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Future of the UK Defense Industry - Market Attractiveness, Competitive Landscape and Forecasts to 2017
Date:9/18/2013

London (PRWEB) September 18, 2013

Synopsis

This report is the result of SDI’s extensive market and company research covering the UK defense industry, and provides detailed analysis of both historic and forecast defense industry values including key growth stimulators, analysis of the leading companies in the industry, and key news.

Summary

Why was the report written?
Future of the UK Defense Industry - Market Attractiveness, Competitive Landscape and Forecasts to 2017 offers the reader an insight into the market opportunities and entry strategies adopted by foreign original equipment manufacturers (OEMs) to gain a market share in the UK defense industry.

What is the current market landscape and what is changing?
The UK is one of the largest defense markets across the world. Primarily driven by potential threats from terrorism and peace keeping operations, the country’s defense expenditure is expected to register a CAGR of -0.88% during the forecast period. Despite budget cuts, the share of capital expenditure of the MoD’s total defense budget is expected to increase to 25.60% over the forecast period. The UK’s plans to spend about US$251.86 billion on defense equipment and support over the next decade will present opportunities for domestic and overseas defense companies. The defense equipment and support expenditure is expected to be US$112.06 billion, accounting for 41.63% of the UK’s total defense budget over the forecast period.

What are the key drivers behind recent market changes?

The UK’s military spending will be driven primarily by expenditure on counter terrorism activities and peace keeping operations. The level of terrorist activity of extremist groups in the UK increased considerably following the September 2001 terrorist attacks on the US and the international military operations against the Taliban and Al Qaeda in Afghanistan. The risk of terrorist attacks in the UK is high due to the country’s role as a close ally of the US. The current threat to the UK from international terrorism is considered to be severe; indeed an increase in terrorist activity has substantiated the presence of terrorist groups in UK.

What makes this report unique and essential to read?

Future of the UK Defense Industry – Market Attractiveness, Competitive Landscape and Forecasts to 2017 provides detailed analysis of the current industry size and growth expectations from 2013 to 2017, including highlights of key growth stimulators. It also benchmarks the industry against key global markets and provides a detailed understanding of emerging opportunities in specific areas.

Scope

The report provides detailed analysis of the current industry size and growth expectations from 2013 to 2017, including highlights of key growth stimulators, and also benchmarks the industry against key global markets and provides a detailed understanding of emerging opportunities in specific areas.

The report includes trend analysis of imports and exports, together with their implications and impact on the UK defense industry.

The report covers five forces analysis to identify various power centers in the industry and how these are expected to develop in the future.

The report allows readers to identify possible ways to enter the market, together with detailed descriptions of how existing companies have entered the market, including key contracts, alliances, and strategic initiatives.

The report helps the reader to understand the competitive landscape of the defense industry in the UK. It provides an overview of key defense companies, both domestic and foreign, together with insights such as key alliances, strategic initiatives, and a brief financial analysis.

Reasons to buy

The UK government has announced a reduction in defense expenditure over the next five years in order to control the country’s increasing fiscal deficit. Such reductions will lead to a decline in procurements and are expected to have a negative impact on domestic defense companies. The announcement of defense budget cuts followed the Strategic Defense and Security Review conducted in October 2010 and follows many other countries that have already cut their defense budgets, resulting in a contracted global defense market. MoD is planning to reduce personnel by 33,000 across all three military services, including 5,500 in Royal Navy, 19,500 in Army, and 8,000 in Royal Air Force by 2020. In addition, civilian workforce is being reduced by 32,000 at the same time.

