Presentations from 9 July 2015 Innovation Network event. For more information see: https://www.gov.uk/government/news/cde-innovation-network-event-9-july-2015-london
This document discusses the Centre for Defence Enterprise (CDE), which aims to enable the development of cost-effective military capabilities through innovative research. It provides opportunities for funding to both small- and large-scale enterprises. The CDE operates through two main routes: an enduring competition that provides £3 million annually for radical ideas, and themed competitions focused on specific military requirements. Over five and a half years, the CDE has received nearly 5,000 proposals, funded 800 projects with £44 million, and focused funding on small and medium-sized enterprises.
The Centre for Defence Enterprise (CDE) aims to fund innovative, high-risk research to enable cost-effective military capabilities. It provides 100% funding for opportunities through both enduring and themed competitions, totaling over £52 million invested in 875 funded proposals over six years. Going forward, CDE will continue networking events and advise opportunities to build social capital and access future funding.
The Centre for Defence Enterprise (CDE) aims to fund innovative, high-risk research projects through two routes: an enduring competition that provides £3 million annually for radical ideas across nine technological frameworks, and themed competitions focused on specific challenges. Over six years, CDE received over 5,000 proposals, funded 812 of them with £48.5 million, with 17% of proposals and 45% of funded projects involving small-to-medium enterprises. CDE helps connect innovators across defence and other industries through networking events on emerging technologies.
The Centre for Defence Enterprise (CDE) aims to enable innovative, high-risk research to develop cost-effective military capabilities through partnerships between the UK Ministry of Defence and industry. Over five and a half years, CDE received nearly 5,000 proposals, funded over 800 of them with £48 million, and 45% of funded proposals involved small and medium enterprises. CDE operates through an open competition model and networking events to engage innovators from academia, small businesses, and wider industry in developing technologies for military advantage.
The Centre for Defence Enterprise (CDE) aims to fund innovative, high-risk research to develop new military capabilities. It provides funding opportunities for small businesses, academics, and wider industry through both enduring and themed competitions. Over six years, CDE received over 5000 proposals and funded 858 projects with £51 million, focusing on areas like protection, lethality, and human performance. CDE will continue working to connect innovators and investors through events like the upcoming Innovation Network event on affordable space capabilities.
The Centre for Defence Enterprise (CDE) aims to fund innovative, high-risk research projects that enable cost-effective military capabilities. Over six years, CDE received over 5,000 proposals, funded 875 projects with £52 million in funding. CDE seeks proposals from small- and medium-sized enterprises, academia, and wider industry that could provide technological advantages for defence and other markets. CDE operates recurring funding competitions and works to minimize costs and barriers for innovators while maintaining transparency and regulatory compliance.
The Centre for Defence Enterprise (CDE) aims to fund innovative, high-risk research projects to develop cost-effective military capabilities. Over seven years, CDE received over 5,600 proposals, funded 931 of them totaling £57 million in investment. CDE seeks proposals from small- and medium-sized enterprises, academia, and wider industry through two routes: enduring competitions with £3 million annual funding and themed competitions focused on specific requirements. CDE operates under principles of applying innovation to develop future military capabilities through partnerships between government, industry, and investors.
The Centre for Defence Enterprise (CDE) aims to fund innovative, high-risk research to develop cost-effective military capabilities through two main routes - an enduring competition that provides £3M annually for radical ideas, and themed competitions focused on specific challenges. CDE seeks proposals from small businesses, academics and wider industry and has invested over £50M in 842 funded proposals over six years to develop technologies in areas like protection, lethality, and situational awareness. Upcoming events will provide networking and advice to innovators on opportunities like automated cyber defence responses.
This document discusses the Centre for Defence Enterprise (CDE), which aims to enable the development of cost-effective military capabilities through innovative research. It provides opportunities for funding to both small- and large-scale enterprises. The CDE operates through two main routes: an enduring competition that provides £3 million annually for radical ideas, and themed competitions focused on specific military requirements. Over five and a half years, the CDE has received nearly 5,000 proposals, funded 800 projects with £44 million, and focused funding on small and medium-sized enterprises.
The Centre for Defence Enterprise (CDE) aims to fund innovative, high-risk research to enable cost-effective military capabilities. It provides 100% funding for opportunities through both enduring and themed competitions, totaling over £52 million invested in 875 funded proposals over six years. Going forward, CDE will continue networking events and advise opportunities to build social capital and access future funding.
The Centre for Defence Enterprise (CDE) aims to fund innovative, high-risk research projects through two routes: an enduring competition that provides £3 million annually for radical ideas across nine technological frameworks, and themed competitions focused on specific challenges. Over six years, CDE received over 5,000 proposals, funded 812 of them with £48.5 million, with 17% of proposals and 45% of funded projects involving small-to-medium enterprises. CDE helps connect innovators across defence and other industries through networking events on emerging technologies.
The Centre for Defence Enterprise (CDE) aims to enable innovative, high-risk research to develop cost-effective military capabilities through partnerships between the UK Ministry of Defence and industry. Over five and a half years, CDE received nearly 5,000 proposals, funded over 800 of them with £48 million, and 45% of funded proposals involved small and medium enterprises. CDE operates through an open competition model and networking events to engage innovators from academia, small businesses, and wider industry in developing technologies for military advantage.
The Centre for Defence Enterprise (CDE) aims to fund innovative, high-risk research to develop new military capabilities. It provides funding opportunities for small businesses, academics, and wider industry through both enduring and themed competitions. Over six years, CDE received over 5000 proposals and funded 858 projects with £51 million, focusing on areas like protection, lethality, and human performance. CDE will continue working to connect innovators and investors through events like the upcoming Innovation Network event on affordable space capabilities.
