Report on the UK’s 2025 Strategic Defence Review: An Analysis through the Lens of the Sustainable Development Goals

Introduction: Aligning National Security with Global Goals

The United Kingdom Government’s 2025 Strategic Defence Review (SDR), titled “Plan for Change for Defence,” outlines a significant strategic pivot in national security policy. This report analyses the SDR’s key tenets, evaluating their direct and indirect contributions to the United Nations’ Sustainable Development Goals (SDGs). While focused on defence, the SDR’s emphasis on technological innovation, economic prosperity, and institutional reform presents a framework that intersects significantly with several SDGs, most notably SDG 16 (Peace, Justice and Strong Institutions), SDG 9 (Industry, Innovation and Infrastructure), and SDG 8 (Decent Work and Economic Growth).

The review positions defence as integral to national security and economic vitality, marking a departure from previous strategies. By prioritising cyber resilience, advanced technology, and reformed procurement, the SDR creates pathways for progress on sustainable development through enhanced security, industrial growth, and strengthened partnerships.

Fostering Innovation and Resilient Infrastructure (SDG 9)

A New Mandate for Technological Advancement

The 2025 SDR is fundamentally driven by the need to adapt to a rapidly evolving technological landscape. This commitment to modernisation directly supports SDG 9, which calls for building resilient infrastructure, promoting inclusive and sustainable industrialization, and fostering innovation. The review’s recommendations aim to create a robust technological backbone for the nation’s defence, with significant potential for dual-use applications that can benefit the wider economy.

Key Technology-Focused Initiatives

• Rapid Innovation Deployment: Implementation of a “20-40-40” warfare model, integrating uncrewed platforms like drones, artificial intelligence (AI), and autonomous systems. This fosters an innovation ecosystem critical for SDG 9.
• Cyber and Electromagnetic Command: The creation of a new “CyberEM Command” to ensure domain coherence in cyberspace and electromagnetic warfare, building resilient digital infrastructure (Target 9.1).
• Digital Targeting Web: A plan to deploy a “digital targeting web” by 2027, underpinned by a secure “Secret Cloud.” This initiative represents a major investment in secure and reliable information and communication technology infrastructure.
• UK Defence Innovation Organisation: A new body with a £400 million annual budget to promote dual-use technologies and commercial innovation, directly advancing research and upgrading the technological capabilities of industrial sectors (Target 9.5).
• Specialised Technology Centres: The establishment of a Defence Uncrewed Systems Centre and a protected Defence AI Investment Fund to accelerate the adoption of cutting-edge technologies across the sector.

Promoting Peace, Justice, and Strong Institutions (SDG 16)

Strengthening National Security for Global Stability

The core objective of the 2025 SDR is to enhance the UK’s capacity to deter threats and ensure security, which is the foundational element of SDG 16. By modernising its armed forces and taking a leading role within NATO, the UK aims to contribute to a more stable and peaceful Euro-Atlantic region. The review’s focus on addressing daily cyber threats is crucial for protecting national institutions, public services, and critical infrastructure from disruption, thereby building effective, accountable, and inclusive institutions (Target 16.6).

Reforming Procurement for Institutional Integrity

The SDR’s commitment to overhauling procurement processes is vital for strengthening institutional integrity. A transparent, efficient, and accountable acquisition system helps to substantially reduce corruption and bribery in all their forms (Target 16.5). Key reforms include:

1. Establishing a new Defence Exports Office to manage strategic industrial partnerships transparently.
2. Implementing a segmented procurement approach with accelerated contracting timelines to reduce opportunities for protracted and opaque negotiations.
3. Mandating early engagement with industry on desired outcomes to ensure clarity and accountability.

Driving Economic Growth and Strategic Partnerships (SDG 8 & 17)

The “Defence Dividend”: A Catalyst for Sustainable Economic Growth

The SDR explicitly links enhanced defence spending—projected to reach 2.5% of GDP by 2027—with national prosperity, job creation, and economic opportunity. This “defence dividend” aligns with the objectives of SDG 8 to promote sustained, inclusive, and sustainable economic growth and decent work for all. By investing in a high-tech, innovative defence industry, the government aims to stimulate regional economies and develop a highly skilled workforce, contributing to higher levels of economic productivity (Target 8.2).

Building Partnerships for the Goals

The SDR underscores the necessity of collaboration, a principle central to SDG 17 (Partnerships for the Goals). The strategy calls for a “new partnership with industry” to drive innovation and efficiency. Furthermore, its international dimension, reflected in commitments to NATO and observations of global policy shifts like the U.S. Executive Order on cybersecurity, highlights the need for multi-stakeholder and global partnerships to address complex security challenges. These collaborations are essential for sharing technology, knowledge, and best practices to achieve sustainable development on a global scale.

Conclusion: A Defence Strategy for a Sustainable Future

The 2025 Strategic Defence Review marks a pivotal moment for UK national policy, framing security as a prerequisite for and a contributor to sustainable development. While its primary focus is defence, its implementation strategy is deeply intertwined with the principles of the SDGs.

