Defence Science and Technology Laboratory Corporate Plan ... · Human Capability Provide evidence to underpin personnel policies and practices Counter-Terrorism and Security Maintain

Corporate Plan2019–24

Defence Science and Technology Laboratory

Dstl Corporate Plan 2019–242

Contents

Chief Executive Introduction 3

Who we are 4

- Our purpose 4

- Our vision 4

- What we do 4

- Our customers 5

- Our partners 5

- Our operating context 5

A Landscape of Defence and Security S&T 6

Dstl on a page 7

Our Strategy, 2018 – 2023 8

- How we will achieve our Strategy 8

- Achieving our strategic objectives: what good looks like 9

- How we work – our values 10

- Financial outlook 10

- Investing for the future 10

- How we manage our risks 11

- How we measure quality 11

- How we measure progress 11

Our Impacts 12


Chief Executive Introduction

I am pleased to introduce Dstl’s Corporate Plan for 2019 – 2024.

When I first joined Dstl as Chief Executive, I saw a need for the organisation to have a clearer strategic intent that was developed from evidence and feedback from our stakeholders; customers, suppliers and employees. The strategic review work we did in the first half of 2018 – and resulting strategic direction – gave us aligned and coherent objectives, with supporting imperatives and actions that laid out what was needed to move Dstl forward with sustainable impact. Twelve months on the Corporate Plan 2019-24 is not a new strategy but builds on the momentum and good work already underway.

Dstl’s purpose remains to deliver high-impact Science & Technology for the UK’s defence, security and prosperity. This delivery continues to be against the backdrop of a rapidly changing defence and security environment. These changes are fast-moving and wide-ranging; from the changing threat environment to budget demands on us and our customers – all of which we must continue torespond to as an organisation. This presents challenges but also great opportunities for Dstl as the benefits of S&T for defence and security become increasingly apparent.

We have seen a growing demand from customers for our advice, assurance and research. We are proud to have delivered affordable and effective solutions to our customers that have saved lives and money, as well as supporting the growth of the UK economy. Our teams and experts are the people best placed to identify areas where we can innovate, prioritise activity, challenge customers, communicate and drive the organisation forward. Our strategy gives us a shared set of priorities but will increasingly empower our people to create impact.

The continued success of Dstl and a clear direction is having a very positive effect on our staff. Our 2018 Have Your Say results showed an increase in engagement, understanding of our strategy and confidence in our leadership vision for the future. This is great to hear and as we work towards a better Dstl, I hope this positivity will grow.

I am proud to lead Dstl as we continue to provide solutions to the challenges of defence and security and wider Government through high-impact S&T. Our people remain at the heart of our and the UK’s capabilities, whether on operations today, or preparing for those of tomorrow. We are Dstl.

Gary Aitkenhead, Chief Executive


Who we are

Our purpose‘Delivering high-impact science and technology (S&T) for the UK’s defence, security and prosperity’

Dstl focuses on providing S&T solutions to the complex challenges that Defence and Security face, both today and in the future. We maintain unique capabilities to combat existing and emerging threats from adversaries (state, terrorist or criminal) wherever they appear. Through the S&T we steward and deliver, our knowledge and experience spans from sea to space, embracing both the physical and technological and increasingly in the areas of Cyber Security and Artificial Intelligence.

Our visionBy 2024 Dstl will be acknowledged as a Centre of Excellence for UK Defence & Security S&T, operating seamlessly with our partners to deliver. We will anticipate future S&T potential and deliver game-changing capability to our customers that provide strategic advantage over adversaries. Our brand will be recognisedacross Government and through our wide network of suppliers. Working with our partners to maintain capabilities across the supply chain, Dstl will be sized and shaped to meet the growth in demand for our services over this period. Our workforce will remain highly engaged and feel fully empowered; our major capitalinvestment programmes will provide state-of-the-art facilities that enable both Dstl and our partners to deliver world-class S&T across all of our nine core capabilities, and we will be a leading employer of choice for scientists and engineers.