The MoD protects domestic defense companies by allowing only direct offsets to foreign exporters and by encouraging foreign bidders to use UK sub-contractors on a competitive basis. In addition, the UK government gives priority to domestic companies in meeting its Urgent Operational Requirements. Since the UK is a member of the EU, defense procurements for goods and services are conducted in accordance with the EU Procurement Regulations. According to these regulations, EU firms are given priority over non-European firms when similar financial and technical bids are offered. Additionally, the government favors agreements in joint development with other European defense firms making it inaccessible to non-European defense firms. As an example, the UK government has taken the initiative in cooperative procurement, including several major programs, such as: the Airbus A400M and MBDA Meteor, and in the creation of the European Defense Agency (EDA) in July 2004. The EDA supports the more effective harmonization of military requirements and promotes a more open defense equipment market in Europe, acting as a barrier for entry for non-European companies.

Key Highlights

The MoD is one of UK industry’s largest customers, with average of GBP14 billion (US$22.04 billion) worth of purchases. MoD procures a wide range of goods and services Industry Participation governs the country’s defense offset policy, and includes procurement of equipment and services; personnel and payroll services; educational services; and also non-military purchases such as catering and facility management. The MoD, UK Trade and Investment, and Defense and Security Organization are able to sanction the transactions for accepted offset activities, provided they support the objectives of the policy. It further stipulates that offsets have to be defense related, new, and of equivalent technical quality, and must be fulfilled within the period of the main contract. A minimum of 100%offset is essential for all contracts over £50 million (US$78.3 million) for French and German companies and £10 million (US$16.1 million) for others. Bidders are free to determine the percentage of offsets they want to quote and decide with whom to do business within the defense industry. The effective period of the offset agreement is equal to the effective contract period. For effective contract management, MoD launched a new website MOD Defense Contracts Online (MOD DCO). MoD encourages participation of SMEs (Small and Medium Enterprises) to participate in contracts either as part of Prime Contracts or through sub-contracts. It has lowered the sub-contract threshold at which Prime Contractors can advertise sub-contract requirements.

The UK permits 100% FDI in its defense industry, with security issues being addressed through verification and clearance procedures in addition to export controls. The UK government applies strategic export controls to prevent exports that are inconsistent with its legal commitments, such as international sanctions, respect for human rights and fundamental freedoms, the internal political situation in the country of final destination, concerns that proposed exports might be used for internal repression or international aggression, risks to regional stability, national security, the recipient’s attitude to the international community, terrorism, and the risk of diversion. With 11 of the world’s top 100 defense companies based in the UK, and a further 20 having significant operations in the UK, international investment activity in the UK defense sector is high. Recent defense investments include Denmark’s Royal Ten Cate acquisition of AML UK and EADS Astrium’s 85% acquisition of Surrey Satellite Technology.

Security threats from internal and external terrorist groups have compelled the country to focus on strengthening its borders and internal security. UK’s role in Afghanistan, Iraq and Northern Africa has resulted in the country moving up the terrorism index. The domestic terrorism threat originates from the partition of Ireland in 1921, and from the dispute between Irish Nationalists and Unionists. As the security situation in Northern Ireland evolved, the domestic intelligence body MI5 took on responsibility for national security intelligence work in Northern Ireland in 2007, bringing the arrangements there in line with the rest of the UK. In addition, the UK is threatened by hostile cyber-attacks from other states, potential shortcomings in the UK’s cyber infrastructure, and the actions of cyber terrorists and criminals.

