbon
Use of direct air capture from atmosphere to produce fuels
Remote Analysis, Diagnosis and Control
UK Base to support remote operations through AR / VR technology to provide assistance in maintenance, medicine and operation.
Material Recycle and Additive Manufacturing
A combination of recycle and repurpose materials with the use of 3D printing to manufacture new products for Defence dramatically reduces the demand of Defence for resources
Zero Carbon Shipping
Transition of Defence Maritime Transportation to zero carbon fuels.
Autonomous Warehousing
Autonomous Warehousing can increase the carbon and operational efficiency. Allowing personnel to focus on key tasks
SMART Buildings
Automatic control of heat, air conditioning, lighting through a building management system.
Use of waste heat from Hydrogen Electrolysis
Zero Carbon Vehicles
Transition of Defence Ground Transportation, such as White Fleet or HET to zero carbon fuels.
24 25Roadmap for sustainable defence support
LOW CARBON AND CIRCULAR SOLUTIONS FOR UK DEFENCE
Zero Carbon Aviation
Transition of Defence Aviation Transportation to zero carbon fuels.
Low Carbon Power
Fixed production of power on Defence estate through utilizing Solar, Wind, Micro Nuclear, Tidal etc can increase power security
Zero Carbon Fuels Production
Production of zero carbon fuels such as green hydrogen, green ammonia low carbon power or biofuels can enhance fuel security.
Oxygen produced used for Pilots and in Medical facilities
Direct Air Capture of Carbon
Use of direct air capture from atmosphere to produce fuels
Remote Analysis, Diagnosis and Control
UK Base to support remote operations through AR / VR technology to provide assistance in maintenance, medicine and operation.
Material Recycle and Additive Manufacturing
A combination of recycle and repurpose materials with the use of 3D printing to manufacture new products for Defence dramatically reduces the demand of Defence for resources
Zero Carbon Shipping
Transition of Defence Maritime Transportation to zero carbon fuels.
Autonomous Warehousing
Autonomous Warehousing can increase the carbon and operational efficiency. Allowing personnel to focus on key tasks
SMART Buildings
Automatic control of heat, air conditioning, lighting through a building management system.
Use of waste heat from Hydrogen Electrolysis
Zero Carbon Vehicles
Transition of Defence Ground Transportation, such as White Fleet or HET to zero carbon fuels.
26 27Roadmap for sustainable defence support
LOW CARBON AND CIRCULAR SOLUTIONS FOR FORWARD OPERATING BASES
Deployable Low Carbon Power
Temporary production of power on FOBs through utilising containerized solutions for Solar, Wind, Micro Nuclear to increase power security. Power is centralized for all power users
Climate controlled on-site food production
Deployable Zero Carbon Fuels Production
Onsite production of zero carbon fuels such as green hydro-gen, green ammonia low carbon power or biofuels can eliminate fuel supply chains
Oxygen produced used for Pilots and in Medical facilities
Flexible water grade purification for drinking, ideal for resource scavenging
Zero Carbon Aviation
Transition of Defence Aviation, jets and UAVs, to zero carbon fuels.
Deploying Autonomous Warehousing can increase the efficiency of operations and has a lower carbon footprint
Transition of Defence Ground Transportation, such as White Fleet or HET to zero carbon fuels.
Increasing electrification of personnel equipment requires lightweight wearable batteries or fuel cells.
With support from UK to sup-port operations through AR / VR technology to provide assistance in maintenance, medicine and operation.
Material Recycle and Additive Manufacturing
A combination of on site recycle and repurpose materials with the use of 3D printing to manufacture new products for Defence.
The Dismounted Solider
Transition of Defence Maritime Transportation to zero carbon fuels.
Zero Carbon Shipping
Remote Analysis, Diagnosis and Control
On-site Water Purification System
Deployed Autonomous Warehousing
Zero Carbon Vehicles
Material Recycle and Additive Manufacturing
26 27Roadmap for sustainable defence support
LOW CARBON AND CIRCULAR SOLUTIONS FOR FORWARD OPERATING BASES
Deployable Low Carbon Power
Temporary production of power on FOBs through utilising containerized solutions for Solar, Wind, Micro Nuclear to increase power security. Power is centralized for all power users
Climate controlled on-site food production
Deployable Zero Carbon Fuels Production
Onsite production of zero carbon fuels such as green hydro-gen, green ammonia low carbon power or biofuels can eliminate fuel supply chains
Oxygen produced used for Pilots and in Medical facilities
Flexible water grade purification for drinking, ideal for resource scavenging
Zero Carbon Aviation
Transition of Defence Aviation, jets and UAVs, to zero carbon fuels.
Deploying Autonomous Warehousing can increase the efficiency of operations and has a lower carbon footprint
Transition of Defence Ground Transportation, such as White Fleet or HET to zero carbon fuels.
Increasing electrification of personnel equipment requires lightweight wearable batteries or fuel cells.
With support from UK to sup-port operations through AR / VR technology to provide assistance in maintenance, medicine and operation.
Material Recycle and Additive Manufacturing
A combination of on site recycle and repurpose materials with the use of 3D printing to manufacture new products for Defence.
The Dismounted Solider
Transition of Defence Maritime Transportation to zero carbon fuels.
Zero Carbon Shipping
Remote Analysis, Diagnosis and Control
On-site Water Purification System
Deployed Autonomous Warehousing
Zero Carbon Vehicles
Material Recycle and Additive Manufacturing
28 29Roadmap for sustainable defence support
LIVING LABORATORY
Definition – An ecosystem of innovation, collaboration and integration for testing new ideas and evaluating the impact of multiple experiments in an evolving ‘live’ environment of open innovation.
The setup of a Living Laboratory within Defence is proposed
in order to test and develop the options for change within a
real environment. For Defence, the challenges are faced both
in UK bases and in FOBs on deployments and, as such, the
living laboratory should initially include linkages between UK
sites, with further links to deployments once established, to
allow forward testing of the deployed logistics footprint. There
may well be other options that can be included as part of this
process, such as a network of Defence and Industry Living Labs
to bring in industry and supply chain partners.
Benefits of a Living Lab in Defence Support:
4Real world test bed and incubator for sustainability
innovation
4Creates the conditions to rapidly develop, iterate and prove
new solutions at scale
4Provides the opportunity to test and validate concepts in real
world applications
4Ensures the successful and impactful delivery of new
solutions
4Allows Defence Support to prove and operationalise
techniques and processes as a system
How do we design a Living Laboratory for Defence, and what form could it take?
When designing a Living Lab for Defence, the chosen site must
complement the area being tested. For example, if the wish is
to test Hydrogen vehicles, then there should be a local way to
generate enough Hydrogen, ideally using electricity generated
from renewable sources. Only by testing these elements as an
eco-system can the true measure of benefits be achieved.