What we doDstl is responsible for the stewardship of Defence and Security S&T capabilities by: ensuring the required capabilities are available now and in the future in line with the MOD S&T Strategy; bringing together the right people, relationships, infrastructure, knowledge and licences to practise; maximising the effectiveness and efficiency of our S&T infrastructure and assets; working with industry, academia, wider Government and its allies to access and build capability.

Dstl fulfils the following activities for Defence and Security on behalf of Government:

• Specialist Research that can only be done in Government

• Stewarding and Maintaining Capability deemed necessary for future Defence and Security

• Integrating S&T delivered by industry, academia, wider Government and allies

• Advice, Analysis and Assurance used in procurement, policy and operations

• Exploiting Intellectual Property to drive prosperity

• Supporting Operations

Whether working from our UK centres or deployed globally in support of operations, Dstl responds promptly and professionally to the needs of our customers and stakeholders.


Our customersDstl makes critical contributions to the UK’s National Security Objectives to Protect our people; Project our global influence and Promote our prosperity.

We serve a wide customer base across the Ministry of Defence (MOD), Home Office (HO), wider government departments and international partners.

We work closely with MOD to support its strategic objectives with our S&T a key enabler to Mobilising, Modernising and Transforming Defence.

Our support to the Home Office has expanded since the integration of its Centre for Applied Science and Technology (CAST), into Dstl. The combination of MOD and HO S&T capabilities within Dstl provides increased experience, knowledge and innovation to address the complex problems our customers face.

Our partnersTo maintain, develop and enhance our key capability areas we span a broad range of S&T disciplines. We engage collaboratively with many suppliers, academic institutions and peers, nationally and internationally to deliver world-class solutions to the most challenging issues.

Our operating contextScience and technology is advancing at an unprecedented and accelerating pace with the future S&T landscape ever more complicated. There is a diverse and wide range of current and emerging technologies (e.g., Data Science, Machine Learning, AI, Robotics, Cyber) that are already changing the character of modern defence and security operations. Working with MOD Defence Science and Technology (DST) Dstl’s support to customers has evolved to reflect this change in the defence and security S&T landscape (detailed on page 6), shifting the balance of our investments to ensure we remain at the forefront of technology.

Dstl’s operating context remains demanding, characterised by key parameters that shape the S&T needs of our Defence and Security partners:

• The diverse range of Defence and Security threats for which the UK must prepare:

– A transition from platforms to a diversification of cyber-based threats to the UK

– The increasing threat posed by terrorism and extremism

– The resurgence of state-led threats

• The continued financial pressures on the UK Government;

• The need to modernise Defence; seeking to optimise the organisation, operation and technology of the MOD;

• DST’s S&T Strategy and Portfolio which aims to place S&T into the heart of Defence, develop and sustain critical S&T capabilities and deliver highest priority customer needs;

• The changing S&T landscape which creates both opportunities and challenges for the development of our nine core capabilities.

Who we are – continued

Integrated Survivability

Understand the effectiveness and

survivability trade-space for Commercial-Off-The-

Shelf (COTS) systems and sub-systems

SystemsApply Systems Engineering

approaches to major platforms,Through Life

Capability Management (TLCM), integration into defence architecture and enterprise,

enabling technologies and technology

integration into platforms

AnalysisAssess impact of alternative national security roles to inform SDSR, NSS and wider Government strategies

CBRProvide authoritative S&T advice associated

with CBR materials and countering the threat

associated with them

Cyber Developing novel cyber

capabilities to defend our digital assets and achieve UK security objectives

WeaponsImprove modelling and simulation techniques for conducting quantitative predictions of weapon effects

