DIO awards contract for housing and facilities management

DIO’s Future Defence Infrastructure Services (FDIS) has awarded a contract for housing and facilities management to Crown Commercial Service (CCS).

The Defence Infrastructure Organisation (DIO) awarded the contract to provide housing and facilities management (FM) across defence estates. The CCS will begin work once current arrangements expire.

The contract forms part of a new framework which makes for easier access to a more diverse supplier base and better value for money for the taxpayer through leveraging government buying power. The next phase of the programme will award contracts for other estate work.

Jacqui Rock, Commerical Director of DIO, said: DIO spends around £3 billion every year buying infrastructure services for our armed forces both in the UK and overseas. These new contracts will form a significant part of this and will provide improved value for money for the taxpayer. They will also allow us access to a wider supply base including both large multinational companies and small and medium enterprises.”

Sam Ulyatt, CCS’s Buildings Strategic Commercial Director, said: “CCS has engaged extensively to design a framework structure which meets the needs of customers and incorporates social value. Our public sector contract has also been simplified to aid procurement for customers and suppliers alike.”

The next part of the project includes an invitation to tender for suppliers on the CCS contract. Competitions will take place later in the year for companies seeking a place on the DIO project.

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MOD launches £2m fund to develop counter drone technology

The MOD has launched a fund to find counter drone technology to combat hostile use of drones.

The competition, run by the Defence and Security Accelerator (DASA), the MOD’s innovation hub, will seek robust and cost-effective next-generation counter drone to the risks posed by hostile UAS.

The MOD is looking to develop new defensive capabilities which draw upon autonomous decision-making mechanisms and networked sensing systems capable of detecting, tracking, identifying and defeating hostile UAS over complex and varied environments.

The competition is the latest stage in Defence Science and Technology Lab’s (Dstl) ongoing research programme into Countering UAS which has been running for ten years.

This programme has included the extensive research, testing and evaluation of the counter-UAS technology currently employed by the MOD, including the landmark series of ‘Bristow’ trials with industry in 2013, 2015 and 2018.

The call is focused on tackling the challenges of current and future UAS capabilities, in particular:

  • Next-generation Counter-UAS technology – new technological solutions to provide robust and cost-effective sensing and defeat options.
  • Flexible Counter-UAS technology – programmes capable of bringing counter-UAS technologies together and linking with other surveillance systems and cooperative drone awareness systems.
  • Countering Future UAS Systems – developing capability to detect and mitigate threats from UAS acting autonomously, in swarms and in highly congested airspace.

Phase 1, which will deliver proof of concept of the proposals, will be worth approximately £800k and is scheduled to take place from July 2019 to March 2020. The total funding for the competition is expected to be at least £2m, split over multiple phases.

The full competition document can be found here.

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DPRTE 2019: New venue, new opportunities as the defence community comes together in Farnborough

Defence Procurement, Research, Technology & Exportability (DPRTE) 2019 took place at Farnborough International Exhibition & Conference Centre on 28 March.

The new venue brought a sense of excitement as representatives from the Ministry of Defence and other public bodies, preferred contractors, the supply chain and academia came together at this one-day event.

Billed as the defence procurement event of the year, DPRTE 2019 provided a unique opportunity to showcase goods and services as well as the chance to engage directly with both the key personnel and organisations responsible for setting strategy and operationally delivering an annual budget of over £20 billion.

DPRTE 2019 attracted record numbers as over 1500 visitors came to Farnborough to hear from the leading and most influential speakers from across the defence procurement and supply chain marketplace.

The event provided a real focus on the key themes dominating the defence and security supply chain – innovation and improved supplier engagement.

Keynote Arena

The Live Keynote Arena was, as ever, a huge draw for attendees.

A familiar face at DPRTE, former Ministry of Defence Commercial Director Les Mosco, chaired proceedings, calling for greater clarity for the defence industry.

Jim Carter, Commercial Director, Supply Chain at MOD, delivered the opening keynote address. speaking about how the Department was progressing with its strategy to improve its industrial engagement and previewing its new SME Action Plan. This included a look at the Strategic Partnering Programme, which seeks to improve MOD’s commercial relationships across all aspects of the supply chain, beginning with its prime contractors.

He then provided an update on the recently refreshed Defence Suppliers Forum (DSF) and outlined the role of the ‘SME Champions’, appointed by the Department’s 19 Strategic Suppliers, who will offer guidance and support to help SMEs find an easier route to market.