With the right selection, as few as one or two bases in the UK
could provide adequate variety, scale and challenge to validate
multiple techniques and technologies.
Three key design principles underpin the success of the Living
Lab:
4Measurability – there must be sufficient evidence of the as-is
state to inform the selection and deployment of solutions.
4Baselining – using clear processes, including sensor-based
measurement and data capture to be able to measure
variance and therefore benefit.
4Iterability – i.e. how easy is it to update, pivot and develop
the solutions in place. We cannot assume we will get it all
right first time, so we must adopt a build, measure and learn
approach to test each hypothesis, to test new solutions.
EXAMPLE: SALISBURY PLAIN TRAINING AREA LIVING LABORATORY SITE
Currently a single contract covers the provision of buildings (Accommodation and Office), support, white and green fleets
across the 38,000 hectare Salisbury Plain Training area. This offers the opportunity to establish a living laboratory under
controlled conditions that will represent an operational environment due to its use for training whilst providing immediate
benefits to the UK MoD. The contract has one simple mission – to make life better for some 18,700 soldiers (nearly 20% of
the British army) by providing modern, high quality, fully serviced, purpose-built living and working accommodation, and
encompasses a wide range of support services including catering, cleaning, transport, estate management, document
production and handling, stores and waste disposal. As a result, this provides the opportunity to test and demonstrate both
the operational and environmental benefits of sustainability, across the breadth of opportunities whether from the use of
renewable energy to provide power through managed micro-grids, improved decision support through exploitation of exercise
planning and live data from buildings with data analytics to provide improved decision support on people and materiel
movements, to generation of renewable fuels and use of alternative power trains for vehicles. This controlled environment
provides the ability to understand the baseline, measure the benefits and demonstrate them to potential operational users.
28 29Roadmap for sustainable defence support
LIVING LABORATORY
Definition – An ecosystem of innovation, collaboration and integration for testing new ideas and evaluating the impact of multiple experiments in an evolving ‘live’ environment of open innovation.
The setup of a Living Laboratory within Defence is proposed
in order to test and develop the options for change within a
real environment. For Defence, the challenges are faced both
in UK bases and in FOBs on deployments and, as such, the
living laboratory should initially include linkages between UK
sites, with further links to deployments once established, to
allow forward testing of the deployed logistics footprint. There
may well be other options that can be included as part of this
process, such as a network of Defence and Industry Living Labs
to bring in industry and supply chain partners.
Benefits of a Living Lab in Defence Support:
4Real world test bed and incubator for sustainability
innovation
4Creates the conditions to rapidly develop, iterate and prove
new solutions at scale
4Provides the opportunity to test and validate concepts in real
world applications
4Ensures the successful and impactful delivery of new
solutions
4Allows Defence Support to prove and operationalise
techniques and processes as a system
How do we design a Living Laboratory for Defence, and what form could it take?
When designing a Living Lab for Defence, the chosen site must
complement the area being tested. For example, if the wish is
to test Hydrogen vehicles, then there should be a local way to
generate enough Hydrogen, ideally using electricity generated
from renewable sources. Only by testing these elements as an
eco-system can the true measure of benefits be achieved.
With the right selection, as few as one or two bases in the UK
could provide adequate variety, scale and challenge to validate
multiple techniques and technologies.
Three key design principles underpin the success of the Living
Lab:
4Measurability – there must be sufficient evidence of the as-is
state to inform the selection and deployment of solutions.
4Baselining – using clear processes, including sensor-based
measurement and data capture to be able to measure
variance and therefore benefit.
4Iterability – i.e. how easy is it to update, pivot and develop
the solutions in place. We cannot assume we will get it all
right first time, so we must adopt a build, measure and learn
approach to test each hypothesis, to test new solutions.
EXAMPLE: SALISBURY PLAIN TRAINING AREA LIVING LABORATORY SITE
Currently a single contract covers the provision of buildings (Accommodation and Office), support, white and green fleets
across the 38,000 hectare Salisbury Plain Training area. This offers the opportunity to establish a living laboratory under
controlled conditions that will represent an operational environment due to its use for training whilst providing immediate
benefits to the UK MoD. The contract has one simple mission – to make life better for some 18,700 soldiers (nearly 20% of
the British army) by providing modern, high quality, fully serviced, purpose-built living and working accommodation, and
encompasses a wide range of support services including catering, cleaning, transport, estate management, document
production and handling, stores and waste disposal. As a result, this provides the opportunity to test and demonstrate both
the operational and environmental benefits of sustainability, across the breadth of opportunities whether from the use of
renewable energy to provide power through managed micro-grids, improved decision support through exploitation of exercise
planning and live data from buildings with data analytics to provide improved decision support on people and materiel
movements, to generation of renewable fuels and use of alternative power trains for vehicles. This controlled environment
provides the ability to understand the baseline, measure the benefits and demonstrate them to potential operational users.
30 31Roadmap for sustainable defence support
1 UK Clean Growth Strategy 2 UK Clean Maritime Plan
DEFENCE SUPPORT ROADMAP
UK DOMESTIC BASE
UK Domestic Targets
All new building to be net zero
2025:First Commercially
operated zero emission vessels in operatio in UK 2
2035:UK has number of clean
maritime clusters 2
2020
2030
2040
MOD Net Zero Strategy Development
All Industry Partners must demonstrate
NZ50 route
Measure and disclose
Carbon
Electricity purchased
from certified
green sources
Generate Power with
Renewables on Defence
Estate
Single Fuel Concept
exemption for zero carbon
fuels
Ban on fossil fuel generation on estate and
FOBs
Full transition to low / zero carbon fuels for Maritime
Defence Estate to be Net Zero
White Fleet Transition
to low / zero carbon fuels
Defence will produce an
excess of green energy by 2040
in the UK and overseas
Transition to low / zero
carbon fuels for Aviation
All new equipment
must be designed for
recycle
All existing equipment maximises
principles of circular economy
All new equipment to be net zero use by
2035
2020:37% of 1990 levels
2024:Unabated Coal
Power Phase Out 1
2025:51% of 1990 levels 2035:
UK bans sale of Petrol / diesel Cars 12030:
57% of 1990 levels
FORWARD OPERATING BASE
2050Net Zero
30 31Roadmap for sustainable defence support
1 UK Clean Growth Strategy 2 UK Clean Maritime Plan
DEFENCE SUPPORT ROADMAP
UK DOMESTIC BASE
UK Domestic Targets
All new building to be net zero
2025:First Commercially
operated zero emission vessels in operatio in UK 2
2035:UK has number of clean
maritime clusters 2
2020
2030
2040
MOD Net Zero Strategy Development
All Industry Partners must demonstrate
NZ50 route
Measure and disclose
Carbon
Electricity purchased
from certified
green sources
Generate Power with
Renewables on Defence
Estate
Single Fuel Concept
exemption for zero carbon
fuels
Ban on fossil fuel generation on estate and
FOBs
Full transition to low / zero carbon fuels for Maritime
Defence Estate to be Net Zero
White Fleet Transition
to low / zero carbon fuels
Defence will produce an
excess of green energy by 2040
in the UK and overseas
Transition to low / zero
carbon fuels for Aviation
All new equipment
must be designed for
recycle
All existing equipment maximises
principles of circular economy
All new equipment to be net zero use by
2035
2020:37% of 1990 levels
2024:Unabated Coal
Power Phase Out 1
2025:51% of 1990 levels 2035:
UK bans sale of Petrol / diesel Cars 12030:
57% of 1990 levels
FORWARD OPERATING BASE
2050Net Zero
32 33Roadmap for sustainable defence support
1. Adoptthefull,fitforpurpose,UKDefence
CarbonMeasurementFramework.The MoD must
measure every source of carbon emission, not merely the
main emitters. There should be increased scrutiny and
governance - led by CDLS – to deliver ‘support assurance’
for this measurement. The development of a fit-for-purpose
baseline and measurement system to capture and track all
the relevant emissions should be a priority within the next 12
months. We recommend the adoption of the Greenhouse
Gas Protocol, developed by the World Resources Institute
and World Business Council for Sustainable Development as
the measurement framework.