The Centre for Defence Enterprise (CDE) aims to fund innovative, high-risk research projects that enable cost-effective military capabilities. Over six years, CDE received over 5,000 proposals, funded 875 projects with £52 million in funding. CDE seeks proposals from small- and medium-sized enterprises, academia, and wider industry that could provide technological advantages for defence and other markets. CDE operates recurring funding competitions and works to minimize costs and barriers for innovators while maintaining transparency and regulatory compliance.
The Centre for Defence Enterprise (CDE) aims to fund innovative, high-risk research projects to develop cost-effective military capabilities. Over seven years, CDE received over 5,600 proposals, funded 931 of them totaling £57 million in investment. CDE seeks proposals from small- and medium-sized enterprises, academia, and wider industry through two routes: enduring competitions with £3 million annual funding and themed competitions focused on specific requirements. CDE operates under principles of applying innovation to develop future military capabilities through partnerships between government, industry, and investors.
The Centre for Defence Enterprise (CDE) aims to fund innovative, high-risk research to develop cost-effective military capabilities through two main routes - an enduring competition that provides £3M annually for radical ideas, and themed competitions focused on specific challenges. CDE seeks proposals from small businesses, academics and wider industry and has invested over £50M in 842 funded proposals over six years to develop technologies in areas like protection, lethality, and situational awareness. Upcoming events will provide networking and advice to innovators on opportunities like automated cyber defence responses.
The Centre for Defence Enterprise (CDE) aims to fund innovative, high-risk research to develop cost-effective military capabilities through two routes: enduring competitions that fund £3M annually for radical ideas, and themed competitions for specific requirements. CDE has received over 5,000 proposals in its first 6 years, funding 827 with £49M, with 17% of proposals and 45% of funded projects involving small and medium enterprises. Upcoming opportunities include themed competitions on additive manufacturing and participation in Innovation Network events.
This document provides information about the Centre for Defence Enterprise (CDE) and its process for funding innovative defense research proposals. The CDE aims to fund high-risk, high-reward research that can provide military capability advantages. It receives thousands of proposals each year and funds hundreds of projects, investing over £44 million over 5 years. The CDE uses both open competitions on any topic and themed competitions focused on specific needs. The document outlines the proposal submission and assessment process, emphasizing clear, concise, evidence-based proposals that demonstrate operational relevance and potential for exploitation.
The document discusses the Centre for Defence Enterprise (CDE), which aims to fund innovative research to enable cost-effective military capabilities. CDE provides two routes for funding - an enduring competition that funds radical ideas with £3 million annually, and themed competitions that focus on specific short-term requirements. Over six years, CDE received over 5,000 proposals, funded 858 of them with £51 million, focusing on opportunities in technology, networking innovators from SMEs and academia, and minimizing participation costs.
Presentations from 8 July 2015 CDE Innovation Network event. For more information see: https://www.gov.uk/government/news/cde-innovation-network-event-with-uk-defence-solutions-centre
This document outlines the strategy and approach of the UK Defence Solutions Centre (UKDSC) to increase UK defence export sales through innovation and collaboration. The UKDSC operates in the pre-competitive space to strategically plan and develop export defence markets. Its goal is to significantly increase UK defence export sales by analyzing customer and market requirements, developing solutions through open innovation, and building partnerships. The UKDSC is creating an innovation ecosystem through challenges and competitions to attract investment, develop dual-use technologies, and scale up solutions to meet defence needs while also unlocking economic benefits. This ecosystem is modeled after private equity funding stages and aims to deliver prosperity through scalable innovation.
Making the demand side more investable 12 9 17-2Steven Fawkes
This document discusses the need to increase investment in energy efficiency to achieve climate goals and outlines approaches to make energy efficiency projects more investable. Standardization of project development and documentation through frameworks like Investor Confidence Project (ICP) can help reduce risks and transaction costs. Initiatives like ICP and DEEP aim to build capacity for underwriting energy efficiency projects and provide data on project performance. The EEFIG Underwriting Toolkit also assists financial institutions in evaluating energy efficiency investments and analyzing associated risks. Together, these efforts around standardization, data collection, and risk analysis can help scale up investment in demand side technologies like energy efficiency that will be crucial for future electricity systems.
Presentations from 8 July 2015 CDE Innovation Network event. For more information see: https://www.gov.uk/government/news/cde-innovation-network-event-with-uk-defence-solutions-centre
DENEFF keynote - Assembling the jigsaw of energy efficiency financing. Steven...Steven Fawkes
The document discusses barriers to developing a robust energy efficiency financing market in Europe. It notes that while the potential benefits of energy efficiency are recognized, the market remains underdeveloped due to a lack of standardization, small project sizes, and few sources of financing. It argues that building capacity across the entire value chain, including the demand side, financial institutions, and supply side, is needed. Standardized tools and protocols for measurement and verification could help overcome barriers by streamlining transactions and enabling aggregation of projects. A healthy market would have standardized products, skills, tools for quantifying savings, and multiple sources of mainstream and large-scale financing.
Presented at the 4th Global Infrastructure Basel Summit 21 & 22 May 2014.
Read more about the world leading platform for Sustainable Infrastructure Finance at www.gib-foundation.org.
Next Summit: 27 & 28 May 2015 in Switzerland
Presented at the 4th Global Infrastructure Basel Summit 21 & 22 May 2014.
Read more about the world leading platform for Sustainable Infrastructure Finance at www.gib-foundation.org.
Next Summit: 27 & 28 May 2015 in Switzerland
Presented at the 4th Global Infrastructure Basel Summit 21 & 22 May 2014.