Jim explained: “What we are doing is encouraging the Primes through these SME Champions to be the conduit into the SME market and have plans and targets themselves around SME usage.”

Dr Lucy Mason, Head of the Defence and Security Accelerator, provided an overview of DASA’s role in harnessing innovation for defence and was able to share a number of the Accelerator’s successes over the past year.

These included DASA’s largest contract award to date to Blue Bear Systems for its response to the ‘Many Drones Make Light Work’ competition; and the new app from KrowdThink, which allows users to report suspicious activity or potential security threats at crowded events.

Dr Mason also encouraged any SMEs with innovative ideas to reach out to DASA’s regional Innovation Partners who can offer guidance on how their ideas could be best exploited.

She said: “I think government these days wants to work much more with SMEs, to incorporate them into supply chains and understand how we can diversify the range of suppliers that get involved. That means helping big businesses to encourage SMEs to work as part of their supply chains as well as meeting our own target to procure from SMEs.”

Defence Infrastructure Organisation Commercial Director Jacqui Rock gave a progress update on DIO’s mission to turn its statement of intentions in its Commercial Strategy into a practical commercial transformation.

She also outlined the vast opportunities available to the supply chain through the Defence Estate Optimisation Programme.

Jacqui told the audience: “The opportunities for suppliers to get involved on the DEO Programme are vast. It touches construction, disposals, new builds, family accommodations – it touches everything.”

Professor Trevor Taylor from the Royal United Services Institute (RUSI) then delivered a thought-provoking talk on the role of artificial intelligence within defence acquisition.

He examined the perception of AI and its potential functions within the defence framework and how the technology’s capability was dependent on data.

Professor Taylor commented: “Always think about AI in terms of the data available. Do we have the data? If the data isn’t available, AI doesn’t work.

“What AI brings, initially at least, is this area of identification, diagnosis and analysis, which it will offer with likelihood and probability. That is very important when you think of it in a defence context.”

Following Professor Taylor, Tracy Buckingham, Head of Operations and Security Exports at the Department for International Trade’s Defence & Security Organisation, spoke about the role of DIT DSO and the importance of defence and security exports in terms of the economy, providing countries with the right to a defensive capability, and enhancing overseas engagement.

The UK defence and security export market is worth £13.8 billion, with a massive 87% of the UK’s defence exports to be found in the aerospace domain.

Tracy also explained how DIT DSO plays a crucial role in the MOD’s drive for innovation. She noted: “We have a proud tradition of innovation and we are a key part in identifying potential pipelines and export markets for those innovative products.”

 

Jason Fox, best known for his role on hit TV show SAS: Who Dares Wins, ensured the last address at the Keynote Arena was standing room only as he gave his thoughts on motivation and leadership, sharing his experiences of undertaking high-risk missions whilst serving in the Armed Forces.

Knowledge Transfer Zones

DPRTE 2019 hosted five Knowledge Transfer Zones, each featuring a range of educational sessions that allowed attendees to discover and share ideas for the five themes.

With innovation continuing to be a major driver in the defence industry it was no surprise to see the Technology & Innovation Zone attract a large number of visitors.

Andrew Cunningham, Executive Director for Innovation at the UK Defence Solutions Centre (UKDSC), kicked off proceedings with a talk on the potential of cross-sector innovation from a defence perspective.

Other highlights included DASA Innovation Partner Jim Pennycook’s session on engaging with innovation, where he outlined the advantages for innovative companies working with DASA.

The Supply Chain & Partnering Zone was another hotspot for the event as attendees sought information on how they could engage and actively pursue new business development opportunities across the wider supply chain.

This included a demonstration from Caroline Hose from the MOD’s Strategic Supplier Management Team on the new sub-contracting function on Defence Contracts Online (DCO) – the MOD’s online portal for sharing information on contracting opportunities and market engagement events.

David Wharton, Head of Account Management at the Crown Commercial Service, also explained CCS’s collaboration with DIO and how this would help DIO push out frameworks worth over a potential £13 billion over the next ten years.

The Buyer Excellence in Procurement Zone saw the Procurement Advice and Support Service (PASS) put on a series of 30-minute interactive sessions delivered by Principal Consultant, Eddie Regan. Elsewhere, the Export & Business Growth Zone allowed UK SMEs to learn more about exporting opportunities and the practical assistance available from DIT DSO.

Finally, the Doing Business with the US DoD Zone saw representatives from the Department of Defense provide advice and guidance on how to access the wealth of opportunities available within the world’s largest defence procurement marketplace.

