Our Annual Report showcases the highlights of our performance, strategy and results from 2024. Our latest report outlines key results, projects and the strengths and resources BAE Systems has delivered over the last year helping us to provide opportunities to create sustainable value for our stakeholders.
All numbers are correct as at 31 December 2024 and include our share of equity accounted investments.
2024 has been a year of real progress for the Group. We delivered strong operational and financial performance, grew our workforce by a net 7,600 employees and completed the acquisition of Ball Aerospace to enhance our space portfolio.
Charles Woodburn CBEChief Executive
Over the course of this year, I have been fortunate to visit many of our sites across our core markets. I am proud of the world-class products and services we create and the talent, dedication and sense of purpose of our employees is clear wherever I go.
Cressida Hogg CBEChair
Our business at a glance
At BAE Systems, we provide some of the world’s most advanced, technology-led defence, aerospace and security solutions. We are a workforce of around 107,4001 highly skilled people in more than 40 countries. Working with our customers and local partners, we develop, engineer, manufacture and support products and systems that deliver military capability, protect national security and keep critical information and infrastructure secure. We maintain leading positions in major defence and security markets around the world – including the US, UK, the Kingdom of Saudi Arabia and Australia – as well as established positions in a number of other international markets.
1 As at 31 December 2024 and including our share of equity accounted investments.
Read more on page 03 of the Annual Report.
We focus our operations across five key sectors
Electronic Systems
Electronic Systems comprises the Group’s US- and UK-based electronic solutions, including electronic warfare systems, navigation systems, electro-optical sensors, military and commercial digital engine and flight controls, precision guidance and seeker solutions, next-generation military communications systems and data links, persistent surveillance capabilities and electric drive propulsion systems, as well as space electronics, spacecraft, ground and tactical systems.
Platforms & Services
Platforms & Services, with operations in the US, Sweden and the UK, manufactures and upgrades combat vehicles, weapons and munitions, and delivers services and sustainment activities, including US naval ship repair and the management and operation of two government-owned, contractor-operated ammunition plants.
Air
Air comprises the Group’s UK‑based air build and support activities for European and international markets, US programmes, development of our Future Combat Air System and FalconWorks®, alongside our business in the Kingdom of Saudi Arabia and interests in our European joint ventures: Eurofighter and MBDA.
Maritime
Maritime comprises the Group’s UK-based maritime and land activities, including ship build and support activities, major submarine build programmes, as well as our Australian business.
Cyber & Intelligence
Cyber & Intelligence comprises the US-based Intelligence & Security business and UK-headquartered Digital Intelligence business and includes the Group’s cyber security activities for national security, central government and government enterprises.
Our business highlights
Space & Mission Systems (SMS)
After completing the acquisition of Ball Aerospace in February, we established cross-functional teams to focus on key integration steps to minimise disruptions and support employees, while maintaining our commitments to the SMS team’s existing customers and contracts.
As we proceeded through integration, we migrated the SMS employees to our business processes, systems and policies and sought best practices from both sides of the transaction to further streamline and enhance our operational efficiencies and effectiveness. To pursue future growth, we also launched a synergy framework composed of a delivery council, executive symposium and recurring workshops. These ongoing meetings seek to actively discover revenue synergy opportunities in key priority areas of space, electronic warfare, C4ISR systems, support services and more. We have already identified opportunities to leverage Electronic Systems payloads in combination with SMS mission expertise. Going forward, we will continue to focus on building a pipeline of adjacent and transformational prospects to offer new and enhanced solutions to our customers.