1 Introduction
1.1. What is this Report About?
1.2. Definitions
1.3. Summary Methodology
1.4. SDI Terrorism Index
1.5. About Strategic Defence Intelligence
2 Executive Summary
3 Market Attractiveness and Emerging Opportunities
3.1. Defense Market Size Historical and Forecast
3.1.1. The UK’s defense expenditure is expected to decline at a CAGR of XX%
3.1.2. Counter-terrorism activities and peacekeeping operations are the primary factors driving defense spending
3.2. Analysis of Defense Budget Allocation
3.2.1. Majority of defense budget allocated for revenue expenditure
3.2.2. More than XX% of the UK’s defense budget is expected to be allocated to enhance defense capability
3.2.3. Withdrawal of troops from Afghanistan expected to result in lower allocation for peacekeeping operations
3.2.4. Focus on a reduction in the number of troops expected to affect defense capability budget allocation over the forecast period
3.2.5. Defense equipment and support to constitute XX% of defense capability budget during the forecast period
3.2.6. Allocation for war pension benefits to register a CAGR of XX% over the forecast period
3.3. Homeland Security Market Size and Forecast
3.3.1. Workforce reduction will affect homeland security budget allocations over the forecast period
3.3.2. Border security and Counter Terrorism to be the key drivers in the homeland security market
3.3.3. The UK experienced moderate terror activity during the review period
3.4. Benchmarking with Key Global Markets
3.4.1. The UK ranks among major Global Defense Markets
3.4.2. The UK is expected to be among Top 10 defense spending countries in the world
3.4.3. The UK allocates a significant percentage of GDP towards defense
3.4.4. The UK features in Top 10 Arms Exporters in 2011
3.5. Market Opportunities: Key Trends and Growth Stimulators
3.5.1. Border Security
3.5.2. Police Modernization
3.5.3. Counter Terrorism
3.5.4. Networking/Information Management
3.5.5. Fighters and Multi-role Aircraft
3.5.6. Attack Aircraft MRO
3.5.7. Aircraft Carriers
3.5.8. Transport & Utility Aircraft
4 Defense Procurement Market Dynamics
4.1. Import Market Dynamics
4.1.1. Defense imports expected to decline over the next five years
4.1.2. The UK sources majority of its defense imports from the US and France
4.1.3. Missiles, aircraft and armored vehicles account for more than three quarters of UK arms imports
4.2. Export Market Dynamics
4.2.1. The UK’s Defense Exports grew at a CAGR of XX% during the review period
4.2.2. UK Defense exports find major buyers in Saudi Arabia, the US and India
4.2.3. Aircraft dominates of the Country’s Defense Exports
5 Industry Dynamics
5.1. Five Forces Analysis
5.1.1. Bargaining power of supplier: low to medium
5.1.2. Bargaining power of buyer: high
5.1.3. Barrier to entry: medium
5.1.4. Intensity of rivalry: low to high
5.1.5. Threat of substitution: low to medium
6 Market Entry Strategy
6.1. Market Regulation
6.1.1. Offset policy aids development of the domestic defense industry
6.1.2. The UK permits XX% FDI in its defense industry
6.2. Market Entry Route
6.2.1. Joint weapons development programs are a viable market entry opportunity
6.2.2. Joint ventures open up new market entry strategy choices
6.2.3. Forming subsidiaries in the UK and the acquisition of domestic companies provide good market entry opportunities
6.3. Key Challenges
6.3.1. Defense budget cuts will have negative implications for defense companies
6.3.2. Preference for domestic and EU companies pose a challenge for non-European companies
7 Competitive Landscape and Strategic Insights
7.1. Competitive Landscape Overview
7.2. Key Domestic Companies
7.2.1. BAE Systems Plc.: overview
7.2.2. BAE Systems Plc.: products and services
7.2.3. BAE Systems Plc.: recent announcements and strategic initiatives
7.2.4. BAE Systems Plc.: alliances
7.2.5. BAE Systems Plc.: recent contract wins
7.2.6. BAE Systems Plc.: financial analysis
7.2.7. GKN Aerospace Services: overview
7.2.8. GKN Aerospace Services: products and services
7.2.9. GKN Aerospace Services: recent announcements and strategic initiatives
7.2.10. GKN Aerospace Services: alliances
7.2.11. GKN Aerospace Services: recent contract wins
7.2.12. GKN Aerospace Services: financial analysis
7.2.13. Rolls-Royce Plc.: overview
7.2.14. Rolls-Royce Plc.: products and services
7.2.15. Rolls-Royce Plc.: recent announcements and strategic initiatives
7.2.16. Rolls-Royce Plc.: alliances
7.2.17. Rolls-Royce Plc.: recent contract wins
7.2.18. Rolls-Royce Plc.: financial analysis