C4ISRDevelop approaches to

improve integration of networks, sensors and

intelligence

Human Capability

Provide evidence to underpin personnel

policies and practices

Counter-Terrorismand Security

Maintain the ability to deliver rapid technical solutions

in support of CT and security operations

Shaping to deliverDelivering while preparing:Shaping and consolidating priority capabilities. Delivering core science

Preparing for the futureAgile and open minded:Investing in and exploiting emerging technologies. Advantage through innovation

Ready for anything:Investing in and enabling future-focused research.Anticipating threats, risk-based investment

Materials ScienceStrategic advantage and more affordable platform ownership from accelerated materials discovery, optimisation, fabrication and certification; exploiting computational materials science, advanced manufacturing and inspection.

Behavioural ScienceUnderstand how culturally diverse people (individuals, organisations and

societies) think, feel and behave in different contexts, to contribute to operational success and organisational effectiveness.

Data ScienceNew analytics bring valuable understanding, insights and

decision advantage to operational and business management decision makers across defence and

security.

Electromagnetic SpectrumExploit civil advances to maximise the richness,

timeliness, resilience and security of our common

environment over that available to adversaries.

SpaceDevelop new concepts

and capabilities exploiting low cost satellite constellations (and enabling technologies)

for more affordable and effective global communications and intelligence collection.

Energetic SystemsAdvances in energetic and energy systems (including

chemical and electromagnetic technologies) will enable new levels of lethality (directed energy and kinetic effects),

efficiency, flexibility and autonomy.

Medical SciencesCross-disciplinary research enabled by data analytics will drive

substantial strides in medicine, whilst regenerative medicine will improve recovery from life-changing injuries and diseases.

Resilient SystemsInnovate, design and engineer resilient, complex interconnected socio-technical systems to enable agile management and services for defence, national infrastructure and business.

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Digital ForensicsIntegrated forensic exploitation of digital systems and chemical,

biological and explosive substances and devices to appropriate standards for unique opportunities to attribute their

development and use.

Cyber S&TTo operate in a virtual-physical world of Internet of

things and Smart cities, exploit pervasive infrastructure, scale, tempo, and socio-technical

change.

AutonomyRe-shape the human-machine relationship to

improve operational capability, efficiency and change operating concepts; addressing trust and confidence in safety, mission reliability, training and ethics.

Artificial IntelligenceExploit new algorithmic approaches yielding self-reflecting, adaptive systems for knowledge discovery with pervasive value to defence and security in the digital age.

RoboticsRapid convergence of enabling technologies and engineering for new operating concepts substituting humans with machines and enabling co-operative or dispersed capability.

Human AugmentationWithin ethical constraints, use pharmacological, wearable, and neuro-technological approaches, to protect and enhance human cognitive and physiological performance.

Quantum PhysicsAdvances in photonics and atomic, molecular and solid-state systems for game-changing capabilities exploiting quantum effects for precise measurements (time, inertial forces and electromagnetic fields)

EthicsUnderstand the implications of moral, ethical and legal stances to science and technology to inform policy

development and assessment of future threats.

Synthetic BiologyDevelopment of biological approaches for useful purposes. Wide

number of applications for defence capability; cross-cutting. Emerging, disruptive technology with dual use potential.

ServitisationTransform ways of working between front-line, government and industry through

concepts like open systems, agile supply chains and additive manufacturing, delivering affordable capability at pace.

“information picture” in a congested

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6

Prepared by Dstl’s College of Fellows - March 2019A Landscape of Defence and Security S&T