AUKUS
In March, the Australian Government announced that we had been selected alongside ASC Pty Ltd to deliver Australia’s new fleet of nuclear powered submarines, as part of the AUKUS trilateral security pact between the US, the UK and Australia. SSN-AUKUS will be a state-of-the-art conventionally-armed, nuclear-powered submarine (SSN) designed to leverage technology from all three nations. This will build on the UK’s next-generation SSN design and is expected to combine the strengths and innovations of each AUKUS partner into a highly capable platform. In November, we entered into a mobilisation arrangement together with ASC and the Australian Submarine Agency to work together to develop detailed plans, schedules and workforce initiatives for the Australian SSN-AUKUS build programme. These arrangements follow on from the £3.95bn we secured from the UK Ministry of Defence in 2023 to progress the detailed design of the SSN-AUKUS submarines, as well as to procure long-lead items and make significant infrastructure investments at our Barrow-in-Furness, UK, site to support the programme.
Global Combat Air Programme (GCAP)
In December, we reached an agreement with our international partners, Leonardo SpA and Japan Aircraft Industrial Enhancement Co Ltd (JAIEC), to form a new joint venture company for GCAP, subject to regulatory approvals. Each partner will hold a one-third shareholding in the new joint venture, which will be accountable for the design, development and delivery of the next-generation combat aircraft and will remain the design authority for GCAP for the life of the product, expected to go out beyond 2070. The agreement builds on the strong trilateral government, defence and industrial cooperation between the UK, Japan and Italy on GCAP since it was established in December 2022.
Our financial highlights
We have once again delivered a strong financial performance, with top-line growth and high cash conversion. Our order backlog has expanded to a record £77.8bn, positioning us well for the future.
Brad GreveChief Financial Officer
Read more in our Financial review on page 30 of the Annual Report.
We monitor the underlying financial performance of the Group using alternative performance measures (APMs). These measures are not defined in IFRS and, therefore, are considered to be non-GAAP measures. The purpose and definition of our APM’s can be found on page 220 of the Annual Report.
Sales
£28,335m
14% growth1
Underlying EBIT
£3,015m
14% growth1
Underlying EPS
68.5p
10% growth1
Free cash flow
£2,505m
£88m lower
Order intake
£33.7bn
£4.0bn decrease
Order backlog
£77.8bn
£8.0bn increase
1. Growth rates for Sales, Underlying EBIT and Underlying EPS are on a constant currency basis (i.e. current year compared with prior year translated at current year exchange rates). The comparatives have not been restated. All other growth rates and year-on-year movements are on a reported currency basis.
Our investment in technology
With the global threat environment changing so quickly, our customers need new technology in their hands as rapidly as possible. Alongside speed, they also require resilience to enemy countermeasures that can rapidly cause equipment to become obsolete in the battlespace. While we deliver technology to protect customers on the front line today, we continue to invest in pioneering R&D to prepare for tomorrow as threats evolve and become more complex. We focus this investment on three core areas: technology today; innovating for the future; and efficiency through innovation.
Read more on page 20 of the Annual Report.
Technology today
With the pace of technological developments and rapidly evolving threat landscape, a key area of our focus is innovating quickly to make a difference in the immediate and near term. In 2024, we launched a number of products that have gone from a concept to a physical demonstrator in record time, many in less than a year. Our approach to building products, using a common architecture, means we can re-use resilient software and components to accelerate our design, development and trials.
Innovating for the future
Some technologies require significant investment and human ingenuity before they are ready for use in the real world. Recognising the potential of such technologies to create game-changing military capability, together with our partners we are investing in the R&D needed now to lead to that future.
Efficiency through innovation
We are committed to delivering innovative defence technology, cost-effectively and at pace, as defence equipment becomes increasingly complex, the threat environment more dynamic and military budgets need to work harder. So, we are investing in developing solutions that save time and costs, whilst enabling greater agility for ourselves and our customers, including digital transformation and advanced manufacturing techniques.
People and communities
Our employees are a critical part of everything we do, from developing the next generation of defence and security capabilities to having a positive impact on the communities where we operate.
Investing in our people
We are working hard to build inclusive workplaces to attract, develop and retain the very best talent. Investment in our early careers training is essential as we continue to strengthen our talent pipeline to ensure we can deliver on our long-term programmes. In collaboration with our customers, we are planning for our future skills needs and providing our employees with opportunities for lifelong learning.
