DSTL Annual_report 2004-05

8/9/2019 DSTL Annual_report 2004-05

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Annual Report and Accounts

2004/2005


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Dstl Annual Report2003/04

De fence Science and Technology Laboratory

Annual Report and Accounts 2004/2005

Presented to Parliament pursuantto section 4 (6) ofthe Government Trading Funds Act 1973 as amendedby the Government Trading Act 1990.

Ordered by the House of Commons to be printed19 July 2005.

HC239 London: The Stationery Off ice 13.50


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Dstl Annual Report2004/05Mission , vision and va lues

02

Our mission , vision and values

Mission

Our mission describes the fundamental purpose ofthe organisationin terms ofthe impact we wantto make in the world. It addresseswhat we are passionate about doing, what motivates us.

Our mission is to create the winn ing edge for UK forces andgovernmentthrough the best use of sc ience and technology.

Vision

Our vision describes the kind of organisation we aspire to be .It is an expression of what wou ld constitute success in three,five orten years.

Our vision is to be the ind ispensab le source of sc ience andtechnology atthe heart of de fence.

Values

The type of organisa tion Dstl becomes, and what will distingu ish usfrom others, will be defined by the way we behave as ind ividuals. Ourva lues describe the way we behave, day by day.

Supporting each other regardless of position in the organisation Cherish ing knowledge

Commitmentto the public interest Responsiveness Excellence Creativity


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Chairmans

statement


Chairmans statement

04

Itis a great pleasure for me to bring you Dstls Annual Report and Accounts for2004/05 . As the firstindependent Chairman ofthe Dstl Board,itis a privilege tocome to an organisation which ,in justthree years, has achieved an enviab letrack record.

Th is year, as well as return ing another strong financial per formance, once againDstl achieved all ofthe key targets p laced upon it by MOD, ma intaining a recordof 100% success since the Laboratory was estab lished in July 2001. The targetscovered a range of areas and Dstls a ttainments are ind ica tive of good progressacross all aspects ofits business.

Itis a

lso wor

th h

igh

ligh

ting

the resu

lts o

ftwo s

tra

teg

ic rev

iews

tha

twerecompleted during the year. F irst, MOD led a review o f Dstls e ffec tiveness and

eff iciency and its su itab ili ty to continue operating as a Trading Fund. Theoutcome was extremely positive, conclud ing tha t Dstl had performed very wellsince its inception,tha tit should remain a Trading Fund and tha t any furtherreview should nottake place until after the ilab change programme has beentaken forward.

Second, Dstl and MOD carried out a joint review o fthe alignment ofthe workprogramme with MODs requirements. The overall conclusion was tha t Dstlscapabili ties generally map wellto customer needs and outpu ts, andimp lementing the recommendations ofthe review should ensure tha tthere is aneffec tive, coherentinterface with MOD customers and stakeholders in the future .

These developments provide a sound framework for the future . Dstl has definedits vision o f a tru ly integrated laboratory, equipped to keep pace with changes inthe mili tary environment and security operations and able to help allitscus tomers getthe maximum benefitfrom science and technology. I have joinedDstl at a very exciting time and I look forward to the year ahead.

Richard Maudslay FREng

Chairman

11 July 2005

Dstl plays a crucial role in meeting MOD'stechnology needs: short, medium andlong term.Our new Board wil l ensure that Dstl builds on itswell-established strengths to deliver the bestresearch, development, advice and problem

solving for all our customers.


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The year 2004/05 was a year of considerable achievementfor Dstl. Overall , our businessper formance was very sound and we de livered excellen t results on our MOD key targets. We alsomade progress on our technology transfer and exploitation activities, sett ing up three more jointven ture companies and estab lishing Ploughshare Innovations Ltd to look after Dstls intellec tua lproperty interests.

While these are very importan t measures of our success, our technica l achievements are moresignificant. As in previous years, we have been able to use science and technology to deliver highimpact solutions to range of de fence and security-related problems fac ing our customers. We havecon tinued to support operations in Iraq and over 80 of our staff have qualified for the campaignmedal by spending more than a month in theatre .

We have improved the quality of our outpu t, as ind ica ted by the results of our customer satisfac tionsurvey and technica l benchmarking exercise. We have also updated our technica l strategy toidentify the key technica lissues tha t we need to address in supporting the future mili tary capabili tyrequirements of our customers in MOD. Th is will ensure tha tthe programme we develop is re levantand our capabili ties appropriate.

Last year, we launched our ilab programme to consolida te Dstls activities onto three core sites andto integrate the technica l, physica l and cultura l aspects ofthe Laboratory. I am pleased to reportgood progress in allthese areas. Among our many achievements, we issued the invitation to tenderfor the construc tion and fac ili ties management con trac t, we made savings of nearly 7 millionthrough streamlining elements of our procurement, we introduced a new corporate tra ining packageand flexible working arrangements, and we revised our programme assessment process.

Of course,the commitment and hard work of our people have been fundamentalto making Dstltheorganisation tha titis today and I wou ld like to thank them for the ir support. We s till have much todo to achieve our vision and we must remain focused on our goals. I we lcome the appointment ofRichard Maudslay as Chairman and look forward to working with him. Dstlis a lready a very goodorganisation. I wantto move itfrom good to great.

Mar tin Earwicker FREng

Ch ief Executive

11 July 2005


CE s statement

05

Chief Executives statement

We have a clear vision of where we wantto be asingle unified laboratory delivering high qualitysolutions to our customers mostimportant problemsthroughthe excellence of our people, ourmanagement and ourintegrated expertise.


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Dstl Annual Report2004/05Technica l highlights

06

Technicalhigh lights


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Technica l highlights

07

MODs unsung heroesDstl played a vital par tin operations in Iraq. Dur ingthe build up to possible operations,the combatphase itself and after the conflict we have been ableto contribu te in a variety of ways,inc lud ingoperationa l analysis, adv ising on equipmentprocurement and tra ining, chemica l and biologica lde tec tion and inspection, and collec ting data onweapons effec ts and batt le damage. Over 100 Dstlstaff have deployed to Iraq to date, of whom over 80have qualified for the campaign medal by spendingmore than a month in theatre . Ten ofthe recipien tsreceived the medalwith clasp , signifying tha ttheywere in theatre during the main combat phase in2003. In presenting the medals,the Vice Chief ofthe Defence Staff, Air Ch ief Marshal Sir An thonyBagnall , pa id tribu te to our scien tists, referring tothem as the unsung heroes of mili tary operations.He said tha t mili tary commanders do recognise andva lue the contribu tion of sc ien tists, who will now bean estab lished fea ture of operations.

Sa fety on the seasDstl provides a world class capabili ty in operationa lanalysis (OA) and technica l analysis across alllinesof development. In recognition ofthe ir work,two

Dstl staff received awards for outstandingachievementfrom the Technica l Co-operationProgramme (TTCP), which is an internationa lcollaboration between Austra lia, Canada, NewZealand,the UK and the US. The work, carried outover three years, covered a number of areasinc lud ing maritime interd iction operations, an ti-submarine warfare , an ti-surface warfare , and higherleve l command and control and intelligence,surveillance and reconnaissance. One significant

and emergentthreatto coalition units is from fastinshore attack craft, illustrated by the damage tothe USS COLE shown right. Through modelling,theaward-winn ing study showed the degree ofimprovement possible through surveillance andtargeting, and provided guidance on tac tics andprocedures.

De livering network enabled capabili tyNe twork enabled capabili ty (NEC) is one of MODshighest priorities for future investment. Dstlisleading a joint research programme with industryaimed attransforming NEC from a conceptto thede livery of a ne twork-enabled force tha t canachieve desired effec ts through a smaller numberof more capable assets.Dstl has contribu ted in a number of different areas.For example, we have exploited our corporatememory to identify and collate quantitativeevidence ofthe benefits and risks of NEC.Evidence suggests tha t NEC can deliver force-mu ltiplier effec ts, bu t only if a coherent approach istaken across all ofthe defence lines ofdevelopment. Dstlis helping to translate these NECbenefits into real and practica linterventions. Oneway we are doing this is through working with the

equipment capabili ty areas in MOD to identifyspecific opportun ities for improved mili taryeffec tiveness through networking.Dstlis a lso contribu ting in identifying anddeveloping the process and culture changesneeded to deliver NEC. Th is inc ludes working w iththe Defence Procurement Agency to develop abehavioural modeltha t can be used by theacquisition community to measure its maturity inadopting NEC.

Above:Damage caused toUSS COLE

Example o f a fastinshore attack craft

Systems work is about bringing togetherthe physical, human and conceptualelements necessaryto achieve thebest performance.

Pe ter S tarkey, Programme Direc tor (Systems)


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08

One team brings enhanced land forcescapabili ty c loser

The past year has proven to be a very intenseper iod as the Future Rapid Effec t System (FRES)programme has gained momentum . The aim o fFRES is to enhance the capabili ty ofthe UKsland forces to conduct rap id intervention andother warfighting operations through a system of

ne twork-enabled medium-weight armouredveh icles allowing supremacy in ba ttle-spaceawareness, command and control, precisionengagement, survivab ili ty, mob ili ty and availab ili ty.