Read more about the world leading platform for Sustainable Infrastructure Finance at www.gib-foundation.org.
Next Summit: 27 & 28 May 2015 in Switzerland
Presented at the 4th Global Infrastructure Basel Summit 21 & 22 May 2014. Read more at www.gib-foundation.org.
Next Summit: 27 & 28 May 2015 in Switzerland
Presented at the 4th Global Infrastructure Basel Summit 21 & 22 May 2014.
Read more about the world leading platform for Sustainable Infrastructure Finance at www.gib-foundation.org.
Next Summit: 27 & 28 May 2015 in Switzerland
Presented at the 4th Global Infrastructure Basel Summit 21 & 22 May 2014.
Read more about the world leading platform for Sustainable Infrastructure Finance at www.gib-foundation.org.
Next Summit: 27 & 28 May 2015 in Switzerland
Presented at the 4th Global Infrastructure Basel Summit 21 & 22 May 2014.
Read more about the world leading platform for Sustainable Infrastructure Finance at www.gib-foundation.org.
Next Summit: 27 & 28 May 2015 in Switzerland
The document summarizes a board presentation made to a large UK life insurance firm about technology futures. It outlines major trends in socioeconomics, regulation, and technology that will impact the industry. It discusses developing a strategic vision for IT evolution, improving IT and business alignment, enhancing customer management, and establishing an enterprise architecture. The presentation concludes by recommending the insurance firm establish a clear long-term vision, develop necessary capabilities, foster a culture of follow-through, overcome inertia to innovation, and learn to cut losses when needed.
The document introduces the Centre for Defence Enterprise (CDE) and its aim to foster innovation through enduring competition. It discusses two routes for funding - enduring and themed competitions. The enduring competition provides £3M annually for radical innovation in enduring challenges like situational awareness, power and energy, and human performance. Themed competitions focus funding around specific challenges within set timeframes and budgets. Recent themed competitions provided funding around challenges in security, autonomy, synthetic biology, and more.
The Centre for Defence Enterprise holds Innovation Networking Events to brief attendees on upcoming defense technology competitions. This event highlighted two new themed competitions on using multiple drones together ("Many drones make light work") and autonomous assessment of hazardous scenes. It also provided updates on CDE's activities like its enduring competition and past themed competitions that have received over 1,000 proposals and invested £75 million in innovative defense research since 2008.
Evolution of cyber threats and the development of new security architectureEY
EY presented at the 22 World Petroleum Congress, focusing on the current cyber threats for oil and gas companies, the impact of new security architecture and the rise of IIOT.
The Centre for Defence Enterprise (CDE) aims to fund innovative, high-risk research to develop cost-effective military capabilities through two routes: enduring competitions that fund £3M annually for radical ideas, and themed competitions for specific requirements. CDE has received over 5,000 proposals in its first 6 years, funding 827 with £49M, with 17% of proposals and 45% of funded projects involving small and medium enterprises. Upcoming opportunities include themed competitions on additive manufacturing and participation in Innovation Network events.
This document provides information about the Centre for Defence Enterprise (CDE) and its process for funding innovative defense research proposals. The CDE aims to fund high-risk, high-reward research that can provide military capability advantages. It receives thousands of proposals each year and funds hundreds of projects, investing over £44 million over 5 years. The CDE uses both open competitions on any topic and themed competitions focused on specific needs. The document outlines the proposal submission and assessment process, emphasizing clear, concise, evidence-based proposals that demonstrate operational relevance and potential for exploitation.
The document discusses the Centre for Defence Enterprise (CDE), which aims to fund innovative research to enable cost-effective military capabilities. CDE provides two routes for funding - an enduring competition that funds radical ideas with £3 million annually, and themed competitions that focus on specific short-term requirements. Over six years, CDE received over 5,000 proposals, funded 858 of them with £51 million, focusing on opportunities in technology, networking innovators from SMEs and academia, and minimizing participation costs.
Presentations from 8 July 2015 CDE Innovation Network event. For more information see: https://www.gov.uk/government/news/cde-innovation-network-event-with-uk-defence-solutions-centre
This document outlines the strategy and approach of the UK Defence Solutions Centre (UKDSC) to increase UK defence export sales through innovation and collaboration. The UKDSC operates in the pre-competitive space to strategically plan and develop export defence markets. Its goal is to significantly increase UK defence export sales by analyzing customer and market requirements, developing solutions through open innovation, and building partnerships. The UKDSC is creating an innovation ecosystem through challenges and competitions to attract investment, develop dual-use technologies, and scale up solutions to meet defence needs while also unlocking economic benefits. This ecosystem is modeled after private equity funding stages and aims to deliver prosperity through scalable innovation.
Making the demand side more investable 12 9 17-2Steven Fawkes
This document discusses the need to increase investment in energy efficiency to achieve climate goals and outlines approaches to make energy efficiency projects more investable. Standardization of project development and documentation through frameworks like Investor Confidence Project (ICP) can help reduce risks and transaction costs. Initiatives like ICP and DEEP aim to build capacity for underwriting energy efficiency projects and provide data on project performance. The EEFIG Underwriting Toolkit also assists financial institutions in evaluating energy efficiency investments and analyzing associated risks. Together, these efforts around standardization, data collection, and risk analysis can help scale up investment in demand side technologies like energy efficiency that will be crucial for future electricity systems.