Our people’s safety, health and wellbeing is an enduring priority and we continue to emphasise safety training to ensure our employees are safe at work and increase awareness around health and wellbeing.
Read more on page 24 of the Annual Report.
Supporting our communities
We are committed to making a difference in our local communities and focus our efforts on areas that are aligned to our business and values, including support for our armed forces and the development of Science, Technology, Engineering and Mathematics (STEM) skills through our education outreach programmes. Our community investment activities aim to make a difference, through donations, fundraising and volunteering, working together with charitable partners to understand how our support can help to deliver the most value and generate a lasting impact.
Read more on page 28 of the Annual Report.
Responsible business
Our approach to responsible business is driven from the top down by our Chief Executive and integrated throughout the business from our strategy, our governance systems and policies, to the integrated financial planning process and business review cycles.
Climate and environment
Our decarbonisation strategy addresses our material climate-related risks, underpinning both future business resilience and delivery of capability to our customers. Our decarbonisation strategy includes:
- assessing the physical and strategic impacts of our sites and operations on our ability to achieve our near-term greenhouse gas emissions reduction target across our operations (Scope 1 and 2) by 2030;
- supporting our customers on their climate goals by developing energy efficient products and services whilst maintaining military operational advantage;
- engaging and developing the skills and capabilities of our employees to drive innovative solutions for energy management and efficiency across our operations and the product lifecycle;
- seeking to mitigate adverse environmental impacts and being good stewards of the environment in the locations where we operate;
- climate advocacy through partnering and collaborating with defence peers, through industry associations, and with academia and government to address climate and environment matters; and
- working with our local communities to support decarbonisation initiatives.
Read more on page 49 of the Annual Report.
Ethics and compliance
We are committed to ethical standards and responsible behaviour in everything we do. Our industry is among the most highly regulated of any sector.
Our global Operational Framework sets out our approach and the mandated policies, processes and standards that apply everywhere we operate. Our Code of Conduct and ‘Supplier Principles – Guidance for Responsible Business’ (Supplier Principles) outline expectations for all our employees and partners.
Read more on page 52 of the Annual Report.
Deloitte has provided independent limited assurance in accordance with the International Standard for Assurance Engagements 3000 (ISAE 3000) issued by the International Auditing and Assurance Standards Board (IAASB) over the selected metric. Deloitte’s full unqualified assurance opinion, which includes details of the selected metrics assured, can be downloaded opposite.
Case studies
Some examples of our strategy in action and projects where we’re investing in new technologies and progressing our sustainability agenda.
Meeting the demand for CV90s
Growing our Hägglunds business smartly and rapidly is a top priority and critical to profitably delivering its extensive order book, including the CV90 contracts from Sweden and Denmark worth $2.5bn (£2.0bn). Our Hägglunds team is investing more than $200m (£160m) to add capacity and scale operations, while also teaming to expand production capacity in customer countries. This approach benefits our partners’ local economies and communities and also diversifies the CV90 industrial base.
The new CV9035MkIIICs for Sweden and Denmark will be built to the same standard as the CV90 mid-life upgrades for the Netherlands, embedding years of combat‑proven experience, continuous improvements and data from the ten nations operating CV90 fleets. Beyond new facilities and infrastructure, our Hägglunds team is investing in talented people, partners and suppliers to successfully deliver the leading combat capabilities of the CV90 in a mission-driven, customer-focused culture.
Glasgow shipbuild hall
We continue to invest in our people and facilities in Glasgow to transform the way we design and build warships and help to secure the long-term future for complex shipbuilding on the River Clyde.