Dstl supportis an integral and crucial par t oftheinitial assessment phase and a strong one teamethos has been developed between ourselves,theDe fence Procurement Agency (DPA) and Atkins,the industrial par tner appointed by DPA as thesystems house. The link with industry ensurestha t governmen t operationa l analysis and industryanalysis remain coherent, and provides anexp loitation path from the defence researchprogramme and relevant outpu ts from other

acquisition programmes. We have now bu ilt asingle, mu lti-d isciplinary team oftechnica l expertscomprising more than 50 people from within Dstland from outside . In the coming year,the DstlFRES team will remain heavily focused on areassuch as government operationa l analysis,requirements co-ordina tion,technica l assuranceand capacity and stowage.

Wargames keeping pace

Over the last year Dstl has developed a keycommand and control based operationa l analysistool,the wargame infrastruc ture and simu lationenv ironmentformation wargame (WISE-FW),into a valuable analytica l capabili ty throughapplica tion to stud ies on doctrine and forcestruc ture . Us ing advanced software engineeringtechniques

,coupled wi

th advancemen

ts incommand and control modelling, WISE-FW

provides the abili ty to examine a number ofcommand and control re lated issues usingcommand agents and humans in the loop.

Dur ing the last year WISE-FW has been used tolook atthe effec tiveness offuture army struc tureswithin the context ofthe challeng ing mili taryenv ironments tha t may be faced in futureconflicts. In particu lar,the abili ty of WISE-FW tolook dynamica lly a t concepts such as agilemission groups,task re-organisation and attack ofcommand and control nodes has enabled ittosupportthe rapid exploration of mili tary issues

across a number of scenarios. WISE-FW now alsoprovides an integrated capabili ty to examinelogistica l and equipment support. Furtherdevelopmentis p lanned next year, aimedspecifica lly a t expanding its s imu lationinteroperab ili ty capabili ties and enabling ittooperate as a construc tive simu lation.

Technical high ligh ts


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09

HOTSPUR 04

A UK-US bilatera l sem inar wargame, namedHOTSPUR 04 , was held atthe Center for ArmyAnalysis a t Fort Be lvoir in July 2004. It was theyears main analytica l event ofthe UK-US FutureLand Operations Interoperabili ty Study andexp lored both conceptua l and technica limp lica tions of an UK medium weight brigade

operating within a US unit of employment (UE).Setin a fictiona l Caspian Sea scenario,the gameexamined the forces en try into theatre ,the moveto contac t, decisive operations and stab ilisation.

Dstl analysts, working closely with the ir UScounterparts, were heavily involved both indes igning the event and in providing technica lsupportto Army players during the game itself. ADstl des igned framework tool was used during thegame to capture and rapidly score thoseinteroperab ili ty enablers critica lto m issionsuccess. The enablers were clustered undercapabili ties such as command , sense, ac t, protec tand sustain, prioritised by the severity ofthe risk

they posed to operationa l success. They wereused as the basis for post-game analysis anddiscussion.

The study, which also inc luded an assessment ofUK-US interoperabili ty during operations in Iraq,was extreme ly we ll rece ived on both s ides oftheAtlan tic. The plan for the next phase is toconsider the interoperab ili ty issues associatedwith combat ID between an UK brigade and USUE in the 2015 time frame.

Ready, set, go!

Keeping our forces supplied and ready for actionis a more complex logistics problem than tha tfaced by the Nationa l Health Service . Dstlisgrowing its capabili ties in this area throughsupportto the Defence Logistics Organisation(DLO), which is striving to engineer more effec tiveand eff icien t operations.

DLOs future defence supply chain initiative is

examining the configuration and management ofthe defence materiel storage and distribu tionne twork in the UK and northern Europe. Theoptions being considered inc lude in-housereorganisations and outsourcing of services . Dstlis providing analysis supportto assess theeffec tiveness of each solution in both providing aday-to-day service and in handling the surge ofma teriel demands generated by majordeployments such as Operation Telic in Iraq.

Dstl has developed a simu lation model SUSTAIN storage, utilisation, supply,transport andinformation network ofthe UK supply chain,showing the flow of ma teriel. With DLO,the modelwas developed and valida ted and then fine- tunedaga instthe current per formance ofthe supplychain. Such a model has never been attemptedbe fore by MOD. Itis su fficien tly flexible to beused for other logistics projec ts, such as thoselooking atthe management of ma terielin transitand the management ofjoint deployed inventory.In this way, SUSTAIN has great poten tialto assistin the optimisation and management ofthesupply chain organisation as it evolves.

Pictured left:De fining capacity andstowage requirements forFRES roles

Above:Views of WISE-FW

Logistics operations


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10

Technical high ligh ts

Supporting the police

The attenuating energy projec tile system (AEP) is aless-letha l system designed to deliver an impacttoa v iolen tind ividua lto prevent an intended courseof ac tion like ly to resultin loss oflife or seriousinjury. The system has been developed by UKgovernmen t as part ofits strategy to offer tra inedpolice off icers a broader range of such systems . Indeveloping the AEP,the princ ipa ltechnica l

requirement was to reduce the risk of serious injuryin the event of an inadverten timpactto the head.Th is has been achieved through an energyattenuating fea ture , wh ich extends the duration ofthe impactforces,thereby reducing the peak forceon a stiff surface such as the skull .

Dstl assisted independent medica l adv isers in theassessment ofthe medica l risks. Th is required thedevelopment ofinnovative computer and physica lmode ls of head injury at very high rates o f stra in,and models to assess chestinjury and otherpoten tially life-threaten ing events. The modelscharacterised the performance ofthe attenuationfea tures and the medica l consequences ofthereduced forces and energy transfer. The stud iesshowed tha t with regard to the critica lissue ofbra in injury,the risk of serious and life-threaten inginjury to the head from the AEP would be less thantha tfrom current systems .

B iologica l warfare agent exposed

Francise lla tularensis is a candida te biologica lwarfare (BW) agent and one ofthe mostinfec tiousknown. Th is poses challenges for defending the UKarmed forces against an attack with this agent. Astrategic approach to address these problems hasbeen adopted , which involves the determ ina tion ofthe genetic make-up (genome or DNA sequence) ofthe bacterium .

The programme to sequence the genome wasinitiated by Dstl. Because ofthe size ofthis projec t atrue workshare programme was deve loped with theSwedish Defence Research Agency,the University ofUppsala and Ume Un iversity in Sweden,theLawrence Livermore Nationa l Laboratory,the Centersfor D isease Control and Prevention, SRIInternationa l,the Walter Reed Army Institute o fResearch in the USA, and the Welcome Trust SangerInstitute and the London School of Hygiene andTropica l Medicine in the UK.

The order of 1.9 million nucleotides in Francisellatularensis has been determ ined, and this DNA

sequence has been interrogated to identify theproteins produced by the organism. Th is provides acomplete picture ofthe make-up ofthe bacterium ,wh ich allows a systems biology approach to beused to predictits properties. Th is work is a lreadyplaying a key role in driving programmes to assessthe threat posed by this agent and in thedevelopment of de tec tors and medica lcountermeasures.


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11

Smoke and mirrors?

One ofthe ways in which Dstl he lps to protec t UKforces is by developing and testing batt lefieldobscurants and decoy flares for a ircraft. There ismore to smoke than meets the eye. Obscurants onthe modern batt lefield must deal notjust with v isiblelight, bu t also with infra-red and other parts oftheelec tromagnetic spectrum . Dstlis study ing how apay load of me tal par ticles can be very rapidly

dispersed by the detona tion of a small charge. Highspeed imagery ofthe initiation of obscurantpay loads, recorded at 11 ,200 frames per second,has revealed significantinformation aboutthemechanisms of dissemina tion.

Dstls research into novel countermeasure flares foraircraft has been exploited over the lastfew years,firstthrough a minor equipment requirementresulting in a spectra lflare being broughtintoservice and, second, with aerodynamic flaretechnology being transferred to industry for theprotec tion oftransport aircraft and helicopters.

To supportthis work, Dstl has invested in the

construc tion and commission of a new flare testingfac ili ty. Th is fac ili ty enables test and measurement ofallflare types through the complete range of aircraftvelocities at a much lower costthan using aircrafttolaunch the flares. F lare intens ity,light up andtra jec tory, all of which are parameters relevantto thede fea t of missile systems , can all be monitored. Da tagathered feeds into modelling stud ies and the designof new flares.

Cleaning up

H istorica l evidence of ac tivities during andafter the Second World War has revealedpoten tial contam ina tion by chemica l warfare(CW) agents a t some MOD sites. Atthe end of2004 Dstl developed a unique and simp leme thodology for ascertaining the exten t oftheCW legacy, wh ich was used to produce a list ofsites tha t have the poten tialfor contam ina tion,

ranked by poten tialfor r isks to health. As w ithany methodology,the quality of da ta inputaffec ts the quality ofthe outpu t and Dstlidentified areas of weakness in the initialsource data. Us ing refined source, pa thwayand receptor parameters,in March 2005 Dstlwas able to issue a more representative andprecise assessment. The next step is to carryout comprehensive environmental riskanalyses for the highest ranked sites. Th is willallow M0D to estab lish its priorities in terms ofsite management and remediation.

Dstl,in conjunction with academia,is nowac tively involved in a programme of researchand consultation with the aim o f providingrobust sc ien tific information to support critica lpolicy decisions regarding h istorica l CW-re lated contam ina tion.

Pictured left :The attenuating energyprojec tile system

The genome sequence ofFranc ise lla tularensis

Above:Imagery of countermeasures

Cutting edge sciencefrom Dstlisproviding practical breakthroughsthat really make a difference.

Richard Scott, Programme Direc tor (Scienceand Technology)


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Technica l and exploitation

12

Technical andexploitation


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13

Itisfundamentallyimportantthat Dstlisable to adaptto a changing technicalenvironment and that we usethe right

expertise onthe rightjobs atthe righttime.