Andrew Wilson, President of JGW International, had this advice for companies looking to break into the lucrative US defence marketplace – and again, innovation was key.

He said: “The real issue for British companies is that they need to find a technology that is lacking in the States. It’s got to be a unique product and be a capability that the US military needs.”

The event also featured seven Networking & Collaboration Zones Supply Chain Engagement, Defence Procurement Pavilion, Innovation, Defence Market Engagement, International Exporting, US DoD Engagement and the Product Showcase Exhibition – which provided a wealth of opportunities for attendees to meet and discuss buyer and supplier opportunities.

The Defence Procurement Pavilion was a constant hive of activity as attendees took the opportunity to speak with representatives from the Army, Air and Navy Commercial Teams as well as those from DE&S, DIO, the Submarine Delivery Agency, MOD ISS and Doing Business with Defence.

The Product Showcase Exhibition provided a platform for around 120 organisations from the public and private sectors to promote their products and services directly to key decision makers in the defence market.

What surprised many of those who hadn’t attended the event before was the vast range of sectors represented, including IT; portable buildings; clothing; haulage and logistics; digital modelling; environmental services; and fire safety.

Gavin Shepherd from Commerce Decisions commented: “DPRTE brings together a whole community of buyers and bidders to enable them to network and look for better solutions to the problems that the marketplace poses.”

Companies such as Meile, who were demonstrating the important role laundry plays in the defence sector, were delighted with the early engagement opportunities DPRTE afforded them.

Jessica Tobias-George from Meile explained: “It’s really important for us as an organisation to engage with our potential buyers early on in the process. It’s good to speak to them and find out what their requirements are so that we can proactively respond to those requirements.

“It’s been a really good event for us to meet people and find out more about the sector and potentially follow up with those enquiries.”

The event continues to surpass itself every year and plans are already under way for DPRTE 2020, which will again take place in Farnborough on 1 April next year.

To discuss booking your 2020 exhibition or sponsorship package, call 0845 270 7066 or email exhibitions@dprte.co.uk.

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Construction begins on BRNC’S new gym facilities

Work on a new state-of-the-art Physical Training centre and gymnasium for Britannia Royal Naval College (BRNC) has formally start with a turf cutting ceremony.

Captain Jol Woodard, the Commanding Officer of BRNC, was invited to cut the first patch of soil alongside guests from the Defence Infrastructure Organisation (DIO), who are delivering the project on behalf of the Royal Navy. Also, in attendance were Kier Group PLC, the company awarded the main contract to build the facility, representatives from Mott MacDonald, DIO’s technical service provider, and Councillor Fred Pritchard, the Deputy Mayor of Dartmouth.

Site surveys have been completed to allow the main works to begin on the centre which will be equipped for up to 800 people, including Cadets and BRNC staff.

Capt Woodard said: “The new gym is an essential addition to the facilities here at BRNC that will allow us to deliver 21st century physical training to the standards required by the modern Navy for everyone at the College. It will include a multi-purpose main hall where our Cadets will undergo the bulk of their military fitness training and be kitted out for a wide range of sports. Fitness and competitive sport remain a vital part of military life.”

The approximately £9 million project represents a major investment in BRNC

Simon Jones, DIO Project Manager, said: “DIO is proud to be delivering this project for Britannia Royal Naval College. We are pleased to be able to support the Navy by providing this new building which will allow Cadets and staff to train in a bespoke fit for purpose facility.”

The building will be constructed from environmentally friendly materials to minimise emissions and reduce BRNC’s carbon footprint, while also improving energy consumption and the building’s resilience to adverse climate change. It is set to be available for use in early 2020.

Doug Lloyd, Kier Regional Building, Area Manager, Devon said: “We are delighted to be working in Dartmouth delivering the new training centre and gym for Britannia Royal Naval College. The training and development of young people is important and throughout the building project we will be delivering employment and skills opportunities through work experience and apprenticeships. Cutting the first turf is a significant moment and we look forward to working with BRNC to provide the much-needed facilities for the cadets to enjoy in 2020 and long into the future”

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Thales completes purchase of Gemalto in €4.8 billion deal

Thales has completed the acquisition for €4.8 billion in a move to they envisage will see the creation a global leader in digital identity and security.

Utilising the technology and skill set of Gemalto, Thales will seek to develop secure solutions to address major challenges in defence and security, such as unmanned air traffic management, data and network cyber security, airport security or financial transaction security.