2. ApplyCircularEconomyPrinciplestoall
procurement.The MoD has significant purchasing power
that can be used strategically to drive innovation and
reduce waste. Deployed across the CADMID Cycle a circular
economy approach will ensure that all future equipment
and support solutions also contribute to operational
sustainability, reduce cost and drive towards a NZ50 future
with carbon reduction and sustainability requirements
scrutinized at each stage.
3. ApplyaSystemofSystemsApproachandaRapid
NZ50/SustainabilityCapabilitiesOffice. The inter-
relationships across Defence Support are vast and complex
and a disciplined methodology is required to ensure that
all elements of achieving sustainability and NZ50 are
considered and that every area delicately interconnected
is analysed for environmental impact. Increasing combat
readiness and operational sustainability relies on a vast
array of relationships. A system of systems will drive
coherence across the enterprise of Defence Support.
We recommend that it is led by CDLS, with a dedicated
programme management office acting as a rapid
NZ50/Sustainability capabilities office. This team would
also review legislation and policy for supporting NZ50
implementation. Collaborative working would be at the
heart of the CDLS team’s approach.
4.ApplySolutionEvaluationCriteria.CDLS’s Rapid
NZ50/Sustainability Capabilities Office can review each of
the initiatives proposed in this paper for applicability and
prioritization against the Solution Evaluation Criteria Tool.
The Rapid NZ50/Sustainability Capabilities Office would also
be the lead for changes and evaluation in legislation and
RECOMMENDATIONS
This paper set out to highlight how the MoD’s whole force partners are approaching the achievement of NZ50 and sustainability.
We recommend that CDLS considers the following:
support policy for sustainability. We propose a multi-criteria
approach to screen projects and move from a long list of
initiatives to a short list, whose potential can be screened in
more detail.
5. Investigatefurtherwidercommercialindustry-
dominatedfundingandfinancinginitiatives.
Whilst there are several constraints and limitations to
the eligibility of funding options for defence support
capabilities, the MoD should consider a high-level business
case for reaching NZ50/Sustainability that focuses on the
benefits and outcomes. The Rapid NZ50/Sustainability
Capabilities Office would be able to leverage wider
commercial cross-sector investment and focus on how wider
industry has approached the challenges and created the
emerging solutions.
6.TestandEvaluatetheseinitiativesthroughaLiving
Laboratory. We recommend that a series of Living
Laboratories are created to test, evaluate and learn from
successes and failures of NZ50/Sustainability initiatives
developed in the safety of a real-world setting.
7. Adoptfurthertheformalcollaborativeworking
principlesandframeworksavailable. The number of
stakeholders and various other Government Departments
involved are diverse. The CDLS NZ50/Sustainability team
would benefit from ensuring that every ‘actor’ behaves
against the tried and tested collaborative working principles
such as ISO 44001. This would ensure that every voice would
be heard and that the best possible outcomes would not be
hidden by more dominant organisations.
The roadmap approach has highlighted where urgent action is planned and where deeper analysis will enable CDLS to meet the
NZ50 targets, to enhance operational capability and to deliver defence sustainability both in the Home Base and when deployed
on Operations overseas. Several initiatives have been proposed by the wide community of industry responders for this paper. The
following recommendations focus on the higher-level initiatives and where CDLS can support the achievement of NZ50.
32 33Roadmap for sustainable defence support
1. Adoptthefull,fitforpurpose,UKDefence
CarbonMeasurementFramework.The MoD must
measure every source of carbon emission, not merely the
main emitters. There should be increased scrutiny and
governance - led by CDLS – to deliver ‘support assurance’
for this measurement. The development of a fit-for-purpose
baseline and measurement system to capture and track all
the relevant emissions should be a priority within the next 12
months. We recommend the adoption of the Greenhouse
Gas Protocol, developed by the World Resources Institute
and World Business Council for Sustainable Development as
the measurement framework.
2. ApplyCircularEconomyPrinciplestoall
procurement.The MoD has significant purchasing power
that can be used strategically to drive innovation and
reduce waste. Deployed across the CADMID Cycle a circular
economy approach will ensure that all future equipment
and support solutions also contribute to operational
sustainability, reduce cost and drive towards a NZ50 future
with carbon reduction and sustainability requirements
scrutinized at each stage.
3. ApplyaSystemofSystemsApproachandaRapid
NZ50/SustainabilityCapabilitiesOffice. The inter-
relationships across Defence Support are vast and complex
and a disciplined methodology is required to ensure that
all elements of achieving sustainability and NZ50 are
considered and that every area delicately interconnected
is analysed for environmental impact. Increasing combat
readiness and operational sustainability relies on a vast
array of relationships. A system of systems will drive
coherence across the enterprise of Defence Support.
We recommend that it is led by CDLS, with a dedicated
programme management office acting as a rapid
NZ50/Sustainability capabilities office. This team would
also review legislation and policy for supporting NZ50
implementation. Collaborative working would be at the
heart of the CDLS team’s approach.