Frances Saunders, Technica l Direc torTechnica l strategy and alignment with MOD

MOD produces a number of pieces of strategicguidance which , when taken together, shapethe ir future requirements for science andtechnology supportfrom Dstl. We need to workwith s takeholders in MOD to translate thesechanges in requirements and priorities intoimp lica tions for the future programme tha t Dstlwill be tasked to support and the technica lcapabili ties tha t we will therefore need to haveava ilab le. One ofthe ways in which weassemb le and communica te these trends isthrough Dstls technica l strategy. The updatepub lished this year has an increased focus onhow these trends will influence our technica lcapabili ties. Th is has identified ten cross-cu tt ing issues (Table 1) tha t will be ofincreasing importance in the work tha t Dstlundertakes for MOD.

A review o f Dstls a lignment undertaken thisyear with MOD stakeholders confirmed tha t

there was very good agreemen t be tween Dstls

technica l strategy and the ir like ly futuredemand for Dstl support.

Table 1Technica l strategy cross-cutt ing issues tha t will beincreasingly importan tin MOD work

Systems integration, acceptance and assurance

Experimentation

Effec ts based operations

Understanding the information operations environmentManpower eff iciency

Protec tion and survivab ili ty

Information management

De tec tion and identifica tion of diff icu lttargets

Precision strike and term ina l effec ts

Special projec ts


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Professiona l development

The top ics highlighted by the technica l strategy,when taken together, re-enforce the importance toDstls future work of so called systems leve lthink ing.The challenges identified require a different set ofskills and experiences to those of more trad itiona l,technology or systems research and deve lopment.We have therefore, under the ilab programme,started an importan t piece of work to identify thenumber of systems people we already have in Dstl,the number we will need in future and themechanisms we require to develop them.

Dstl con tinues to investin the professiona l skills andcompetencies ofits staffthrough a range of ac tivitiesinc lud ing: the STEPs initiative to support new joinersin the ir firsttwo years of employment; a s truc turedtraining scheme in support of membership o f allthere levant science and engineering professiona lbod ies; the annualtechnica linternal symposium;and promotion ofthe Fellowship scheme for its mostdistingu ished technica l staff. There were three newFe llowships awarded in 2004 and three successfulcandida tes in the quinquennial review bringing thetotal numbers to 37 Fellows and 12 Senior Fellows.

Th is year Dstl rece ived recognition from the Institute

of Physics for the development ofits staffin the formofthe ir award for Best Practice in Professiona lDevelopment.

Technical and exploitation

We want our customersto havea consistent and good

experience of dealing with Dstl.

Mike Jenden, Fu ture Business Direc torAbove:Frances Saunders, Techn ica lDirec tor receives the awardfor Best Practice inProfessiona l Developmentfrom the Institute o f Physics(photo courtesy oftheInstitute o f Physics)


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15

Dstlin the wider world

The theme of Dstls internal symposium thisyear was a ll aboutthe positioning of Dstlin thewider world. Presentations and posters coverednot only how Dstlis helping to solve problemsfor customers in o ther governmentdepartments but also how we workinternationa lly and with industry and academiato ensure tha t our MOD customers can drawon world-wide science and technology.

Our focus on internationa l research

collabora

tion (IRC) has been sharpened w

iththe issue ofthe IRC technica l strategy, a

document produced jointly by MOD andourselves, wh ich aligns the technica l prioritiesof Dstls technica l strategy with worldwidecapabili ty. We w ill now use the IRC strategy toensure we continue to collaborate w ith the verybestlaboratories worldwide and in technica lareas tha t are vitally importan tto MODs andDstls future . We have continued to further ourlaboratory-to-laboratory partnershipsinternationa lly, with the recent signing of aletter o finten t with the newly formed FrenchMOD analogue of Dstl, DET. DET faces exactly

the same challenges as Dstl and we envisagethe development of a healthy relationship bu ilton jointtechnica l meetings and staff exchange.

In addition, we are in the process of developingour relationship w ith the Institute o f Sa int Louis,via the signing of a letter o finten t and a 12month s taff secondment.

At home, Dstl has been developing its nationa lindustrial and academic liaison strategy. Variousac tivities are being pulled together through theappointment of an industrial and academic co-ordina tor and through some of our seniortechnica l stafftak ing a lead on specific externalre lationships. As part of an analysis of currentac tivities w ith external par tners, Dstl has

undertaken a critica l review o fits university co-operative research centre modelinstigated in2002. The origina l pilot projec ts in ma terialshave been very successful and we now p lan toextend the conceptto other technology areas.The strategy also recognises the importance ofoutward and inward secondments in order tobring fresh ideas into Dstl and to improveunderstanding ofthe industry perspective.Two of our people have been seconded to theSystems Engineering Innovation Centre, ana tiona l centre of excellence based atLoughborough University. These secondmentshave been very successfulin estab lishing linksbe tween Dstl and the industry and universitypar tners based atthe Centre .


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16

Technical and exploitation

Technology transfer takes off

Dstl has estab lished an enviab le track record indeveloping exploitation opportun ities from itsintellec tua l property (IP). In the last year, we set upthree more joint ven ture companies P2 i, RemoTechnologies and Enigma Diagnostics Ltd bringingthe totalto e ight (see Table 2). To build further onthis success in pursuing the Governmentstechnology transfer agenda, whilst ensuring tha t Dstlitse lffocuses on its core business for MOD

customers

,a who

lly-owned subs

id

iary

,P

loughshareInnovations Ltd, has been estab lished. Ploughshare

will ac t as Dstls technology management companywith a remitto exploit IP tha t Dstl selec ts to licenseto it. Dstls equity holding in all bu ttwo oftheexisting joint ven ture companies w ill be transferredto P loughshare .

Ploughshare s two princ ipa lincome streams will beincome from licence fees , royalties, option paymentsand other sums payable by licencees and incomefrom sales o f equity in technology spin-outcompanies. Its customers will be technologyconsumers seeking licences to use the results of ourresearch, and technology brokers and deve lopers

wan ting to investin spin-outs.Ploughshare s future success depends on asustainable s tream of exp loitab le IP. To ensure tha tthe commercial poten tial ofthe bestideas isexp lored early, Ploughshare will work closely withDstlto identify where investmentin developingpromising future IP is most worthwh ile.Ploughshare s long term aim is a virtuous cycle o f IPgeneration, exp loitation and re-investment whichde livers the best return , both economica lly andsc ien tifica lly,for its Dstl shareholder,for Dstl staffand for MOD.

Table 2: Dstljoint ven ture companies

Company Technology or function

Alaska Food Diagnostics plc* Adenylate kinase + bacteriophage

Aco lyte B iomedica Ltd* Adenylate kinase

Luc igen Ltd* Luciferase manufac ture

Tetricus Ltd Sc ience park management

Spectrum LLP Rainbow Seed Fund Ltd partnership

En igma Diagnostics L td* Real-time polymerase chain reaction

P2 i Ltd* Pulsed plasma surface coatingsRemo Technologies* B iotelemetry devices

*Dstls equity to be transferred to P loughshare


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17

Case Study

Aco lyte B iomedica , a joint ven ture between Dstl, Ang leTechnology and Porton Capital set up in 2001, has unveileda new testtha t slashes the detec tion time for methicillin-resistan t staphylococcus aureus, be tter known as MRSA.The technology, ca lled BacLite, was developed from Dstlresearch to detec t microbiologica l agents during the firstGu lf war in 1991. The new rapid MRSA test cu ts the timetaken to ge t a de tec tion resultfrom as much as five days tojust 5 hours. Th is poten tially g ives infec tion controlspec ialists a step increase in capabili ty to tackle the growing

MRSA problem in UK hospitals. Successfultrials have beenconducted in Salisbury General Hospital and St Barts inLondon. An agreementto d istribu te the testin the IrishRepublic is in place, and Acolyte also a ims to targetlucrative markets in Germany and the USA.

Case Study

Porton Plasma Innovations (P2i) Ltd is now in revenue. Thecompany a joint ven ture between Dstl and Porton Capitaluses technology invented atthe University of Durham underDstl sponsorsh ip. Developed origina lly for protec tive mili taryclothing,cold plasma processing mod ifies the surfaces ofproducts on the nano-scale, giving them exceptiona l newproperties while leav ing the other desirab le properties o fthema terials, such as strength, colour and flexibili ty, unchanged.As well as its paten ted liqu id repellen ttechnology, P2 i canun iquely apply its process techniques to produce a variety ofother surface effec ts such as fire retardant, an tibacterial, an ti-odour, UV-resistan t and insect-repellen t. Income comes fromlicensing on a turn-key basis, contrac t processing and customprocess development. Current cus tomers inc lude filtermanufac turers for medica l and automotive markets, and ahigh-end fash ion and textiles company. Longer term , P2 iisplanning to license its technology into e lec tronics andhomeland security equipment markets.


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Th is year has seen the appointment of a new HRDirec tor to continue the drive for greater consistencyand quality of people management across the wholeorganisation. An Organisationa l Development andTraining Manager has also been appointed to lead oncareer development, leadership development andemployee engagement, he lping managers and staffadaptto the ilab changes.

Diversity has remained high on the agenda. Thefocus this year has been on the new disab ili tylegislation which came into force in Oc tober 2004.We have set up disab ili ty workshops and taken partin the Employers Forum on Disab ili ty, adopting theDisab ili ty Standard which will he lp us identify wherewe are performing well on disab ili ty issues and wherethere are gaps. Th is will enable us to devise anac tion plan . We have also been involved in theconsultation on the Disab ili ty R ights CommissionCode of Practice .

