Mission Statement, Vision, & Core Values (2026) of Rolls-Royce Holdings plc.

Founded in 1904, Rolls‑Royce Holdings plc is a British multinational at the heart of civil and defence aerospace, marine, energy and power markets, employing approximately 50,000 people across over 50 countries and reporting revenues of £18.909 billion in 2024; listed on the London Stock Exchange as a constituent of the FTSE 100, the company centres its strategy on the mission "Trusted to deliver excellence" and the vision "better power for a changing world," commitments that sustain its emphasis on engineering pre‑eminence, integrity, safety, programme management and business acumen as it develops mission‑critical power systems where reliability and performance are paramount

Rolls-Royce Holdings plc (RR.L) - Intro

• Global footprint: operations in over 50 countries and major engineering sites in the UK, US, Germany, India and Singapore.
• Workforce: approximately 50,000 employees as of 2025, spanning engineering, manufacturing, services, R&D and aftermarket support.
• Public listing: London Stock Exchange, constituent of the FTSE 100 Index.
• 2024 financials: reported revenues of £18.909 billion.

• Deliver highly reliable, efficient power and propulsion solutions that enable customers to operate safely and sustainably.
• Provide lifecycle services and digital-enabled support to maximise fleet availability and reduce operating costs.
• Innovate in low-emission propulsion and energy solutions to meet global decarbonisation goals.

• To be the world's leading power system company, shaping the future of flight, marine and energy through engineering excellence and sustainable technology.
• Create long-term value for customers, shareholders and society by transitioning to net-zero operations and enabling lower-emission transport and power.

• Safety first - uncompromising approach to protecting people and assets.
• Engineering excellence - rigorous technical standards and continuous improvement.
• Customer focus - aligning product and service design to customer mission needs and lifecycle economics.
• Integrity and accountability - transparent governance and ethical conduct across global operations.
• Innovation and sustainability - investment in R&D for lower-emission technologies and digital services.

• Expand aftermarket services and digital maintenance to increase recurring revenue and margin resilience.
• Accelerate development of sustainable aviation fuels (SAF)-compatible engines, hybrid-electric and hydrogen-ready propulsion pathways.
• Enhance manufacturing productivity and supply-chain resilience to support recovery in civil aerospace demand.
• Reduce group carbon footprint - operational decarbonisation and enabling customer emissions reductions.

• Net-zero ambition across operations and support for customer decarbonisation pathways, including SAF, hydrogen and electric propulsion research.
• Investment in lifecycle analysis, circularity and reduction of manufacturing emissions.
• Reporting and governance aligned with investor expectations and regulatory frameworks for emissions and safety performance.

• Commercial airlines and lessors - engine sales, long-term service agreements and fleet support.
• Defence customers - military propulsion systems, sustainment and mission-critical support.
• Shipbuilders and power customers - marine propulsion and distributed energy solutions.
• Investors and regulators - FTSE 100 listing, financial disclosure and compliance obligations.

Rolls-Royce Holdings plc (RR.L) - Overview

• Mission focus: reliability, performance, safety and lifecycle value in civil aerospace, defence, power systems and new energy markets.
• Strategic intent: deliver durable customer outcomes while improving returns and cash conversion across business cycles.
• Cultural impact: long-term engineering excellence, disciplined programme delivery and continuous improvement embedded in processes and supplier chains.

• Vision: be the world's leading engineering company for power and propulsion solutions, delivering sustainable, reliable systems across aerospace, marine and energy sectors.
• Decarbonisation agenda: transition to lower-emissions propulsion and power (sustainable aviation fuels, electric/hybrid demonstrators, hydrogen R&D and digital optimisation of operations).
• Customer-centric model: shift to lifecycle services, digital health monitoring and aftermarket support to increase recurring revenue and margin stability.

• Integrity and Trust - delivering on commitments, transparent governance and safety-first engineering.
• Excellence - technical rigor, continuous improvement and high standards in manufacturing and aftermarket support.
• Innovation - sustained R&D investment to drive next-generation propulsion (examples: hydrogen trials, SAF compatibility, electrification research partnerships).
• Accountability - programme governance, supplier management and financial discipline to protect returns.

• Aftermarket service agreements and digital health programmes that prioritise uptime and predictable lifecycle costs for airline customers.
• Capital allocation toward programmes and supply-chain fixes that target improved reliability of key engine platforms and reduce in-service disruption.
• Public commitments and R&D partnerships focused on SAF, hydrogen and hybrid-electric demonstrators aligned to the trust/excellence narrative.

Rolls-Royce Holdings plc (RR.L) Mission Statement

• Focus on innovation: sustained investment in technology, digital services, and low-carbon propulsion.
• Customer-centricity: mission-critical reliability and lifecycle support for airlines, navies, utilities, and OEM partners.
• Operational resilience: expanding aftermarket services and regional support to stabilize revenue through cycles.
• Sustainability commitments: advancing SAF, hydrogen and electrified propulsion to reduce lifecycle emissions.

• Accelerating development of net-zero technologies while improving fuel efficiency across existing platforms.
• Growing services and digital aftermarket to capture higher-margin, recurring revenue.
• Strengthening balance sheet and free cash flow to support R&D and capital allocation.

• Investment targets: prioritise R&D in fuel-efficiency improvements, hybrid/electric demonstrators, hydrogen combustors and SAF-compatible engines.
• Commercial focus: expand digital health-monitoring services to increase dispatch reliability and reduce customer operating costs.
• Partnerships & ecosystems: collaborate with airlines, energy companies and governments to pilot low-carbon fuels and infrastructure.

• Specific fuel consumption improvements (%) across engine types.
• Service availability / dispatch reliability for airline customers.
• Progress toward net-zero milestones (hydrogen demonstrators, SAF adoption rates).
• Recurring revenue mix and aftermarket gross margin trends.

Rolls-Royce Holdings plc (RR.L) - Vision Statement

• Trusted to deliver excellence - reliability, on-time delivery and high product standards across civil aerospace, defence and power systems.
• Engineering pre-eminence - leading-edge turbomachinery, electrification research, and advanced materials to enable efficiency and low-carbon propulsion.
• Act with integrity - rigorous governance, transparency in reporting and ethical conduct with customers, suppliers and governments.
• Operate safely - embedding product, workplace and operational safety as non-negotiable priorities.
• Programme management - disciplined delivery of complex engine and systems programmes, managing timelines, risk and supplier ecosystems.
• Business acumen - focus on cash generation, margin recovery, cost discipline and capital allocation to support growth and R&D investment.

• Reliability & excellence: reduce unscheduled engine removals, increase on-wing time - measured through dispatch reliability and in-service availability targets.
• Engineering leadership: sustained R&D investment and demonstrator programmes (e.g., UltraFan, electrified propulsion pilots).
• Integrity & governance: strengthened reporting cadence, clearer remediation and compliance metrics post-challenges of prior years.
• Safety: adherence to certified processes, incident-rate KPIs and supplier assurance programmes.
• Programme delivery: milestone-driven contracts, performance-based risk sharing and supplier performance KPIs.
• Business acumen: margin improvement targets, free cash flow conversion, and strategic portfolio actions (commercial aero vs. power/defence balance).