The UK faces a range of new security challenges, from the ongoing conflict in Ukraine to recent developments in the Middle East. The assumptions of security that have guided us for the past 25 years are no longer sufficient for today’s realities.
How do you think policymakers and industry should work together to strengthen our armed forces and increase the UK’s national preparedness, resilience and cohesion?
Strengthening our armed forces and national preparedness requires close cooperation between government, industry and the public. It’s not just about addressing immediate needs, but building a long-term vision and a shared understanding of what readiness means in today’s world. Defense preparedness is not what usually keeps the average UK citizen awake at night, but recently we have felt the economic impact of the current geopolitical climate.
A national conversation is essential to connect these stakeholders and identify a practical and innovative integrated deterrence (technical superiority and physical measure) that projects a permanent posture of predictive preparedness. At Raytheon UK, we are committed to working alongside policy makers to develop technologies, forge partnerships and drive the skills and professional opportunities needed to prepare for tomorrow’s threats.
Have those conversations already started?
Yes, although recent global events have once again highlighted the importance of preparedness and brought the topic to the fore. With the release of the Defense Industrial Plan and the upcoming NATO Summit this summer, it presents an opportunity for government and industry to deepen cooperation across sectors and create a more cohesive approach to resilience and preparedness. By working together, we can find practical solutions to address new challenges.
What might this look like?
It starts with education and skills development to engage young people about the breadth of exciting opportunities within the defense and technology sectors. At Raytheon UK, we have launched STEM outreach programs such as our annual Quadcopter Challenge, which has reached over 2,500 students from 500 schools over the past decade. Through this program, young people design, build and fly drones, sparking interest in STEM careers.
We are seeing graduates from this program applying for roles with us, which is a testament to its impact. Quadcopter already reaches schools across the UK and we are now looking to partner with more youth groups such as cadet organizations to help us take the message wider and further. This type of grassroots engagement can create stronger bonds between families, communities and the armed forces, ultimately building a more resilient and prepared nation.
What can the UK learn from the conflicts we are currently seeing around the world?
The ability to quickly adapt to evolving threats is critical, and the conflicts in Ukraine and the Middle East have underscored the importance of agility and innovation in defense. This has been particularly evident in Europe, with Ukraine scaling rapid developments in drone technology. The UK has world-class technology, but we need to accelerate the process of bringing these innovations from concept to deployment.
At Raytheon UK, we are building a digitally connected sovereign defense ecosystem. Currently, we are using digital twinning and digital modeling to allow us to simulate and test systems before they are built. This approach has also enabled us to bring new capabilities to market, such as Red Kite® – a digitally designed sovereign capability developed using digital engineering techniques, allowing us to deliver with greater speed and agility.
What decision-making structures support the country’s preparedness? And how can they help us adapt in real time – within days or weeks – to evolving threats?
Adapting to new threats in real time requires a coordinated and integrated response across military personnel and the scaling of “always on” production to make the right equipment available at the right time.
On the equipment side, the UK already has mechanisms to move conceptual systems into trials and eventually into operational use, however, these processes are often very slow. We must explore ways to improve these systems to ensure we can respond to threats more quickly and effectively.
On the people side, we need to invest in building a sovereign workforce that is agile and adaptable. This means equipping individuals with the right skills, fostering interdisciplinary collaboration and creating a culture of innovation. It also means building and maintaining a resilient sovereign supply chain.
We are proud of the role we play in strengthening our workforce and supply chain. Our team collaborates with government and other stakeholders to ensure that our people and our technology are ready to meet the challenges of tomorrow, and we can see this happening in all areas of our business, from data analytics to advanced precision effects.