In September 2004 we imp lemented improvedflexible working arrangements to help s taff attain aba lance between work and home life and to providea foundation for more flexible working practices asstaff move to new sites and adopt new ways ofworking. The main changes are the removal of corehours and the extens ion offlexible working betweenthe hours of 0700 and 1900 hours, 6 days a week,standard ised across a ll sites. Despite an ticipa teddiff icu lties in managing staffin a far less prescriptiveclima te,the changes have been successfullyimp lemented and have been adopted by over 75% ofstaff. The new arrangements are quite groundbreaking and have been the subjec t of a case studyand report by the Roffey Park Institute.

As part ofthe drive to encourage Dstl staffto live theorganisations va lues ,the performance appraisalprocess has been modified to re flec tthe importanceof behaviour (as well as technica l expertise andoutpu t) in overall per formance. Over time this will he lpus become the kind of organisation we aspire to be:supportive of each other; sharing our knowledge;committed to the public interest; responsive; creative;

and excellen tin everything we do.

To support staff who will have to re loca te as a result ofthe site rationa lisation programme we haveestab lished a projec t ca lled On The Move. Th is yearwe have concentrated mainly on the production ofbriefing material and documentation, although as theda tes of moves become closer, we will concentrate onthe handling ofind ividual cases.

Recruitment and reten tion figures have remainedhigh. We have recruited over 160 high qualitygraduates and recruitment overall shows a better thanregiona l average proportion of ethn ic new entran ts. We

ma intained our reputation as an emp loyer of cho ice inthe Times Top 100 Graduate Employers Survey. 122staff resigned (3.8% oftotal staff), 71 staff retired and22 stafftransferred to other government departments.

Staff development opportun ities through secondmenthave continued to increase with 149 staff now onsecondmentto MOD and other governmentdepartments,inc lud ing 28 people overseas, and 23people on inward secondments. Internal moves arefac ili tated through the job opportun ities process with151 posts being advertised this year. 336 staffsuccessfully ga ined promotion in the annual careerleve

lrev

iew

.

Our people

We value diversity in our people and appreciatethe benefitsthat comefrom us not all being thesame. However, we do needto share some beliefsand values, and all behave asif we meanthem.

Ru th Davies, Direc tor of Human Resources and Communica tions


Our people

18


21/52

This has been a busy year for the Dstltrades unions (TUs),with a number of successes and encouraging signs tooffset any disappointmen ts.ilab Hav ing decided on the locations for the core sites,Dstl has been developing the wider conceptfor theintegrated laboratory. Initially, we were worried about a lackof visibility, since decisions made early can be offundamental significance. However, we have now beenoffered places in re levant programme and projectfora. Weare already represented on the project dea ling with staffrelocation terms and procedures. More authoritativeguidance is now beginning to emerge on the conditions forthe bulk move of nearly ha lfthe staff within the period2007 - 2008. This will be an extremely challenging periodand we will seek to ensure thatthe process is as fair andpainless as possible.Health and safety With management support, we havecompleted a successful drive for more staff safetyrepresentatives. After reorganisation, we a lso gainedrepresentation on the central hea lth and safety committee.Againstthis very positive p icture, our continuing concern,arising from personal cases,is the frequency with wh ichstress is an issue.Pay We negotiated with managementfor the best pay dealpossible within external constraints. Nevertheless, members

are concernedtha

tDs

tlpay con

tinues

to

lag beh

ind

tha

tin

related groups. Progress on developing new additional hourspayments and allowances has been slow. However,the payappeals procedure has been revised to reduce delays.Pensions The Government's moves to revise C ivil Servicepension conditions are currently causing anxiety among TUmembers. This could prove to be a contentious area. Weundertook to explain the new pension proposals to themembership and to feed back views to the Cabinet Office.Career levels The audit ofthe annual career leveladvancemen t process iden tified different approaches andmade recommendations for adoption of best practice. Thekey requirement was for improved feedback to candidates.

During the year, we were involved in a number of otherchanges to terms and conditions. A particular example wasthe introduction of a more flexible approach to workinghours. This was very much welcomed by the TUs, who wereable to introduce a number ofimprovements as the detailwas worked out. Finally,in addition to consultations onbehalf ofthe staff as a group, we have continued to supportindividua l members. This has included help with appeals,representation a t hearings, or negotiating improvements intheir particular work circumstances.This has been a mixed year for staff and we have had a veryfull programme of work. However,the s igns ofincreasednumbers of members ready to support and participate in

union ac

tiv

ities are prom

is

ing

for

the year ahead

.

Statement by Dstltrades unions


Our people

19


22/52


ilab

20

Lastyearwe launched ourintegrated laboratoryor

ilab programme which setoutourstrategyto unifyall aspectsof Dstltechnical, physical, business

process and behaviouralin such a way astosustain

technical capabili tywhilstincreasing efficiency.

Overthe lastyear,we have done more work to define

the vision and the desired outcome and capabili ties,toidentifythe benefits and tofurther elucidate the

strategic improvement programmesthat make up

ilab. Here we highlightjustsome ofourachievementsoverthe lastyear.

De livering high quality ou tpu t on the really importan tissuesAtthe heart ofthis activity is the need for us to developDstls technica l capabili ties,in line with our missionand our customers changing requirements. Th ismeans tha t we need to use the programme tha tcus tomers place with us now to develop the skills,knowledge,tools and techniques tha tthey, and Dstl,will need for the future , as well as delivering againstthe ir immediate requirements.To supportthis we have refocused some of our rolesinternally to enhance our alignment with the rest ofMODs management of capabili ty development,

procurement and deployment ac tivities and tostrengthen our interaction with senior customers tohe lp them getthe most out ofthe support Dstl canprovide .As well as publishing an update to Dstls technica lstrategy we have also undertaken a study with MODstakeholders and customers ofthe exten t of strategicalignment of Dstls capabili ties w ith the ir stated futureneeds. The study demonstrated tha t we were generallywe ll ma tched to the ir known requirements and this

strategic alignment ac tivity will become a regularelement of Dstls future planning cycle.The programme assessment process has beenrevised to increase the emphasis on identifyingprogramme elements with high, and low, poten tialimpact on both customers requirements and Dstlcapabili ties. We have also contribu ted significantly todiscussions on how MOD shou ld undertake horizonscanning in future , wh ich is vitalif we are to helpMOD respond to the risks and opportun ities arisingfrom advances in S&T.

Enabling people to reach the ir full poten tialIn the past year we have continued to build on thealignment of HR services to business needs insupport ofthe delivery of high quality ou tpu ts on therea lly importan tissues. A corporate tra ining packagefocused on leadership and personal skills has beendeveloped and imp lemented in partnership w ith ourexternaltra ining partner. A flexible working policy hasbeen putin place to help s taff attain a balancebe tween work and home life and to provide afoundation for more flexible working practices as staffmove to new sites and adopt new ways of working.The performance appraisal process has be en

mod ified to re flec tthe emerging importance ofbehaviour as we ll as technica l expertise and outpu tinoverall per formance. The new criteria are based onliving the Dstl values and will he lp us, over time ,tobecome the kind of organisation tha t we aspire to be:supportive of each other; sharing our knowledge;committed to the public interest; responsive; creative;and excellen tin everything we do.

The integrated laboratory ilab

The consolidation of our activities ontothreecore sites wil l bring the potentialfor greaterscientific synergy,improved responsivenessand flexibil ity, and improved util isation offacil ities and support services.

Nick Helbren, Deputy Chief Executive


23/52


ilab

21

Creating an environmentin which excellencecan thriveTh is part ofthe programme is concerned with the

physica l rationa lisation of Dstl onto three sites,estab lishing a strategic partnership for the provisionoffac ili ties management and support services , andde livering seamless business processes and systems .

Dur ing the last year good progress was made on thema in rationa lisation projec t, Projec t INSPIRE. After asuccessful pre-qualifica tion questionnaire evalua tiona fina llist ofthree bidders was se lec ted to tender forthe construc tion and fac ili ties management contrac t.The invitation to tender was produced and issued tothe bidders in December 2004.

In support of our commitmentto adopt similar waysof working across a ll our sites, and,longer term ,similar s tandards of accommodation, we have startedto define the programmes ofimprovement needed atFort Ha lstead and Porton Down. A s tudy has beencarried outinto the strategy for energetic ma terialswork at Fort Ha lstead and, based on currentassumptions, a s ite s trategic plan has beenproduced. At Porton,the initial site remediation planhas been produced and we are now determ ininghow to take itforward.

We have also made progress on our programme to

improve our business processes and systems . Aspar t ofthe business process review and gapanalysis,it was identified tha t our core businesssystem was in need of upgrading and work hasstarted on the analysis work to understand theimpact and the work tha t needs to be done. We arenow undertak ing a study to determ ine the futurestruc ture of our systems to supportthe businessneeds. Th is will be driven by the review o ftheorganisations policies and processes tha tis a lmostcomplete.

We have made procurement savings of nearly 7million by the introduction of ca tegory management.F ive categories have been introduced to date instationery,laboratory equipment, elec troniccomponents,technica l manpower and travel. Insome areas elec tronic requisitioning has beenintroduced as well as elec tronic ca talogues and weare conducting a pilotfor the use ofthe governmentprocurement card. A s tra tegic sourcing study hasbeen started to look atthe way Dstl should besourcing its goods and services longer-term and inthe most cost-effec tive manner.


