Ongoing turbulent geopolitics and cybersecurity threats mean the defence sector continues to be a cornerstone of UK engineering. From warships and fighter jets to laser weapons and advanced manufacturing, defence sits right at the bleeding edge of technology development.
But what’s it like to actually work in defence? Similar to most sectors, it demands a multifaceted skillset, with core disciplines like mechanical and electrical engineering sitting alongside software skills and analytics. On some of the big ticket naval projects or future air combat programmes like Tempest, systems engineering takes on a key role, with numerous complex elements needing to be integrated.
To find out more about some of these workplace demands and what it’s like to work in defence, The Engineer spoke to senior engineers at some of the UK’s biggest players in the sector.
Meet the panel
James Orrell - Head of Engineering Projects Group at BAE Systems
Ross Wilson - VP Engineering, Radar and Advanced Targeting, Leonardo
Danny Green - VP Engineering, Thales UK
Richard Wray - UK Engineering Director at MBDA
Tom Newman - Head of Engineering (Systems & Products), Raytheon UK
Neil Young - Global Engineering Capability Director, Babcock International
What are some of the main pros and cons of working in defence?
Tom Newman: Working in the defence sector is a unique opportunity to be part of a sector that protects freedoms. Given the geopolitical climate there is an increasing demand for defence products that is helping to protect not only our armed forces but our allies. The increasing demand has meant that we are working on rapid engineering solutions that will help us solve our customer’s most complex and challenging problems. I have also found that this sector is very much multinational in nature and as such I have been fortunate enough to, in both my current and past roles, travel around the world as part my job, visiting the US, India, and many countries within Europe, supporting collaborative working on large programmes.
James Orrell: The best thing about working in defence is knowing how important the things you’re working on are; contributing to national security and providing the people serving in the armed forces with the capabilities they need. This provides a strong sense of purpose and a single unifying goal amongst both your colleagues and customers.
The problems we solve are complex, multidisciplinary and often involve novel technology, all things I enjoy as an engineer. Finally, I work in Portsmouth and seeing some of the most advanced warships in the world outside my office window is still exciting after 12 years of being here.
Neil Young: Pro – the opportunity to work in some of the biggest engineering and technically challenging projects where we know that what we are delivering, is helping us live in a safer, more secure world.
Pro- that our engineers work side by side with those on the front line, from across the forces, every single day to deliver critical equipment support on naval, air, space and land programmes.
Con – Timelines can change and extend, and projects may continue for decades – so you need stamina and resilience to deliver.
Richard Wray: One of the attractions in defence, especially at MBDA, is that you work on projects at the cutting edge of technology. Your work also comes with variety. Many roles make defence projects happen, so there is plenty to experience in your career if you want to. You also get to work with the knowledge that what you do matters. Helping our armed forces protect the freedoms and sovereignty of the UK and its allies is something we can take for granted in our everyday lives. If there is one downside, albeit a small one, it is you can’t always share the exciting stuff you are working on!
Danny Green: In a rapidly changing world, the work undertaken at Thales is broader than what is traditionally seen as defence. Across our business, the focus is on security and stability, so contributing to the security and stability of nations is obviously incredibly important for many social and economic reasons.
We provide the UK with cutting-edge capabilities to support national resilience and competitiveness on the world stage. This makes for a positively challenging working environment for everyone; we’re constantly innovating and developing new products and solutions to meet our customers’ demands. We’ve seen how new technologies such as AI are changing the landscape of our industry, so if you want to constantly challenge yourself and develop your skills, it’s a very rewarding place to work for engineers—and you are contributing to really important work.
Ross Wilson: If there was one thing I’d really like to emphasise, it’s the importance of attitude and work ethic. Whether you’re just embarking on your career, or you’re a seasoned professional looking for a career change, it’s about your response to challenges, difficulties, unforeseen elements that can emerge. The way an individual responds has a ripple effect through the whole team, so we need to make sure that the people we are bringing into the business create positive impacts above and beyond their job descriptions.