4.ApplySolutionEvaluationCriteria.CDLS’s Rapid
NZ50/Sustainability Capabilities Office can review each of
the initiatives proposed in this paper for applicability and
prioritization against the Solution Evaluation Criteria Tool.
The Rapid NZ50/Sustainability Capabilities Office would also
be the lead for changes and evaluation in legislation and
RECOMMENDATIONS
This paper set out to highlight how the MoD’s whole force partners are approaching the achievement of NZ50 and sustainability.
We recommend that CDLS considers the following:
support policy for sustainability. We propose a multi-criteria
approach to screen projects and move from a long list of
initiatives to a short list, whose potential can be screened in
more detail.
5. Investigatefurtherwidercommercialindustry-
dominatedfundingandfinancinginitiatives.
Whilst there are several constraints and limitations to
the eligibility of funding options for defence support
capabilities, the MoD should consider a high-level business
case for reaching NZ50/Sustainability that focuses on the
benefits and outcomes. The Rapid NZ50/Sustainability
Capabilities Office would be able to leverage wider
commercial cross-sector investment and focus on how wider
industry has approached the challenges and created the
emerging solutions.
6.TestandEvaluatetheseinitiativesthroughaLiving
Laboratory. We recommend that a series of Living
Laboratories are created to test, evaluate and learn from
successes and failures of NZ50/Sustainability initiatives
developed in the safety of a real-world setting.
7. Adoptfurthertheformalcollaborativeworking
principlesandframeworksavailable. The number of
stakeholders and various other Government Departments
involved are diverse. The CDLS NZ50/Sustainability team
would benefit from ensuring that every ‘actor’ behaves
against the tried and tested collaborative working principles
such as ISO 44001. This would ensure that every voice would
be heard and that the best possible outcomes would not be
hidden by more dominant organisations.
The roadmap approach has highlighted where urgent action is planned and where deeper analysis will enable CDLS to meet the
NZ50 targets, to enhance operational capability and to deliver defence sustainability both in the Home Base and when deployed
on Operations overseas. Several initiatives have been proposed by the wide community of industry responders for this paper. The
following recommendations focus on the higher-level initiatives and where CDLS can support the achievement of NZ50.
34 35Roadmap for sustainable defence support
ANNEX A – Industry trends (as submitted by the contributors) UK Government in NZ50
ENERGY EFFICIENCY
ENERGY FOR FUELS AND POWER
DESCRIPTION AIR AUTO MARITIMESUPPLY CHAIN
INFRA
Micro-grids - combination of
technologies that allows the
user to store, restore (charge),
generate and control energy
from multiple sources (such
as photovoltaic systems, wind
turbines, hydro-electric plants,
diesel gensets, combined heat
and power (CHP) modules and
National Grid) and reducing
dependence on a single line
of supply.
P P P P
Agile Power Management
Systems (APMS). P P P P
Improving the integration
of the airframe and engine.
For example, boundary layer
ingestion.
P
Engine efficiency improvements. P P P P P
Dynamic system optimisation
embedded into platform design
to ensure only the energy needed
at a given moment is expended.
P P P P P
DESCRIPTION AIR AUTO MARITIMESUPPLY CHAIN
INFRA
Hydrogen – produced either through renewable power or through natural gas with CCS.
P P P P P
Ammonia – produced either through renewable power or through natural gas with CCS.
P P P P
Biofuels – from waste production or crop production. P P P P
Liquefied Petroleum Gas (LPG) – low carbon fuel. P P P
Hybrid or full electric vehicles. P P P P
Small Modular Reactors. P P
Photovoltaic Panel (Solar Panels) – exploitation of MOD land, buildings & platforms to produce power. Also use of rolled up PV for deployed operations.
P P
Wind Farms – exploitation of MoD land to produce power. P P
Micro Nuclear Reactors. P P
Common rechargeable batteries P P P P
34 35Roadmap for sustainable defence support
ANNEX A – Industry trends (as submitted by the contributors) UK Government in NZ50
ENERGY EFFICIENCY
ENERGY FOR FUELS AND POWER
DESCRIPTION AIR AUTO MARITIMESUPPLY CHAIN
INFRA
Micro-grids - combination of
technologies that allows the
user to store, restore (charge),
generate and control energy
from multiple sources (such
as photovoltaic systems, wind
turbines, hydro-electric plants,
diesel gensets, combined heat
and power (CHP) modules and
National Grid) and reducing
dependence on a single line
of supply.
P P P P
Agile Power Management
Systems (APMS). P P P P
Improving the integration
of the airframe and engine.
For example, boundary layer
ingestion.
P
Engine efficiency improvements. P P P P P
Dynamic system optimisation
embedded into platform design
to ensure only the energy needed
at a given moment is expended.
P P P P P
DESCRIPTION AIR AUTO MARITIMESUPPLY CHAIN
INFRA
Hydrogen – produced either through renewable power or through natural gas with CCS.
P P P P P
Ammonia – produced either through renewable power or through natural gas with CCS.
P P P P
Biofuels – from waste production or crop production. P P P P
Liquefied Petroleum Gas (LPG) – low carbon fuel. P P P
Hybrid or full electric vehicles. P P P P
Small Modular Reactors. P P
Photovoltaic Panel (Solar Panels) – exploitation of MOD land, buildings & platforms to produce power. Also use of rolled up PV for deployed operations.
P P
Wind Farms – exploitation of MoD land to produce power. P P
Micro Nuclear Reactors. P P
Common rechargeable batteries P P P P
36 37Roadmap for sustainable defence support
CIRCULAR ECONOMY TECHNOLOGIES
DESCRIPTION AIR AUTO MARITIMESUPPLY CHAIN INFRA
Additive manufacture (3D printing) – production of parts in situ with reduced supply chain. P P P P
Machine optimised design of components resulting in more efficient use of build materials. P P P P
Lighter multifunctional materials/structures such as smart composites leading to reduction in fuel burn P P P P
Additive Layer Manufacturing (“ALM”) offers the prospect of manufacturing components in entirely new shapes, ensuring that components still have the required strength, with an overall reduction in weight and therefore fuel burn reduction.
P P P P
Increasing the ‘buy to fly’ ratio for materials through improved processes (including automated processes) and an increased focus on reuse/recycling of materials to reduce material use, waste and energy use.
P P P P P
Digital Twin of new products and virtual qualification/verification in order to reduce testing in the field. P P P P P
A ‘Factory in a Box’ capability providing deployable and configurable manufacturing systems for critical front-line assets in remote locations resulting in a disruptive supply chain solution that reduces the logistics burden and associated support costs.
