With its imperative for a military edge, the MOD is continually focused on driving innovation and military advantage into its operations. A similar focus is starting to apply to climate concerns. Both Defence and climate protection represent true public goods: they are non-excludable and non-rivalrous to the population; we all have it or none of us does. MOD recognises that sustainability and climate concerns are increasingly within its mode of operations.

With its significant financial expenditure, the MOD has considerable responsibility and an excellent opportunity to drive the sustainability agenda, enhancing inter-generational equity and stewardship. Yet, it must do this while meeting defined levels of equipment and platform readiness without compromising capability and recognising, in many places, its over-heated budgets.

Start as a 'fast follower' to then become a 'trail blazer'

The MOD has traditionally sought to lead on implementing innovative ideas, and it has also adapted tried and tested innovations from industries that are not historically defence-focused. This approach of broadening the scope and reapplying technologies can lead to sustainability improvements.

Take the Space industry; for decades, it has utilised solar panels. The MOD employs this same technology as a 'fast follower' by reapplying solar-powered technology for defence purposes. Realising the benefits and capitalising on critical learnings, MOD can bring this development back in-house and become a 'trail blazer' to explore similar technologies applicable in the specific defence context for its own use or export.

With the recent establishment of Space Command, the UK MOD now has the ability to direct this development and agenda. And it can do this using a host of technologies that have been proven elsewhere.

It will be essential to find a balance between in-house initiatives that drive sustainability and new contracting mechanisms that deliver better results through others. A focus on rapid product development, category management, and better collaboration with industry when contracting for outcomes are essential. In all cases, the goal should nurture and retain scarce skillsets with effective partnering.

Shape the supply chain to be more sustainable

In terms of scale and time, the MOD has the largest and longest delivery programmes in government. MOD will finalise financial budgets and delivery plans today for equipment programmes delivered, deployed and utilised beyond the 2040s.

Defence programmes can be among the most pollutant, accounting for 50 per cent of UK central government's emissions. These programmes are economically important too, supporting 260,000 supply chain jobs in the UK. This places UK 2050 Net Zero goals well within the planning horizon in defence procurement and proposed government measures, including mandating suppliers to implement carbon reduction plans, cannot be ignored.

The government has recognised the acute scarcity of natural resources and Defence's massive drag due to the size and longevity of its programmes. The government wants to be firmly in the front seat of the solution when it comes to sustainability.

There is a role for MOD to play in shaping the supply chain through stronger category management approaches, closer long-term partnering with the supply chain on technology investment and adoption, and industrial strategy. This includes the MOD working closely with other departments, such as Business Energy & Industrial Strategy (BEIS) and Home Office, where there is commonality around energy and the manufacturing base needed to support Defence procurement.

Supporting UK industry for global impact

The MOD should leverage its natural clusters in the UK to consolidate supply chains and develop home-grown industries around these critical locations. This localisation could yield far-reaching benefits by creating jobs and reducing carbon emissions by requiring less need for long-distance transport.

In the period 2017-2018, the MOD achieved a 10 per cent reduction in fuel consumption – equivalent to 74 million litres of fuel consumed. This roughly equates to the average family car being able to drive 638 million miles. The MOD could also mandate greater renewable energy as a fuel source with relevant and appropriate procurements.

Defence needs a technology advantage to gain visibility of its entire supply chain, beyond just the immediate suppliers, and develop a more complete understanding of the environmental impact of its equipment programme. This can help MOD and industry to influence the behaviour of sub-tier suppliers with respect to sustainability policies.

Tackle these problems collectively

On the other hand, participating in multi-national procurement and manufacturing opportunities, where appropriate, is another way to achieve environmental improvements. The NATO alliances could provide commonality and modularity across components, systems, and platforms throughout the defence community. Incorporating a build once, use many approach could help cut R&D and recurring manufacturing costs and reduce duplication.

The proposals above won't resolve all of the MOD's sustainability challenges but could provide decisive steps in the right direction. The MOD is trying to balance multiple problems that range from the existential, such as constantly changing Defence threats, to the financial, such as over-heated budgets, to the logistical, a diverse and costly portfolio of assets ranging from light weapons to ships and submarines to procure and support. Amongst all these, it can adopt a more assertive approach to the pressing sustainability challenge.