Our new state-of-the-art Applied Shipbuilding Academy opened in 2024, greatly enhancing our ability to develop and train our Naval Ships workforce, from new starters to senior leaders, and ensuring Scottish shipbuilding has a thriving workforce for generations to come. We also significantly advanced the construction of our new ship build hall in Govan, UK, in 2024, which is expected to be completed in 2025. Large enough for two Type 26 frigates to be constructed side-by-side and designed to accommodate up to 500 workers per shift, this new facility will boost the site’s efficiency and safety and help to ensure that adverse weather conditions do not impact our shipbuilding operations.
These investments are key elements of our ongoing £300m modernisation and digitalisation of our shipbuilding facilities in Glasgow, UK.
Autonomy on and under the sea
Small uncrewed boats are difficult to stop with conventional defences. We integrated our platform agnostic Nautomate autonomous system onto our Pacific 24 surface vessel. We trialled Nautomate on a third-party uncrewed fast interceptor craft, which can be configured to carry out a wide range of tasks, including neutralising incoming small boats using a vessel arrest system similar to a police ‘stinger’ device for stopping cars. We also trialled and demonstrated Nautomate in our extra-large autonomous underwater vehicle (XLAUV), Herne, which went from concept to in-the-water testing in less than 11 months and is the UK’s first autonomous extra-large submarine for military use. We integrated Nautomate to operate and control Herne, whilst Canadian company Cellula Robotics designed and built the physical structure of the submarine. During sea trials, Herne showed that it could follow complex navigation instructions completely autonomously. It was able to follow waypoints without human contact, giving confidence that the vessel could soon be a powerful asset for our customers. Given its potential to patrol underwater for extended periods of time, Herne is intended to be an ideal solution for monitoring and protecting critical national infrastructure, such as undersea communications lines.
Connecting and defending the digital battlespace
Digital connectivity is more important than ever. Reaction times in the modern battlespace have gone from hours to minutes and are moving towards seconds, as targets are identified, analysed and addressed. This drives the need for greater connectivity between equipment to share intelligence and allow military planners to decide on and execute a response. We are building the British Army’s next-generation deployable tactical battlefield network, Trinity, due for delivery from 2026, which will use our NetVIPR product to largely automate adding new equipment to share data. The software can be installed on almost any device with a standard processor and radio module, allowing products from multiple suppliers to be added to a network. To increase digital resilience, we are supporting the US Space Force Space Systems Command to build better, jam-resistant GPS receivers. We have already built a demonstration product, which we are now miniaturising and reducing the power requirement for use in smaller devices. Alongside our other investments into non-GPS navigation technologies, this will help provide more resilient positioning, navigation and timing services for military equipment, which is essential for precision navigation on the battlefield.
PHASA-35® with software-defined radio
Our solar-powered High Altitude Pseudo Satellite, PHASA-35, completed another successful series of flight trials in 2024, firmly establishing the Group as one of the leaders in the nascent market for stratospheric aircraft that has the potential to deliver monitoring, surveillance, communications and security applications. Flying to more than 66,000 feet and cruising in the stratosphere before successfully landing, it was ready to fly again just three days later, completing another flight as part of the trials. This demonstration of PHASA-35’s ability to be launched, flown, landed, potentially reconfigured and then relaunched again so quickly proved to be a key discriminator of the novel proposition it presents.
The aircraft also carried an operational payload for the first time, demonstrating its potential to be used for a wide range of functions, including ultra-long endurance intelligence, surveillance and reconnaissance.
A new version of the aircraft, with double the solar power generation and storage capacity, is due to fly in 2025, allowing for much longer and more complex missions.
More efficient munitions manufacturing
The global demand for artillery ammunition has rapidly increased in the last three years. NATO has a clear focus on strengthening stockpiles, meaning that munitions manufacturers need to grow production and ensure we have a robust supply chain.
In addition to investing in our UK infrastructure to substantially increase manufacturing capacity, we are developing our new Next Generation Adaptable Ammunition (NGAA), which is designed to accelerate production and improve standardisation through the use of new manufacturing technology for both metal and explosive components.