Dstl on a page

Income S&T Capabilities Business EnablerMeeting Customer Priorities

£614m FY19 sales budget ~4,050 people

£60minvestment

critical sovereigninfrastructure

in FY19

579live patents

2partners

supplying corporate services

12spin out

companies from technology

transfer

Analysis C4ISR CBR

Cyber Human Capability

Counter Terrorism

Integrated Survivability

Platform Systems

Weapons

Enabling Functions

Industry PartnersLarge Suppliers £153m | SMEs £36m

AcademiaAcademia £22m

Non MOD 11%

Other MOD 21%

56% Internallydelivered

44% Externallydelivered

DES12%

MOD CoreS&T56%

Specialist Research Advice, Analysis and Assurance

Steward & maintain S&T capabilitySupport to Operations

Trusted InterfaceExploit IP

Head OfficeStrategic Wargames

Quantum TechnologiesEnergetics Capability Sustainment

Directed Energy WeaponsHigh Speed Weapons

Support to NSCR

Security and Policing

Novel fingerprint analysisSupport to homeland and

policing incidents in Manchester, Birmingham and Salisbury

Strategic messaging for public safetyCyber Vulnerability Investigations

Home Made Explosives Forensics Explosives

Lab

AirCarbonite 2 – small satellite

Defensive Aids for Air PlatformsAWC electronic warfare database

EAGLE WARRIOR war gamingSupporting F35-Lightning 11

Low Observable Materials

Joint ForcesNovel ammunition

Single intelligence environmentKaggle Data Science Challenge

Environmental prediction/ Geo services

National Offensive Cyber ResearchPandora - Deployable

C2

LandAJAX vulnerability assessment

Shaping the Army’s future warfighting division

Electronic surveillance for hostile activity

Robotic vehicle trials for resupply (Last Mile)

Active protection systems

MaritimeSubmarine superiority

ASW Concepts & SolutionsOpen architecture combat systems

Application of Maritime command systems

Coalition Interoperability

£225mGVA*

*GVA = economic and employment

benefits enabled by the commercialisation of

Dstl Intellectual Property through Ploughshare

Innovations.All figures provisionally

represent FY19, pending end of year audit.

Quality Assured


Our Strategy, 2018 – 2023

The Modernising Defence Programme has re-emphasised the importance of embracing new technologies, transformation and innovation in Defence, captured in the phrase ‘technology-led modernisation’. This is equally applicable for UK Security, for example in the Counter-Terrorism Strategy (CONTEST) 2018. Dstl is a key in-Government resource for informing and delivering on that intent and our strategy must reflect that.

In early 2018 Dstl conducted a strategic diagnosis of its environment and itself as an organisation, on behalf of the Chief Executive. The analysis highlighted three strategic objectives against which Dstl aligns the work it does. Having set this direction, and in collaboration with DST, we will focus on driving these improvements to achieve our vision for Dstl in 2023.

Firstly, through our S&T, we will continue to shape the future of Defence and Security via relentless focus on our customers’ challenges and needs. There is an increasing need for Dstl to drive the influence of S&T into mainstream Defence and Security thinking. To achieve this, we will need to build greater trust with our customers at all levels to ensure we are more effective in influencing how and where S&T can support their needs. We need our people to focus both on high impact delivery, and also on future exploitation. Underpinning this we need to ensure that we all become better at communicating the impact of our work, with Dstl having an internationally recognised brand.

Secondly, we will continue to ensure Defence and Security can exploit the best science and technology capabilities on demand. There is a continuing need for Dstl to increase its effectiveness in collaborating with our partners to fulfil our role as capability steward for MOD. As the pace of S&T innovation and investment continues to increase in non-Defence and Security sectors, Dstl must constantly refine the capabilities required for the long term, and to enhance our approach to collaboration and partnering. This will enable us to guide and harness the leading-edge innovation and expertise necessary to provide sustained UK

Defence and Security capability advantage. Continuing to develop and build relationships with industry and supply chain partners will further enhance UK sovereign capability and also national and regional economic prosperity.

Thirdly, we will become a more agile organisation that is fit for the future. Dstl needs to adapt, improve and invest in our organisational enablers. This includes leadership, accountability and governance; our investment in the talent, skills and careers for our people; and, the infrastructure, smart processes and systems required to sustain quality delivery for today and for the future.

We are measuring our progress towards achieving our strategic objectives, with ambitious timelines to meet defined outcomes against each objective.