This acquisition will open up a significant portfolio of digital identity and security solutions based on technologies such as biometry, data protection, and, more broadly, cyber security.

Thales say the move will allow them to deliver a seamless response to customers, including critical infrastructure providers such as banks, telecom operators, government agencies, utilities and other industries as they step up to the challenges of identifying people and objects and keeping data secure.

Following this acquisition, Gemalto will form one of Thales’s seven global divisions, to be named Digital Identity and Security (DIS). Gemalto will interact with all of the Group’s civil and defence customers and will significantly strengthen its industrial presence in 68 countries. Thales will considerably expand its operations in Latin America (2,500 employees, up from 600), triple its presence in Northern Asia (1,980, from 700), Southeast Asia (2,500, from 800) and India (1,150, from 400) and North America (6,660 employees, up from 4,600).

Patrice Caine, Chairman and CEO, Thales, said: “With Gemalto, a global leader in digital identification and data protection, Thales has acquired a set of highly complementary technologies and competencies with applications in all of our five vertical markets, which are now redefined as aerospace; space; ground transportation; digital identity and security; and defence and security. These are the smart technologies that help people make the best choices at every decisive moment.

“The acquisition is a turning point for the Group’s 80,000 employees. Together, we are creating a giant in digital identity and security with the capabilities to compete in the big leagues worldwide.”

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HMS Dragon visits Lebanon

The Royal Navy’s most advanced warship has visited Lebanon to boost friendship between both countries.

The HMS Dragon docked in Beirut, Lebanon to host various events and demonstrations around the ship. The ship primarily tackles airborne threats and has been extremely successful in fighting narcotics trades, seizing over 18,000kgs of drugs.

British Ambassador to Lebanon Chris Rampling said: “The United Kingdom’s defence policy is ‘international by design’, meaning that our partnerships are central to all that we do. And standing on board this ship and looking around me, I think it is striking that Lebanon, too, is ‘International by Design.’ For our two countries share a great heritage of sailing and trading.”

“Friends, your security is our security. We have invested heavily in the LAF and ISF since 2011, as well as in education, Service Provision, Humanitarian assistance. Lebanon is one of the highest recipients of UK Aid in the region. The UK-Lebanon trading relationship is becoming stronger by the day, and will become more so.”

“The United Kingdom will continue to help the Lebanese people to build a strong, sovereign state. As we will continue to work with our partners, new and old, to support peace and stability in Lebanon, in this region, and across the World.”

During the stay, the ship hosted a reception attended by over 100 guests, led by representatives of President Michel Aoun, Prime Minister Saad Hariri and Speaker Nabih Berri: Defence Minister Elias Bou Saab, Information Minister Jamal El Jarrah and MP Yassine Jaber. The UK reinforced its commitment to a strong relationship with Lebanon and securing its future.

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Funding announced for MOD testing sites

The Defence Secretary has promised £1.3 billion to improve MOD testing sites.

The funding comes from supplier QinetiQ and will support an estimated 1,800 people across MOD testing sites. The 16 sites include major projects like the HMS Queen Elizabeth aircraft carrier and Dreadnaught submarines.

Defence Secretary Gavin Williamson said: “Ensuring our cutting-edge equipment is tried and tested before it is sent to the frontline is crucial to our military’s capability.”

“This £1.3 billion investment will not only guarantee our Armed Forces’ have the reliable, state-of-the-art weaponry they need, but will also support jobs across the nation.”

QinetiQ Chief Executive, Steve Wadey said: “Today’s agreement enhances our contribution to the safety and operational effectiveness of UK armed forces in an era when threats to our security remain acute and are changing rapidly.”

“In line with our strategy, we are introducing innovative ways of working and making selective investments to reinforce the UK’s position as a world-leader in the generation and assurance of military capability. This will enable us to support the MOD’s future programmes and win more work from both UK and international customers.”

The funding will cover the costs of equipment, training services, and staff at the sites. The 16 sites include MOD Pendine in Wales, MOD British Underwater Test and Evaluation Centre (BUTEC) at Kyle of Lochalsh in Scotland, and MOD Boscombe Down in England.

The MOD has a Long Term Partnering Agreement (LTPA) with QinetiQ, a defence supplier which tests equipment. The new funding has been set out to modernise the sites and create long-term savings.