Looking across Leonardo programmes, we have cutting edge examples in radar, laser and electro optic innovation. You get the chance to apply mathematics, mechanical engineering, chemical engineering, computer science and physics with a level of depth and complexity that is quite unique in the UK. Our technology is endlessly fascinating and I get a buzz out of coming into work every day knowing that it will never be the same as the day before. We are truly pushing the limits of what is possible in engineering right now. If it wasn’t so challenging, I probably wouldn’t find it so enjoyable.
Give us an example of an exciting project your company is working on?
James Orrell: We want to ensure that the ships we support are available for the Royal Navy to use as much as possible. To help improve this we’ve developed a data science capability to analyse the data coming from the ships. This has resulted in the creation of a set of machine learning algorithms that identify anomalies with the ships’ systems that will allow us to intervene before they fail, reducing downtime due to unplanned maintenance. These techniques, as part of a wider set of human led ship inspections, are also allowing us to extend maintenance intervals, reducing planned downtime.
Ross Wilson: We have just finished a really important phase of our Dragonfire programme which is bringing generational achievements in technology into the hands of the end user. It can generate laser beams that can hit a target the size of a £1 coin from a kilometre away.
Our Global Combat Air Programme (GCAP) is at the forefront of information and data fusion, with technology that can generate a city’s worth of data in a second. In Edinburgh, we are building sensors that will provide a wide range of abilities beyond traditional radar, with all-digital technology providing the operator with an exceptionally clear view. We have already built complete sub-systems using the new technology and successfully tested them at our site in Edinburgh.
Then there is our ECRS Mk II Radar. This is a next-generation fire control radar, which will be used by RAF Typhoon pilots of the future that we are developing for integration into Typhoon. It features an innovative multi-functional array (MFA) that can perform both traditional radar functions such as search and targeting, as well as new electronic warfare tasks. This means that Eurofighter Typhoon will be able to locate and deny use of an adversary’s radar with a powerful electronic jamming attack, whilst staying beyond the reach of threats.
Tom Newman: We’re delivering Raytheon’s high-energy laser weapon system to the UK Ministry of Defence which is hugely exciting. Basically, it’s a counter-UAVs capability. Developed in response to a rapidly evolving threat landscape, it has immense strategic importance. Directed energy has long been an aim of the defence industry and we have worked tirelessly to build a robust British-based supply chain to support bringing this technology to the battlefield.
Our advanced laser integration centre in Livingston, Scotland, reinforces our commitment to the UK’s directed energy capabilities. Recently, our high energy laser weapon system made headlines as the first laser weapon to be integrated onto a British Army land vehicle to be fired in the UK.
Richard Wray: Currently, MBDA is involved in some of the most high-profile defence projects in the UK. We’re leading the industry team developing the DragonFire laser weapon (p 18, credit: MBDA) system for the Royal Navy. We’re one of the industrial partners in Team Tempest, the MOD and industry, working together on the UK’s next-generation combat air capability. We’re also working with the British Army on concepts that could deliver precision-at-range complex weapons packed with the latest technology. As a multi-national group, we also work with customers around the world, co-operating on many international projects.
Danny Green: One of the projects we’re particularly excited about at Thales UK is the Connected Reconfigurable Factory (COREF) initiative. COREF is all about transforming manufacturing by making digital technologies more accessible to companies of all sizes, especially SMEs. With support from Innovate UK, we’ve set up two Demonstrator Labs in Crawley and Belfast. These labs provide a space where companies can experiment with new technologies like machine learning, digital twins, and augmented reality in a real-world setting without the high costs and risks typically associated with such innovation.
Beyond COREF, we’re also focusing on projects that integrate advanced AI and autonomous systems to enhance the UK’s defence capabilities. This isn’t just about staying ahead technologically; it’s about ensuring that we’re prepared to meet future challenges with innovative solutions. These efforts are a key part of how we’re supporting the UK’s resilience and competitiveness, both in defence and in the broader economy.