How we will achieve our StrategyIn developing the Strategic Direction, the themes were expanded into three strategic objectives and nine supporting strategic imperatives. These are shown on page 9 and form the urgent areas of concentrated effort that guide our implementation priorities. Each strategic imperative work strand has an Executive level accountable owner and we must make progress in all of these areas to achieve our strategic intent.


Achieving our strategic objectives: what good looks like

Strategic Objective 1 Strategic Objective 2 Strategic Objective 3

Through S&T, shape the future of defence and national security via relentless focus on our customers’ challenges and needs

Strategic Imperative 1Make Customer Focus central to our delivery process

Outcomes• Our customers will recognise

how, where and when S&T addresses their needs.

• We will influence S&T demand through good customer relationships.

Strategic Imperative 2Improve communication of our work

Outcomes• We will have a recognised brand

that defines who we are and what we do.

• We will routinely communicate our impact and value.

Strategic Imperative 3Drive impact and exploitation of our work

Outcomes• We will have clear, high-impact

exploitation routes for all our work.

• We will demonstrate the economic value of S&T with case studies of exploited work.

Become an agile organisation that is fit for the future

Strategic Imperative 6Improve leadership, accountability, empowerment and decision-making

Outcomes• Our staff will feel well led and

empowered to support our strategy.

• Our leadership will be recognised as high performing.

Strategic Imperative 7Develop our people, provide exciting career opportunities and improve knowledge management

Outcomes• We will have a talent pipeline

that develops essential skills and experience in our staff.

• Dstl will be recognised as an exciting and innovative workplace.

Strategic Imperative 8Ensure safe, secure, sustainable and fit-for-purpose infrastructure and IT

Outcomes• We will have delivered current

infrastructure programmes.

• We will be prepared and forward-looking to meet future needs.

Strategic Imperative 9Drive up the efficiency of our operations

Outcomes• We will demonstrate value for

money and efficiency to our owner.

• Resource deployment across Dstl will match strategic priorities.

Ensure defence and security can exploit the best science and technology capabilities on demand

Strategic Imperative 4Identify the capabilities Dstl requires internally and externally to deliver the S&T Strategy

Outcomes• Vital S&T capabilities will

be healthy and assured for the future, incorporating game-changing new S&T.

Strategic Imperative 5Collaborate more effectively with our suppliers and partners to deliver impact and support international relationships through S&T

Outcomes• We will be working with an

increasing range of suppliers and partners to deliver more high-impact and jointly developed S&T capabilities.

Our Strategy, 2018 – 2023 – continued


How we work – our values As Dstl has developed to provide S&T solutions to the challenges within the operating environment, our values – that capture our beliefs and principles – are also evolving.

Our values were developed by our people, who told us what means the most to them. They reflect who we are, what we are proud of and how we behave both individually and collectively.

Financial outlook

Demand for Dstl’s services is strong with customer demand set to rise to over £700m in FY2019-2020. This represents a growth in demand of £150m in the past two years, reflecting the increasing need for S&T services that can provide high impact advice and solutions to a diverse range of threats. In order to meet this growth in demand, Dstl will develop both its internal capability and exploitation of the external supply chain to bring together the best possible S&T services to support our customers.

Investing for the futureDstl is part way through an extensive capital programme required to sustain and enhance our specialist infrastructure on long-term core sites. In order to ensure Dstl is able to optimise current investments an Internal Portfolio team has been established. The team is responsible for co-ordination, prioritisation and oversight of Dstl’s portfolio of internal programmes and projects.

To support the capital plan and future operations of the Dstl estate, we will review and refresh our infrastructure strategy. This will deliver a long-term vision that will include fixed infrastructure and services including Information Technology.