P
Combat water – conversion of a variety of waters into drinking water in a containerised solution. P P
Renewable energy rechargeable batteries to deal with the variability of solar or wind loads and for personnel equipment. P P P P P
Collapsible shipping containers - reducing the pressure on the reverse supply chain. P
DESCRIPTION AIR AUTO MARITIMESUPPLY CHAIN INFRA
SMART buildings - Provision of data driven systems to improve the insight and therefore efficiency of how a building operates to allow them to work in a smarter way.
P P
AR/VR - Increased use of synthetic training environments with intelligent synthetic role players (hostile and friendly), for example, could generate credible training for operations, without the need for live training flights and associated support.
P P P P P
Wearable HMI technology – provision of training and task support at point of need reducing the requirements for training infrastructure, travel (carbon reduction) to and from training locations, and a reduction in both the use of consumables and waste.
P P P P P
AI journey optimisation technology – involves route, speed and acceleration support. P P P P
Driverless vehicles – involves the reduction in fuel emissions through efficient driving. P
Collaboration between operators and industry to enable the use of AI and enhanced information exploitation in planning operations, increasing their overall efficiency.
P P P P
Drone technologies - Connected with ‘planning operations’, there is the potential opportunity to use alternative technologies such as drone technology for conducting certain operations e.g. ‘ship to shore’.
P P
Wide area high speed secure private networks providing holistic connectivity and Internet of Things capability for the distribution and sharing of critical, supply chain and engineering data, reducing waste and the time taken to resolve issues and providing real time insight into logistics activities improving efficiency.
P P
Intelligent and predictive maintenance and dynamic logistics to reduce material usage, the movement of spares and the associated carbon footprint within the logistics chain.
P P P P P
Autonomous warehousing . P P P P P
36 37Roadmap for sustainable defence support
CIRCULAR ECONOMY TECHNOLOGIES
DESCRIPTION AIR AUTO MARITIMESUPPLY CHAIN INFRA
Additive manufacture (3D printing) – production of parts in situ with reduced supply chain. P P P P
Machine optimised design of components resulting in more efficient use of build materials. P P P P
Lighter multifunctional materials/structures such as smart composites leading to reduction in fuel burn P P P P
Additive Layer Manufacturing (“ALM”) offers the prospect of manufacturing components in entirely new shapes, ensuring that components still have the required strength, with an overall reduction in weight and therefore fuel burn reduction.
P P P P
Increasing the ‘buy to fly’ ratio for materials through improved processes (including automated processes) and an increased focus on reuse/recycling of materials to reduce material use, waste and energy use.
P P P P P
Digital Twin of new products and virtual qualification/verification in order to reduce testing in the field. P P P P P
A ‘Factory in a Box’ capability providing deployable and configurable manufacturing systems for critical front-line assets in remote locations resulting in a disruptive supply chain solution that reduces the logistics burden and associated support costs.
P
Combat water – conversion of a variety of waters into drinking water in a containerised solution. P P
Renewable energy rechargeable batteries to deal with the variability of solar or wind loads and for personnel equipment. P P P P P
Collapsible shipping containers - reducing the pressure on the reverse supply chain. P
DESCRIPTION AIR AUTO MARITIMESUPPLY CHAIN INFRA
SMART buildings - Provision of data driven systems to improve the insight and therefore efficiency of how a building operates to allow them to work in a smarter way.
P P
AR/VR - Increased use of synthetic training environments with intelligent synthetic role players (hostile and friendly), for example, could generate credible training for operations, without the need for live training flights and associated support.
P P P P P
Wearable HMI technology – provision of training and task support at point of need reducing the requirements for training infrastructure, travel (carbon reduction) to and from training locations, and a reduction in both the use of consumables and waste.
P P P P P
AI journey optimisation technology – involves route, speed and acceleration support. P P P P
Driverless vehicles – involves the reduction in fuel emissions through efficient driving. P
Collaboration between operators and industry to enable the use of AI and enhanced information exploitation in planning operations, increasing their overall efficiency.
P P P P
Drone technologies - Connected with ‘planning operations’, there is the potential opportunity to use alternative technologies such as drone technology for conducting certain operations e.g. ‘ship to shore’.
P P
Wide area high speed secure private networks providing holistic connectivity and Internet of Things capability for the distribution and sharing of critical, supply chain and engineering data, reducing waste and the time taken to resolve issues and providing real time insight into logistics activities improving efficiency.
P P
Intelligent and predictive maintenance and dynamic logistics to reduce material usage, the movement of spares and the associated carbon footprint within the logistics chain.
P P P P P
Autonomous warehousing . P P P P P
38 39Roadmap for sustainable defence support
AIR PLATFORM WORKING GROUP
PAPER AUTHOR SUBMITTED BY
Sustainable Aviation Carbon Report – Roadmap 2020 Sustainable Aviation Advisory Board Chris Esbester BAES
Airbus Zephyr Airbus Web pages Chris Esbester BAES
BAES MAGMA Unmanned Aerial Vehicle BAES Web pages Chris Esbester BAES
Solar Powered Unmanned Aircraft BAES Web PagesChris Esbester
BAES
Sustainable Defence Support White paper – Air Platforms - Sustainability in Defence Aerospace
Air Platform Working Group members – BAE Systems, Roll Royce, Airbus, Babcock, Knowledge Transfer Network, World Fuel Services
Air Platform Working Group members
Chris Esbester
BAES
World Kinect – case study Gatwick Airport World Kinect Energy ServicesChris Esbester
BAES
SAF's and the electric aircraft evolution: Rolls-Royce.
Aviation power, electrification and synthetic fuel combo/trade-off's. Flight Global interview with Paul Stein, RR CTO
FlightGlobal Web PagesNeal Palmer Rolls Royce
WFS CORSIA presentation
CORSIA is the first global MBM scheme for any industry sectorWorld Kinect Energy Services
Douglas McGowan
WFS
ASSESSMENT OF POTENTIAL IMPACTS
PAPER AUTHOR SUBMITTED BY
Defence Support White Paper - Interdependencies tableShivangi Kumra
Deloitte
Shivangi Kumra
Deloitte
Sustainable Defence Support - Appraisal of Options
OPTIONS FOR CHANGE – ASSESSMENT METHODOLOGYChris Thompson Deloitte Chris Thompson Deloitte
BIBLIOGRAPHY
AUTOMOTIVE PARTNERS
PAPER AUTHOR SUBMITTED BY
2018 GenFuelSpec F1Digi Sales BrochureAndy Smith
EES Solutions KMD Ltd
Alternative Fuels Case Studies EES v2.0 EES Solutions BrochureAndy Smith
EES Solutions KMD Ltd
BAE Systems – Buses BAES PowerPoint/BrochureAndy Smith
EES Solutions KMD Ltd
BAE Systems – Evbus BAES webpages into MS WordAndy Smith
EES Solutions KMD Ltd
BAE Systems - HEV BAES webpages into pdfAndy Smith
EES Solutions KMD Ltd
BAE Systems – REAL (electric accessories for conventional powertrains) BAES webpages into pdfAndy Smith
EES Solutions KMD Ltd
Carbon offsets Approach - World Kinect Energy Services World Kinect sales paperAndy Smith
EES Solutions KMD Ltd
Cenex Renewable Fuels Guide March2020
White Paper (Low Carbon Vehicle Partnership)
Cenex, CNG Fuels, Scania
LowCVP Andy Smith
EES Solutions KMD Ltd
Data Summary Sheets EES v3.0 for Alternative Fuels
Description of Alt fuels and measurements (incl Toyota)
Andy Smith
EES Solutions KMD Ltd
Decarbonisation of Liquid Fuels - World Kinect Energy ServicesJulian Keitas
White Paper / Brochure
Andy Smith
EES Solutions KMD Ltd
Epiroc_Minetruck MT42 Battery_Brochure - demonstrating the use of battery technology in heavy duty off-highway vehicles
Epiroc Product BrochureTom Clapton
Babcock International Group
Hydrogen Hybrid Platform Anglo 20200519
Case study for hydrogen hybrid platform conversion.