24/52

The concept of corporate social responsibili ty (CSR)re lies on companies volun tarily deciding tocontribu te to a better society and a cleanerenv ironment . In Dstl we recognise the importanceof be ing environmentally friendly and sociallyresponsible, as set outin our CSR policy s tatement:

Dstl recognise the importance of behaving

responsibly towards people and the environment.Our aim is to actin a positive way in our dealingswith our staff, customers, suppliers and the loca lcommunity. In doing so we shall behave withintegrity and minimise the negative impact on theenv ironment and our stakeholders. We w ill measureour performance and publicise the results.

Our policy s tatementis very importan tin setting outDstls commitmentto CSR, bu t words alone will notensure tha t Dstl ac ts as a responsible organisation,both in the loca l and the globa l community. A taskgroup has reviewed Dstls current position on CSRand found tha tthere are many excellen tinitiativesalready underway, such as the schools ambassadorprogramme. The group also identified ways ofimproving Dstls performance, as illustrated by thecase stud ies.


Corporate social responsibili ty

22

Case Study: Travel between Dstl sites

With s ix main s ites and hundreds ofinter-site meetingsscheduled each year, Dstl staff are increasingly required totrave l be tween sites. The environmentalimpact ofthis inter-site travel, par ticu larly with respectto road travel,issignificant. The CSR task group is currently investigatingways of reducing this impact, either by initiating car-sharearrangements or by introducing v ideo conferencing fac ili tiesat each site,thus elimina ting the need to travel be tweensites for meetings.

Corporate social responsibility

Case Study: Paper recycling at DstlRecentfigures revealed tha t, dur ing a single s ix month period,over 6 million sheets of paper were used by Dstl. Taken over awhole year,this leve l of paper consumption equates to a total of1478 trees. As part ofits environmentalimpactinvestigation,theCSR task group has thoroughly reviewed Dstls current positionon recycling paper and reducing waste, with a v iew todeveloping the fac ili ties and guidance to produce a consisten tapproach across all our sites.

The next step in Dstls CSR journey will be theachievement of our goals for the nextfinancial year:

To communica te Dstls CSR policy statementto staff

and other stakeholders To provide a centra l communica tions vehicle for CSR

To identify and imp lement a set of key initiatives

To measure our performance in the imp lementation ofkey initiatives

To provide a longer-term direc tion for CSR at Dstl.


25/52

Dstl Annual Report

2004/05

F inance highlights

23

Turnover was slightly reduced in year by 1.3% from 358.1 million in 2003/04 to 353.3million. Th is re flec ted a decrease in the leve l of non-research work carried outfor MOD asac tive operations wound down. Other areas of work for MOD showed a steady increase of1.5% (2.5 million) year on year, offsett ing the slight reduction of 0.6% (0.3 million) inwork for non-MOD customers.

A regime oftight cost control and continuous monitoring ofthe financial per formancethroughoutthe year resulted in operating profit be fore impairments reaching 23.2 million.

Th is exceeded origina l expectations, surpassing the 19.8 million achieved in 2003/04 bysome 17.2% . Dur ing the year one of Dstls major fac ili ties was reassessed on a bus inessuse basis and an impairment of 4 .7 million resulted . In addition, par t ofthe waterinfrastruc ture was transferred to a pub lic-private partnership. As a result a loss on disposalof 0 .3 million materialised ,though there will be significantfinancial benefits resulting fromthis transfer in the future . Dstltherefore returned a profit on ordinary activities beforeinterest of 18.2 million compared with 19.7 million in 2003/04 .

Dstl had a positive cash inflow in the year of 39.4 million (before financing items anddividend). Th is s ignificantinflow was partly due to a major exercise to ensure promptinvoicing and debt collec tion. Repayment ofthe fina linstalment of a long-term loan and thepayment of a 3 million dividend resulted in the cash and cash equ ivalen ts on the balancesheetimproving by 35.3 million. Cash balances remained positive throughoutthe period.

Cash expenditure on fixed assets was 5.7 million (2003/04: 6.9 million), wh ich inc ludedthe purchase of sc ien tific instrumentation and computer equipment.

Dur ing the year Dstl received interest amounting to 1.9 million from surplus funds beingplaced on the money markets with institutions approved by HM Treasury. The increase overlast year (2003/04: 1 million) reflec ts the improved cash position and the rise in interestrates over the period.

The leve l of governmen tfunds, represented by the balance sheet va lue ,increased by22.4 million to 198.9 million, mostly due to the retained profitfor the year and thereva lua tion of property,the increase of wh ich is inc luded in the revalua tion reserve on theba lance sheet. A dividend of 3 million (2003/04: 3.0 million) will be paid.

Re turn on capital employed was 9.4% (2003/04: 11.9%) .

Per formance against MOD key targets and financial key targets for 2005/06 are given onpages 24 and 25.

F inance high lights

During 2004/05 Dstl consolidated its successin

previous years with another solid financial

performance. This has enabled usto plan the futuredevelopment of Dstl with confidence,in particularthe investmentin newfacil ities andlaboratories.

Mark Hone, F inance, IS and Commerc ial Direc tor


26/52

Dstl Annual Report

2004/05

MOD key targets

24

Target

Atleast maintain overall customer

satisfaction and understandingof Dstl; by31 March 2005 implement new

methodology and setthe baseline against

which Dstlwill monitor and improve its

customerrelationshipsin the future.

Maintain and bythe end of a three-yearperiod show an increase in score for

scientific and engineering capabili tyin

the technical benchmarking exercise from67% in 2002/03 to 72% in 2005/06 .

By 31 July 2004 publish an update of

Dstl'stechnicalstrategythatidentifies

the keytechnicalissues and Dstl'srole in

addressingthem, and by 31 March 2005

agree with MOD a future processthat

ensuresthat Dstl alignsitselfwith MOD's

S&T outputs.

Achieve planned progressto meetthecompletion date of 2008 forthe transferof Dstlontothree core sites at Porton

Down, Portsdown West and Fort Halstead.Key milestonesin 2004/05 are: issue the

Invitation to Tenderforthe site

rationalisation and facili ties management

contract(December 2004); p ilotofficelayoutoptions(March 2005); produce a

plan forsite remediation at Porton Down

(October 2004).

Pilot atleastthree areasof category

management procurementof manpower

technicalsupport,travel and laboratoryequipmentto achieve cost and

efficiencysavingsof 5 .5 million by 31

March 2005.

Maintain the average charge rate formanpowerfor 2004/05 and beyond below

thatfor 2001/02 uplifted by GDP

deflator.

Achieve a ROCE of atleast 3.5% and a

MOD dividend of 3 million.

Performance against MOD key targets 2004/05

Outcome

Achieved. The new customer performance index (CPI)me thodology was run in parallel with the previous customersatisfac tion process for the second year runn ing. Both showedan improvement. The 2004/05 CPI score of 75 .4% will be thebaseline for a new three-year target.

Achieved.On the basis of results for 2003/04 Dstlis on courseto meetthe three-year target.

Achieved.The new edition ofthe technica l strategy waspublished in July 2004. Dstl and MOD carried out a joint reviewofthe alignment ofthe work programme with MODsrequirements, wh ich will now be updated bi-annually.

Achieved.The Invitation to Tender (ITT) was issued inDecember 2004. Inputto the ITT on future off ice layouts,which was the objec tive ofthe second milestone in this target,

was achieved withoutthe need for physica l pilots; this resultedin a cost saving. The plan for site remediation at Porton Downwas produced in Oc tober 2004 and has subsequently beenupdated .

Achieved.Cost savings againstthis target amounted to 6.7million.

Achieved.Taking the target rate for 2001/02 and uplift ing it bythe GDP deflator gives a target charge rate for the year of53.1. Ac tua l charge rate for the year was 52.3.

Achieved.The ROCE for the year was 9.4% and the accountsallow for a 3 million dividend to be paid to the MOD.

In addition to the 2004/05 ROCE target of atleas t 3.5% , Dstl will aim to achieve a ROCE of atleas t 3.5%averaged across the period 2004/05 - 2008/09 , as agreed with HM Treasury


27/52


MOD key targets

25

1 Ma intain and by the end of a three-year period showan increase in score for scien tific and engineeringcapabili ty in the technica l benchmarking exercisefrom 67% in 2002/03 to 72% in 2005/06 -modera ted by external assessors agreed with MODsCh ief Sc ien tific Adviser.

2 Identify and agree with MODs Chief Sc ien tificAdv iser the top 10 Dstl capabili ty needs,the iralignment with the future programme and therequired MOD fund ing by March 2006.

3 By the end of a three year period, show alinear improvement of atleas t 1.5% on theFY2004/05 customer satisfac tion score of 75 .4%for service provision.

4 Implement a process for identifying and publicisingDstls major achievements during the year.

5 Achieve Health and Safety Executive approval oftheca tegory 4 microbiology containmentfac ili ty by 31Oc tober 2005.

6 De fine the scope, struc ture and fund ing

requirements of a new defence and security researchand development centre and, sub jec tto new fundingbe ing availab le from customers, prepare a specificproposalfor its creation.

7 Achieve planned progress within budgetto meetthecompletion date o f 2008 for the transfer o f Dstl ontothree core sites at Porton Down, Portsdown West andFort Ha lstead. The key milestones for 2005/06 are:appointment ofthe preferred bidder (August 2005);negotiate w ith the preferred bidder a reduction infac ili ties management costs for Dstl of atleas t 15%from August 2006; sign contrac t (March 2006).