Presentations from 8 July 2015 CDE Innovation Network event. For more information see: https://www.gov.uk/government/news/cde-innovation-network-event-with-uk-defence-solutions-centre
DENEFF keynote - Assembling the jigsaw of energy efficiency financing. Steven...Steven Fawkes
The document discusses barriers to developing a robust energy efficiency financing market in Europe. It notes that while the potential benefits of energy efficiency are recognized, the market remains underdeveloped due to a lack of standardization, small project sizes, and few sources of financing. It argues that building capacity across the entire value chain, including the demand side, financial institutions, and supply side, is needed. Standardized tools and protocols for measurement and verification could help overcome barriers by streamlining transactions and enabling aggregation of projects. A healthy market would have standardized products, skills, tools for quantifying savings, and multiple sources of mainstream and large-scale financing.
Presented at the 4th Global Infrastructure Basel Summit 21 & 22 May 2014.
Read more about the world leading platform for Sustainable Infrastructure Finance at www.gib-foundation.org.
Next Summit: 27 & 28 May 2015 in Switzerland
Presented at the 4th Global Infrastructure Basel Summit 21 & 22 May 2014.
Read more about the world leading platform for Sustainable Infrastructure Finance at www.gib-foundation.org.
Next Summit: 27 & 28 May 2015 in Switzerland
Presented at the 4th Global Infrastructure Basel Summit 21 & 22 May 2014.
Read more about the world leading platform for Sustainable Infrastructure Finance at www.gib-foundation.org.
Next Summit: 27 & 28 May 2015 in Switzerland
Presented at the 4th Global Infrastructure Basel Summit 21 & 22 May 2014. Read more at www.gib-foundation.org.
Next Summit: 27 & 28 May 2015 in Switzerland
Presented at the 4th Global Infrastructure Basel Summit 21 & 22 May 2014.
Read more about the world leading platform for Sustainable Infrastructure Finance at www.gib-foundation.org.
Next Summit: 27 & 28 May 2015 in Switzerland
Presented at the 4th Global Infrastructure Basel Summit 21 & 22 May 2014.
Read more about the world leading platform for Sustainable Infrastructure Finance at www.gib-foundation.org.
Next Summit: 27 & 28 May 2015 in Switzerland
Presented at the 4th Global Infrastructure Basel Summit 21 & 22 May 2014.
Read more about the world leading platform for Sustainable Infrastructure Finance at www.gib-foundation.org.
Next Summit: 27 & 28 May 2015 in Switzerland
The document summarizes a board presentation made to a large UK life insurance firm about technology futures. It outlines major trends in socioeconomics, regulation, and technology that will impact the industry. It discusses developing a strategic vision for IT evolution, improving IT and business alignment, enhancing customer management, and establishing an enterprise architecture. The presentation concludes by recommending the insurance firm establish a clear long-term vision, develop necessary capabilities, foster a culture of follow-through, overcome inertia to innovation, and learn to cut losses when needed.
The document introduces the Centre for Defence Enterprise (CDE) and its aim to foster innovation through enduring competition. It discusses two routes for funding - enduring and themed competitions. The enduring competition provides £3M annually for radical innovation in enduring challenges like situational awareness, power and energy, and human performance. Themed competitions focus funding around specific challenges within set timeframes and budgets. Recent themed competitions provided funding around challenges in security, autonomy, synthetic biology, and more.
The Centre for Defence Enterprise holds Innovation Networking Events to brief attendees on upcoming defense technology competitions. This event highlighted two new themed competitions on using multiple drones together ("Many drones make light work") and autonomous assessment of hazardous scenes. It also provided updates on CDE's activities like its enduring competition and past themed competitions that have received over 1,000 proposals and invested £75 million in innovative defense research since 2008.
Evolution of cyber threats and the development of new security architectureEY
EY presented at the 22 World Petroleum Congress, focusing on the current cyber threats for oil and gas companies, the impact of new security architecture and the rise of IIOT.
This document discusses open innovation tools and methods used by yet2.com, a global leader in intellectual property licensing. It provides an overview of yet2.com's services including technology acquisition, licensing, and identification. It then discusses best practices for organizational groundwork, identifying technology needs, evaluating potential solutions, and getting started with open innovation pilots. Key aspects that contribute to successful deals and partnerships are also outlined.
Launch of the Accelerator Enduring Challenge Competition
26 January 2017, Chelsea Harbour Hotel, London UK
Includes
- Introduction to the Defence and Security Accelerator
- What's the difference between CDE and the Accelerator
- How the Accelerator will stimulate small and medium size enterprise.
The Defence and Security Accelerator is an innovation network established in 2016 to find and exploit innovations that support UK defence and security. It provides multiple entry points for innovators, including open calls and themed competitions. It offers a simple application process, funding for successful proposals, and support to help bring ideas to UK defence and security customers. Recent themed competitions have focused on areas like autonomous resupply, human-information relationships, battery power alternatives, and aviation security.
Sustainability and ecodesign are key issues for the design sector in Wales. There are barriers like a lack of control over design briefs and access to useful sustainability information. Enablers could include knowledge exchange networks, clear market signals through pricing and legislation, and procurement processes supportive of small businesses. This project aims to create a knowledge exchange network on ecodesign over 18 months to help professional design sectors implement ecodesign practices.
The document discusses the cyber threat landscape and the Defence Cyber Protection Partnership (DCPP) which aims to improve cyber security in the defence sector through information sharing, defining security standards, and raising supply chain awareness. The DCPP uses a proportionate security model involving risk assessment and assurance questionnaires to determine appropriate security requirements for contracts. Pilot programs are being used to test the process and identify any issues. The document provides resources for further cyber security advice, including government websites and industry associations.