Williams Advanced Engineering One page case study brochure
Stu OldenWilliams Advanced
Engineering
38 39Roadmap for sustainable defence support
AIR PLATFORM WORKING GROUP
PAPER AUTHOR SUBMITTED BY
Sustainable Aviation Carbon Report – Roadmap 2020 Sustainable Aviation Advisory Board Chris Esbester BAES
Airbus Zephyr Airbus Web pages Chris Esbester BAES
BAES MAGMA Unmanned Aerial Vehicle BAES Web pages Chris Esbester BAES
Solar Powered Unmanned Aircraft BAES Web PagesChris Esbester
BAES
Sustainable Defence Support White paper – Air Platforms - Sustainability in Defence Aerospace
Air Platform Working Group members – BAE Systems, Roll Royce, Airbus, Babcock, Knowledge Transfer Network, World Fuel Services
Air Platform Working Group members
Chris Esbester
BAES
World Kinect – case study Gatwick Airport World Kinect Energy ServicesChris Esbester
BAES
SAF's and the electric aircraft evolution: Rolls-Royce.
Aviation power, electrification and synthetic fuel combo/trade-off's. Flight Global interview with Paul Stein, RR CTO
FlightGlobal Web PagesNeal Palmer Rolls Royce
WFS CORSIA presentation
CORSIA is the first global MBM scheme for any industry sectorWorld Kinect Energy Services
Douglas McGowan
WFS
ASSESSMENT OF POTENTIAL IMPACTS
PAPER AUTHOR SUBMITTED BY
Defence Support White Paper - Interdependencies tableShivangi Kumra
Deloitte
Shivangi Kumra
Deloitte
Sustainable Defence Support - Appraisal of Options
OPTIONS FOR CHANGE – ASSESSMENT METHODOLOGYChris Thompson Deloitte Chris Thompson Deloitte
BIBLIOGRAPHY
AUTOMOTIVE PARTNERS
PAPER AUTHOR SUBMITTED BY
2018 GenFuelSpec F1Digi Sales BrochureAndy Smith
EES Solutions KMD Ltd
Alternative Fuels Case Studies EES v2.0 EES Solutions BrochureAndy Smith
EES Solutions KMD Ltd
BAE Systems – Buses BAES PowerPoint/BrochureAndy Smith
EES Solutions KMD Ltd
BAE Systems – Evbus BAES webpages into MS WordAndy Smith
EES Solutions KMD Ltd
BAE Systems - HEV BAES webpages into pdfAndy Smith
EES Solutions KMD Ltd
BAE Systems – REAL (electric accessories for conventional powertrains) BAES webpages into pdfAndy Smith
EES Solutions KMD Ltd
Carbon offsets Approach - World Kinect Energy Services World Kinect sales paperAndy Smith
EES Solutions KMD Ltd
Cenex Renewable Fuels Guide March2020
White Paper (Low Carbon Vehicle Partnership)
Cenex, CNG Fuels, Scania
LowCVP Andy Smith
EES Solutions KMD Ltd
Data Summary Sheets EES v3.0 for Alternative Fuels
Description of Alt fuels and measurements (incl Toyota)
Andy Smith
EES Solutions KMD Ltd
Decarbonisation of Liquid Fuels - World Kinect Energy ServicesJulian Keitas
White Paper / Brochure
Andy Smith
EES Solutions KMD Ltd
Epiroc_Minetruck MT42 Battery_Brochure - demonstrating the use of battery technology in heavy duty off-highway vehicles
Epiroc Product BrochureTom Clapton
Babcock International Group
Hydrogen Hybrid Platform Anglo 20200519
Case study for hydrogen hybrid platform conversion.
Williams Advanced Engineering One page case study brochure
Stu OldenWilliams Advanced
Engineering
40 41Roadmap for sustainable defence support
Liquid hydrogen carriers
The World’s First Transocean Shipment of Hydrogen Begins to Fuel Gas Turbines for Power Generation
Advanced Hydrogen Energy Chain Association for Technology Development (AHEAD)
Mr. Naruke, Mr. Igarashi Planning and Management Dept.
(AHEAD)
Andy Smith EES Solutions KMD Ltd
Low Carbon Vehicle Case Studies EES v2.0 EES Solutions PowerPointAndy Smith
EES Solutions KMD Ltd
Mirai factsheet 12.05.17 Toyota BrochureAndy Smith
EES Solutions KMD Ltd
MoD SDCp SWG Auto - Case Studies draft v2.0 Summary Automotive Case Studies to be used for White Paper
Case StudiesAndy Smith
EES Solutions KMD Ltd
White Paper for Automotive Automotive Industry Partners
EES Solutions KMD Ltd, Toyota, Williams Advanced Engineering
Andy Smith EES Solutions KMD Ltd
Automotive White Paper Summary - SHORT VERSIONEES Solutions KMD Ltd, Toyota,
Williams Ad-vanced EngineeringAndy Smith
EES Solutions KMD Ltd
MOJO Case Study MoD v2.0Inventive Cogs Brochure PowerPoint
Sales case studyAndy Smith
EES Solutions KMD Ltd
Opportunities and Solutions - Long List Automotive v2.0 Mild Hybrid AddedAndy Smith
EES Solutions KMD Ltd
ProGen Sales Brochure Sales BrochureAndy Smith
EES Solutions KMD Ltd
SDS Transport Electrification and Hydrogen Toyota Case studiesAndy Smith
EES Solutions KMD Ltd
CARBON MEASUREMENT
PAPER AUTHOR SUBMITTED BY
Sustainable Defence Support Working Group. White Paper on Sustainability and Decarbonisation. ‘Sustainability and Carbon Measurement’ section.