Neil Young: As a global defence business, Babcock projects span every corner of the world. We are part of the AUKUS alliance and working in various partnerships to help develop and provide joint advanced military capabilities to promote security and stability in our territories.
T31 Frigate programme is a general-purpose naval ship that must complete a large array of missions and as such needs to be adaptable through its service life. One day it can be used to provide humanitarian support and the next it is providing submarine protection for the aircraft carrier task force.
Skynet – we manage and operate Skynet, the UK Ministry of Defence’s (MOD) military satellite communications system and ground stations, including the integration of terminals into the MOD network, ensuring they are integrated and supported.
We also deliver technical training for naval, air, land, nuclear and emergency services operations, whether it’s submariners, pilots, engineers, army personnel, drivers, operators, maintainers, officers or firefighters.
Are skills from other engineering sectors transferable to defence?
Neil Young: All engineering skills are transferable to the defence sector as the basic engineering principles are universal. The same piece of metal in a ship, submarine, bridge, building, aircraft or tank still has the same physical properties. The certification may be different by sector, such as the difference between nuclear regulations and air worthiness, but that can be taught.
Ross Wilson: One of the key messages we share in our STEM (science, technology, engineering, maths) engagement and graduate and apprenticeship programmes, is the fact that people have so many transferrable skills that are relevant to defence.
Above all, engineering technical skills are most important in being able to resolve requirements, model designs, produce prototypes, test, integration, support and the production of active functionality. These are all necessary capabilities of a strong and competent engineer. Combining this with the right attitude and leadership creates a workforce capable of delivering today and in the future.
It is important to mention that we’re not just equipping employees for today’s advanced technology, we’re giving them a grounding in really future-facing innovation that is looking decades ahead. Some of the techniques they’re engaging with mean they could help us to become first movers in areas that aren’t really being explored or even considered. For example, AI, machine learning, internet of things, synthetics, co-robotics and digital twinning.
Our technology is also transferrable to other industries, with the potential for multiple spin-offs, which are adaptable to and used in more commercial markets and this also goes for skills.
Tom Newman: The core engineering skills involved in technology development within defence are not altogether too different to other industries that develop mission critical or safety critical products. The distinction is between the regulations and standards required by each industry. But the core skills of an engineering graduate are easily transferable to defence because at the heart of it, they are learning about physics and mathematics and how to turn a problem into a solution. Soft skills that are transferable include communication, teamwork, collaboration and presentation skills. In fact, for me, soft skills are equally important to engineering career development as technical capability.
James Orrell: The defence industry is a large and diverse area, so realistically there are not many engineering sectors that don’t have transferable skills. Like a lot of other industries, we are increasingly focusing on the use of machine aearning and artificial intelligence. This is certainly a skill set we can leverage, in particular when it’s paired with a good foundation of engineering first principles and systems thinking.
Richard Wray: All of them! At MBDA, engineers account for around 70 per cent of our workforce. Their skills cover many engineering disciplines, including mechanical, manufacturing, systems, electronic, software, environmental, simulation and modelling, human factors, aerodynamics, and safety. Sectors using these engineering skills have people who can transfer to defence if they want to. Defence also needs people managers, project managers, researchers, technicians, and people to help develop the next generation of engineers. So, you can see we value soft skills as well.
Danny Green: The key for us is functional discipline skills, such as mechanical, electronics, software, integration & test. Additionally, we value skills in analysing data to inform decisions, which is vital in our industry; these are skills transferable from marketing, finance and consulting. Then there is cybersecurity; as you’ll often see on news bulletins, this is one of the main threats nations face, so we look to skills honed in healthcare, banking and telecommunications.
The picture I’m painting is about supporting national resilience through engineering, and we discuss almost every discipline and sector. I could also mention regulatory frameworks, so skills are transferable from aviation, energy, and supply chain management.