Presentations from 8 July 2015 CDE Innovation Network event. For more information see: https://www.gov.uk/government/news/cde-innovation-network-event-with-uk-defence-solutions-centre
Financing the Transition to a Net-Zero Future: Manuela Fulga - WEFOECD Environment
"Challenges and best practices in financing to accelerate industry decarbonisation", OECD Series of Webinars on low carbon hydrogen and industry decarbonisation, 14 June 2023
1) The document discusses using autonomy and big data to enhance military capabilities. It describes how military platforms could use prior environmental data to achieve greater autonomy.
2) Several challenges for military applications were identified, including operating in GPS-denied environments and dealing with threats. The discussion focused on acquiring and processing environmental data for autonomous vehicles.
3) Two specific challenges were outlined: sourcing big data in difficult, hostile environments with limited resources; and validating data from multiple sources that may be trusted, classified, unvalidated or open/ambiguous. Transforming intelligence using big data is seen as important for the future.
This document summarizes information about public sector procurement for small businesses. It outlines what procurement is, the scale of public sector spending, typical procurement processes, barriers small businesses face, recent changes to be more inclusive of small businesses, and next steps for getting started in public sector contracting. The key points are that public procurement involves over £175 billion in annual spending, processes are governed by EU and UK regulations, and barriers have been high for small businesses but recent reforms aim to lower barriers and increase small business participation.
The first brochure for SMi Group's 3rd annual Oil & Gas Cyber Security conference & exhibition is here. Don't miss the Early Bird deadline and contact Alia Malick if you want to get involved.
There is a need for more security innovation to help private sector and government agencies keep up with evolving cyber threats. However, much useful security research fails to make it to market due to challenges in the technology transfer process. OrbisIP aims to strengthen the innovation pipeline by facilitating partnerships between researchers and industry to help innovative security technologies reach commercialization. They do this through activities like scouting for promising security IP, assessing technologies, and helping universities commercialize their research.
CDE provides funding opportunities through competitions to support technology innovation in defence and security. It aims to engage innovators from academia and industry, including SMEs, and funds projects from early research through development and commercialization. Since 2008, CDE has funded over 1000 proposals with £72.6 million, with a 17% success rate. Interested parties can get involved by visiting the CDE website or social media channels.
This document discusses critical information infrastructure protection (CIIP) and the threats and challenges for developing countries. It outlines that CIIs like telecommunications, power, and water systems are essential to modern economies. Ensuring the confidentiality, integrity, and availability of these systems is important. Developing countries face challenges like limited financial resources, technical complexity, and lack of relevant policies and legal frameworks for CIIP. Cooperation and information sharing between stakeholders is key to addressing these challenges and deploying effective CIIP.
Similar to 9 July 2015: Introduction to the Centre for Defence Enterprise (20)
The Department for International Trade helps UK businesses export, especially in the defense, security, and cybersecurity sectors. It works with these industries and other government departments to promote UK capabilities abroad, build relationships with overseas buyers, and support key export opportunities. The DIT also led a strategy exercise with industry to define how the UK government will support the security sector in exporting from 2019-2024. This new strategy focuses on using all of the UK government's capabilities to help companies export in a collaborative way.
The document summarizes research and development efforts in the UK fire service. It describes the national structure which includes a national lead, regional leads across 11 regions, and support from 50 UK fire and rescue services. It works closely with various partners from government, industry, academia, and other emergency services. The approach covers fundamental, industrial, and capability development research. Key partners include various government defense and security organizations, universities, the fire industry association, and international partners through IFAFRI. It conducts surveys to identify emerging research needs and aims to map out fire and rescue related research. Future plans include more horizon scanning, capability analysis, and challenges to access science and technology assets.
The document discusses experiences working with DASA (Defense Aviation Security Agency) and outlines their vision for future aviation security solutions. The vision is to deliver transformational change in aviation security through innovative science and technology, improving ability to prevent terrorist attacks on planes while enhancing passenger experience and benefitting the aviation industry.
DASA Innovation Partner, Tony Collins, discusses International Outreach.
DASA Senior Exploitation Manager, Eleanor Rice, discusses exploitation of innovation.
DASA Access to Mentoring and Finance Lead, Alan Scrase, discusses how his support will add value
The Bank of England is seeking novel security features for future banknote generations to aid authentication by the public and retailers. The features should be difficult to counterfeit, intuitive to use, easy to communicate and educate about, durable, compatible with high-volume printing, and integrated into designs. The Bank has moved to polymer notes to address counterfeiting threats from advancing print technologies. It manages counterfeiting through secure designs, quality control, education, cash machine regulation, and law enforcement cooperation.
This document summarizes a presentation given to the Defence and Security Accelerator about Blue Bear's journey working with the Accelerator. The presentation discusses Blue Bear's project on open architectures for air-land interoperability and last mile resupply. It proposes a 6-month project to demonstrate autonomous airborne resupply for soldiers using unmanned aerial vehicles and open software architectures. It then outlines Blue Bear and its partners' experience working with the Accelerator, emphasizing the importance of attending launch events, engaging with stakeholders, and clearly writing proposals that solve problems and clarify exploitation pathways.
This document discusses challenges and opportunities in defense innovation. It outlines many technology areas that could be improved, such as robotics, autonomy, cybersecurity, and artificial intelligence. It also summarizes recent defense innovation competitions and their results. The document encourages collaboration between government, academia and industry to address defense problems through innovative solutions.
The document provides guidance on creating proposals for the Defence and Security Accelerator Innovation network event. It outlines that proposals should include details about the innovation idea, its relevance to defence and security, a proposed work plan, and exploitation strategy. It notes that technology readiness levels will be used to measure maturity. The document also describes the assessment criteria for proposals, which includes impact, likelihood of exploitation, advancing innovation, quality, and level of challenge.