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Vision 2025 and MOD SME Action Plan unveiled at DSF

Defence Minister Stuart Andrew joined industry leaders at the Defence Suppliers Forum to make a series of landmark commitments that will promote more effective joint working and boost productivity.

The companies and the Minister signed a joint document, named ‘Vision 2025’, which includes new pledges from both parties to improve the productivity of the UK defence sector and ensure the armed forces obtain the capabilities they need in the future.

After welcoming remarks from the Defence Minister and Charles Woodburn, Chief Executive of BAE Systems, attendees took part in sessions focused on boosting defence exports, encouraging innovation within the defence industry and accelerating the inclusion of Small and Medium-sized Enterprises (SMEs) in the market.

The Defence Minister also unveiled the MOD’s SME Action Plan at the event, setting out the department’s commitment to supporting smaller businesses across the defence supply chain. Developed with input from businesses, industry bodies and Trade Associations, the SME Action Plan includes a range of measures to increase the MOD’s procurement spend with SMEs by removing barriers to entry to the defence market. The Plan sets an ambitious target to spend 25% of the MOD’s total procurement budget with SMEs by 2022.

Speaking at the Defence Suppliers Forum, Mr Andrew said: “Vision 2025 represents a significant evolution in government-industry collaboration. By committing to work together more closely, we will ensure our armed forces continue to benefit from world-leading capabilities while driving up value-for-money for UK taxpayers.

“Small and medium-sized businesses will play a crucial role in delivering our future military capability, so I am delighted to endorse the publication of our SME Action Plan today. Engaging with smaller and innovative suppliers will help create a more resilient supply chain while boosting local economies and creating jobs.”

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Securing Military Communications

Mark Bouch, Managing Director of  Leading Change, examines the importance of securing military communications and the critical role training plays in protecting against cyber attacks. 

Cyber warfare is a defining capability in the same way the development of the rifled barrel or mechanisation changed the nature of warfare. Nations with cutting-edge cyber capabilities have significant competitive advantage. Interception and interference with military communications poses a significant threat to the UK’s economic interests and security. It affects political and military communications systems but also, in today’s technology-driven world, scientific research, all forms of communication including social media and many other government-related or commercial organisations in the defence supply chain. 

Our big challenge is how to keep computers and data networks safe from malign actors. Cyber security is big business. Cybersecurity Ventures (a Californian research agency) assessed this market was worth more than $120 billion in 2017 and predicted global spending on cyber security products and services to exceed $1 trillion cumulatively between 2017 and 2021. The traditional emphasis has been developing technological solutions to protect user end-points and data networks, but we should assume those who seek to harm us by exploiting military communications will find ways to exploit even the best technical solutions. 

A 2015 Harvard Business Review (HBR) article quoted a US Department of Defense source with an alarming statistic that the DoD experiences 41 million scans, probes and attacks each month. However, ‘secure’ architecture and state-of-the-art technology are only part of the answer. My background in high-threat environments suggests many, if not most, ‘failures’ find root causes in the human beings designing, building and operating systems. We therefore need to train and rehearse operators to avoid mistakes and to detect and correct issues before they morph into missioncritical failure. 

Not all cyber security breaches are well-published, but it was revealed that Islamic State briefly took control of the US Central Command’s Twitter feed in 2015 because the application had not been updated to dual-factor authentication. Technology, like body armour, may create a false sense of security when what’s really required is a high-performance culture which consistently analyses and minimises risk. We identify such cultures in many high-reliability organisations needing to avoid errors and minimise their consequences, including airlines, air traffic control systems, Formula 1 motor racing teams and bomb disposal units. They are technical operations conducted in potentially dangerous and complex environments where systems, sub-systems, human operators and the environment interact to cause dynamic risk that must be addressed before it turns into disastrous and potentially fatal problems. 

High-reliability organisations are ‘situationally aware’. They have well-developed awareness of the environment and their own vulnerabilities. One such organisation, the US Submarine Service, has identified six interconnected principles that help them reduce and contain the impact of human error. Many of these will be familiar to anyone with experience in high-reliability organisations: 