8 By December 2005, complete the detailed designand build phases ofthe new integrated corporateapplica tions system (iCAS) tha t will de liver all Dstl'sbus iness information requirements from 2006/07 .

9 Ma intain the average charge rate for manpower for2005/06 and beyond below tha tfor 2001/02 upliftedby GDP deflator.

10 Achieve a ROCE of atleas t 3.5% averaged over theper iod 2004/05 to 2008/09 and a MOD dividend of3 million in 2005/06 .

MOD key targets 2005/06

Report bythe Comptroller and Auditor Generalon

the Dstlstatementof performance against MOD

key targets 2004/05

The Chief Executive ofthe Defence Science andTechnology Laboratory (Dstl) has invited me tova lida te performance againstthe MOD key targets2004/05 .

Respective responsibili tyof Dstl,the Chief

Executive and the ValidatorDstl and the Chief Executive are responsible for the

measurement and reporting o fthe Trading Fund'sper formance againstthe key targets.

I examine and conclude on whether the TradingFund has metits requirements under the Cabine tOff ice's gu idance (April 2002) on Next StepsAgencies Annual Reports to:

provide full de tails of per formance against all Dstl'skey targets;

ensure tha t all per formance information is re liab leand fairly presented .

Basisof conclusion

The valida tion inc ludes an examina tion, on a test

bas is, of evidence relevantto the amounts anddisc losures ofthe outturns and achievementsinc luded within the statement. It also inc ludes anassessment ofthe significantjudgements andme thodologies made by Dstl and the Chief Executivein the statement's preparation.

Conclusion

The statement of per formance above inc ludes allDstl's MOD key targets 2004/05 . It re liab ly and fairlypresents the Agency's performance against keytargets.

I have no observa tions to make on this statement.

John Bourn

Comptroller and Auditor General14 July 2005


28/52


Foreword to the accounts

26

Foreword to the accounts

History and statutory background

On 1 July 2001,in accordance with the StatutoryInstrument 2001 No. 1246,the Defence Scienceand Technology Laboratory (Dstl) was created as aresu lt ofthe separation ofthe Defence Evalua tionand Research Agency (DERA); Dstl con tinu ing as theTrading Fund.

Principal activities

The princ ipa l ac tivity of Dstlis the supply ofspecialist sc ien tific and technica l services to the

Ministry of De fence.

Reviewofthe business

The externalfinancialtargetfor the year, which is se tby the Treasury, was to achieve a return of atleas t3.5% in the form of a surplus on ordinary activitiesbe fore interest and dividends, expressed as apercen tage of average capital employed. The in-yearROCE achieved was 9.4% .

Tangible fixed assets

The changes in tang ible fixed assets during the yearare summarised in Note 10 (page 41).

Retained profitA dividend of 3M will be paid to the MOD. Re tainedprofit of 17.2M has been transferred to reserves.

Employees

Dstlis an equal opportun ities employer. Everypossible consideration,is given to applica tions foremployment, regard less of gender, re ligion, disab ili tyor e thn ic or igin, hav ing regard only tosk ills, competencies, and security ve tting. The policyis supported by strategies for professiona l and careerdevelopment.Dstl seeks to maximise every communica tionchannelto employees in order to involve them in the

running ofthe organisation. Th is is done through avar iety of me thods,inc lud ing regularin-house newsletters and bulletins, managementbriefings,trade union consultation and widespreadtra ining programmes.

Environmental

Dstltakes great care to ensure tha t work is p lannedand performed to m inimise the impact on theenv ironment,inc lud ing those sites tha t have beendes igna ted Sites of Special Sc ien tific Interest (SSSI).

Charitable donations

Dur ing the year, con tribu tions to communityprojec ts and charities amounted to 1,700.

Audit Committee

An Audit Committee , comprising Dr Roger Platt(Ac ting Chairman) (Non-Executive Direc tor), MrMar tin Earwicker, Mr N ick Helbren, and Mr MarkHone, reviews the effec tiveness oftheinternal con trol env ironment of Dstl and thecompliance with its regulatory requirements. Dur ing

the year the Committee metthree times . Thecommittee receives regular reports from the internaland external auditors,the regulatory compliancefunction and reviews the Corporate Risk Register,mon itoring the ir ac tivities and effec tiveness.

Credit payment policy and practice

Dstls policy is to make payments to suppliers withingovernmen t gu ide lines which comply with therequirements ofthe Late Payment of CommercialDebts (Interest) Act 1998. Dur ing the year Dstl pa id98 .25% ofinvoices within the agreed credit per iodon receipt of an undispu ted invoice , or date o fconfirma tion o f receipt of an acceptab le service .

Trade Creditors were equivalen tto 24.0 dayspurchases during the year.

Audit

These accounts have been aud ited by theComptroller and Auditor Generalin accordance withSec tion 4(6) ofthe Government Trading Funds Act1973. In addition,the Comptroller and AuditorGenera l has reviewed the Corporate GovernanceStatement. The audit cer tifica te and report are onpage 31. The associated costs of audit were Auditfees: 57,500 (2003-04 55,000)Other fees: 12,000 (2003-04 nil).

Transition to International Financial ReportingStandards(IFRS)

HM Treasury is fully committed to adopting IFRS asthe basis for its accounting guidance; however, withsome issues still to be addressed,the Treasury hasrecommended tha t IFRS is adopted in line with theAccoun ting S tandards Board (ASB) convergenceprogramme, providing for a phased and managedprogramme of change. In accordance with HMTreasury guidance, Dstl will adopt IFRS in line withthe ASB convergence programme.


29/52


Statement on internal control

1 Scope ofresponsibility

As Accounting Officer, I have responsibili ty forma intaining a sound system ofinternal controltha tsupports the achievement of Dstls policies, aims andobjec tives, wh ilst safeguarding the public funds anddepartmental assets for which I am persona llyresponsible,in accordance with the responsibili tiesassigned to me in Government Accounting.Dstl was estab lished as an Executive Agency of MODin July 2001. It operates as a Trad ing Fund, owned bythe Secretary of State for Defence. The Secretary of

State has appointed the Minister for DefenceProcurement (M in(DP)) to assist him in the dischargeof his responsibili ties w ith regard to Dstl. Th is inc ludesde term ining the policy and resources frameworkwithin which Dstl operates, setting its ob jec tives andtargets, and monitoring its overall per formance.The Corporate Plan , agreed with Ministers, sets ou tour strategic objec tives and key targets and the way inwh ich we will de liver excellen t and trusted advice onsc ience and technology. The Plan also identifiescorporate leve l risks tha t mightimpact on ourper formance, and strategies for risk management. Iam responsible for informing Ministers and thePermanent Under Secretary of State as the Princ ipa l

Accounting Off icer of any thing material wh ich mayinh ibitthe effec tive and eff icien t per formance of Dstl.

2 The purpose ofthe system ofinternal control

The system ofinternal con trolis designed to managerisk to a reasonable leve l rather than to e limina te allrisk offailure to achieve policies, aims and objec tives;it can therefore only provide reasonable and notabsolute assurance of effec tiveness. The system ofinternal con trolis based on an ongoing processdes igned to identify and prioritise the risks to theachievement of Dstls policies, aims and objec tives,toeva lua te the like lihood ofthose risks being realisedand the impact should they be realised , and to

manage them eff icien tly, effec tively and economica lly.The system ofinternal con trol has been in place inDstlfor the year ended 31 March 2005 and up to theda te o f approval ofthe annual report and accounts,and accords with Treasury guidance.

3 Capacityto handle risk

As an integral element ofits system ofinternal con trol,Dstl has an estab lished corporate approach to r iskmanagement. Dstl policy on corporate governanceand the management of risk is se t outin the DstlPolicy Manualissue 3, which has been issued to a llstaff. Th is is regularly reviewed and updated asappropriate. The policy is imp lemented in the Dstlprocedure for the management of risk.Dstl has an estab lished Governance Handbook tha tdescribes all ofthe activities and processes

associated with the provision of corporate governancewithin the organisation: audit, risk management andbus iness continu ity. The Dstl Audit Committee isresponsible for reviewing Dstls r isk managementstrategies,in particu lar the strategies for internalcontrol, and for reviewing the arrangements forinternal audit.

Dstls audit arrangements comply with GovernmentInternal Audit Standards. De tails of how all audits willbe undertaken throughoutthe organisation are set outin the Dstl Governance Handbook.

The Risk Advisory Group chaired by the Deputy ChiefExecutive, who is Dstls Board representative on riskmanagement, ensures tha t:

emerging s ignificant departmental risks arecommunica ted to the Dstl Board;

corporate r isks requiring departmental mitigation arecommunica ted to departments;

the corporate r isk register is regularly reviewed and up-da ted , and key risks are prioritised in terms ofprobab ili ty and impact;

the risk management process is reviewed and revisedas necessary;

risk is championed effec tive ly across the organisation;

best practice is shared across the organisation.The Risk Advisory Group meets every two months. Itsmembership and terms of reference are set outin therisk management sec tion ofthe Dstl GovernanceHandbook . Dstl has a nomina ted Risk Co-ordina tor,who maintains a register o f agency risks and anoverview o ftotal risk to the organisation. Risk foca lpoints have been appointed for each department andcorporate function. Risk awareness tra ining and riskregister use is an essential par t of Dstls internaltraining for projec t managers.