The document summarizes an innovation network event hosted by the Defence and Security Accelerator to launch a competition called "Improving Crowd Resilience". The event provided an overview of the competition which seeks innovative solutions that can use crowds to detect explosive and weapon threats in public spaces. Specifically, it challenges participants to develop technologies or methods that can 1) detect crowds' conscious and subconscious reactions to threats, 2) train the public to spot threats, or 3) enable crowds to report potential threats. Representatives from the Accelerator and Home Office discussed the goals and scope of the competition, emphasized their interest in multi-layered approaches, and took questions from attendees.
The document discusses challenges with rapidly integrating new sensors for military use. It describes how sensors currently have different data formats and standards, making integration difficult. It proposes developing common preprocessing and postprocessing functions, as well as an open architecture algorithm repository, to allow automated integration and fusion of data from various sensors. This would help overcome issues around scalability and real-time performance when exploiting sensor data for military operations.
This document discusses potential applications of synthetic biology for developing novel transparent materials and adhesives/interlayer materials. It notes that new materials could help address issues like moisture degradation, delamination, and reducing costs. The document outlines challenges with current materials and desirable properties for new solutions. It provides details on a competition seeking proposals for using synthetic biology to create novel transparent materials or adhesives/interlayers, noting what is and isn't desired in submissions. Overall the document scopes opportunities for synthetic biology to enhance transparent materials for defense applications.
The document discusses utilizing synthetic biology to develop novel transparent materials for defence applications such as transparent armor. It describes two challenges for a competition: 1) producing and characterizing novel transparent materials, and 2) developing adhesives and interlayer materials compatible with transparent armor. Currently, transparent armor has poor ballistic performance compared to opaque armor and is expensive due to specialized materials and processing required. Synthetic biology may be able to create new transparent composite materials inspired by biology with enhanced properties for armor applications.
The document discusses the limitations of battery power for small autonomous robots and soldiers. While smaller robots are safer and more practical for defense applications, current battery technology only allows for an hour or two of operation, which is not enough. Batteries are also limited in their energy density and unlikely to improve much in the next 10-20 years. The document proposes potential alternative power solutions that could be explored, such as photovoltaic energy capture from flames, novel engine/generator combinations, or single-use power sources that last a day or two before recycling. It concludes that long-endurance power sources for smaller robots present an opportunity for defense applications if technical challenges can be addressed.
The document discusses the limitations of battery power for small autonomous robots and soldiers. While small robots are attractive for defense applications like reconnaissance and patrolling, battery technology cannot provide enough energy density for more than an hour or two of operation. Fuel cells and generators are not feasible options at small scales either. However, the document suggests some potential solutions being explored, such as photovoltaic energy capture from flames, novel engine/generator combinations, or single-use power sources that could operate for a day before recycling. The goal is to develop alternative power sources that would enable the widespread use of smaller autonomous robots in defense applications.
An introduction to the themed competition and an overview of how it would be applied in a military setting. Presentation first shown on 1 December 2016.
Introduction to innovation and network event hosted by the Centre for Defence Enterprise. This presentation outlines CDE's role and signposts the future direction of the project.
This document discusses screening methods and technologies for hold baggage and cargo at airports. It outlines the threat materials that screening aims to detect, which does not include firearms, ammunition, or knives. Various screening methods are described, including canine screening, X-ray systems, explosive detection systems, hand searches, and trace detection. A multi-level screening process is outlined. The document also discusses screening capabilities for cargo, including X-ray, explosive detection systems, hand searches, metal detection, explosive trace detection, and explosive detection dogs. It notes technologies being developed and requirements for improving cargo screening. Important dates for a competition on new screening technologies are provided.
Infrastructure Challenges in Scaling RAG with Custom AI modelsZilliz
Building Retrieval-Augmented Generation (RAG) systems with open-source and custom AI models is a complex task. This talk explores the challenges in productionizing RAG systems, including retrieval performance, response synthesis, and evaluation. We’ll discuss how to leverage open-source models like text embeddings, language models, and custom fine-tuned models to enhance RAG performance. Additionally, we’ll cover how BentoML can help orchestrate and scale these AI components efficiently, ensuring seamless deployment and management of RAG systems in the cloud.
Essentials of Automations: The Art of Triggers and Actions in FMESafe Software
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6. CDE directive
Prove the value of innovative,
high-risk, high-potential-benefit
research to enable
development of cost-effective
military capability advantage
Defence White Paper – National Security Through Technology Feb 2012
7. First point of contact
‘CDE remains our first point of
contact for those who wish to
submit a research idea to the
MOD.’
Defence White Paper – National Security Through Technology Feb 2012
23. Current competitions
Theme Value*
Open source big data insight £2.25M
Persistent surveillance from the air £2.25M
Agile, immersive training £2.25M
‘What's inside that building?’ £1.15M
Understand and interact with cyberspace £1.00M
*Value displayed is the total competition funding available for phase 1 and phase 2.
See competition documents for more detail
Why CDE?
MOD not taking advantage of innovation within industry and academia.
Specifically within SMEs, academic spinouts and from markets other than defence
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Military capability.
This is what today is all about.
Simply because Innovation = military advantage.
Persistent advantage.
You are all looking to make a contribution to the UK Armed Forces.
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To:
Source the best technology and innovation from the
Best providers from wherever they are
No barriers to engagement
Previously military R&D = ‘cutting edge’ of technology development
Now other markets drive pace of technological development / change that individual Defence Ministries cannot hope to control or compete with.
Growing sophistication of non-Defence market driven technologies presents a threat.
Threat that adversaries can match (or surpass) expensively developed existing Defence capabilities with relatively cheap ‘off the shelf’ items.
In terms of OPPORTUNITY, Defence can benefit from utilising innovations whose development has been financed in non-Defence markets.
