Extending the operational life of complex assets demands more than maintenance - it requires planning for capability, resilience, and risk from the ground up.  That was the challenge facing the Royal Navy’s Type 23 Class Frigates.  Originally designed for an 18-year service life, the ambition was to double their operational lifespan – keeping them active and capable into the mid-2030s.

The Life Extension Programme was broad in scope: embodying new capabilities including mission systems and advanced sensors, upgrading power generation and machinery control systems, and addressing structural sustainability to secure long-term hull and superstructure integrity.  It wasn’t just about adding years; it was about delivering a 'new beating heart' and ‘teeth’ to the platforms, while managing sustainment and supportability risks for the extended life.

The scale and complexity of the programme was significant.  Stakeholders included the Royal Navy, the UK’s Defence Equipment & Support (DE&S) organisation, multiple OEMs, supply chain partners, and Babcock teams across different disciplines.  The success of the £2Bn programme depended on managing technical complexity, operational demands, and commercial affordability – all while maintaining regulatory standards with Lloyds and the Class Authority.  The programme needed more than technical upgrades - it needed disciplined programme control, effective risk management, and a collaborative, agile approach to navigate the inevitable operational pressures and stakeholder dynamics that come with a programme of this scale and ambition.