Dstls stra tegy for business continu ity is se t outin theDstl Governance Handbook. It draws on business

conti

nuity managemen

tgu

ide

lines

,as se

tou

tinJSP503, and sets ou t an overall process and the

responsibili ties for business continu ity a t corporate andline managementleve l. Dstls current bus inesscontinu ity p lan inc ludes an evalua tion ofthe keybus iness priorities, wh ich will be subjec tto on-goingreview to ensure tha tthe focus on appropriate andcurrent bus iness critica l areas is maintained. Dstl hasappointed a Business Continu ity Co-ordina tor toensure tha t bus iness continu ity requirements areaddressed and tha t arrangements are understood.

4 The risk and controlframework

Dstl

s procedurefor

the managemen

to

frisk uses

thestrategic r isk cycle, princ iples and term inology set out

in the Management of Riskissued by the Treasury in2004. The procedure sets ou t a framework to ensure


27


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consistency in the way in which Dstlidentifies andassesses risk, reports probabili ty and impact, anddevelops mitigation and contingency plans .

The risk management sec tion ofthe Dstl GovernanceHandbook sets ou tthe strategy for r isk. In particu lar,itdescribes how Dstl meets and will continue to meetthe Turnbull guidance on risk,inc lud ing the reportingand management of risk at Board leve l. Dstlimp lements a ll changes and improvements in asystematic manner throughoutthe organisation. Riskis considered atthe requirements capture stage , and

is then monitored throughoutthe life span oftheprojec t. Itis Dstl policy to active ly identify and manage therisks to wh ich itis exposed. Risk assessmentis afundamental par t ofthe Agencys operationa lprocedures,the reporting of risks is encouraged, andac tivities are undertaken to manage risks to Dstlsbus iness and strategic objec tives. Thus,there is aprocess of continualidentifica tion, assessment andreporting o f risks throughoutthe organisation tha tcu lmina te in a corporate r isk register. Risk avoidance,mitigation or recovery plans are developed andmon itored as necessary. As set out above,the RiskAdv isory Group has a key role.

In 2004/05 , Dstls major change programmes for siterationa lisation and laboratory integration (ilab) wereidentified as areas of risk priority a t a corporate leve land key risks highlighted in the corporate r isk register.

5 Reviewof effectiveness

As Accounting Off icer, I have responsibili ty forreviewing the effec tiveness ofthe system ofinternalcontrol. My review o fthe effec tiveness ofthe system ofinternal con trolis informed by the work ofthe internalauditors and the executive managers within Dstl whohave responsibili ty for the development andma intenance ofthe internal con trolframework , andcomments made by the external auditors in the irmanagementletter and other reports. I have beenadv ised on the imp lica tions ofthe result of my reviewofthe effec tiveness ofthe system ofinternal control bythe Board and the Audit Committee . A plan to addressweaknesses and ensure continuous improvement ofthe system is in place.

Audit Committee arrangementsThe Dstl Audit Committee , wh ich meets three times ayear, reports to the Dstl Board on the imp lica tions ofassurances provided in respect of risk and controlinDstl and the suff iciency of audit arrangements. TheAudit Committee reviews both the internal and

external auditing requirements,the adequacy ofthefinancial systems , risk management, control and

governance. On the recommendation ofthe AuditCommittee , Dstl has asked the Nationa l Audit Off ice toreview achievements againstits key targets for 2004/05 .The Dstl Board reviews the system ofinternal con trolthrough reports from its programme boards, which areresponsible for Dstls strategic improvement programmes,and through direc tors responsible for key risks. Thesereports are made on an excep tiona l bas is. Where there arecontrol de ficiencies, projec ts are initiated to m itigate them.The Risk Advisory Group has a key role in communica tingemerging s ignificant departmental risks to the Dstl Board

and ensuring tha t corporate r isks requiring departmentalmitigation are communica ted to departments. Dstls DeputyCh ief Executive, as the Board owner ofthe riskmanagement process, sits on the Audit Committee .PKF were appointed as Dstls internal auditors for financialyears 2003/04 to 2005/06 . Regular reports to seniormanagement and the Dstl Audit Committee provideindependent assessment ofthe system ofinternal controland recommendations for improvement. In 2004/05arrangements have been developed for reporting Dstls in-house audits to the Audit Committee .

Ma turity of risk management arrangementsAs part ofthe programme of audits carried out by the

internal auditors,the risk management arrangements werereviewed using HM Treasurys R isk ManagementAssessment Framework. The overall conclusion was tha tsatisfac tory leve ls ofinternal con trol were in place in allma jor respects.

External reviewsDstls management system was subjec tto two LRQAsurveillance visits in 2004/05 . In both cases it wasconcluded tha tthe management system continued to meetthe requirements of ISO9001:2000.

Dur ing 2004/05 , MOD led a review o f Dstls e ff iciency andeffec tiveness and its su itab ili ty to continue as a trad ingfund . The outcome ofthe review was positive, conclud ingtha t Dstl has performed well since 2002 and tha tit shouldrema in a Trading Fund and should not be reviewed againbe fore 2008/09 .

Dstls major change programme to deliver key aspects ofthe Corporate Plan (ilab) was sub jec tto external healthchecks to OGC standards. These reviews confirmed tha tthe ilab programme does not suffer from any ofthe NAO /OGC common causes offailure .

6 Significantinternal control problemsThere are presently no significantinternal control problems .Based on the audit work carried outin 2004/05 , PKFconcluded tha t Dstls system ofinternal control con tinues

to be developed,is sound for the purposes of Dstl, and isoperating effec tively in all key areas.



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Statementof Dstls and Chief Executivesresponsibilities

Under Section 4(6) ofthe Government Trading Funds Act 1973,the Treasury has d irec ted Dstlto prepareaccounts for each financial year in the form and on the basis se t outin the Accounts D irec tion, reproduced

at Appendix A to these accounts. The accounts are prepared on an accrua ls basis, mod ified for the effec tof changing prices on the valua tion offixed assets, and give a true and fair v iew o f Dstls state o f affairs a tthe year end and ofits profit, total recognised gains and losses, and cash flows for the financial year.

In preparing accounts Dstlis required to:

observe the Accounts D irec tion issued by the Treasury,inc lud ing the relevant accounting and disc losurerequirements, and apply su itab le accounting policies on a consisten t bas is;

make judgements and estima tes on a reasonable basis;

state whether applicable accounting standards have been followed, and to d isc lose and explain anyma terial departures in the financial statements;

prepare the accounts on a going concern basis, un less itis inappropriate to presume tha t Dstl will continue in operation.

The Treasury has appointed the Chief Executive as the Accounting Off icer of Dstl. His re levantresponsibili ties as Accounting Officer,inc lud ing his responsibili ty for the propriety and regularity ofthepub lic finances for which he is answerable and for the keeping o f proper records, are set outin theAccoun ting Off icers Memorandum issued by the Treasury and published in Government Accounting(The Stationery Off ice) .

Mar tin Earwicker FREng

Ch ief Executive11 July 2005


Accounts

29

Statement of Dstls and ChiefExecutive s responsibil ities


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Dstl Annual Report2004/05Accounts

30

Dstl Board

Richard MaudslayMar tin EarwickerNick HelbrenFrances SaundersMark HoneRichard EadeRu th DaviesMike JendenRichard ScottPe ter Starkey

Ma jor General Pe ter Gilchr istMa jor General Andrew F igguresRoger PlattAlison Stevenson

Chairman (Appointed 23 March 2005)Ch ief ExecutiveDeputy Chief ExecutiveTechnica l Direc torF inance, IS and Commerc ial Direc torHuman Resources Direc tor (Resigned 30 June 2004)Direc tor of Human Resources and Communica tions (Appointed 1 August 2004)Fu ture Business Direc torProgramme Direc tor (Science & Technology)Programme Direc tor (Systems)

Non-Executive Direc tor (Resigned 23 July 2004)Non-Executive Direc tor (Appointed 29 July 2004)Non-Executive Direc torNon-Executive Direc tor (Appointed 25 November 2004)

Board remuneration and pensionsThe remuneration and pension entitlement ofthe Dstl Board was as follows:

Total accrued RealincreaseRea l Increase in pension at age Cash Cash in cash equ iv.

Name Note Age Salary Band Salary B and Bonus F ee pe nsion [and 60 at 31 .3.05 equivalen t equ iva len t transfer value2004-5 2003-4 2004-5 2004-5 related lump [and related value at va lue at as funded by

sum at 60] lump sum] 31.3.04 31.3.05 employer(k) (k) (k) (k) (k) (k) (k) (k) (k)

Mar tin Earwicker 56 100-105 95-100 5-10 - 10-12.5 45-50 779.5 832.5 181.0

[30-32.5] [140-142.5]

N ick Helbren 59 70-75 70-75 5-10 - 0-2.5 30-35 534.0 575.0 16 .0

[2.5-5] [92.5-95]

Frances Saunders 3 50 65-70 25-30 0-5 - 0-2.5 25-30 348.8 376.7 4.0

Mark Hone 43 60-65 60-65 0-5 - 0-2.5 5-10 88 .8 103.0 8.0

[0-2.5] [25-27.5]

Richard Eade 2 59 40-45 55-60 - - 0-2.5 25-30 490.6 498.0 4.0

[0-2.5] [72.5-75]

Mike Jenden 49 70-75 70-75 5-10 - 0-2.5 25-30 351.9 383.0 7.0

[0-2.5] [75-77.5]

Richard Scott 56 70-75 65-70 5-10 - 0-2.5 25-30 477.2 500.0 0.0

[0-2.5] [82.5-85]Pe ter S tarkey 51 65-70 65-70 0-5 - 0-2.5 25-30 375.1 453.6 12 .0

[0-2.5] [75-77.5]Ru th Davies 1, 3 46 40-45 - - - Atthis s tage refund only

Roger Platt - - - 10-15 - - - - -

1 Appointed to the Board during the year

2 Resigned from the Board during the year

3 Premium Civil Service Pension SchemeWith the exception o f Frances Saunders and Ruth Davies, who belong to the Premium Civil Service Pension Scheme, allDirectors belong to the Classic Civil Service Pension Scheme. Both schemes are part ofthe Princ ipa l Civil Service PensionScheme. See Note 6 to the accounts. Bonuses have been awarded as ind ica ted for the year 2004-05 . Fees have been pa id asind ica ted for the year 2004-05.