We also look to the future and the skills we will need. Our R&D development focuses on emerging technologies and trends, preparing career pathways for the future.
Do you have a grad scheme?
Richard Wray: MBDA is proud to be a leader in developing talent across its award-winning Early Careers Programmes. We have multiple grad schemes but also offer 10-month-long undergraduate and summer placements. Most grad scheme programmes take place over two years, completing four six-month work placements. Three are in their chosen specialist area. The other is to experience another part of our business. The rotation of these work placements enables our grads to grow and get real hands-on experience. We support them in challenging themselves, asking questions and building a valuable network. We also provide everything they need to reach their potential, which includes career advice, bespoke training and even the chance to earn professional qualifications.
Danny Green: Yes, we’re really proud of our engineering graduate scheme. It’s a national programme in which we place graduates in software, mechanical, electronics, and systems engineering.
The scheme runs over a three-year period. All graduates will undertake a role-specific learning pathway to fast-track their development and provide them with the skills required for the role.
In the programme’s final year, graduates undertake rotations where they experience different areas of the Thales business or, in some cases, undertake experience with industry partners or customers.
All graduates have the opportunity to undertake further formal qualifications in various fields that align to their career ambitions.
Neil Young: Yes. We have both graduate and apprenticeship schemes happening all over the world. Our graduates are encouraged to explore all the opportunities that working in a global engineering company can offer them - whether it’s satellites in space or supporting our submarine programmes. We’ve just launched our latest round of graduate opportunities at https://earlycareers.babcockinternational.com/graduates/
Ross Wilson: We offer an accelerated graduate scheme that welcomes graduates right into the heart of the business from day one, where they get the chance to work on live and challenging programmes.
I have personally benefitted from moving through the grad scheme, and I have gained exposure to diverse technical and leadership environments that have allowed me to accelerate my personal and professional growth, the majority of which was gained on-the-job in on real programmes and real product.
What makes our graduate scheme world class is the level of empowerment we give our graduates. I can think of a lot of examples of people who were relatively new to the business, who gained a fast track into some of our major programmes that allowed them to grow rapidly as engineers. If your idea is feasible and well thought out, we will give you the space you need to turn it into reality. We offer graduate roles available nationwide, from our radar technology at our Edinburgh site, to our Home of British Helicopters in Yeovil.
I can’t think of a more exciting environment for those who thrive on innovation, because many of our programmes stretch out decades into the future, so you can look towards a far horizon when you are forging new technology and I find that quite inspirational.
Tom Newman: Our Graduate Development Programme (GDP) combines a permanent job with continued professional and academic development.
We usually recruit between around 30 graduates per year across Raytheon UK. The programme sees our graduates recruited into roles e.g. engineering, project management, finance etc. Here they are given real projects to lead, learning on-the-job.
As a class, they complete GDP modules for their first two years to develop their business, network and team building skills. This prepares them for future career progression and helps them settle into working life post-university. Defining their career development journey ensures that we build the strongest foundation for their careers.
Throughout, they are supported by a robust network of mentors, buddies, and learning professionals. There’s also the opportunity to complete additional qualifications relevant to the role, such as CIMA (Finance) or CIPS (Supply Chain) and apply for future engineering charterships and even postgraduate degrees.
Having undertaken a graduate scheme myself, I can’t speak highly enough of my personal experience. It enabled me to explore different parts of the business as well as different roles within engineering. Because of this I was able to identify what I liked – and importantly, what I didn’t. Also, the grads I met on the scheme are now some of my closest friends.
James Orrell: Our Accelerate Programme develops graduates who are passionate and show great potential in their chosen field. The programme is intended to develop professional level employees who will form an important part of our workforce, and combines formal learning with real responsibility over a minimum period of 18 months. It equips individuals with the technical skills, soft-skills and experiences required to build a successful career across our business.
Intake demand is identified on a rolling basis and there are multiple entry routes throughout the year in-line with business need – January, May and September.
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