Howard Lungley Frazer Nash
Howard Lungley Frazer Nash
CLIMATE CHANGE & SUSTAINABILITY
PAPER AUTHOR SUBMITTED BY
Climate Change and Sustainability 20200603 PaperDaniel Morris
KBRDaniel Morris
KBR
FUNDING & FINANCING OPTIONS
PAPER AUTHOR SUBMITTED BY
HMG – BEIS Green Finance Strategy – July 2019 BEISNathaniel Ng
KBR
green-finance-taskforce-accelerating-green-finance-reportGreen Finance Taskforce for BEIS
March 2018Nathaniel Ng
KBR
MOD - Funding and Financing Options V8 Paper for final submission
KBRNathaniel Ng
KBR
Department for Business, Energy & Industrial Strategy (2017) Guidance Energy Innovation
BEISNathaniel Ng
KBR
European Defence Agency (2017) EDA ensures EU funding for circular economy in defence
European Defence Agency (2017) EDANathaniel Ng
KBR
European Defence Agency (2019) EDA Chief Executive in Slovenia for talks on EU defence cooperation
European Defence Agency (2019) EDA
Nathaniel NgKBR
HM Treasury (2018) Budget 2018, Private Finance Initiative (PFI) and Private Finance 2 (PF2)
HM Treasury 2018Nathaniel Ng
KBR
Kidney, S. (2015) TfL’s £400m green transport bond big success, Climate Bonds
Kidney, S.Nathaniel Ng
KBR
LIVING LABORATORY
PAPER AUTHOR SUBMITTED BY
20200518-Living Lab Summary Sheet PA Consulting GroupJon Woad
PA Consulting
Living Lab example – Cambridge University of Cambridge web pageJon Woad
PA Consulting
Living Lab example - Cambridge (report) University of Cambridge web pageJon Woad
PA Consulting
Living Lab example – Glasgow The Scotsman web pagesJon Woad
PA Consulting
Living Lab example - MIT data MIT WebpagesJon Woad
PA Consulting
Living Lab example - MIT sustainability MIT WebpagesJon Woad
PA Consulting
LOW CARBON SOLUTIONS FOR DEFENCE
PAPER AUTHOR SUBMITTED BY
Decarbonised Solutions Document for Defence Complete set of options for deployed initiatives across Defence
Daniel Morris KBR
Daniel Morris KBR
40 41Roadmap for sustainable defence support
Liquid hydrogen carriers
The World’s First Transocean Shipment of Hydrogen Begins to Fuel Gas Turbines for Power Generation
Advanced Hydrogen Energy Chain Association for Technology Development (AHEAD)
Mr. Naruke, Mr. Igarashi Planning and Management Dept.
(AHEAD)
Andy Smith EES Solutions KMD Ltd
Low Carbon Vehicle Case Studies EES v2.0 EES Solutions PowerPointAndy Smith
EES Solutions KMD Ltd
Mirai factsheet 12.05.17 Toyota BrochureAndy Smith
EES Solutions KMD Ltd
MoD SDCp SWG Auto - Case Studies draft v2.0 Summary Automotive Case Studies to be used for White Paper
Case StudiesAndy Smith
EES Solutions KMD Ltd
White Paper for Automotive Automotive Industry Partners
EES Solutions KMD Ltd, Toyota, Williams Advanced Engineering
Andy Smith EES Solutions KMD Ltd
Automotive White Paper Summary - SHORT VERSIONEES Solutions KMD Ltd, Toyota,
Williams Ad-vanced EngineeringAndy Smith
EES Solutions KMD Ltd
MOJO Case Study MoD v2.0Inventive Cogs Brochure PowerPoint
Sales case studyAndy Smith
EES Solutions KMD Ltd
Opportunities and Solutions - Long List Automotive v2.0 Mild Hybrid AddedAndy Smith
EES Solutions KMD Ltd
ProGen Sales Brochure Sales BrochureAndy Smith
EES Solutions KMD Ltd
SDS Transport Electrification and Hydrogen Toyota Case studiesAndy Smith
EES Solutions KMD Ltd
CARBON MEASUREMENT
PAPER AUTHOR SUBMITTED BY
Sustainable Defence Support Working Group. White Paper on Sustainability and Decarbonisation. ‘Sustainability and Carbon Measurement’ section.
Howard Lungley Frazer Nash
Howard Lungley Frazer Nash
CLIMATE CHANGE & SUSTAINABILITY
PAPER AUTHOR SUBMITTED BY
Climate Change and Sustainability 20200603 PaperDaniel Morris
KBRDaniel Morris
KBR
FUNDING & FINANCING OPTIONS
PAPER AUTHOR SUBMITTED BY
HMG – BEIS Green Finance Strategy – July 2019 BEISNathaniel Ng
KBR
green-finance-taskforce-accelerating-green-finance-reportGreen Finance Taskforce for BEIS
March 2018Nathaniel Ng
KBR
MOD - Funding and Financing Options V8 Paper for final submission
KBRNathaniel Ng
KBR
Department for Business, Energy & Industrial Strategy (2017) Guidance Energy Innovation
BEISNathaniel Ng
KBR
European Defence Agency (2017) EDA ensures EU funding for circular economy in defence
European Defence Agency (2017) EDANathaniel Ng
KBR
European Defence Agency (2019) EDA Chief Executive in Slovenia for talks on EU defence cooperation
European Defence Agency (2019) EDA
Nathaniel NgKBR
HM Treasury (2018) Budget 2018, Private Finance Initiative (PFI) and Private Finance 2 (PF2)
HM Treasury 2018Nathaniel Ng
KBR
Kidney, S. (2015) TfL’s £400m green transport bond big success, Climate Bonds
Kidney, S.Nathaniel Ng
KBR
LIVING LABORATORY
PAPER AUTHOR SUBMITTED BY
20200518-Living Lab Summary Sheet PA Consulting GroupJon Woad
PA Consulting
Living Lab example – Cambridge University of Cambridge web pageJon Woad
PA Consulting
Living Lab example - Cambridge (report) University of Cambridge web pageJon Woad
PA Consulting
Living Lab example – Glasgow The Scotsman web pagesJon Woad
PA Consulting
Living Lab example - MIT data MIT WebpagesJon Woad
PA Consulting
Living Lab example - MIT sustainability MIT WebpagesJon Woad
PA Consulting
LOW CARBON SOLUTIONS FOR DEFENCE
PAPER AUTHOR SUBMITTED BY
Decarbonised Solutions Document for Defence Complete set of options for deployed initiatives across Defence
Daniel Morris KBR
Daniel Morris KBR
42 43Roadmap for sustainable defence support
KBR K-GreeN Green Ammonia Technology KBRDaniel Morris
KBR
Singapore PMO Hydrogen Economy Case Study KBRDaniel Morris
KBR