‘Black Hornet’ nano-unmanned aerial system now being deployed by UK Armed Forces
Technologies developed from non-Defence markets, such as mobile phone camera and battery technologies.
Made it possible to develop advanced flying platforms that weigh just a few grams.
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In 2012 the game changed for CDE – progress had been visible and the initial experiment was deemed a success.
The Defence White Paper - National Security Through Technology: repeatedly used CDE as a positive example of innovation management and formally tasked CDE.
This is what CDE is charged with delivering.
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‘CDE remains our first point of contact for those who wish to submit a research idea to the MOD.’
We had become the approachable face of MOD.
Outside the wire and visible. Events such as this reinforce that fact.
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Whitepaper:
Expanding CDE into security market as an efficient means to access innovation.
Providing more market opportunity for the CDE audience.
Held competitions on behalf of the security agencies and more to come soon.
Developing a competition with GCHQ that will be released shortly.
And in discussion with other security agencies.
Not surprising given the overlap in technologies of use to both markets.
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The White Paper also charged with seeking ways to provide more support to SMEs in:
Understanding how MOD operates
Development of routes to market for potential defence and security products
Enhance exploitation mechanisms with our suppliers and investors
Ensuring SMEs are not disadvantaged
CDE = SME champion in MOD and security..
Support to SMEs drove the development of the principles that CDE operates under.
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The most difficult aspect of what CDE is charged to address.
The development of routes to market - The ‘valley of death’ within the innovation pathway.
CDE’s contribution to the UK growth agenda.
How?
Via networking events such as these. Encouraging collaboration. Marketplace events. Nurturing through Phase 2 funding. Introduction to investors.
Established Defence players and other markets.
The themed competitions being briefed today are key to this.
UK Defence industry, DGP , UKDSC
2D3 story – yesterday at the Dstl industry day
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Five key operating principles underpin the CDE model
CDE has survived the ‘difficult early years’ that affect all disruptive innovative small businesses…….
We’re 7 years old, and I put that longevity down to the consistent application (day by day) of five key operating principles…..
CDE is all about engaging innovators.
And that’s not just potential bidders from small companies and academia, but it’s bringing those people together with big players in the defence industry and MOD and Military experts.
We want the best ideas that successfully complete an initial proof-of-concept package of work, to go on to further development and future exploitation to realise their potential capability benefit.
The second principle is that we set out to provide fair, equitable, and accessible funding opportunities for all potential innovation providers
CDE competitions are run on a ‘level playing field’ basis
All participants are treated equally and provided with an identical level of information throughout the process
Successful proposals are 100% funded with average contract values of around £70k; this is deliberate; it enables contribution from even the smallest suppliers
CDE competitions provide on-going opportunity for bidders
On average, we’ve launched an individual research competition once every THREE weeks in the past year
The fourth principle of CDE is to minimise the participation costs faced by potential innovation providers to the lowest practicable level.
It’s the same bidding process, the same assessment criteria, the same contracting terms and conditions across ALL CDE competitions.
It’s a one-off investment in understanding the ‘rules of the game’.
That’s important as we want to keep innovators’ bidding costs as low as we possibly can.
Underpinning those 5 operating principles is our benevolent stance on Intellectual Property. Under CDE’s standard contract – called DEFCON 705 – you, the bidders, retain all of the background and foreground IP associated with your innovation.
We, MOD, retain a ‘right of use for defence’ over the foreground IP. But you need to understand what that means and bcome familiar with Defcon705. talk to commercial.
This enables you to exploit your IP generated from the work done via the CDE contract in not only the defence market but also wider markets outside of defence and security.
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Championing an innovation network for defence and security
The event today is part of that.
Engaging with innovators. Offering value beyond simply the competitions.
An opportunity to network with MOD and the established defence industry, to seek out opportunities to collaborate.
Also collaboration with each other too.
Minimise the cost of participation – same process, same terms and conditions
Maximise benefit to successful bidders
A route to market
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Funding opportunities – we never offer an opportunity without having funding available.
Always 100% funding of successful proposals . No need to match funding
CDE offers:
Awareness of challenges and need.
This is still a fair, equitable, and accessible funding opportunity for all potential innovation providers.
CDE competitions are run on a ‘level playing field’ basis
All participants are treated equally and provided with an identical level of information throughout the process
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Defcon 705
Benevolent stance
Proposer retains ownership of the foreground IP generated
Rights of use
Exploit IP into other markets
As I already mentioned, this competition will use CDE’s standard contract terms and conditions. For intellectual property this is called DEFCON 705. It means that you, the bidders, retain all of the background and foreground IP associated with your innovation.
We, MOD, retain a ‘right of use for defence’ over the foreground IP. But you need to understand what that means and become familiar with Defcon705. talk to commercial.
This enables you to exploit your IP generated from the work done via the CDE contract in not only the defence market but also wider markets outside of defence and security.
DSC have no automatic rights of use. You are able to discuss your projects with them if you choose to, and these conversations are covered by an NDA.
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CDE is unusual in that it is a government team charged with taking risk.
Especially with the enduring challenge competition that I will talk about in a moment.
We still like a winning hand!
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Regulated
Transparent
Auditable
This CDE themed competition complies with all relevant Government regulations and wider policy initiatives.
SBRI compliant. Competitions advertised on Innovate UK website. SBRI are here today.
Most importantly, that’s about ensuring that our competitions are run in a regulated and transparent manner.
This CDE enduring challenge and themed competition complies with all relevant Government regulations and wider policy initiatives.
Most importantly, that’s about ensuring that our competitions are run in a regulated and transparent manner.