NGAA is designed to be a modular artillery product, allowing our customers to ‘mix and match’ the various components depending on their tactical requirement, such as high explosive, smoke or illumination. This would allow our customers to deliver greater operational agility from a smaller inventory of munitions, reducing cost and increasing operational effectiveness.
Building digital capability
We are preparing for the future by investing in the development of our workforce’s digital skills, with 2024 being the first full year of operations of our new Global Digital Academy. The Academy was created to enhance the digital capability of our workforce, supporting growth and innovation while equipping our people to thrive in a connected, competitive, data-rich digital world.
The Academy delivers specialist programmes in areas such as cyber, data and software and builds on key partnerships with best-in-class providers and our customers, closely aligned to major business projects and programmes. Working in conjunction with experts, we have developed digital skills curricula for generalists, specialists and leaders.
During its first year, the Academy delivered a range of digital skills to over 3,000 learners with an estimated benefit of £1.2m to the business.
As part of wider learning initiatives, we will continue to expand the delivery of our Digital Skills Academy both in the UK and internationally, supporting digital skills development at a generalist, specialist and leadership level in key areas such as cyber, data and AI.
Remembering D-Day 80 years on
The 80th anniversary of D-Day in 2024 provided all of us at BAE Systems a moment to reflect on the pivotal events in Normandy, France, which signified the beginning of the end of World War Two. We are proud to be principal sponsor of The Winston Churchill Centre for Education and Learning located at the British Normandy Memorial in France. The centre offers a space to commemorate the D-Day landings and the Battle of Normandy, helping future generations to learn about the events of 1944 and the men and women who gave so much to protect our freedoms. Our sponsorship contributed £600,000 to the construction of the centre. Other activities to mark the commemorations included inviting D-Day veterans to our facilities to see some of the military equipment we are delivering to today’s armed forces, providing transport for them to the events in Normandy, our employees volunteering on the installation of the visually impactful Standing with Giants project and our apprentices designing and building Portsmouth’s D-Day beacon.
Latest Annual Report
| Title | Download | ||
|---|---|---|---|
| 2024 annual report | PDF download | ESEF/iXBRL | ESEF XHTML with iXBRL viewer |
Legal notice
The material on the BAE Systems Annual Report 2024 webpage (the Material) relates to the year ended 31 December 2024 and is provided for general information only. The Material does not (1) form part of the BAE Systems Annual Report 2024; or (2) contain sufficient information to allow as full an understanding of the results and the state of affairs of BAE Systems plc as BAE Systems Annual Report 2024. As such this Material should not be relied upon or used as the basis for making voting or investment decisions without consulting the full BAE Systems Annual Report 2024 and other more complete or up-to-date sources of information including any of BAE Systems plc’s more recent public reports. Information relating to BAE Systems plc’s results for current and prior periods do not necessarily reflect future trends, nor do they provide indicators of results for like periods. This Material is not intended to be and shall not be deemed to be an invitation or inducement to invest in or otherwise deal in any securities of BAE Systems plc’s or in any other investment, nor to provide or constitute any advice or recommendation in connection with any investment decision, nor to constitute an offer to provide services in any jurisdiction in which BAE Systems plc’s is not permitted to do so under any applicable law or regulation.
Cautionary statement
The Material may contain certain forward-looking statements, forecasts or projections with respect to the financial condition, results of operations and businesses of BAE Systems and certain of the plans and objectives of BAE Systems with respect to these items. By their nature, forward-looking statements involve risks and uncertainties because they relate to events and depend on circumstances that will or may occur in the future and are outside the control of BAE Systems. Actual results may differ materially from those expressed in such statements depending on a variety of factors, including the principal risks discussed under “Our principal risks” on pages 58 to 65 of the BAE Systems Annual Report 2024.
Please refer to the cautionary statement in the full BAE Systems Annual Report 2024 for further information on forward-looking statements.