The above tab le represents a ll remunera tion and other allowances paid to members ofthe Board.

None ofthe Board members, key managerial staff or other related parties have undertaken any materialtransactions with Dstldur ing the year. The salary bands set out above relate only to emoluments pa id during the period of each Direc torsmembership o fthe Board.

The Board meets bi-monthly. The Direc tors during the year (and subsequent changes) were:


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Accounts

The Certificate and Report ofthe Comptroller andAuditor Generalto the Houses of Parliament

I certify tha t I have audited these financial statementsunder the Government Trading Funds Act 1973. Thesefinancial statements comprise the Defence Science andTechnology Laboratory (Dstl) profit and loss account,the balance sheet, the statement oftotal recognisedgains and losses,the cashflow statement, the tab le o fBoard Members remuneration and pensionen titlement, and related notes, and have beenprepared under the historica l cost conven tion asmod ified by the revalua tion of cer tain fixed assets andthe accounting policies set outin Note 1 to the

financial statements.Respective responsibili tiesof Dstl,the ChiefExecutive and Auditor

As described in the statement of Dstls and the ChiefExecutives responsibili ties, Dstl and the Chief Executiveare responsible for the preparation ofthe financialstatements in accordance with the Government TradingFunds Act 1973 and Treasury direc tions madethereunder and for ensuring the regularity offinancialtransactions. Dstl and the Chief Executive are a lsoresponsible for the preparation ofthe other conten ts ofthe Annual Report. My responsibili ties, as independentauditor, are estab lished by statute and I have regard tothe standards and gu idance issued by the Auditing

Practices Board and the ethica l guidance applicable tothe auditing profession.I report my opinion as to whether the financialstatements give a true and fair v iew and are properlyprepared in accordance with the Government TradingFunds Act 1973 and Treasury direc tions madethereunder, and whether in all ma terial respects theexpenditure and income have been applied to thepurposes intended by Parliament and the financialtransactions conform to the authorities which governthem. I also reportif, in my opinion,the Foreword isnot consisten t with the financial statements,ifthe ChiefExecutive has not kept proper accounting records, or ifI have not rece ived allthe information and explanations

I require for my audit.I read the other information contained in the AnnualReport and consider whether itis consisten t with theaudited financial statements. I consider theimp lica tions for my certifica te if I become aware of anyapparen t misstatements or materialinconsistencieswith the financial statements.I review whether the statement on internal controlreflec ts Dstls compliance with Treasurys gu idance onthe Statement on Internal Con trol. I reportifit does notmeetthe requirements specified by Treasury, or ifthestatementis m isleading or inconsisten t with o therinformation I am aware offrom my audit ofthe

financial statements. I am not required to consider, norhave I considered whether the Chief Executivesstatement on internal control covers all risks andcontrols. I am also not required to form an opinion onthe effec tiveness of Dstls corporate governanceprocedures or its r isk and control procedures.Basisof auditopinion

I conducted my auditin accordance with Un itedKingdom Auditing Standards issued by the AuditingPractices Board. An auditinc ludes examina tion, on atest bas is, of evidence relevantto the amounts,

disclosures and regularity offinancialtransactionsinc luded in the financial statements. It also inc ludes anassessment ofthe significant estima tes and judgementsmade by Dstl and the Chief Executive in the preparationofthe financial statements, and of whe ther theaccounting policies are appropriate to Dstlscircumstances, consisten tly applied and adequatelydisclosed.I planned and performed my audit so as to ob tain alltheinformation and explanations which I considerednecessary in order to provide me with sufficien t evidenceto give reasonable assurance tha tthe financialstatements are free from material misstatement, whe thercaused by error, or by fraud or other irregularity and tha t,

in all ma terial respects,the expenditure and incomehave been applied to the purposes intended byPar liament and the financialtransactions conform to theau thorities which govern them. In forming my opinion Ihave also evalua ted the overall adequacy ofthepresentation ofinformation in the financial statements.Opinion

In my opinion: the financial statements g ive a true and fair v iew o fthe

state o f affairs of Dstl at 31 March 2005 and ofthe profitand total recognised gains and losses and cash flows forthe year then ended and have been properly prepared inaccordance with the Government Trading Funds Act1973 and direc tions made thereunder by Treasury; and

in all ma terial respects the expenditure and income havebeen applied to the purposes intended by Parliamentand the financialtransactions conform to the authoritieswhich govern them.I have no observa tions to make on these financialstatements.The maintenance and integrity ofthe Dstl website is theresponsibili ty ofthe Chief Executive; the work carried outby the auditors does notinvolve consideration ofthesema tters and accordingly the auditors accept noresponsibili ty for any changes tha t may have occurred tothe financial statements s ince they were initiallypresented on the website.

John BournNa tiona l Audit OfficeComptroller and Auditor General157-197 Buckingham Palace RoadVictoria, London SW1W 9SP

14 July 2005

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32

Dstl Profit and Loss Account

For the year ended 31 March 2005

2005 2004

Note million million

Turnover 2 353.3 358.1

Cost of sa les (103.6) (113.4)

Netincome 249.7 244.7

Net operating expenses - non-exceptiona litems (226.5) (224.9)

Operating profit before impairments 23 .2 19 .8

Netoperating expensesimpairments (4.7) -

Operating profit 18 .5 19 .8

Loss on disposal offixed assets 10 (0.3) (0.1)

Profiton ordinary activities before interest 18 .2 19 .7

Interest receivab le 7 2.0 1.0

Interest payable 8 - (0.2)

Profitforthe financialyear 20 .2 20 .5

Dividends 9 (3.0) (3.0)

Retained profitforthe year 19 17.2 17 .5

Re turn on Capital Employed 4 9.4% 11.9%

All operations are continu ing.

The notes on pages 36 to 47 form an integral par t ofthese accounts.


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Accounts

33

As at 31 March 20052005 2004


Fixed assets

Tangible assets 10 122.1 125.0

Investments 11 0.8 0.5

122.9 125.5

Current assetsStocks and work in progress 12 7.8 8.8

Debtors 13 103.8 119.9

Cash and cash equiva len ts 21 61.9 26 .6

173.5 155.3

Creditors: Amounts falli ng due within one year 14 (89.5) (94.3)

Net current assets 84 .0 61 .0

Total assetsless currentliabili ties 206.9 186.5

F inanced by:Creditors: Amounts falli ng due after more than one year 15 2.8 4.4

Provisions for liab ili ties and charges 16 5.2 5.68.0 10 .0

Capital and reserves

Public dividend capital 18 50.4 50 .4

Revalua tion reserve 19 37.7 34 .4

Profit and loss account 19 110.8 91 .7

198.9 176.5

Total Government Funds 206.9 186.5

The accounts were signed on 11 July 2005

Martin Earwicker, Chief Executive Mark Hone, Finance Director


Balance Sheet


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34

Cash flow statement


2005 2004Note million million

Cash flowfrom operating activities

Ne t cash inflow from operating activities 43.5 11 .3

Returnson investments and servicingoffinance

Interest received 1.9 1.0

Interest pa id - (0.2)

Ne t cash inflow from returns on investments and servicing offinance 1.9 0.8

Net cash inflow before capital expenditure 45 .4 12 .1

Capital expenditure and financialinvestment

Payments to acquire tang ible fixed assets (5.7) (6.9)

Payments for investments (0.5) (0.2)Amounts received upon sale o finvestments 0.2 -Ne t cash outf low from capital expenditure and financialinvestment (6.0) (7.1)

Dividends paid (3.0) (6.0)

Cash inflow / (outf low) before financing 36.4 (1 .0)

Financing

Repayment oflong term loan (1.1) (2.1)

Ne t cash outf low from financing (1.1) (2.1)

Increase /(Decrease)in cash 21 35.3 (3.1)



2005 2004


Profitfor the financial year 20.2 20 .5Unrealised surplus on revalua tion oftang ible fixed assets 10 , 20 5.2 18 .5

Totalgains and lossesrecognised since the previous annualreport 25 .4 39 .0


Statement oftotal recognised gains and losses


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Accounts

35


Reconciliation of Operating Profitto Operating Cash F lows

2005 2004


Operating profit 18 .5 19 .8

Deprec iation charge on owned tang ible fixed assets 3,10 8.8 8.2

Ad justment/ downward valua tion oftang ible fixed assets 3,10 4.7 1.6

Decrease / (increase) in s tocks 1.0 (3.0)Decrease in debtors 16.2 17 .5Decrease in creditors due within one year (3.8) (29.1)

Decrease in creditors due after more than one year (1.6) (1.7)

Cash outf low from utilisation of provisions (0.3) (2.0)

Net cash inflowfrom operating act

DSTL Annual_report 2004-05

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Transcript of DSTL Annual_report 2004-05