7.2.19. Babcock International Group Plc.: overview
7.2.20. Babcock International Group Plc.: products and services
7.2.21. Babcock International Group Plc.: recent announcements and strategic initiatives
7.2.22. Babcock International Group Plc.: alliances
7.2.23. Babcock International Group Plc.: recent contract wins
7.2.24. Babcock International Group Plc.: financial analysis
7.3. Key Foreign Companies
7.3.1. AgustaWestland: overview
7.3.2. AgustaWestland: products and services
7.3.3. AugustaWestland: recent announcements and strategic initiatives
7.3.4. AugustaWestland: alliances
7.3.5. AugustaWestland: recent contract wins
7.3.6. Thales UK: overview
7.3.7. Thales UK: products and services
7.3.8. Thales UK: recent announcements and strategic initiatives
7.3.9. Thales UK: alliances
7.3.10. Thales UK: recent contract wins
7.3.11. General Dynamics UK Ltd: overview
7.3.12. General Dynamics UK Ltd: products and services
7.3.13. General Dynamics UK Ltd: recent announcements and strategic initiatives
7.3.14. General Dynamics UK Ltd: alliances
7.3.15. General Dynamics UK Ltd: recent contract wins
7.3.16. Boeing UK: overview
7.3.17. Boeing UK: products and services
7.3.18. Boeing UK: recent announcements and strategic initiatives
7.3.19. Boeing UK: alliances
7.3.20. Boeing UK: recent contract wins
7.3.21. Boeing UK: financial analysis
7.3.22. L-3 TRL: overview
7.3.23. L-3 TRL: products and services
7.3.24. L-3 TRL: recent announcements and strategic initiatives
7.3.25. L-3 TRL: alliances
7.3.26. Northrop Grumman UK: overview
7.3.27. Northrop Grumman UK: products and services
7.3.28. Northrop Grumman UK: recent announcements and strategic initiatives
7.3.29. Northrop Grumman UK: alliances
7.3.30. Northrop Grumman UK: recent contract wins
7.3.31. Lockheed Martin UK Ltd: overview
7.3.32. Lockheed Martin UK Ltd: products and services
7.3.33. Lockheed Martin UK Ltd: recent announcements and strategic initiatives
7.3.34. Lockheed Martin UK Ltd: alliances
7.3.35. Lockheed Martin UK Ltd: recent contract wins
7.3.36. EADS UK: overview
7.3.37. EADS UK: products and services
7.3.38. EADS UK: recent announcements and strategic initiatives
7.3.39. EADS UK: alliances
7.3.40. EADS UK: recent contract wins
8 Business Environment and Country Risk
8.1. Demographics & Social Statistics
8.1.1. Population –Rural
8.1.2. Population - Urban
8.1.3. Population –Number of Households
8.2. Economic Performance
8.2.1. Gross Domestic Product Per Capita
8.2.2. Gross Domestic Product in Current US$
8.2.3. Exports of goods and services, current prices
8.2.4. Imports of goods and services, current prices
8.2.5. Gross National Disposable Income, current prices
8.2.6. Manufacturing Output, US$ Billion
8.2.7. Customer Price Index
8.2.8. Wholesale Price Index
8.2.9. Local Currency Unit per US$, Period Average
8.2.10. Local Currency Unit per Euro
8.2.11. Interest Rate (Lending)
8.2.12. Real Interest Rate (%)
8.2.13. Market Capitalization of Listed Companies (US$ Billions)
8.2.14. Market Capitalization of Listed Companies (% GDP)
8.2.15. Government Cash Surplus/Deficit, Local Currency
8.2.16. Government Cash Surplus/Deficit, (% of GDP, LCU)
8.2.17. Central Government Debt, (LCU Billion)
8.2.18. Central Government Debt (% of GDP)
8.2.19. Goods Exports as % of GDP
8.2.20. Goods Imports as % of GDP
8.2.21. Goods Trade Surplus/Deficit as % of GDP
8.2.22. Services Imports as a % of GDP
8.2.23. Services Exports as a % of GDP
8.2.24. Services Trade Surplus/Deficit as a % of GDP
8.2.25. Foreign Direct Investment, Current Values in Billion
8.2.26. Foreign Direct Investment as a % of GDP
8.2.27. International Reserves, including Gold (US$ Bn)
8.3. Energy and Utilities
8.3.1. Total Conventional Thermal Electricity Generation
8.3.2. Net Hydroelectric Power Generation
8.3.3. Net Nuclear Electricity Net Generation
8.3.4. Total Conventional Thermal Electricity Installed Capacity
8.3.5. Total Electricity Exports
8.3.6. Total Electricity Imports
8.3.7. Proved Reserves of Natural Gas
8.3.8. Total Petroleum Consumption
8.3.9. Crude Oil Proved Reserves
8.3.10. Total Non-Hydro Renewable Electricity Net Generation
8.4. Infrastructure Quality and Availability
8.4.1. Roads, Total Network
8.4.2. Rail Lines
8.4.3. Air Transport, Freight
8.4.4. Overall Construction
8.5. Minerals
8.5.1. Mining, Manufacturing, Utilities Output
8.6. Technology
8.6.1. Research and Development Expenditure
8.6.2. Patents Granted
8.7. Telecommunications
8.7.1. Fixed Telephone Lines
8.7.2. Telephone Lines Penetration Rate
9 Appendix
9.1. About SDI
9.2. Disclaimer