MOD Low Carbon Solutions Final PaperDouglas McGowan
WFSDouglas McGowan
WFS
Main Challenges for a Sustainable UK DefenceDouglas McGowan
WFSDouglas McGowan
WFS
Challenges section Sustainable Defence 20200610 White Paper
Shivangi Kumra Deloitte
Shivangi Kumra Deloitte
MARITIME PLATFORM
PAPER AUTHOR SUBMITTED BY
ABB electric drives. ABB are one of the leaders in self contained Electric drives for shipping, they supplied to a Danish passenger ferry which is battery powered and include the whole boat as a micro grid system
ABB WebpagesJohn Ransford
KTN
BAE Systems Newsroom item - Portsmouth Naval Base BAES Web pages – Press ReleaseChris Esbester
BAES
BAE Systems website newsroom article BAES Web pages – News articleChris Esbester
BAES
BPA Shore Power Paper May 2020
Paper describes shore-power for ships berthed portside and discusses barriers to progress and recommendations
British Ports Association White Paper / Brochure
Neal Palmer Rolls Royce
MARITIME PLATFORMS_TD-I input FINAL_260620 White Paper – Main Author Neal
PalmerNeal Palmer Rolls Royce
Paper - Future Fuels for Commercial Shipping
BMT Paper presented at LNG/LPG and Alternative Fuels, 29th – 30th January 2020, London, UK
J E Buckingham BMT UK
Presented at Institution Naval Architects 2020
Sarah Whittaker BMT
HMS Tamar - greenest ship Royal Navy Web PagesChris Esbester
BAES
Vessel Technology Advice and Support (VTAS) for fuel efficient shipping
VTAS website includes a series of Energy Saving Technologies (EST) fact sheets that provide a brief description of emerging technologies which are available to ship owners and other stakeholders who are aiming to reduce fuel consumption and/or Greenhouse Gas (GHG) emissions.
VTASSarah Whittaker
BMT
Wartsila website Sustainability Blogs
Sound argument for keeping the internal combustion engine and investigate efficiencies and synthetic fuels
Wartsila Website pagesNeal Palmer Rolls Royce
PLANNING HORIZONS
PAPER AUTHOR SUBMITTED BY
Planning Horizons PresentationConceptare
Supply Chain ExcellenceSteve Green
Team Defence Information
PRIMARY EMITTERS
PAPER AUTHOR SUBMITTED BY
Primary Emitters - White Paper Initial literature trawl on primary emitters in the military arena
Jim ToughARC Ltd
Jim ToughARC Ltd
White Paper Main Emitters Section – Final SubmissionJim Tough
ARC LtdJim Tough
ARC Ltd
REGULATORY CHANGE
PAPER AUTHOR SUBMITTED BY
Emerging Thinking on Regulatory Change – Long PaperSarah Whittaker
BMTSarah Whittaker
BMT
SUPPLY CHAIN WORKING GROUP
PAPER AUTHOR SUBMITTED BY
Supply Chain SustainabilityMaryam Farsi
Cranfield UniversityMaryam Farsi
Cranfield University
42 43Roadmap for sustainable defence support
KBR K-GreeN Green Ammonia Technology KBRDaniel Morris
KBR
Singapore PMO Hydrogen Economy Case Study KBRDaniel Morris
KBR
MOD Low Carbon Solutions Final PaperDouglas McGowan
WFSDouglas McGowan
WFS
Main Challenges for a Sustainable UK DefenceDouglas McGowan
WFSDouglas McGowan
WFS
Challenges section Sustainable Defence 20200610 White Paper
Shivangi Kumra Deloitte
Shivangi Kumra Deloitte
MARITIME PLATFORM
PAPER AUTHOR SUBMITTED BY
ABB electric drives. ABB are one of the leaders in self contained Electric drives for shipping, they supplied to a Danish passenger ferry which is battery powered and include the whole boat as a micro grid system
ABB WebpagesJohn Ransford
KTN
BAE Systems Newsroom item - Portsmouth Naval Base BAES Web pages – Press ReleaseChris Esbester
BAES
BAE Systems website newsroom article BAES Web pages – News articleChris Esbester
BAES
BPA Shore Power Paper May 2020
Paper describes shore-power for ships berthed portside and discusses barriers to progress and recommendations
British Ports Association White Paper / Brochure
Neal Palmer Rolls Royce
MARITIME PLATFORMS_TD-I input FINAL_260620 White Paper – Main Author Neal
PalmerNeal Palmer Rolls Royce
Paper - Future Fuels for Commercial Shipping
BMT Paper presented at LNG/LPG and Alternative Fuels, 29th – 30th January 2020, London, UK
J E Buckingham BMT UK
Presented at Institution Naval Architects 2020
Sarah Whittaker BMT
HMS Tamar - greenest ship Royal Navy Web PagesChris Esbester
BAES
Vessel Technology Advice and Support (VTAS) for fuel efficient shipping
VTAS website includes a series of Energy Saving Technologies (EST) fact sheets that provide a brief description of emerging technologies which are available to ship owners and other stakeholders who are aiming to reduce fuel consumption and/or Greenhouse Gas (GHG) emissions.
VTASSarah Whittaker
BMT
Wartsila website Sustainability Blogs
Sound argument for keeping the internal combustion engine and investigate efficiencies and synthetic fuels
Wartsila Website pagesNeal Palmer Rolls Royce
PLANNING HORIZONS
PAPER AUTHOR SUBMITTED BY
Planning Horizons PresentationConceptare
Supply Chain ExcellenceSteve Green
Team Defence Information
PRIMARY EMITTERS
PAPER AUTHOR SUBMITTED BY
Primary Emitters - White Paper Initial literature trawl on primary emitters in the military arena
Jim ToughARC Ltd
Jim ToughARC Ltd
White Paper Main Emitters Section – Final SubmissionJim Tough
ARC LtdJim Tough
ARC Ltd
REGULATORY CHANGE
PAPER AUTHOR SUBMITTED BY
Emerging Thinking on Regulatory Change – Long PaperSarah Whittaker
BMTSarah Whittaker
BMT
SUPPLY CHAIN WORKING GROUP
PAPER AUTHOR SUBMITTED BY
Supply Chain SustainabilityMaryam Farsi
Cranfield UniversityMaryam Farsi
Cranfield University
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