Sales

FY13/14

FY14/15

FY15/16

FY16/17

FY17/18

FY18/19

FY19/20

FY20/21

FY21/22

FY22/23

FY23/24

655 647 605

Delivered

580 542614

686 730 772 788 803

£m


We areInnovative

CollaborativeImpactful

We are Dstl


How we measure progressDstl has developed a range of measures and indicators to track performance and inform management decisions at all levels of the organisation. We regularly report on our performance to our Board and our MOD Sponsor. These include:

Dstl’s Key Performance Indicators

What we measure How we will track and report performance

Financial Performance

• The Demand for Dstl’s services in £m• Our total sales in £m• The progress of our Capital Plan• How our enabling costs compare with our delivery• Utilisation of our staff

Delivering for customers

• Delivery of our programmes to time, cost & quality• Monitoring our customer relationships through scorecards

Health of S&T Capabilities

• Regularly updating and assessing the status of our nine S&T capabilities• Closing critical gaps in our skills base

Exploitation of S&T • Exploitation of our S&T into IP Submissions

Operational effectiveness

• Safety of our operations• Security of our operations• Effectiveness and efficiency of our estate• Monitoring our key supplier relationships through scorecards

Our workforce• Our level of staff engagement• Diversity of our workforce


How we manage our risksWe place effective identification and management of risk at the heart of good decision-making. Dstl’s Corporate Risk Register enables our Executive and Board to identify and mitigate threats whilst exploiting opportunities. Our Corporate Risk Register contains risks that are either (i) strategic threats or opportunities to the existence of Dstl and/or the defence and security of the UK or (ii) cross-cutting operational threats or opportunities to the effective operation of Dstl.

We base our management of corporate risks on best practice, ensuring Dstl is aligned with MOD’s Joint Services Publication 892 on Risk Management. Dstl’s Corporate Risk Register is reviewed on a quarterly basis at Executive level and on an annual basis at Board level. Effective management of individual corporate risks is assured by both the Board and Audit and Risk Assurance Committee on a quarterly basis.

How we measure qualityDstl is committed to delivering customer’s requirements to the highest Quality and Environmental standards in an effective and efficient manner.

Dstl is certified to ISO 9001:2015 (Quality management system requirements) and TickITplus (quality assurance of models/software).

This resolve to develop, maintain and improve the systems which underpin corporate certifications, is aligned with the strategic direction and measured through strategic objectives and imperatives.

The commitment to Quality permeates all aspects of Dstl’s operations, including collaboration with supply chain partners and external suppliers.


Our Impacts

Policing chemicals

Concerns over the use of corrosive substances as weapons is increasing. An estimated 800 attacks occur annually in England and Wales based on a voluntary data collection by the National Police Chiefs’ Council (NPCC).

Dstl is helping to tackle corrosive substance-related crime by providing independent scientific advice including: an evaluation of the scale of the problem; the chemicals used; their toxicological properties; commercial availability; and the relevance of existing legislation, to support the introduction of the Offensive Weapons Bill through Parliament. The Bill is a key action within the Government’s 2018 Serious Violence Strategy to tackle violent crime.

Battlefield forensics – battlefield forensics could save lives on the front line

In partnership with the US Army National Ground Intelligence Centre (NGIC), experts at Dstl have developed a system using after-attack analysis to identify weapons used during an attack.

The package uses a system of sophisticated algorithms, libraries of collected data and results from live testing that provides accurate results quickly. This can be used to protect against the latest threats and save lives of soldiers on the front line.

New test for Sepsis could improve survival rates thanks to Dstl scientists

Following more than a decade of work by Dstl and its partners, including the US Department of Defense, to develop a breakthrough on the treatment for sepsis, Dstl was awarded the Sun Military award for Innovation in 2018. The research developed a new test that can detect sepsis before symptoms appear, providing fast and accurate results to give medical teams hours or even days of critical extra time to treat this life-threatening condition.

To enable this innovation to become available for use in the wider public health context, Dstl has turned to its commercialisation organisation, Ploughshare Innovations, to turn the invention into a licensed product.