List of Tables

Table 1: UK Defense Expenditure (US$ Billion), 2008–2012
Table 2: UK Defense Expenditure (US$ Billion), 2013–2017
Table 3: UK Defense Budget Split between Capital and Revenue Expenditure (%),2008–2012
Table 4: UK Defense Budget Split between Capital and Revenue Expenditure (%),2013–2017
Table 5: UK Defense Budget Break up(%), 2008–2012
Table 6: UK Defense Budget Break up (%), 2013–2017
Table 7: UK Peacekeeping Services Budget (US$ Billion), 2008–2012
Table 8: UK Peacekeeping Services Budget (US$ Billion), 2013–2017
Table 9: UK Defense Capability Budget (US$ Billion), 2008–2012
Table 10: UK Defense Capability Budget (US$ Billion), 2013–2017
Table 11: UK Defense Capability Break up (%), 2008–2012
Table 12: UK Defense Capability Break up (%), 2013–2017
Table 13: UK War Pension Benefits Budget (US$ Billion), 2008–2012
Table 14: UK War Pension Benefits Budget (US$ Billion), 2013–2017
Table 15: UK Homeland Security Expenditure (US$ Billion), 2008–2012
Table 16: UK Homeland Security Expenditure (US$ Billion), 2013–2017
Table 17: SDI Terrorism Index, 2011
Table 18: Benchmarking with Key Markets – 2008–2012 vs. 2013–2017
Table 19: Top Country Ranking by Value of Arms Exports, 2011*
Table 20: UK Defense Offset Regulations
Table 21: UK's Participation in International Defense Development Programs
Table 22: BAE Systems Plc. – Product Focus
Table 23: BAE Systems Plc. – Alliances
Table 24: BAE Systems Plc. – Recent Contract Wins
Table 25: GKN Aerospace Services – Product Focus
Table 26: GKN Aerospace Services – Alliances
Table 27: GKN Aerospace Services – Recent Contract Wins
Table 28: Rolls-Royce Plc. – Product Focus
Table 29: Rolls-Royce Plc. – Alliances
Table 30: Rolls-Royce Plc. – Recent Contract Wins
Table 31: Babcock International Group Plc. – Product Focus
Table 32: Babcock International Group Plc. – Alliances
Table 33: Babcock International Group Plc. – Recent Contract Wins
Table 34: AgustaWestland – Product Focus
Table 35: AugustaWestland – Alliances
Table 36: AugustaWestland – Recent Contract Wins
Table 37: Thales UK – Product Focus
Table 38: Thales UK – Alliances
Table 39: Thales UK – Recent Contract Wins
Table 40: General Dynamics UK Ltd – Product Focus
Table 41: General Dynamics UK Ltd – Alliances
Table 42: General Dynamics UK Ltd – Recent Contract Wins
Table 43: Boeing UK – Product Focus
Table 44: Boeing UK – Alliances
Table 45: Boeing UK – Recent Contract Wins
Table 46: L-3 TRL – Product Focus
Table 47: L-3 TRL – Alliances
Table 48: Northrop Grumman UK – Product Focus
Table 49: Northrop Grumman UK – Alliances
Table 50: Northrop Grumman UK – Recent Contract Wins
Table 51: Lockheed Martin UK Ltd – Product Focus
Table 52: Lockheed Martin UK Ltd – Alliances
Table 53: Lockheed Martin UK Ltd – Recent Contract Wins
Table 54: EADS UK – Product Focus
Table 55: EADS UK - Alliances
Table 56: EADS UK – Recent Contract Wins