Maintaining at innovative business model, and stance, that permit delivery against extant government policy, such as SBRI, and the rapidly respond to changes in policy.
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This graphic tries to illustrate the CDE business model for managing innovation.
Small project values, Large number of projects, High risk / high potential benefit
Fund ~150 projects a year
Produce an initial evidence base to justify additional investment
Evidence unlocks further Defence Science and Technology Programme investment
Investors + established industry and other sources
Core programme:
Large project values, Small number of projects, Lower risk / defined benefit
We set out to fund many projects (~150 per year). Typically each are relatively low financial value (~£70 - 100k). Most are deliberately ‘high risk’.
We’re prepared for failure of individual projects BUT we want to FAIL FAST and FAIL CHEAP.
The projects fund just enough work to produce an initial evidence base to justify additional investment.
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CDE offers two routes to funding
Both operate at the UNCLASSIFIED level. Now termed OFFICIAL
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The Defence Enduring Challenge Competition is the cornerstone of CDE.
A budget reserved for the most of exceptional ideas.
That should set the context as to the kind of responses we are looking for into the Enduring Competition process. It’s the things we just haven’t thought about; those things that really do come out of the left field.
It’s for those radical innovations that could fundamentally change the way we do business in Defence.
Often it’s a great route for those that are new to Defence. As ‘outsiders’ often bring a new, fresh perspective that hasn’t been seen before.
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Previously called the Open Competition but modified on feedback from proposers.
Too ‘open’, offering unlimited possibilities
The competition need to be bounded but not bounded to offer some direct as to what was needed.
In response we developed set of 9 enduring challenges to form a framework or taxonomy for guiding thoughts and actions. And submissions.
Enduring challenges to the military that have stood the test of time.
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Human performance (physical and mental, systems interface, survivability, sustainment, training, medical)
Lethality (weapons -conventional, novel, directed energy, defence, less-than-lethal)
Protection (Personnel, platforms, facilities, digital systems, materials)
Mobility (platforms [air, land, sea, space, human])
Lower cost of ownership (platforms, equipment, facilities)
Explained more on our website.
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Themed competitions programme is distinctly different to the Enduring Challenge competition.
Themed competitions are borne out of our existing MOD research programme.
They are characterised by boundaries; a bounded set of challenges; a bounded budget that you can bid into; and a bounded response timeframe for the competition, unlike the enduring challenge competition.
More opportunity.
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Themed competitions programme is distinctly different to the Enduring Challenge competition.
Provides ongoing opportunities for innovators.
Themed competitions are borne out of our existing MOD research programme.
They are characterised by boundaries; a bounded set of challenges; a bounded budget that you can bid into; and a bounded response timeframe for the competition, unlike the enduring challenge competition.
More opportunity.
Competition Phase 1 Phase 2
Open source big data insight 0.25 2.00 2.25
Persistent surveillance from the air 1.00 1.25 2.25
Agile immersive training 1.00 1.25 2.25
What's inside that building? 0.65 0.50 1.15
Understand and interact with cyberspace 0.50 0.50 1.00
Totals 3.40 5.50 8.90
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Only one route to submit your research proposal to us CDE online Portal
Keep overheads low – for you and us
Allows us to control the distribution of your proposals
It’s an important control measure because we take our reputation as a ‘trusted guardian’ of supplier IP very seriously indeed.
The reason we use this one route for all competitions is that it keeps overheads low. For us and for you. We know that the current Portal could be better, and we are working on that.
Another important, and often missed, point about the Portal is that it allows for controlled distribution of you research proposal around our network of assessors within MOD, and for this competition, DSC.
It allows very tight control over who gets to see your bids.
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CDE is 7 years old.
How has CDE performed?
CDE is 7 years old.
How has CDE performed?
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Over 13% and over 19% = 17% rounded up!!
SME 42.9
Academia 26.5
Industry 28.5
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5023 proposals received
857 proposals funded
17% of proposals funded
£51M invested
23% funded with academia
44% funded with SMEs
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Consistent over the years but big increase this year
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The future for CDE.
Social capital
More opportunities – themed competitions – DSC and GCHQ
More networking opportunities
Follow-on funding. Explain Phase 2 pilot.
Portal 2 – we have representatives here today (identified by the watermelon-coloured lanyards!) from the company who are working on a new online submissions portal for CDE. They’d like to talk to you today about what you want and need from the new portal, so please have a chat to them if you can. They’ll be available in and around the networking Hub all day.
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CDE Innovation Network events.
Advice
Opportunity
Networking
Single event offering the full range of CDE activities and events to potential bidders from SMEs and academia – and more.
Modular – build the day to suit you.
CDE and themed competition briefings and face-to-face ‘surgery’-style meetings
Emphasis on networking, information and demonstrations of previously successful CDE projects
background talks to inspire submissions to the enduring challenge competition,
CDE workshops on how to create an effective proposal on the Portal.
Our next Innovation network events are also both in London, and we have 2 events together over 2 days.
First is on Wednesday 8 July and is in association with the UK Defence Solutions Centre. Two themed competitions will be presented on ‘persistent surveillance from the air’ and ‘agile, immersive mission training’. Each of these competitions has up to £1 million for phase 1 and at least £1.25 million for phase 2.
The second event is on Thursday 9 July and another 2 themed competitions will be briefed: one on ‘understanding and interacting with cyberspace’ and the other called ‘what’s inside that building?’.
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You can always keep up to date on our website. Here you can sign up for alerts so you don’t miss out on any future announcements.
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Bruce’s presentation today - ‘submitting a effective proposal’
Increase your liklihood of success
If not:
Clear
Concise
Evidence based
Something that never changes is the need to submit a high quality proposal.
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