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26 mars 2015 4 26 /03 /mars /2015 12:50
MOD announces appointment of the Chief Executive for Defence Equipment and Support


25 March 2015 Ministry of Defence


The MOD is pleased to announce the appointment of Tony Douglas as the Chief Executive of Defence Equipment and Support (DE&S).


Mr Douglas, who is currently Chief Executive Officer at Abu Dhabi Airports, was appointed by the Prime Minister, in consultation with the Deputy Prime Minister and the Defence Secretary, under the new arrangements announced by the Civil Service Commission in October last year.

Bernard Gray will continue to lead DE&S in his role of Chief of Defence Materiel until he and Mr Douglas have completed their handover towards the end of 2015.

As well as being responsible for the procurement and maintenance of our Armed Forces’ equipment, Mr Douglas will also lead DE&S through the transformation needed for it to become a world class acquisition organisation. He will be an Accounting Officer accountable to Parliament for DE&S’s annual running costs of around £1.3 billion and will report to the DE&S Board which was established in 2014.

Defence Secretary Michael Fallon said:

I am delighted to welcome Tony Douglas into the role. He brings a wealth of international experience and expertise in project and programme management, organisational leadership and business strategy, which will prove invaluable for the future of DE&S and defence as a whole.

This Government has transformed how we equip our Armed Forces. The key to our success has been matching our equipment programme to the funding available and giving DE&S the capacity, capability and freedom to deliver the equipment they need. I look forward to Tony building on this and creating a world class acquisition organisation.

Commenting on his new role, Tony said:

I am absolutely delighted to have the privilege of serving my country and supporting Her Majesty’s Armed Forces. Delivering their requirements with the utmost service quality and providing best value to the taxpayer is a responsibility that I take with real pride.

Paul Skinner, Chair of the DE&S Board, and a member of the appointment panel, said:

I am delighted that we have been able to attract someone of Tony’s calibre to this vitally important role in the national Defence structure. Together with my Board colleagues I look forward to working with him in building on recent performance improvements under Bernard’s leadership and transforming DE&S into a genuinely world class organisation.

Tony Douglas - Chief Executive Officer - photo Abu Dhabi Airports

Tony Douglas - Chief Executive Officer - photo Abu Dhabi Airports

source Abu Dhabi Airports


Tony Douglas joined Abu Dhabi Airports as Chief Executive Officer on 1st March 2013 to spearhead the development of the airports’ infrastructure in the Emirate of Abu Dhabi, including its crowning jewel, the iconic 700,000 sqm Midfield Terminal Building (MTB).

Tony joins Abu Dhabi Airports after completing his latest mega project, Khalifa Port and Industrial Zone (KPIZ) on schedule and below budget, as the CEO of Abu Dhabi Ports Company (ADPC) since 2010.

Prior to his landing in the UAE, Tony was the Chief Operating Officer and the Group Chief Executive designate for Laing O’Rourke, where he had abroad executive remit covering strategic business development and operational management across the Group’s three geographic hubs: Europe;
Middle East and South Asia; and Australasia. As a member of the Group Executive Board, he led accountability for the Group’s largest and most complex project delivery activities.

Before joining Laing O’Rourke, he held a number of senior executive positions with BAA, the UK’s leading airport infrastructure operator and a FTSE40 company, culminating in his appointment as Chief Executive in charge of Heathrow, one of the world’s premier airports. He was an executive
member of the BAA Group Board and an active participant in the £16.3bn takeover of BAA by Grupo Ferrovial.

Tony was previously Heathrow Terminal 5 Managing Director, with overall executive responsibility for the delivery of the £4.3bn Terminal 5 build programme. Prior to this he was BAA’s Group Technical Director with responsibility for technical functions, including development, design, group supply chain, construction and maintenance of new and improved airport facilities. He has also held the position of BAA’s Group Supply Chain Director, accountable for £1bn annual expenditure for construction and related products and services.

Earlier in his career, Tony worked for the Kenwood Group as Manufacturing and Global Logistics Director. This was his first role on the board of a major internationally-focused PLC. A mechanical engineer by training, his career began in 1979 at General Motors, where he joined as an apprentice industrial engineer. In 1990 he moved to British Aircraft Engineering (BAE), where he rose to become Product Manufacturing Director in its regional aircraft division.

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11 décembre 2013 3 11 /12 /décembre /2013 08:50
UK To Establish Government Organization To Handle Defense Procurement, Support


Dec. 10, 2013 – Defense News


LONDON — The British Ministry of Defence has scrapped controversial plans to hand management of its £14 billion (US $22.9 billion) a year defense procurement effort to the private sector, and instead is setting up what it calls a bespoke central government trading entity based on the present equipment and support organization to buy hardware and services.


Defence Secretary Philip Hammond told Parliament Dec. 10 that the government would set up the new organization starting in April with current Defence Equipment & Support (DS&E) boss Bernard Gray as the chief executive.


Hammond said the new organization would procure private sector expertise through a series of support contracts to deliver “key changes to systems and processes and to strengthen program management while organic capabilities are built.”


Questioned by ex-Defence Procurement Minister Peter Luff about the areas where external business partners might play a role in the revamped DE&S, Hammond said “what we envisage in the DE&S plus model is probably three separate contracts; one to provide us with program management support, a spine for the organization; one to provide us with HR support, an area of particular weakness in DE&S; and a task-and-finish project to install some additional financial control systems within the organization.”