List of Figures

Figure 1: UK Defense Expenditure (US$ Billion), 2008–2012
Figure 2: UK Defense Expenditure (US$ Billion), 2013–2017
Figure 3:UK Defense Budget Split between Capital and Revenue Expenditure (%),2008–2012
Figure 4: UK Defense Budget Split between Capital and Revenue Expenditure (%),2013–2017
Figure 5: UK Defense Budget Break up(%), 2008–2012
Figure 6: UK Defense Budget Break up (%), 2013–2017
Figure 7: UK Peacekeeping Services Budget (US$ Billion), 2008–2012
Figure 8:UK Peacekeeping Services Budget (US$ Billion), 2013–2017
Figure 9: UK Defense Capability Budget (US$ Billion), 2008–2012
Figure 10:UK Defense Capability Budget (US$ Billion), 2013–2017
Figure 11: UK Defense Capability Break up (%), 2008–2012
Figure 12:UK Defense Capability Break up (%), 2013–2017
Figure 13: UK War Pension Benefits Budget (US$ Billion), 2008–2012
Figure 14: UK War Pension Benefits Budget (US$ Billion), 2013–2017
Figure 15: UK Homeland Security Expenditure (US$ Billion), 2008–2012
Figure 16:UK Homeland Security Expenditure (US$ Billion), 2013–2017
Figure 17: SDI Terrorism Heat Map, 2011
Figure 18: SDI Terrorism Index, 2012
Figure 19: Benchmarking with Key Markets – 2008–2012 vs. 2013–2017
Figure 20: Defense Expenditure of the World’s Largest Military Spenders (US$ Billion), 2012 and 2017
Figure 21: Defense Expenditure as a Percentage of GDP of Largest Military Spenders (%), 2012
Figure 22: Border Security Market Size (US$ Billion), 2012–2022
Figure 23: Police Modernization Market Size (US$ Billion), 2012–2022
Figure 24: Counter Terrorism Market Size (US$ Billion), 2012–2022
Figure 25: Networking/Information Management Market Size (US$ Billion), 2012–2022
Figure 26: Fighters and Multi-role Aircraft Market Size (US$ Billion), 2012–2022
Figure 27: Attack Aircraft MRO Market Size (US$ Billion), 2012–2022
Figure 28: Aircraft Carriers Market Size (US$ Billion), 2012–2022
Figure 29: Transport & Utility Aircraft Market Size (US$ Billion), 2012–2022
Figure 30: UK Defense Import Trend, 2007–2011 (TIV values)
Figure 31: UK Defense Imports by Country (%), 2007–2011
Figure 32: UK Defense Imports by Category (%), 2007–2011
Figure 33: UK Defense Export Trend, 2007–2011 (TIV values)
Figure 34: UK Defense Exports by Country (%), 2007–2011
Figure 35: UK Defense Exports by Category (%), 2007–2011
Figure 36: Industry Dynamics – Porter’s Five Forces Analysis
Figure 37: BAE Systems – Revenue Trend Analysis (GBP billion), 2007–2011
Figure 38: BAE Systems – Operating Profit (GBP billion), 2007–2011
Figure 39: BAE Systems – Net Profit Trend Analysis (GBP billion), 2007–2011
Figure 40: GKN Aerospace Services – Revenue Trend Analysis (GBP billion), 2007–2011
Figure 41: GKN Aerospace Services – Operating Profit Trend Analysis (GBP million), 2007–2011
Figure 42: GKN Aerospace Services – Net Profit Trend Analysis, (GBP million), 2007–2011
Figure 43: Rolls-Royce Plc. – Revenue Trend Analysis (GBP Billion), 2007–2011
Figure 44: Rolls-Royce Plc. – Operating Profit Trend Analysis (GBP Billion), 2007–2011
Figure 45: Rolls-Royce Plc. – Net Profit Trend Analysis (GBP Billion), 2007–2011
Figure 46: Babcock International Group Plc. – Revenue Trend Analysis (GBP Billion), 2008-2012
Figure 47: Babcock International Group Plc. – Operating Profit Trend Analysis (GBP Million), 2008-2012