Deception on the battlefield

Dstl have developed and have successfully demonstrated a new approach to electronic warfare which will enable Defence to gain tactical advantage on the battlefield by deceiving adversaries.

The concept provides expendable boxes capable of transmitting spoof communication signals confusing adversaries and hiding real location, number and intent of UK forces. This Dstl concept was showcased at a military exercise and personnel were unable to identify spoof signals from genuine signals.


Our Impacts – continued

Successful demonstration of autonomous small unmanned air systems capability

Dstl led a research project with Barnard Microsystems Ltd to demonstrate successfully a swarm flight of 20 small unmanned air systems operating autonomously in formation.

The research produced both technical and regulatory solutions to enable the flight. Permission granted by the Civil Aviation Authority provides an important precedent for safe and cost effective future flight demonstration of multiple unmanned air systems operating together.

This flight, controlled from one ground station and just two safety pilots, is considered a UK MOD first.

£70m Dstl research enables Defence to save £760m over 15 years

10 years of previous research (either by Dstl or contracted by Dstl) enabled much more rapid development of common air modular missile (CAMM). The CAMM is the basis for both the Sea Ceptor and Land Ceptor air-defence missile systems. Pull-through of the previous extensive research, funded by MOD, has meant that the common air modular missile was quicker and cheaper to produce, saving hundreds of millions of pounds over the life of these programmes.

The ‘See it, Say it, Sorted’ communications campaign by the Department for Transport (DfT) seen across the UK’s rail transport network, communicates security messages regularly to increase public and staff vigilance for potential threats

Dft were reliant on the research project led by Dstl identifying factors that can affect (facilitate or hinder) the impact of security messaging on people’s perceptions and behaviour. Social Science was applied to ensure that individuals notice, understand, remember and act on security messages and the Dstl focus was to collaborate with the advertising company on the poster design and development of the slogan. The Dstl research findings were applied to ensure that the design of new security messaging products was based on scientific evidence and best practice, and are now being applied to tailor the messages for airports and ferry terminals.

A number of independent evaluations find that (a) out of various existing reporting campaigns, the public is most likely to recognise the See it, Say it, Sorted slogan, and (b) the campaign has led to enhanced reporting (in terms of quantity and quality) of potential threats by the public. We have now been asked to advise on the best mode of delivery for the audio recordings (eg how often they should be played).

More than 300 Dstl staff deliver crucial roles in UK’s response to 2018 Novichok attacks

Dstl played a leading role in the cross- government response and recovery from the unprecedented attack in Salisbury on Sunday 4 March 2018 and the related Amesbury incident that followed in July 2018.

During the course of the operation over 350 Dstl staff:

• Stood up a 24/7 capability for the first 18 days

• Deployed scientific support to various sites over 87 days

• Processed and analysed over 5,000 samples

• Provided health monitoring of over 350 Dstl staff, military and first-responders

• Managed the delivery and storage of 34 police, ambulance and private vehicles

• Provided decontamination and recovery advice to return 12 sites to local authorities

On March 1 2019 the recovery phase was completed formally marking the end of decontamination work in Salisbury and Amesbury.


Content includes material subject to © Crown copyright (2019), Dstl. This material is licensed under the terms of the Open Government Licence except where otherwise stated. To view this licence, visit: http://www.nationalarchives.gov.uk/doc/open-government-licence/version/3 or write to the Information Policy Team, The National Archives, Kew, London TW9 4DU, or email: [email protected].

Unless otherwise stated, all photographs are subject to Crown Copyright. The terms of the Open Government Licence do not apply to any incorporated third party content.

DSTL/DOC114601

Dstl is part of the Ministry of Defence

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Documents

Defence Science and Technology Laboratory Corporate Plan ... · Human Capability Provide evidence to underpin personnel policies and practices Counter-Terrorism and Security Maintain