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BAE Systems is a ‘global defence and security company’, providing a variety of products and services to air, land and naval forces; that is to say that it makes pretty much anything and everything for planes, ships and automobiles used by military forces worldwide.
BAE operates globally but identifies itself with five ‘home’ markets:
It has about 100,000 employees in these markets, of which over 25,000 are engineers.
Its diverse portfolio is structured into three key operating units: BAE Systems Inc., which includes some of its most profitable businesses such as land and armaments (its top financial performer in fiscal 2009); International; and Programmes & Support, which comprises its Maritime, Military Air & Info and data collection (Detica) units.
Among the company’s many products are armoured combat vehicles, regional aircraft, electronic warfare systems, submarines, surface ships, and mission avionics, to name but a few. Some of the latest (and most interesting) developments include:
The company is also supporting team GB in the run-up to the London 2012 Olympic and Paralympic Games, working to develop new technology for sports such as sailing, wheelchair racing, taekwondo, cycling and shooting.
Analysts and market research organisations have broadly attributed the company’s strong financial results to its diverse range of business activities and evenly-balanced revenue streams. The company itself has also cited these factors, along with its focus on what it calls Performance Excellence and a ‘total performance culture’.
Since BAE is a defence company, its clients are mainly military organisations such as the UK Ministry of Defence and the US Department of Defense. While growth in defence spending has slowed in recent years, it ultimately continues to grow, leaving BAE in a good position as regards future work.
It also supplies corporate clients in areas such as platform solutions, information management and aircraft remarketing, for which it has contracts with companies such as Airbus. Additionally, BAE has formed alliances with private sector companies; for example, it is working with waste management company Dennis Eagle on new hybrid propulsion systems, and with virtual world specialist Daden on 3D visual analytics tools.
Starting salaries vary by programme:
Graduate development framework: £24,000–£28,000 per annum.
Finance leader development programme: £28,000 per annum.
Sigma leadership programme: £28,000+ per annum.
Individual programmes also offer access to relevant development courses, tailored induction programmes and regular salary-focused performance reviews.
BAE Systems has three core values by which it aims to be recognised (and which it expects staff to uphold):
BAE’s corporate culture had come under criticism following a major fraud investigation linked to sales in Tanzania in 1999; however, its subsequent ‘good conduct’ and improved ethical oversight have been praised by Serious Fraud Office directors.
It has also restructured its executive bonus scheme to ensure that safety and ethical conduct are taken into consideration: 25% of the bonus available to executives is now dependent on them meeting key safety and ethics targets.
By most accounts, there is a healthy work-life balance at BAE Systems; while the company says it has a ‘total performance’ culture, this does not seem to mean a long-hours culture too. Employees say they are rarely expected to work for over 37 hours per week, and any overtime worked can be taken back at a later date. There are also flexible working options available.
Some current and former staff have noted that the dress code is typically casual, though this depends on the site at which they are based. The different sites around the UK also have their own websites to give prospective employees a feel for what it’s like living and working there. For instance, the BAE Warton website provides details of the local rugby team and the company’s social club, the Lightning Club.
BAE Systems conducts an employee opinion survey every two years, covering its entire global workforce. There are 65 questions in the survey, with six of those used specifically to monitor the company’s corporate responsibility:
The 2010 survey also found that employees considered areas such as management effectiveness, performance management and work environment to have improved since the previous survey, while improvement was still needed in engagement, career development and reward.
The company has a number of initiatives aimed at increasing gender diversity in its workforce, including a schools programme designed to challenge the assumption that engineering is for men, and a leadership development and mentoring programme to support high-performing female employees.
There are also women’s networks available within the company, providing support and networking opportunities to female employees, as well as an online forum specifically for women.
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