The successful realisation of the SDR’s vision depends on the effective execution of its ambitious reforms. By fostering innovation (SDG 9), strengthening institutions (SDG 16), promoting economic growth (SDG 8), and building robust partnerships (SDG 17), the “Plan for Change for Defence” has the potential to deliver not only a more secure nation but also a more prosperous and sustainable one. Navigating the complexities of procurement and maintaining adaptability will be crucial to translating these strategic goals into tangible contributions to the global 2030 Agenda.

SDGs Addressed in the Article

The following Sustainable Development Goals (SDGs) are connected to the issues highlighted in the article:

• SDG 8: Decent Work and Economic Growth
• SDG 9: Industry, Innovation, and Infrastructure
• SDG 16: Peace, Justice, and Strong Institutions
• SDG 17: Partnerships for the Goals

Identified SDG Targets

Based on the article’s content, the following specific SDG targets can be identified:

1. Target 8.2: Achieve higher levels of economic productivity through diversification, technological upgrading and innovation.

   The article extensively discusses the UK Government’s plan to modernize its defence sector through significant technological advancements. It highlights the “urgent need to… embrace the rapid evolution of technology that is reshaping the battlefield.” The strategy aims to create a “defence dividend” of jobs and wealth by fostering innovation in areas like artificial intelligence (AI), drones, and autonomous platforms. This focus on technological upgrading as a driver for economic growth directly aligns with Target 8.2.

2. Target 9.5: Enhance scientific research, upgrade the technological capabilities of industrial sectors… encouraging innovation and substantially increasing… public and private research and development spending.

   This target is directly addressed through several specific commitments mentioned in the article. The 2025 SDR includes the establishment of a “new UK Defence Innovation organisation… which will have a £400 million annual budget” and a “protected Defence AI Investment Fund.” Furthermore, it mandates that “at least 10% of the Ministry of Defence’s equipment procurement budget being spent on novel technologies each year.” These points demonstrate a clear government policy to increase R&D spending and upgrade the technological capabilities of the defence industry.

3. Target 16.a: Strengthen relevant national institutions… to build capacity at all levels… for preventing violence and combating terrorism and crime.

   The article details the UK’s efforts to strengthen its national security apparatus to deter modern threats. The 2025 SDR is a plan to “prioritise warfighting readiness to deter threats and strengthen security.” A key part of this is the creation of new, specialized institutions, such as the “new ‘CyberEM Command’ in respect of offensive and defensive cyberspace operations” and a “new Defence Uncrewed Systems Centre.” These actions represent a direct effort to strengthen national institutions to prevent conflict and combat threats like cyber warfare, which is central to Target 16.a.

4. Target 17.17: Encourage and promote effective public, public-private and civil society partnerships, building on the experience and resourcing strategies of partnerships.

   A core theme of the 2025 SDR, as presented in the article, is the formation of a “new partnership with industry.” The government plans to “overhaul acquisition processes from top to bottom as part of a new partnership with industries” and implement “early engagement in procurement processes with industries on desired outcomes.” This emphasis on collaborative models between the public sector (Ministry of Defence) and the private sector (vendors and suppliers) to achieve strategic goals is a clear example of the partnerships promoted by Target 17.17.

Implied Indicators for Measuring Progress

The article mentions or implies several indicators that can be used to measure progress towards the identified targets:

1. Indicator for Targets 8.2 & 9.5: Total government spending on research and development (R&D) as a proportion of GDP and budget.

   The article provides specific, quantifiable financial commitments that serve as direct indicators. These include the plan for “increased spending on defence predicted to be 2.5% of GDP by 2027,” the creation of a “new UK Defence Innovation organisation” with a “£400 million annual budget,” and the commitment to spend “at least 10% of the Ministry of Defence’s equipment procurement budget… on novel technologies each year.” These figures can be tracked to measure the implementation of the innovation and economic growth strategy.

2. Indicator for Target 16.a: Existence of independent national institutions for security and threat prevention.

   Progress towards strengthening institutional capacity can be measured by the successful establishment and operationalization of the new bodies mentioned in the article. Specifically, the “creation of a new ‘CyberEM Command’” and the establishment of the “new Defence Uncrewed Systems Centre (to be established by February 2026)” are concrete, measurable milestones. Their existence and functional capacity would serve as an indicator of progress.

3. Indicator for Target 17.17: Mechanisms for multi-stakeholder partnerships and efficiency of public-private processes.

   The article implies indicators for measuring the effectiveness of the new public-private partnership model through reformed procurement timelines. The “new segmented procurement approach” sets clear targets: “(i) major modular platforms – contracting within two years; (ii) pace-setting spiral and modular upgrades – contracting within a year; and (iii) rapid commercial exploitation – contracting within three months.” Measuring the success rate of meeting these ambitious contracting time frames would be a direct indicator of the efficiency and effectiveness of the new partnership approach.

Summary of SDGs, Targets, and Indicators

Source: crowell.com