Figure 48: Babcock International Group Plc. – Net Profit Trend Analysis (GBP Million), 2008–2012
Figure 49: Boeing – Revenue Trend Analysis (US$ Billion), 2007–2011
Figure 50: Boeing – Operating Profit Trend Analysis (US$ Billion), 2007–2011
Figure 51: Boeing – Net Profit Trend Analysis (US$ Billion), 2007–2011
Figure 52: UK Population – Rural (Millions), 2008–2017
Figure 53: UK Population – Male (Millions), 2008–2017
Figure 54: UK Population – Number of Households (Millions), 2008–2017
Figure 55: UK GDP Per Capita, 2008–2017
Figure 56: UK GDP (in US$ Bn) , 2008–2017
Figure 57: UK Exports of goods,( US$ Billions), 2001–2011
Figure 58: UK Imports of goods and services, 2008–2017
Figure 59: UK Gross National Disposable Income, current prices (US$ Billion), 2002– 2011
Figure 60: UK Manufacturing Output, (US$ Bn), 2002– 2011
Figure 61: UK Customer Price Index, 2008–2017
Figure 62: UK Wholesale Price Index, 2002–2011
Figure 63: UK GBP per US$, 2008–2017
Figure 64: UK GBP per Euro,2008–2017
Figure 65: UK Lending Rate(%), 2002–2011
Figure 66: UK Real Interest Rate (%), 2002–2011
Figure 67: UK Market Capitalization of listed companies (US$ Billion), 2002–2011
Figure 68: UK Market Capitalization of listed companies(%GDP), 2002–2011
Figure 69: UK Government Cash surplus/deficit (LCU Billion), 2001–2010
Figure 70: UK Government Cash surplus/deficit(% of GDP LCU), 2001–2010
Figure 71: UK Central government Debt, (Local Currency Billion), 2001–2010
Figure 72: UK Central government Debt (% of GDP), 2001–2010
Figure 73: UK Goods exports as % of GDP, 2002–2011
Figure 74: UK Goods imports as % of GDP, 2002–2011
Figure 75: UK Goods trade surplus/deficit as % of GDP, 2002–2011
Figure 76: UK Services Imports as a % of GDP2002–2011
Figure 77: UK Services exports as a % of GDP, 2002–2011
Figure 78: UK Services trade surplus/deficit as a % of GDP, 2002–2011
Figure 79: UKFDI, net (Current US$ Bn), 2002–2011
Figure 80: UK Net FDI as a % of GDP, 2002–2011
Figure 81: UK international reserves, including Gold (US$ Bn), 2002–2011
Figure 82: UK Natural Gas Production(Billion Cubic Feet), 2001–2010
Figure 83: UK Hydroelectricity Generation (Billion Kilowatt hours),2001–2010
Figure 84: UK Nuclear Electricity Net Generation(Billion Kilowatt hours), 2001–2010
Figure 85: UK Total Thermal Electricity installed capacity (Million Kilowatt), 2001–2010
Figure 86: UK Total Electricity Exports (Billion Kilowatt), 2001–2010
Figure 87: UK Total Electricity Imports(Billion KW), 2001–2010
Figure 88: UK proved reserves of natural gas(Trillion cubic feet), 2002–2011
Figure 89: UK total petroleum consumption (Thousand Barrels per day), 2000–2011
Figure 90: UK Crude oil proved reserves (Billion Barrels), 2002–2011
Figure 91: UK Total Non-Hydro Renewable Electricity net generation (Bn KW), 2001–2010
Figure 92: UK Roads, Total Network (km), 2000–2009
Figure 93: UK Rail Lines(total route km), 2001–2010
Figure 94: UK Air transport, freight (million ton-km), 2001–2010
Figure 95: UK Overall Construction, 2007–2016
Figure 96: UK Mining, manufacturing, and utilities output (US$ Bn), 2002–2011
Figure 97: UK research and development expenditure (LCU Thousands), 2001–2010
Figure 98: UK Patents Granted, 2002–2011
Figure 99: UK Telephone Lines (in Mn) , 2001–2010
Figure 100: UK Telephone lines penetration rate (per 100 people), 2002–2011