  1. Integrity.This describes embedded and intuitive behaviour that eliminates departures from operating procedures and immediately highlights lapses, mistakes or shortcuts without fear.
  2. Depth of knowledge.When people thoroughly understand all aspects of a system they are more likely to recognise when things go wrong or fall outside normal parameters. Competence is developed through simulation, testing and evaluation.
  3. Procedural compliance.In high-reliability organisations operators are required to know (or know where to find) standardised operating procedures and to follow them. They also encourage the use of ‘disciplined initiative’ to recognise when a situation develops that doesn’t map to existing procedures and new ones are called for.
  4. Forceful backup.In high-reliability organisations, even experienced operators are closely monitored by peers and seniors. Highrisk operations are generally performed by two people and every team member, even the most junior or inexperienced, is empowered to speak out when a problem is observed.
  5. A questioning attitude.It’s not easy to cultivate a culture of honesty and openness in hierarchical structures emphasising the need to comply with orders, but this behaviour is fundamental to mission command and vital in any high-reliability organisation. It doesn’t work if leaders practise what L DavidMarquet described as ‘Know All – Tell All’ leadership. 
  6. Formality in communication.To minimise any possibility instructions are unclear or misunderstood at critical moments, operators in high-reliability environments, like aircraft cockpits, are required to communicate in a prescribed manner. They use checklists. They require those giving direction to state their intentions clearly and recipients to repeat back instructions verbatim. By formalising this process, they eliminate communication likely to result in inattention, misplaced assumptions or procedural error.

A 2015 HBR article identified that military cyber security breaches caused by human error invariably involved a breach of one or more of these six principles. Military commanders should simply ask what these six principles mean in their organisations, and ask themselves these questions: 

  • How do I conduct spot checks on procedure and behaviour?
  • How do I respond to lapses in standards and behaviours?
  • What training programmes are in place for behavioural aspects of cybersecurity? 
  • How frequently are those programmes refreshed?
  • How do we rehearse responses to high-risk scenarios?
  • Are the tasks exposing us to risk of cyberattack identified and subject to formal processes to ensure consistent safe practice and oversight? 

Military commanders must ensure accountability is widely shared, making everyone responsible for ‘safety’ and stewardship of military data networks. They should ensure high-reliability behaviours are as embedded in day-to-day routine to the same extent as keeping personal weapons clean and operational. This means everyone must know and comply with basic rules and standards, irrespective of rank. 

When failures occur – and they will – military organisations must treat unintentional, occasional errors as opportunities to learn and correct the processes allowing them to occur. Commanders must nurture a culture in which people will speak up when they make mistakes or notice others doing so, while at the same time being publicly intolerant of people who ignore well-intentioned standards and procedures. A Formula 1 client of ours adopted a version of the ‘cockpit resource management’ model to help engineers and manufacturing teams listen to their intuition, identify early causes of defects and take corrective action. They reward contributions to the safety framework and have hard evidence of improved reliability and reductions in safetycritical failure. 

Communications security depends on leadership through technology and highreliability peopleTechnology alone cannot defend military communications networks. Reducing human error is as important, if not more. Building and maintaining a culture of high-reliability will help, but it’s labour-intensive for leaders at all levels. The return on investment in building high-reliability organisations may be difficult to measure, but it is ultimately worthwhile as military communications security and thus valuable lives depend on it. 

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MOD marks success of Project Servator

The MOD has marked the anniversary of the launch of Project Servator which protects Defence personnel and infrastructure.

The Ministry of Defence Police (MDP) launched Project Servator two years ago to protect Defence staff, assets, and facilities in the UK. The initiative also extends to protecting local communities and providing a wider police presence.

Officers in the project are trained to gather intelligence and spot criminal activity, ranging from driving offences and shoplifting to carrying weapons and terrorism. Servator officers share intelligence with other police forces and access resources including CCTV and sniffer dogs.

Assistant Chief Constable Dave Long said: “Cooperation between the public, organisations, partners and the police is one of the most powerful tools to tackle the challenge that the UK faces from terrorism and, with the ongoing threat, this cooperation is more important than ever.”

“We rely on staff and members of the public, within the communities that we protect, to be our extra eyes and ears. Everybody has an important role to play by reporting any suspicious behaviour that they see or hear, or anything that just doesn’t feel right. However insignificant you think something may be, trust your instincts and report it because your actions could potentially save lives.”

The project was launched at HM Naval Base Portsmouth and the Atomic Weapons Establishment Sites in Berkshire. The project engages with other departments including the British Transport Police, Metropolitan Police Service, and the City of London Police, and encourages members of the public and other groups to provide information on suspicious activity.

Project Servator presence is most prominent at defence sites including Defence Headquarters in Whitehall and HM Naval Base Clyde. Anyone with information on any potential terrorist activity is encouraged to contact the police or other local authorities and further information and advice are available on the government’s website.

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