An MoD spokesman said the new entity is an “arms length body working within specially agreed rules that are different to those used by the rest of the civil service.”


The new organization will be accountable to Parliament and have its own board and an independent chairman.


The Labour opposition party labeled Hammond’s statement an “embarrassing U-turn”.


The new organization is being exempted from normal Treasury rules so it can recruit and reward staff along more commercial lines than is currently allowed under civil service rules.


The MoD said it had only shelved its preferred proposals for a government-owned contractor-operated (GoCo) scheme, and that they could be revived following following the 2015 general election.


Despite recent improvements in performance, the British have been looking to radically change the way they procure and support the military here after years of lengthy delays and cost overruns to major equipment programs.


The procurement changes are part of wider transformation plans being pushed by the government, including handing over responsibility for budgets to the individual service chiefs.


The GoCo scheme, of which former businessman and journalist Gray was the architect, was the government’s preferred option to provide the skills and expertise missing at DS&E.


The decision to halt the GoCo work was taken after one of the two final bidders for the management contract withdrew in November, leaving only a Bechtel-led consortium called Materiel Acquisition Partners (MAP) in play alongside an in-house proposal known as DE&S Plus.


Hammond told Parliament that the withdrawal of the CHMHill2-led consortium meant the MoD did not have a competitive process and the “risks of proceeding with a single bidder are too great to be acceptable.


“I have, therefore, decided to build on the DE&S Plus proposition, transforming DE&S further within the public sector supported by the injection of additional private-sector resources ensuring that the organization becomes “match-fit” as the public sector comparator for a future market-testing of the GoCo proposition,” he said.


Hammond said Bechtel had already expressed an interest in bidding for the support contract work.


A spokesperson for Bechtel signaled the company’s ongoing interest in procurement transformation but said the MAP proposals for the GoCo would have saved the MoD billions of pounds to reinvest in new equipment .


“MAP submitted a comprehensive proposal to transform UK military procurement. We were confident this would have generated billions of pounds of savings for the Armed Forces to invest in new equipment. It is obviously disappointing that the other team’s withdrawal at this late stage has led to a collapse in the competition. However, we remain committed to exploring with MoD how best we can contribute to future reforms,” said the spokesperson.

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20 novembre 2013 3 20 /11 /novembre /2013 13:50
EDA Launches Streamlined Structure


Brussels | Nov 20, 2013 European Defence Agency


The European Defence Agency (EDA) will have a new structure in place as of 1 January 2014 better to support Member States in a rapidly evolving environment. The Agency will be organised in three operational directorates: Cooperation Planning & Support; Capability, Armaments & Technology; and European Synergies & Innovation. This will facilitate prioritisation of tasks and improve operational output, in particular on key activities such as Air-to-Air Refuelling, Remotely Piloted Aircraft Systems, Satellite Communications, Airworthiness, Certification, SESAR, and Energy & Environment.


The Defence and security environment is evolving rapidly. Defence cuts are leading to greater cooperation on programmes. In addition, many wider EU policies such as Single European Sky or Radio Spectrum have major implications for the defence community. The overall objective of the restructuring is to ensure that the Agency is properly equipped to: anticipate and react to developments; improve its operational output; facilitate the prioritisation of tasks; and serve the needs, expectations and interests of Member States effectively and efficiently.


Cooperation Planning & Support

The Cooperation Planning & Support directorate will focus on the early identification of requirements at European level and the through-life aspect of capabilities. It will be responsible for capability planning through the Capability Development Plan and the Cooperative Programme Database; and Pooling & Sharing including the Code of Conduct. It will deal with Defence & Industry analysis to complement the identification and development of capability demands. The directorate will also be responsible for key enablers to support defence cooperation and enhance interoperability: military airworthiness, standardisation and certification, and education and training. In addition, it will support CSDP operations and EU Battlegroups at the request of Member States.


Capability, Armaments & Technology

The Capability, Armaments & Technology directorate will prepare the programmes of tomorrow by maximising synergies between capabilities, armaments and Research & Technology. The directorate will bring together the Agency’s work in the areas of: Information Superiority (Communication & Information Systems, Surveillance & Reconnaissance, Space, Cyber Defence); Air (Remotely Piloted Aircraft Systems, Air-to-Air Refuelling, airlift and aerial systems technologies); Land (Counter-IED, armoured systems, camp protection and land systems technologies); Maritime (Maritime Surveillance, Mine Counter Measures and naval systems technologies); and the Joint domain (mobility, transport, medical and Ammunition). Particular attention will be given to identifying future Critical Defence Technologies needed to support military capabilities.


European Synergies & Innovation

This directorate will act as an interface between defence ministries and wider EU policies that have implications for defence. Its main tasks will be to promote and support innovation through innovative research in the areas such as: Components, Radio-Frequency & Optical Sensors, Materials and Structures, Energy, and CBRN protection. It will develop synergies and greater complementarity with EU programmes such as Horizon 2020 and European Structural Funds. The directorate will also be the Agency’s focal point on Space Policy, on which it will have a close dialogue with the Commission and the European Space Agency. It will be responsible for Market & Industry policy, including SMEs, Security of Supply, the REACH regulation, market efficiency and global aspects of the defence market. The directorate will also deal with the military dimension of the Single European Sky, with a particular emphasis on the SESAR deployment phase, as well as the Agency’s activities in the areas of Green Energy.


More information:

Donwload here the new organogram of the Agency (as of 1 January 2014) (EDA Organogram_1 January 2014)

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