Companies Mentioned

BAE Systems Plc, GKN Aerospace Services, Rolls-Royce Plc , Babcock International Group Plc, AgustaWestland, Thales UK, General Dynamics UK Ltd ,Boeing UK ,L-3 TRL

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Future of the UK Defense Industry - Market Attractiveness, Competitive Landscape and Forecasts to 2017

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(Date:12/8/2016)... ... 08, 2016 , ... Mirixa Corporation , a leading ... pharmacist-delivered patient care services, has announced the promotions of Karen Litsinger to senior ... of sales. , Litsinger joined Mirixa in 2008 after serving as a ...
(Date:12/8/2016)... (PRWEB) , ... December 08, 2016 , ... David ... with global law firm Greenberg Traurig, LLP, will speak at DeviceTalks West, Dec. 12, ... of the DeviceTalks series, and attorneys from the firm’s global Life Sciences & Medical ...
(Date:12/8/2016)... ... December 08, 2016 , ... ... development continuity to its innovative Unified Instance Manager architecture, meeting the needs ... this new version optimizes the unattended auto-dialing system without agents, Presence Robodialer, ...
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(Date:12/9/2016)... , Dec. 9, 2016 aTyr Pharma, Inc. (Nasdaq: ... development of Physiocrine-based therapeutics to address severe, rare diseases, today announced ... upcoming BMO Prescriptions for Success Healthcare Conference at the InterContinental Barclay ... December 14, 2016, at 4:20 p.m. ET. About ... ...
(Date:12/9/2016)... , Dec. 9, 2016 Department of Health ... regulations for medical marijuana dispensaries under Act 16 are ... , and are now available online . ... in the plan for operation; process for dispensing medical ... well as where the dispensary facilities can be located," ...
(Date:12/8/2016)... VIEW, Calif. , Dec. 8, 2016 IRIDEX ... intends to offer newly issued shares of common stock, $0.01 ... pursuant to an underwritten public offering.  The final terms of ... the time of pricing, and there can be no assurance ... IRIDEX expects to use the net proceeds it ...
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